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louai98 2023-11-20 15:27:41 +01:00
parent 0a3596bbb9
commit cd87150ead
124 changed files with 278768 additions and 1148 deletions
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12
package-lock.json generated
View File

@ -17,6 +17,7 @@
"jwt-decode": "^3.1.2", "jwt-decode": "^3.1.2",
"react": "^18.2.0", "react": "^18.2.0",
"react-bootstrap": "^2.7.4", "react-bootstrap": "^2.7.4",
"react-bootstrap-icons": "^1.10.3",
"react-dom": "^18.2.0", "react-dom": "^18.2.0",
"react-router-dom": "^6.11.2", "react-router-dom": "^6.11.2",
"react-scripts": "5.0.1", "react-scripts": "5.0.1",
@ -14440,6 +14441,17 @@
} }
} }
}, },
"node_modules/react-bootstrap-icons": {
"version": "1.10.3",
"resolved": "https://registry.npmjs.org/react-bootstrap-icons/-/react-bootstrap-icons-1.10.3.tgz",
"integrity": "sha512-j4hSby6gT9/enhl3ybB1tfr1slZNAYXDVntcRrmVjxB3//2WwqrzpESVqKhyayYVaWpEtnwf9wgUQ03cuziwrw==",
"dependencies": {
"prop-types": "^15.7.2"
},
"peerDependencies": {
"react": ">=16.8.6"
}
},
"node_modules/react-dev-utils": { "node_modules/react-dev-utils": {
"version": "12.0.1", "version": "12.0.1",
"resolved": "https://registry.npmjs.org/react-dev-utils/-/react-dev-utils-12.0.1.tgz", "resolved": "https://registry.npmjs.org/react-dev-utils/-/react-dev-utils-12.0.1.tgz",

1
package.json
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@ -12,6 +12,7 @@
"jwt-decode": "^3.1.2", "jwt-decode": "^3.1.2",
"react": "^18.2.0", "react": "^18.2.0",
"react-bootstrap": "^2.7.4", "react-bootstrap": "^2.7.4",
"react-bootstrap-icons": "^1.10.3",
"react-dom": "^18.2.0", "react-dom": "^18.2.0",
"react-router-dom": "^6.11.2", "react-router-dom": "^6.11.2",
"react-scripts": "5.0.1", "react-scripts": "5.0.1",

65
src/App copy.js Normal file
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@ -0,0 +1,65 @@
import logo from "./logo.svg";
import "./App.css";
import { BrowserRouter as Router, Route, Routes } from "react-router-dom";
import Image from "react-bootstrap/Image";
import IddrsImg from "./Static/Imgs/IDDRS.png";
import Container from "react-bootstrap/esm/Container";
import AppContext from "./AppContext";
import PrivateRoute from "./Utiles/PrivateRoute";
import Navbar_ from "./Components/Navbar/Navbar_";
import { AuthProvider } from "./Context/AuthContext.js.old";
import { URLProvider } from "./Context/URLContext";
import Home from "./Pages/Home";
import Levels from "./Pages/Levels";
import Content from "./Pages/Content";
import NewParagraph from "./Pages/NewParagraph";
import Standards from "./Pages/Standards";
import Details from "./Pages/Details";
import Login from "./Pages/Login";
function App() {
return (
<main>
<URLProvider>
<AuthProvider>
<Container>
<Image className="mt-5" src={IddrsImg} alt="IDDRS" fluid />
<Navbar_ />
<Routes>
<Route exact path="/" element={<PrivateRoute />}>
<Route exact path="/" element={<Home />} />
</Route>
<Route path="/content" element={<PrivateRoute />}>
<Route path="/content" element={<Content />} />
</Route>
<Route path="/newparagraph" element={<PrivateRoute />}>
<Route path="/newparagraph" element={<NewParagraph />} />
</Route>
<Route path="/levels" element={<PrivateRoute />}>
<Route path="/levels" element={<Levels />} />
</Route>
<Route path="/standards" element={<PrivateRoute />}>
<Route path="/standards" element={<Standards />} />
</Route>
<Route
path="/details/:level/:standard/:pk"
element={<PrivateRoute />}
>
<Route
path="/details/:level/:standard/:pk"
element={<Details />}
/>
</Route>
<Route path="/login" element={<Login />} />
</Routes>
</Container>
</AuthProvider>
</URLProvider>
</main>
);
}
export default App;

42
src/App.js
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@ -1,62 +1,44 @@
import logo from "./logo.svg"; import logo from "./logo.svg";
import "./App.css"; import "./App.css";
import { BrowserRouter as Router, Route, Routes } from "react-router-dom"; import { BrowserRouter as Router, Route, Routes } from "react-router-dom";
import PrivateRoute from "./utils/PrivateRoute";
import { AuthProvider } from "./Context/AuthContext";
import Image from "react-bootstrap/Image"; import Image from "react-bootstrap/Image";
import IddrsImg from "./Static/Imgs/IDDRS.png"; import IddrsImg from "./Static/Imgs/IDDRS.png";
import Container from "react-bootstrap/esm/Container"; import Container from "react-bootstrap/esm/Container";
import AppContext from "./AppContext";
import PrivateRoute from "./Utiles/PrivateRoute";
import Navbar_ from "./Components/Navbar/Navbar_"; import Navbar_ from "./Components/Navbar/Navbar_";
import { AuthProvider } from "./Context/AuthContext";
import { URLProvider } from "./Context/URLContext"; import { URLProvider } from "./Context/URLContext";
import Home from "./Pages/Home";
import Levels from "./Pages/Levels"; import Levels from "./Pages/Levels";
import Content from "./Pages/Content"; import Home from "./Pages/Home";
import NewParagraph from "./Pages/NewParagraph";
import Standards from "./Pages/Standards"; import Standards from "./Pages/Standards";
import Details from "./Pages/Details"; import LoginPage from "./Pages/LoginPage";
import Login from "./Pages/Login"; import Login from "./Components/Login/Login";
function App() { function App() {
return ( return (
<main> <main>
<URLProvider> <URLProvider>
<AuthProvider> <Container>
<Container> <Image className="mt-5" src={IddrsImg} alt="IDDRS" fluid />
<Image className="mt-5" src={IddrsImg} alt="IDDRS" fluid /> <AuthProvider>
<Navbar_ /> <Navbar_ />
<Routes> <Routes>
<Route exact path="/" element={<PrivateRoute />}> <Route exact path="/" element={<PrivateRoute />}>
<Route exact path="/" element={<Home />} /> <Route exact path="/" element={<Home />} />
</Route> </Route>
<Route path="/content" element={<PrivateRoute />}>
<Route path="/content" element={<Content />} />
</Route>
<Route path="/newparagraph" element={<PrivateRoute />}>
<Route path="/newparagraph" element={<NewParagraph />} />
</Route>
<Route path="/levels" element={<PrivateRoute />}> <Route path="/levels" element={<PrivateRoute />}>
<Route path="/levels" element={<Levels />} /> <Route path="/levels" element={<Levels />} />
</Route> </Route>
<Route path="/standards" element={<PrivateRoute />}> <Route path="/standards" element={<PrivateRoute />}>
<Route path="/standards" element={<Standards />} /> <Route path="/standards" element={<Standards />} />
</Route> </Route>
<Route <Route path="/login">
<Route path="/login" element={<LoginPage />} />
path="/details/:level/:standard/:pk"
element={<PrivateRoute />}
>
<Route
path="/details/:level/:standard/:pk"
element={<Details />}
/>
</Route> </Route>
<Route path="/login" element={<Login />} />
</Routes> </Routes>
</Container> </AuthProvider>
</AuthProvider> </Container>
</URLProvider> </URLProvider>
</main> </main>
); );

106
src/Components/Content/ContentComp.js
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@ -1,106 +0,0 @@
import React, { useContext, useState, useEffect } from "react";
import URLContext from "../../Context/URLContext";
import Form from "react-bootstrap/Form";
import Container from "react-bootstrap/Container";
import axios from "axios";
import ContentList from "./ContentList";
import useAxios from "../../Utiles/useAxios";
const ContentComp = () => {
let { url } = useContext(URLContext);
const [levels, setLevels] = useState([]);
const [standards, setStandards] = useState([]);
const [selectedLevel, setSelectedLevel] = useState([]);
const [selectedStandard, setSelectedStandard] = useState([]);
const [selectedStandards, setSelectedStandards] = useState([]);
const [showStandards, setShowStandards] = useState(false);
const [data, setData] = useState([]);
let api = useAxios();
let getLevels = async () => {
let response = await api.get("/levels/");
if (response.status === 200) {
setLevels(response.data);
}
};
useEffect(()=> {
getLevels()
}, [])
useEffect(() => {
axios
.get(url + "/standards/")
.then((response) => setStandards(response.data))
.catch((error) => console.log(error));
}, []);
const handleLevelChange = (e) => {
setSelectedLevel(e.target.value);
setSelectedStandards(
standards.filter((standard) => standard.standardLevel == e.target.value)
);
setShowStandards(true);
};
const handleStandardChange = (e) => {
setSelectedStandard(e.target.value);
axios
.get(url + "/content-list/", {
params: {
level: selectedLevel,
standard: e.target.value,
},
})
.then((response) => {
setData(response.data.contents);
})
.catch((error) => {
console.log(error);
});
};
return (
<Container className="mt-5">
<Form.Select
aria-label="Default select example"
onChange={handleLevelChange}
>
<option>Choose a level ...</option>
{levels.map((level) => (
<option key={level.levelNumber} value={level.levelNumber}>
{level.levelName}
</option>
))}
</Form.Select>
{showStandards && (
<Form.Select
className="mt-2"
aria-label="Default select example"
onChange={handleStandardChange}
>
<option>Choose a Standard ...</option>
{selectedStandards.map((standard) => (
<option key={standard.id} value={standard.standardTitle}>
{standard.standardTitle}
</option>
))}
</Form.Select>
)}
<ContentList
standardContnet={data}
level={selectedLevel}
standard={selectedStandard}
/>
</Container>
);
};
export default ContentComp;

39
src/Components/Content/ContentList.js
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@ -1,39 +0,0 @@
import React from "react";
import { Link } from 'react-router-dom';
const ContentList = (props) => {
return (
<div className="mt-5">
{props.standardContnet.map((paragraph, index) => (
<Link to={`/details/${props.level}/${props.standard}/${paragraph.ID}`} key={index}>
<ul>
<li>{paragraph.Heading1}</li>
{paragraph.Heading2 ? (
<ul>
<li>{paragraph.Heading2}</li>
{paragraph.Heading3 ? (
<ul>
<li>{paragraph.Heading3}</li>
{paragraph.Heading4 ? (
<ul>
<li>{paragraph.Heading4}</li>
</ul>
) : (
""
)}
</ul>
) : (
""
)}
</ul>
) : (
""
)}
</ul>
</Link>
))}
</div>
);
};
export default ContentList;

104
src/Components/HomePage/HomePage.js
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@ -1,110 +1,10 @@
import React, { useContext, useState, useEffect } from "react"; import React, { useContext, useState, useEffect } from "react";
import URLContext from "../../Context/URLContext";
import Button from "react-bootstrap/esm/Button";
import axios from "axios";
import Row from "react-bootstrap/Row";
import Col from "react-bootstrap/Col";
import Classes from "./HomePage.module.css";
import ClipLoader from "react-spinners/ClipLoader";
const HomePage = () => { const HomePage = () => {
let {url} = useContext(URLContext)
const [newContentTracker, setNewContentTracker] = useState([]);
const [newContents, setNewContents] = useState(true);
const [isLoading, setIsLoading] = useState(false);
useEffect(() => {
axios
.get(url + "/NewContentTracker/")
.then((response) => setNewContentTracker(response.data))
.catch((error) => console.log(error));
}, [newContents]);
const handelClick = () => {
setIsLoading(true);
axios
.post(url + "/pre-process/")
.then((response) => {
setNewContents(false);
setIsLoading(false);
})
.catch((error) => {
console.error("Error pre-processing:", error);
// Handle error condition
});
};
return ( return (
<> <>
<Row className="mt-5"> <h1>Home Page</h1>
<Col sm="9">
<h1>IDDRS Admin Entry Mask</h1>
<h2>Pages:</h2>
<ol>
<li>
<h3>Content:</h3>
<p>
To view the content of each standard by choosing the desired
level and standard. Users can click on each piece of content to
view it or modify it.
</p>
</li>
<li>
<h3>New Paragraph:</h3>
<p>
To add new paragraphs to the database to make them available for
searching.
</p>
</li>
<li>
<h3>Levels:</h3>
<p>
To show all levels. Users can enter new levels or modify
existing ones.
</p>
</li>
<li>
<h3>Standards:</h3>
<p>
To show all the standards ordered by levels. Users can modify or
add standards.
</p>
</li>
</ol>
<h2>Home Page:</h2>
<p>
In the home page, there is a pre-process button to make all the
modified and new entries searchable. The button only appears if
there are new paragraphs added.
</p>
</Col>
{newContentTracker.length > 0 && (
<Col sm="3">
<div>
<h5>
{newContentTracker.length} enterys are not yet searchable.
Please click Pre-Process button to make them searchable.
</h5>
</div>
<Button onClick={handelClick} variant="warning">
Pre-Process
</Button>
</Col>
)}
</Row>
{isLoading && (
<div
className={`d-flex justify-content-center align-items-center ${Classes.overlay}`}
>
<ClipLoader
size={150}
color="#ffffff"
aria-label="Loading Spinner"
></ClipLoader>
</div>
)}
</> </>
); );
}; };

73
src/Components/LevelStandard/LevelStandard.js
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@ -1,73 +0,0 @@
import React, { useContext, useState, useEffect } from "react";
import URLContext from "../../Context/URLContext";
import axios from "axios";
import Form from "react-bootstrap/Form";
const LevelStandard = ({ onValueChange }) => {
let {url} = useContext(URLContext)
const [levels, setLevels] = useState([]);
const [standards, setStandards] = useState([]);
const [selectedLevel, setSelectedLevel] = useState('');
// const [selectedStandard, setSelectedStandard] = useState([]);
const [selectedStandards, setSelectedStandards] = useState([]);
const [showStandards, setShowStandards] = useState(false);
useEffect(() => {
axios
.get(url + "/levels/")
.then((response) => setLevels(response.data))
.catch((error) => console.log(error));
}, []);
useEffect(() => {
axios
.get(url + "/standards/")
.then((response) => setStandards(response.data))
.catch((error) => console.log(error));
}, []);
const handleLevelChange = (e) => {
setSelectedLevel(e.target.value);
setSelectedStandards(
standards.filter((standard) => standard.standardLevel == e.target.value)
);
setShowStandards(true);
};
const handleStandardChange = (e) =>{
const selectedStandard = e.target.value;
onValueChange(selectedLevel, selectedStandard)
}
return (
<>
<Form.Select
aria-label="Default select example"
onChange={handleLevelChange}
>
<option>Choose a level ...</option>
{levels.map((level) => (
<option key={level.levelNumber} value={level.levelNumber}>
{level.levelName}
</option>
))}
</Form.Select>
{showStandards && (
<Form.Select className="mt-2" aria-label="Default select example"
onChange={handleStandardChange}>
<option>Choose a Standard ...</option>
{selectedStandards.map((standard) => (
<option key={standard.id} value={standard.standardTitle}>
{standard.standardTitle}
</option>
))}
</Form.Select>
)}
</>
);
};
export default LevelStandard;

39
src/Components/LevelsList/LevelsList.js
View File

@ -6,19 +6,37 @@ import Table from "react-bootstrap/Table";
import Form from "react-bootstrap/Form"; import Form from "react-bootstrap/Form";
import Row from "react-bootstrap/Row"; import Row from "react-bootstrap/Row";
import Col from "react-bootstrap/Col"; import Col from "react-bootstrap/Col";
import AuthContext from "../../Context/AuthContext";
const LevelsList = () => { const LevelsList = () => {
let { url } = useContext(URLContext); let { url } = useContext(URLContext);
let { authTokens, logoutUser } = useContext(AuthContext);
const [editingRow, setEditingRow] = useState(null); const [editingRow, setEditingRow] = useState(null);
const [levels, setLevels] = useState([]); const [levels, setLevels] = useState([]);
useEffect(() => { useEffect(() => {
axios getLevels();
.get(url + "/levels/")
.then((response) => setLevels(response.data))
.catch((error) => console.log(error));
}, []); }, []);
let getLevels = async (e) => {
try {
const response = await axios.get(url + "/levels/", {
headers: {
"Content-Type": "application/json",
"Authorization": "Bearer" + String(authTokens.access),
},
});
const data = await response.data;
if (response.status === 200) {
setLevels(data);
} else if (response.statusText === "Unauthorized") {
logoutUser();
}
} catch (error) {
console.error("Error getting levels:", error);
}
};
const handleEditClick = (rowData) => { const handleEditClick = (rowData) => {
setEditingRow(rowData); setEditingRow(rowData);
}; };
@ -29,9 +47,12 @@ const LevelsList = () => {
params: { params: {
editingRow: editingRow, editingRow: editingRow,
}, },
headers: {
"Content-Type": "application/json",
"Authorization": "Bearer " + String(authTokens.access),
},
}) })
.then((response) => { .then((response) => {
console.log("Form submitted successfully:", response.data);
}) })
.catch((error) => { .catch((error) => {
console.error("Error submitting form:", error); console.error("Error submitting form:", error);
@ -47,7 +68,7 @@ const LevelsList = () => {
}, },
}) })
.then((response) => { .then((response) => {
console.log("Form deleted successfully:", response.data);
window.location.reload(false); window.location.reload(false);
}) })
.catch((error) => { .catch((error) => {
@ -78,9 +99,9 @@ const LevelsList = () => {
<Form.Control <Form.Control
type="text" type="text"
placeholder="Level Name" placeholder="Level Name"
value={editingRow ? editingRow.levelName : ""} value={editingRow ? editingRow.levelTitle : ""}
onChange={(e) => onChange={(e) =>
setEditingRow({ ...editingRow, levelName: e.target.value }) setEditingRow({ ...editingRow, levelTitle: e.target.value })
} }
/> />
</Form.Group> </Form.Group>
@ -110,7 +131,7 @@ const LevelsList = () => {
{levels.map((level) => ( {levels.map((level) => (
<tr key={level.levelNumber}> <tr key={level.levelNumber}>
<td>{level.levelNumber}</td> <td>{level.levelNumber}</td>
<td>{level.levelName}</td> <td>{level.levelTitle}</td>
<td>{level.levelColor}</td> <td>{level.levelColor}</td>
<td> <td>
<Button <Button

33
src/Components/Login/Login.js Normal file
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@ -0,0 +1,33 @@
import React, { useContext } from "react";
import Button from "react-bootstrap/Button";
import Form from "react-bootstrap/Form";
import AuthContext from "../../Context/AuthContext";
const Login = () => {
let { loginUser } = useContext(AuthContext);
return (
<Form onSubmit={loginUser}>
<Form.Group className="mb-3" controlId="formBasicUsername">
<Form.Label>Username</Form.Label>
<Form.Control
type="text"
name="username"
placeholder="Enter username"
/>
<Form.Text className="text-muted">
We'll never share your username with anyone else.
</Form.Text>
</Form.Group>
<Form.Group className="mb-3" controlId="formBasicPassword">
<Form.Label>Password</Form.Label>
<Form.Control type="password" name="password" placeholder="Password" />
</Form.Group>
<Button variant="primary" type="submit">
Submit
</Button>
</Form>
);
};
export default Login;

35
src/Components/LoginPage/LoginPage.js
View File

@ -1,35 +0,0 @@
import React, { useContext } from "react";
import Form from "react-bootstrap/Form";
import Button from "react-bootstrap/Button";
import AuthContext from "../../Context/AuthContext";
const LoginPage = () => {
let { loginUser } = useContext(AuthContext);
return (
<div>
<Form onSubmit={loginUser}>
<Form.Group className="mb-3" controlId="formGroupEmail">
<Form.Label>Email address</Form.Label>
<Form.Control
type="text"
name="username"
placeholder="Enter Username"
/>
</Form.Group>
<Form.Group className="mb-3" controlId="formGroupPassword">
<Form.Label>Password</Form.Label>
<Form.Control
type="password"
name="password"
placeholder="Password"
/>
</Form.Group>
<Button variant="primary" type="submit">
Submit
</Button>
</Form>
</div>
);
};
export default LoginPage;

35
src/Components/Navbar/Navbar_.js
View File

@ -1,4 +1,4 @@
import React, {useContext} from "react"; import React, { useContext } from "react";
import Nav from "react-bootstrap/Nav"; import Nav from "react-bootstrap/Nav";
import Navbar from "react-bootstrap/Navbar"; import Navbar from "react-bootstrap/Navbar";
import Container from "react-bootstrap/esm/Container"; import Container from "react-bootstrap/esm/Container";
@ -8,7 +8,7 @@ import AuthContext from "../../Context/AuthContext";
import Button from "react-bootstrap/esm/Button"; import Button from "react-bootstrap/esm/Button";
const Navbar_ = () => { const Navbar_ = () => {
let {user, logoutUser} = useContext(AuthContext); let { user, logoutUser } = useContext(AuthContext);
return ( return (
<Navbar className="mt-5" bg="light" expand="lg"> <Navbar className="mt-5" bg="light" expand="lg">
<Container> <Container>
@ -23,22 +23,6 @@ const Navbar_ = () => {
> >
Home Home
</NavLink> </NavLink>
<NavLink
className={({ isActive, isPending }) =>
isActive ? classes["nav-link-active"] : classes["nav-link"]
}
to={`/content`}
>
Content
</NavLink>
<NavLink
className={({ isActive, isPending }) =>
isActive ? classes["nav-link-active"] : classes["nav-link"]
}
to={`/newparagraph`}
>
New Paragraph
</NavLink>
<NavLink <NavLink
className={({ isActive, isPending }) => className={({ isActive, isPending }) =>
isActive ? classes["nav-link-active"] : classes["nav-link"] isActive ? classes["nav-link-active"] : classes["nav-link"]
@ -55,14 +39,15 @@ const Navbar_ = () => {
> >
Standards Standards
</NavLink> </NavLink>
{user && <p>Hello { user.username }</p>}
{user && (
<Button onClick={logoutUser} variant="primary"> Logout </Button>
)}
</Nav> </Nav>
{user && <p>Hello {user.username}</p>}
{user && (
<Button onClick={logoutUser} variant="primary">
{" "}
Logout{" "}
</Button>
)}
</Navbar.Collapse> </Navbar.Collapse>
</Container> </Container>
</Navbar> </Navbar>

186
src/Components/NewParagraphForm/NewParagraphForm.js
View File

@ -1,186 +0,0 @@
import React, { useContext, useState, useEffect } from "react";
import URLContext from "../../Context/URLContext";
import axios from "axios";
import LevelStandard from "../LevelStandard/LevelStandard";
import Form from "react-bootstrap/Form";
import Row from "react-bootstrap/Row";
import Col from "react-bootstrap/Col";
import Container from "react-bootstrap/esm/Container";
import Button from "react-bootstrap/Button";
const NewParagraphForm = () => {
let {url} = useContext(URLContext)
const [selectedLevel, setSelectedLevel] = useState("");
const [selectedStandard, setSelectedStandard] = useState("");
const [isSubmitted, setIsSubmitted] = useState(false);
const [formData, setFormData] = useState({
Heading1: "",
Heading2: "",
Heading3: "",
Heading4: "",
Paragraph: "",
PageNum: "",
});
const handleLevelStandard = (level, standard) => {
setSelectedLevel(level);
setSelectedStandard(standard);
};
const handleChange = (e) => {
setFormData({ ...formData, [e.target.name]: e.target.value });
};
const handleSubmit = (e) => {
e.preventDefault();
// Access the form values from the formData state
console.log(formData);
axios
.post(url + "/content-create/", {
params: {
level: selectedLevel,
standard: selectedStandard,
formData: formData,
},
})
.then((response) => {
console.log("Form submitted successfully:", response.data);
setIsSubmitted(true);
setFormData({
Heading1: "",
Heading2: "",
Heading3: "",
Heading4: "",
Paragraph: "",
PageNum: "",
});
})
.catch((error) => {
console.error("Error submitting form:", error);
// Handle error condition
});
};
useEffect(() => {
if (isSubmitted) {
// Automatically hide the popup after 3 seconds
const timeout = setTimeout(() => {
setIsSubmitted(false);
}, 3000);
return () => clearTimeout(timeout);
}
}, [isSubmitted]);
return (
<Container className="mt-5">
{/* Popup message */}
{isSubmitted && (
<div className="popup">
<h1 className="text-success">Content added successfully!</h1>
</div>
)}
<Form onSubmit={handleSubmit}>
<LevelStandard onValueChange={handleLevelStandard}></LevelStandard>
<Form.Group as={Row} className="mb-3 mt-3" controlId="newPara.Title">
<Form.Label column sm="2">
Title
</Form.Label>
<Col sm="10">
<Form.Control
type="text"
placeholder="Title"
name="Heading1"
value={formData.Heading1}
onChange={handleChange}
/>
</Col>
</Form.Group>
<Form.Group as={Row} className="mb-3" controlId="newPara.SubTitle1">
<Form.Label column sm="2">
Sub-Title1
</Form.Label>
<Col sm="10">
<Form.Control
type="text"
placeholder="Sub-Title1"
name="Heading2"
value={formData.Heading2}
onChange={handleChange}
/>
</Col>
</Form.Group>
<Form.Group as={Row} className="mb-3" controlId="newPara.SubTitle2">
<Form.Label column sm="2">
Sub-Title2
</Form.Label>
<Col sm="10">
<Form.Control
type="text"
placeholder="Sub-Title2"
name="Heading3"
value={formData.Heading3}
onChange={handleChange}
/>
</Col>
</Form.Group>
<Form.Group as={Row} className="mb-3" controlId="newPara.SubTitle3">
<Form.Label column sm="2">
Sub-Title3
</Form.Label>
<Col sm="10">
<Form.Control
type="text"
placeholder="Sub-Title3"
name="Heading4"
value={formData.Heading4}
onChange={handleChange}
/>
</Col>
</Form.Group>
<Form.Group as={Row} className="mb-3" controlId="newPara.Para">
<Form.Label column sm="2">
Paragraph
</Form.Label>
<Col sm="10">
<Form.Control
as="textarea"
rows={6}
name="Paragraph"
value={formData.Paragraph}
onChange={handleChange}
/>
</Col>
</Form.Group>
<Form.Group as={Row} className="mb-3" controlId="newPara.PageNumber">
<Form.Label column sm="2">
Page Number
</Form.Label>
<Col sm="10">
<Form.Control
type="text"
placeholder="Page Number"
name="PageNum"
value={formData.PageNum}
onChange={handleChange}
/>
</Col>
</Form.Group>
<Button variant="primary" type="submit">
Save
</Button>
</Form>
</Container>
);
};
export default NewParagraphForm;

224
src/Components/Paragraph/ParagraphDetails.js
View File

@ -1,224 +0,0 @@
import React, { useEffect, useState, useContext } from "react";
import { useNavigate, useParams } from "react-router-dom";
import URLContext from "../../Context/URLContext";
import axios from "axios";
import Form from "react-bootstrap/Form";
import Row from "react-bootstrap/Row";
import Col from "react-bootstrap/Col";
import Container from "react-bootstrap/esm/Container";
import Button from "react-bootstrap/Button";
const ParagraphDetails = ({ selectedParagraph }) => {
let {url} = useContext(URLContext)
const navigate = useNavigate();
const { level, standard, pk } = useParams();
console.log(level, standard, pk);
const [paragraph, setParagraph] = useState([]);
const [isSubmitted, setIsSubmitted] = useState(false);
const [formData, setFormData] = useState({
Heading1: "",
Heading2: "",
Heading3: "",
Heading4: "",
Paragraph: "",
PageNum: "",
});
useEffect(() => {
axios
.get(url + "/content-detail/", {
params: {
level: level,
standard: standard,
id: pk,
formData: formData,
},
})
.then((response) => {
setParagraph(response.data.paragraph);
setFormData({
Heading1: response.data.paragraph.Heading1,
Heading2: response.data.paragraph.Heading2,
Heading3: response.data.paragraph.Heading3,
Heading4: response.data.paragraph.Heading4,
Paragraph: response.data.paragraph.Paragraph,
PageNum: response.data.paragraph.PageNum,
})
})
.catch((error) => console.log("There is an error:", error));
}, [pk]);
useEffect(() => {
if (isSubmitted) {
// Automatically hide the popup after 3 seconds
const timeout = setTimeout(() => {
setIsSubmitted(false);
}, 3000);
return () => clearTimeout(timeout);
}
}, [isSubmitted]);
const handleSubmit = (e) => {
e.preventDefault();
axios
.post(url + "/content-update/", {
params: {
level: level,
standard: standard,
id: pk,
formData: formData,
},
})
.then((response) => {
console.log("Form submitted successfully:", response.data);
setIsSubmitted(true);
})
.catch((error) => {
console.error("Error submitting form:", error);
// Handle error condition
});
};
const handleChange = (e) => {
setFormData({ ...formData, [e.target.name]: e.target.value });
};
const handleDelete = (e) =>{
e.preventDefault();
axios
.post(url + "/content-delete/", {
params: {
level: level,
standard: standard,
id: pk
},
})
.then((response) => {
console.log("Deleted successfully:", response.data);
navigate('/content')
})
.catch((error) => {
console.error("Error deleting:", error);
// Handle error condition
});
}
return (
<Container className="mt-5">
{/* Popup message */}
{isSubmitted && (
<div className="popup">
<h1 className="text-success">Content updated successfully!</h1>
</div>
)}
<Form onSubmit={handleSubmit}>
<Form.Group as={Row} className="mb-3 mt-3" controlId="newPara.Title">
<Form.Label column sm="2">
Title
</Form.Label>
<Col sm="10">
<Form.Control
type="text"
placeholder="Title"
name="Heading1"
value={formData.Heading1}
onChange={handleChange}
/>
</Col>
</Form.Group>
<Form.Group as={Row} className="mb-3" controlId="newPara.SubTitle1">
<Form.Label column sm="2">
Sub-Title1
</Form.Label>
<Col sm="10">
<Form.Control
type="text"
placeholder="Sub-Title1"
name="Heading2"
value={formData.Heading2}
onChange={handleChange}
/>
</Col>
</Form.Group>
<Form.Group as={Row} className="mb-3" controlId="newPara.SubTitle2">
<Form.Label column sm="2">
Sub-Title2
</Form.Label>
<Col sm="10">
<Form.Control
type="text"
placeholder="Sub-Title2"
name="Heading3"
value={formData.Heading3}
onChange={handleChange}
/>
</Col>
</Form.Group>
<Form.Group as={Row} className="mb-3" controlId="newPara.SubTitle3">
<Form.Label column sm="2">
Sub-Title3
</Form.Label>
<Col sm="10">
<Form.Control
type="text"
placeholder="Sub-Title3"
name="Heading4"
value={formData.Heading4}
onChange={handleChange}
/>
</Col>
</Form.Group>
<Form.Group as={Row} className="mb-3" controlId="newPara.Para">
<Form.Label column sm="2">
Paragraph
</Form.Label>
<Col sm="10">
<Form.Control
as="textarea"
rows={6}
name="Paragraph"
value={formData.Paragraph}
onChange={handleChange}
/>
</Col>
</Form.Group>
<Form.Group as={Row} className="mb-3" controlId="newPara.PageNumber">
<Form.Label column sm="2">
Page Number
</Form.Label>
<Col sm="10">
<Form.Control
type="text"
placeholder="Page Number"
name="PageNum"
value={formData.PageNum}
onChange={handleChange}
/>
</Col>
</Form.Group>
<Button className="mt-5 me-2" variant="success" type="submit">
Update
</Button>
<Button className="mt-5" variant="danger" onClick={handleDelete}>
Delete
</Button>
</Form>
</Container>
);
};
export default ParagraphDetails;

11
src/Components/ProgressBar_/ProgressBar_.js Normal file
View File

@ -0,0 +1,11 @@
import React, { useState, useEffect } from 'react';
import ProgressBar from 'react-bootstrap/ProgressBar';
const ProgressBar_ = ({ progress }) => {
return (
<ProgressBar now={progress} label={`${progress}%`} />
);
}
export default ProgressBar_

37
src/Components/StandardsList/Standard.js Normal file
View File

@ -0,0 +1,37 @@
import React from "react";
import Table from "react-bootstrap/esm/Table";
import { Trash } from "react-bootstrap-icons";
import Button from "react-bootstrap/esm/Button";
const Standard = (props) => {
const handleDeleteClick = () => {
// Call the deleteStandard function passed down as a prop
props.deleteStandard();
};
return (
<Table bordered responsive="md" size="sm">
<tbody>
<tr>
<td>
{props.standardFilePDF && (
<p style={{ color: props.color }}>{props.standardTitle} | PDF</p>
)}
</td>
<td rowSpan="2" className="align-middle text-end">
<Button id={props.standardID} variant="light" aria-label="Delete" onClick={handleDeleteClick}>
<Trash color="red"></Trash>
</Button>
</td>
</tr>
<tr>
<td>
{props.standardFileWord && (
<p style={{ color: props.color }}>{props.standardTitle} | Word</p>
)}
</td>
</tr>
</tbody>
</Table>
);
};
export default Standard;

393
src/Components/StandardsList/StandardsList.js
View File

@ -1,171 +1,288 @@
import React, { useContext, useState, useEffect } from "react"; import React, { useContext, useState, useEffect } from "react";
import URLContext from "../../Context/URLContext"; import URLContext from "../../Context/URLContext";
import axios from "axios"; import axios from "axios";
import Button from "react-bootstrap/Button"; import Button from "react-bootstrap/esm/Button";
import Table from "react-bootstrap/Table";
import Form from "react-bootstrap/Form"; import Form from "react-bootstrap/Form";
import Row from "react-bootstrap/Row"; import Standard from "./Standard";
import Col from "react-bootstrap/Col"; import AuthContext from "../../Context/AuthContext";
import LevelsList from "../LevelsList/LevelsList"; import ProgressBar_ from "../ProgressBar_/ProgressBar_";
const StandardsList = () => { const StandardsList = () => {
let {url} = useContext(URLContext) let { authTokens, logoutUser } = useContext(AuthContext);
let { url } = useContext(URLContext);
const [standards, setStandards] = useState([]); const [standards, setStandards] = useState([]);
const [levels, setLevels] = useState([]); const [levels, setLevels] = useState([]);
const [editingRow, setEditingRow] = useState(null);
const [fileEvents, setFileEvents] = useState([]);
const [selectedLevel, setSelectedLevel] = useState("");
const [pdfFile, setPdfFile] = useState(null);
const [wordFile, setWordFile] = useState(null);
const [errorMessagePDF, setErrorMessagePDF] = useState("");
const [errorMessageWord, setErrorMessageWord] = useState("");
const [errorMessageSameFileName, setErrorMessageSameFileName] = useState("");
const [progress, setProgress] = useState(0);
useEffect(() => { useEffect(() => {
axios axios
.get(url + "/standards/") .get(url + "/standards/")
.then((response) => .then((response) => setStandards(response.data))
setStandards(
response.data.sort(
(prev, next) => prev.standardLevel - next.standardLevel
)
)
)
.catch((error) => console.log(error)); .catch((error) => console.log(error));
}, []); }, []);
useEffect(() => { useEffect(() => {
axios axios
.get(url + "/levels/") .get(url + "/fileEvents/")
.then((response) => setLevels(response.data)) .then((response) => setFileEvents(response.data))
.catch((error) => console.log(error)); .catch((error) => console.log(error));
}, []); }, []);
const handleSubmit = () => { // #######################PDF Validation###################################
axios
.post(url + "/standard-submit/", { const handleFileChangePDF = (event) => {
params: { const file = event.target.files[0];
editingRow: editingRow,
if (file) {
if (file.type === "application/pdf") {
setErrorMessagePDF("");
setPdfFile(file);
setErrorMessageSameFileName("");
} else {
setErrorMessagePDF("Please select a PDF file.");
}
}
};
// ########################Word Validation###############################
const handleFileChangeWord = (event) => {
const file = event.target.files[0];
if (file) {
if (
file.type ===
"application/vnd.openxmlformats-officedocument.wordprocessingml.document"
) {
setErrorMessageWord("");
setWordFile(file);
setErrorMessageSameFileName("");
} else {
setErrorMessageWord("Please select a Word file.");
}
}
};
// ###############################################################
useEffect(() => {
getLevels();
getStandards();
}, []);
let getLevels = async (e) => {
try {
const response = await axios.get(url + "/levels/", {
headers: {
"Content-Type": "application/json",
Authorization: "Bearer" + String(authTokens.access),
}, },
})
.then((response) => {
console.log("Form submitted successfully:", response.data);
})
.catch((error) => {
console.error("Error submitting form:", error);
// Handle error condition
}); });
const data = await response.data;
if (response.status === 200) {
setLevels(data);
} else if (response.statusText === "Unauthorized") {
logoutUser();
}
} catch (error) {
console.error("Error getting levels:", error);
}
}; };
const handleEditClick = (rowData) => {
setEditingRow(rowData); let getStandards = async (e) => {
};
const handleDeleteClick = (rowData) => { try {
axios const response = await axios.get(url + "/standards/", {
.post(url + "/standard-delete/", { headers: {
params: { "Content-Type": "application/json",
rowData: rowData, Authorization: "Bearer" + String(authTokens.access),
}, },
})
.then((response) => {
console.log("Form deleted successfully:", response.data);
window.location.reload(false);
})
.catch((error) => {
console.error("Error deleting form:", error);
// Handle error condition
}); });
const data = await response.data;
if (response.status === 200) {
setStandards(data);
} else if (response.statusText === "Unauthorized") {
logoutUser();
}
} catch (error) {
console.error("Error getting levels:", error);
}
}; };
// #########################################################
function getFileNameWithoutExtension(fileName) {
const nameParts = fileName.split(".");
if (nameParts.length > 1) {
nameParts.pop(); // Remove the last part, which is the file extension
return nameParts.join("."); // Rejoin the remaining parts
} else {
return fileName; // There was no file extension
}
}
// #########################################################
const handleFormSubmit = (event) => {
const pdfFileName = getFileNameWithoutExtension(pdfFile.name);
const wordFileName = getFileNameWithoutExtension(wordFile.name);
if (pdfFileName && wordFileName) {
if (pdfFileName === wordFileName) {
// Files have the same name
const formData = new FormData();
formData.append("selectedLevel", selectedLevel);
formData.append("pdfFile", pdfFile);
formData.append("wordFile", wordFile);
axios
.post(url + "/upload-standard/", formData)
.then((response) => {
})
.catch((error) => {
console.error("Error filling in data:", error);
});
} else {
// Files have different names
setErrorMessageSameFileName("PDF and Word files have different names.");
}
}
};
// ################################################################
const handelDeleteStandard = (stdData) => {
const shouldDelete = window.confirm(
"Are you sure you want to delete this standard?"
);
if (shouldDelete) {
axios
.post(url + "/standard-delete/", {
params: {
stdData: stdData,
},
})
.then((response) => {
window.location.reload(false);
})
.catch((error) => {
console.error("Error deleting Standard:", error);
// Handle error condition
});
}
};
const HandelPreprocess = async () => {
try {
const { data } = await axios.post(url + "/process-files/", {
// your data
}, {
onUploadProgress: (progressEvent) => {
const percentCompleted = Math.round((progressEvent.loaded * 100) / progressEvent.total);
setProgress(percentCompleted);
},
});
} catch (error) {
console.error('Error:', error);
} finally {
setProgress(0);
setFileEvents([]);
}
};
return ( return (
<> <>
<Form className="mt-5" onSubmit={handleSubmit}> <Form onSubmit={handleFormSubmit} className="mb-5">
<Row> <Form.Select
<Col> aria-label="Default select example"
<Form.Select className="mb-3 mt-5"
aria-label="Default select example" required
onChange={(e) => defaultValue=""
setEditingRow({ onChange={(e) => setSelectedLevel(e.target.value)}
...editingRow, >
levelID: e.target.value, <option value="" disabled hidden>
}) Select Level
} </option>
value={editingRow ? editingRow.levelID : ""} {levels.map((level) => (
> <option key={level.levelNumber} value={level.levelNumber}>
<option>Select Level</option> {level.levelNumber} - {level.levelTitle}
{levels.map((level, index) => ( </option>
<option key={index} value={level.id}>
Level: {level.levelNumber}
</option>
))}
</Form.Select>
</Col>
<Col>
<Form.Group className="mb-3" controlId="exampleForm.ControlInput1">
<Form.Control
type="text"
placeholder="Standard Number"
value={editingRow ? editingRow.standardNumber : ""}
onChange={(e) =>
setEditingRow({
...editingRow,
standardNumber: e.target.value,
})
}
/>
</Form.Group>
</Col>
<Col>
<Form.Group className="mb-3" controlId="exampleForm.ControlInput1">
<Form.Control
type="text"
placeholder="Standard Title"
value={editingRow ? editingRow.standardTitle : ""}
onChange={(e) =>
setEditingRow({
...editingRow,
standardTitle: e.target.value,
})
}
/>
</Form.Group>
</Col>
<Col>
<Button variant="primary" type="submit">
Save
</Button>
</Col>
</Row>
</Form>
<Table className="mt-5">
<thead>
<tr>
<td>Level</td>
<td>Standard</td>
<td>Name</td>
<td>Revision</td>
</tr>
</thead>
<tbody>
{standards.map((standard, index) => (
<tr key={index}>
<td>{standard.standardLevel}</td>
<td>{standard.standardNumber}</td>
<td>{standard.standardTitle}</td>
<td>{standard.revision}</td>
<td>
<Button
variant="warning"
onClick={() => handleEditClick(standard)}
>
Edit
</Button>
</td>
<td>
<Button
variant="danger"
onClick={() => handleDeleteClick(standard)}
>
Delete
</Button>
</td>
</tr>
))} ))}
</tbody> </Form.Select>
</Table> <Form.Group controlId="pdfFile" className="mb-3">
<Form.Label>Upload Standard | PDF</Form.Label>
<Form.Control
type="file"
required
onChange={handleFileChangePDF}
accept=".pdf"
/>
</Form.Group>
{errorMessagePDF && <p style={{ color: "red" }}>{errorMessagePDF}</p>}
<Form.Group controlId="wordFile" className="mb-3">
<Form.Label>Upload Standard | Word</Form.Label>
<Form.Control
type="file"
required
onChange={handleFileChangeWord}
accept=".doc, .docx"
/>
</Form.Group>
{errorMessageWord && <p style={{ color: "red" }}>{errorMessageWord}</p>}
{errorMessageSameFileName && (
<p style={{ color: "red" }}>{errorMessageSameFileName}</p>
)}
<Button
type="submit"
disabled={
errorMessagePDF || errorMessageWord || errorMessageSameFileName
}
>
Upload File
</Button>
</Form>
<hr />
{fileEvents.length > 0 && (
<>
<p style={{ color: "red" }}>
There are {fileEvents.length} chnges happend recently please click
on
</p>
<Button onClick={HandelPreprocess} variant="success">
Start Processing
</Button>
<ProgressBar_ progress={progress} />
<hr />
</>
)}
{standards.map((standard) => (
<Standard
key={standard.id}
standardID={standard.id}
standardTitle={standard.standardTitle}
standardFilePDF={standard.standardFilePDF}
standardFileWord={standard.standardFileWord}
color={standard.standardColor}
deleteStandard={() => handelDeleteStandard(standard)}
/>
))}
</> </>
); );
}; };

115
src/Context/AuthContext.js
View File

@ -1,5 +1,6 @@
import { createContext, useEffect, useState, useContext } from "react"; import { createContext, useContext, useEffect, useState } from "react";
import URLContext from "./URLContext"; import URLContext from "./URLContext";
import axios from "axios";
import jwt_decode from "jwt-decode"; import jwt_decode from "jwt-decode";
import { useNavigate } from "react-router-dom"; import { useNavigate } from "react-router-dom";
@ -15,7 +16,6 @@ export const AuthProvider = ({ children }) => {
? jwt_decode(localStorage.getItem("authTokens")) ? jwt_decode(localStorage.getItem("authTokens"))
: null : null
); );
let [authTokens, setAuthTokens] = useState(() => let [authTokens, setAuthTokens] = useState(() =>
localStorage.getItem("authTokens") localStorage.getItem("authTokens")
? JSON.parse(localStorage.getItem("authTokens")) ? JSON.parse(localStorage.getItem("authTokens"))
@ -29,24 +29,33 @@ export const AuthProvider = ({ children }) => {
let loginUser = async (e) => { let loginUser = async (e) => {
e.preventDefault(); e.preventDefault();
let response = await fetch(url + "/api/token/", { try {
method: "POST", const response = await axios.post(
headers: { url + "/api/token/",
"Content-Type": "application/json", {
}, username: e.target.username.value,
body: JSON.stringify({ password: e.target.password.value,
username: e.target.username.value, },
password: e.target.password.value, {
}), headers: {
}); "Content-Type": "application/json",
let data = await response.json(); },
if (response.status === 200) { }
setAuthTokens(data); );
setUser(jwt_decode(data.access));
localStorage.setItem("authTokens", JSON.stringify(data)); const data = await response.data;
navigate("/");
} else { if (response.status === 200) {
alert("Login Failed"); setAuthTokens(data);
setUser(jwt_decode(data.access));
localStorage.setItem("authTokens", JSON.stringify(data));
navigate("/");
} else {
alert("Login Failed");
}
} catch (error) {
console.error("Error during login:", error);
alert("An error occurred during login");
} }
}; };
@ -57,29 +66,37 @@ export const AuthProvider = ({ children }) => {
navigate("/login"); navigate("/login");
}; };
//let updateToken = async () => { let updateToken = async () => {
// let response = await fetch(url + "/api/token/refresh/", { try {
// method: "POST", const response = await axios.post(
// headers: { url + "/api/token/refresh/",
// "Content-Type": "application/json", {
// }, refresh: authTokens?.refresh,
// body: JSON.stringify({ },
// refresh: authTokens.refresh, {
// }), headers: {
// }); "Content-Type": "application/json",
// let data = await response.json(); },
// if (response.status === 200) { }
// setAuthTokens(data); );
// setUser(jwt_decode(data.access)); const data = await response.data;
// localStorage.setItem("authTokens", JSON.stringify(data));
// } else { if (response.status === 200) {
// logoutUser(); setAuthTokens(data);
// } setUser(jwt_decode(data.access));
//}; localStorage.setItem("authTokens", JSON.stringify(data));
// } else {
logoutUser();
}
if(loading){
setLoading(false)
}
} catch (error) {}
};
useEffect(() => { useEffect(() => {
if (authTokens) { if (authTokens) {
setUser(jwt_decode(authTokens.access)) setUser(jwt_decode(authTokens.access));
} }
setLoading(false); setLoading(false);
}, [authTokens, loading]); }, [authTokens, loading]);
@ -90,7 +107,21 @@ export const AuthProvider = ({ children }) => {
loginUser: loginUser, loginUser: loginUser,
logoutUser: logoutUser, logoutUser: logoutUser,
}; };
useEffect(() => {
if (loading){
updateToken()
}
let fourMin = 1000 * 600 * 4;
let interval = setInterval(()=>{
if(authTokens){
updateToken()
}
},fourMin)
return () => clearInterval(interval);
},[authTokens, loading])
return ( return (
<AuthContext.Provider value={contextData}>{children}</AuthContext.Provider> <AuthContext.Provider value={contextData}>{loading ? null : children}</AuthContext.Provider>
); );
}; };

7
src/Context/URLContext.js
View File

@ -5,10 +5,9 @@ const URLContext = createContext();
export default URLContext; export default URLContext;
export const URLProvider = ({ children }) => { export const URLProvider = ({ children }) => {
const url = "http://localhost:8000/admin_api"; // const url = "http://localhost:8000/admin_api";
const url = "http://localhost:8000/data_api";
return ( return (
<URLContext.Provider value={{ 'url': url }}> <URLContext.Provider value={{ url: url }}>{children}</URLContext.Provider>
{children}
</URLContext.Provider>
); );
}; };

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import React, { useContext } from "react";
import ContentComp from "../Components/Content/ContentComp";
const Content = () => {
return (<ContentComp></ContentComp>);
};
export default Content;

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import React from 'react'
import ParagraphDetails from '../Components/Paragraph/ParagraphDetails'
import Container from 'react-bootstrap/esm/Container'
const Details = () => {
return (
<Container>
<ParagraphDetails></ParagraphDetails>
</Container>
)
}
export default Details

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import React from 'react'
import LoginPage from '../Components/LoginPage/LoginPage'
import Container from 'react-bootstrap/Container'
const Login = () => {
return (
<Container>
<LoginPage />
</Container>
)
}
export default Login

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import React from 'react'
import Login from '../Components/Login/Login'
const LoginPage = () => {
return (
<Login></Login>
)
}
export default LoginPage

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import React from "react";
import NewParagraphForm from "../Components/NewParagraphForm/NewParagraphForm";
import Container from "react-bootstrap/esm/Container";
const NewParagraph = () => {
return (
<Container>
<NewParagraphForm></NewParagraphForm>
</Container>
);
};
export default NewParagraph;

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import React from "react"; import React from 'react'
import StandardsList from "../Components/StandardsList/StandardsList"; import StandardsList from '../Components/StandardsList/StandardsList'
import Container from "react-bootstrap/esm/Container";
const Standards = () => { const Standards = () => {
return ( return (
<Container> <StandardsList/>
<StandardsList></StandardsList> )
</Container> }
);
};
export default Standards; export default Standards

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[
{
"ID": "81b55a49-fa8f-40a2-9739-78bc7049f691",
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"Level": "3",
"LevelName": "",
"Title": "IDDRS-3.20-DDR-Programme-Design",
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"Module": "IDDRS-3.20-DDR-Programme-Design",
"PageNum": null,
"Paragraph": "Summary Each programme design cycle, including the disarmament, demobilization and reintegration (DDR) programme design cycle, has three stages: (1) detailed field assessments; (2) detailed programme development and costing of requirements; and (3) development of an implemen tation plan. Throughout the programme design cycle, it is of the utmost importance to use a flexible approach. While experiencing each stage of the cycle and moving from one stage to the other, it is important to ensure coordination among all the participants and stakeholders involved, especially national stakeholders. A framework that would probably work for integrated DDR programme design is the postconflict needs assessment (PCNA), which ensures consistency between United Nations (UN) and national objectives, while consider ing differing approaches to DDR. Before the detailed programme design cycle can even begin, a comprehensive field needs assessment should be carried out, focusing on areas such as the country\u2019s social, economic and political context; possible participants, beneficiaries and partners in the DDR programme; the operational environment; and key priority objectives. This assessment helps to establish important aspects such as positive or negative factors that can affect the outcome of the DDR programme, baseline factors for programme design and identification of institutional capacities for carrying out DDR. During the second stage of the cycle, key considerations include identifying DDR participants and beneficiaries, as well as performance indicators, such as reintegration oppor tunities, the security situation, size and organization of the armed forces and groups, socioeconomic baselines, the availability and distribution of weapons, etc. Also, methodolo gies for data collection together with analysis of assessment results (quantitative, qualitative, mass surveys, etc.) need to be decided. When developing DDR programme documents, the central content should be informed by strategic objectives and outcomes, key principles of intervention, preconditions and, most importantly, a strategic vision and approach. For example, in determining an overall strategic approach to DDR, the following questions should be asked: (1) How will multiple components of DDR programme design reflect the realities and needs of the situation? (2) How will eligibility criteria for entry in the DDR programme be determined? (3) How will DDR activities be organized into phases and in what order will they take place within the recom mended programme timeframe? (4) Which key issues are vital to the implementation of the programme? Defining the overall approach to DDR defines how the DDR programme will, ultimately, be put into operation. When developing the results and budgeting framework, an important consideration should be ensuring that the programme that is designed complies with the peacekeeping resultsbased budgeting framework, and establishing a sequence of stages for the implemen tation of the programme. The final stage of the DDR programme design cycle should include developing planning instruments to aid practitioners (UN, nonUN and government) to implement the activities and strategies that have been planned. When formulating the sequence of stages for the implementation of the programme, particular attention should be paid to coordinated management arrangements, a detailed work plan, timing and methods of implementation. 3.10 1.20",
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},
{
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"Level": "3",
"LevelName": "",
"Title": "IDDRS-3.20-DDR-Programme-Design",
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"Module": "IDDRS-3.20-DDR-Programme-Design",
"PageNum": 4,
"Paragraph": "Module scope and objectives This module provides guidance on how to develop a DDR programme. It is therefore the fourth stage of the overall DDR planning cycle, following the assessment of DDR require ments (which forms the basis for the DDR mandate) and the development of a strategic and policy framework for UN support to DDR (which covers key objectives, activities, basic insti tutional/operational requirements, and links with the joint assessment mission (JAM) and other processes; also see IDDRS 3.10 on Integrated DDR Planning: Processes and Structures). This module does not deal with the actual content of DDR processes (which is covered in IDDRS Levels 4 and 5), but rather describes the methods, procedures and steps neces sary for the development of a programme strategy, results framework and operational plan. Assessments are essential to the success or failure of a programme, and not a mere formality.",
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},
{
"ID": "25c3e922-9445-4e91-b20a-fbb553f723df",
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"LevelName": "",
"Title": "IDDRS-3.20-DDR-Programme-Design",
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"Module": "IDDRS-3.20-DDR-Programme-Design",
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"Paragraph": "Terms, definitions and abbreviations Annex A contains a list of terms, definitions and abbreviations used in this standard. A complete glossary of all the terms, definitions and abbreviations used in the series of inte grated DDR standards (IDDRS) is given in IDDRS 1.20. In the IDDRS series, the word \u2018shall\u2019, \u2018should\u2019 and \u2018may\u2019 are used to indicate the intended degree of compliance. This use is consistent with the language used in the International Organization for Standardization standards and guidelines: \u201ca) \u2018shall\u2019 is used to indicate requirements, methods or specifications that are to be applied in order to conform to the standard. \u2018should\u2019 is used to indicate the preferred requirements, methods or specifications. \u2018may\u2019 is used to indicate a possible method or course of action.\u201d",
"Can": 0,
"May": 1,
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"Must": 0
},
{
"ID": "f75c646c-4c6f-42f0-a5f4-d21f07c6fa4f",
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"Level": "3",
"LevelName": "",
"Title": "IDDRS-3.20-DDR-Programme-Design",
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"Module": "IDDRS-3.20-DDR-Programme-Design",
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"Paragraph": "Introduction In the past, the quality, consistency and effectiveness of UN support for DDR has sufferred as a result of a number of problems, including a narrowly defined \u2018operational/logistic\u2019 approach, inadequate attention to the national and local context, and poor coordination between UN actors and other partners in the delivery of DDR support services. The IDDRS are intended to solve most of these problems. The application of an inte grated approach to DDR should go beyond integrated or joint planning and organizational arrangements, and should be supported by an integrated programme and implementation framework for DDR. In order to do this, the inputs of various agencies need to be defined, organized and placed in sequence within a framework of objectives, results and outputs that together establish how the UN will support each DDR process. The need for an allinclusive pro gramme and implementation framework is emphasized by the lengthy timeframe of DDR (which in some cases can go beyond the lifespan of a UN peacekeeping mission, necessitating close cooperation with the UN country team), the multisectoral nature of interventions, the range of subprocesses and stakeholders, and the need to ensure close coordination with national and other DDRrelated efforts.",
"Can": 1,
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},
{
"ID": "fda2dcaf-fd70-49c5-b291-afcf5d11291a",
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"LevelName": "",
"Title": "IDDRS-3.20-DDR-Programme-Design",
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"Module": "IDDRS-3.20-DDR-Programme-Design",
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"Paragraph": "The programme design cycle DDR programme and implementation plans are developed so as to provide further details on the activities and operational requirements necessary to achieve DDR goals and carry out the strategy identified in the initial planning of DDR. In the context of integrated DDR approaches, DDR programmes also provide a common framework for the implementation and management of joint activities among actors in the UN system. In general, the programme design cycle consists of three main stages: I: Conducting a detailed field assessment; II: Preparing the programme document and budget; III: Developing an implementation plan. Given that the support provided by the UN for DDR forms one part of a larger multi stakeholder process, the development of a UN programme and implementation framework should be carried out with national and other counterparts, and, as far as possible, should be combined with the development of a national DDR programme. There are several frameworks that can be used to coordinate programme develop ment efforts. One of the most appropriate frameworks is the postconflict needs assess ment (PCNA) process, which attempts to define the overall objectives, strategies and activi ties for a number of different interventions in different sectors, including DDR. The PCNA represents an important mechanism to ensure consistency between UN and national objec tives and approaches to DDR, and defines the specific role and contributions of the UN, which can then be fed into the programme development process.",
"Can": 1,
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},
{
"ID": "ce01a823-a218-45f2-9b60-3c483fda7742",
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"Title": "IDDRS-3.20-DDR-Programme-Design",
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"Paragraph": "Objectives A detailed field assessment builds on assessments and planning for DDR that have been carried out in the preplanning and technical assessment stages of the planning process (also see IDDRS 3.10 on Integrated DDR Planning: Processes and Structures). Contributing to the design of the DDR programme, the detailed field assessment: deepens understanding of key DDR issues and the broader operating environment; verifies information gathered during the technical assessment mission; verifies the assumptions on which planning will be based, and defines the overall approach of DDR; identifies key priority objectives, issues of concern, and target and performance indicators; 3.10 identifies operational DDR options and interventions that are precisely targeted, realistic and sustainable.",
"Can": 0,
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},
{
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"Paragraph": "Planning for an assessment The following should be considered when planning a detailed field assessment for DDR: Scope: From the start of DDR, practitioners should determine the geographical area that will be covered by the programme, how long the programme will last, and the level of detail and accuracy needed for its smooth running and financing. The scope and depth of this detailed field assessment will depend on the amount of information gathered in previous assessments, such as the technical assessment mission. The current political and military situation in the country concerned and the amount of access possible to areas where combatants are located should also be carefully considered; Thematic areas of focus: The detailed field assessment should deepen understanding, analysis and assessments conducted in the premission period. It therefore builds on information gathered on the following thematic areas: political, social and economic context and background; causes, dynamics and consequences of the armed conflict; identification of specific groups, potential partners and others involved in the discussion process; distribution, availability and proliferation of weapons (primarily small arms and light weapons); institutional capacities of national stakeholders in areas related to DDR; survey of socioeconomic conditions and local capacities to absorb excombatants and their dependants; preconditions and other factors that will influence DDR; baseline data and performance indicators for programme design, implementation, monitoring and evaluation. 3.10\t(Also see Annex B of IDDRS 3.10 on Integrated DDR Planning: Processes and Structures.); Expertise: The next step is to identify the DDR expertise required. Assessment teams should be composed of specialists in all aspects of DDR (see IDDRS Level 5 for more information on the different needs that have to be met during a DDR mission). To ensure coherence with the political process and overall objectives of the peacekeeping mandate, the assessment should be led by a member of the UN DDR unit; Local participation: Where the political situation allows, national and local participation in the assessment should be emphasized to ensure that local analyses of the situation, the needs and appropriate solutions are reflected and included in the DDR pro gramme. There is a need, however, to be aware of local bias, especially in the tense immediate postconflict environment; Building confidence and managing expectations: Where possible, detailed field assessments should be linked with preparatory assistance projects and initiatives (e.g., community development programmes and quickimpact projects) to build confidence in and support for the DDR programme. Care must be taken, however, not to raise unrealistic expec tations of the DDR programme; Design of the field assessment: Before starting the assessment, DDR practitioners should: identify the research objectives and indicators (what are we assessing?); identify the sources and methods for data collection (where are we going to obtain our information?); develop appropriate analytical tools and techniques (how are we going to make sense of our data?); develop a method for interpreting the findings in a practical way (how are we going to apply the results?); Being flexible: Thinking about and answering these questions are essential to developing a welldesigned approach and work plan that allows for a systematic and wellstructured data collection process. Naturally, the approach will change once data collection begins in the field, but this should not in any way reduce its importance as an initial guiding blueprint.",
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{
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"Level": "3",
"LevelName": "",
"Title": "IDDRS-3.20-DDR-Programme-Design",
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"Module": "IDDRS-3.20-DDR-Programme-Design",
"PageNum": 7,
"Paragraph": "Implementing the assessment In order to provide structured and precise data (both qualitative and quantitative) for the development of a DDR programme strategy and the accompanying implementation plan, the assessment should collect data on the basis of clear research objectives and indicators. Assessment objectives and indicators can be divided into two main categories: an assessment of the operational environment for DDR (see Annex B for a complete framework for the analysis of a DDR operating environment); an assessment of those expected to participate in the DDR programme and of perform ance indicators (see Annex C for a complete framework for the analysis of DDR parti cipants and beneficiaries, and performance indicators).",
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"Paragraph": "Framework for an assessment An assessment of the DDR operating environment, potential participants, and programme and performance indicators should include the following: assessment objectives; indicators; methodology; risks and assumptions.",
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"Paragraph": "Assessing the operational environment for DDR: Assessment objectives The following should be taken into account when analysing the operational environment in which DDR will take place: Identify factors that can positively or negatively affect the outcome of DDR: A number of legal, political, socioeconomic, security, regional and international factors can influence the prospects, effectiveness and sustainability of a DDR programme. Using relevant indicators, these factors need to be identified and mapped in order to clearly define the policy and operational environment, identify key preconditions and foundations, and enable effective threat analysis and the development of strategies to reduce risk; Map baseline indicators to prepare appropriate benchmarks for DDR programme design: DDR programmes have two general aims: to decrease the overall incidence of (or potential for) armed violence; and to improve the socioeconomic conditions and productivity in host communities. Defining baseline indicators in both these areas (including, for example, the incidence and type of violence and demographic community profiles) can allow the development of appropriate programme strategies and serve as programme design benchmarks; Assess institutional capacities to undertake DDR: The extent of UN support to a DDR pro gramme will depend on the level of national institutional and other capacities within the government, civil society and communities. Assessing existing capacity in the areas of disarmament/weapons control, demobilization, reintegration and the ability of communities to absorb excombatants and their dependants therefore provides key indicators for establishing the extent and scope of UN support for DDR.",
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"Paragraph": "Identifying DDR participants and beneficiaries, and performance indicators: Assessment objectives To establish the appropriate performance indicators when analysing the potential partici pants in the DDR programme, five factors should be considered: The size, organization and deployment of participants: The size and nature of the DDR programme will depend, to a large extent, on the number, organization and profile of eligible combatants. Collecting data on both command and control, and combatant profiles (military, socioeconomic, demographic, location, sex, age, health, and numbers of noncombatant associates and dependants) provides DDR programme designers with a way to accurately assess overall group size, identify client groups, and design the DDR approach according to the specific organization and profile of the armed forces and groups; The availability and distribution of weapons: The extent to which a DDR programme is able to effectively reduce the availability of weapons in a postconflict context is determined to some degree by the accuracy of disarmament/weapons collection targets. In order to set these, it is necessary to estimate the total number of weapons available, as well as their distribution. This information can allow the identification and prioritization of programme participants, help refine incentive schemes to increase the numbers of weapons collected, and be used as a baseline to assess the overall effectiveness of the weapons reduction component of DDR; The reintegration opportunities for the primary participant group: The sustainable socio economic reintegration of excombatants, women and children associated with armed forces and groups, and dependants, requires the development of economically viable reintegration options and strategies. The development of reintegration schemes should be based on a thorough understanding of conditions in areas of return/resettlement (including local markets for goods and services, infrastructure and economic needs), as well as an assessment of viable reintegration options; The socio-economic baseline in the country under reconstruction: DDR programmes should contribute to improving the economic conditions in host communities through increased security, and through programmes that boost employment and economic productivity. Measuring key development indicators before and after DDR programme implemen tation will help to assess the effectiveness of DDR in meeting these goals; The security situation: Obtaining data on levels of armed violence, impacts on security (direct/indirect), levels and types of victimization, and local perceptions of security helps to establish a baseline against which to measure changes in the security situation and the contribution of DDR to an overall increase in security.",
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"Paragraph": "Methodologies for data collection Once the outlines for the assessment have been developed, the next stage should be to decide on the best methods to collect data, some of which are: direct observation; key informant interviews and focus groups; mass surveys; participatory assessments; market research; institutional capacity research; sampling. The best approach is to be flexible and \u2018mix and match\u2019 methodologies. Data should be collected from as broad a sample as possible, and particular efforts should be made to include women, younger people (youth) and children. In an unstable context with unreliable or fragmentary data, multiple sources and techniques can be used, and results derived through triangulation or crosschecking of information. The sections below describe each one of these methodologies for data collection.",
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"Paragraph": "Direct observation Several vital types of information can only be collected by direct observation. This can include sighting weapons (recording type, model, serial number, country of manufacture and condition); examining weapons caches and stockpiles (geographic location, distribu tion, contents and condition of weapons, physical size, etc.); recording information on military installations and forces (location, size, identity, etc.); investigating weapons markets and other commercial transactions (supply and demand, prices, etc.); and recording the effects of small arms (displaced camps and conditions, destruction of infrastructure, types of wounds caused by small arms, etc.). Direct observation may also be a useful technique to obtain information about \u2018hidden\u2019 members of armed groups and forces, such as children, abductees and foreign fighters, whose association with the group may not be formally acknowledged.",
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"Paragraph": "Key informant interviews and focus groups Interviews and focus groups are essential to obtain information on, for example, com mand structures, numbers and types of people associated with the group, weaponry, etc., through direct testimony and group discussions. Vital information, e.g., numbers, types and distribution of weapons, as well as on weapons trafficking, children and abductees being held by armed forces and groups and foreign fighters (which some groups may try to conceal), can often be obtained directly from excombatants, local authorities or civilians. Although the information given may not be quantitatively precise or reliable, important qualitative conclusions can be drawn from it. Corroboration by multiple sources is a tried and tested method of ensuring the validity of the data (also see IDDRS 4.10 on Disarma ment, IDDRS 5.10 on Women, Gender and DDR, IDDRS 5.20 on Youth and DDR, IDDRS 5.30 on Children and DDR and IDDRS 5.40 on Crossborder Population Movements).",
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"Paragraph": "Mass-based surveys Surveys can reveal important information, e.g., on trends in weapons availability, possession and distribution among excombatants; or information on the extent and nature of armed violence against civilians. The success or failure of a massbased survey ultimately depends on several factors, including the willingness of combatants and civilians to disclose sensi tive information, access to affected areas, design and administration of the questionnaire (is it easy to understand and administer?), and the extent to which the sample used in the survey is inclusive and representative.",
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"Paragraph": "Participatory assessments Participatory assessments, using the tools and methodology of participatory rural assess ment (PRA),1 is a useful methodology when the real issues and problems are not known to the researcher, and provides a way to avoid the problem of researcher bias in orientation and analysis. It is a particularly useful methodology when working with illiterate people, and can be adapted for use with different ages and sexes. To date, PRA tools have been used in securityrelated research, e.g.: for a small arms assessment, to explore subjective perceptions of small armsrelated insecurity (e.g., what impacts are most felt by civilians?); to obtain overviews of militia organizations and weapons distribution (through social mapping and history timeline exercises); and to identify community perceptions of matters relating to security sector reform (SSR), e.g., policing.",
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"Paragraph": "Market research Two sets of market research should be carried out. The first focuses on gathering informa tion relating to small arms. This could include: information on prices and how these have changed over time; identification of companies and other entities involved in weapons production, procurement and distribution; and details on weapons pipelines. This can provide important data on the nature, size and dynamics of the market or trade in small arms. Price information, particularly when collected at different locations within a country, can give insights into supply and demand dynamics that reveal differences in the extent of small arms proliferation and availability. Market research can also be used as a preventive measure by monitoring small arms prices, where a dramatic spike in prices usually indicates an upsurge in demand. A second set of market research should focus on gathering information on the local economic and employment situation so as to identify opportunities in the job market for reintegrating combatants (also see IDDRS 4.30 on Social and Economic Reintegration).",
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"Paragraph": "Institutional capacity assessments An assessment of the national institutional capacity to manage and implement the different aspects of DDR requires an evaluation of existing institutions and systems, human resources, and capacities. Three issues are of particular importance: the examination of existing capaci ties, as compared with those that are still needed; the efficiency and effectiveness of existing management structures; and the adequacy of legal and regulatory frameworks. This assess ment should provide information on institutional capacities for weapons collection and control, institutional coordination, managing and running demobilization camps, managing information flows, and providing support for reintegration planning and implementation.",
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"Paragraph": "Sampling Although not a method for collecting or analysing information, sampling is a useful tool for determining the scope, focus and precision of data collection activities, and should be used together with all of the methods described above. Through sampling, general insight on specific DDR issues can be obtained from civilian populations and subgroups (especially armed forces and groups). The key to obtaining valid assumptions through sampling is to ensure that the population sampled is representative, i.e., has characteristics broadly similar 4.30 to those of the entire population. The decision whether to use random as opposed to non random sampling, or stratified as opposed to clustered sampling must be taken after a careful assessment of the context, research needs and amount of diversity in the population that is being studied.",
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"Paragraph": "Analysing results: Tools and techniques Once datasets for different themes or areas have been generated, the next step is to make sense of the results. Several analytical tools and techniques can be used, depending on the degree of accuracy needed and the quality of the data: Qualitative analytical tools are used to make sense of facts, descriptions and perceptions through comparative analysis, inference, classification and categorization. Such tools help to understand the context; the political, social and historical background; and the details that numbers alone cannot provide; Quantitative analytical tools (statistical, geometric and financial) are used to calculate trends and distribution, and help to accurately show the size and extent, quantity and dispersion of the factors being studied; Estimation and extrapolation help to obtain generalized findings or results from sampled data. Given the large geographical areas in which DDR assessments are carried out, estimating and extrapolating based on a representative sample is the only way to obtain an idea of the \u2018bigger picture\u2019; Triangulation (crossreferencing), or the comparison of results from three different methods or data sources, helps to confirm the validity of data collected in contexts where infor mation is fragmentary, imprecise or unreliable. Although normally used with direct observation and interviewing (where facts are confirmed by using three or more differ ent sources), triangulation can also be applied between different methods, to increase the probability of reaching a reasonably accurate result, and to maximize reliability and validity; Geographic/Demographic mapping, which draws on all the techniques mentioned above, involves plotting the information gained about participants and beneficiaries geo graphically (i.e., the way they are spread over a geographical area) or chronologically (over time) to determine their concentration, spread and any changes over time.",
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"Paragraph": "Stage II: Preparing the DDR programme document Designing a comprehensive DDR programme document is a time and labourintensive process that usually takes place after a peacekeeping mission has been authorized, and before deployment in the field has started. The programme document represents a blueprint for how DDR will be put into oper ation, and by whom. It is different from an implementation plan (which is often more technical), provides timelines and information on how individual DDR tasks and activities will be carried out, and assigns responsibilities. The comprehensive DDR assessment will be the main source of primary data on which to draw when defining programme strategies, targets and so on. The programme design process should also be based on pre existing assessments and strategy development, most importantly the premandate assess ment and concept of operations, and should revalidate, refine and build on these key elements: strategic objectives and outcomes; key principles of intervention; preconditions; strategic vision and approach.",
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"Paragraph": "Contextual analysis and rationale The DDR programme document should be based on an indepth understanding of the national or local context and the situation in which the programme is to be implemented, as this will shape the objectives, overall strategy and criteria for entry, as follows: General context and problem: This defines the \u2018problem\u2019 of DDR in the specific context in which it will be implemented (levels of violence, provisions in peace accords, lack of alternative livelihoods for excombatants, etc.), with a focus on the nature and con sequences of the conflict; existing national and local capacities for DDR and SSR; and the broad political, social and economic characteristics of the operating environment; Rationale and justification: Drawing from the situation analysis, this explains the need for DDR: why the approach suggested is an appropriate and viable response to the identified problem, the antecedents to the problem (i.e., what caused the problem in the first place) and degree of political will for its resolution; and any other factors that provide a compelling argument for undertaking DDR. In addition, the engagement and role of the UN should be specified here; Overview of armed forces and groups: This section should provide an overview of all armed forces and groups and their key characteristics, e.g., force/group strength, loca tion, organization and structure, political affiliations, type of weaponry, etc. This information should be the basis for developing specifically designed strategies and approaches for the DDR of the armed forces and groups (see Annex D for a sample table of armed forces and groups); Definition of participants and beneficiaries: Drawing on the comprehensive assessments and profiles of armed groups and forces and levels of violence that are normally inclu ded in the framework, this section should identify which armed groups and forces should be prioritized for DDR programmes. This prioritization should be based on their involvement in or potential to cause violence, or otherwise affect security and the peace process. In addition, subgroups that should be given special attention (e.g., special needs groups) should be identified; Socio-economic profile in areas of return: A general overview of socioeconomic conditions in the areas and communities to which excombatants will return is important in order to define both the general context of reintegration and specific strategies to ensure effec tive and sustainable support for it. Such an overview can also provide an indication of how much preDDR community recovery and reconstruction assistance will be necessary to improve the communities\u2019 capacity to absorb former combatants and other returning populations, and list potential links to other, either ongoing or planned, reconstruction and development initiatives.",
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"Paragraph": "DDR programme objectives Because the DDR programme document should contain strategies and requirements for a complex and multicomponent process, it should be guided by both an overall goal and a series of smaller objectives that clearly define expected outputs in each subsector. While generic (general) objectives exist, they should be adapted to the realities and needs of each context. The set of general and specific objectives outlined in this section make up the overall framework for the DDR programme. Example: Objectives of the national DDR programme in the Democratic Republic of the Congo (DRC) General objective: Contribute to the consolidation of peace, national reconciliation and the socioeconomic reconstruction of the country, as well as regional stability. Specific objectives: Disarm combatants belonging to the armed groups and forces that will not be integrated into the DRC armed forces or in the police, as foreseen in the DRC peace accords; Demobilize the military elements and armed groups not eligible for integration into the DRC armed forces; Reintegrate demobilized elements into social and economic life within the framework of community productive systems.",
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"Paragraph": "Guiding principles The guiding principles specify those factors, considerations and assumptions that are con sidered important for a DDR programme\u2019s overall viability, effectiveness and sustainability. These guiding principles must be taken into account when developing the strategic approach and activities. Universal (general) principles (see IDDRS 2.10 on the UN Approach to DDR) can be included, but principles that are specific to the operating context and associated requirements should receive priority. Principles can apply to the entire DDR programme, and need not be limited to operational or thematic issues alone; thus they can include political principles (how DDR relates to political processes), institutional principles (how DDR should be structured insti tutionally) and operational principles (overall strategy, implementation approach, etc.).",
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"Paragraph": "Preconditions and foundations for DDR This section defines the issues that must be dealt with or included in the design of the DDR programme in order to ensure its effectiveness and viability. These include preconditions (i.e., those factors that must be dealt with or be in place before DDR implementation starts), as well as foundations (i.e., those aspects or factors that must provide the basis for planning and implementing DDR). In general, preconditions and foundations can be divided into those that are vital for the overall viability of DDR and those that can influence the overall efficiency, effectiveness and relevance of the process (but which are not vital in determining whether DDR is possible or not). Example: Preconditions and foundations for DDR in Liberia A governmentdriven process of postconflict reconciliation is developed and imple mented in order to shape and define the framework for postconflict rehabilitation and reintegration measures; A National Transitional Government is established to run the affairs of the country up until 2006, when a democratically elected government will take office; Comprehensive measures to stem and control the influx and possible recycling of weapons by all armed forces and groups and their regional network of contacts are put in place; The process of disbandment of armed groups and restructuring of the Liberian security forces is organized and begun; A comprehensive national recovery programme and a programme for community reconstruction, rehabilitation and reintegration are simultaneously developed and 2.10 implemented by the government, the United Nations Development Programme (UNDP) and other UN agencies as a strategy of prepositioning and providing assistance to all waraffected communities, refugees and internally displaced persons (IDPs). This programme will provide the essential drive and broader framework for the postwar recovery effort; Other complementary political provisions in the peace agreement are initiated and implemented in support of the overall peace process; A complementary community arms collection programme, supported with legislative process outlawing the possession of arms in Liberia, would be started and enforced following the completion of formal disarmament process.",
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"Paragraph": "Overall strategic approach to DDR While the objectives, principles and preconditions/foundations establish the overall design and structure of the DDR programme, a description of the overall strategic approach is essential in order to explain how DDR will be implemented. This section is essential in order to: explain how the multiple components of DDR will be designed to reflect realities and needs, thus ensuring efficiency, effectiveness and sustainability of the overall approach; explain how the targets for assisting DDR participants and beneficiaries (number of excombatants assisted, etc.) will be met; explain how the various components and activities of DDR will be divided into phases and sequenced (planned over time) within the programme timeframe; identify issues that are critical to the implementation of the overall programme and provide information on how they will be dealt with. 2.10 4.20",
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"Paragraph": "Defining the approach to DDR The core components of DDR (demobilization, disarmament and reintegration) can vary significantly in terms of how they are designed, the activities they involve and how they are implemented. In other words, although the end objective may be similar, DDR varies from country to country. Each DDR process must be adapted to the specific realities and requirements of the country or setting in which it is to be carried out. Important issues that will guide this are, for example, the nature and organization of armed forces and groups, the socioeconomic context and national capacities. These need to be defined within the overall strategic approach explaining how DDR is to be put into practice, and how its components will be sequenced and implemented (also see IDDRS 2.10 on the UN Approach to DDR).",
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"Paragraph": "Putting DDR into operation The specific context in which a DDR programme is to be implemented, the programme requirements and the best way to reach the defined objectives will all affect the way in which a DDR operation is conceptualized. When developing a DDR concept, there is a need to: describe the overall strategic approach; justify why this approach was chosen; describe the activities that the programme will carry out; and lay out the broad operational methods or guidelines for implementing them. In general, there are three strategic approaches that can be taken (also see IDDRS 4.20 on Demobilization): DDR of conventional armed forces, involving the structured and centralized disarma ment and demobilization of formed units in assembly or cantonment areas. This is often linked to their restructuring as part of an SSR process; DDR of armed groups, involving a decentralized demobilization process in which indi viduals are identified, registered and processed; incentives are provided for voluntary disarmament; and reintegration assistance schemes are integrated with broader com munitybased recovery and reconstruction projects; A \u2018mixed\u2019 DDR approach, combining both of the above models, used when participant groups include both armed forces and armed groups; After a comprehensive assessment of the operational guidelines according to which DDR will be implemented, a model should be created as a basis for planning (see Annexes C and D. Annex E illustrates an approach taken to DDR in the DRC). In addition to defining how to operationalize the core components of DDR, the overall strategic approach should also describe any other components necessary for an effective and viable DDR process. For the most part, these will be activities that will take throughout the DDR programme and ensure the effectiveness of core DDR components. Some examples are: awarenessraising and sensitization (in order to increase local understanding of, and participation in, DDR processes); capacity development for national institutions and communities (in contexts where capacities are weak or nonexistent); weapons control and management (in contexts involving widespread availability of weapons in society); repatriation and resettlement (in contexts of massive internal and crossborder dis placement); local peacebuilding and reconciliation (in contexts of deep social/ethnic conflict).",
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"Paragraph": "Sequencing and phasing of DDR Once the main components of a DDR programme have been identified, an overall strategy for implementation needs to be drawn up. The overall strategy should usually be developed on the basis of operational objectives and targets broken down by time period or programme phase. This enables practitioners to see in broad terms how DDR will be implemented, plan the allocation of resources and other requirements, and coordinate among themselves. 2.10 2.20",
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"Paragraph": "Strategic elements of a DDR programme As programme scale and scope, participants and beneficiaries, eligibility criteria, incentive schemes, and monitoring and evaluation all affect programme design, they should be con sidered when developing a DDR strategy.",
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"Paragraph": "Scale and scope The scale of a DDR programme is determined by the number of beneficiaries and the geo graphical area the programme covers (most often determined by the size of the country or region where the programme is taking place). These figures determine the complexity, size and resource requirements for the programme, and must be estimated at the programme design stage. The extent to which a DDR programme directly includes activities that formally belong to other sectors determines its scope or extent (i.e., exactly how much it is going to try and achieve). In the past, DDR programmes focused strictly on the core components of disarm ament, demobilization and reintegration. Today, most DDR programmes include or take account of activities relating to SSR (such as weapons control and regulation), peacebuilding and reconciliation, and community recovery and reconstruction (also see IDDRS 2.10 on the UN Approach to DDR and IDDRS 2.20 on Postconflict Stabilization, Peacebuilding and Recovery Frameworks).",
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"Paragraph": "DDR participants The identification of DDR participants affects the size and scope of a DDR programme. DDR participants are usually prioritized according to their political status or by the actual or potential threat to security and stability that they represent. They can include regular armed forces, irregular armed groups, militias and paramilitary groups, selfdefence groups, members of private security companies, armed street gangs, vigilance brigades and so forth. Among the beneficiaries are communities, who stand to benefit the most from improved security; local and state governments; and State structures, which gain from an improved capacity to regulate law and order. Clearly defining DDR beneficiaries determines both the operational role and the expected impacts of programme implementation.",
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"Paragraph": "Operational role Another important factor that determines the scope of a DDR programme is the extent of national capacity and the involvement of national and nonUN bodies in the implementa tion of DDR activities. In a country with a strong national capacity to implement DDR, the UN\u2019s operational role (i.e. the extent to which it is involved in directly implementing DDR activities) should be focused more on ensuring adequate coordination than on direct imple mentation activities. In a country with weak national implementing capacity, the UN\u2019s role in implementation should be broader and more operational.",
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"Paragraph": "Eligibility criteria Eligibility criteria provide a mechanism for determining who should enter a DDR pro gramme and receive reintegration assistance. This often involves proving combatant status or membership of an armed force or group. It is easier to establish the eligibility of par ticipants to a DDR programme when this involves organized, legal armed forces with members who have an employment contract. When armed groups are involved, however, there will be difficulties in proving combatant status, which increases the risk of admitting noncombatants and increasing the number of people who take part in a DDR programme. In such cases, it is important to have strict and welldefined eligibility criteria, which can help to eliminate the risk of noncombatants gaining access to the programme (also see IDDRS 4.20 on Demobilization).",
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"Paragraph": "Incentive schemes When targeting armed groups in a DDR programme, their oftenweak command and con trol structures should be taken into account, and it should not be assumed that combatants will obey their commanders\u2019 orders to enter DDR programmes. Moreover, there may also be risks or stigma attached to obeying such orders (i.e., fear of reprisals), which discour ages people from taking part in the programme. In such cases, incentive schemes, e.g., the offering of individual or collective benefits, may be used to overcome the combatants\u2019 concerns and encourage participation. It is important also to note that awarenessraising and public information on the DDR pro gramme can also help towards overcoming 4.20 combatants\u2019 concerns about entering a DDR programme. Incentives may be directly linked to the disarmament, demobilization or reintegration components of DDR, although care should be taken to avoid the perception of \u2018cash for weapons\u2019 or weapons buyback programmes when these are linked to the disarmament component. If used, incentives should be taken into consideration in the design of the overall programme strategy.",
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"Paragraph": "Monitoring and evaluation The development of baseline data is vital to measuring the overall effectiveness and impact of a DDR programme. Baseline data and indicators are only useful, however, if their collec tion, distribution, analysis and use are systematically managed. DDR programmes should have a good monitoring and information system that is integrated with the entire DDR programme, allowing for information collected in one component to be available in another, and for easy crossreferencing of information. The early establishment of an information management strategy as part of the overall programme design will ensure that an appro priate monitoring and evaluation system can be developed once the programme is finalized (also see IDDRS 3.50 on Monitoring and Evaluation of DDR Programmes).",
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"Paragraph": "DDR strategies Once the strategic approach for the DDR programme has been designed, detailed imple mentation strategies should be developed for each programme component. These may be annexed to the original programme document or developed as separate documents. Each strategy should include the following: 3.50 the objective of the component; the strategic approach and methods adopted for its implementation; an explanation of how key issues and considerations will be dealt with; an overview of the implementation process and key activities necessary to achieve the objective. Issues that should be considered include: 4.10 4.20 4.30 4.60 3.30",
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"Paragraph": "6.7. Ensuring cross-programme links with broader transition and recovery frameworks In most cases, the development of DDR programmes happens at the same time as the devel opment of programmes in other sectors such as rule of law, SSR, reintegration and recovery, and peacebuilding. The DDR programmes should be linked, as far as possible, to these other processes so that each process supports and strengthens the others and helps integrate DDR into the broader framework for international assistance. DDR should be viewed as a com ponent of a larger strategy to achieve postconflict objectives and goals. Other processes to which DDR programme could be linked include JAM/PCNA activities, and the development of a common country assessment/UN development assessment framework and poverty reduction strategy paper (also see IDDRS 2.20 on Postconflict Stabilization, Peacebuilding and Recovery Frameworks).",
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"Paragraph": "Developing the results and budgeting framework A key part of programme design is the development of a logical framework that clearly defines the hierarchy of outputs, activities and inputs necessary to achieve the objectives and outcomes that are being aimed at. In line with the shift towards resultsbased pro gramming, such logical frameworks should focus on determining how to achieve the planned outcomes within the time that has been made available. This approach ensures coordination and programme implementation, and provides a framework for monitoring and evaluating performance and impact. When DDR is conducted in an integrated peacekeeping context, two complementary resultsbased frameworks should be used: a general results framework containing the main outputs, inputs and activities of the overall DDR programme; and a framework specifically designed for DDR activities that will be funded from mission assessed funds as part of the overall mission planning process. Naturally, the two are complementary and should con tain common elements.",
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"Paragraph": "7.1. General results framework The general results framework for a DDR programme should consist of the following elements (but not necessarily all of them) (see also Annex F for a general results framework for DDR that was used in Liberia): 2.20 Specific objectives and component outcomes: For each component of a DDR programme (i.e., disarmament, demobilization, reinsertion, reintegration, etc.), the main or longer term strategic objectives should be clearly defined, together with the outcomes the UN is supporting. These provide a strategic framework for organizing and anchoring relevant activities and outputs; Baseline data: For each specific objective, the initial starting point should be briefly described. In the absence of hard quantitative baseline data, give a qualitative descrip tion of the current situation. Defining the baseline is a critical part of monitoring and evaluating the performance and impact of programmes; Indicative activities: For each objective, a list of indicative activities should be provided in order to give a sense of the range and kind of activities that need to be implemented so as to achieve the expected outputs and objectives. For the general results frame work, these do not need to be complete or highly detailed, but they must be sufficient to provide a sense of the underlying strategy, scope and range of actions that will be implemented; Intervals: Activities and priority outputs should be have precise timelines (preferably specific dates). For each of these dates, indicate the expected level of result that should be achieved. This should allow an overview of how each relevant component of the programme is expected to progress over time and what has to be achieved by what date; Targets and monitoring indicators: For each activity there should be an observable target, objectively verifiable and useful as a monitoring indicator. These indicators will vary depending on the activity, and they do not always have to be quantitative. For example, \u2018reduction in perceptions of violence\u2019 is as useful as \u201815 percent of excombatants success fully reintegrated\u2019; Inputs: For each activity or output there should be an indication of inputs and their costs. General cost categories should be used to identify the essential requirements, which can include staff, infrastructure, equipment, operating expenses, service contracts, grants, consultancies, etc.",
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"Paragraph": "7.2. Peacekeeping results-based budgeting framework The resultsbased budgeting (RBB) framework is the main budgetary planning tool used by the UN Secretariat and peacekeeping missions, and is part of the SecretaryGeneral\u2019s programme of reform and vision of a more resultsoriented organization. An important feature of RBB is the definition of expected results at the beginning of the planning and budget cycle, before the programme is implemented. Thus RBB aims to shift focus from output accounting (i.e., activities) to resultsbased accountability (i.e., indi cators of achievements). RBB is therefore not simply an administrative process, but a strategic planning tool, improving the clarity of programmes, and bringing about a common under standing and better communication between Member States and programme managers to improve results. Resultsbased management is intended to be a dynamic process, providing feedback throughout the full programme cycle: planning, programming, budgeting, and monitoring and evaluation. Since it was introduced, RBB has continued to evolve in order to better fulfil its role as a strategic planning tool for the UN. RBB has four main components: the DDR objective statement, serving as the basis for developing programme activities and identifying benchmarks for success; indicators of achievement, which measure performance, justify the resource requirements and are linked to outputs; outputs, listing the activities that will be conducted in order to achieve the objective; external factors, identifying factors outside of the programme manger\u2019s control that may have an impact on programme performance.",
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"Paragraph": "Developing an RBB framework This section is intended to assist DDR programme managers in the field to develop RBB frameworks for submission to the Department of Peacekeeping Operations, which will serve as the basis for cost estimates. Mission budget officers who are specialized in the develop ment of RBB frameworks should be able to assist with the development of this tool.",
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"Paragraph": "The DDR objective statement The DDR objective statement draws its legal foundation from Security Council mission mandates. It is important to note that the DDR objective will not be fully achieved in the lifetime of the peacekeeping mission, although certain activities such as the (limited) phys ical disarmament of combatants may be completed. Other important aspects of DDR such as reintegration, the establishment of the legal framework, and the technical and logistic capacity to deal with small arms and light weapons often extend beyond the duration of a peacekeeping mission. In this regard, the objective statement must reflect the contribution of the peacekeeping mission to the \u2018progress towards\u2019 the DDR objective. An example of a DDR objective statement is as follows: \u201cProgress towards the disarmament, demobilization and reintegration of members of armed forces and groups, including meeting the specific needs of women and children associated with such groups, as well as weapons control and destruction.\u201d",
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"Paragraph": "Indicators of achievement The targeted achievement should include no more than five clear and measurable indicators, and baseline information from which increases/decreases in the baseline variables are measured.",
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"Paragraph": "Outputs When developing the DDR outputs for an RBB framework, programmer managers should take the following into account: (1) specific references to the implementation timeframe should be included; (2) DDR technical assistance or advice needs should be further defined to specify what that means in practice and, if possible, quantified (e.g., workshops, training programmes, legislative models, draft work plans); (3) participants in DDR programmes or recipients of the mission\u2019s efforts should be included in the output description; and (4) when describing these outputs, the verb should be placed before the output definition (e.g., \u2018Destroyed 9,000 weapons\u2019; \u2018Chaired 10 community sensitization meetings\u2019).",
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"Paragraph": "External factors When developing the external factors of the DDR RBB framework, programme managers are requested to identify those factors that are outside the control of the DDR unit. These should not repeat the factors that make up the indicators of achievement. For an example of an RBB framework for DDR in Sudan, see Annex G; also see IDDRS 3.50 on Monitoring and Evaluation of DDR Programmes.\t3.50 3.10 3.50",
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"Paragraph": "Stage III: Developing an implementation plan Once a programme has been prepared, planning instruments should be developed that will aid practitioners (UN, nonUN and the national government) to implement the planned activities and strategies. An actions or operations plan usually consists of four main elements: Implementation methods: This consists of a narrative description of how each DDR com ponent will be made operational within the framework of the programme, focusing on the precise sequencing of activities, operational requirements, logistic requirements, links with other mission components, key risks and factors that will reduce these risks. This section can be used by practitioners to guide implementation and operations and provide an overall framework for the other components of the operational and action plan; Timing: There should be an overview of the timeframe and schedule for implementation of DDR activities for each component of the programme, which provides an overall picture of the phasing and sequencing of programme implementation. This will provide practitioners with a quick overview of the activities, which is important for defining and planning resource requirements and allocations. An example of a timeframe is included in Annex H; Detailed work plan: A detailed work plan should also be included in the operational plan. It should break all programme activities down into their various tasks, and indi cate who is responsible for different operational roles. The main categories of such a work plan should include: the activities to be implemented; a detailed description of individual tasks; the required inputs (human, material, financial); the actor responsible for funding each task; the actor responsible for logistic support; the actor responsible for staffing; the actor responsible for coordination/supervision; the actor responsible for implementation; the expected timeframe for implementation of task. The work plan should be considered a dynamic document that should be updated periodically and used to guide DDR planners and practitioners on programme imple mentation on a daytoday basis. A generic work plan is included in Annex I; Management arrangements: This section should detail the institutional arrangements established to provide strategic guidance, coordination and implementation of the programme (also see IDDRS 3.10 on Integrated DDR Planning: Processes and Structures and IDDRS 3.50 on Monitoring and Evaluation of DDR Programmes).",
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"Paragraph": "Terms and definitions Detailed field assessment: A detailed field assessment is essential to identify the nature of the problem a DDR programme is to deal with, as well as to provide key indicators for the development of a detailed DDR strategy and its associated components. Detailed field assess ments shall be undertaken to ensure that DDR strategies, programmes and implementation plans reflect realities, are well targeted and sustainable, and to assist with their monitoring and evaluation. Implementation plan: Also known as an operations or action plan, an implementation plan describes the detailed steps necessary to implement programme activities, together with a division of labour and overall timeframe. Programme: A generic (general) term for a set of activities designed to achieve a specific objective. In order to ensure that a programme\u2019s results, outputs and overall outcome are reached, activities are often framed by a strategy, key principles and identified targets. Together, these indicate how the activities will be structured and implemented. Programmes also include a description of all aspects necessary to implement the planned activities, includ ing inputs and resources (staff, equipment, funding, etc.), management arrangements, legal frameworks, partnerships and other risk analysis. Project: Within each programme there may be several projects, each of which is a separately identified undertaking. A project is an intervention that consists of a set of planned, inter related activities aimed at achieving defined objectives over a fixed time. A project\u2019s activities and objectives are normally given in a project document. This legal agreement binds the signatories to carry out the defined activities and to provide specific resources over a fixed period of time in order to reach agreed objectives.",
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"Paragraph": "Summary Disarmament, demobilization and reintegration (DDR) programmes have increasingly relied on national institutions to ensure their success and sustainability. This module discusses three main issues related to national institutions: mandates and legal frameworks; structures and functions; and coordination with international DDR structures and processes. The mandates and legal frameworks of national institutions will vary according to the nature of the DDR programme, the approach that is adopted, the division of responsi- bilities with international partners and the administrative structures found in the country. It is important to ensure that national and international mandates for DDR are clear and coherent, and that a clear division of labour is established. Mandates and basic principles, institutional mechanisms, time-frames and eligibility criteria should be defined in the peace accord, and national authorities should establish the appropriate framework for DDR through legislation, decrees or executive orders. The structures of national institutions will also vary depending on the political and institutional context in which they are created. They should nevertheless reflect the security, social and economic dimensions of the DDR process in question by including broad rep- resentation across a number of government ministries, civil society organizations and the private sector. In addition, national institutions should adequately function at three different levels: the policy/strategic level through the establishment of a national commission on DDR; the planning and technical levels through the creation of a national technical planning and coordination body; and the implementation/operational level through a joint implementation unit and field/ regional offices. There will be generally a range of national and international partners engaged in imple- mentation of different components of the national DDR programme. Coordination with international DDR structures and processes should be also ensured at the policy, planning and operational levels. The success and sustainability of a DDR pro- gramme depend on the ability of international expertise to complement and support a nationally led process. A UN strategy in support of DDR should therefore take into account not only the context in which DDR takes place, but also the existing capacity of national and local actors to develop, manage and implement DDR. Areas of support for national institutions are: institutional capacity development; legal frameworks; policy, planning and implementation; financial management; material and logis- tic assistance; training for national staff; and community development and empowerment.",
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"Paragraph": "Module scope and objectives This module provides United Nations (UN) DDR policy makers and practitioners with guidance on the structures, roles and responsibilities of national counterparts for DDR, their relationships with the UN and the legal frameworks within which they operate. It also provides guidance on how the UN should define its role, the scope of support it should offer to national structures and institutions, and capacity development.",
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"Paragraph": "Terms, definitions and abbreviations Annex A contains a list of abbreviations used in this standard. A complete glossary of all the terms, definitions and abbreviations used in the series of integrated DDR standards (IDDRS) 1.20\tis given in IDDRS 1.20. In the IDDRS series, the words \u2018shall\u2019, \u2018should\u2019 and \u2018may\u2019 are used to indicate the intended degree of compliance with the standards laid down. This use is consistent with the language used in the International Organization for Standardization standards and guidelines: \u201ca) \u2018shall\u2019 is used to indicate requirements, methods or specifications that are to be applied in order to conform to the standard. \u2018should\u2019 is used to indicate the preferred requirements, methods or specifications. \u2018may\u2019 is used to indicate a possible method or course of action.\u201d The term \u2018a national framework for DDR\u2019 describes the political, legal, programmatic/ policy and institutional framework, resources and capacities established to structure and guide national engagement with a DDR process. The implementation of DDR requires mul- tiple stakeholders; therefore, participants in the establishment and implementation of a national DDR framework include not only the government, but also all parties to the peace agreement, civil society, and all other national and local stakeholders.",
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"Paragraph": "Introduction UN-supported DDR aims to be people-centred, flexible, accountable and transparent, na- tionally owned, integrated and well planned. Within the UN, integrated DDR is delivered with the cooperation of agencies, programmes, funds and peacekeeping missions. In a country in which it is implemented, there is a focus on capacity-building at both government and local levels to achieve sustainable national ownership of DDR, among other peace-building measures. Certain conditions should be in place for DDR to proceed: these include the signing of a negotiated peace agreement, which provides a legal frame- work for DDR; trust in the peace process; transparency; the willingness of the parties to the conflict to engage in DDR; and a minimum guarantee of security. This module focuses on how to create and sustain these conditions.",
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"Paragraph": "Guiding principles The principles guiding the development of national DDR frameworks, as well as the princi- ples of UN engagement with, and support to, national institutions and stakeholders, are out- 2.10\tlined in IDDRS 2.10 on the UN Approach to DDR. Here, they are discussed in more detail.",
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"Paragraph": "National ownership National ownership is essential for the success and sustainability of DDR programmes, and supporting national institutions is a core principle of the UN. However, in the past, too many DDR programmes were overly controlled by external actors who did not make enough effort to establish true partnership with national institutions and local authorities, producing programmes that were insufficiently adapted to the dynamics of local conflicts, unsuppor- tive of the capacities of local institutions and unresponsive to the needs of local populations. While the UN system may be called upon to provide strategic, technical, operational and financial support to DDR, national and local actors \u2014 who are ultimately responsible for the peace, security and development of their own communities and nations \u2014 should lead the process. When the UN supports DDR, it also aims to increase the capacities of govern- ments, implementing partners, communities and participants, and to assist them as they take ownership of the process: the promotion of national ownership is therefore a principle that guides both policy and the operational design of DDR programmes carried out with UN support.",
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"Paragraph": "Inclusivity Another core principle in the establishment and support of national institutions is the in- clusion of all stakeholders. National ownership is both broader and deeper than central government leadership: it requires the par- ticipation of a range of state and non-state actors at national, provincial and local levels. National DDR institutions should include all parties to the conflict, as well as representa- tives of civil society and the private sector. The international community should play a role in supporting the development of capacities in civil society and at local levels to enable them to participate in DDR pro- cesses (also see IDDRS 5.10 on Women, Gender and DDR, IDDRS 5.20 on Youth and DDR and IDDRS 5.30 on Children and DDR).",
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"Paragraph": "Accountability and transparency Accountability and transparency are important principles for all national institutions. DDR institutions should adopt and encourage/support these values in order to: build confidence among the parties to the DDR process; establish the legitimacy of the process with the general population and local commu- nities; ensure continued financial and technical support from international actors. Accountability mechanisms should be established for the monitoring, oversight and evaluation of processes through both internal and external review. Transparency should be also supported through a broad communications strategy that raises awareness of the prin- ciples and details of the programme (also see IDDRS 3.50 on Monitoring and Evaluation of DDR Programmes and IDDRS 4.60 on Public Information and Strategic Communication in Support of DDR). 5.20 5.10 5.30 3.50 4.60",
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"Paragraph": "Mandates and legal frameworks for national engagement with DDR The mandates and legal frameworks established for national DDR institutions will vary according to the nature of the DDR process to be carried out and the approach adopted, the division of responsibilities with international partners, and the administrative structures of the state itself. All stakeholders should agree to the establishment of the mandate and 2.30\tlegal framework (also see IDDRS 2.30 on Participants, Beneficiaries and Partners).",
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"Paragraph": "Establishing clear and coherent national and international mandates The national and international mandates for DDR should be clear and coherent. A clear division of responsibilities should be established in the different levels of programme co- ordination and for different programme components. This can be done through: supporting international experts to provide technical advice on DDR to parties to the peace negotiations; incorporating national authorities into inter-agency assessment missions to ensure that national policies and strategies are reflected in the Secretary-General\u2019s report and Secu- rity Council mandates for UN peace-support operations; discussing national and international roles, responsibilities and functions within the framework of an agreed common DDR plan or programme; providing technical advice to national authorities on the design and development of legal frameworks, institutional mechanisms and national programmes for DDR; establishing mechanisms for the joint implementation and coordination of DDR pro- grammes and activities at the policy, planning and operational levels.",
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"Paragraph": "Political frameworks and peace accord provisions When parties to a conflict have concluded a peace accord or political agreement, provisions should have been included in it on the establishment of a legal framework for the DDR process. Mandates and basic principles, institutional mechanisms, time-frames and eligi- bility criteria should all be defined. As the programme starts, institutional mechanisms and programme details should be elaborated further through the adoption of national legisla- tion or executive decree(s).",
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"Paragraph": "National legislative framework In addition to the provisions of the peace accord, national authorities should develop legal instruments (legislation, decree[s] or executive order[s]) that establish the appropriate legal framework for DDR. These should include, but are not limited to, the following: a letter of demobilization policy, which establishes the intent of national authorities to carry out a process of demobilization and reduction of armed forces and groups, indi- cating the total numbers to be demobilized, how this process will be carried out and under whose authority, and links to other national processes, particularly the reform and restructuring of the security sector; legislation, decree(s) or executive order(s) establishing the national institutional frame- work for planning, implementing, monitoring and evaluating the DDR process. This legislation should include articles or separate instruments relating to: a national political body representing different parties to the process, ministries responsible for the programme and civil society. This legal instrument should establish the body\u2019s mandate for political coordination, policy direction and general oversight of the DDR programme. It should also establish the specific composi- tion of the body, frequency of meetings, responsible authority (usually the prime minister or president) and reporting lines to technical coordination and implemen- tation mechanisms; a technical planning and coordination body responsible for the technical design and implementation of the DDR programme. This legal instrument should specify the body\u2019s different technical units/directions and overall management structure, as well as functional links to implementation mechanisms; operational and implementation mechanisms at national, provincial and local levels. Legal provisions should specify the institutions, international and local partners responsible for delivering different components of the DDR programme. It should also define financial management and reporting structures within the national programme; an institution or unit responsible for the financial management and oversight of the DDR programme, funds received from national accounts, bilateral and multi- lateral donors, and contracts and procurement. This unit may be housed within a national institution or entrusted to an international partner. Often a joint national\u2013 international management and oversight system is established, particularly where donor funds are being received. The national DDR programme itself should be formally approved or adopted through legislation, executive order or decree. Programme principles and policies regarding eligi- bility criteria, definition of target groups, benefits structures and time-frame, as well as pro- gramme integration within other processes such as security sector reform (SSR), transitional justice and election timetables, should be identified through this process.",
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"Paragraph": "Integrated peace-building and recovery framework DDR is a component of larger peace-building and recovery strategies. For this reason, na- tional DDR efforts should be linked with other national initiatives and processes, including SSR, transitional justice mechanisms, the electoral process, economic reconstruction and recovery (also see IDDRS 2.20 on Post-conflict Stabilization, Peace-building and Recovery Frameworks and IDDRS 2.30 on Participants, Beneficiaries and Partners).",
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"Paragraph": "Transitional justice and amnesty provisions Through the establishment of amnesties and transitional justice programmes, as part of the broader peace-building process, parties attempt to deal with crimes and violations in the conflict period, while promoting reconciliation and drawing a line between the period of conflict and a more peaceful future. Transitional justice processes vary widely from place to place, depending on the historical circumstances and root causes of the conflict. They try to balance justice and truth with national reconciliation, and may include amnesty provisions 2.20 2.30 for those involved in political and armed struggles. Generally, truth commissions are tem- porary fact-finding bodies that investigate human rights abuses within a certain period, and they present findings and recommendations to the government. They assist post-conflict communities to establish facts about what went on during the conflict period. Some truth commissions include a reconciliation component to support dialogue between factions within the community. In addition to national efforts, international criminal tribunals may be established to prosecute and hold accountable people who committed serious crimes. While national justice systems may also wish to prosecute wrongdoers, they may not be capable of doing so, owing to lack of capacity or will. During the negotiation of peace accords and political agreements, parties may make their involvement in DDR programmes conditional on the provision of amnesties for carry- ing weapons or less serious crimes. These amnesties will generally absolve (pardon) parti- cipants who conducted a political and armed struggle, and free them from prosecution. While amnesties may be agreed for violations of national law, the UN system is obliged to uphold the principles of international law, and shall therefore not support DDR processes that do not properly deal with serious violations such as genocide, war crimes or crimes against humanity.1 However, the UN should support the establishment of transitional justice processes to properly deal with such violations. Proper links should be created with DDR and the broader SSR process.",
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"Paragraph": "Citizenship and nationality laws In conflicts where ethnicity, religion or other identities have been causes of the conflict, there are often questions of citizenship or nationality that need to be resolved as part of the peace process. The resolution of these issues are likely to affect parties\u2019 willingness to engage in other parts of the larger peace-building framework, including elections, DDR and the re- 5.40\tstructuring of security forces (also see IDDRS 5.40 on Cross-border Population Movements).",
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"Paragraph": "Weapons control and management A national legal regime for weapons control and management establishes conditions for the lawful acquisition, trade, possession and use of arms by state authorities and citizens. Provisional laws or decrees governing weapons control and management are often intro- 4.10\tduced during periods of post-conflict transition (also see IDDRS 4.10 on Disarmament and 4.11\tIDDRS 4.11 on SALW Control, Security and Development).",
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"Paragraph": "Rule of law and justice reform According to the Secretary-General\u2019s report on The Rule of Law and Transitional Justice in Con flict and PostConflict Societies, \u2018rule of law\u2019 refers to a \u201cprinciple of governance in which all persons, institutions and entities, public and private, including the State itself, are account- able to laws that are publicly promulgated, equally enforced and independently adjudicated, and which are consistent with international human rights norms and standards. It requires, as well, measures to ensure adherence to the principles of supremacy of law, equality before the law, accountability to the law, fairness in the application of the law, separation of powers, participation in decision-making, legal certainty, avoidance of arbitrariness and procedural and legal transparency\u201d.2 However, the rule of law often breaks down during long periods of conflict; or a lack of justice, or manipulation of the justice system by authorities or political groups may be one of the causes of conflict. Some parties may be reluctant to participate in DDR when the rule of law has broken down and where their personal safety is not properly protected. Re-establishing the rule of law and carrying out justice reform are often essential aspects of a larger peace-building strategy. DDR should contribute to strengthening the rule of law by disarming armed forces and groups, who afterwards become subject to regular criminal justice systems.",
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"Paragraph": "Restructuring of armed forces DDR is generally linked to the restructuring of armed forces and SSR as part of a broader peace-building framework. Agreement between the parties on the new mandate, structures, composition and powers of national security forces is often a condition for their entry into a formal DDR process. As a result, the planning and design of the DDR programme needs to be closely linked to the SSR process to ensure coherence on such issues as vetting of ex- combatants (to establish eligibility for integration into the reformed security forces) and establishing the legal status and entitlements of demobilized ex-combatants, including pensions and health care benefits.",
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"Paragraph": "Structures and functions of national institutions The architecture of national DDR institutions will vary depending on the political and institutional context in which they are created. The following generic (general) model repre- sents a basic outline of structures and functions for a national DDR institutional framework, and lays out the structure of relationships with UN integrated missions and international coordination mechanisms. While the basic functions of national DDR institutions will be similar in most cases, the organization of institutional structures and their relation to inter- national actors will vary widely from country to country.",
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"Paragraph": "Integrated approach Integration is not only a principle for UN support to DDR, but also for the establishment of national institutions. The form of national institutions should reflect the security, economic and social dimensions of the DDR process. To achieve this, national institutions should include broad representation across a number of government ministries. Although the composition of national institutions for DDR will vary according to the particular govern- ment structures of different countries, the following institutions are generally represented at the level of policy and planning of national DDR institutions: the executive (the presidency and/or prime minister\u2019s office); the ministries of defence and interior (national security); the ministries of planning and finance; the ministries of labour, employment and industry; the ministries of agriculture and natural resources; the ministries of social welfare, status of women and protection of children; human rights and national reconciliation agencies; electoral authorities. As well as representation of the various agencies and ministries of government, it is important to include representatives of civil society and the private sector in DDR policy and strategic coordination mechanisms.",
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"Paragraph": "National DDR commission A national DDR policy body representing key national and international stakeholders should be set up under a government or transitional authority established through peace accords, or under the authority of the president or prime minister. This body meets periodically to perform the following main functions: to provide political coordination and policy direction for the national DDR programme; to coordinate all government institutions and international agencies in support of the national DDR programme; to ensure coordination of national DDR programme with other components of the national peace-building and recovery process; to ensure oversight of the agency(ies) responsible for the design and implementation of the national DDR programme; to review progress reports and financial statements; to approve annual/quarterly work plans. The precise composition of this policy body will vary; however, the following are gen- erally represented: government ministries and agencies responsible for components of DDR (including national women\u2019s councils or agencies, and agencies responsible for youth and children); representatives of parties to the peace accord/political agreement; representatives of the UN, regional organizations and donors; representatives of civil society and the private sector.",
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"Paragraph": "International coordination and assistance Depending on whether a UN mission has been established, support is provided for the development of national policies and strategies through the offices of the UN Resident Co- ordinator, or upon appointment of the Special Representative of the Secretary-General (SRSG)/ Deputy SRSG (DSRSG). When there is a UN Security Council mandate, the SRSG will be responsible for the coordination of international support to the peace-building and transition process, including DDR. When the UN has a mandate to support national DDR institutions, the SRSG/DSRSG may be invited to chair or co-chair the national commission on DDR (NCDDR), particularly if there is a need for neutral arbitration.",
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"Paragraph": "National DDR agency A national technical planning and coordination body, responsible for the design and im- plementation of the DDR programme, should be established. The national coordinator/ director of this body oversees the day-to-day management of the DDR programme and ensures regular reporting to the NCDDR. The main functions of the national DDR agency include: the design of the DDR programme, including conducting assessments, collecting base- line data, establishing indicators and targets, and defining eligibility criteria for the inclusion of individuals in DDR activities; 2.30 2.30 2.30 3.41 planning of DDR programme activities, including the establishment of information management systems, and monitoring and evaluations procedures; oversight of the joint implementation unit (JIU) for DDR programme implementation. Directed by a national coordinator/director, the staff of the national DDR agency should include programme managers and technical experts (including those seconded from national ministries) and international technical experts (these may include advisers from the UN system and/or the mission\u2019s DDR unit) (also see IDDRS 2.30 on Participants, Beneficiaries and Partners).",
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"Paragraph": "International technical coordination committee An international technical coordination committee provides a forum for consultation, co- ordination and joint planning between national and international partners at the technical level of DDR programme development and implementation. This committee should meet regularly to review technical issues related to national DDR programme planning and implementation. Participation in the technical coordination committee will vary a great deal, depending on which international actors are present in a country. The committee should include tech- nical experts from the national DDR agency and from those multilateral and bilateral agen- cies and non-governmental organizations (NGOs) with operations or activities that have a direct or indirect impact on the national DDR programme (also see IDDRS 2.30 on Participants, Beneficiaries and Partners).",
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"Paragraph": "Project approval committee A project approval committee (PAC) can be established to ensure transparency in the use of donor resources for DDR by implementing partners, i.e., to review and approve applications by national and international NGOs or agencies for funding for projects. Its role does not include oversight of either the regular operating budget for national DDR institutions or programmes (monitored by the independent financial management unit), or the activities of the UN mission\u2019s DDR unit. The PAC will generally include representatives of donors, the national DDR agency and the UN mission/agencies (also see IDDRS 2.30 on Participants, Beneficiaries and Partners and IDDRS 3.41 on Finance and Budgeting.)",
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"Paragraph": "Implementation/Operational level Operational and implementation mechanisms should be established at national, provincial and local levels. These mechanisms should operate under the supervision of the technical coordination and planning body.",
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"Paragraph": "Joint implementation unit The JIU is the operational arm of a national DDR agency, responsible for the implementation of a national DDR programme under the direction of the national coordinator, and ultimately accountable to the NCDDR. The organization of a JIU will vary depending on the priorities and implementation methods of particular national DDR programmes. It should be organ- ized by a functional unit that is designed to integrate the sectors and cross-cutting compo- nents of a national DDR programme, which may include: disarmament and demobilization; reintegration; child protection, youth, gender, cross-border, food, health and HIV/AIDS advisers; public information and community sensitization; monitoring and evaluation. Other functional units may be established according to the design and needs of parti- cular DDR programmes.",
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"Paragraph": "Independent financial management unit Given the size and sensitivities of resource allocation to large DDR operations, an independ- ent financial management, contracts and procurement unit for the national DDR programme should be established. This unit may be housed within the national DDR institution or entrusted to an international partner. A joint national\u2013international management and over- sight system may be established, particularly when donors are contributing significant funds for DDR. This unit should be responsible for the following: establishing standards and procedures for financial management and accounting, con- tracts, and procurement of goods and services for the DDR programme; mobilizing and managing national and international funds received for DDR programme activities; reviewing and approving budgets for DDR programme activities; establishing a reporting system and preparing financial reports and audits as required (also see IDDRS 3.41 on Finance and Budgeting).",
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"Paragraph": "Regional/Field offices Depending on the geographic concentration of DDR programme activities (whether these are to take place throughout the country or are limited to particular regions) and on the way in which the administrative structures in the country are organized, regional or provincial coordination should be facilitated through the establishment of DDR field offices. Field offices should report directly to the JIU, which provides technical support and project over- sight. Field offices should be responsible for: supporting disarmament and demobilization process and regional centres; developing regional reintegration strategies; coordinating DDR information and sensitization campaigns in areas of intervention; establishing information, counselling and referral systems; establishing information/communication networks and a database of local implemen- tation partners; maintaining the database, and monitoring reintegration projects and opportunities; establishing management and reporting systems for programme funds. Advisory mechanisms at regional or provincial level may also be established to ensure the broad participation of all stakeholders in the design and delivery of provincial strategies. At the local level, DDR committees or advisory councils should be established to ensure community participation in identifying reintegration opportunities, designing programmes and facilitating the reintegration of ex-combatants and dependants within the community. These councils or committees should include representatives of local and traditional authori- ties; NGOs and community-based associations, including women\u2019s and children\u2019s rights 3.41 groups; and representatives of ex-combatants, women associated with armed groups and forces, child former combatants, disabled people and dependants.",
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"Paragraph": "Implementing agencies/partners There will generally be a range of national and international partners engaged in the im- plementation of different components of the national DDR programme. These will vary significantly depending on the presence and capabilities of government agencies, local authorities and community-based organizations; UN agencies; and national and interna- tional NGOs located near DDR operations. The activities of implementing partners should be coordinated by regional/field offices that report to the JIU of a national DDR agency 2.30\t(also see IDDRS 2.30 on Participants, Beneficiaries and Partners).",
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"Paragraph": "Coordination of national and international DDR structures and processes National and international DDR structures and processes should, as far as possible, be jointly developed and coordinated at the policy, planning and operational levels, as explained below. The planning of UN missions and national DDR institutions has not always been sufficiently integrated, reducing the efficiency and effectiveness of both. The success and sustainability of a DDR programme depend on the ability of international expertise and resources to complement and support na- tionally led processes. A key factor in close coordination is the early consultation of national authorities and parties to the DDR process during UN assessment missions and mission planning processes. International DDR expertise, political support and technical assistance should also be available from the earliest point in the peace process through the establishment of national institutions and programmes.",
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"Paragraph": "Policy/Strategic level Coordination of national and international efforts at the policy/strategic level will vary a great deal, depending on the dynamics of the conflict, the parties to the peace process and the role/mandate of the UN in support of peace-building and recovery, including DDR. However, coordination (and where possible, integration) of national and international efforts will be essential at the following points: ensuring national and local stakeholder participation in UN assessment and mission 3.10\tplanning exercises (also see IDDRS 3.10 on Integrated DDR Planning: Processes and Structures). National stakeholders should be consulted and, where possible, participate fully in the initial planning phases of international support for DDR; providing international support for the establishment of an NCDDR or political over- sight mechanisms; coordinating bilateral and multilateral actors to ensure a coherent message on DDR and to support national institutions.",
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"Paragraph": "Planning and technical levels Coordination of national and international efforts at the planning and technical levels is important to ensure that the national DDR programme and UN support for DDR operations work together in an integrated and coherent way. It is important to ensure coordination at the following points: in national DDR programme development; in the development of DDR programmes of UN mission and agencies; in technical coordination with bilateral partners and NGOs.",
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"Paragraph": "Implementation/Operational level Coordination between the national DDR agency and UN mission/system at the operational level should be established through the following: the establishment of a JIU with mixed national/international staff; the provision of international technical assistance for implementation; the coordination of national and international implementing agencies/partners.",
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"Paragraph": "The role of international assistance The DDR of ex-combatants in countries emerging from conflict is complex and involves many different activities. Flexibility and a sound analysis of local needs and contexts are the most essential requirements for designing a UN strategy in support of DDR. It is im- portant to establish the context in which DDR is taking place and the existing capacities of national and local actors to develop, manage and implement DDR operations. The UN recognizes that a genuine, effective and broad national ownership of the DDR process is important for the successful implementation of the disarmament and demobili- zation process, and that this is essential for the sustainability of the reintegration of ex- combatants into post-conflict society. The UN should work to encourage genuine, effective and broad national ownership at all phases of the DDR programme, wherever possible.",
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"Paragraph": "Considerations in defining the role of the UN The UN approach to the planning, management and monitoring of DDR programmes in a peacekeeping environment should be informed by the following factors: Strength and legitimacy of governments: Post-conflict governments and their attendant bureaucracies may vary widely in terms of their strength and viability; their legitimacy in the eyes of the population; their level of existing capacities for programme devel- opment and management; the territorial extent and scope of government authority; and the degree to which the State has a monopoly over the means of violence in its territory. Taken together, these will affect the degree to which a given government can take effective ownership of and responsibility for DDR; Technical capacities and knowledge: Even when post-conflict governments are legitimate and capable, they may lack the specific technical knowledge that is needed to link DDR to a national reconstruction plan and SSR; Participation of civil society: In many post-conflict situations, civil society may have been repressed or marginalized and lack access to political decision-making processes. The representation of civil society at all levels in the body politic is essential, and the UN should support the participation and engagement of civil society in DDR processes wherever possible. Possible roles may include involvement in the policy development process (and particularly its link with transitional justice and equity issues); assistance with the identification of people associated with armed groups and forces, especially women and children; and implementing (particularly focusing on the involvement of local communities) and monitoring the effectiveness of DDR programmes.",
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"Paragraph": "Letter of agreement The national stakeholders and the UN should establish a letter of agreement where the government and relevant national stakeholders outline their respective roles and responsi- bilities; establish commitments to DDR according to international standards; establish links to SSR (including plans for future military size and budget, military unification, and restruc- turing, where relevant); and outline humanitarian activities and reconstruction/recovery efforts.",
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"Paragraph": "Areas of UN support UN support to national efforts take place in the following areas (the actual degree of UN engagement should be determined on the basis of the considerations outlined above): Political/Strategic support: In order for the international community to provide political support to the DDR process, it is essential to understand the dynamics of both the conflict and the post-conflict period. By carrying out a stakeholder analysis (as part of a larger conflict assessment process), it will be possible to better understand the dynam- ics among national actors, and to identify DDR supporters and potential spoilers; Institutional capacity development: It is important that capacity development strategies are established jointly with national authorities at the start of international involvement in DDR to ensure that the parties themselves take ownership of and responsibility for the success of the process. The UN system should play an important role in supporting the development of national and local capacities for DDR through providing technical assistance, establishing partnership arrangements with national institutions, and pro- viding training and capacity-building to local implementing partners; Support for the establishment of legal frameworks: A key area in which international exper- tise can support the development of national capacities is in the drawing up of legal frameworks for DDR and related processes of SSR and weapons management. The UN system should draw on experiences from a range of political and legal systems, and assist national authorities in drafting appropriate legislation and legal instruments; Technical assistance for policy and planning: Through the provision of technical assistance, the UN system should provide direct support to the development of national DDR policy and programmes. It is important to ensure, however, that this assistance is provided through partnership or mentoring arrangements that allow for knowledge and skills transfers to national staff, and to avoid situations where international experts take direct responsibility for programme functions within national institutions. When several international institutions are providing technical assistance to national authori- ties, it is important to ensure that this assistance is coordinated and coherent; Direct support for implementation and financial management: The UN system may also be called upon, either by Security Council mandate or at the request of national authorities, to provide direct support for the implementation of certain components of a DDR pro- gramme, including the financial management of resources for DDR. A memorandum of understanding should be established between the UN and national authorities that defines the precise area of responsibility for programme delivery, mechanisms for co- ordination with local partners and clear reporting responsibilities; Material/Logistic support: In the post-conflict period, many national institutions lack both material and human resources. The UN system should provide material and logistic support to national DDR institutions and implementing agencies, particularly in the areas of: information and communications technology and equipment; transportation; rehabilitation, design and management of DDR sites, transit centres and other facilities; the establishment of information management and referral systems; and the procurement of basic goods for reinsertion kits, among others (also see IDDRS 4.10 on Disarmament, IDDRS 4.20 on Demobilization and IDDRS 4.30 on Social and Economic Reintegration); Training programmes for national staff: The UN system should further support capacity development through the provision of training. There are a number of different training methodologies, including the provision of courses or seminars, training of trainers, on- the-job or continuous training, and exchanges with experts from other national DDR institutions. Although shortage of time and money may limit the training options that can be offered, it is important that the approach chosen builds skills through a continuous process of capacity development that transfers skills to local actors; Support to local capacity development and community empowerment: Through local capacity development and community empowerment, the UN system should support local ownership of DDR processes and programmes. Since the success of the DDR process depends largely on the reintegration of individuals at the community level, it is im- portant to ensure that capacity development efforts are not restricted to assisting national authorities, but include direct support to communities in areas of reintegration. In particular, international agencies can help to build local capacities for participation in assessment and planning processes, project and financial management, reporting, and evaluation. 4.30 4.10 4.20",
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"Paragraph": "The national commission The programme will be implemented under the guidance and supervision of the National Commission on Disarmament, Demobilization, Rehabilitation and Reintegration (NCDDRR), a temporary institution established by the peace agreement August 2003. The NCDDRR will consist of representatives from relevant National Transitional Government of Liberia (NTGL) agencies, the Government of Liberia (GOL), the Liberians United for Reconciliation and Democracy (LURD), the Movement for Democracy in Liberia (MODEL), the Economic Community of West African States (ECOWAS), the United Nations (UN), the African Union (AU) and the International Contact Group on Liberia (ICGL). The NCDDRR will: provide policy guidance to the Joint Implementation Unit (JIU); formulate the strategy and co-ordinate all government institutions in support of the Disarmament, Demobilization, Rehabilitation and Reintegration Programme (DDRRP); identify problems related to programme implementation and impact; and undertake all measures necessary for their quick and effective solution. During start-up, the NCDDRR will hold at least monthly meetings, but extraordinary meetings can be called if necessary. The NCDDRR will be supported by a Secretary, who will be responsible for: reporting to the NCDDRR on the activities of the JIU with regard to the DDRR process; promoting programme activities as well as managing relationships with external key stakeholders; assisting the JIU with necessary support and facilitation required to secure the political commitment of the leadership of the various fighting groups in order to implement the DDRR programme; participating in the various committees of the JIU \u2013 particularly with the Technical Coordination Committee and the Project Approval Committee (PAC); providing general oversight of the DDRR process on behalf of the NCDDRR committee and preparing reports to the committee.",
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"Paragraph": "Function In order to ensure rapid implementation that will protect the credibility of the programme, a Joint Implementation Unit (JIU), headed by a Programme and Policy Adviser, will carry out the planning and implementation of the day-to-day operation and execution of the programme. The JIU will be an interdisciplinary and interdepartmental entity composed of four units dealing with: disarmament and demobilization: staffed with expertise from the UNMIL comprising a disarmament and demobilization expert, demobilization officers and field officers, as well as qualified national staff; rehabilitation and reintegration: staffed with expertise from the UNDP and other relevant agencies consisting of reintegration operation experts and national experts in vocational training and small enterprise development, employment creation and appren- ticeship promotion, agriculture and food production; monitoring and evaluation: staffed by technical assistance from the UNDP including a monitoring and evaluation (M&E) expert, and national staff as systems analyst, pro- grammer and M&E field monitors as well as short-term data entry clerks; and information and sensitization: staffed with expertise from UNMIL and OCHA includ- ing specialists in public information development and dissemination, social adaptation programmes in the area of civic education, psychosocial counselling, community-based reconciliation and peace-building measures. Accountable to the NCDDRR, the JIU will be responsible for ensuring: the planning and implementation of the individual programme components in collabo- ration with other government departments, NGOs and donors; the transparent and accountable administration of the programme (including procure- ment and disbursements); and monitoring and evaluation. The institutional capacity of the JIU will be ensured through rigorous selection of staff, payment consistent with the quality of outputs required, and staff training where appro- priate. Technical assistance will be contracted on the basis of specific terms of reference for providing a management information system (MIS) and financial management as well as the implementation of specific programme components. The various units of the JIU will be assigned with expertise from UN agencies as follows: the UNMIL DDR team will be deployed for the DD Unit in the JIU; programme and policy coordination, MIS and reintegration will be assigned to the team from the UNDP; and UNMIL and OCHA will handle the Information and Sensitization Unit. This arrangement will enhance the capacity of the JIU as well as reducing the overall staffing cost for the programme, while ensuring continuity in programme development in the event of the completion of the mandate of the mission. Each unit will be supported with national staff recruited to understudy the international staff of the JIU. A Programme and Policy Co-ordinator will manage and coordinate an internal manage- ment team comprising the heads of units of the JIU, and will report to the Office of the SRSG or to his or her designate in matters relating to the implementation of the programme. All implementing partners such as bilateral agencies, international and local NGOs will undertake their responsibilities in full compliance with programme guidelines and under the supervision of the JIU in respect of contracts entered into with the JIU of the NCDDRR.",
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"Paragraph": "DDRR field offices In addition to the central office in Monrovia, the JIU will establish five small DDRR field offices based on where ex-combatants are concentrated. The field offices will be co-located with the UNMIL field offices. Each DDRR field office will comprise a reintegration officer and up to four referral and counselling officers, all familiar with the local socio-political environment. The reinte- gration officers will be UN Volunteers (UNVs) recruited for this purpose and support with national staff. In addition, each DDRR field office will have an administration and account- ing officer, who will report directly to the financial manager of the Direct Execution (DEX) for administering reinsertion and reintegration assistance. In order to reinforce the capacity at the local level, each DDRR field office will have a UNV as the reintegration or DDRR officer working with various local staff. The field offices will be responsible for: information and counselling; administration of reintegration assistance under the different programme components; monitoring and evaluation; co-ordination with traditional/religious leaders, and maintaining linkages and coordi- nation with other community-based reconstruction and rehabilitation interventions; sensitizing the local population; assisting in programme implementation; identifying and solving local problems related to ex-combatant reintegration; and reporting on the progress and impact of the programme to the JIU in Monrovia. On the basis of the settlement pattern of ex-combatants, additional referral and coun- selling officers may be recruited.",
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"Paragraph": "Roles and functions of the military units A military liaison office will be created to facilitate co-operation with UNMIL and the DD Unit for all security-related aspects of the programme. Within the overall mandates given to them by their respective institutions, UNMIL is expected to perform the following functions within the DDRR programme: provide relevant input and information as well as security assistance and advice with regard to the selection of potential sites for disarmament and demobilization; provide technical input with regard to the process of disarmament, registration, docu- mentation and screening of potential candidates for demobilization; develop and install systems for arms control and advise on a larger legislative frame- work to monitor and control arms recycling; monitor and verify the conformity of the DDR process according to recognized and acceptable standards; assume responsibility for effecting disarmament of combatants, maintain a pertinent registry of surrendered weaponry and conduct pre-demobilization screening and evaluation; and ensure the destruction of all weapons surrendered.",
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"Paragraph": "Role of implementing partners and selection criteria A considerable part of the programme implementation will be contracted out to local and international NGOs as well as in partnership with various UN agencies, line ministries, private sector institutions and community-based structures. Implementing agencies will be selected on the basis of the following criteria: Track record and technical capacity. The agency must demonstrate a track record of technical and functional expertise in its chosen area of participation for not less then four years; Financial management capacity. It needs to demonstrate a proven record of sound finan- cial management and/or the capacity to pre-finance initial project costs. It must provide audited financial record for the past three years; Management capacity. The agency must demonstrate sound management capability in respect of the programme delivery structure and expertise. The implementing agency will be expected to adhere to the policy guidelines with regard to camp management and other operational regulations. It will be accountable to the JIU in matters of technical and financial issues related to its contractual obligations.",
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"Paragraph": "Monitoring and evaluation The programme comprises three separate but highly related processes, namely the military process of selecting and assembling combatants for demobilization and the civilian process of discharge, reinsertion and reintegration. How soldiers are demobilized affects the reinsertion and reintegration processes. At each phase: the administration of assistance has to be accounted for; weapons collected need to be classified and analysed; beneficiaries of reintegration assistance need to be tracked; and the quality of services provided during the implementation of the programme needs to be assessed. To plan, monitor and evaluate the processes, a management information system (MIS) regarding the discharged ex-combatants is required and will contain the following components: a database on the basic socio-economic profile of ex-combatants; a database on disarmament and weapons classification; a database of tracking benefit administration such as on payments of the settling-in package, training scholarships and employment subsidies to the ex-combatants; and a database on the programme\u2019s financial flows. The MIS depends on the satisfactory performance of all those involved in the collection and processing of information. There is, therefore, a need for extensive training of enumer- ators, country staff and headquarters staff. Particular emphasis will be given to the fact that the MIS is a system not only of control but also of assistance. Consequently, a constant two- way flow of information between the DDRR field offices and the JIU will be ensured through- out programme implementation. The MIS will provide a useful tool for planning and implementing demobilization. In connection with the reinsertion and reintegration of ex-combatants, the system is indispen- sable to the JIU in efficiently discharging its duties in planning and budgeting, implemen- tation, monitoring and evaluation. The system serves multiple functions and users. It is also updated from multiple data sources. The MIS may be conceived as comprising several simple databases that are logically linked together using a unique identifier (ID number). An MIS expert will be recruited to design, install and run the programme start-up. To keep the overheads of maintaining the system to a minimum, a self-updating and checking mechanism will be put in place.",
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"Paragraph": "Management of the DDRR Trust Fund Fundamental principles for the management of the DDRR Trust Fund are based on trans- parency and openness with a clear separation between the policy/allocation aspects of the DDRR Trust Fund operations and the fiduciary/administrative responsibility. The Trust Fund will be administered by UNDP in accordance with the terms of refer- ence of the Trust Fund. In this capacity, the UNDP will establish and maintain appropriate records and accounts to identify the contributions to the Fund, the commitments to be financed out of the Fund and the receipt and disbursement of funds. The DEX Unit will be established and will be composed of UNDP staff with the overall responsibility for financial management and procurement for the programme. The DEX Unit will monitor expenditures related to the activities financed under the Trust Fund. The respon- sibilities of the DEX Unit will include procurement of goods, services and other items, screening and recommending UNDP\u2019s approval and payment, and monitoring all expen- ditures financed by the funds. UNDP will finance the cost of the DEX Unit from its own proper resources; therefore, all contributions will go towards direct costs of the DDRR programme.",
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"Paragraph": "Modalities of administration and administrative charges The UNDP, as the administrator of the DDRR Trust Fund, will be responsible for all dis- bursements in conformity with its own regulations, rules and procedures and consistent with the allocations and decisions made by the project approval and review committee of the JIU of the NCDDRR as well as the broader priorities set in consultation with the NCDDRR and the donor community. The UNDP will strive for maximum efficiency and effectiveness in administering the DDRR Trust Fund while promoting sound financial management and accountability to ensure that all required fiduciary and administrative cost elements are adequately funded.",
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"Paragraph": "Reporting and auditing Appropriate progress reports will be forwarded to the donors on a monthly basis covering general progress on implementation, financial reports on income and expenditure. The progress reporting will be the prime responsibility of the UNDP Resident Representative in Monrovia. However, the reports will also be submitted to the donors through UNDP Headquarters in New York to the relevant permanent missions to the United Nations. These progress reports will include the status of intended outputs, achievements and progress on the programme. On an annual basis, UNDP will provide financial reports on income and expenditure of the Trust Fund to donors, in accordance with UNDP\u2019s financial regulations and rules. An annual financial statement will be prepared for the Fund showing income and expendi- tures as of 31 December of every year and shall be submitted by the 30 June, i.e., six months after. Contributions made available will be subject exclusively to the internal and external auditing procedures provided for in the financial regulations, rules and directives of UNDP. Should an audit report of the Board of Auditors of UNDP to its governing body contain observations relevant to the contributions, such information will be available to the donor(s).",
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"Paragraph": "Technical Coordination Committee A Technical Coordinating Committee (TCC) will be established by the JIU to consult and inform external programme partners on critical issues of planning and programme develop- ment with regard to the DDRR programme. This will provide a broad forum for technical and strategic consultation in support of rational programming for all the DDRR activities. The responsibilities of the TCC will be to: identify strategic, operational and technical issues that may have an impact on the dis- armament, demobilisation and reintegration process; develop technical standards, guidelines, and operating principles, which will be adhered to by all involved in the implementation of specific DDRR activities; provide the framework for securing the support of key partners with regard to input to planning and implementing disarmament and demobilization activities as well as the reintegration process; provide the basis for operational planning and consensus on issues relating to disarm- ament, demobilization and reintegration; and on a regular basis identify key policy issues that need to be resolved by the policy com- mittee and provide policy options to the NCDDRR for consideration. The membership of the TCC will be based on invitation by the JIU and consist of rele- vant programme staff from agencies such as UNICEF, UNDP, UNHCR, WFP, WHO, EU, USAID, UNMIL, the Food and Agriculture Organization (FAO), OCHA and other appro- priate agencies. Relevant NTGL agencies could be invited for participation when necessary. The TCC will be constituted on a relevant sector basis such as disarmament and demobiliza- tion and reintegration, and it will meet fortnightly or as and when required. The membership and participation will vary according to the relevant sector.",
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"Paragraph": "Project Approval Committee A Project Approval Committee (PAC) will be established to ensure transparency in the use of donor resources. The PAC will be responsible for the review and approval of projects submitted by the implementing partners (i.e., international and national NGOs, etc.) to the JIU of the NCDDRRP. Financial resources from the assessed budget of the mission would be processed outside this framework. The members of the PAC will comprise one represen- tative each from the EU, USAID, UNDP, UNMIL, UNICEF and NTGL.",
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"Paragraph": "Summary The base of a well-functioning integrated disarmament, demobilization and reintegration (DDR) programme is the strength of its logistic, financial and administrative performance. If the multifunctional support capabilities, both within and outside peacekeeping missions, operate efficiently, then planning and delivery of logistic support to a DDR programme are more effective. The three central components of DDR logistic requirements include: equipment and services; finance and budgeting; and personnel. Depending on the DDR programme in question, many support services might be necessary in the area of equipment and services, e.g. living and working accommodation, communications, air transport, etc. Details regard- ing finance and budgeting, and personnel logistics for an integrated DDR unit are described in IDDRS 3.41 and 3.42. Logistic support in a peacekeeping mission provides a number of options. Within an integrated mission support structure, logistic support is available for civilian staffing, finances and a range of elements such as transportation, medical services and information technology. In a multidimensional operation, DDR is just one of the components requiring specific logistic needs. Some of the other components may include military and civilian headquarters staff and their functions, or military observers and their activities. When the DDR unit of a mission states its logistic requirements, the delivery of the supplies/services requested all depends on the quality of information provided to logistics planners by DDR managers. Some of the important information DDR managers need to provide to logistics planners well ahead of time are the estimated total number of ex-com- batants, broken down by sex, age, disability or illness, parties/groups and locations/sectors. Also, a time-line of the DDR programme is especially helpful. DDR managers must also be aware of long lead times for acquisition of services and materials, as procurement tends to slow down the process. It is also recommended that a list of priority equipment and services, which can be funded by voluntary contributions, is made. Each category of logistic resources (civilian, commercial, military) has distinct advantages and disadvantages, which are largely dependent upon how hostile the operating environ- ment is and the cost.",
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"Module": "IDDRS-3.40-Mission-and-Programme-Support-for-DDR",
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"Paragraph": "1. Module scope and objectives This module provides practitioners with an overview of the integrated mission support concept and explains the planning and delivery of logistic support to a DDR programme. A more detailed treatment of the finance and budgeting aspects of DDR programmes are provided in IDDRS 3.41, while IDDRS 3.42 deals with the issue of personnel and staffing in an integrated DDR unit. 3.42 3.42 3.41 3.41",
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"Paragraph": "Terms, definitions and abbreviations Annex A gives a list of abbreviations used in this standard. A complete glossary of all the terms, definitions and abbreviations used in the series of integrated DDR standards (IDDRS) 1.20\tis given in IDDRS 1.20. In the IDDRS series, the word \u2018shall\u2019, \u2018should\u2019 and \u2018may\u2019 are used to indicate the intended degree of compliance with the standards laid down. This use is consistent with the language used in the International Organization for Standardization standards and guidelines: \u201ca) \u2018shall\u2019 is used to indicate requirements, methods or specifications that are to be applied in order to conform to the standard. \u2018should\u2019 is used to indicate the preferred requirements, methods or specifications. \u2018may\u2019 is used to indicate a possible method or course of action.\u201d",
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"Paragraph": "Introduction The effectiveness and responsiveness of a DDR programme relies on the administrative, logistic and financial support it gets from the peacekeeping mission, United Nations (UN) agencies, funds and programmes. DDR is multidimensional and involves multiple actors; as a result, different support capabilities, within and outside the peacekeeping mission, should not be seen in isolation, but should be dealt with together in an integrated way as far as possible to provide maximum flexibility and responsiveness in the implementation of the DDR programme.",
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"Paragraph": "Guiding principles The planning of the logistic support for DDR programmes is guided by the principles, key con- 2.10\tsiderations and approaches outlined in IDDRS 2.10 on the UN Approach to DDR; in particular: unity of effort in the planning and implementation of support for all phases of the DDR programme, bearing in mind that different UN (and other) actors have a role to play in support of the DDR programme; accountability, transparency and flexibility in using the most appropriate support mech- anisms available to ensure an efficient and effective DDR programme, from the funding through to logistic support, bearing in mind that DDR activities may not occur sequen- tially (i.e., one after the other); a people-centred approach, by catering for the different and specific needs (such as dietary, medical and gender-specific requirements) of the participants and beneficiaries of the DDR programme; means of ensuring safety and security, which is a major consideration, as reliable estimates of the size and extent of the DDR operation may not be available; contingency planning must therefore also be included in logistics planning.",
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"Paragraph": "Equipment and services Depending on the specific character of the DDR programme, some or all of the following support services may be required: living accommodation; camp construction material, including outsourcing of construction and management; fire prevention and precautions, and fire-fighting equipment; working accommodation; office furniture; office equipment and supplies; communications; information technology; medical services capable of responding to different needs; movement control; surface transport; air transport; water; food rations; food preparation and supply arrangements; fuel; general services such as janitorial, waste disposal, etc.; security; management information software, identity card machines; weapons destruction equipment.",
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"Paragraph": "Finance and budgeting DDR programmes in a peacekeeping context are funded from a combination of the peace- keeping-assessed budget and voluntary sources, which could come from UN-managed trust funds, World Bank trust funds and direct bilateral support (also see IDDRS 3.41 on Finance and Budgeting). 3.41",
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"Paragraph": "5.3. Personnel The UN takes an integrated approach to DDR, which is reflected in the effort to establish a single integrated DDR unit in the field. The aim of this integrated unit is to facilitate joint planning to ensure the effective and efficient decentralization of the many DDR tasks (also see IDDRS 3.42 on Personnel and Staffing). 3.42",
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"Paragraph": "Logistic support in a peacekeeping mission Note that unless otherwise specified, guidelines in this section refer to logistics issues under the direct management of the Department of Peacekeeping Operations (DPKO), or funded through assessed contributions to a peacekeeping mission budget. Other UN agencies, funds and programmes will in most cases need to comply with the rules and procedures govern- ing operations, logistics and the financing of their activities.",
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"Paragraph": "Integrated mission support In a peacekeeping mission, integrated support is provided. This includes civilian staffing, different logistic elements (such as logistics planning, transportation, supply, engineering, communications and information technology, medical services and general services) and finances, which are all considered together to develop the mission support strategy (see figure 1). A peacekeeping mission adopts this general approach for the delivery of logistic support to all mandated programmes, although it also caters to the specific needs of the DDR programme.",
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"Paragraph": "A multidimensional operation DDR is one component of a multidimensional peacekeeping operation. Other components may include: mission civilian substantive staff and the staff of political, humanitarian, human rights, public information, etc., programmes; military and civilian police headquarters staff and their functions; military observers and their activities; military contingents and their operations; civilian police officers and their activities; formed police units and their operations; UN support staffs; other UN agencies, programmes and funds, as mandated.",
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"Paragraph": "DDR statement of requirements The quality and timeliness of DDR logistic support to a peacekeeping mission depend on the quality and timeliness of information provided by DDR planners and managers to logistics planners. DDR programme managers need to state the logistic requirements that fall under the direct managerial or financial scope of the peacekeeping mission and DPKO. In addition, the logistic requirements have to be submitted to the Division of Administration as early as possible to ensure timely logistic support. Some of the more important elements are listed below as a guideline: estimated total number of ex-combatants, broken down according to sex, age, dis- ability or illness, parties/groups and locations/sectors; estimated total number of weapons, broken down according to type of weap- on, ammunition, explosives, etc.; time-lineoftheentireprogramme, show- ing start/completion of activities; allocation of resources, materials and services included in the assessed budget; names of all participating UN entities, non-governmental organizations (NGOs) and other implementing partners, with their focal points and telephone numbers/email addresses; forums/meetings and other coordination mechanisms where Joint Logistics Operations Centre (JLOC) participation is requested; requirement of office premises, office furniture, office equipment and related services, with locations; ground transport requirements \u2014 types and quantities; air transport requirements; communications requirements, including identity card machines; medical support requirements; number and location of various disarmament sites, camps, cantonments and other facilities; layout of each site, camp/cantonment with specifications, including: camp/site management structure with designations and responsibilities of officials; number and type of combatants, and their sex and age; number and type of all categories of staff, including NGOs\u2019 staff, expected in the camp; nature of activities to be conducted in the site/camp and special requirements for rations storage, distribution of insertion benefits, etc.; security considerations and requirements; preferred type of construction; services/amenities provided by NGOs; camp services to be provided by the mission, as well as any other specific requirements; dietary restrictions/considerations; fire-fighting equipment; camp evacuation standard operating procedures; policy on employment of ex-combatants as labourers in camp construction.",
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"Paragraph": "Long lead time items For procurement funded from the mission budget (assessed contributions), DDR manag- ers must recognize and build into their planning estimates of the lead times for the acqui- sition of services and materials. Typical lead times for common equipment/commodities, exclusive of processing and shipping time, are given below: In principle, programme managers should attempt to get all logistic requirements for UN support to DDR funded out of the regular mission budget. Also, they should identify a (small) number of priority pieces of equipment and services that could be funded from voluntary contributions (which often have the ability to procure locally and with shorter lead times) on a reimbursable basis. The procurement of equipment and services in this way should be carried out according to the rules and regulations of individual agencies.",
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"Paragraph": "Options for the provision of logistic support for DDR activities The range of logistic support provided to a programme or activity will normally include a combination of UN civilian, commercial and military resources. Each of these elements has distinct advantages and disadvantages: UN civilian support under direct UN control is easily adjusted to programme-specific requirements, and can operate in all but the most hostile environment; however, it takes time to assemble the required personnel and equipment, and to establish the necessary organization; Commercial support comes fully staffed and equipped, but it takes time to put the appro- priate contractual arrangements in place, and commercial support cannot always be relied on to operate in hostile conditions; Military support can operate in the most hostile environments, can be mobilized rela- tively quickly (depending on the troop-contributing country) and comes fully staffed and equipped. However, military support lacks continuity, because of the need to rotate personnel every 6\u201312 months. It can also be expensive.",
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"Paragraph": "Support management structures and processes This section outlines the management structure, and the planning and delivery of logistic support in a peacekeeping mission. These structures apply to the components of a DDR programme managed directly by DPKO or funded from the regular mission budget.",
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"Paragraph": "Chief administrative officer Within a UN peacekeeping mission, the chief administrative officer (CAO) (or director of administration \u2014 DOA) is the sole financially accountable officer (for the assessed budget), and is responsible for the provision of all administrative and logistic support to all mission components. The senior mission management determines the priorities for programmes and their activities. It is the responsibility of the CAO/DOA to turn these priorities into plans, resource allocations, tasks, and coordination and monitoring arrangements.",
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"Paragraph": "Integrated support services A joint civilian\u2013military management structure, known as integrated support services (ISS), reviews and prioritizes all requests for logistic support in accordance with the mission\u2019s objectives and priorities, and allocates the most suitable civilian, commercial or military support resource to meet the requirements in the most effective and economic manner. A diagram of a typical ISS structure is given in Annex B.",
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"Paragraph": "Joint Logistics Operations Centre The day-to-day planning, analysis, coordination and tasking of all requests for logistic support are handled by the JLOC; see Annex B). The JLOC is also the mission\u2019s single point of contact for the coordination of logistics issues with non-DPKO actors such as NGOs orother UNagencies, fundsandprogrammes. All requests for logistic support should be channelled through the JLOC for appropriate prioritization and tasking. For the JLOC to effectively plan and de- liver logistic support to a DDR programme, it is essential that the DDR management team keeps the JLOC informed of its future support requirements during the planning stage and that it provides the JLOC with the programme operational plan before the DDR operation starts, keeping in view the lead times for design, acquisition, packaging and delivery of logistic services. The DDR operational plan needs to describe what is needed to achieve its planned activities, as follows: physical resources: space, supplies, equipment; human resources: international, national (local, national professional officers), UN volunteers; services; supplies; partnerships/links with implementing partners; time-lines.",
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"Paragraph": "Summary The system of funding of a disarmament, demobilization and reintegration (DDR) pro- gramme varies according to the different involvement of international actors. When the World Bank (with its Multi-Donor Trustfund) plays a leading role in supporting a national DDR programme, funding is normally provided for all demobilization and reintegration activities, while additional World Bank International Development Association (IDA) loans are also provided. In these instances, funding comes from a single source and is largely guaranteed. In instances where the United Nations (UN) takes the lead, several sources of funding may be brought together to support a national DDR programme. Funds may include con- tributions from the peacekeeping assessed budget; core funding from the budgets of UN agencies, funds and programmes; voluntary contributions from donors to a UN-managed trust fund; bilateral support from a Member State to the national programme; and contribu- tions from the World Bank. In a peacekeeping context, funding may come from some or all of the above funding sources. In this situation, a good understanding of the policies and procedures governing the employment and management of financial support from these different sources is vital to the success of the DDR programme. Since several international actors are involved, it is important to be aware of important DDR funding requirements, resource mobilization options, funding mechanisms and finan- cial management structures for DDR programming. Within DDR funding requirements, for example, creating an integrated DDR plan, investing heavily in the reintegration phase and increasing accountability by using the results-based budgeting (RBB) process can contribute to the success and long-term sustainability of a DDR programme. When budgeting for DDR programmes, being aware of the various funding sources available is especially helpful. The peacekeeping assessed budget process, which covers military, personnel and operational costs, is vital to DDR programming within the UN peace- keeping context. Both in and outside the UN system, rapid response funds are available. External sources of funding include voluntary donor contributions, the World Bank Post- Conflict Fund, the Multi-Country Demobilization and Reintegration Programme (MDRP), government grants and agency in-kind contributions. Once funds have been committed to DDR programmes, there are different funding mechanisms that can be used and various financial management structures for DDR pro- grammes that can be created. Suitable to an integrated DDR plan is the Consolidated Appeals Process (CAP), which is the normal UN inter-agency planning, coordination and resource mobilization mechanism for the response to a crisis. Transitional appeals, Post-Conflict Needs Assessments (PCNAs) and international donors\u2019 conferences usually involve govern- ments and are applicable to the conflict phase. In the case of RBB, programme budgeting that is defined by clear objectives, indicators of achievement, outputs and influence of external factors helps to make funds more sustainable. Effective financial management structures for DDR programmes are based on a coherent system for ensuring flexible and sustainable financing for DDR activities. Such a coherent structure is guided by, among other factors, a coordinated arrangement for the funding of DDR activities and an agreed framework for joint DDR coordination, monitoring and evaluation. 3.10 3.20 3.30 1.20",
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"Module": "IDDRS-3.41-Finance-and-Budgeting",
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"Paragraph": "Module scope and objectives The aim of this module is to provide DDR practitioners in Headquarters and the field, in peacekeeping missions as well as field-based UN agencies, funds and programmes with a good understanding of: the major DDR activities that need to be considered and their associated cost; the planning and budgetary framework used for DDR programming in a peacekeeping environment; potential sources of funding for DDR programmes, relevant policies guiding their use and the key actors that play an important role in funding DDR programmes; the financial mechanisms and frameworks used for DDR fund and programmes man- agement. Specifically, the module outlines the policies and procedures for the mobilization, man- agement and allocation of funds for DDR programmes, from planning to implementation. It provides substantive information about the budgeting process used in a peacekeeping mission (including the RBB framework) and UN country team. It also discusses the funding mechanisms available to support the launch and implementation of DDR programmes and ensure coordination with other stakeholders involved in the funding of DDR programmes. Finally, it outlines suggestions about how the UN\u2019s financial resources for DDR can be managed as part of the broader framework for DDR, defining national and international responsibilities and roles, and mechanisms for collective decision-making. The module does not deal with the specific policies and procedures of World Bank funding of DDR programmes. It should be read together with the module on planning of integrated DDR (IDDRS 3.10 on Integrated DDR Planning: Processes and Structures), the module on programme design (IDDRS 3.20 on DDR Programme Design), which provides guidance on developing cost-efficient and effective DDR programmes, and the module on national institutions (IDDRS 3.30 on National Institutions for DDR), which specifies the role of national institutions in DDR.",
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"Paragraph": "Terms, definitions and abbreviations Annex A contains a list of terms, definitions and abbreviations used in this standard. A complete glossary of all the terms, definitions and abbreviations used in the series of inte- grated DDR standards (IDDRS) is given in IDDRS 1.20. In the IDDRS series, the word \u2018shall\u2019, \u2018should\u2019 and \u2018may\u2019 are used to indicate the intended degree of compliance with the standards laid down. This use is consistent with the language used in the International Organization for Standardization standards and guidelines: \u201ca) \u2018shall\u2019 is used to indicate requirements, methods or specifications that are to be applied in order to conform to the standard. \u2018should\u2019 is used to indicate the preferred requirements, methods or specifications. \u2018may\u2019 is used to indicate a possible method or course of action.\u201d",
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"Paragraph": "Introduction The primary purpose of DDR is to build the conditions for sustainable reintegration and reconciliation at the community level. Therefore, both early, adequate and sustainable funding and effective and transparent financial management arrangements are vital to the success of DDR programmes. Funding and financial management must be com- bined with cost-efficient and effective DDR programme strategies that both increase immediate security and contribute to the longer-term reintegration of ex-combatants. Strategies containing poorly conceived eligibility criteria, a focus on individual combatants, up-front cash incentives, weapons buy-back schemes and hastily planned re- integration programmes must be avoided. They are both a financial drain and will not help to achieve the purpose of DDR. Programme managers should be aware that the reliance on multiple sources and mechanisms for funding DDR in a peacekeeping environment has several implications: First, most programmes experience a gap of about a year from the time funds are pledged at a donors\u2019 conference to the time they are received. Payment may be further delayed if there is a lack of donor confidence in the peace process or in the implemen- tation of the peace agreement; Second, the peacekeeping assessed budget is a predictable and reliable source of funding, but a lack of knowledge about what can or cannot be carried out with this source of funding, lack of clarity about the budgetary process and late submissions have all lim- ited the contributions of the peacekeeping assessed budget to the full DDR programme; Third, the multiple funding sources have, on occasion, resulted in poorly planned and unsynchronized resource mobilization activities and unnecessary duplication of administrative structures. This has led to further confusion among DDR planners and implementers, diminished donor confidence in the DDR programme and, as a result, increased unwillingness to contribute the required funds.",
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"Paragraph": "Integrated DDR plan The funding strategy of the UN for a DDR programme should be based on an integrated DDR plan and strategy that show the division of labour and relationships among different national and local stakeholders, and UN departments, agencies, funds and programmes. The planning process to develop the integrated plan should include the relevant national stakeholders, UN partners, implementing local and international partners (wherever pos- sible), donors and other actors such as the World Bank. The integrated DDR plan shall also define programme and resource management arrangements, and the roles and responsi- bilities of key national and international stakeholders.",
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"Paragraph": "Harmonization with other post-conflict planning mechanisms Planning and budgeting for DDR shall also be harmonized with other assessment, planning and financing mechanisms that are established to manage and allocate financial resources for transition and recovery needs.",
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"Paragraph": "Funding DDR as an indivisible process DDR practitioners and donors shall recognize the indivisible character of DDR. Sufficient funds must be secured to finance the disarmament, demobilization and reintegration acti- vities for an individual participant and his/her receiving community before the UN should consider starting the disarmament process.",
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"Paragraph": "Minimizing duplication The UN must avoid duplicative, high-cost administrative structures for fund management in-country, as well as unnecessary duplication in programmes for ex-combatants and those associated with the armed forces and groups.",
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"Paragraph": "Investing in reintegration The UN system should ensure that adequate, timely funding is allocated for the reintegra- tion component of the programme. Additional investments into community level services to assist and support reintegration and reconciliation (such as community security initia- tives) should be planned and harmonized with the investments of the UN system and bilateral and multilateral actors working on reintegrating internally displaced persons and refugees.",
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"Paragraph": "Flexibility and worst-case planning estimates Wherever possible, cost estimates should be based on thorough assessments and surveys. In the absence of concrete information, the UN shall make the assumptions/estimates needed in order to carry out planning and budgeting for a DDR programme. The planning and budgetary process shall take into account realistic worst-case scenarios and build in sufficient financial flexibility to deal with potential identified political and security contin- gencies that may affect DDR.",
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"Paragraph": "Accountability The UN, together with relevant bilateral or multilateral partners, shall establish rigorous oversight mechanisms at the national and international levels to ensure a high degree of accuracy in monitoring and evaluation, transparency, and accountability. These tools ensure that the use of funds meets the programme objectives and conforms to both the financial rules and regulations of the UN (in the case of the assessed budget) and those of donors contributing funds to the DDR programme.",
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"Paragraph": "Funding requirements The matrix below identifies the main DDR activities from the negotiation of the peace proc- ess to the implementation of the programme, the main activities that may take place in each phase of the process, and possible resource requirements and sources of funding. This list provides a general example of the processes involved, and other issues may have to be included, depending on the requirements of a particular DDR mission.",
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"Paragraph": "Budgeting for DDR during programme development The design of DDR budgets should follow the basic template for results-based budgeting 3.20\t(RBB) in use by the UN system as international standards (also see IDDRS 3.20 on DDR Programme Design). Annex D.1 gives suggestions on how to develop an RBB framework, while Annex D.2 provides an example from Sudan. When drawing up the budget in the programme development process, the following considerations should be taken into account: It is necessary to accurately cost programme requirements during the assessment/pro- gramme design phase in consultation with all key stakeholders (particularly national authorities, main donors and partners); The costing of DDR activities should be carried out within a single framework (i.e., covering all aspects of DDR, and all phases of mission planning and programme devel- opment), including a common results-based matrix with corresponding funding sources. This framework should fit in with, and be linked to, other funding frameworks (CAP, joint assessment missions, PCNA processes, etc.). Annexes B.1 provides an example of the results-focused transition framework (RFTF) on DDR from Liberia, while Annex B.2 shows integrated DDR programme planning in Sudan; Budgeting for funding UN DDR activities should be carried out with a clear under- standing of the division between national and international implementation respon- sibilities, and should be closely coordinated with the development and funding of the national DDR framework; A donors\u2019 group or forum should be established during the programme development phase to ensure adequate and sustainable participation and engagement of donors in DDR; As far as possible, the identification of funding needs, sources and methods should be integrated with broader post-conflict recovery strategy and funding frameworks (includ- ing management and governance structures). Most important for DDR programme budgeting within the UN system is the peace- keeping assessed budget process. While other funding sources are available, the peacekeeping assessed budget process requires complex planning considerations for DDR programmes in the peacekeeping context.",
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"Paragraph": "The peacekeeping assessed budget of the UN The peacekeeping assessed budget of the UN is an important source of funding for DDR programmes. It is normally established for one year and covers the three major categories of expenses. These are: military costs (troops, military observers and equipment); personnel costs (international and local staff members, consultants, etc.); operational costs (logistics and limited programme implementation costs).",
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"Paragraph": "Elements of budgeting for DDR Budgeting for DDR activities, using the peacekeeping assessed budget, must be guided by two elements: The Secretary-General\u2019s DDR definitions: In May 2005, the Secretary-General standardized the DDR definitions to be used by all peacekeeping missions in their budget submissions, in his note to the General Assembly (A/C.5/59/31); General Assembly resolution A/RES/59/296: Following the note of the Secretary-General on DDR definitions, the General Assembly in resolution A/RES/59/296 recognized that a reinsertion period of one year is an integral part of the demobilization phase of the programme, and agreed to finance reinsertion activities for demobilized combatants for up to that period. (For the remaining text of resolution A/RES/59/296, please see Annex C.)",
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"Paragraph": "Categories that may be funded by the peacekeeping assessed budget Guided by the Secretary-General\u2019s definitions and resolution A/RES/59/296 of the Gen- eral Assembly, below is a list of the categories that may be funded by the peacekeeping assessed budget:",
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"Paragraph": "The peacekeeping budgeting process This section outlines the typical process for developing the budget for a peacekeeping mission and describes the RBB methodology used in DPKO missions for the preparation and sub- mission of budgets to the General Assembly. (Note: With the exception of new missions, the budget cycle for all peacekeeping budgets is from 1 July to 30 June of the following year.)",
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"Paragraph": "Section II: Resource mobilization This section provides an overview of the main sources of funding used for DDR, as well as the types of activities they can finance. The section also illustrates how different funds and funding sources can be used within an overall phased plan for funding DDR.",
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"Paragraph": "Sources of funding In general, five funding sources are used to finance DDR activities. These are: the peacekeeping assessed budget of the UN; rapid response (emergency) funds; voluntary contributions from donors; government grants, government loans and credits; agency cost-sharing. An outline of the peacekeeping assessed budget process of the UN is given at the end of Section I. Next to the peacekeeping assessed budget, rapid response funds are another vital source of funding for DDR programming.",
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"Paragraph": "Rapid response funds There are several sources of funds that can be accessed relatively quickly to fund urgent require- ments and emergencies: they can be used to fund specific activities needed to develop and launch DDR activities. The funds provide up-front capacities and resources in the immedi- ate post-conflict period that cannot be covered by voluntary contributions, owing to delays in funds being disbursed and often lengthy procedures for authorization and disbursement. These funds often have flexible management arrangements, can be quickly disbursed, and can help the peacekeeping assessed budget to deal with strategic priorities immediately preceding, and during, the development and launch of DDR programmes. These sources of funding include the following:",
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"Paragraph": "UNDP crisis prevention and recovery funds The UN Development Programme (UNDP), through both its core funds for emergency situations (known as TRAC 1.1.3) and its Crisis Prevention and Recovery Thematic Trust Fund (CPR/TTF), can provide limited seed funding for developing and launching DDR programmes in the immediate pre-mandate and mission deployment period, and for providing technical and capacity-development assistance to parties engaged in peace negotiations:1",
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"Paragraph": "European Commission Rapid Reaction Mechanism2 The European Commission (EC) Rapid Reaction Mechanism (RRM) is designed to allow the European Union (EU) to respond urgently to the needs of countries threatened with or undergoing severe political instability or suffering from the effects of technological or natu- ral disasters.",
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"Paragraph": "World Bank Post-Conflict Fund3 The World Bank Post-Conflict Fund (PCF) supports planning, piloting and analysing of DDR activities by funding governments and partner organizations doing this work. The emphasis is on speed and flexibility without sacrificing quality.",
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"Paragraph": "Voluntary (donor) contributions Voluntary contributions from UN Member States are the main source of financing for DDR programmes, and in particular reintegration activities. Contributions can originate from various sources, including foreign affairs ministries, overseas development assistance funds and defence ministries, among others. Key donors that usually provide financing for DDR, as well as security sector reform (SSR) and post-conflict recovery initiatives, include the following countries, together with their re- spective bilateral aid agencies and specialized mechanisms for funding post-conflict and transition priorities:",
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"Paragraph": "Government grants Although most post-conflict governments lack institutional capacity to carry out DDR, many (such as Sierra Leone) contribute towards the cost of domestic DDR programmes, given their importance as a national priority. Although these funds are not generally used to finance UN-implemented activities and operations, they play a key role in establishing and making operational national DDR institutions and programmes, while helping to generate a mean- ingful sense of national ownership of the process.",
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"Paragraph": "Agency in-kind contributions For some activities in a DDR programme, certain UN agencies might be in a position to provide in-kind contributions, particularly when these activities correspond to or consist of priorities and goals in their general programming and assistance strategy. Such in-kind contributions could include, for instance, the provision of food assistance to ex-combatants during their cantonment in the demobilization stage, medical health screening, or HIV/ AIDS counselling and sensitization. The availability and provision of these contributions for DDR programming should be discussed, identified and agreed upon during the programme design/planning phase, and the agencies in question should be active participants in the overall integrated approach to DDR. Traditional types of in-kind contributions include: security and protection services (military) \u2014 mainly outside of DDR in peacekeeping missions; construction of basic infrastructure; logistics and transport; food assistance to ex-combatants and dependants; child-specific assistance; shelter, clothes and other basic subsistence needs; health assistance; HIV/AIDS screening and testing; public information services; counselling; employment creation in existing development projects.",
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"Paragraph": "Overview of phased DDR funding requirements A key element of a resource mobilization strategy is to focus on different donors and fund- ing sources, depending on what range of activities they can fund at different phases in the DDR programme cycle. Some types of funding (particularly emergency response funding) are particularly useful in the initial planning and launch phase of DDR programmes, owing to their imme- diate availability, quick disbursal and flexibility, while other types of funding (voluntary contributions or loans) are more applicable for financing long-term reintegration assistance, owing to their slower disbursement, often of larger amounts, and their ability to finance multi-year arrangements. Annex E illustrates how different sources and kinds of funds could be utilized within an overall phased approach to implementing DDR programmes. This type of planning could form a vital component of a resource mobilization strategy and allow the establishment of clear goals.",
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"Paragraph": "Standard funding mechanisms The UN system uses a number of different funding mechanisms and frameworks to mobilize financial resources in crisis and post-conflict contexts, covering all stages of the relief-to- development continuum, and including the mission period. For the purposes of financing DDR, the following mechanisms and instruments should be considered:",
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"Paragraph": "12.1. Results-based budgeting for DDR in a peacekeeping environment The results-based budgeting (RBB) framework is the primary budgetary planning tool used by the UN Secretariat and peacekeeping missions, and is part of the Secretary-General\u2019s programme of reform and vision of a more results-oriented organization. A significant feature of RBB is the defining of expected results at the beginning of the planning and budget cycle, before implementation. Thus RBB aims to shift focus from output accounting (i.e., activities) to results-based accountability (i.e., indicators of achievements). RBB is not simply an administrative process, but a strategic planning tool, improving the clarity of programmes, bringing about a common understanding and better communication between Member States and programme managers about the desired results. Results-based management is intended to be a dynamic process, providing feedback throughout the full programme cycle: in planning, programming, budgeting, and monitoring and evaluation. Since its inception, RBB has continued to evolve in order to better fulfil its role as a strategic planning tool for the UN. (See Annex D.1 for an overview of the RBB framework develop- ment and Annex D. 2 for an example from Sudan.) RBB has four main components: Objective: Serving as the basis for developing programme activities and identifying benchmarks for success; Indicators of achievement: Measuring performance, justifying the resource requirements and linking them to outputs; Outputs: Listing the activities that will be conducted in order to achieve the objective; External factors: Identifying factors outside the control of the programme manager that may affect programme performance.",
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"Paragraph": "Financial management Integrated DDR programmes should develop, to the extent possible, a single structure for managing and coordinating: the receipt of funds from various funding sources and mechanisms; the allocation of funds to specific projects, activities and implementing partners; adequate monitoring, oversight and reporting on the use of funds. In order to achieve these goals, the structure should ideally: include a coordinated arrangement for the funding of DDR activities that would be administered by either the UN or jointly with another organization such as the World Bank, with an agreed structure for joint coordination, monitoring and evaluation; establish a direct link with integrated DDR planning and programming frameworks; include all key stakeholders on DDR, while ensuring the primacy of national ownership; bring together within one framework all available sources of funding, as well as related methods (including trust funds and pass-through arrangements, for instance), in order to establish a well-coordinated and coherent system for ensuring flexible and sustain- able financing of DDR activities.",
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"Paragraph": "National role and coordination The establishment of a financial and management structure for funding DDR should clearly reflect the primacy of national ownership and responsibility, the extent of direct national implementation and fund management, and the nature of UN support. In this sense, a DDR funding structure should not be exclusively oriented towards UN management and imple- mentation, but rather be planned as an \u2018open\u2019 architecture to enable national and other international actors to meaningfully participate in the DDR process. As a part of the process of ensuring national participation, meaningful national ownership should be reflected in the leadership role that national stakeholders should play in the coordination mechanisms established within the overall financial and management structure.",
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"Paragraph": "Institutional and management structures The core elements of a DDR financial and management structure should ideally include the following: a steering committee to provide overall strategic guidance and policy direction on DDR financing; ensure coherence with DDR strategy, priorities and programming framework; and ensure adequate coordination among key stakeholders (national actors, donors, UN agencies, the World Bank and other partners); a coordination committee to coordinate the overall programme of activities to be financed through the funding structure, monitor coherence of programme activities and funding structure objectives, and ensure that the programmes are coordinated with broader frameworks and processes (e.g., recovery and SSR), as well as the overall national pro- gramme and other initiatives taking place at the same time; a technical committee to provide general technical advice, carry out technical review of funding proposals and eligibility, and provide recommendations on the suitability of funding. The technical committee should include UN technical advisers, national rep- resentatives, donors and the chair of the steering committee; a project approval committee to examine and approve eligible funding proposals sub- mitted to the DDR funding structure, provide strategic guidance on the use of funds, and ensure coherence and coordination between the funding structure and national priorities; a secretariat to support the work of the committee through informational, administra- tive and secretarial responsibilities. The secretariat should also ensure adequate and consistent reporting on activities financed by the funding structure, as well as overall financial tracking. In certain cases, the secretariat could also be tasked with management of financial services such as procurement and contracting.",
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"Paragraph": "Administration of funds The organization responsible for the administration of funds is responsible for establishing and maintaining appropriate records and accounts to identify financial contributions to funds and arrangements established within the funding structure, as well as to identify the commitments to be financed out of the contributions, and the receipt and disbursement of these funds, in accordance with specified arrangements. If multiple mechanisms are established to manage receipt of funds (such as two separate trust funds covering different funding areas or funding sources), multiple administrative agents (AAs) will be required. To avoid confusion, the same standards and criteria for allo- cating, monitoring and reporting funds should be adopted.",
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"Paragraph": "Linking parallel funding mechanisms Given the complexity and scope of DDR interventions, as well as the range of stakeholders involved, parallel initiatives, both UN and non-UN, are inevitable. Links shall be created between the national and UN DDR frameworks to ensure that these do not duplicate or otherwise affect overall coherence. The basic requirement of good coordination between integrated and parallel processes is an agreement on common strategic, planning and policy frameworks, which should be based on national policy priorities, if they exist. Structurally, stakeholders involved in parallel initiatives should participate on the steering and coordi- nation committees of the DDR funding structure, even though the actual administration and management of funds takes place outside this framework. This will avoid duplication of efforts and ensure a link to operational coordination, and enable the development of an aggregated/consolidated overall budget and work plan for DDR. Normal parallel funding mechanisms include the following: Mission financing: Although the UN peacekeeping mission is a key component of the overall UN integrated structure for DDR, its main funding mechanism (assessed contri- butions) is managed directly by the mission itself in coordination with DPKO Head- quarters, and cannot be integrated fully into the DDR funding structure. For this reason, it should be considered a parallel funding mechanism, even though the DDR funding structure decides how funds are used and managed; Parallel agency funds: Certain agencies might have programmes that could support DDR activities (e.g., food assistance for ex-combatants as part of a broader food assistance programme), or even DDR projects that fall outside the overall integrated programme framework; Bilateral assistance funds: Some donors, particularly those whose bilateral aid agencies are active on post-conflict and/or DDR issues (such as USAID, DFID, CIDA, etc.) might choose to finance programmes that are parallel to integrated efforts, and which are directly implemented by national or sub-national partners. In this context, it is important to ensure that these donors are active participants in DDR and the funding structures involved, and to ensure adequate operational coordination (particularly to ensure that the intended geographic areas and beneficiaries are covered by the programme).",
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"Paragraph": "Pooled funding Under this option, participating UN organizations pool funds together within one UN organization, chosen jointly by the coordination committee of the DDR financial management structure, which will assume the responsibility of administering the funds. This organization, known as the administrative agent (AA), will support the partners authorized to manage and implement the joint programme of activities identified for these funds. Programme and financial accountability for the UN support to the joint programme will rest with the AA. This fund management option is likely to be the most effective and efficient when participating UN organizations work for the same results with a common national or sub- national partner (e.g., department, provincial office, NGO) and/or in the same geographical area (see Annex D.1).",
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"Paragraph": "Pass-through funding If the integrated DDR programme is made operational through an association between activi- ties and projects to be implemented and/or managed by identified UN agencies or other partners, funding can be still be channelled through a central mechanism. If the donor(s) and participating UN organizations agree to channel the funds through one participating UN organization, then the pass-through method is used. In such a case, the AA would be jointly selected by the DDR coordination committee. Programmatic and financial account- ability should then rest with the participating organizations and (sub-)national partners that are managing their respective components of the joint programme. This approach has the advantage of allowing funding of DDR on the basis of an agreed-upon division of labour within the UN system (see Annex D.2).",
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"Paragraph": "Cost-sharing Cost-sharing is a procedure for receiving and managing funds for objectives, activities and results within a specific project or programme managed by a single UN agency. Given the relatively higher transaction costs involved in these arrangements, cost-sharing should be used exclusively for: specialized projects not foreseen in the initial programme document; smaller projects for implementation before the main funding mechanisms are established; funding with special arrangements; and projects that serve as a bridge to other processes and programmes and, therefore, require different management arrangements. Although funding is tied to specific projects and UN agencies in this method, its use should nonetheless be governed by the DDR coordination committee and the applicable criteria, procedures and reporting requirements.",
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"Paragraph": "Trust funds A trust fund is a mechanism used to receive and manage donor funds to achieve a broad aim as opposed to carrying out a specific project. As such, it is established as a separate accounting entity with a designated trust fund manager (an AA, in this case), as well as a governance structure that decides on the allocation of received funding, and is responsible for monitoring and evaluating how funds have been used. When located within an overall funding structure, these structures would be linked or merged with the coordination com- mittee and its respective subsidiary organs. In general, funds channeled through a trust fund are not initially allocated to a particular project and can therefore later be allocated to spe- cific projects or activities working to achieve the broad aim of the programme, based on the discretion of the DDR funding structure and the programme of work the trust fund is supposed to support, which can be a part of the overall DDR programme (e.g., covering reintegration activities specifically). In the area of DDR, both the UN (through UNDP) and the World Bank have established and managed trust funds. Experience has shown that the use of trust funds for DDR offers several advantages, including: the ability to rapidly mobilize and disburse voluntary funding (especially where up- front financing is available); decentralized decision-making and management systems (where trust funds are country- specific); the capacity to ensure broad national oversight and ownership, through national leader- ship of the trust fund governance structure; the capacity to ensure sustainability and continuity (by not being linked to the opera- tional presence of any one organization); unified donor coordination and funding structures so that gaps and duplication in funding, and inconsistency in policy advice, are avoided; implementation and funding methods that create transparency and accountability and bring about efficient and prompt delivery.",
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"Paragraph": "Fund allocation criteria Funds will be allocated on the basis of a set of criteria dealing with programme objectives, activities and results, among others, which will be used by the technical and project appraisal committees when they consider individual requests for funding by UN agencies and other implementing partners. Criteria can vary depending on the funding mechanism (e.g., a reintegration trust fund will consider only those proposals directly centred on reintegration). Generic categories of criteria can include: links to the general thematic sector and/or programme objective(s); the capacity and demonstrated results of the proposing organization; the strength of the technical proposal; cost-efficiency; the involvement of national and local stakeholders; the results that can be achieved.",
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"Paragraph": "Coordination of planning, monitoring and reporting In order to ensure that the DDR funding structure reflects the overall strategic direction and substantive content of the integrated DDR programme, all funding decisions and criteria should be based, as far as possible, on the planning, results, and monitoring and evaluation frameworks of the DDR programme and action plan. For this reason, DDR planning and programme officers should participate at all levels of the fund management structure, and the same information management systems should be used. Changes to programme strat- egy should be immediately reflected in the way in which the funding structure is organized and approved by the key stakeholders involved. With respect to financial monitoring and reporting, the members of the funding facility secretariat should maintain close links with the monitoring and evaluation staff of the integrated DDR section, and use the same metho- dologies, frameworks and mechanisms as much as possible.",
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"Paragraph": "Summary Creating an effective disarmament, demobilization and reintegration (DDR) unit requires paying careful attention to a set of multidimensional components and principles. The main components of an integrated DDR unit are: political and programme management; overall DDR planning and coordination; monitoring and evaluation; public information and sen sitization; administrative and financial management; and setting up and running regional DDR offices. Each of these components has specific requirements for appropriate and well trained personnel. As the process of DDR includes numerous crosscutting issues, personnel in an inte grated DDR unit include individuals from varying work sectors and specialities. Therefore, the selection and maintenance of integrated DDR unit personnel, based on a memorandum of understanding (MoU) between the Department of Peacekeeping Operations (DPKO) and the United Nations Development Programme (UNDP), is defined by the following principles: joint management of the DDR unit (in this case, management by a peacekeeping mission chief and UNDP chief); secondment of an administrative and finance cell by UNDP; second ment of staff from other United Nations (UN) entities assisted by project support staff to fulfil the range of needs for an integrated DDR unit; and, finally, continuous links with other parts of the peacekeeping mission for the development of a joint DDR planning and programming approach.",
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"Paragraph": "Module scope and objectives The aim of this module is to explain: the role of an integrated DDR unit in a peacekeeping mission; personnel requirements of the DDR unit; the recruitment and deployment process; training opportunities for DDR practitioners.",
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"Paragraph": "Terms, definitions and abbreviations Annex A contains a list of the abbreviations used in this standard. A complete glossary of all the terms, definitions and abbreviations used in the series of integrated DDR standards (IDDRS) is given in IDDRS 1.20. In the IDDRS series, the words \u2018shall\u2019, \u2018should\u2019 and \u2018may\u2019 are used to indicate the intended degree of compliance with the standards laid down. This use is consistent with the language used in the International Organization for Standardization standards and guidelines: \u201ca) \u2018shall\u2019 is used to indicate requirements, methods or specifications that are to be applied in order to conform to the standard. 1.20 \u2018should\u2019 is used to indicate the preferred requirements, methods or specifications. \u2018may\u2019 is used to indicate a possible method or course of action.\u201d",
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"Paragraph": "Introduction The success of a DDR strategy depends to a great extent on the timely selection and appoint ment of qualified, experienced and appropriately trained personnel deployed in a coherent DDR organizational structure. To ensure maximum cooperation (and minimize duplication) among the many UN agencies, funds and programmes working on DDR, the UN adopts an integrated approach towards the establishment of a DDR unit.",
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"Paragraph": "Guiding principles The design of the personnel structure, and the deployment and management of personnel in the integrated unit and how they relate to others working in DDR are guided by the 2.10\tprinciples, key considerations and approaches defined in IDDRS 2.10 on the UN Approach to DDR. Of particular importance are: Unity of effort: The peacekeeping mission, UN agencies, funds and programmes should work together at all stages of the DDR programme \u2014 from planning to implementa tion to evaluation \u2014 to ensure that the programme is successful. An appropriate joint planning and coordination mechanism must be established as early as possible to ensure cooperation among all UN partners that may be involved in any aspect of the DDR programme; Integration: Wherever possible, and when consistent with the mandate of the Security Council, the peacekeeping mission and the UN agencies, funds and programmes shall support an integrated DDR unit, which brings together the expertise, planning and coordination capacities of the various UN entities.",
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"Paragraph": "The aim of the integrated unit The aim of establishing an integrated unit is to ensure joint planning and coordination, and effective and efficient decentralized implementation. The integrated DDR unit also employs the particular skills and expertise of the different UN entities to ensure flexibility, responsiveness, expertise and success for the DDR programme.",
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"Paragraph": "Components of the integrated DDR unit The integrated DDR unit, in general terms, should fulfil the following functions: Political and programme management: The chief and deputy chief of the integrated DDR unit are responsible for the overall political and programme management. Both the chief and his/her deputy will work to ensure that the DDR programme supports the overall peace process and mission objectives, and that there is close cooperation and collaboration with national stakeholders and other implementing partners, such as other UN entities, international organizations, nongovernmental organizations (NGOs) and the donor community; Overall DDR planning and coordination: This component of the DDR unit is responsible for the overall development of the DDR programme. Seconded personnel from UN agencies, funds and programmes will work in this section to contribute to the joint planning and coordination of the DDR programme. Attached military and police per sonnel from within the mission will also form part of this component; Disarmament and demobilization: This component will be responsible for the overall implementation and management of all aspects of the disarmament and demobilization phases of the DDR programme. This includes shortterm disarmament activities, such as weapons collection and registration, but also longerterm disarmament activities that support the establishment of a legal regime for the control of small arms and light weapons, and other community weapons collection initiatives. Where mandated, this component will coordinate with the military to assist in the destruction of weapons, ammunition and unexploded ordnance; Reintegration: This component plans the economic and social reintegration strategies. It also plans the reinsertion programme to ensure consistency and coherence with the overall reintegration strategy. It needs to work closely with other parts of the mission facilitating the return and reintegration of internally displaced persons (IDPs) and refugees; Monitoring and evaluation: This component is responsible for setting up and monitoring indicators to measure the achievements in all phases of the DDR programme. It also conducts DDRrelated surveys such as small arms baseline surveys, profiling of parti cipants and beneficiaries, mapping of economic opportunities, etc.; Public information and sensitization: This component works to develop the public informa tion and sensitization strategy for the DDR programme. It draws on the direct support of the public information unit in the peacekeeping mission, but also employs other information dissemination personnel within the mission, such as the military, police and civil affairs officers, as well as local mechanisms such as theatre groups, adminis trative structures, etc.; Administrative and financial management: This is a small component of the unit, which may be seconded from an integrating UN entity to support the programme delivery aspect of the DDR unit. Its role is to utilize the administrative and financial capacities of the UN country office; Regional DDR offices: These are the regional implementing components of the DDR unit, which would implement programmes at the local level in close cooperation with the other regionalized components of civil affairs, military, police, etc.",
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"Paragraph": "Principles of integration DPKO and UNDP are in the process of developing an MoU on the establishment of an integrated DDR unit in a peacekeeping mission. For the time being, the following principles shall guide the establishment of the integrated DDR unit: Joint management of the DDR unit: The chief of the DDR unit shall come from the peace keeping mission. His/Her post shall be funded from the peacekeeping assessed budget. The deputy chief of the integrated DDR unit shall be seconded from UNDP, although the peacekeeping mission will provide him/her with administrative and logistic support for him/her to perform his/her function as deputy chief of the DDR unit. Such integration allows the DDR unit to use the particular skills of both the mission and the country office, maximizing existing local knowledge and ensuring a smooth transition on DDRrelated issues when the mandate of the peacekeeping mission ends; Administrative and finance cell from UNDP: UNDP shall second a small administrative and finance cell from its country office to support the programme delivery aspects of the DDR component. The principles of secondment use for the deputy chief of the DDR unit shall apply; Secondment of staff from other UN entities: In order to maximize coherence and coordina tion on DDR between missions and UN agencies, staff members from other agencies may be seconded to specific posts in the integrated DDR unit. Use of this method ensures the active engagement and participation of UN agencies in strategic policy decisions and coordination of UN DDR activities (including both mission operational support and programme implementation). The integration and colocation of UN agency staff in this structure are essential, given the complex and highly operational nature of DDR. Decisions on secondment shall be made at the earliest stages of planning to ensure that the proper budgetary support is secure to support the integrated DDR unit and the seconded personnel; Project support units: Core UN agency staff seconded to the integrated DDR unit may be complemented by additional project support staff located in project support units (PSUs) in order to provide capacity (programme, monitoring, operations, finance) for implementing key elements of UN assistance within the national planning and pro gramme framework for DDR. The PSU will also be responsible for ensuring links and coordination with other agency programme areas (particularly in rule of law and security sector reform). Additional PSUs managed by other UN agencies can also be established, depending on the implementation/operational role attributed to them; Links with other parts of the peacekeeping mission: The integrated DDR unit shall be closely linked with other parts of the peacekeeping mission, in particular the military and the police, to ensure a \u2018joinedup\u2019 approach to the DDR programme.",
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"Paragraph": "Personnel requirements of the DDR unit In line with the wideranging functions of the integrated DDR unit, the list below gives typical (generic) appointments that may be made in a DDR unit. Regardless of the size of the DDR programme, appointments of staff concerned with joint planning and coordination will remain largely the same, although they need to be consistent with the specific DDR mandate provided by the Security Council. The regional offices and the personnel requirement in these offices will differ, however, according the size of the DDR programme. The list below provides an example of a relatively large mission DDR unit appointment list, which may be adapted to suit missionspecific needs. 2 x NS\tdrivers/interpreters",
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"Paragraph": "Recruitment and deployment process Given the breadth and scope of DDR activities, staff members may come from a number of sources such as: peacekeeping missions; UN agencies, funds and programmes; UN Headquarters; UN volunteer system; other international organizations (World Bank, European Union, Organization for Secu rity and Cooperation in Europe, etc.); local and international NGOs; the private sector.",
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"Paragraph": "Personnel Management and Support Service The Personnel Management and Support Service (PMSS) in the Office of Mission Support is responsible for the recruitment and deployment of staff in a peacekeeping mission, with the exception of staff seconded from UN agencies (who will follow their own recruitment procedures).",
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"Paragraph": "Recruitment process The typical recruitment process for a staff member in the mission is as follows: candidate applies on line to a generic vacancy announcement in the Galaxy system (http://www.jobs.un.org); PMSS screens applications to select candidates who meet all the requirements of the post, and includes them in a roster of candidates for that occupational group/level; mission chief civilian personnel officer identifies the vacancy and requests recruitment action from PMSS; PMSS makes available to the mission rosters of prescreened and technically cleared candidates; mission programme manager interviews candidates and recommends selection; PMSS commences recruitment action (e.g., reference checks, offer of appointment, medical clearance, travel arrangements, etc.).",
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"Paragraph": "Staff induction plan At the planning stages of the mission, the DDR programme manager should develop the staff induction plan for the DDR unit. The staff induction plan specifies the recruitment and deployment priorities for the personnel in the DDR unit, who will be hired at different times during the mission startup period. The plan will assist the mission support compo nent to recruit and deploy the appropriate personnel at the required time. The following template may be used in the development of the staff induction plan:",
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"Paragraph": "DDR training strategy A training strategy will be developed as soon as possible to assist staff members at every level in the DDR unit to advance their professional knowledge of DDR, and assist them to gain access to the more general leadership and management training available through the civilian training and development section.",
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"Paragraph": "Draft generic job profile Chief, DDR Unit (D1\u2013P5) Organizational setting and reporting relationship: These positions are located in peace operations. Depending on the organizational structure of the mission and location of the post, the incumbent normally reports directly to the Deputy SRSG (Resident Coordinator/ Humanitarian Coordinator). Accountabilities: Within limits of delegated authority and under the supervision of the Deputy SRSG (Resident Coordinator/Humanitarian Coordinator), the Chief of the DDR Unit is responsible for the following duties: (These functions are generic and may vary depending on the mission\u2019s mandate. Therefore, incumbents may carry out most, but not all, of the functions listed.) provide effective leadership and ensure the overall management of the DDR Unit in all its components; provide strategic vision and guidance to the DDR Unit and its staff; coordinate activities among international and national partners on disarmament, demo bilization and reintegration; develop frameworks and policies to integrate civil society in the development and implementation of DDR activities; account to the national disarmament commission on matters of policy as well as peri odic updates with regard to the process of disarmament and reintegration; advise the Deputy SRSG (Humanitarian and Development Component) on various aspects of DDR and recommend appropriate action; advise and assist the government on DDR policy and operations; coordinate and integrate activities with other components of the mission on DDR, notably communications and public information, legal affairs, policy/planning, civilian police and the military component; develop resource mobilization strategy and ensure coordination with donors, includ ing the private sector; be responsible for the mission\u2019s DDR programme page in the UN DDR Resource Centre to ensure uptodate information is presented to the international community. Core values are integrity, professionalism and respect for diversity.",
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"Paragraph": "Competencies Vision: Identifies and defines strategic direction for the unit\u2019s work programme; ability to recognize requirements and translate requirements into programmes and services that achieve objectives and goals. Professionalism: Proven expertise in area of assignment; indepth understanding of and an ability to evaluate international political situations in that area; experience in bilateral and multilateral negotiations; strong negotiating skills; proven critical thinking skills. Leadership: Proven ability to provide effective leadership and transfer advice and knowl edge to staff at all levels and from different national and cultural backgrounds. Managing performance: Proven effective supervisory skills; ability to mentor staff and provide guidance and support. Planning and organizing: Proven ability to establish priorities and to plan, organize, coor dinate and monitor own work plan and provide advice and guidance to others. Judgement/Decision-making: Demonstrated sound judgement in resolving issues/problems; ability to proactively seek and recommend sound policy initiatives. Creativity: Ability to actively seek to improve programmes and services, offer new and different options to solve problems/meet client needs. Communications: Excellent communication (verbal and written) skills, including ability to prepare reports and conduct presentations by clearly formulating positions on issues, articulating options, concisely conveying maximum necessary information, making and defending recommendations; diplomacy and tact; ability to convey difficult issues and positions to senior officials. Teamwork: Excellent interpersonal skills and the ability to establish and maintain effective working relations with people in a multicultural, multiethnic environment with sensitivity and respect for diversity.",
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"Paragraph": "Qualifications Education: Advanced university degree (Masters or equivalent) in social sciences, manage ment, economics, business administration, international development or other relevant fields. Experience: Minimum of 10 years of progressively responsible professional experience in peacekeeping and peacebuilding operations in the field of DDR of excombatants, including extensive experience in working on small arms reduction programmes. Detailed knowledge of development process and postconflict related issues particularly on the DDR process. Additional experience in developing support strategies for IDPs, refugees, disaffected popu lations, children and women in postconflict situations will be valuable. Languages: Fluency in oral and written English and/or French, depending on the working language of the mission; knowledge of a second UN official language may be a requirement for a specific post.",
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"Paragraph": "Draft generic job profile Deputy Chief, DDR Unit (P5\u2013P4) Organizational setting and reporting relationship: These positions are located in peace operations. Depending on the organizational structure of the mission and location of the post, the incumbent reports directly to the Deputy SRSG (Resident Coordinator/Humani tarian Coordinator). In most cases, the staff member filling this post would be seconded and paid for by UNDP. For duration of his/her secondment as Deputy Chief, he/she will receive administrative and logistic support from the peacekeeping mission. Accountabilities: Within limits of delegated authority and under the supervision of the Chief of the DDR Unit, the Deputy Chief is responsible for the following duties: (These functions are generic and may vary depending on the mission\u2019s mandate. Therefore, incumbents may carry out most, but not all, of the functions listed.) assist Chief of DDR Unit in the overall management of the DDR Unit in all its components; support Chief of DDR Unit in the overall daytoday supervision of staff and field operations; support Chief of DDR Unit in the identification and development of synergies and partnerships with other actors (national and international) at the strategic, technical and operational levels; support Chief of DDR Unit in resource mobilization and ensure coordination with donors, including the private sector; provide technical advice and support to the national disarmament commission and programme as necessary; act as the programmatic linkage to the work of the UN country team on the broader reintegration and development issues of peacebuilding; provide overall coordination and financial responsibility for the programming and implementation of UNDP funds for disarmament and reintegration; oversee the development and coordination of the implementation of a comprehensive socioeconomic reintegration framework for members of armed forces and groups taking advantage of existing or planned recovery and reconstruction plans; oversee the development and coordination of the implementation of a comprehensive national capacity development support strategy focusing on weapons control, manage ment, stockpiling and destruction; support Chief of DDR Unit in all other areas necessary for the success of DDR activities. Core values are integrity, professionalism and respect for diversity.",
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"Paragraph": "Competencies Vision: Identifies and defines strategic direction for the unit\u2019s work programme; ability to recognize requirements and translate requirements into programmes and services that achieve objectives and goals. Professionalism: Proven expertise in area of assignment; indepth understanding of and an ability to evaluate international political situations in that area; experience in bilateral and multilateral negotiations; strong negotiating skills; proven critical thinking skills. Leadership: Proven ability to provide effective leadership and transfer advice and knowl edge to staff at all levels and from different national and cultural backgrounds. Managing performance: Proven effective supervisory skills; ability to mentor staff and pro vide guidance and support. Planning and organizing: Proven ability to establish priorities and to plan, organize, coor dinate and monitor own work plan and provide advice and guidance to others. Judgement/Decision-making: Demonstrated sound judgement in resolving issues/problems; ability to proactively seek and recommend sound policy initiatives. Creativity: Ability to actively seek to improve programmes and services, offer new and diff erent options to solve problems/meet client needs. Communications: Excellent communication (verbal and written) skills, including ability to prepare reports and conduct presentations by clearly formulating positions on issues, articulating options concisely, conveying maximum necessary information, making and defending recommendations; diplomacy and tact; ability to convey difficult issues and positions to senior officials. Teamwork: Excellent interpersonal skills and the ability to establish and maintain effective working relations with people in a multicultural, multiethnic environment with sensitivity and respect for diversity.",
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"Paragraph": "Qualifications Education: Advanced university degree (Masters or equivalent) in social sciences, manage ment, economics, business administration, international development or other relevant fields. Experience: Minimum of 10 years of progressively responsible professional experience in peacekeeping and peacebuilding operations in the field of DDR of excombatants, including extensive experience in working on small arms reduction programmes. Detailed knowledge of development process and postconflict related issues, particularly on the DDR process. Additional experience in developing support strategies for IDPs, refugees, disaffected popu lations, children and women in postconflict situations will be valuable. Languages: Fluency in oral and written English and/or French, depending on the working language of the mission; knowledge of a second UN official language may be a requirement for a specific post.",
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"Paragraph": "Draft generic job profile Senior Military DDR Officer (Lieutenant-Colonel/Colonel) Organizational setting and reporting relationship: These positions are located in peace operations. Depending on the organizational structure of the mission and location of the post, the incumbent may report directly to the Chief of the DDR Unit or to a senior official in charge of DDR activities in a field location. Accountabilities: Within limits of delegated authority and under the supervision of the Chief of the DDR Unit, the Senior Military DDR Officer is responsible for the following duties: (These functions are generic and may vary depending on the mission\u2019s mandate. Therefore, incumbents may carry out most, but not all, of the functions listed.) support the overall DDR plan, specifically in the strategic, functional and operational areas relating to disarmament and demobilization; direct and supervise all military personnel appointed to the DDR Unit; ensure direct liaison and coordination between DDR operations and the military head quarters, specifically the Joint Operations Centre; ensure accurate and timely reporting of security matters, particularly those likely to affect DDR tasks; provide direct liaison, advice and expertise to the Force Commander relating to DDR matters; assist Chief of DDR Unit in the preparation and planning of the DDR strategy, provid ing military advice, coordination between subunits and civilian agencies; liaise with other mission military elements, as well as national military commanders and, where appropriate, those in national DDR bodies; supervise the development of appropriate mechanisms and systems for the registration and tracking of weapons collection, registration, storage and disposal/destruction, etc.; coordinate and facilitate the use of mission forces for the potential construction or development of DDR facilities \u2014 camps, reception centres, pickup points, etc. As required, facilitate security of such locations; assist in the coordination and development of DDR Unit mechanisms for receiving and recording group profile information, liaise on this subject with the military information unit; liaise with military operations for the deployment of military observers in support of DDR tasks; be prepared to support security sector reform linkages and activities in future mission planning; undertake such other tasks as may be reasonably requested by the Force Commander and Chief of DDR Unit in relation to DDR activities. Core values are integrity, professionalism and respect for diversity.",
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"Paragraph": "Competencies Professionalism: Should be formally staff trained and command qualified. Ideally experi enced in other peacekeeping operations, specifically in relation to DDR activities. The selected candidate should be well acquainted with regional and subregional conflict/political issues and ideally have knowledge of the specific mission background. Managing performance: Proven effective command and supervisory skills; ability to mentor staff and provide guidance and support. Must be capable of working within a multiagency integrated team. The candidate would benefit from CIMIC experience and should have an understanding of the nature, capacities and limitations of nonUN agencies, NGOs, etc. Planning and organizing: Proven ability to establish priorities and to plan, organize, co ordinate and monitor own work plan and provide advice and guidance to others; indepth understanding of division\u2019s strategic direction; resourcefulness, sound judgement and decisionmaking skills. Judgement/Decision-making: Demonstrated sound judgement in resolving issues/problems; ability to proactively seek and recommend sound policy initiatives. Creativity: Ability to actively seek to improve programmes/services, offer new and different options to solve problems/meet client needs. Communications: Excellent and effective communication (verbal and written) skills, includ ing ability to prepare reports and conduct presentations by clearly formulating positions on issues, articulating options concisely conveying maximum necessary information, making and defending recommendations; diplomacy and tact; ability to convey difficult issues and positions to senior officials. Teamwork: Excellent interpersonal skills; ability to establish and maintain effective work ing relations with people in a multicultural, multiethnic environment with sensitivity and respect for diversity.",
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"Paragraph": "Qualifications Education and work experience: Graduate of Military Command and Staff College. A minimum of 15 years of progressive responsibility in military command appointments, preferably to include peacekeeping and peacebuilding operations in the field of DDR of excombatants. Detailed knowledge of development process and postconflict related issues, particularly on the DDR process. Languages: Fluency in oral and written English and/or French, depending on the working language of the mission; knowledge of a second UN official language may be a requirement for a specific post.",
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"Paragraph": "Draft generic job profile DDR Field Officer (P4\u2013P3) Organizational setting and reporting relationship: These positions are located in peace operations. Depending on the organizational structure of the mission and location of the post, the incumbent may report directly to the Chief of the DDR Unit or to a senior official in charge of DDR activities in a field location. Accountabilities: Within limits of delegated authority and under the supervision of the Chief of the DDR Unit, the DDR Field Officer is responsible for the following duties: (These functions are generic and may vary depending on the mission\u2019s mandate. Therefore, incumbents may carry out most, but not all, of the functions listed.) be in charge of the overall planning and implementation of the DDR programme in his/her regional area of responsibility; act as officer in charge of all DDR staff members in the regional office, including the administration and management of funds allocated to achieve DDR programme in the region; be responsible for the daytoday coordination of DDR operations with other mission components in the regional office and other UN entities; identify and develop synergies and partnerships with other actors (national and inter national) in his/her area of responsibility; provide technical advice and support to regional and local DDR commissions and offices, as appropriate; be responsible for regular reporting on the situation pertaining to the armed forces and groups in his/her area of responsibility and progress on the implementation of the DDR strategy. Prepare and contribute to the preparation of various reports and documents. Core values are integrity, professionalism and respect for diversity.",
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"Paragraph": "Competencies Professionalism: Proven expertise in area of assignment; indepth understanding of and an ability to evaluate international political situations in that area; experience in bilateral and multilateral negotiations. Managing performance: Proven effective supervisory skills; ability to mentor staff and provide guidance and support. Planning and organizing: Proven ability to establish priorities and to plan, organize, co ordinate and monitor own work plan and provide advice and guidance to others; indepth understanding of division\u2019s strategic direction; resourcefulness. Judgement/Decision-making: Demonstrated sound judgement in resolving issues/prob lems; ability to proactively seek and recommend sound policy initiatives. Creativity: Ability to actively seek to improve programmes/services, offer new and different options to solve problems/meet client needs. Communications: Welldeveloped and effective communication (verbal and written) skills, including ability to prepare reports and conduct presentations by clearly formulating posi tions on issues, articulating options concisely conveying maximum necessary information, making and defending recommendations; diplomacy and tact; ability to convey difficult issues and positions to senior officials. Teamwork: Proven interpersonal skills; ability to establish and maintain effective working relations with people in a multicultural, multiethnic environment with sensitivity and respect for diversity.",
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"Paragraph": "Qualifications Education: Advanced university degree in social sciences, management, economics, business administration, international development or other relevant fields. A relevant combination of academic qualifications and experience in related areas may be accepted in lieu of the advanced degree. Experience: Minimum of five years of substantial experience working on postconflict, crisis and economic recovery issues. Languages: Fluency in oral and written English and/or French, depending on the working language of the mission; knowledge of a second UN official language may be a requirement for a specific post.",
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"Paragraph": "Draft generic job profile DDR Field Officer (UNV) Organizational setting and reporting relationship: These positions are located in peace operations. Depending on the organizational structure of the mission and location of the post, the incumbent may report directly to the Chief of the DDR Unit or to a senior official in charge of DDR activities in a field location. Accountabilities: Within the limits of delegated authority and under the supervision of the Regional DDR Officer, the DDR Field Officer (UNV) is responsible for the following duties: (These functions are generic and may vary depending on the mission\u2019s mandate. Therefore, incumbents may carry out most, but not all, of the functions listed.) assist the DDR Field Officer in the planning and implementation of one aspect of the DDR programme in his/her regional area of responsibility; be responsible for the daytoday coordination of DDR operations with other mission components in the regional office and other UN entities on the specific area of respon sibility; identify and develop synergies and partnerships with other actors (national and inter national) in his/her area of responsibility; provide technical advice and support to regional and local DDR commissions and offices, as appropriate; be responsible for regular reporting on the situation pertaining to the armed forces and groups in his/her area of responsibility and progress on the implementation of the DDR strategy. Prepare and contribute to the preparation of various reports and documents.",
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"Paragraph": "Competencies Core values are integrity, professionalism and respect for diversity. Professionalism: Proven expertise in area of assignment; indepth understanding of and an ability to evaluate international political situations in that area. Planning and organizing: Proven ability to establish priorities and to plan, organize, co ordinate and monitor own work plan and provide advice and guidance to others; indepth understanding of division\u2019s strategic direction; resourcefulness. Judgement/Decision-making: Demonstrated sound judgement in resolving issues/prob lems; ability to proactively seek and recommend sound policy initiatives. Creativity: Ability to actively seek to improve programmes/services, offer new and different options to solve problems/meet client needs. Communications: Welldeveloped and effective communication (verbal and written) skills, including ability to prepare reports and conduct presentations by clearly formulating posi tions on issues, articulating options concisely conveying maximum necessary information, making and defending recommendations; diplomacy and tact; ability to convey difficult issues and positions to senior officials. Teamwork: Proven interpersonal skills; ability to establish and maintain effective working relations with people in a multicultural, multiethnic environment with sensitivity and respect for diversity.",
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"Paragraph": "Qualifications Education: Advanced university degree in social sciences, management, economics, business administration, international development or other relevant fields. A relevant combination of academic qualifications and experience in related areas may be accepted in lieu of the advanced degree. Work experience: Minimum of three years of substantial experience working on postconflict, crisis and economic recovery issues. Languages: Fluency in oral and written English and/or French, depending on the working language of the mission; knowledge of a second UN official language may be a requirement for a specific post.",
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"Paragraph": "Draft generic job profile DDR Programme Officer (UNV) Organizational setting and reporting relationship: These positions are located in peace operations. Depending on the organizational structure of the mission and location of the post, the incumbent may report directly to the Chief of the DDR Unit or to a senior official in charge of DDR activities in a field location. Accountabilities: Within limits of delegated authority and under the supervision of the Chief of the DDR Unit and DDR Field Coordinator, the DDR Programme Officer is respon sible for the following duties: (These functions are generic and may vary depending on the mission\u2019s mandate. Therefore, incumbents may carry out most, but not all, of the functions listed.) work with local authorities and civil society organizations to facilitate and implement all aspects of the DDR programme represent the DDR Unit in mission internal regional meetings; work closely with DDR partners at the regional level to facilitate collection, safe storage and accountable collection of small arms and light weapons. Ensure efficient, account able and transparent management of all field facilities pertaining to communityspecific DDR projects; plan and support activities at the regional level pertaining to the community arms col lection and development including: (1) capacitybuilding; (2) sensitization and public awarenessraising on the dangers of illicit weapons circulating in the community; (3) implementation of community project; monitor, evaluate and report on all field project activities; monitor and guide field staff working in the project, including the coordination of sensitization and arms col lection activities undertaken by Field Assistants at regional level; ensure proper handling of project equipment and accountability of all project resources. Core values are integrity, professionalism and respect for diversity.",
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"Paragraph": "Qualifications Education: Advanced university degree in social sciences, management, economics, business administration, international development or other relevant fields. A relevant combination of academic qualifications and experience in related areas may be accepted in lieu of the advanced degree. Work experience: Minimum of five years of substantial experience working on postconflict, crisis and economic recovery issues. Experience with local development, microcredit and participatory approaches essential. Languages: Fluency in oral and written English and/or French, depending on the working language of the mission; knowledge of a second UN official language may be a requirement for a specific post.",
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"Paragraph": "Draft generic job profile DDR Monitoring and Evaluation Officer (P2\u2013UNV) Organizational setting and reporting relationship: These positions are located in peace operations. Depending on the organizational structure of the mission and location of the post, the incumbent may report directly to the Chief of the DDR Unit or to a senior official in charge of DDR activities in a field location. Accountabilities: Within limits of delegated authority and under the supervision of the Chief of the DDR Unit, the Monitoring and Evaluation Officer is responsible for the follow ing duties: (These functions are generic and may vary depending on the mission\u2019s mandate. Therefore, incumbents may carry out most, but not all, of the functions listed.) develop monitoring and evaluation criteria for all aspects of disarmament and reinte gration activities, as well as an overall strategy and monitoring calendar; establish baselines for monitoring and evaluation purposes in the areas related to disarmament and reintegration, working in close collaboration with the disarmament and reintegration officers, to allow for effective evaluations of programme impact; undertake periodic reviews of disarmament and reintegration activities to assess effec tiveness, efficiency, achievement of results and compliance with procedures; develop a field manual on standards and procedures for use by local partners and executing agencies, and organize training; undertake periodic field visits to inspect the provision of reinsertion benefits and the implementation of reintegration projects, and reporting; develop recommendations on ongoing and future activities, lessons learned, modifica tions to implementation strategies and arrangements with partners. Core values are integrity, professionalism and respect for diversity.",
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"Paragraph": "Draft generic job profile DDR Officer (P4\u2013P3, International) Organizational setting and reporting relationship: These positions are located in peace operations. Depending on the organizational structure of the mission and location of the post, the incumbent may report directly to the Chief of the DDR Unit or to a senior official in charge of DDR activities in a field location. Accountabilities: Within limits of delegated authority and under the supervision of the Chief of the DDR Unit, the DDR Officer is responsible for the following duties: (These functions are generic and may vary depending on the mission\u2019s mandate. Therefore, incumbents may carry out most, but not all, of the functions listed.) support the Chief and Deputy Chief of the DDR Unit in operational planning for the disarmament, demobilization and reintegration, including developing the policies and programmes, as well as implementation targets and work plans; undertake negotiations with armed forces and groups in order to create conditions for their entrance into the DDR programme; undertake and organize risk and threat assessments, target group profiles, political fac tors, security, and other factors affecting operations; undertake planning of weapons collection activities, in conjunction with the military component of the peacekeeping mission; undertake planning and management of the demobilization phase of the programme, which may include camp management, as well as shortterm transitional support to demobilized combatants; provide support for the development of joint programming frameworks on reintegration with the government and partner organizations, taking advantage of opportunities and synergies with economic recovery and community development programmes; assist in the development of criteria for the selection of partners (local and interna tional) for the implementation of reinsertion and reintegration activities; liaise with other national and international actors on activities and initiatives related to reinsertion and reintegration; supervise the development of appropriate mechanisms and systems for the registration and tracking of beneficiaries for reinsertion and reintegration, as well as mapping of socioeconomic opportunities in other development projects, employment possibili ties, etc.; coordinate and facilitate the participation of local communities in the planning and implementation of reintegration assistance, using existing capacities at the local level and in close synergy with economic recovery and local development initiatives; liaise closely with organizations and partners to develop assistance programmes for vulnerable groups, e.g., women and children; facilitate the mobilization and organization of networks of local partners around the goals of socioeconomic reintegration and economic recovery, involving local NGOs, communitybased organizations, private sector enterprises, and local authorities (com munal and municipal); supervise the undertaking of studies to determine reinsertion and reintegration benefits and implementation modalities; ensure good coordination and information sharing with implementation partners and other organizations, as well as with other relevant sections of the mission; ensure that DDR activities are well integrated and coordinated with the activities of other mission components (particularly communication and public information, mis sion analysis, political, military and police components); perform a liaison function with other national and international actors in matters related to DDR; support development of appropriate legal frameworks on disarmament and weapons control. Core values are integrity, professionalism and respect for diversity.",
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"Paragraph": "Qualifications Education: Advanced university degree in social sciences, management, economics, business administration, international development or other relevant fields. A relevant combination of academic qualifications and experience in related areas may be accepted in lieu of the advanced degree. Work experience: Minimum of five years of substantial experience working on postconflict, crisis and economic recovery issues. Experience with local development, microcredit and participatory approaches essential. Languages: Fluency in oral and written English and/or French, depending on the working language of the mission; knowledge of a second UN official language may be a requirement for a specific post.",
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"Paragraph": "Draft generic job profile Reintegration Officer (P4\u2013P3, International) Organizational setting and reporting relationship: These positions are located in peace operations. Depending on the organizational structure of the mission and location of the post, the incumbent may report directly to the Chief of the DDR Unit or to a senior official in charge of DDR activities in a field location. Accountabilities: Within limits of delegated authority and under the supervision of the Chief of the DDR Unit, the Reintegration Officer is responsible for the following duties: (These functions are generic and may vary depending on the mission\u2019s mandate. There fore, incumbents may carry out most, but not all, of the functions listed.) support the development of the registration, reinsertion and reintegration component of the disarmament and reintegration programme, including overall framework, imple mentation strategy, and operational modalities, respecting national programme priori ties and targets; supervise field office personnel on work related to reinsertion and reintegration; assist in the development of criteria for the selection of partners (local and interna tional) for the implementation of reinsertion and reintegration activities; liaise with other national and international actors on activities and initiatives related to reinsertion and reintegration; supervise the development of appropriate mechanisms and systems for the registration and tracking of beneficiaries for reinsertion and reintegration, as well as mapping of socioeconomic opportunities in other development projects, employment possibili ties, etc.; coordinate and facilitate the participation of local communities in the planning and implementation of reintegration assistance, using existing capacities at the local level and in close synergy with economic recovery and local development initiatives; liaise closely with organizations and partners to develop assistance programmes for vulnerable groups, e.g., women and children; facilitate the mobilization and organization of networks of local partners around the goals of socioeconomic reintegration and economic recovery, involving local NGOs, communitybased organizations, private sector enterprises and local authorities (com munal and municipal); supervise the undertaking of studies to determine reinsertion and reintegration benefits and implementation modalities. Core values are integrity, professionalism and respect for diversity.",
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"Paragraph": "Competencies Professionalism: Proven expertise in area of assignment; indepth understanding of and an ability to evaluate international political situations in that area; experience in bilateral and multilateral negotiations. Managing performance: Proven effective supervisory skills; ability to mentor staff and pro vide guidance and support. Planning and organizing: Proven ability to establish priorities and to plan, organize, co ordinate and monitor own work plan and provide advice and guidance to others; indepth understanding of division\u2019s strategic direction; resourcefulness. Judgement/Decision-making: Demonstrated sound judgement in resolving issues/prob lems; ability to proactively seek and recommend sound policy initiatives. Creativity: Ability to actively seek to improve programmes/services, offer new and different options to solve problems/meet client needs; Communications: Welldeveloped and effective communication (verbal and written) skills, including ability to prepare reports and conduct presentations by clearly formulating posi tions on issues, articulating options concisely conveying maximum necessary information, making and defending recommendations; diplomacy and tact; ability to convey difficult issues and positions to senior officials. Teamwork: Proven interpersonal skills; ability to establish and maintain effective working relations with people in a multicultural, multiethnic environment with sensitivity and respect for diversity.",
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"Paragraph": "Qualifications Education: Advanced university degree in social sciences, management, economics, business administration, international development or other relevant fields. A relevant combination of academic qualifications and experience in related areas may be accepted in lieu of the advanced degree. Work experience: Minimum of five years of substantial experience working on postconflict, crisis and economic recovery issues. Experience with local development, microcredit and participatory approaches essential. Languages: Fluency in oral and written English and/or French, depending on the working language of the mission; knowledge of a second UN official language may be a requirement for a specific post.",
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"Paragraph": "Draft generic job profile DDR Field Coordination Officer (National) Under the overall supervision of the Chief of DDR Unit and working closely with the DDR Officer, the Field Coordination Officer carries out the work, information feedback and coordination of field rehabilitation and reintegration activities. The Field Coordination Officer will improve field supervision, sensitization, monitoring and evaluation mechanisms. He/she will also assist in strengthening the working relationships of DDR staff with other peacekeeping mission substantive sections in the field. He/she will also endeavour to strengthen, coordination and collaboration with government offices, the national commis sion on DDR (NCDDR), international NGOs, NGOs (implementing partners) and other UN agencies working on reintegration in order to unify reintegration activities. The Field Coordination Officer will liaise closely with the DDR Officer/Reintegration Officer and undertake the following duties: assist and advise DDR Unit in areas within his/her remit; provide direction and support to field staff and activities; carry out monitoring, risk assessment and reporting in relation to the environment and practices that bear on the security of staff in the field (physical security, accommo dation, programme fiscal and procurement practices, transport and communications); support the efficient implementation of all DDR coordination projects; develop and sustain optimal information feedback, in both directions, between the field and Headquarters; support the DDR Unit in the collection of programme performance information, pro gress and impact assessment; collect the quantitative and qualitative information on programme implementation; carry out followup monitoring visits on activities of implementing partners and regional offices; liaise with excombatants, beneficiaries, implementing partners and referral officer for proper sensitization and reinforcement of the programme; create efficient early warning alert system and rapid response mechanisms for \u2018hot spot\u2019 development; ensure DDR coordination programmes complement each other and are implemented efficiently; support liaison with the NCDDR and other agencies in relation to the reintegration of excombatants, CAAFG, WAAFG and waraffected people in the field; provide guidance and ontheground support to reintegration officers ; liaise with Military Observers, Reintegration Unit and UN Police in accordance with the terms of reference; liaise and coordinate with civil affairs section in matters of mutual interest; carry out any other duties as directed by the DDR Unit.",
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"Paragraph": "Draft generic Job Profile Small Arms and Light Weapons Officer (P4\u2013P3) Organizational setting and reporting relationship: These positions are located in peace operations. Depending on the organizational structure of the mission and location of the post, the incumbent may report directly to the Chief of the DDR Unit or to a senior official in charge of DDR activities in a field location. Accountabilities: Within limits of delegated authority and under the supervision of the Chief of the DDR Unit, the Small Arms and Light Weapons Officer is responsible for the follow ing duties: (These functions are generic and may vary depending on the mission\u2019s mandate. Therefore, incumbents may carry out most, but not all, of the functions listed.) formulate and implement, within the DDR programme, a small arms and light weapons (SALW) reduction and control project for the country in support of the peace process; coordinate SALW reduction and control activities taking place in the country and among the parties, the national government, civil society and the donor community; provide substantive technical inputs and advice to the Chief of the DDR Unit and the national authorities for the development of national legal instruments for the control of SALW; undertake broad consultations with relevant stakeholders through inclusive and par ticipatory processes through communitybased violence and weapons reduction pro gramme; manage the collection of data on SALW stocks during the disengagement and DDR processes; develop targeted training programmes for national institutions on SALW; liaise closely with the gender and HIV/AIDS adviser in the mission or these capacities seconded to the DDR Unit by UN entities to ensure that gender issues are adequately reflected in policy, legislation, programming and resource mobilization, and develop strategies for involvement of women in small arms management and control activities; ensure timely and effective delivery of project inputs and outputs; undertake continuous monitoring of project activities; produce toplevel progress and briefing reports; support efforts in resource mobilization and development of strategic partnerships with multiple donors and agencies. Core values are integrity, professionalism and respect for diversity.",
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"Paragraph": "Competencies Vision: An indepth understanding of the unit\u2019s strategic direction and ability to transform it into a resultsoriented work programme. Professionalism: Proven expertise in area of assignment; indepth understanding of and an ability to evaluate international political situations in that area; experience in bilateral and multilateral negotiations. Leadership: Proven ability to provide effective leadership and transfer advice and knowl edge staff at all levels and from different national and cultural backgrounds. Managing performance: Proven effective supervisory skills; ability to mentor staff and pro vide guidance and support. Planning and organizing: Proven ability to establish priorities and to plan, organize, co ordinate and monitor own work plan and provide advice and guidance to others; indepth understanding of division\u2019s strategic direction; resourcefulness, sound judgement and decisionmaking skills. Judgement/Decision-making: Demonstrated sound judgement in resolving issues/prob lems; ability to proactively seek and recommend sound policy initiatives. Creativity: Ability to actively seek to improve programmes/services, offer new and different options to solve problems/meet client needs. Communications: Excellent and effective communication (verbal and written) skills, includ ing ability to prepare reports and conduct presentations by clearly formulating positions on issues, articulating options concisely conveying maximum necessary information, making and defending recommendations; diplomacy and tact; ability to convey difficult issues and positions to senior officials. Teamwork: Excellent interpersonal skills; ability to establish and maintain effective working relations with people in a multicultural, multiethnic environment with sensitivity and respect for diversity. Negotiation skills: Effective negotiating skills and ability to work with others to reach mutually benefiting and lasting understanding.",
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"Paragraph": "Qualifications Education: Advanced university degree in social sciences, management, economics, business administration, international development or other relevant fields. A relevant combination of academic qualifications and experience in related areas may be accepted in lieu of the advanced degree. Work experience: Minimum of five years of substantial experience working on postconflict, progressive national and international experience and knowledge in development work, with specific focus on disarmament, demobilization, reintegration and small arms control programmes. An understanding of the literature on DDR and security sector reform. Languages: Fluency in oral and written English and/or French, depending on the working language of the mission; knowledge of a second UN official language may be a requirement for a specific post.",
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"Paragraph": "Draft generic job profile DDR Gender Officer (P3\u2013P2) Organizational setting and reporting relationship: These positions are located in peace operations. Depending on the organizational structure of the mission and location of the post, the incumbent may report directly to the Chief of the DDR Unit or to a senior official in charge of DDR activities in a field location. This staff member is expected to be seconded from a UN specialized agency working on mainstreaming gender issues in postconflict peacebuilding, and is expected to work closely with the Gender Adviser of the peace keeping mission. Accountabilities: Within limits of delegated authority and under the supervision of the Chief of the DDR Unit, the DDR Gender Officer is responsible for the following duties: (These functions are generic and may vary depending on the mission\u2019s mandate. Therefore, incumbents may carry out most, but not all, of the functions listed.) ensure the full integration of gender through all DDR processes (including small arms) in the DDR programme; provide close coordination and technical support to national institutions for DDR, particularly Offices of Gender, Special Groups and Reintegration; provide support to decisionmaking and programme formulation on the DDR pro gramme to ensure that gender issues are fully integrated and that the programme promotes equal involvement and access of women; undertake ongoing monitoring and evaluation of the DDR process to ensure applica tion of principles of gender sensitivity as stated in the peace agreement; provide support to policy development in all areas of DDR to ensure integration of gender; develop mechanisms to support the equal access and involvement of female combatants in the DDR process; take the lead in development of advocacy strategies to gain commitment from key actors on gender issues within DDR; support national parties in coordinating the profiling, documentation and dissemina tion of data and issues relating to the presence and role of women and girls associated with the armed forces and groups, and militias; review the differing needs of male and female excombatants during communitybased reintegration, including analysis of reintegration opportunities and constraints, and advocate for these needs to be taken into account in DDR and communitybased re integration programming; prepare and provide briefing notes and guidance for relevant actors, including national partners, UN agencies, international NGOs, donors and others, on gender in the con text of DDR; provide technical support and advice on gender to national partners on policy devel opment related to DDR and human security; develop tools and other practical guides for the implementation of gender within DDR and human security frameworks; assist in the development of capacitybuilding activities for the national offices drawing on lessons learned on gender and DDR in the region, and facilitating regional resource networks on these issues; participate in field missions and assessments related to human security and DDR to advise on gender issues. Core values are integrity, professionalism and respect for diversity.",
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"Paragraph": "Qualifications Education: Advanced university degree in social sciences, management, economics, business administration, international development or other relevant fields. A relevant combination of academic qualifications and experience in related areas may be accepted in lieu of the advanced degree. Work experience: Minimum of five years of substantial experience working on gender issues in postconflict, crisis and economic recovery issues. Languages: Fluency in oral and written English and/or French, depending on the working language of the mission; knowledge of a second UN official language may be a requirement for a specific post.",
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"Paragraph": "Draft generic job profile DDR HIV/AIDS Officer (P3\u2013P2) Organizational setting and reporting relationship: These positions are located in peace operations. Depending on the organizational structure of the mission and location of the post, the incumbent may report directly to the Chief of the DDR Unit or to a senior official in charge of DDR activities in a field location. This staff member is expected to be seconded from a UN specialized agency working on mainstreaming activities to deal with the HIV/ AIDS issue in postconflict peacebuilding, and is expected to work closely with the HIV/ AIDS adviser of the peacekeeping mission. Accountabilities: Within limits of delegated authority and under the supervision of the Chief of the DDR Unit, the DDR HIV/AIDS Officer is responsible for the following duties: (These functions are generic and may vary depending on the mission\u2019s mandate. Therefore, incumbents may carry out most, but not all, of the functions listed.) ensure the full integration of activities to address the HIV/AIDS issue through all phases of the DDR programme; provide close coordination and technical support to national institutions for DDR, par ticularly offices of HIV/AIDS reintegration; support national parties in coordinating the profiling, documentation and dissemina tion of data and issues relating to the presence and role of women and girls associated with the armed forces and groups; document and disseminate data and issues relating to HIV/AIDS as well as the factors fuelling the epidemic in the armed forces and groups; prepare and provide briefing notes and guidance for relevant actors including national partners, UN agencies, international NGOs, donors and others on gender and HIV/ AIDS in the context of DDR; provide technical support and advice on HIV/AIDS to national partners on policy development related to DDR and human security; develop tools and other practical guides for the implementation of HIV/AIDS strategies within DDR and human security frameworks; generate effective resultsoriented partnerships among different partners, civil society and communitybased actors to implement a consolidated response to HIV/AIDS within the framework of the DDR programme. Core values are integrity, professionalism and respect for diversity.",
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"Paragraph": "Qualifications Education: Advanced university degree in social sciences, management, economics, business administration, international development or other relevant fields. A relevant combination of academic qualifications and experience in related areas may be accepted in lieu of the advanced degree. Work experience: Minimum of five years of substantial experience working on gender issues in postconflict, crisis and economic recovery issues. Languages: Fluency in oral and written English and/or French, depending on the working language of the mission; knowledge of a second UN official language may be a requirement for a specific post.",
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401
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@ -0,0 +1,401 @@
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"Paragraph": "Summary Monitoring and evaluation (M&E) has been one of the weakest areas of disarmament, demo bilization and reintegration (DDR) programme management in the past, partly due to a lack of proper planning, a standardized M&E framework, and human and financial resources specifically dedicated to M&E. Past experiences have highlighted the need for more effective M&E in order to develop an effective, efficient and sustainable DDR programme that will achieve the objectives of improving stability and security. M&E is an essential management tool and provides a chance to track progress, improve activities, objectively verify the outcomes and impact of a programme, and learn lessons that can be fed into future programmes and policies. This module outlines standards for improving interagency cooperation in designing and conducting effective M&E. It further shows how M&E can be planned and implemented effectively through a creation of a DDR specific M&E work plan, which consists of a plan for data collection, data analysis and reporting. It also provides some generic M&E indicators within a resultsmanagement frame work, which can be modified and adapted to each programme and project.",
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"Paragraph": "Module scope and objectives These guidelines cover the basic M&E procedures for integrated DDR programmes. The purpose of these guidelines is to establish standards for managing the implementation of integrated DDR projects and to provide guidance on how to perform M&E in a way that will make project management more effective, lead to followup and make reporting more consistent.",
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"Paragraph": "Terms, definitions and abbreviations Annex A contains a list of terms, definitions and abbreviations used in this standard. A com plete glossary of all the terms, definitions and abbreviations used in the series of integrated DDR standards (IDDRS) is given in IDDRS 1.20. In the IDDRS series, the words \u2018shall\u2019, \u2018should\u2019 and \u2018may\u2019 are used to indicate the intended degree of compliance with the standards laid down. This use is consistent with the language used in the International Organization for Standardization standards and guidelines: \u201ca) \u2018shall\u2019 is used to indicate requirements, methods or specifications that are to be applied in order to conform to the standard. \u2018should\u2019 is used to indicate the preferred requirements, methods or specifications. \u2018may\u2019 is used to indicate a possible method or course of action.\u201d 1.20",
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"Paragraph": "Introduction Traditionally, M&E in DDR programmes has focused on assessing inputs and implemen tation processes. Today, the focus is on assessing how various factors contribute to or detract from the achievement of the proposed outcomes and programme objectives, and measur ing the effectiveness of outputs, partnerships, policy advice and dialogue, advocacy, and brokering/coordination. The main objectives of resultsoriented M&E are to: increase organizational and development learning; ensure informed decisionmaking; support genuine accountability and ensure quality control; contribute to the further development of best practice and policy; build country capacities, especially in M&E. In order to enable programme managers to improve strategies, programmes and other activities, M&E aims to generate information in several key areas to allow the measure ment of: programme performance, which indicates whether programme implementation is pro ceeding in accordance with the programme plan and budget; programme effectiveness, which answers such questions as whether and to what extent the programme has achieved its objectives, and on what external conditions it depends; programme efficiency, which determines whether programme outputs and outcomes were produced in the most economical way, i.e., by maximizing outputs and/or mini mizing inputs.",
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"Paragraph": "Guiding principles When developing an M&E strategy as part of the overall process of programme development, several important principles are relevant for DDR: Planners shall ensure that baseline data (data that describes the problem or situation before the intervention and which can be used to later provide a point of comparison) and relevant performance indicators are built into the programme development process itself. Baseline data are best collected within the framework of the comprehensive assess ments that are carried out before the programme is developed, while performance indicators are defined in relation to both baseline data and the outputs, activities and outcomes that are expected; The development of an M&E strategy and framework for a DDR programme is essen tial in order to develop a systematic approach for collecting, processing, and using data and results; M&E should use information and data from the regular information collection mech anisms and reports, as well as periodic measurement of key indicators; Monitoring and data collection should be an integral component of the information management system for the DDR process, and as such should be made widely available to key DDR staff and stakeholders for consultation; M&E plans specifying the frequency and type of reviews and evaluations should be a part of the overall DDR work planning process; A distinction should be made between the evaluation of UN support for national DDR (i.e., the UN DDR programme itself) and the overall national DDR effort, given the focus on measuring the overall effectiveness and impact of UN inputs on DDR, as opposed to the overall effectiveness and impact of DDR at the national level; All integrated DDR sections should make provision for the necessary staff, equipment and other requirements to ensure that M&E is adequately dealt with and carried out, independently of other DDR activities, using resources that are specifically allocated to this purpose.",
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"Paragraph": "Developing an M&E strategy and framework for DDR M&E is far more than periodic assessments of performance. Particularly with complex processes like DDR, with its diversity of activities and multitude of partners, M&E plays an important role in ensuring constant qual ity control of activities and processes, and it also provides a mechanism for periodic evaluations of performance in order to adapt strategies and deal with the problems and bottlenecks that inevitably arise. Because of the political importance of DDR, and its po tential impacts (both positive and negative) on both security and prospects for develop ment, impact assessments are essential to ensuring that DDR contributes to the overall goal of improving stability and security in a particular country. The definition of a comprehensive strat egy and framework for DDR is a vital part of the overall programme implementation process. Although strategies will differ a great deal in different contexts, key guiding questions that should be asked when designing an effec tive framework for M&E include: What objectives should an M&E strategy and framework measure? What elements should go into a work plan for reporting, monitoring and evaluating performance and results? What key indicators are important in such a framework? What information management systems are necessary to ensure timely capture of appro priate data and information? How can the results of M&E be integrated into programme implementation and used to control quality and adapt processes? The following section discusses these and other key elements involved in the develop ment of an M&E work plan and strategy.",
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"Paragraph": "M&E and results-based management M&E is an essential part of the resultsbased approach to implementing and managing programmes. It allows for the measurement of progress made towards achieving outcomes and outputs, and assesses the overall impact of programme on security and stability. In the context of DDR, M&E is particularly important, because it helps keep track of a complex range of outcomes and outputs in different components of the DDR mission, and assesses how each contributes towards achieving the goal of improved stability and security. M&E also gives a longitudinal assessment of the efficiency and effectiveness of the strat egies, mechanisms and processes carried out in DDR. For the purposes of integrated DDR, M&E can be divided into two levels related to the resultsbased framework: measurement of the performance of DDR programmes in achieving outcomes and outputs throughout its various components generated by a set of activities: disarma ment (e.g., number of weapons collected and destroyed); demobilization (number of excombatants screened, processed and assisted); and reintegration (number of ex combatants reintegrated and communities assisted); measurement of the outcomes of DDR programmes in contributing towards an overall goal. This can include reductions in levels of violence in society, increased stability and security, and consolidation of peace processes. It is difficult, however, to determine the impact of DDR on broader society without isolating it from other processes and initiatives (e.g., peacebuilding, security sector reform [SSR]) that also have an impact.",
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"Paragraph": "Integrating M&E in programme development and implementation Provisions for M&E, and in particular the key elements of a strategy and framework, should be integrated into the programme development and implementation process from the beginning. This should occur in the following ways: Performance indicators relevant for M&E should be identified, together with the devel opment of a baseline study and indicators framework for the comprehensive assessment, as well as the results framework for the DDR programme itself (see IDDRS 3.20 on DDR Programme Design for advice on the development of a results framework); Requirements for establishing and implementing an M&E system should be taken into consideration during the identification of programme requirements, including dedicated staff, material and information management systems; Key aspects of the M&E system and activities should be developed and harmonized with the overall programme implementation cycle and included in the corresponding work plans; Programme implementation methods should be designed to permit the analysis and incorporation of M&E results into planning and coordination of activities in order to provide programmes with the capacity to modify the implementation approach based on M&E results and lessons learned.",
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"Paragraph": "The M&E work plan An M&E work plan can be integrated into general or specific programme implementation work plans, or can be designed separately. In general, implementing and supervising the implementation of such a work plan is the basic responsibility of the M&E officer respon sible for this process. Key elements of an M&E work plan include the following, which are usually arranged in the form of a matrix: 3.20",
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"Paragraph": "M&E tracking systems Given the potentially large number of reports and documents generated by M&E activities, the development and maintenance of a reporttracking system is essential in order to pro vide a \u2018history\u2019 of M&E results and make them accessible to managers. This provides the DDR programme with institutional memory that can be drawn from to monitor progress and ensure that emerging best practices and problems are identified.",
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"Paragraph": "Development of M&E indicators Indicators are variables (i.e., factors that can change, e.g., number of weapons collected) that should be measured to reveal progress (or lack thereof) towards the achievement of objectives, outcomes or outputs, and should provide information on what has been achieved in either quantitative or qualitative terms, or changes over time. In order for indicators to be meaningful, measurement must be made against a baseline, or baseline data, both of which are collected either in the context of the preprogramme comprehensive assessment or during programme implementation. In general, most indicators should be developed together with the definition of programme activities, outputs, outcomes, objectives and goals. In general, indicators can be classified as follows: Performance indicator: A particular characteristic or dimension used to measure intended changes defined by a programme results framework. Performance indicators are used to observe progress and to measure actual outputs and outcomes compared to those that were expected. They indicate \u2018how, \u2018whether\u2019 or \u2018to what extent\u2019 a unit is pro gressing towards its objectives, rather than \u2018why\u2019 or \u2018why not\u2019 such progress is being made. Performance indicators are usually expressed in quantifiable terms, and should be objective and measurable (e.g., numeric values, percentages, scores and indices); Impact indicator: A variable or set of variables used to measure the overall and long term impact of an intervention, i.e., overall changes in the environment that DDR aims to influence. Impact indicators often use a composite set (or group) of indicators, each of which provides information on the size, sustainability and consequences of a change brought about by a DDR intervention. Such indicators can include both quan titative variables (e.g., change in homicide levels or incidence of violence) or qualitative variables (e.g., behavioural change among reintegrated excombatants, social cohesion, etc.). Impact indicators depend on comprehensive and reliable baseline data, and should be as specific in possible in order to isolate the impact of DDR on complex social and economic dynamics from other factors and processes; Proxy indicators: Cost, complexity and/or the timeliness of data collection may prevent a result from being measured directly. In this case, proxy indicators \u2014 which are variables that substitute for others that are difficult to measure directly \u2014 may reveal performance trends and make managers aware of potential problems or areas of success. This is often the case for outcomes in behavioural change, social cohesion and other results that are difficult to measure.",
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"Paragraph": "Balanced scorecards The balanced scorecard is a useful tool for capturing key indicators for M&E activities. It lists the main indicators used to measure progress in the implementation of different pro gramme components, as well as overall effectiveness. Annex B provides an example of a balanced scorecard used in the Afghanistan DDR programme.",
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"Paragraph": "Monitoring Monitoring is the systematic oversight of the implementation of an activity, and establishes the extent to which input deliveries, work schedules, other required actions and targeted outputs are proceeding according to the actual plan, so that timely action can be taken to correct deficiencies. The application of monitoring mechanisms and tools, the reporting of outcomes, and subsequent adjustments in the implementation process are an integral part of the programme cycle and a key management tool.",
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"Paragraph": "Monitoring mechanisms and tools Three types of monitoring mechanisms and tools can be identified, which should be planned as part of the overall M&E work plan: reporting/analysis, which entails obtaining and analysing documentation from the project that provides information on progress; validation, which involves checking or verifying whether or not the reported progress is accurate; participation, which involves obtaining feedback from partners and participants on pro gress and proposed actions. The table below lists the different types of monitoring mechanisms and tools according to these categories, while Annex C provides illustrations of monitoring tools used for DDR in Afghanistan. Source: UNDP Evaluation Handbook Monitoring indicators1 Although the definition of monitoring indicators will differ a great deal according to both the context in which DDR is implemented and the DDR strategy and components, certain generic (general or typical) indicators should be identified that can guide DDR managers to establish monitoring mechanisms and systems. These indicators should aim to measure performance in terms of outcomes and outputs, effectiveness in achieving programme objec tives, and the efficiency of the performance by which outcomes and outputs are achieved (i.e., in relation to inputs). (See IDDRS 5.10 on Women, Gender and DDR, Annex D, sec. 4 for genderrelated and femalespecific monitoring and evaluation indicators.) These indica tors can be divided to address the main components of DDR, as follows: 5.10",
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"Paragraph": "6.3. Use of monitoring results In general, the results of monitoring activities and tools should be used in three different ways to improve overall programme effectiveness and increase the achievement of objec tives and goals: Programme management: Monitoring outputs and outcomes for specific components or activities can provide important information about whether programme implementa tion is proceeding in accordance with the programme plan and budget. If results indicate that implementation is \u2018off course\u2019, these results provide DDR management with infor mation on what corrective action needs to be taken in order to bring implementation back into conformity with the overall programme implementation strategy and work plan. These results are therefore an important management tool; Revision of programme strategy: Monitoring results can also provide information on the relevance or effectiveness of an existing strategy or course of action to produce specific outcomes or achieve key objectives. In certain cases, such results can demonstrate that a given course of action is not producing the intended outcomes and can provide DDR managers with an opportunity to reformulate or revise specific implementation strategies and approaches, and make the corresponding changes to the programme work plan. Examples include types of reintegration assistance that are not viable or appro priate to the local context, and that can be corrected before many other excombatants enter similar schemes; Use of resources: Monitoring results can provide important indications about the effi ciency with which resources are used to implement activities and achieve outcomes. Given the large scale and number of activities and subprojects involved in DDR, overall costeffectiveness is an essential element in ensuring that DDR programmes achieve their overall objectives. In this regard, accurate and timely monitoring can enable programme managers to develop more costeffective or efficient uses and distri bution of resources.",
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"Paragraph": "Evaluations As described earlier, evaluations are a method of systematically and objectively assessing the relevance, efficiency, sustainability, effectiveness and impact of ongoing and completed programmes and projects. Evaluation is carried out selectively to answer questions that will guide decision makers and/or programme managers. It is a valuable strategic manage ment tool enabling DDR managers and policy makers to assess the overall role and impact of DDR in a postconflict setting, make strategic decisions, generate important lessons for future programmes and contribute to the refinement of international policy.",
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"Paragraph": "Establishing evaluation scope The scope or extent of an evaluation, which determines the range and type of indicators or factors that will be measured and analysed, should be directly linked to the objectives and purpose of the evaluation process, and how its results, conclusions and proposals will be used. In general, the scope of an evaluation varies between evaluations that focus primarily on \u2018impacts\u2019 and those that focus on broader \u2018outcomes\u2019: Outcome evaluations: These focus on examining how a set of related projects, programmes and strategies brought about an anticipated outcome. DDR programmes, for instance, contribute to the consolidation of peace and security, but they are not the sole pro gramme or factor that explains progress in achieving (or not achieving) this outcome, owing to the role of other programmes (SSR, police training, peacebuilding activities, etc.). Outcome evaluations define the specific contribution made by DDR to achieving this goal, or explain how DDR programmes interrelated with other processes to achieve the outcome. In this regard, outcome evaluations are primarily designed for broad comparative or strategic policy purposes. Example of an objective: \u201cto contribute to the consolidation of peace, national security, reconciliation and development through the disarmament, demobilization and reintegration of excombatants into civil society\u201d; Impact evaluations: These focus on the overall, longerterm impact, whether intended or unintended, of a programme. Impact evaluations can focus on the direct impacts of a DDR programme \u2014 e.g., its ability to successfully demobilize entire armies and decrease the potential for a return to conflict \u2014 and its indirect impact in helping to increase economic productivity at the local level, or in attracting excombatants from neighbouring countries where other conflicts are occurring. An example of an objective of a DDR programme is: \u201cto facilitate the development and environment in which ex combatants are able to be disarmed, demobilized and reintegrated into their communities of choice and have access to social and economic reintegration opportunities\u201d.",
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"Paragraph": "Timing and objectives of evaluations In general, evaluations should be carried out at key points in the programme implementation cycle in order to achieve related yet distinct objectives. Four main categories or types of evaluations can be identified: Formative internal evaluations are primarily conducted in the early phase of programme implementation in order to assess early hypotheses and working assumptions, analyse outcomes from pilot interventions and activities, or verify the viability or relevance of a strategy or set of intended outputs. Such evaluations are valuable mechanisms that allow implementation strategies to be corrected early on in the programme implemen tation process by identifying potential problems. This type of evaluation is particularly important for DDR processes, given their complex strategic arrangements and the many different subprocesses involved. Most formative internal evaluations can be carried out internally by the M&E officer or unit within a DDR section; Mid-term evaluations are similar to formative internal evaluations, but are usually more comprehensive and strategic in their scope and focus, as opposed to the more diag nostic function of the formative type. Midterm evaluations are usually intended to provide an assessment of the performance and outcomes of a DDR process for stake holders, partners and donors, and to enable policy makers to assess the overall role of DDR in the broader postconflict context. Midterm evaluations can also include early assessments of the overall contribution of a DDR process to achieving broader post conflict goals; Terminal evaluations are usually carried out at the end of the programme cycle, and are designed to evaluate the overall outcomes and effectiveness of a DDR strategy and programme, the degree to which their main aims were achieved, and their overall effec tiveness in contributing to broader goals. Terminal evaluations usually also try to answer a number of key questions regarding the overall strategic approach and focus of the programme, mainly its relevance, efficiency, sustainability and effectiveness; Ex-post evaluations are usually carried out some time (usually several years) after the end of a DDR programme in order to evaluate the longterm effectiveness of the programme, mainly the sustainability of its activities and positive outcomes (e.g., the extent to which excombatants remain productively engaged in alternatives to violence or mili tary activity) or its direct and indirect impacts on security conditions, prospects for peacebuilding, and consequences for economic productivity and development. Expost evaluations of DDR programmes can also form part of larger impact evaluations to assess the overall effectiveness of a postconflict recovery strategy. Both terminal and expost evaluations are valuable mechanisms for identifying key lessons learned and best practice for further policy development and the design of future DDR programmes.",
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"Paragraph": "Selection of results and indicators for evaluation Given the broad scope of DDR programmes, and the differences in strategies, objectives and context, it is difficult to identify specific or generic (i.e., general) results or indicators for evaluating DDR programmes. A more meaningful approach is to identify the various types of impacts or issues to be analysed, and to construct composite (i.e., a group of) indi cators as part of an overall methodological approach to evaluating the programme. The following factors usually form the basis from which an evaluation\u2019s focus is defined: Relevance describes the extent to which the objectives of a programme or project remain valid and pertinent (relevant) as originally planned, or as modified owing to changing circumstances within the immediate context and external environment of that pro gramme or project. Relevance can also include the suitability of a particular strategy or approach for dealing with a specific problem or issue. A DDRspecific evaluation could focus on the relevance of cantonmentbased demobilization strategies, for instance, in comparison with other approaches (e.g., decentralized registration of combatants) that perhaps could have more effectively achieved the same objectives; Sustainability involves the success of a strategy in continuing to achieve its initial objec tives even after the end of a programme, i.e., whether it has a longlasting effect. In a DDR programme, this is most important in determining the longterm viability and effectiveness of reintegration assistance and the extent to which it ensures that ex combatants remain in civilian life and do not return to military or violencebased livelihoods. Indicators in such a methodology include the viability of alternative eco nomic livelihoods, behavioural change among excombatants, and so forth; Impact includes the immediate and longterm consequences of an intervention on the place in which it is implemented, and on the lives of those who are assisted or who benefit from the programme. Evaluating the impact of DDR includes focusing on the immediate social and economic effects of the return of excombatants and their inte gration into social and economic life, and the attitudes of communities and the specific direct or indirect effects of these on the lives of individuals; Effectiveness measures the extent to which a programme has been successful in achieving its key objectives. The measurement of effectiveness can be quite specific (e.g., the success of a DDR programme in demobilizing and reintegrating the majority of ex combatants) or can be defined in broad or strategic terms (e.g., the extent to which a DDR programme has lowered political tensions, reduced levels of insecurity or improved the wellbeing of host communities); Efficiency refers to how well a given DDR programme and strategy transformed inputs into results and outputs. This is a different way of focusing on the impact of a pro gramme, because it places more emphasis on how economically resources were used to achieve specific outcomes. In certain cases, a DDR programme might have been successful in demobilizing and reintegrating a significant number of excombatants, and improving the welfare of host communities, but used up a disproportionately large share of resources that could have been better used to assist other groups that were not covered by the programme. In such a case, a lack of programme efficiency limited the potential scope of its impact.",
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"Paragraph": "Use of evaluation results In general, the results and conclusions of evaluations should be used in several important and strategic ways: A key function of evaluations is to enable practitioners and programme managers to identify, capture and disseminate lessons learned from programme implementation. This can have an immediate operational benefit, as these lessons can be \u2018fed back\u2019 to the programme implementation process, but it can also contribute to the body of lessons learned on DDR at regional and global levels; Evaluations can also provide important mechanisms for identifying and institutional izing best practice by identifying effective models, strategies and techniques that can be applied in other contexts; innovative approaches to dealing with outstanding problems; or linking DDR to other processes such as local peacebuilding, access to justice, and so forth; Evaluation results also enable practitioners and managers to refine and further develop their programme strategy. This is particularly useful when programmes are designed to be implemented in phases, which allows for the assessment and identification of problems and best practice at the end of each phase, which can then be fed into later phases; Evaluations also contribute to discussions between policy makers and practitioners on the further development of international and regional policies on DDR, by providing them with information and analyses that influence the way key policy issues can be dealt with and decisions reached. Evaluations can provide invaluable support to the elaboration of future policy frameworks for DDR.",
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"Paragraph": "Planning evaluations The complexity of DDR and the specific skills needed for indepth and comprehensive evaluations usually means that this activity should be carried out by specialized, contracted external actors or partners. Because an external team will be brought in, it is essential to draw up precise terms of reference for the carrying out of the evaluation, and to be clear about how the overall objective and coverage of issues will be defined/expressed. An evaluation terms of reference document includes the following sections: Introduction: Contains a brief description of the rationale and focus of the evaluation (outcome, programme, project, series of interventions by several partners, etc.); Objectives: Describes the purpose of the evaluation, e.g., \u201cto analyse strategic program matic and policy dimensions\u201d; Scope: Defines which issues, subjects and areas the evaluation will cover, and the period of the programme\u2019s life it will examine; Expected results: Defines what results the evaluation is expected to produce (e.g., findings, recommendations, lessons learned, rating on performance, an \u2018action item\u2019 list, etc.); Methodology or approach: Defines how data is collected and analysed for the evaluation; Evaluation team: Defines the composition of the staff involved and their areas of expertise; Management arrangements: Defines how the evaluation will be managed and organized, and how interactions with the DDR programme management will be structured.",
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