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C O U R S E AU T H O R
An Introduction to the
UN System: Orientation for
Serving on a UN Field Mission
C O U R S E AU T H O R
An Introduction to the
UN System: Orientation for
Serving on a UN Field Mission
FOREWORD . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ix
METHOD OF STUDY. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . x
SECTION I:
THE OVERALL FRAMEWORK
1144
1.2
1.3
Legal Framework. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17
1.4
1.5
1.6
2.2
2.3
2.4
2.5
2.6
SECTION II:
THE OPERATIONAL FRAMEWORK
4586
Political Context . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49
3.2
3.3
3.4
3.5
3.6
3.7 Implementation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 64
3.8
Management Responsibilities. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 65
3.9
Peacekeeping Partnership . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 66
LESSON 4: THE ROLES OF THE UN IN THE FIELDS OF DEVELOPMENT AND RELATED HUMANITARIAN ACTIONS . . . . . . . . . . . . . . . . 71
4.1
4.2
4.3
Humanitarian Imperatives. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 76
4.4
4.5
Human Rights (HR) and the Principles for Protection of Human Rights. . 78
4.6
4.7
SECTION III:
THE WORKING CONCEPT
87134
LESSON 5: ENVIRONMENTS. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 89
5.1
5.2
Mission Environment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 93
5.3
5.4
Background. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 105
6.2
6.3
6.4
6.5
7.2
7.3
7.4
7.5
Travel. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 125
7.6
7.7
7.8
7.9
SECTION IV:
THE WORKING TOOLS
13544
8.2
8.3
Verification/Monitoring. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 141
8.4
8.5
Negotiation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 145
8.6
Mediation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 147
8.7
8.8
9.2
9.3
9.4
9.5
9.6
9.7
APPENDIX A. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 170
APPENDIX B. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .174
END-OF-COURSE EXAM INSTRUCTIONS. . . . . . . . . . . . . . . . . . . . . . 177
ABOUT THE AUTHOR. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 178
Foreword
The current political and socio-economic environment requires a broad and holistic approach, which
provides both challenges and opportunities for the international community. Trends of disintegration and
fragmentation in some countries, stalemates in ongoing peace processes, and new internal conflicts are
only a few of the daunting problems of todays political world. Although climate change and the global
environment may be the greatest challenges of this century, peace and security remain the priorities of the
United Nations. Peace and security must be addressed in order to arrive at a safer world, and they require
simultaneous investment in governance, democracy, and development to do so. This situation demands
efforts by the United Nations Organization to find political and financial solutions, but it also requires the
identification and exploration of appropriate and adequate human resources, particularly in the field.
United Nations field missions are a blend of peacekeeping and peace operations, humanitarian aid, and
development activities involving both civilian personnel and military specialists. Although these missions
still require a large number of military specialists, the involvement of civilians has expanded significantly,
particularly where an operation has been called upon to perform duties that are less military in nature. The
same tendency prevails in other areas of UN field operations, such as the more peaceful peacebuilding
and development activities.
All UN field missions require staffing by personnel with extensive professional training in their own
field of expertise. In addition, several field missions contain components that are more concerned with
reconstruction and development and, consequently, require civilian specialists in a number of professions.
Most of these specialists come from the private sector and without previous experience with the United
Nations in general and UN field missions in particular. This includes a good knowledge of the United
Nations system itself, but also an awareness of the complex working environment, including political,
economic, social, and security conditions in the field.
This course is primarily aimed at those from the private sector who are, or who will be, working within the
context of the United Nations and who would like to become better familiarized with the UN system, as well
as with the working conditions and requirements in the field. It is hoped that the information contained in
this course will assist these individuals in better understanding the United Nations and its work in the field.
Christian Hrleman
Stockholm, Sweden
November 2010
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Method of Study
The following are suggestions for how to proceed with this course. Though the student may have alternate
approaches that are effective, the following hints have worked for many.
Before you begin actual studies, first browse
through the overall course material. Notice the
lesson outlines, which give you an idea of what
will be involved as you proceed.
The material should be logical and
straightforward. Instead of memorizing
individual details, strive to understand concepts
and overall perspectives in regard to the United
Nations system.
Set up guidelines regarding how you want to
schedule your time.
Study the lesson content and the learning
objectives. At the beginning of each lesson,
orient yourself to the main points. If you are able
to, read the material twice to ensure maximum
understanding and retention, and let time elapse
between readings.
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P E A C E O P E R AT I O N S T R A I N I N G I N S T I T U T E
SECTION I
THE OVERALL FRAMEWORK
lesson one
lesson two
LESSON 1
THE TASK AND
THE TASK ORGANIZATION
LESSON
1
LESSON OBJECTIVES
1.1 The Charter of the
United Nations: An
Introduction
Introduction
The United Nations Charter sets out the rights and
obligations of the Member States and authorizes
the establishment of the United Nations principal
organs and main procedures. The Charter is
the constituting instrument of the Organization,
codifying the major principles of international
relations. The institutional framework of the
Organization rests in the principles, structures, and
rules of the various organs that are provided for
in the Charter. Knowledge about the Charter is a
prerequisite for understanding the interrelationship
between Member States and the United Nations,
as well as the relations between the Organizations
various organs and bodies as stipulated in the
Charter. The high ideal of the UN stated in the
Charter To end the scourge of war has guided
the UN from its founding in 1945 to its Nobel Peace
Prize award in 2001, and carries it into the future
and the challenges of the 21st Century.
The United Nations family of organizations the
UN system addresses almost all areas of
political, economic, and social endeavours.
The system consists of the United Nations
principal organs, 15 agencies, several funds
and programmes, specialized agencies, and
related organizations. In addition, there is a large
number of other international, governmental,
non-governmental, and civil societies
organizations, which are in some way linked to the
UN system. All of those actors together with other
entities outside the system that are concerned with
international issues constitute what is generally
called the international community. They all adhere
to the Charter of the United Nations.
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P E A C E O P E R AT I O N S T R A I N I N G I N S T I T U T E
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P E A C E O P E R AT I O N S T R A I N I N G I N S T I T U T E
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Status of Women
tion on 1 November 1994 with the independence of Palau, the last remaining United
Nations Trust Territory, on 1 October 1994.
Other Bodies
UN Peacebuilding
Commission
Advisory
Subsidiary Body
ITU International
Telecommunication Union
Committee on Non-Governmental
Organizations
Related Organizations
Specialized Agencies3
Other Entities
DM Department of Management
Sustainable Development
Statistics
Social Development
Narcotic Drugs
Population and Development
Regional Commissions
Functional Commissions
Peacekeeping operations
and political missions
Counter-terrorism committees
Subsidiary Bodies
Standing committees
and ad hoc bodies
Disarmament Commission
Subsidiary Bodies
NOTES:
Trusteeship
Council 4
International
Court of Justice
Secretariat
Economic and
Social Council
Security
Council
General
Assembly
UN Principal
Organs
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Sources:
Renewing the United Nations System.
Development Dialogue 94:1.
Building Partnerships (ISBN 92-1-100890-5).
United Nations Handbook, 2008/2009.
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P E A C E O P E R AT I O N S T R A I N I N G I N S T I T U T E
Learning Questions
Knowledge
What are the aims of the United Nations?
What are the purposes of the United Nations?
What are the principles of the United Nations?
What is the constituent authority of the United
Nations?
Which are the fundamental principles in the
relations between Member States?
What is the main role of the International Court of
Justice?
What are the six major components in the United
Nations system?
Awareness
What is the meaning of the International
Community?
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End-of-Lesson Quiz
A. 16 April 1945;
B. 26 June 1945;
C. 24 October 1945;
C. The Secretary-General;
D. 1 January 1946.
B. 0.01 percent;
D. 1.0 percent.
C. 0.001 percent;
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P E A C E O P E R AT I O N S T R A I N I N G I N S T I T U T E
ANSWER KEY
1C, 2C, 3C, 4C, 5D, 6C, 7B, 8C, 9C, 10B
LESSON 2
THE PRINCIPAL ORGANS
OF THE UNITED NATIONS
LESSON
2
LESSON OBJECTIVES
(Ref: The United Nations Today, p. 6-14; and Articles of the Charter)
Social Council
of Justice
the Secretary-General
Introduction
The UN Charter authorizes the establishment
of six principal organs. These are: the General
Assembly (Chapter IV); the Security Council
(Chapter V); the Economic and Social Council
(Chapter X); the Trusteeship Council (Chapter
XII); the International Court of Justice (Chapter
XIV); and the executing Secretariat (Chapter XV).
They have their own organizations, mandates,
and procedures, and members of these organs
are selected in accordance with certain rules and
regulations. The General Assembly should be
considered as the United Nations governing body
and its forum for multilateral negotiations.
2.1
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Organization
Comments
de-colonization
questions
P E A C E O P E R AT I O N S T R A I N I N G I N S T I T U T E
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P E A C E O P E R AT I O N S T R A I N I N G I N S T I T U T E
Comments
The socio-economic agenda and the role of
ECOSOC have been debated from its beginning.
As originally envisioned, the United Nations was
supposed to help formulate and coordinate global
economic policy. However, the United Nations
never became the global economic architect,
instead allowing the separate Bretton Woods
Institutions (the World Bank Group and the
International Monetary Funds) to fill this role. As
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P E A C E O P E R AT I O N S T R A I N I N G I N S T I T U T E
Function
Only States may apply to and appear before the
Court. Member States of the United Nations and
other States that have become parties to Statute
of the Court (under conditions laid down by the
Security Council) are so entitled. The Court may
entertain a dispute only if the States concerned
have accepted its jurisdiction in one or more of the
following ways:
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Contentious Cases
The procedure (Statute of the Court, Chapter III
Art. 43-60) followed by the Court in contentious
cases is defined in its Statute and in the Rules
of Court adopted by it under the Statute. The
proceedings include a written phase and an oral
phase. After the oral proceedings, the Court
deliberates on camera and then delivers its
judgment at a public sitting. The judgment is final
and without appeal.
Should one of the States involved fail to comply
with the judgements passed by the Court, the other
party involved may have recourse to the Security
Council of the United Nations. Since 1946, the
Court has delivered 69 judgments on disputes
concerning inter alia land frontiers and maritime
boundaries, territorial sovereignty, the non-use
of force, non-interference in the internal affairs of
States, diplomatic relations, hostage-taking, the
right of asylum, nationality, guardianship, rights of
passage, and economic rights. The Court decides
in accordance with international treaties and
conventions in force, international custom, general
principles of law, and, as subsidiary means, judicial
decisions and the teachings of the most highly
qualified publicists.
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Advisory Capacity
The advisory procedure (Statute of the Court,
Chapter III) of the Court is open solely to
international organizations. The only bodies at
present authorized to request advisory opinions
of the Court are the five principal organs and the
16 specialized agencies (e.g., UNHCR) of the
United Nations family. On receiving a request, the
Court decides which States and organizations
might provide useful information and gives them
an opportunity of presenting written or oral
statements. The Courts advisory procedure
is otherwise modelled on that for contentious
proceedings, and the sources of applicable law are
the same.
In principle, the Courts advisory opinions are
consultative in character and are, therefore,
not binding on the requesting bodies. Certain
instruments or regulations can, however, provide in
advance that the advisory opinion shall be binding.
Since 1946, the Court has given 24 advisory
opinions, concerning inter alia admission to
United Nations membership, reparation for injuries
suffered in the service of the United Nations,
territorial status of South-West Africa (Namibia)
and Western Sahara, judgments rendered by
international administrative tribunals, expenses of
certain United Nations operations, applicability of
the United Nations Headquarters Agreement, the
status of human rights rapporteurs, and the legality
of the threat or use of nuclear weapons.
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P E A C E O P E R AT I O N S T R A I N I N G I N S T I T U T E
Learning Questions
Knowledge
Awareness
Application
During the same dinner (as in Lesson 1), you find
yourself fiercely defending the Secretary-General
(SG) and his role in the United Nations. After
your five-minute statement, you earn your
friends cheers and applause. Obviously you
were successful, but what were your key points in
describing the role of the SG?
9 UN News Centre, Secretary-General lays out
challenging UN agenda for 2008, 4 January 2008.
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End-of-Lesson Quiz
1. The phrase shall initiate studies and
make recommendations for the purpose of
international cooperation in the political
field and in the economic and social fields
applies to:
A. All the principal organs;
B. The General Assembly;
C. The Economic and Social Council;
D. The Secretariat.
D. No longer exists.
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ANSWER KEY
1C, 2C, 3D, 4A, 5C, 6B, 7C, 8B, 9B, 10B
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SECTION II
lesson three
lesson four
LESSON 3
THE UNITED NATIONS
ROLE IN MAINTAINING
PEACE AND SECURITY
LESSON
3
LESSON OBJECTIVES
(Ref: The United Nations Today, p. 69-131; and Articles of the Charter)
Unstable political environments and the latent and existing threats to
peace and stability continue to cause serious concern in the world. Within
the last ten years, we have seen various arrangements for meeting these
threats, and the United Nations has developed a flexible and responsive
interrelated system for that purpose. Still, security is as elusive as ever
and requires constant attendance, where traditional concepts must yield to
a broader perception of peace and security. This lesson gives information
about how and with what means the United Nations responds to threats
that affect the international peace and security.
Key questions to be considered by the student when studying
Lesson 3:
What is the interrelated system in the United Nations efforts to maintain
peace and security?
What are the principles of peacekeeping?
What types of Peace Operations exist?
What is the purpose of peacebuilding?
Who or what authorizes the use of force?
Who has the overall responsibility of a mission in the field?
What is Peacekeeping Partnership?
Introduction
The maintenance of international peace and
security is the central focus of United Nations
activities. Over the years, the Organization has
developed a wide range of instruments that
make up a coherent mechanism to respond to
the various security challenges the international
community may encounter. Although peacekeeping
is one of the means that has proved workable, it
is only one fragment of what today is called peace
operations. However, the international climate
requires not only problem-solving measures but
also a variety of tools for promoting lasting peace
and security. This lesson and the one that follows
(Lesson 4) provide the student with an insight into
the overall picture of the United Nations interrelated
system that maintains peace and security. While
Lesson 4 discusses the promoting tools, this
lesson deals with what is commonly identified
as peace operations and how these operations
respond to the international communitys call for
conflict management.
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P E A C E O P E R AT I O N S T R A I N I N G I N S T I T U T E
Transparency
A peace operation is primarily a political mission,
and its operational principles derive from its
given mandate. Depending on the given mandate
and the composition of the force (mission), the
principles may differ. Over the years, a range
of basic operational principles (activities) have
been developed. Common for all operations,
however, are those that provide full transparency
throughout the mission, especially a transparency
that is consistent with the prevailing requirements
for security. All personnel (and parties) should
be fully aware of the motives, mission, and
intentions of the operation, since incomplete or
inaccurate communication will foster suspicion and
undermine confidence and trust. To that effect,
liaison between the mission staff and the parties
to the conflict must be the physical mechanism
that promotes transparency and ensures timely
passage of information. In addition, transparency
should include wearing the distinctive and
easily recognizable United Nations insignia that
enhances overt and visible operations.
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Non-Use of Force
In peacekeeping operations, force may not be
used to carry out the mandate. However, non-use
of force excludes defence of United Nations
personnel and property or the use of armed
forces in resisting armed attempts that prevent
peacekeeping forces from discharging their duties
and mandates. Under these circumstances,
the peacekeepers may use force as a means of
self-defence. Such an example can be found at
the UN Interim Force in Lebanon (UNIFIL). 3
Peace enforcement:
UNMIBH
UNPROFOR
MONUC
UNMIS
United Nations soldiers of the British battalion on patrol in Vitez, Bosnia. (UN Photo #318954 by John Isaac,
May 1994)
4 MONUC: http://www.un.org/en/peacekeeping/
missions/monuc/
5 UNMIS: http://www.un.org/en/peacekeeping/
missions/unmis/
P E A C E O P E R AT I O N S T R A I N I N G I N S T I T U T E
3.4
Structure
The peacekeeping operations of today are
frequently multidimensional operations whose
structures are determined by their mandates. They
are generally organized into military components,
sometimes in tandem with military/civilian observer
units and police units. Multidimensional operations
also include a range of civilian elements.
Along with peacekeeping operations, the UN may
also mandate political and peacebuilding support
missions. While the Department of Peacekeeping
Operations (DPKO) in the UN Secretariat provides
the peacekeeping operations with policy guidelines
and strategic directions, the Department of
Political Affairs (DPA) has assumed that same
responsibility for the political and peacebuilding
support missions. The Department of Field Support
(DFS) provides logistical and administrative
support to all operations and missions.
Military Force
Traditional peacekeeping operations were
generally military operations, where observation,
supervision of cease-fire agreements, and
interposing were the means to contain a
conflict and create suitable conditions for peace
negotiations. Missions were limited in both time
and scope and had in the past a nonexistent
or limited role in the political process. Some
operations became open-ended, nearly permanent
operations while pending agreement on peaceful
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Observer missions:
UNTSO
UNMOGIP
UNOMIG
9 UNFICYP: http://www.un.org/en/
peacekeeping/missions/unficyp/
10 MIPONUH: http://www.un.org/en/
peacekeeping/missions/past/miponuh.htm
11 UNCRO: http://www.un.org/en/peacekeeping/
missions/past/uncro.htm
12 UNMIBH: http://www.un.org/en/peacekeeping/
missions/past/unmibh/
56 |
13 UNMIK: http://www.unmikonline.org/
14 UNMISET: http://www.un.org/en/
peacekeeping/missions/past/unmiset/
15 United Nations Police, <http://www.un.org/en/
peacekeeping/sites/police/>.
16 UNTSO: http://www.un.org/en/peacekeeping/
missions/untso/
17 UNMOGIP: http://www.un.org/en/
peacekeeping/missions/unmogip/
P E A C E O P E R AT I O N S T R A I N I N G I N S T I T U T E
3.5
Concept
As previously stated, peacekeeping operations are
complex and intricate endeavours. Their mandates
differ widely, and their sizes and compositions
depend on the specific conflict and the prevailing
conditions in the mission area. Frequently, conflicts
are caused by historical events that occurred long
before the present day. These root causes are
not always understood. Frequently, governments
acting without consideration to these historical
18 UNOMIG: http://www.un.org/en/peacekeeping/
missions/past/unomig/
19 UNMOVIC: http://www.un.org/spanish/Depts/
unmovic/
Root causes are not always understood. Residents in the partially destroyed Muslim enclave of Stari Vitez, Bosnia and Herzegovina. (UN Photo
#31421 by John Isaac, May 1994)
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Traditional operations:
UNEF II
UNFICYP
UNDOF
P E A C E O P E R AT I O N S T R A I N I N G I N S T I T U T E
Multidimensional operation:
UNOSOM II
ONUMOZ
UNMIL
MONUC
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ONUCA
MINURSO
UNTAG
UNTAC
ONUSAL
UNAMSIL
UNMIS
25 UNTAG: http://www.un.org/en/peacekeeping/
missions/past/untag.htm
26 UNTAC: http://www.un.org/en/peacekeeping/
missions/past/untac.htm
27 ONUSAL: http://www.un.org/en/peacekeeping/
missions/past/onusal.htm
28 UNAMSIL: http://www.un.org/en/
peacekeeping/missions/past/unamsil/
29 UNAMA: http://unama.unmissions.org/default.
aspx?/
60 |
30 ONUCA: http://www.un.org/Depts/DPKO/Missions/onuca.htm
31 ONUB: http://www.un.org/en/peacekeeping/missions/past/onub/
32 UNMEE: http://www.un.org/en/peacekeeping/
missions/past/unmee/
33 UNMISET: http://www.un.org/en/peacekeeping/
missions/past/unmiset/
P E A C E O P E R AT I O N S T R A I N I N G I N S T I T U T E
Peacebuilding
While DPKO has the responsibility to provide
necessary guidance and strategic directives to
the peacekeeping operations, the Department of
Political Affairs (DPA) has assumed the same role
for special political missions and peacebuilding
support offices engaged in conflict prevention,
peace-making and post-conflict peacebuilding.
Peacebuilding is perceived as the umbrella
concept that encompasses not only long-term
transformative efforts but also early warning
response efforts and advocacy work.
Attainment of a sustainable peace requires
progress in at least four critical areas:
1. Restoring the States ability to provide security
and maintain public order;
2. Strengthening the rule of law and respect for
human rights;
3. Supporting the emergence of legitimate
political institutions and participatory
processes; and
4. Promoting social and economic recovery and
development, including the safe return or
resettlement of internally displaced persons
and refugees uprooted by conflict.
With the creation of the Peacebuilding Commission
within the Department of Political Affairs, the
United Nations established a mechanism to
deal with peace in a broader context. The
Peacebuilding Commission aims to prevent
outbreak, recurrence, or continuation of armed
conflicts by handling the intricate processes that
concern political, developmental, humanitarian,
and human rights issues. As of January 2010,
there were 12 peacebuilding or political missions
34 ONUB: http://www.un.org/en/peacekeeping/
missions/past/onub/
35
36
37
38
php
UNAMI: http://www.uniraq.org/
UNOGBIS: http://www.unogbis.org/
UNMIN: http://www.un.org.np/unmin.php
BINUB: http://binub.turretdev.com/en/index.
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3.7 Implementation
Implementation
Deployment
The pre-deployment process includes a readiness
assessment of troops and equipment; negotiation
of the Status of Forces Agreement (SOFA); tenders
for supply and commodities; services contracts for
the mission sites; and mobilization of the Strategic
Deployment Stocks. Rapid deployment then
dispatches small advance teams to the mission
area. They make necessary arrangements and
preparations to smooth the way for the reception of
the large number of staff and contingents.
When the mission headquarters arrives, the
command and control structure will be formed,
and the liaison and logistical system will be set
up. Logistics are handled by the Joint Logistics
Operations Centre (JLOC), which is responsible for
the overall coordination of the logistical needs to all
civilian and military components. Additionally, the
Centre often serves as a focal point for the logistic
issues that emerge when linking between UN
peacekeeping, UN agencies, and NGOs.
The arrival and deployment of all other substantive
components are prerequisites for a successful
operation. This part of the deployment phase also
entails the start-up of sector headquarters and field
offices and engages civilian key personnel, military
police, and UN Police. At this point, the mission is
now fully operational and prepared to carry out the
mandate as given by the Security Council.
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Withdrawal
There might be a number of reasons for a
peacekeeping operation to withdraw. The
concerned parties may have arrived to a peaceful
settlement of their disputes that allows the
operation to cease. The mandate may be changed,
another UN partner may begin operations under
a new mandate, or the operation may be handed
over to regional actors. An exit or a handover
necessitates the same careful planning as the
deployment of a mission and must be considered
already in the pre-planning process of the mission.
The withdrawal planning process must consider
which conditions will prevail on the ground once
the operation leaves, including the political
implications of such a change.
Failure or Success
The failure or success of a mission rests on a
number of crucial requirements. First, there must
be a peace to keep. This peace is expressed in the
political will of the warring parties to stop fighting.
The peacekeeping operation should also have the
full backing of the united Security Council jointly
with a clear and achievable mandate combined
with matching financial resources. Favourable
regional factors are necessary, as well. The most
important requirement, however, is the consent
of the parties involved and support from regional
actors, expressed in a positive engagement
strategy. The efficiency, capability, and operational
and human performances of any peacekeeping
entity will also be highly decisive factors.
P E A C E O P E R AT I O N S T R A I N I N G I N S T I T U T E
MISSION HQ
and MLT
Force Commander
Head UNPOL
Component
Human Rights
Component
Head Election
Component
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Learning Questions
Knowledge
and peacebuilding?
Application
Awareness
peacekeeping?
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End-of-Lesson Quiz
1. Which of the following does not fit into the
new political context?
A. Individuals right;
B. Arms control;
C. Culture of reaction;
D. Monitoring manifested conflicts.
D. UNTAC (Cambodia).
B. Peacebuilding;
C. Peace support;
C. Chapter VIII;
D. Chapter six-and-a-half.
A. Preventive deployment;
C. Multidimensional peacekeeping;
A. The Secretary-General;
B. The Special Representative of the SecretaryGeneral;
C. The Force Commander;
C. Legitimacy;
D. Warring factions.
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ANSWER KEY
1C, 2D, 3B, 4A, 5C, 6B, 7D, 8D, 9B, 10B
LESSON 4
THE ROLES OF THE UN
IN THE FIELDS OF DEVELOPMENT
AND RELATED HUMANITARIAN
ACTIONS
LESSON
4
LESSON OBJECTIVES
(Ref: The United Nations Today, p. 147-234, 237-291; and Articles of the Charter)
Lesson 4 covers a missions operational framework. Development and other
related activities should be regarded as an integrated part of the United
Nations main objective to maintain international peace and security.
Development activities are curative measures but also aim to address the
root and causes of conflict, making them the major mechanism in promoting
a lasting peace. Lesson 4 addresses some of the main features of the
development concept in order to give an understanding of development as
the major part of the long reconstruction process that commences at the
end of an emergency. Sections on human rights and humanitarian law have
been included in this lesson because they are considered the most vital
promoting elements in the reconstruction and democratization process that
follows a conflict. The main objective of Lesson 4 is to provide the student
with an understanding of these basic principles.
Key questions to be considered by the student when studying
Lesson 4:
What are the implications of humanitarian law for the conduct of military
operations?
Introduction
The reconstruction of a society is one of the
most complex endeavours undertaken by the
international community. It entails several
phases, from disaster relief and development to
reconciliation. The entire process requires a broad,
holistic, and humanitarian approach.
Consequently, solutions and mandates empowered
to create confidence between and among
conflicting parties through economic and social
development have become imperative and
useful mechanisms to enhance international and
regional security. The protection and promotion of
human rights are equally essential and must be
considered as part of the development concept, as
well as part of international security. Adherence to
the International Bill of Human Rights is likewise
a necessary political condition for prosperous
development, and, therefore, human rights should
be thought of as a natural bridge between security
and development. Although security, development,
and the advancement of human rights are the
fundamental capstones in the democratization
process, the process per se can never be fully
achieved, particularly in war-torn societies, if it
does not include reconciliation.
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Fisherman along the Wataboo beach in Timor Leste casts a net in the water to catch small fish, an environmentally friendly technique. (UN Photo
#256287 by Martine Perret, December 2008)
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UN website on development:
http://www.un.org/development/
While the Economic and Social Council
(ECOSOC) is the United Nations principal body
for coordinating these activities, the United Nations
Development Group consisting of Secretariat
entities as well as development programmes and
funds assists in management and coordination
for development projects. Within the Secretariat,
the Department of Economic and Social Affairs
(DESA) is responsible for policy, analysis, and
coordination, among other tasks, and serves as
the substantive element in formulating global
policy, while the five Regional Commissions assist
in formulating the regional policy in Africa (ECA);
Europe (ECE); Latin America and the Caribbean
(ECLAC); Asia and the Pacific (ESCAP); and
Western Asia (ESCWA).
In the operational field, the United Nations
Development Programme (UNDP) is the main
coordinator of development assistance. The
programme works worldwide and is represented
in more than 130 countries, where it assists
countries in developing their own capacity to build
sustainable human development. In addition to the
UN funds and programmes, there are numerous
governmental and non-governmental bodies that
are instrumental in implementing sustainable
development.
The UN system has devoted a large amount of
attention and resources to the promotion of the
development of human skills and potentials. The
systems annual expenditures, including assessed
and voluntary contribution, amount to USD 20
billion (2007). UNDP, in close cooperation with
over 170 Member States and other UN agencies,
designs and implements projects within four focus
areas: poverty reduction and achievement of the
MDGs; democratic governance; crisis prevention
and recovery; and environment and sustainable
development.2 Capacity building cuts across these
four areas, and defines how the organization
contributes to development results for agriculture,
industry, education, and the environment. It
supports thousands of projects with cumulative
2 UNDP Annual Report 2009, <http://www.
undp.org/publications/annualreport2009/foreword.
shtml>.
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P E A C E O P E R AT I O N S T R A I N I N G I N S T I T U T E
Reconciliation
Field experiences have indeed indicated that the
human wounds from a conflict in which many
have suffered can only be cured if preceded
by a healing process and reconciliation. Such
a reconciliation may take different forms.
While national reconciliation may refer to the
reinstitution of psychological, cultural, economic,
and political conditions, human reconciliation
may involve participatory dialogues between
former adversaries and/or between brothers and
enemies. Even if there is no normative system for
the reconciliation processes, they are occasionally
set up by states emerging from periods of internal
unrest. Examples of past reconciliation processes
include the Historical Clarification Commission
(Guatemala) and the Truth and Reconciliation
Commission (South Africa).
With a few exceptions, governmental organizations
are not geared to handle these deeply human
aspects of complex conflicts, and very little is
understood about the process that has inspired
people to go through genuine reconciliation and
forgiveness. In addition, even if the importance
of the reconciliation process is accepted as a
stepping-stone in achieving sustainable peace and
development, there remains the open question
of how the international community can best
implement reconciliation as an indisputable part of
the peace process.
People-Centred Activities
In a peace operation, development and all other
humanitarian activities require the involvement
of local people. Recognizing the necessity of
humanitarian-oriented operations, the UN has
adopted people-centred strategies involving the
local population. This approach ensures that
projects and similar activities are well anchored
in the communities. No project can be decided
and implemented with just a top-down approach.
In order to achieve full success and to achieve
a continuum of projects within the community
after the peace operation withdraws, the local
residents should be involved from the very outset.
It is paramount that their needs and interests are
identified and pursued in the decision-making
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Officers of the Indonesian Formed Police Unit of the joint African Union/
United Nations Hybrid Operation in Darfur (UNAMID) distribute food rations and religious materials to the residents of the Zamzam camp of the
Internally Displaced Persons (IDP). (UN Photo #397625 by Olivier Chassot,
December 2008)
P E A C E O P E R AT I O N S T R A I N I N G I N S T I T U T E
Establishment
There is a renewed consciousness of the rights
of every human being to decide and control his/
her own destiny. Human rights have become
the universal principle that may overrule even
strictly traditional notions of national sovereignty,
particularly when the sovereignty no longer does
justice to the aspirations of peoples in attaining
their fundamental freedoms. The League of
Nations, the predecessor to the UN, acknowledged
human rights. When the Charter of the United
Nations was drafted and ratified, it reaffirmed
the League of Nations Founders faith in human
rights, and in 1946, the Commission on Human
Rights was established under Economic and
Social Council resolution 9. Since then, a large
number of various declarations, conventions, and
protocols on human rights have been adopted,
progressively increasing in scope and number
over the years. This development indicates the
importance of human rights as one of the most
fundamental principles of international peace and
security, as envisaged in the Charter of the United
Nations. Today, these human rights instruments
have a global impact not only on the individual
human being but also serve as a foundation of
international peace and security and promotion of
development.
Instruments
The Universal Declaration of Human Rights
(1948) sets out a list of basic rights a common
standard of achievement" for everyone in the
world, whatever their race, colour, sex, language,
religion, political or other opinion, national or
social origin, property, birth or other status. Two
instruments, both adopted in 1968, later followed
the Declaration: the International Covenant on
Economic, Social and Cultural Rights; and the
International Covenant on Civil and Political Rights
with corresponding Optional Protocol. The three
She has the right to life, liberty and security (extract from Article 1 of the
Universal Declaration of Human Rights). Young female patients wait to checkin for treatment, under a tent in the compound of the Fistula Unit of Zalingei
Hospital in Sudan. (UN Photo #149571 by Fred Noy, May 2007)
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Learning Questions
Knowledge
Why should development be regarded as a tool
to maintain international peace and security?
What is the purpose of reconciliation?
How can people-centred activities further
strengthen development?
What are the objectives and purposes of the
Law of Geneva?
What is the purpose of the Law of The Hague?
What are the objectives and purposes of human
rights?
What are the preconditions for an individual to
report on any human rights violation?
What are the principal instruments of the
International Humanitarian Law?
What are the two most fundamental principles in
limiting military warfare?
Awareness
What is the essence of the strategic concept for
development?
What is your opinion on the World Bank and its
support to the developing countries?
How can humanitarian imperatives contribute
to a peace process?
How would you describe the differences
between national and human reconciliation?
How would you describe the link between a
relief operation and development?
How would you describe the differences
and similarities between Human Rights and
International Humanitarian Law?
Under what circumstances are the two sets of
laws applicable?
Applications
As a teacher for your hometown college, you and
your second-year students are discussing the United
Nations role in maintaining peace and security. One
of the students asks you why so much money is spent
on peacekeeping and similar operations and less on
development. How will you answer?
Recognizing the interest among the students,
you would like to assess their awareness and
understanding of human rights. You decide to give a
multiple-choice test. List five essential questions you
think are the most appropriate.
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End-of-Lesson Quiz
1. Why is it important to understand social and
economic relationships?
A. 20%
B. 45%
C. 60%
D. 70%
A. OHCHR;
B. UNHCR;
C. ICRC;
D. ICJ.
P E A C E O P E R AT I O N S T R A I N I N G I N S T I T U T E
ANSWER KEY
1B, 2D, 3A, 4D, 5C, 6D, 7A, 8C, 9B, 10D
SECTION III
lesson five
Environments
lesson six
lesson seven
Safety and Security
LESSON 5
ENVIRONMENTS
LESSON
5
LESSON OBJECTIVES
What are the most significant elements you have to consider in the
locale?
In terms of environmental issues, what are the major obstacles you may
face in a mission?
Introduction
The environment in which a Field Operator works
is complex. It concerns the local environment
with its specific habits and cultures and the
mission itself as a multicultural society with
representation from a great number of countries.
Last but not least, the environment referred to here
includes the security environment with its own
obligations and demands, to which the FO has to
be both responsive and dedicated.
A solid educational background and professional
experience are the fundamental criteria in
recruitment and selection of personnel. Apart
from these requirements, an FO must have the
social competence to cope and deal with human
nature. Behavioural principles, such as socializing,
forming friendships, understanding and accepting
new habits, and adjusting to others cultures,
are as important as education and working
experience, and they are prerequisites for the work
to be successful. In this respect, confidence and
accountability are key. Consequently, prospective
Field Operators should make every effort to
prepare for the assignment by making use of
official reports, information about the mission,
public libraries, and conversations with others who
have experience in the specific area. In addition, a
positive attitude, an open mind, and a fair sense of
humour are valuable assets in daily work.
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An all-female Formed Police Unit from Bangladesh, serving with MINUSTAH, arrives in Port-au-Prince to assist with post-earthquake reconstruction. The group, 110-women strong, is the second all-female contingent in
any UN mission in the world. (UN Photo #438559 by Marco Dormino, June
2010)
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Members of the Pakistani contingent of the United Nations Mission in Liberia (UNMIL) march after receiving the medals of honour, in recognition
for their service. (UN Photo #239305 by Christopher Herwig, December
2008)
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A UNHCR aid worker hands a blanket to one of the young victims of cyclone Nargis in Myanmar. (UN Photo #177616 by UNHCR, May 2008)
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Members of the Nepalese contingent in MINUSTAH participate in CIMIC activities in an orphanage located in Kenscoff. (UN Photo #407781 by Logan
Abassi, September 2009)
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Learning Questions
Knowledge
What is CIMIC?
Awareness
Applications
At your college, you become involved in
discussions concerning sexual harassment and
gender issues. One of the students, aware of your
future assignment, asks you how this applies to the
United Nations in general and to a peace mission
in particular. What is your answer?
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End-of-Lesson Quiz
1. Which is NOT a likely challenge faced by
societies affected by war?
A. Ineffective bureaucracy;
B. UN Police;
C. Lack of security;
D. Apathy.
C. Local Police;
D. Civilian Personnel.
A. Mission environment;
B. Health environment;
C. Local environment;
D. Force environment.
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ANSWER KEY
1D, 2B, 3D, 4B, 5A, 6C, 7B, 8D, 9C, 10C
LESSON 6
PRINCIPLES, GENERAL DUTIES,
AND RESPONSIBILITIES
LESSON
6
LESSON OBJECTIVES
6.1 Background
6.2 Obligations and
Duties
6.3 Cultural and Social
Demands
6.4 Personal Demands
6.5 Privleges and
Immunities
Annex
What are the main objectives to keep in mind for the United Nations?
What are the necessary personal traits of an FO?
What is expected from an affiliate of a UN organization?
How would you describe the cultural and social demands therein?
What are the differences between obligations and personal demands?
What kind of personal requirements are expected of an affiliate of a UN
organization?
Introduction
UN field missions are composed of a variety of
sub-units that respond to specific tasks in specific
areas. Typically, missions are highly multifaceted,
where political assistance, humanitarian
intervention, and development are merged in a
pattern not always easy to understand. In addition,
the mixture of military personnel and civilians
has considerably expanded in the last decade,
along with the scope of civilian participation. The
resulting blend of civilians from various parts of
the world, in combination with their multi-ethnic
cultural background, is both a strength and
a weakness for a missions staff. On the one
hand, it is a political strength because it reflects
the international communitys determination
to manage and solve a problem. On the other
hand, it is an operational weakness because of
the civilians sometimes inadequate preparation
that initially hamper an efficient implementation
of a programme or an operation. Although the
weakness will be temporary, it is essential that this
period be as short as possible. A good knowledge
of the Field Operators forthcoming general duties
and responsibilities is, therefore, a prerequisite to a
future field assignment.
6.1 Background
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Credibility as a leader;
A mind to the interests of the employing
organization (e.g., United Nations);
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to assist;
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P E A C E O P E R AT I O N S T R A I N I N G I N S T I T U T E
Expectations
The overall guiding principle of a mission is its
mandate. In a large mission, the mandate may be
a part of the UN resolution, but it can also be a
part of a policy document issued by a government
or non-governmental agency. Sometimes,
particularly in small missions (a project with
limited objectives), the mandate might be a project
document. Even if it is just a project document, the
mandate falls under some overriding principles or
policy decisions.
The FO should acquaint himself or herself with
the mandate and the expressed policies/principles
by studying them, thus fully understanding
and appreciating the overall goals of his/
her forthcoming work. Even if all necessary
information has been provided in terms of duties,
expectations, and job descriptions, there will
always be questions of personal or professional
character. The FOs should never hesitate to ask
any questions, regardless of how irrelevant the
questions may seem. Questions and answers
are essential parts of human interaction and the
means for the sharing of ideas and opportunities.
In asking his/her superiors or counterpart
appropriate questions, both parties will obtain a
clearer understanding of each other, thus avoiding
potential misinterpretations in the future.
The question of authority is another area of
concern. What kind of decision can be taken, and
on whose behalf? To overstep ones authority
causes confusion, embarrassment, and, if
improperly handled, may jeopardize the work itself.
Actively listening to the other party is an important communication technique. (UN Photo #99349 by Evan Schneider, October 2005)
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P E A C E O P E R AT I O N S T R A I N I N G I N S T I T U T E
ANNEX
The Code of Personal Conduct for Blue Helmets
WE ARE UNITED NATIONS PEACEKEEPERS
The United Nations Organization embodies the aspirations of all the people of the world for peace. In this context the
United Nations Charter requires that all personnel must maintain the highest standards of integrity and conduct.
We will comply with the Guidelines on International Humanitarian Law for Forces Undertaking United Nations Peacekeeping
Operations and the applicable portions of the Universal Declaration of Human Rights as the fundamental basis of our
standards. We, as peacekeepers, represent the United Nations and are present in the country to help it recover from the
trauma of a conflict. As a result, we must consciously be prepared to accept special constraints in our public and private
lives in order to do the work and to pursue the ideals of the United Nations Organization.
We will be accorded certain privileges and immunities arranged through agreements negotiated between the United
Nations and the host country solely for the purpose of discharging our peace-keeping duties. Expectations of the world
community and the local population will be high and our actions, behaviour, and speech will be closely monitored.
We will always:
Conduct ourselves in a professional and disciplined manner, at all times;
Dedicate ourselves to achieving the goals of the United Nations;
Understand the mandate and mission and comply with their provisions;
Respect the environment of the host country;
Respect local customs and practices through awareness and respect for the culture, religion, traditions, and gender issues;
Treat the inhabitants of the host country with respect, courtesy, and consideration;
Act with impartiality, integrity, and tact;
Support and aid the infirm, sick, and weak;
Obey our United Nations superiors and respect the chain of command;
Respect all other peace-keeping members of the mission regardless of status, rank, ethnic or national origin, race,
gender, or creed;
Support and encourage proper conduct among our fellow peace-keepers;
Maintain proper dress and personal deportment at all times;
Properly account for all money and property assigned to us as members of the mission; and
Care for all United Nations equipment placed in our charge.
We will never:
Bring discredit upon the United Nations, or our nations through improper personal conduct, failure to perform our duties
or abuse of our positions as peace-keepers;
Take any action that might jeopardize the mission;
Abuse alcohol, use drugs, or traffic in drugs;
Make unauthorized communications to external agencies, including unauthorized press statements;
Improperly disclose or use information gained through our employment;
Use unnecessary violence or threaten anyone in custody;
Commit any act that could result in physical, sexual or psychological harm or suffering to members of the local population,
especially women and children;
Become involved in sexual liaisons which could affect our impartiality, or the well-being of others;
Be abusive or uncivil to any member of the public;
Willfully damage or misuse any United Nations property or equipment;
Use a vehicle improperly or without authorization;
Collect unauthorized souvenirs;
Participate in any illegal activities, corrupt or improper practices; or
Attempt to use our positions for personal advantage, to make false claims or accept benefits to which we are not entitled.
We realize that the consequences of failure to act within these guidelines may:
Erode confidence and trust in the United Nations;
Jeopardize the achievement of the mission; and
Jeopardize our status and security as peacekeepers.
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Learning Questions
Knowledge
Application
Awareness
fitness?
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End-of-Lesson Quiz
1. The blend of civilians from various parts of
the world in a multidimensional operation is
a strength because:
A. It reflects the international communitys will to
solve a problem;
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ANSWER KEY
1A, 2B, 3A, 4D, 5B, 6C, 7D, 8C, 9D, 10D
LESSON 7
SAFETY AND SECURITY
LESSON
7
LESSON OBJECTIVES
7.1 The Principal Context
7.2 Main Principles and
Structure of the UN
Security Management
System
7.3 Responsibilities of a
UN Staff Member
7.4 Personal Safety and
Precautions
7.5 Travel
7.6 Sexual Harassment
7.7 Special Security
Precautions
7.8 First Aid
7.9 Stress Situations
7.10 Health Precautions:
General Rules
Introduction
7.1
Background
Complex political situations frequently cause civil
unrest where violence and the use of arms create
dangerous conditions for Field Operators. Under
such circumstances, the nations infrastructure
may deteriorate, consequently affecting various
means of transport, communication, the availability
of medical facilities, food, water, etc. Remote field
stations become even more remote. Although
the figures on accidents listed below are still
frightening, improvements have occurred. A
better knowledge and awareness among UN field
personnel and the establishment of the Department
of Safety and Security has indeed improved the
situation. Between the years 2002 and 2007,
fatalities have annually numbered from 88 to 136.
The year 2008 recorded 136 fatalities. The DSS
recorded 215 violent incidents against UN staff
around the world between 1 July 2005 and 30 June
2006, including violent robbery, physical assaults,
and rape. Detention and hostage-taking activities
Types
Accident
Malicious Illness
Act
Other
Total
Total
Number
1,136
742
158
2,843
812
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and other necessities, such as a batterypowered flashlight or torch, pocket knife, pocket
dictionary, and a small supply of medical or
prescription drugs for emergencies (headache,
upset stomach, antiseptics for scratches, etc.).
P E A C E O P E R AT I O N S T R A I N I N G I N S T I T U T E
While Travelling
Travel light.
Spread valuable things amongst your luggage
and person.
Upon Arrival
Accommodations
Living conditions may not be the same as you are used to. (UN Photo
#175097 by Ian Steele, January 1985)
The Environment
A necessary and important safety measure is
to become acquainted with the surrounding
neighbourhood.
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At Home
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P E A C E O P E R AT I O N S T R A I N I N G I N S T I T U T E
interruption.
At Work
7.5 Travel
The FOs may do some travelling, but they should
be aware that 50 per cent of all security incidents
occur during travels. Therefore, the FO should
avoid any unnecessary travel and always make
sure that travel is permitted and along routes that
have been declared safe. Although the following
rules are for travel taking place over longer
distances, the FO should also adopt the rules
indicated below for shorter travel when appropriate.
General Rules
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Driving
The need to drive a car either as part of official
duties or for other reasons might be hazardous.
Therefore, bear in mind that a large number of
casualties in field operations are caused by traffic
accidents or driving under off-road conditions. The
traffic pattern, the roads, and the terrain are often
very different conditions than FOs are accustomed
to. This calls for extra caution, particularly since
most accidents are due to high speeds and
unskilled drivers.
Be extra cautious when driving through populated
areas. Children might be out playing and are
unpredictable in their movements. Slow down and
give them enough room to move out of the way.
On the road, speed is a crucial factor in difficult
weather conditions and should always be lower
than that of regular weather conditions. In winter
conditions, always keep a safe distance behind
other vehicles and keep a closer watch than usual
on other cars, motorcyclists, and bicyclists. Bear
in mind the particular characteristics of different
weather conditions. On icy roads, it is essential to
do everything more carefully than normal. Slow
P E A C E O P E R AT I O N S T R A I N I N G I N S T I T U T E
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Detained
If the FO is detained, the organization will make
every effort to secure a safe release, even if the
in-country government has the main responsibility.
There are a number of activities that will be carried
out, each one too comprehensive to be described
in this document. Nevertheless, the FO should
keep in mind that there is no reason to conceal
anything from the abductors; make it clear that you
are a member of the UN a peaceful organization
and explain the mandate of the mission. Do not
fear any later disapproval or punishment because
of saying something you were forced to. Under
these circumstances, your first task is to survive
and come out of the situation with as little difficulty
as possible.
Mine Awareness
An FO frequently works in a conflict area or in
the vicinity of former battlefields. A thorough
knowledge of the mine situation and other types
of battlefield debris is a necessity before entering
such areas. Situations may also occur where some
elements of the conflicting parties are engaged
in operations using not only mines but also other
explosive devices directed against each other
or UN personnel. Avoid these areas. If off-route
movements are inevitable, walk or drive on stony
ground, where mines or munitions would be hard
to conceal. Recognition of devices/mines in use
and where such threat exists is a must for all UN
personnel and others concerned. The following
can serve as general guidance.
Where to expect mines:
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P E A C E O P E R AT I O N S T R A I N I N G I N S T I T U T E
When in Vehicles
(medics).
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Weather Conditions
If you encounter heat exhaustion, you may
recognize the symptoms, including exhaustion,
headache, pains in the back or limbs, mental
confusion, and fainting. Cramps, abdominal pains,
vomiting, collapse, and deep unconsciousness are
indicators of severe exhaustion. Treat the patient
for shock.
Burns
of alcohol.
P E A C E O P E R AT I O N S T R A I N I N G I N S T I T U T E
Applications
You have just arrived at your new duty station
(location) and have the first informal discussion
with your partners from another UN agency. The
issue of security is discussed, and it seems that
your partners are not particularly concerned. When
you stress the importance of safety and security
and the necessity to read the security instructions,
they answer, Dont worry! But, just give us five
reasons why we need to read it! How would you
answer?
Learning Questions
Knowledge
Global Handwashing Day 2008 is being observed in the photo above. The
day was recognized in over 70 countries across five continents in an effort
to mobilize and motivate millions around the world to wash their hands
with soap, ultimately raising awareness to the risk of disease this simple
act can prevent. (UN Photo #201508 by Marco Castro, October 2008)
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End-of-Lesson Quiz
1. Which is the leading cause of fatalities on
mission?
A. Accidents;
B. Malicious acts;
C. Illness;
D. Other.
B. Confidence-building;
C. Security consent;
A. Upon arrival;
B. At the office;
C. Before departure to the Mission;
D. At work.
A. In paved tracks;
B. Around houses and equipment;
C. Bottlenecks, edges, and forks in roads and
tracks;
D. Both b. and c.
P E A C E O P E R AT I O N S T R A I N I N G I N S T I T U T E
ANSWER KEY
1A, 2D, 3C, 4A, 5D, 6C, 7D, 8D, 9A, 10D
SECTION IV
lesson eight
The Available Tools
lesson nine
The Partners
LESSON 8
THE AVAILABLE TOOLS
LESSON
8
LESSON OBJECTIVES
8.1 Participatory Methods
8.2 Projects and Project
Control
8.3 Verification/
Monitoring
8.4 Transparent
Communication
8.5 Negotiation
8.6 Mediation
8.7 Written
Communications and
Reports
8.8 Communication with
the Media
Previous lessons have given the student awareness of and familiarity with
the UNs guiding principles seen from both the institutional and operational
perspectives. Other lessons have focused on the working environment,
giving the student awareness of the problems and practicalities he/she
may face in the field. Subsequently, the following lessons deal with how a
Field Operator may utilize the various available mechanisms and entities
that have proven useful in the accomplishment of the work. While the
next lesson provides information on other organizations usually present
in the field, Lesson 8 discuss some of the most promoting tools that have
proven to be essential for professional fulfilment of a task. However useful
this information may be, it should be emphasized that the necessary skill
of a Field Operator can only be achieved through personal and practical
experiences.
Key questions to be considered by the student when studying
Lesson 8:
Introduction
Most United Nations missions have a humanitarian
and/or political dimension where human interaction
and contacts must be the principal instruments of
success. Positive outcomes will be hard to achieve
without an effective and practical use of these
communicative mechanisms. The basic elements
of interpersonal communications are: making
contacts, talking to people, and being concerned.
These human behaviours normally exercised at
home will also provide a favourable atmosphere in
the field. If these actions prevail amongst a mission
staff, this will greatly facilitate the FOs work,
regardless of whether the work concerns reaching
a cease-fire agreement or implementing a project.
However, the techniques of achieving a positive
atmosphere depend on the task and the available
resources. Several working tools or methods are
at the FOs disposal, generally defined as the
promoting mechanisms between a given task,
available resources, and the accomplishment.
8.1
Participatory Methods
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8.2
General
Several thousands of field workers worldwide
are involved in the technical implementation of
projects frequently associated with a national
development programme. The international and/
or national FOs who work under such conditions
will probably face a wide range of tasks, everything
from planning to evaluation. Depending on the
FOs level of expertise and experience, he/she
may be responsible for certain parts of the project
or even have to assume full responsibility for
<http://www.commdev.ca/books.php>.
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P E A C E O P E R AT I O N S T R A I N I N G I N S T I T U T E
Management
It is recommended that a flow chart be developed
to follow a project and ensure effective
management. The chart will provide the project
8.3 Verification/Monitoring
Principles
Verification means to verify, inspect, or test that
an agreement meets the legal and/or regulatory
requirements agreed upon the parties involved.
However, monitoring implies an active collection,
verification, and an immediate use of information.
Thus, verification can be part of a monitoring
process. The words verification and monitoring
are used frequently in the UN system but are not
always properly defined.
There are a number of tasks with implications in
verification and monitoring. Sensitivity and an
awareness of the political situation are particularly
vital. This sensitivity requires a careful but not
abusive supervision, observation, and gathering
of information. Combined with accurate reporting,
these activities can be the most essential tools
towards achieving mission success. For the
purpose of this section, the various verification/
monitoring missions are all titled monitoring.
Depending on her/his previous experiences, an
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Humanitarian Assistance
Election
Election monitoring engages both long-term and
short-term observers. Long-term observers begin
their work weeks before the actual election day.
They monitor the candidate registration process,
the legal framework, the media cover, the work of
the various national election committees, and the
campaigns of the political parties. The election
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P E A C E O P E R AT I O N S T R A I N I N G I N S T I T U T E
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P E A C E O P E R AT I O N S T R A I N I N G I N S T I T U T E
8.5 Negotiation
Purpose
Information Technology
New information technology has brought
another dimension to the management of UN
field missions. At the headquarters level, the
Department of Peacekeeping Operations (DPKO)
is supported by an excellent communications
system (voice, video, and data transmission) that
can rapidly be deployed anywhere on the globe.
This new technology also offers opportunities for
better interoperability as it provides an effective
sharing of information among the various elements
in a field mission. This concept is specifically
known as transparency.
The possibilities of monitoring operationally
sensitive areas are explored and well known. In
the aftermath of the 1972 war between Egypt and
Israel, the Sinai Field Mission (SFM) was charged
with monitoring the militarily sensitive Mittla Pass in
the Sinai desert. By using highly sensitive sensors,
a small civilian contingent was engaged in an
early warning system that worked satisfactorily for
six years. Aerial surveillance was used over the
Golan Heights (Israel/Syria) in the 1970s, and other
classical intelligence activities were also carried
out during the UN Operation in the Congo (ONUC)
in the 1960s.
The technology of today includes high-tech
scanning equipment, such as video cameras,
4 US Army Center for Lessons Learned Sample Peacekeeping Operations - Intelligence
Checklist for refugee situations.
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Preparation
Since the basic purpose of negotiation is to
achieve something or to resolve a dispute, the
negotiators must be well prepared. The definition
and identification of the problem is only part of the
preparation.
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P E A C E O P E R AT I O N S T R A I N I N G I N S T I T U T E
as follows:
8.6 Mediation
Use of Interpreters
In mediations (as for negotiations), interpreters
are frequently needed. They are often recruited
from the local population and paid a salary in
accordance with a UN contract. A good interpreter
is an asset in all negotiations/mediations not
only in translating the local language but also in
knowing the customs and habits of the country.
However, one has to be careful not to discuss
sensitive matters directly with interpreters that
may have an impact on the situation, considering
the interpreters loyalty, which may not always rest
with the employing organization. An interpreter
should be required to interpret with the greatest
of accuracy, not add anything, try to explain a
subject, or participate in the discussions. He/
she must have a non-visible attitude and be as
impartial as possible. In an interpreted discussion,
the principals should speak directly to their
counterparts and not to the interpreter.
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Email
Electronic mail is by far the fastest and most
accessible way to communicate. The UN is
currently implementing an electronic flow of
documents through a processing system known
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P E A C E O P E R AT I O N S T R A I N I N G I N S T I T U T E
Examples of Letters
Example 1
An Official Letter is normally used between two organizations.
SECURITY CLASSIFICATION
Copy _____ of _____Copies
Address of Sender ________________________________________________
Reference ___________
Addressees
SUBJECT _____________________________________________
References A................................................................
B................................................................
1................................................................................................................................
............................................................................................................................
2.......................................................................................
a..............................................................................................
b........................................................................................
(1)..............................................
(a).......................................
i.....................................
ii................................
SIGNATURE BLOCK
Annexes
Enclosures
Copies
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Examples of Letters
Inter-Office Memo is used for internal correspondence within a mission or a HQ. It is designed to save time and
may be handwritten.
Letterhead of the Mission or Office
TO: ..............................................
DATE: __________________
THROUGH: .....................................
REF: __________________
FROM: .............................................
SUBJECT _____________________________________________
1.....................................................................................................
..............................................................
2......................................................................................
......................................................................................
a.
b.
3.....................................................................................................
Copy to:.................................
Learning Questions
Knowledge
in discussions?
What is an evaluation?
What is a liaison?
Why is information so necessary in an
emergency operation?
Applications
You have been in the mission area for several
months and consider yourself a veteran with lots
of experience. Your chief is very appreciative, and
you are given more responsibilities. One day,
he enters your office and asks you to prepare
a negotiation concerning the water purification
project your office is developing: Hi, we need to
move forward with this water project, particularly
to discuss the location of the plant. You know that
the locals are rather hesitant to the site we have
proposed. Prepare a memo with some points
discussing how we can identify the problem
and get the local people involved. Later we can
incorporate the facts. Send the memo to my office
by this afternoon at the latest! How would you
proceed, and what will be included in the memo?
P E A C E O P E R AT I O N S T R A I N I N G I N S T I T U T E
End-of-Lesson Quiz
1. What are the key elements of the
participatory method?
2. Project justification:
A. Is when the project is described in some brief
but substantial terms and then conceptualized;
B. Is the first formal step;
C. Is necessary for requested financial resources;
D. Includes a course of action.
3. Monitoring encompasses:
A. Observation, information-gathering, and
reporting;
B. Assistance and advising;
C. Observation and supervision;
D. Supervision, assistance, and reporting.
4. Liaison means:
A. To serve as a communicator between various
actors;
B. The structural link between other organizations;
C. To provide timely passage of information
between conflicting parties;
D. To observe and act as a supervisor.
6. Negotiation is:
A. A direct dialogue with one or more counterparts;
B. Facilitating the dialogue between other parties;
C. Making sure your demands are met.
D. The act of enforcing a solution.
ANSWER KEY
1D, 2B, 3A, 4A, 5D, 6A, 7B, 8A, 9C, 10C
LESSON 9
THE PARTNERS
LESSON
9
LESSON OBJECTIVES
9.1 The Need for Proper
Identification
9.2 UN Programmes and
Funds
9.3 UN Specialized
Agencies
9.4 International
Organizations with
Member States
9.5 Non-Governmental
International
Organizations
9.6 International
Governmental
Organizations
9.7 Non-Governmental
Organizations
Introduction
The number of organizations involved in UN
operations has dramatically increased. For
instance, in 1997, just two years after the signing of
peace accords, Guatemala hosted approximately
700 different aid organizations working in the
country. Regardless of the organization, where
similar conditions prevail, experiences will be the
same. The difficulties of identifying and labelling
most of these entities are obvious, although there
are some prevalent definitions.
The term international organizations may be
interpreted as organizations and procedures that
require a framework of cooperation between
states. Non-governmental organizations (also
referred to as non-government organizations) are
organizations founded and governed by citizens
without any formal governmental representation.
Although these two definitions seem to be rather
straightforward, there are some objections to such
definitions as to the limits concerning governmental
versus non-governmental organizations. These
definitions may be further confused with the
use of the terms international governmental
organizations and non-governmental international
organizations. The United Nations has an official
classification system, which lists organizations
as either part of the UN system or as outside the
system, where distinctions are made between
different types of organizations. It is beyond the
scope and purpose of this lesson to strictly define
and follow the official classification system. The
classifications are further complicated by many
contradictions. Instead, at the authors own
discretion, the lesson will provide a compilation of
organizations that are useful to be aware of.
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Nadia Hadi, United Nations Humanitarian Affairs Officer, liaises with the
camp manager of an Internally Displaced Persons IDP camp, to facilitate
and coordinate the provision of humanitarian assistance in Timor-Leste.
(UN Photo # 366065 by Martine Perret, April 2009)
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P E A C E O P E R AT I O N S T R A I N I N G I N S T I T U T E
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http://www.undp.org/
http://www.unep.org/
158 |
P E A C E O P E R AT I O N S T R A I N I N G I N S T I T U T E
Flood victims in Rahim Yar Khan, a city in the south of Punjab Province,
Pakistan, receive rations from the UN World Food Programme (WFP),
including wheat flour, vegetable oil and high-energy biscuits. (UN Photo
#444169 by Amjad Jamal, August 2010)
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P E A C E O P E R AT I O N S T R A I N I N G I N S T I T U T E
A nurse comforts a sick child at a cholera treatment centre (CTC) in Haitian capital, Port-au-Prince. The centre is among several established by
local health authorities and international groups, including the UN World
Health Organization (WHO), to separate cholera patients and combat
the spread of the disease. (UN Photo #456208 by Logan Abassi, November
2010)
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P E A C E O P E R AT I O N S T R A I N I N G I N S T I T U T E
Amnesty International
http://www.amnesty.org/
Amnesty International is a worldwide campaigning
movement that works to promote all the human
rights enshrined in the Universal Declaration of
Human Rights and other international standards.
In particular, Amnesty International campaigns
to free all prisoners of conscience; ensure fair
and prompt trials for political prisoners; abolish
the death penalty, torture and other cruel
treatment of prisoners; end political killings and
disappearances; and oppose human rights
abuses by opposition groups.
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P E A C E O P E R AT I O N S T R A I N I N G I N S T I T U T E
USAID
http://www.usaid.gov/
U.S. foreign assistance has always had the
twofold purpose of furthering Americas foreign
policy interests in expanding democracy and free
markets while improving the lives of the citizens of
the developing world. Spending less than one-half
of 1 per cent of the federal budget, USAID works
around the world to achieve these goals.
USAID provides assistance in six regions of
the world: Sub-Saharan Africa; Asia and the
Near East; Latin America and the Caribbean;
and Europe and Eurasia. With headquarters in
Washington, D.C., USAIDs strength is its field
offices around the world. These offices work
in close partnership with private voluntary
organizations, indigenous organizations,
universities, American businesses, international
agencies, other governments, and other U.S.
government agencies.
Other organizations with similar structures and
objectives are:
Children are shown painting and playing with clay in a tented child-friendly space conceived by Project Concern International and funded by USAID
in the Bel Air neighbourhood of Port-au-Prince, Haiti. (UN Photo #450582
by Sophia Paris, July 2010)
9.7 Non-Governmental
Organizations
More than 3,100 organizations have consultative
status with the United Nations (ECOSOC). Only a
few and the most well known are mentioned here.
Save the Children Fund
http://www.savethechildren.net/
Save the Children was founded on 19 May 1919.
Working in over 120 countries across the globe and
comprising more than 30 organizations, Save the
Children is the largest independent movement for
children. Save the Childrens programmes bring
relief to millions of children and deliver immediate
and sustainable results, working to provide both
emergency relief and long-term improvements. The
organization seeks to secure childrens rights to
food, shelter, safety, healthcare, and education.
Lutheran World Federation (LWF)
http://www.lutheranworld.org/
The Lutheran World Federation (LWF) is a global
communion of Christian churches in the Lutheran
tradition. Founded in 1947 in Lund, Sweden,
the LWF now has 140 member churches in 79
countries representing 68.5 million Christians.
The LWF acts on behalf of its member churches
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http://www.catholicrelief.org/
http://www.care.org/
P E A C E O P E R AT I O N S T R A I N I N G I N S T I T U T E
Oxfam
http://www.oxfam.org/
Oxfam International, founded in 1995, is
an international group of 13 autonomous
non-governmental organizations. The individual
Oxfam member organizations work in different
ways but have a common purpose: addressing the
structural causes of poverty and related injustices,
both in longer-term development work and in
times of urgent humanitarian need. Oxfam works
primarily through local organizations in more than
100 countries.
The Oxfam International Secretariat has a small
team of staff, which coordinates communication
and cooperation between 13 members from its
base in Oxford, UK. The six Advocacy Offices
lobby various institutions in Brasilia, Brussels,
Geneva, Rome, and Washington.
The British aid agency, OXFAM, installing a water supply system at Stankovac 1 near Brazde. Stankovac 1 is the first major reception site established by NATO, with UNHCRs support, several kilometers from the Kosovo
border. UN Photo #76370 by HJ Davies, April 1999)
Caritas
http://www.caritas.org/
http://www.interaction.org/
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Learning Questions
Awareness
Knowledge
168 |
Applications
You are asked to make a presentation on the ICRC.
Although you are well aware of the mandates and
structures of the organization, you would like to be
more specific concerning the organizations unique
position in the international community. What are
the points you would like to emphasize?
P E A C E O P E R AT I O N S T R A I N I N G I N S T I T U T E
End-of-Lesson Quiz
1. The term International Organizations as
commonly defined and accepted refers to:
A. UNHCR;
B. ICRC;
C. UNICEF;
UNDP;
UNEP;
UNOPS;
UNDCP.
3. UNFPA provides:
A.
B.
C.
D.
D. OHCHR.
MSF;
CRS;
ICRC;
WHO.
ANSWER KEY
1C, 2C, 3C, 4A, 5A, 6A, 7A, 8C, 9B, 10C
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AMR
ASEAN
AU African Union
CARE
CD
Conference on Disarmament
CEB
CMO
CRS
CSA
CSFP
DDR
DESA
DFS
DGACM
DM
Department of Management
DO
Designated Official
DPA
DPI
DPKO
DSS
DUF
EC European Commission
ECA
ECE
ECHA
ECLAC
ECOSOC
ERC
ESCAP
ESCWA
EU European Union
170 |
P E A C E O P E R AT I O N S T R A I N I N G I N S T I T U T E
FAO
FO Field Operator
FSCO
GA General Assembly
GATT
HLCM
HLCP
HOM
Head of Mission
HQ Headquarters
HR Human Rights
IAEA
IASC
IBRD
ICAO
ICC
ICJ
ICRC
ICSID
IDA
IDEA
IEFR
IFAD
IFC
IFRC
IHL
IHRL
ILO
IMF
IMPP
INSARAG
IOM
IPCC
ISAF
ITU
JLOC
LSU
LWF
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MCDLS
MCDU
MDG
MIGA
MILOBS
MLT
MOSS
MOU
Memorandum of Understanding
MSF
MSO
OCHA
OECD
OHCHR
OIC
OIOS
OLA
OSCE
OSG
PAR
RC Resident Coordinator
ROE
Rules of Engagement
RRA
SC Security Council
SG Secretary-General
SHA
SMT
SOFA/SOMA
SRSG
SSFP
SSM
SSR
172 |
P E A C E O P E R AT I O N S T R A I N I N G I N S T I T U T E
TAM
TCC/PCC
Troop/Police-Contributing Country
UNAIDS
UNCITRAL
UNCT
UNDAC
UNDP
UNEP
UNFCCC
UNFPA
UNHCR
UNHQ
UNHRC
UNHRD
UNICEF
UNIDO
UNITAR
UNNY
UNOG
UN Office in Geneva
UNON
UN Office in Nairobi
UNOPS
UNOV
UN Office in Vienna
UNPOL
UNRWA
UN Relief and Works Agency for Palestine Refugees in the Near East
UNSSC
UNU UN University
UNV
UPU
USAID
WFP
WHO
WIPO
WMO
WTO
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DOMREP
MINUGUA
MINURCA
MINURCAT
MINURSO*
MINUSTAH*
MIPONUH
MONUA
MONUC
MONUSCO*
ONUB
ONUC
174 |
P E A C E O P E R AT I O N S T R A I N I N G I N S T I T U T E
ONUCA
ONUMOZ
ONUSAL
UNAMA
UNAMIC
UNAMID*
UNAMIR
UNAMSIL
UNASOG
UNAVEM
UNCRO
UNDOF*
UNEF
UNFICYP*
UNGOMAP
UNIFIL*
UNIIMOG
UNIKOM
UNIPOM
UNISFA*
UNMEE
UNMIBH
UNMIH
UNMIK*
UNMIL*
UNMISS*
UNMIS*
UNMISET
UNMIT*
UNMOGIP*
UNMOP
UNMOT
UNOCI*
UNOGIL
UNOMIG
UNOMIL
UNOMSIL
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UNOMUR
UNOSOM
UNPREDEP
UNPROFOR
UNPSG
UNSF
UNSMIH
UNTAC
UNTAES
UNTAET
UNTAG
UNTMIH
UNTSO*
UNYOM
P E A C E O P E R AT I O N S T R A I N I N G I N S T I T U T E
Format of Questions
The exam consists of 50 multiple-choice questions. Each question gives the student a choice of four
answers marked A, B, C, and D, with only one of these being the correct answer.
Time Limit
There is no time limit for the exam. This allows the student to read and study the questions carefully, and
to consult the course text. Furthermore, if the student cannot complete the exam in one sitting, he or she
may save the exam and come back to it without being graded. The Save button is located at the bottom
of the exam, next to the Submit my answers button. Clicking on the Submit my answers button will end
the exam.
Passing Grade
To pass the exam, a score of 75 per cent or better is required. An electronic Certificate of Completion
will be awarded to those who have passed the exam. A score of less than 75 per cent is a failing grade,
and students who have received a failing grade will be provided with a second, alternate version of the
exam, which can likewise be completed without a time limit. Students who pass the second exam will be
awarded a Certificate of Completion. Those who fail the second exam will be disenrolled from the course.
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P E A C E O P E R AT I O N S T R A I N I N G I N S T I T U T E
English
French
Spanish
Ethics in Peacekeeping
Human Rights
Mine Action
The Peace Operations Training Institute is committed to bringing essential, practical knowledge
to students, and is always working to expand its curriculum with the most up-to-date and relevant
information possible. POTIs latest course list can be found at www.peaceopstraining.org, which
includes the courses increasing availability in Portuguese and Arabic. Visit the website regularly
to keep abreast of the latest changes to POTIs curriculum.
Peace Operations
Training Institute
A N I N T R O D U C T I O N TO T H E U N S Y S T E M
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www.peaceopstraining.org