Professional Documents
Culture Documents
C O U R S E AU T H O R
Security for
Peace Operations Personnel
C O U R S E AU T H O R
Security for
Peace Operations Personnel
FOREWORD . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . viii
METHOD OF STUDY. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ix
LESSON 1: THE UNITED NATIONS SECURITY SYSTEM. . . . . . . . . . . 11
1.1
1.2
1.3
What is in Place?. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31
2.2
2.3
Warden System. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34
3.2
3.3
UN Mandates. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47
Risk Assessment. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 61
4.2
Problem Solving. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 64
4.3
Critical Thinking. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 68
5.2
Personal Security. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 79
5.3 Awareness. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 83
5.4
LESSON 6: SKILLS. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 93
6.1 Communications . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 95
6.2
6.3
6.4
7.2
Gender. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 139
8.2
9.2
9.3
9.4
10.3
11.2
11.3
11.4
11.5
12.2
12.3
12.4
12.5
Foreword
With more than 116,000 people deployed in 15 missions worldwide, the need for UN peacekeeping continues
to rank high. New studies of UN Peacekeeping Operations suggest a rising demand for peacekeeping forces to
counter growing political and security instability internationally, from conflicts rooted in threats like environmental
changes, economic shock, and transnational crime. Today, the nature of peacekeeping operations is varied and
complex, requiring far more sophisticated training for all personnel. Many more countries contribute to these
operations, with uniformed personnel from 114 Member States currently. Planning and organization is not only
more complex but also difficult with such a multicultural and multilingual contribution.1 Security and protection
issues for UN peacekeeping personnel have changed dramatically since the first armed peacekeeping operation
was deployed to the Suez crisis in 1956.2 Even prior to this, in 1948, when the United Nations Truce Supervision
Organization (UNTSO) was created, fatalities were limited (a total of 50 at UNSTO and 2970 for all missions
between 1948 and 2011).3 Almost 70 per cent of fatalities since 1948 can be attributed to accidents or illness.4
This course deals with all forms of security that affect the peacekeeper. An examination of the table of contents
indicates that we will cover a wide variety of issues that peacekeepers whether military, police, or civilian
will face during their time on mission. Being able to undertake a proper risk assessment analysis will assist in
critical thinking and problem solving and may save your life. Understanding security issues at home and in the
workplace will allow you to avoid the various pitfalls that many suffer because they were inattentive. Developing
a set of skills from communications to being culturally aware will assist you in the performance of your role as a
peacekeeper. Too often peacekeepers get into difficult circumstances because they did not adequately develop an
appropriate set of skills before and during their mission.
Today peacekeeping missions are fundamentally different than those prior to 1990. Traditional notions of
peacekeeping have been supplanted by aspects of post-conflict reconstruction and peacebuilding related to
improving security conditions in the country of the mission. Coupled with this is the United Nations vital role of
protecting women and children as part of its mandated task of protecting civilians. As we have seen in a number
of recent peacekeeping missions a new element is receiving important attention. We now see that sexual violence
challenges conventional notions of what constitutes a security threat.5
This course does not replace either Basic Security in the Field (BSIF II) or Advanced Security in the Field (ASIF).
Basic Security in the Field II is required by all UN staff. Advanced Security in the Field is required to be taken by
all United Nations personnel assigned to or travelling to a location that is in Security Phase I or above. Please see
Lesson 2 for an examination of the new security level system. For those of you going on your first Mission, it is
important to identify and meet with your Security Officer as soon as you arrive.
1
2
3
4
5
See http://www.un.org/en/peacekeeping/operations/current.shtml
UN Emergency Force (UNEF 1), 1956
For more information: <http://www.un.org/en/peacekeeping/fatalities/>.
See the statistics at http://www.un.org/en/peacekeeping/fatalities/documents/StatsByMissionIncidentType_4.pdf
An Analytical Inventory of Peacekeeping Practice (United Nations, New York, June 2010), p. 14
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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
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.
S E C U R I T Y F O R P E A C E O P E R AT I O N S P E R S O N N E L
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LESSON 1
THE UNITED NATIONS SECURITY
SYSTEM
LESSON
1
LESSON OBJECTIVES
1.1 The United Nations
Security System
1.2 Agencies Related to
UN Security
1.3 The Department
of Peacekeeping
Operations
By the end of Lesson 1, the student should be able to meet the following
objectives:
Identify the role of the Department of Safety and Security (DSS); and
Explain the activities of the Department of Peacekeeping Operations
(DPKO).
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1.2
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S E C U R I T Y F O R P E A C E O P E R AT I O N S P E R S O N N E L
Security Council
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The Secretariat
Conduct studies;
Promote economic and social development;
Produce and publish statistical publications;
Organize conferences, expert group meetings,
and seminars;
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S E C U R I T Y F O R P E A C E O P E R AT I O N S P E R S O N N E L
DPKO Mandate
Second Generation
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Third Generation
Referred to as muscular peacekeeping, third
generation peacekeeping works to accomplish
a robust mandate. Peacekeepers are given
authorization to take all necessary measures
to fulfil its mandate (an intrusive mandate); and
to take the necessary action, in the areas of
deployment of its forces and as it deems within its
capabilities (a soft, but robust mandate).
Towards Fourth Generation
Peacekeeping without the consent of the host
nation defines the fourth generation of UN
peacekeeping operations.
Some examples are UN Security Council
resolution 1769/2006 (Sudan/Darfur), UN Security
Council resolution 1706/2006 (Somalia), and the
Responsibility to Protect.
Basic Structure of a Mission
Special Representative of the Secretary General
Force
Commander
(FC)
UNPOL
Chief Admin.
Officer
(CAO)
Office for Coord.
of Humanitarian
Assistance
(OCHA)
Civilian
Components
Request/Consent;
Needs Assessment Mission;
Meetings of the Secretary-General;
Report of the Secretary-General to the Security
Council; and
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S E C U R I T Y F O R P E A C E O P E R AT I O N S P E R S O N N E L
Initial consultation
As a conflict develops, worsens, or approaches resolution, the UN is frequently involved in a number
of consultations to determine the best response by the international community. These consultations
would likely involve:
All relevant United Nations actors
The potential host government and the parties on the ground
Member States, including States that might contribute troops and police to a peacekeeping
operation
Regional and other intergovernmental organizations
Other relevant key external partners
During this initial phase the UN Secretary-General may request a strategic assessment to identify all
possible options for UN engagement.
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Deployment
Deployment of an operation proceeds then as quickly as possible, taking into account the security and
political conditions on the ground.
Implementation Phase
During this phase the Security Council Resolution
is implemented by the Secretary-General. In
addition, the role of the DPKO is determined.
Other items to be determined during the
implementation phase include these:
Termination phase
In the termination phase of a peacekeeping
operation, there are three different outcomes:
first, the mission can be declared a failure when
peacekeepers are forced out (or asked to leave)
and the fighting continues; second, the mission can
continue indefinitely such as in Cyprus; or third, the
mission can be declared a success once elections
are held. The completion of elections, however,
may not ultimately end the conflict, as the cases of
Angola and Cambodia indicate.
Conflict
Security Council
Consultations
Security Council
Resolution
Under-SecretaryGeneral
Fact-Finding
Mandate
PKO Type, Size,
Comp, Costs
Appointment of SRSG,
FC, PC, HUM, CAO, Others
Operation
Withdrawal Plan
A traditional United Nations peacekeeping
operation can be said to have successfully
completed its mandate once the states concerned
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Secretary-General
S E C U R I T Y F O R P E A C E O P E R AT I O N S P E R S O N N E L
Host
Country
Legal Framework
Chapters VI, VII, and VIII of the UN Charter provide
the legal framework for mission development. The
following also provide legal guidance:
Peace accords;
Coor
dina
tion
Cooperation
National laws;
Mission rules and directives;
Concepts of Operations;
Force Commanders or Police Commissioners
directives;
Status of contingents;
Freedom of movement;
Communications facilities;
Use of flags, uniforms, and weapons; and
Applicability of local laws.
Principles of the Modern Peacebuilding
Support Office (PSO)
Fundamental guidelines for a modern PSO include
an emphasis on unity of command and effort,
impartiality, consensus of the parties, credibility,
transparency of operations, and negotiation and
mediation. The use of force is acknowledged as a
possible but last resort tool. Security is the overall
goal and must be met through flexibility, expression
of mutual respect, free movement of actors (who
Competition
Coexistence
Conflict
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From the creation of the United Nations in 1945 until the early 1990s, UN personnel felt protected
by its flag because of its perception of neutrality. As UN mandates changed and peace operations
became more robust, peacekeepers and humanitarian staff working alongside one another came under
increased threat of physical harm.
The security management system of the United Nations needed to change and UNSECOORD the
Office of the United Nations Security Coordinator was authorized by the General Assembly to increase
its staff, particularly in the field. Over the recent years, there has been a greater coordination of security
efforts and increased professionalization of the security service of the UN.
The suicide truck-bomb attack on the UN Headquarters at the Canal Hotel in Baghdad on 19 August
2003, which resulted in the deaths of 22 UN staff and visitors plus over 150 injuries was followed by
another attack on the Canal Hotel resulting in two additional deaths and another 19 injuries.
The resulting report of the Independent Panel on the Safety and Security of United Nations Personnel,
led by Martti Ahtisaari, former Finnish President (referred to as the Ahtisaari panel), made the following
assessment in its investigation of the attack:
The United Nations could, in theory, be the target of attacks anywhere at any time, from Baghdad to
Kabul, Nairobi, Jakarta, Geneva, or New York.
There are no indications that the perpetrators of the attacks in Baghdad would refrain from attacking
other UN targets worldwide.
The Ahtisaari panel recommended a new, drastically revised security strategy for the United Nations.
The Panel recommended that the core elements of the new strategy include an indepth review and
reform of the United Nations security system; clear guidance by and clear responsibilities of the United
Nations to ensure the security of its staff; the availability of professional assessment tools for the
collection of information on potential threats and for the analysis of risk for United Nations operations
worldwide; a robust security management system with adequate disciplinary measures to counter
non-compliance; accountability at all managerial levels for the implementation of security regulations;
and significant increases in resources to develop and maintain the necessary security infrastructure.
A concerted effort was subsequently made across the United Nations system to overhaul and improve
staff security arrangements. A proposal for strengthening and unifying the United Nations security
management system was presented to the 59th session of the General Assembly in Report A/59/365
of 11 October 2004. This resulted in the adoption of General Assembly Resolution (A/RES/59/276, XI,
7 - 23 December 2004) that created the Department of Safety and Security which merged the security
management component of the Office of the United Nations Security Coordinator (UNSECOORD), the
Security and Safety Services (SSS) at Headquarters and at Offices away from Headquarters, (including
the regional commissions), and the civilian security component of the Department of the Department of
Peacekeeping Operations (DPKO) into a single security management framework.
5 Available from <https://trip.dss.un.org/dssweb/
aboutus/history.aspx>
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S E C U R I T Y F O R P E A C E O P E R AT I O N S P E R S O N N E L
The United Nations Department of Safety and Security (UNDSS) was established on 1 January 2005.
According to its website, DSS has been performing the following functions:
To support and enable the effective conduct of United Nations activities by ensuring a coherent,
effective and timely response to all security-related threats and other emergencies; To ensure
effective risk mitigation through the establishment of a coordinated security threat and risk
assessment mechanism within the framework of a common, system-wide methodology;
across the United Nations system, including the appropriate degree of standardization; To support
implementation and monitor compliance with those security policies, standards and operational
procedures; and
To ensure the most cost-effective provision and employment of security personnel by taking
advantage of economies of scale and through centrally directed recruitment, selection, training,
deployment and career development.
Compliance, Investigations
& Monitoring Section
Protection
Coordination Unit
Executive Office
Division of Headquarters
Security and Safety
Services (DHSSS)
Division of Regional
Operations (DRO)
UN HQ Security and
Safety Services
Regional Desks
SSS Offices
away from HQ
Peacekeeping Operations
Support Service
Regional Commissions
Information Management
Section
International Criminal
Tribunals
Communications Centre
Crisis Management
Support Unit
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DSS Security Level Chart (from the United Nations Security Management System Security Policy Manual, Chapter IV,
Security Management, Section B: Security Level System (SLS) Interim Policy, 4)
Recommended Management Action3
Authority
Extreme
SecretaryGeneral4
(as
delegated)
High
DO
USG/DSS
(validation within 7 days)
Substantial
DO
USG/DSS
(validation within 7 days)
Moderate
DO
Director DRO/DSS
(validation within 7 days)
Low
DO
Director DRO/DSS
(validation within 7 days)
Minimal
DO
Director DRO/DSS
Security Level
Level of Oversight
Every SMT meeting must review the Structured Threat Assessment as part of the required validation of the
Security Risk Assessment. A change in the Structured Threat Assessment launches the Security Risk Management process, the result of which will be specific and appropriate security management actions.
Should the Secretary-General decide that a minimum number of staff may remain in a Level 6 location,
the Executive Heads will decide whether their staff may operate in this environment.
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S E C U R I T Y F O R P E A C E O P E R AT I O N S P E R S O N N E L
2 See <http://www.un.org/en/peacekeeping/
documents/newhorizon_update02.pdf>
3 See <http://pbpu.unlb.org/pbps/Library/
Capstone_Doctrine_ENG.pdf>
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S E C U R I T Y F O R P E A C E O P E R AT I O N S P E R S O N N E L
End-of-Lesson Quiz
1. When and where did the United Nations
officially come into existence?
A. Chapter V
B. Chapter VI
C. Chapter VII
D. Chapter VIII
ANSWER KEY
C. The Secretary-General
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