op 18 front pages-converted - The Watson Institute for International ...
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young and inexperienced, some on their first-ever assignment<br />
with responsibilities overseas. All needed grounding in the<br />
evolving security situation and in the necessary precautions,<br />
particularly after the spring of 1992 when personnel were<br />
stationed directly in conflict zones. Although UNHCR added<br />
several security consultants to its ranks, many staff members<br />
found the training and the equipment far from adequate.<br />
One area of weakness was in training protection officers<br />
and human rights monitors. Some were recent university<br />
graduates; others, less junior, were still new to the U.N. and<br />
unfamiliar with its mandates and procedures. Yet they were<br />
expected to <strong>op</strong>erate in a conflict situation, implement policy<br />
directives, monitor serious human rights abuses, and, in the<br />
case of UNHCR officers, protect beleaguered minorities.<br />
As soon as they seemed to grasp their responsibilities,<br />
their contracts—some <strong>for</strong> only three months—were over. Many<br />
of UNHCR’s protection and program officers, <strong>op</strong>erating in<br />
remote locations with much authority, faced fast-moving devel<strong>op</strong>ments<br />
that required quick and in<strong>for</strong>med decisions. Many<br />
staff members felt inadequately prepared. <strong>The</strong> lack of training<br />
among UNPROFOR personnel in human rights and international<br />
humanitarian and refugee law was already noted.<br />
One senior UNHCR official, a <strong>for</strong>mer army officer, commented<br />
on the dilemma faced by humanitarian organizations.<br />
Staff dispatched to the <strong>front</strong>lines, he said, need to be young<br />
enough to handle rugged living conditions and imminent<br />
peril. Yet they also need to be old enough to have seasoned<br />
judgment and to win the respect of their <strong>op</strong>posite numbers,<br />
some of whom were senior military officers. “You can’t be<br />
young and old at the same time,” he observed wryly.<br />
One of the reasons <strong>for</strong> the high turnover of international<br />
personnel was the extreme pressure of humanitarian responsibilities.<br />
Being on call seven days a week and 24 hours a day<br />
took its toll. One protection officer, acknowledging the strain,<br />
simply st<strong>op</strong>ped working overtime night after night in an ef<strong>for</strong>t<br />
to preserve his sanity. Others asked to be given more leave<br />
time away from their posts or to be rotated out after a short<br />
period of time. Agency personnel policies and procedures<br />
were not geared to preventing burnout in the unusually tense<br />
surroundings of the region.<br />
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