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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 />

114

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