Capstone Doctrine Eng

Over the past six decades, United Nations peacekeeping
has evolved into a complex, global undertaking. During
this time, the conduct of United Nations peacekeeping
operations has been guided by a largely unwritten body
of principles and informed by the experiences of the
many thousands of men and women who have served in
the more than 60 operations launched since 1948. This
document captures these experiences for the beneﬁt and
guidance of planners and practitioners of United Nations
peacekeeping operations.

United Nations
Peacekeeping Operations
Principles and Guidelines

2008

United Nations
Principles and Guidelines

United Nations
Department of Peacekeeping Operations
Department of Field Support

Credits Contents

Peacekeeping Best Practices Section Foreword Jean-Marie Guéhenno ........................................................................................................................... 6
Division of Policy, Evaluation and Training
Department of Peacekeeping Operations Introduction Scope and Purpose of the Document .................................................................. 8
United Nations Secretariat
One UN Plaza, New York, NY 10017 PART I: THE EVOLUTION OF UNITED NATIONS PEACEKEEPING
Tel. 212 963 1234
Chapter 1 The Normative Framework for
United Nations Peacekeeping Operations ............................................................................................. 13
Approved by J.-M. Guéhenno, USG/DPKO
1.1 The Charter of the United Nations .............................................................................................. 13
Approved on 18 January 2008
1.2 Human Rights ........................................................................................................................................................... 14
Contact: PBPS/D-PET
1.3 International Humanitarian Law ................................................................................................... 15
Review date: January 2010
1.4 Security Council Mandates .................................................................................................................... 16
© United Nations 2008. This publication enjoys copyright under Protocol 2
Chapter 2 The Evolving Role of United Nations
of the Universal Copyright Convention. Nevertheless, governmental authori-
Peacekeeping Operations ............................................................................................................................................. 17
ties or Member States may freely photocopy any part of this publication
for exclusive use within their training institutes. However, no portion of 2.1 The Spectrum of Peace and Security Activities ........................................................ 17
this publication may be reproduced for sale or mass publication without 2.2 Linkages and Grey Areas ......................................................................................................................... 18
the express consent, in writing, of the Peacekeeping Best Practices Section,
2.3 The Core Business of United Nations
United Nations Department of Peacekeeping Operations.
Peacekeeping Operations .................................................................................................................................... 20
2.4 Peacebuilding Activities ............................................................................................................................. 25
Design and layout: Rick Jones (rick@ studioexile.com) 2.5 Supporting Other Actors ........................................................................................................................... 29

2 | UNITED NATIONS PEACEKEEPING OPERATIONS CONTENTS | 3

Chapter 3 The Basic Principles of United Nations Peacekeeping ...................... 31 Chapter 8 Supporting and Sustaining
3.1 Applying the Basic Principles of United Nations Peacekeeping Operations ............................................................................................ 75
United Nations Peacekeeping ....................................................................................................................... 31 8.1 United Nations Logistics and Administration .......................................................... 75
3.2 Other Success Factors ..................................................................................................................................... 36 8.2 Human Resource Management ....................................................................................................... 77
8.3 Security of Personnel ....................................................................................................................................... 79
Endnotes ................................................................................................................................................................................................ 41
Chapter 9 Maintaining Support for the Mission ........................................................................ 81
PART II: PLANNING UNITED NATIONS PEACEKEEPING OPERATIONS 9.1 Managing Mission Impact ....................................................................................................................... 81
Chapter 4 Deciding to Deploy a United Nations 9.2 Communications and Outreach ...................................................................................................... 92
Peacekeeping Operation ................................................................................................................................................ 47
Chapter 10 Transition and Exit ............................................................................................................................. 85
4.1 Assessing the Options for United Nations Engagement ............................. 47
10.1 Partnerships and Transition Planning ................................................................................ 85
4.2 Key Lessons for Planners and Decision Makers ..................................................... 49
10.2 Hand-Over and Withdrawal ............................................................................................................. 86
4.3 The Importance of Consultations with
Contributing Countries .......................................................................................................................................... 52 Endnotes ................................................................................................................................................................................................ 91

Chapter 5 Planning a United Nations Peacekeeping Operation ......................... 53 Annex 1 United Nations Peacekeeping Doctrine Framework ................................ 92
5.1 The Integrated Approach ........................................................................................................................... 53
Annex 2 Selected Glossary of Acronyms and Terms ........................................................... 94
5.2 The Integrated Mission Planning Process (IMPP) ............................................... 54

Endnotes ................................................................................................................................................................................................ 57

PART III: THE ART OF SUCCESSFUL MANDATE IMPLEMENTATION
Chapter 6 Deployment and Start-Up of
United Nations Peacekeeping Operations ............................................................................................ 61
6.1 Typical Phases of Deployment ........................................................................................................... 61
6.2 The Mission Start-Up Process ............................................................................................................. 62
6.3 Managing the Mission Start-Up Process ............................................................................. 64

Chapter 7 Managing United Nations Peacekeeping Operations ....................... 66
7.1 The Relationship between Headquarters and the Field ............................... 66
7.2 The Challenge of Mission Integration and Coordination .......................... 69

4 | UNITED NATIONS PEACEKEEPING OPERATIONS CONTENTS | 5

The present publication, which has been developed in close consultation with
field missions, Member States, United Nations system partners and other
Foreword key stakeholders, represents the first attempt in over a decade to codify the
major lessons learned from the past six decades of United Nations peace-
keeping experience. It is intended to help practitioners better understand the
Jean-Marie Guéhenno basic principles and concepts underpinning the conduct of contemporary
United Nations peacekeeping operations as well as their inherent strengths
and limitations.

I would like to express my gratitude to all those who have contributed to
the development of this key guidance document, which will continue to be
Over the past sixty years, United Nations peacekeeping has evolved into
reviewed and updated in the coming years as United Nations peacekeeping
one of the main tools used by the international community to manage com-
evolves and new lessons are learnt.
plex crises that pose a threat to international peace and security. Since the
beginning of the new millennium, the number of military, police and civil-
ian personnel deployed in United Nations peacekeeping operations around
the world has reached unprecedented levels. Not only has United Nations
peacekeeping grown in size but it has become increasingly complex. Beyond
simply monitoring cease-fires, today’s multi-dimensional peacekeeping oper-
ations are called upon to facilitate the political process through the promo-
tion of national dialogue and reconciliation, protect civilians, assist in the Jean-Marie Guéhenno
disarmament, demobilization and reintegration of combatants, support the Under-Secretary-General for Peacekeeping Operations
organization of elections, protect and promote human rights, and assist in March 2008
restoring the rule of law.

In order to meet the challenges posed by the unprecedented scale and scope
of today’s missions, the United Nations Department of Peacekeeping Opera-
tions (DPKO) and the Department of Field Support (DFS) have embarked
on a major reform effort, Peace Operations 2010, aimed at strengthening and
professionalizing the planning, management and conduct of United Nations
peacekeeping operations. A key objective of this ongoing reform process is
to ensure that the growing numbers of United Nations peacekeeping per-
sonnel deployed in the field, as well as those serving at Headquarters, have
access to clear, authoritative guidance on the multitude of tasks they are
required to perform.

6 | UNITED NATIONS PEACEKEEPING OPERATIONS FOREWORD | 7

sustainable peace in countries emerging from conflict. It identifies the com-
parative advantages and limitations of United Nations peacekeeping opera-
Introduction tions as a conflict management tool, and explains the basic principles that
should guide their planning and conduct. In doing so, it reflects the primary
lessons learned during the past sixty years of United Nations peacekeep-
Scope and Purpose of the Document ing. It draws on landmark reports of the Secretary-General and legislative
responses to these reports, as well as relevant resolutions and statements of
the principal organs of the United Nations.

The present document is an internal DPKO/DFS publication. It sits at the
highest-level of the current doctrine framework for United Nations peace-
Over the past six decades, United Nations peacekeeping has evolved into a
complex, global undertaking. During this time, the conduct of United Nations keeping. Any subordinate directives, guidelines, standard operating proce-
peacekeeping operations has been guided by a largely unwritten body of dures, manuals and training materials issued by DPKO/DFS should conform
principles and informed by the experiences of the many thousands of men to the principles and concepts referred to in this guidance document.
and women who have served in the more than 60 operations launched since
The document is intended to serve as a guide for all United Nations per-
1948. This document captures these experiences for the benefit and guidance
sonnel serving in the field and at United Nations Headquarters, as well as an
of planners and practitioners of United Nations peacekeeping operations.
introduction to those who are new to United Nations peacekeeping. Although
The spectrum of contemporary peace operations has become increasingly it is intended to help guide the planning and conduct of United Nations
broad and includes both United Nations – led peace operations, as well as peacekeeping operations, its specific application will require judgement and
those conducted by other actors, normally with the authorization of the will vary according to the situation on the ground. Peacekeeping practi-
Security Council. This guidance document focuses on only one element of tioners in the field are often faced with a confusing and contradictory set
that spectrum: United Nations-led peacekeeping operations, authorized of imperatives and pressures. This document is unable to resolve many of
by the Security Council, conducted under the direction of the United Nations these issues; indeed, some have no clear, prescribed answers. Instead, it pro-
Secretary-General, and planned, managed, directed and supported by the vides a handrail to assist planners and practitioners manoeuvre through
United Nations Department of Peacekeeping Operations (DPKO) and the the complexities of contemporary United Nations peacekeeping operations.
Department of Field Support (DFS). The specific focus of this document rec-
This document reflects the multi-dimensional nature of contemporary United
ognizes the need for a clearer articulation of the doctrinal foundations of
United Nations peacekeeping operations, in light of the new challenges posed Nations peacekeeping operations, which are normally led in the field by a
by the shifting nature of conflict, from inter-state to intra-state conflicts. senior United Nations political figure. It does not seek to override the na-
tional military doctrines of individual Member States participating in these
The present document aims to define the nature, scope and core business operations and it does not address any military tactics, techniques and
of contemporary United Nations peacekeeping operations, which are usu- procedures (TTPs), which remain the prerogative of individual Member
ally deployed as one part of a much broader international effort to build a States. It is, nonetheless, intended to support civilian, police and military

8 | UNITED NATIONS PEACEKEEPING OPERATIONS INTRODUCTION | 9

personnel who are training and preparing to serve in United Nations peace- The Charter of the United Nations was signed, in San

keeping operations. Troop Contributing Countries and Police Contributing Francisco, on 26 June 1945 and is the foundation docu-

Countries (TCCs/PCCs) to United Nations peacekeeping operations may ment for all the United Nations work. The United Nations
was established to “save succeeding generations from
wish to draw on this document in developing their respective doctrines,
the scourge of war” and one of its main purposes is to
training and pre-deployment programmes.
maintain international peace and security. Peacekeeping,

For partners, this guidance document is intended to foster a clearer under- although not explicitly provided for in the Charter, has
evolved into one of the main tools used by the United
standing of the major principles guiding the conduct of United Nations
Nations to achieve this purpose.
peacekeeping operations. Key partners include TCCs/PCCs, regional and
other inter-governmental organizations, the range of humanitarian and
development actors involved in international crisis management, as well as
national and local actors in the countries where United Nations peacekeep-
ing operations are deployed. In this regard, the document supports a vision
of a system of inter-locking capabilities in which the roles and responsibili-
ties and comparative advantages of the various partners are clearly defined.

This document draws on analysis contained in the landmark 2000 Report
of the Panel on United Nations Peace Operations (The Brahimi Report) and other
existing sources to help guide United Nations peacekeepers in the coming
PART I
years. It is a living document that will be reviewed and updated regularly The Evolution of United Nations
to reflect major evolutions in United Nations peacekeeping practices. The Peacekeeping Operations
current version will be due for review in January 2010 and may be updated
earlier, if required. As with the current version, Member States, TCCs/
PCCs, field missions, United Nations system partners, regional organiza-
tions and other key stakeholders will be consulted to ensure that the docu-
ment continues to reflect the concerns, views, insights, and expertise of major
partners both within and outside the United Nations system.

10 | UNITED NATIONS PEACEKEEPING OPERATIONS INTRODUCTION | 11

Chapter 1
The Normative Framework for
United Nations Peacekeeping Operations

Chapter 1 1.1 The Charter of the United Nations
The Normative Framework for The Charter of the United Nations was signed, in San Francisco, on 26 June
United Nations Peacekeeping Operations 1945 and is the foundation document for all the United Nations work. The
United Nations was established to “save succeeding generations from the
scourge of war” and one of its main purposes is to maintain international
Chapter 2 peace and security. Peacekeeping, although not explicitly provided for in the
Charter, has evolved into one of the main tools used by the United Nations
The Evolving Role of United Nations
to achieve this purpose.
The Charter gives the United Nations Security Council primary responsi-
bility for the maintenance of international peace and security.1 In fulﬁlling
Chapter 3
this responsibility, the Security Council may adopt a range of measures,
The Basic Principles of including the establishment of a United Nations peacekeeping operation.
United Nations Peacekeeping The legal basis for such action is found in Chapters VI, VII and VIII of the
Charter. While Chapter VI deals with the “Paciﬁc Settlement of Disputes”,
Chapter VII contains provisions related to “Action with Respect to the Peace,
Breaches of the Peace and Acts of Aggression”. Chapter VIII of the Charter
also provides for the involvement of regional arrangements and agencies
in the maintenance of international peace and security, provided such activi-
ties are consistent with the purposes and principles outlined in Chapter I
of the Charter.

United Nations peacekeeping operations have traditionally been associated
with Chapter VI of the Charter. However, the Security Council need not

12 | UNITED NATIONS PEACEKEEPING OPERATIONS PART I CHAPTER 1 | 13

refer to a specific Chapter of the Charter when passing a resolution author- stand how the implementation of their tasks intersects with human rights.
izing the deployment of a United Nations peacekeeping operation and has Peacekeeping personnel should strive to ensure that they do not become
never invoked Chapter VI. In recent years, the Security Council has adopted perpetrators of human rights abuses. They must be able to recognize human
the practice of invoking Chapter VII of the Charter when authorizing the rights violations or abuse, and be prepared to respond appropriately within
deployment of United Nations peacekeeping operations into volatile post- the limits of their mandate and their competence. United Nations peacekeep-
conflict settings where the State is unable to maintain security and public ing personnel should respect human rights in their dealings with colleagues
order. The Security Council’s invocation of Chapter VII in these situations, and with local people, both in their public and in their private lives. Where
in addition to denoting the legal basis for its action, can also be seen as a they commit abuses, they should be held accountable.
statement of firm political resolve and a means of reminding the parties to
a conflict and the wider United Nations membership of their obligation to
give effect to Security Council decisions. 1.3 International Humanitarian Law
Linking United Nations peacekeeping with a particular Chapter of the Char- International humanitarian law is known also as “the law of war” or “the law
ter can be misleading for the purposes of operational planning, training and of armed conflict,” and restricts the means and methods of armed conflict.
mandate implementation. In assessing the nature of each peacekeeping oper- International humanitarian law is contained in the four Geneva Conven-
ation and the capabilities needed to support it, TCCs and PCCs should be tions of 1949 and their two Additional Protocols of 1977, as well as in rules
guided by the tasks assigned by the Security Council mandate, the concept regulating the means and methods of combat. International humanitarian
of operations and accompanying mission Rules of Engagement (ROE) for law also includes conventions and treaties on the protection of cultural prop-
the military component, and the Directives on the Use of Force (DUF) for erty and the environment during armed conflict, as well as protection of
the police component. victims of conflict.

International humanitarian law is designed to protect persons who do not
participate, or are no longer participating, in the hostilities; and it main-
1.2 Human Rights tains the fundamental rights of civilians, victims and non-combatants in
International human rights law is an integral part of the normative frame- an armed conflict. It is relevant to United Nations peacekeeping operations
work for United Nations peacekeeping operations. The Universal Declara- because these missions are often deployed into post-conflict environments
tion of Human Rights, which sets the cornerstone of international human where violence may be ongoing or conflict could reignite. Additionally, in
rights standards, emphasizes that human rights and fundamental freedoms post-conflict environments there are often large civilian populations that
are universal and guaranteed to everybody. United Nations peacekeeping have been targeted by the warring parties, prisoners of war and other vul-
operations should be conducted in full respect of human rights and should nerable groups to whom the Geneva Conventions or other humanitarian law
seek to advance human rights through the implementation of their mandates would apply in the event of further hostilities.
(See Chapter 2).
United Nations peacekeepers must have a clear understanding of the prin-
United Nations peacekeeping personnel – whether military, police or civilian ciples and rules of international humanitarian law and observe them in situ-
– should act in accordance with international human rights law and under- ations where they apply. The Secretary-General’s Bulletin on the Observance


by United Nations Forces of International Humanitarian Law of 6 August
1999 (ST/SGB/1999/13) sets out the fundamental principles and rules of Chapter 2
international law that may be applicable to United Nations peacekeepers.

The Evolving Role of United Nations
1.4 Security Council Mandates Peacekeeping Operations
United Nations peacekeeping operations are deployed on the basis of a man-
date from the United Nations Security Council. The tasks that a United Nations
peacekeeping operation will be required to perform are set out in the Secu-
rity Council mandate. Security Council mandates differ from situation to
situation, depending on the nature of the conflict and the specific challenges 2.1 The Spectrum of Peace and Security Activities
it presents. Since United Nations peacekeeping operations are normally de- Peacekeeping is one among a range of activities undertaken by the United
ployed to support the implementation of a cease-fire or a more comprehensive Nations and other international actors to maintain international peace and
peace agreement, Security Council mandates are influenced by the nature security throughout the world. Although peacekeeping is the focus of this
and content of the agreement reached by the parties to the conflict. document, it is important for practitioners to understand how it relates to
and differs from conflict prevention, peacemaking, peace enforcement and
Security Council mandates also reflect the broader normative debates shap-
peacebuilding.
ing the international environment. In this regard, there are a number of
cross-cutting, thematic tasks that are regularly assigned to United Nations Conflict prevention involves the application of structural or diplomatic meas-
peacekeeping operations on the basis of the following landmark Security
ures to keep intra-state or inter-state tensions and disputes from escalating
Council resolutions:
into violent conflict. Ideally, it should build on structured early warning,
information gathering and a careful analysis of the factors driving the con-
Security Council resolution 1325 (2000) on women, peace and security; 2
flict. Conflict prevention activities may include the use of the Secretary-
Security Council resolution 1612 (2005) on children and armed conflict;3 General’s “good offices,” preventive deployment or confidence-building
Security Council resolution 1674 (2006) on the protection of civilians in measures.
armed conflict; 4
Peacemaking generally includes measures to address conflicts in progress
The range of tasks assigned to United Nations peacekeeping operations has and usually involves diplomatic action to bring hostile parties to a negoti-
expanded significantly in response to shifting patterns of conflict and to best ated agreement. The United Nations Secretary-General, upon the request of
address emerging threats to international peace and security. Although each the Security Council or the General Assembly or at his her own initiative,
United Nations peacekeeping operation is different, there is a considerable may exercise his or her “good offices” to facilitate the resolution of the conflict.
degree of consistency in the types of mandated tasks assigned by the Secu- Peacemakers may also be envoys, governments, groups of states, regional
rity Council. These are described in greater detail in Chapter 2, below. organizations or the United Nations. Peacemaking efforts may also be under-


taken by unofficial and non-governmental groups, or by a prominent per- Figure 1 Linkages and Grey Areas
sonality working independently.

Peacekeeping is a technique designed to preserve the peace, however frag-
CONFLICT PREVENTION
ile, where fighting has been halted, and to assist in implementing agree-
ments achieved by the peacemakers. Over the years, peacekeeping has
evolved from a primarily military model of observing cease-fires and the Conflict
separation of forces after inter-state wars, to incorporate a complex model
of many elements – military, police and civilian – working together to help PEACEMAKING PEACE ENFORCEMENT

lay the foundations for sustainable peace. Cease-fire

Peace enforcement involves the application, with the authorization of the PEACEKEEPING
Security Council, of a range of coercive measures, including the use of
military force. Such actions are authorized to restore international peace
and security in situations where the Security Council has determined the POST-CONFLICT PEACEBUILDING AND
existence of a threat to the peace, breach of the peace or act of aggression. PREVENTING RELAPSE TO CONFLICT
Political
The Security Council may utilize, where appropriate, regional organiza- Process

tions and agencies for enforcement action under its authority.

Peacebuilding involves a range of measures targeted to reduce the risk of
While United Nations peacekeeping operations are, in principle, deployed
lapsing or relapsing into conflict by strengthening national capacities at all
to support the implementation of a cease-fire or peace agreement, they are
levels for conflict management, and to lay the foundation for sustainable
peace and development. Peacebuilding is a complex, long-term process of often required to play an active role in peacemaking efforts and may also
creating the necessary conditions for sustainable peace. It works by address- be involved in early peacebuilding activities. United Nations peacekeeping
ing the deep-rooted, structural causes of violent conflict in a comprehensive operations may also use force at the tactical level, with the authorization of
manner. Peacebuilding measures address core issues that effect the func- the Security Council, to defend themselves and their mandate, particularly
tioning of society and the State, and seek to enhance the capacity of the State in situations where the State is unable to provide security and maintain
to effectively and legitimately carry out its core functions. public order. As discussed in Chapter 3 below, although the line between
“robust” peacekeeping and peace enforcement may appear blurred at times,
there are important differences between the two. While robust peacekeep-
2.2 Linkages and Grey Areas ing involves the use of force at the tactical level with the consent of the host
The boundaries between conflict prevention, peacemaking, peacekeeping, authorities and/or the main parties to the conflict, peace enforcement may
peacebuilding and peace enforcement have become increasingly blurred, as involve the use of force at the strategic or international level, which is nor-
seen in Figure 1. Peace operations are rarely limited to one type of activity, mally prohibited for Member States under Article 2 (4) of the Charter unless
whether United Nations-led or conducted by non-United Nations actors. authorized by the Security Council.


Conflict prevention, peacemaking, peacekeeping and peace enforcement Traditional United Nations peacekeeping operations are deployed as an in-
rarely occur in a linear or sequential way. Indeed, experience has shown that terim measure to help manage a conflict and create conditions in which the
they should be seen as mutually reinforcing. Used piecemeal or in isolation, negotiation of a lasting settlement can proceed. The tasks assigned to tradi-
they fail to provide the comprehensive approach required to address the tional United Nations peacekeeping operations by the Security Council are
root causes of conflict that, thereby, reduces the risk of conflict recurring. essentially military in character and may involve the following:
However, the international community’s ability to combine these activities
effectively remains limited and this has, in some cases, resulted in critical Observation, monitoring and reporting – using static posts, patrols, over-
gaps in the international response to crises that have threatened international flights or other technical means, with the agreement of the parties;
peace and security. Supervision of cease-fire and support to verification mechanisms;

The creation of a new United Nations peacebuilding architecture reflects a Interposition as a buffer and confidence-building measure.
growing recognition within the international community of the linkages
By monitoring and reporting on the parties’ adherence to commitments
between the United Nations peacemaking, peacekeeping and peacebuild-
ing roles. When a country comes before it, the Peacebuilding Commission regarding a cease-fire or demilitarized zone and by investigating complaints
helps marshal the resources at the disposal of the international community of violations, traditional peacekeeping operations enable each party to be
and advise on and propose integrated strategies for peacebuilding and reassured that the other party will not seek to exploit the cease-fire in order
recovery. In doing so, it aims to bring together relevant actors, including to gain military advantage.
international financial institutions and other donors, United Nations agen-
Traditional peacekeeping operations do not normally play a direct role in
cies, civil society organizations, and others in support of these strategies;
political efforts to resolve the conflict. Other actors such as bilateral partners
as well as to provide strategic advice to the principal United Nations organs
to the parties, regional organizations or even special United Nations envoys
and help facilitate political dialogue, enhance coordination, and monitor
may be working on longer-term political solutions, which will allow the
the progress of both national and international actors.
peacekeeping operation to withdraw. As a result, some traditional peace-
keeping operations are deployed for decades before a lasting political settle-
ment is reached between the parties.
2.3 The Core Business of United Nations
Peacekeeping Operations With the end of the Cold War, the strategic context for United Nations peace-
Although not provided for in the Charter, the practice of peacekeeping began keeping changed dramatically and the Security Council began to work more
in 1948 when the first United Nations military observers were deployed to actively to promote the containment and peaceful resolution of regional
the Middle East. During the ensuing Cold War years, the goals of United conflicts. While the end of the Cold War coincided with a general decline
Nations peacekeeping were necessarily limited to maintaining cease-fires in the incidence of conflict around the world, internal armed conflicts con-
and stabilizing situations on the ground, so that efforts could be made at the stitute the vast majority of today’s wars. Many of these conflicts take place
political level to resolve the conflict by peaceful means. Several of the United in the world’s poorest countries where state capacity may be weak, and
Nations longstanding peacekeeping operations fit this “traditional” model. where belligerents may be motivated by economic gain, as much as ideology


or past grievances. Moreover, evidence has shown that a large proportion Figure 2 The Core Business of Multi-dimensional United Nations
of all civil wars are due to a relapse of conflict, the risks of which are par- Peacekeeping Operations
ticularly high in the first five to 10 years following a conflict.
INDICATIVE POST- STABILIZATION PEACE CONSOLIDATION LONG-TERM RECOVERY
CONFLICT TASKS AND DEVELOPMENT
The transformation of the international environment has given rise to a Infrastructure
Employment World Bank/IMF
new generation of “multi-dimensional” United Nations peacekeeping oper- Economic governance

Local institutions
Civil administration
ations. These operations are typically deployed in the dangerous aftermath Elections
UN Country
Political process
Team, Donors
of a violent internal conflict and may employ a mix of military, police and Security operations UN Peacekeeping
DDR
civilian capabilities to support the implementation of a comprehensive peace Rule of law
Human rights
agreement.5 Capacity building
ICRC/NGOs
Humanitarian assistance

Some multi-dimensional United Nations peacekeeping operations have been
deployed following a request from the national authorities to support the
transition to legitimate government, in the absence of a formal peace agree- from conflict make the transition to a sustainable peace. As shown in Figure
ment. In exceptional circumstances, the Security Council has also authorized 2 above, this effort consists of several phases and may involve an array of
multi-dimensional United Nations peacekeeping operations to temporarily actors with separate, albeit overlapping, mandates and areas of expertise.
assume the legislative and administrate functions of the State, in order to
Within this broader context, the core functions of a multi-dimensional United
support the transfer of authority from one sovereign entity to another, or
Nations peacekeeping operation are to:
until sovereignty questions are fully resolved (as in the case of transitional
administrations), or to help the State to establish administrative structures a) Create a secure and stable environment while strengthening the State’s
that may not have existed previously. ability to provide security, with full respect for the rule of law and
human rights;
Multi-dimensional United Nations peacekeeping operations deployed in
the aftermath of an internal conflict face a particularly challenging environ- b) Facilitate the political process by promoting dialogue and reconcili-
ment. The State’s capacity to provide security to its population and main- ation and supporting the establishment of legitimate and effective
tain public order is often weak, and violence may still be ongoing in various institutions of governance;
parts of the country. Basic infrastructure is likely to have been destroyed c) Provide a framework for ensuring that all United Nations and other
and large sections of the population may have been displaced. Society may inter national actors pursue their activities at the country-level in a
be divided along ethnic, religious and regional lines and grave human rights coherent and coordinated manner.
abuses may have been committed during the conflict, further complicating
efforts to achieve national reconciliation. In addition to monitoring and observing cease-fires, multi-dimensional
United Nations peacekeeping operations are frequently mandated to pro-
Multi-dimensional United Nations peacekeeping operations are deployed vide operational support to national law enforcement agencies; provide
as one part of a much broader international effort to help countries emerging security at key government installations, ports and other vital infrastruc-


ture; establish the necessary security conditions for the free flow of people, other international actors are guided by a common strategic vision. The
goods and humanitarian assistance; and provide humanitarian mine action United Nations has the unique ability to mount a truly comprehensive
assistance.6 By helping to fill the security and public order vacuum that response to complex crises and has developed the concept of “integrated
often exists in post-conflict settings, multi-dimensional United Nations missions” to maximize the overall impact of its support to countries emerging
peacekeeping operations play a critical role in securing the peace process, from conflict.8 To help draw these capabilities together, multi-dimensional
and ensuring that humanitarian and development partners are able to work United Nations peacekeeping operations are normally headed by a Special
in a safe environment. Representative of the Secretary General (SRSG) who has overall authority
over the activities of the United Nations. The SRSG also establishes the frame-
In situations of internal armed conflict, civilians account for the vast ma- work guiding the overall activities of the United Nations peacekeeping oper-
jority of casualties. Many civilians are forcibly uprooted within their own ation and those of the United Nations Country Team (UNCT).9 The SRSG is
countries and have specific vulnerabilities arising from their displacement. supported in this task by a “triple-hatted” Deputy Special Representative of
As a result, most multi-dimensional United Nations peacekeeping opera- the Secretary-General/Resident Coordinator/Humanitarian Coordinator
tions are now mandated by the Security Council to protect civilians under (DSRSG/RC/HC). This Deputy also serves as the principal interface between
imminent threat of physical violence. The protection of civilians requires the United Nations peacekeeping operation and the UNCT; leads the coor-
concerted and coordinated action among the military, police and civilian dination effort for humanitarian, development and recovery activities; and
components of a United Nations peacekeeping operation and must be main- brings concerns raised by the UNCT to the attention of the SRSG.10
streamed into the planning and conduct of its core activities. United Nations
humanitarian agencies and non-governmental organization (NGO) partners
also undertake a broad range of activities in support of the protection of
2.4 Peacebuilding Activities
civilians.7 Close coordination with these actors is, therefore, essential.
While the deployment of a multi-dimensional United Nations peacekeeping
In contrast to traditional United Nations peacekeeping operations, multi- operation may help to stem violence in the short-term, it is unlikely to result
dimensional United Nations peacekeeping operations usually play a direct in a sustainable peace unless accompanied by programmes designed to pre-
role in political efforts to resolve the conflict and are often mandated by the vent the recurrence of conflict. Every situation invariably presents its own
Security Council to provide good offices or promote national political dia- specific set of challenges. However, experience has shown that the achieve-
logue and reconciliation. The fact that multi-dimensional United Nations ment of a sustainable peace requires progress in at least four critical areas:11
peacekeeping operations enjoy a high degree of international legitimacy and
a) Restoring the State’s ability to provide security and maintain public order;
represent the collective will of the international community gives them
considerable leverage over the parties. This leverage can be used to build b) Strengthening the rule of law12 and respect for human rights;
and sustain a political consensus around the peace process, promote good
c) Supporting the emergence of legitimate political institutions and partici-
governance and maintain pressure on the parties to implement key institu-
patory processes;
tional reforms.
d) Promoting social and economic recovery and development, including
Multi-dimensional United Nations peacekeeping operations also play a the safe return or resettlement of internally displaced persons and refu-
critical role in ensuring that the activities of the United Nations system and gees uprooted by conflict.


Multi-dimensional United Nations peacekeeping operations generally lack SSR and other rule of law-related activities. SSR is an essential compo-
the programme funding and technical expertise required to comprehen- nent of efforts to re-establish and strengthen the rule of law. Progress in the
sively implement effective peacebuilding programmes. Nevertheless, they area of SSR is critical to the success of a multi-dimensional United Nations
are often mandated by the Security Council to play a catalytic role in the peacekeeping operation and helps define its “exit strategy,” which is largely
following critical peacebuilding activities: dependent on the ability of national security actors and institutions to
function effectively. Depending on its mandate, a multi-dimensional United
Disarmament, demobilization and reintegration (DDR) of combatants;
Nations peacekeeping operation may be called upon to assist in the restruc-
Mine action; turing, reform and training of the national police and/or armed forces.
Multi-dimensional United Nations peacekeeping operations also play a cat-
Security Sector Reform (SSR) 13 and other rule of law-related activities;
alytic role in the strengthening of national judiciary and corrections systems,
Protection and promotion of human rights; and have also been mandated by the Security Council to promote legal and
Electoral assistance; judicial reform or support the development of essential legislation.

Support to the restoration and extension of State authority.
Protection and promotion human rights. The abuse and violation of human
rights is at the heart of most modern conflicts and is also a consequence of
DDR. DDR is a critical part of efforts to create a secure and stable environ-
them. Many of the worst human rights abuses occur during armed conflict
ment in which the process of recovery can begin. United Nations multi-
and the protection of human rights must be at the core of action taken to
dimensional peacekeeping operations are usually mandated to assist in the
development and implementation of national DDR programmes.14 This may address it. All United Nations entities have a responsibility to ensure that
entail the provision of technical advice; the securing of disarmament and human rights are promoted and protected by and within their field opera-
cantonment sites; and/or the collection and destruction of weapons, ammu- tions.16 Most United Nations multi-dimensional peacekeeping operations
nition and other materiel surrendered by the former combatants. Other are therefore mandated to promote and protect human rights by monitor-
agencies, working in close coordination with the United Nations peace- ing and helping to investigate human rights violations and/or developing
keeping operation, are responsible for supporting the critical reintegration the capacity of national actors and institutions to do so on their own.17 The
process, which aims to provide demobilized former combatants with sus- integration of human rights and the sustainability of human rights pro-
tainable livelihoods. grammes should always be a key factor in the planning of multi-dimensional
United Nations peacekeeping operations.
Mine action. In many post-conflict settings, landmines and other unex-
ploded ordinance constitute a threat to the safety of civilians and pose a Restoration and extension of State authority. Multi-dimensional United
major obstacle to successful post-conflict recovery. Mine action is therefore Nations peacekeeping operations are frequently called upon to support
necessary to recreate a safe environment conducive to normal life and de- the restoration and extension of State authority. In order to generate reve-
velopment. In addition to providing emergency mine action assistance, multi- nue and provide basic services to the population, the State must be able to
dimensional United Nations peacekeeping operations are often mandated exert control over its national territory. Multi-dimensional United Nations
to help the national authorities develop medium- and long-term mine action peacekeeping operations may support the restoration and extension of
15
plans. State authority by creating an enabling security environment, providing


political leadership or coordinating the efforts of other international actors. operation’s efforts should remain focused on preparing the ground for
Support to the restoration or extension of State authority may include efforts those actors within and outside the United Nations system with the man-
to develop political participation, as well as operational support to the imme- date to provide long-term peacebuilding assistance.
diate activities of state institutions. Where relevant, it may also include small-
scale capacity building or support to larger processes of constitutional or
institutional restructuring. 2.5 Supporting Other Actors
Electoral assistance. The holding of free and fair elections is often written There are a number of areas in which the role of United Nations peacekeep-
into the peace agreement underlying a multi-dimensional United Nations ing operations is limited to facilitating the activities of other actors within
peacekeeping operation and represents a major milestone towards the estab- and outside the United Nations system, when requested, and within the
lishment of a legitimate State. Multi-dimensional United Nations peace- limits of their mandate and available capacity. The promotion of socio-
keeping operations are usually mandated to play a direct role in efforts to economic recovery and development and the provision of humanitarian
organize, monitor and carry out free and fair elections through the provision assistance are two critical areas in which multi-dimensional United Nations
of security, technical advice, logistical support and other forms of electoral peacekeeping operations play a more limited supporting role.
assistance. To this end, the electoral component of multi-dimensional United
Nations peacekeeping operations is normally staffed by experts recommended Socio-economic recovery and development is critical to the achievement of
by the United Nations Electoral Assistance Division (EAD) of the Department a lasting peace. Experience has shown that security sector and other reform
of Political Affairs (DPA). programmes are unlikely to succeed if not supported by transparent and
effective economic management and civilian oversight systems. DDR efforts
Although multi-dimensional United Nations peacekeeping operations may are likely to fail unless sustainable, alternative livelihoods can be provided
be required to initiate a limited number of critical peacebuilding activities, to demobilized combatants.
they are neither designed nor equipped to engage in longer-term institution
and capacity-building efforts. This is normally the work of development Similarly, the return of refugees and other displaced populations is more
actors within the UNCT, as well as key partners outside the United Nations, likely to be smooth and sustainable if the special needs of these persons are
who have the resources and technical expertise required to effectively undertaken into account in programmes designed to promote socio-economic
take long-term institution and capacity-building activities. recovery.

Nevertheless, experience has shown that, in the short-term, a United Nations The promotion of socio-economic recovery and development is the respon-
peacekeeping operation may have little choice but to initiate longer-term sibility of development partners within and outside the United Nations
institution and capacity-building efforts, due to the inability of other actors system. Multi-dimensional United Nations peacekeeping operations are
to take the lead. Whenever a United Nations peacekeeping operation is rarely mandated to play a direct role in the promotion of socio-economic
required to engage in activities of an institution and/or capacity building recovery and development, nor do they have ready access to the requisite
nature, it is essential that it be adequately resourced and that it seek out the expertise and programmatic funding. Nevertheless, United Nations peace-
requisite expertise. In such circumstances, the United Nations peacekeeping keeping operations may assist the work of development partners by using


their influence with the national authorities to encourage key reforms, or
using the good offices of the SRSG and/or the DSRSG/RC/HC to help mobi- Chapter 3
lize donor funding and attention for key development activities.

Responsibility for the provision of humanitarian assistance rests primarily The Basic Principles of
with the relevant civilian United Nations specialized agencies, funds and
United Nations Peacekeeping
programmes, as well as the range of independent, international and local
NGOs which are usually active alongside a United Nations peacekeeping
operation. The primary role of United Nations peacekeeping operations with
regard to the provision of humanitarian assistance is to provide a secure
and stable environment within which humanitarian actors may carry out
their activities.18 3.1 Applying the Basic Principles of
United Nations Peacekeeping
Multi-dimensional United Nations peacekeeping operations often imple-
Although the practice of United Nations peacekeeping has evolved signifi-
ment Quick Impact Projects (QIPs), which are small-scale projects, designed
cantly over the past six decades, three basic principles have traditionally
to benefit the population. QIPs may take a number of forms, including infra-
served and continue to set United Nations peacekeeping operations apart as
structure assistance or short-term employment generation activities. QIPs
a tool for maintaining international peace and security:
establish and build confidence in the mission, its mandate and the peace
process. They are not a substitute for humanitarian and/or development Consent of the parties
assistance and are used by United Nations multi-dimensional peacekeep-
ing operations to support the mission’s objectives, by building confidence Impartiality
in the mission’s mandate and the peace process. Non-use of force except in self-defence and defence of the mandate

Coordination and consultation with humanitarian actors19 in regard to ad- These principles are inter-related and mutually reinforcing. It is important
ministration of QIPs is essential to help alleviate humanitarian concerns that their meaning and relationship to each other are clearly understood
regarding the danger of conflating political-military activities with their by all those involved in the planning and conduct of United Nations peace-
humanitarian operations. The mission should be aware that humanitarian keeping operations, so that they are applied effectively. Taken together, they
actors may have concerns about the characterization of QIPs, or Civil Mili- provide a navigation aid, or compass, for practitioners both in the field and
tary Coordination (CIMIC) projects, “hearts and minds” activities, or other
at United Nations Headquarters.
security or recovery projects as being of a humanitarian nature, when they see
these as primarily serving political, security or reconstruction priorities. Consent of the parties. United Nations peacekeeping operations are deployed
with the consent of the main parties to the conflict.20 This requires a commit-
ment by the parties to a political process and their acceptance of a peace-
keeping operation mandated to support that process. The consent of the


main parties provides a United Nations peacekeeping operation with the operation should continuously analyze its operating environment to detect
necessary freedom of action, both political and physical, to carry out its and forestall any wavering of consent. A peacekeeping operation must have
mandated tasks. In the absence of such consent, a United Nations peace- the political and analytical skills, the operational resources, and the will to
keeping operation risks becoming a party to the conflict; and being drawn manage situations where there is an absence or breakdown of local consent.
towards enforcement action, and away from its intrinsic role of keeping In some cases this may require, as a last resort, the use of force.
the peace.
Impartiality. United Nations peacekeeping operations must implement their
In the implementation of its mandate, a United Nations peacekeeping opera- mandate without favour or prejudice to any party. Impartiality is crucial to
tion must work continuously to ensure that it does not lose the consent of maintaining the consent and cooperation of the main parties, but should
the main parties, while ensuring that the peace process moves forward. not be confused with neutrality or inactivity.22 United Nations peacekeep-
This requires that all peacekeeping personnel have a thorough understand- ers should be impartial in their dealings with the parties to the conflict, but
ing of the history and prevailing customs and culture in the mission area, not neutral in the execution of their mandate.
as well as the capacity to assess the evolving interests and motivation of
the parties. The need for even-handedness towards the parties should not become an
excuse for inaction in the face of behavior that clearly works against the
The absence of trust between the parties in a post-conflict environment peace process. Just as a good referee is impartial, but will penalize infrac-
can, at times, make consent uncertain and unreliable. Consent, particularly tions, so a peacekeeping operation should not condone actions by the parties
if given grudgingly under international pressure, may be withdrawn in a that violate the undertakings of the peace process or the international norms
variety of ways when a party is not fully committed to the peace process. and principles that a United Nations peacekeeping operation upholds.
For instance, a party that has given its consent to the deployment of a United
Nations peacekeeping operation may subsequently seek to restrict the opera- Notwithstanding the need to establish and maintain good relations with
tion’s freedom of action, resulting in a de facto withdrawal of consent. The the parties, a peacekeeping operation must scrupulously avoid activities
complete withdrawal of consent by one or more of the main parties chal- that might compromise its image of impartiality. A mission should not shy
lenges the rationale for the United Nations peacekeeping operation and will away from a rigorous application of the principle of impartiality for fear of
likely alter the core assumptions and parameters underpinning the interna- misinterpretation or retaliation, but before acting it is always prudent to
tional community’s strategy to support the peace process. ensure that the grounds for acting are well-established and can be clearly
communicated to all. Failure to do so may undermine the peacekeeping
The fact that the main parties have given their consent to the deployment operation’s credibility and legitimacy, and may lead to a withdrawal of con-
of a United Nations peacekeeping operation does not necessarily imply or sent for its presence by one or more of the parties. Where the peacekeeping
guarantee that there will also be consent at the local level, particularly if the operation is required to counter such breaches, it must do so with transpar-
main parties are internally divided or have weak command and control ency, openness and effective communication as to the rationale and appro-
systems. Universality of consent becomes even less probable in volatile set- priate nature of its response. This will help to minimize opportunities to
tings, characterized by the presence of armed groups not under the control manipulate the perceptions against the mission, and help to mitigate the
21
of any of the parties, or by the presence of other spoilers. The peacekeeping potential backlash from the parties and their supporters. Even the best and


fairest of referees should anticipate criticism from those affected negatively is normally prohibited for Member States under Article 2(4) of the Charter,
and should be in a position to explain their actions. unless authorized by the Security Council.

Non-use of force except in self-defense and defense of the mandate. The A United Nations peacekeeping operation should only use force as a mea-
principle of non-use of force except in self-defense dates back to the first sure of last resort, when other methods of persuasion have been exhausted,
deployment of armed United Nations peacekeepers in 1956. The notion of and an operation must always exercise restraint when doing so. The ulti-
mate aim of the use of force is to influence and deter spoilers working
self-defense has subsequently come to include resistance to attempts by force-
against the peace process or seeking to harm civilians; and not to seek
ful means to prevent the peacekeeping operation from discharging its duties
their military defeat. The use of force by a United Nations peacekeeping
under the mandate of the Security Council.23 United Nations peacekeeping
operation should always be calibrated in a precise, proportional and appro-
operations are not an enforcement tool. However, it is widely understood
priate manner, within the principle of the minimum force necessary to
that they may use force at the tactical level, with the authorization of the
achieve the desired effect, while sustaining consent for the mission and its
Security Council, if acting in self-defense and defense of the mandate. mandate. In its use of force, a United Nations peacekeeping operation should
always be mindful of the need for an early de-escalation of violence and a
The environments into which United Nations peacekeeping operations are
return to non-violent means of persuasion.
deployed are often characterized by the presence of militias, criminal gangs,
and other spoilers who may actively seek to undermine the peace process The use of force by a United Nations peacekeeping operation always has
or pose a threat to the civilian population. In such situations, the Security political implications and can often give rise to unforeseen circumstances.
Council has given United Nations peacekeeping operations “robust” man- Judgments concerning its use will need to be made at the appropriate level
dates authorizing them to “use all necessary means” to deter forceful attempts within a mission, based on a combination of factors including mission capa-
to disrupt the political process, protect civilians under imminent threat of bility; public perceptions; humanitarian impact; force protection; safety and
physical attack, and/or assist the national authorities in maintaining law security of personnel; and, most importantly, the effect that such action will
and order. By proactively using force in defense of their mandates, these have on national and local consent for the mission.

United Nations peacekeeping operations have succeeded in improving the
The mission-wide ROE for the military and DUF for the police compo-
security situation and creating an environment conducive to longer-term nents of a United Nations peacekeeping operation will clarify the different
peacebuilding in the countries where they are deployed. levels of force that can be used in various circumstances, how each level of
force should be used, and any authorizations that must be obtained by
Although on the ground they may sometimes appear similar, robust peace-
commanders. In the volatile and potentially dangerous environments into
keeping should not be confused with peace enforcement, as envisaged under which contemporary peacekeeping operations are often deployed, these ROE
Chapter VII of the Charter. Robust peacekeeping involves the use of force and DUF should be sufficiently robust to ensure that a United Nations peace-
at the tactical level with the authorization of the Security Council and con- keeping operation retains its credibility and freedom of action to implement
sent of the host nation and/or the main parties to the conflict. By contrast, its mandate. The mission leadership should ensure that these ROE and
peace enforcement does not require the consent of the main parties and may DUF are well understood by all relevant personnel in the mission and are
involve the use of military force at the strategic or international level, which being applied uniformly.


3.2 Other Success Factors order, commensurate with the important responsibilities entrusted to a
United Nations peacekeeping operation, and should meet the highest stan-
United Nations peacekeeping operations continue to be guided by the basic
dards of efficiency, competence and integrity. The mission’s senior leader-
principles of consent, impartiality and the non-use of force except in self-
defense and defense of the mandate. The experiences of the past 15 years ship must ensure that all personnel are fully aware of the standards of
have shown that in order to succeed, United Nations peacekeeping opera- conduct that are expected of them and that effective measures are in place to
tions must also be perceived as legitimate and credible, particularly in the prevent misconduct. Civilian, police and military personnel should receive
eyes of the local population. The United Nations recent experience with mandatory training on sexual exploitation and abuse; and this training
multi-dimensional peacekeeping has also served to highlight the need for should be ongoing, as troops rotate in and out of peace operations. There
United Nations peacekeeping operations to promote national and local must be zero tolerance for any kind of sexual exploitation and abuse, and
ownership, in order to contribute to the achievement of a sustainable peace. other forms of serious misconduct. Cases of misconduct must be dealt with
firmly and fairly, to avoid undermining the legitimacy and moral authority
Legitimacy. International legitimacy is one of the most important assets of of the mission.
a United Nations peacekeeping operation. The international legitimacy of
a United Nations peacekeeping operation is derived from the fact that it is Experience has shown that the perceived legitimacy of a United Nations
established after obtaining a mandate from the United Nations Security peacekeeping operation’s presence may erode over time, if the size of the
Council, which has primary responsibility for the maintenance of interna- United Nations “footprint” and the behavior of its staff becomes a source of
tional peace and security. The uniquely broad representation of Member local resentment; or if the peacekeeping operation is not sufficiently respon-
States who contribute personnel and funding to United Nations operations sive as the situation stabilizes. Peacekeeping missions must always be aware
further strengthens this international legitimacy. So too does the fact that of and respect national sovereignty. As legitimate and capable government
United Nations peacekeeping operations are directed by the United Nations structures emerge, the role of the international actors may well need to
Secretary-General, an impartial and well-respected international figure, diminish quickly. They should seek to promote national and local ownership,
committed to upholding the principles and purposes of the Charter.
be aware of emerging local capacities, and be sensitive to the effect that the
behavior and conduct of the mission has upon the local population.
The manner in which a United Nations peacekeeping operation conducts
itself may have a profound impact on its perceived legitimacy on the ground.
Credibility. United Nations peacekeeping operations are frequently deployed
The firmness and fairness with which a United Nations peacekeeping opera-
in volatile, highly stressed environments characterized by the collapse or
tion exercises its mandate, the circumspection with which it uses force, the
degradation of state structures, as well as enmity, violence, polarization and
discipline it imposes upon its personnel, the respect it shows to local cus-
distress. Lawlessness and insecurity may still be prevalent at local levels,
toms, institutions and laws, and the decency with which it treats the local
and opportunists will be present who are willing to exploit any political
people all have a direct effect upon perceptions of its legitimacy.
and security vacuum. In such environments, a United Nations peacekeep-
The perceived legitimacy of a United Nations peacekeeping operation is ing operation is likely to be tested for weakness and division by those whose
directly related to the quality and conduct of its military, police and civilian interests are threatened by its presence, particularly in the early stages of
personnel. The bearing and behavior of all personnel must be of the highest deployment.


The credibility of a United Nations peacekeeping operation is a direct reflec- in this area. In some instances, state and local capacity may be so weak that
tion of the international and local communities’ belief in the mission’s ability the mission is required to temporarily assume certain functions, either directly,
to achieve its mandate. Credibility is a function of a mission’s capability, as in the case of transitional administration, or in support of the State. Other
effectiveness and ability to manage and meet expectations. Ideally, in order situations require less intrusive support to state authority, and sometimes
to be credible, a United Nations peacekeeping operation must deploy as no such support at all. The nature and scale of a particular United Nations
rapidly as possible, be properly resourced, and strive to maintain a confi- peacekeeping operation’s role will depend on its mandate, the gravity of the
dent, capable and unified posture. Experience has shown that the early situation on the ground, the resources the international community is will-
establishment of a credible presence can help to deter spoilers and diminish ing to invest and an assessment of the availability of capable, credible and
the likelihood that a mission will need to use force to implement its man- legitimate partners within the host nation. Each of these variables may change
date. To achieve and maintain its credibility, a mission must therefore have during the course of a United Nations peacekeeping operation’s lifetime and
a clear and deliverable mandate, with resources and capabilities to match; require adjustments in the peacekeeping operation’s approach.
and a sound mission plan that is understood, communicated and impartially
and effectively implemented at every level. National and local ownership is critical to the successful implementation of
a peace process. In planning and executing a United Nations peacekeeping
The deployment of a United Nations peacekeeping operation will generate operation’s core activities, every effort should be made to promote national
high expectations among the local population regarding its ability to meet and local and ownership and to foster trust and cooperation between national
their most pressing needs. A perceived failure to meet these expectations, actors. Effective approaches to national and local ownership not only rein-
no matter how unrealistic, may cause a United Nations peacekeeping opera- force the perceived legitimacy of the operation and support mandate imple-
tion to become a focus for popular dissatisfaction, or worse, active opposition. mentation, they also help to ensure the sustainability of any national capacity
The ability to manage these expectations throughout the life of a peacekeep- once the peacekeeping operation has been withdrawn.
ing operation affects the overall credibility of the mission. Credibility, once
lost, is hard to regain. A mission with low credibility becomes marginalized Partnerships with national actors should be struck with due regard to impar-
and ineffective. Its activities may begin to be perceived as having weak or tiality, wide representation, inclusiveness, and gender considerations. Missions
frayed legitimacy and consent may be eroded. Critics and opponents of must recognize that multiple divergent opinions will exist in the body poli-
the mission may well exploit any such opportunities to this end. The loss tic of the host country. All opinions and views need to be understood, ensur-
of credibility may also have a direct impact on the morale of the mission ing that ownership and participation are not limited to small elite groups.
personnel, further eroding its effectiveness. Accordingly, the maintenance National and local ownership must begin with a strong understanding of
of credibility is fundamental to the success of a mission. the national context. This includes understanding of the political context, as
well as the wider socio-economic context.
Promotion of national and local ownership. Multi-dimensional United
Nations peacekeeping operations are increasingly involved in efforts to help A mission must be careful to ensure that the rhetoric of national ownership
countries emerging from protracted internal conflict re-build the foundations does not replace a real understanding of the aspirations and hope of the
of a functioning State. The terms of the peace process and/or the Security population, and the importance of allowing national capacity to re-emerge
Council mandate will shape the nature of a peacekeeping operation’s role quickly from conflict to lead critical political and development processes.


The mission will need to manage real tensions between the requirement,
in some instances, for rapid transformational change from the status quo ex Endnotes
ante, and resistance to change from certain powerful actors who have a
vested interest in maintaining the status quo. The ownership of change
must be built, first, through dialogue. Political, financial and other forms
of international leverage may be required to influence the parties on specific
issues, but those should only be used in support of the wider aspirations
for peace in the community.

The activities of a multi-dimensional United Nations peacekeeping opera-
tion must be informed by the need to support and, where necessary, build
1 Although the United Nations Charter gives primary responsibility to the Security Council for the
national capacity. Accordingly, any displacement of national or local capacity maintenance of international peace and security, General Assembly resolution 377 (V) of 3 November
should be avoided wherever possible. A multi-dimensional United Nations 1950, also known as the “Uniting for Peace” resolution, states that:

peacekeeping operation may be obliged, in the short-term, to take on impor- “. . . if the Security Council, because of lack of unanimity of the permanent members, fails to exercise its pri-
tant state-like functions, such as the provision of security and the mainte- mary responsibility for the maintenance of international peace and security in any case where there appears to
be a threat to the peace, breach of the peace, or act of aggression, the General Assembly shall consider the matter
nance of public order. However, these functions should be conducted in a immediately with a view to making appropriate recommendations to Members for collective measures, includ-
consultative manner. The aim must always be to restore, as soon as possible, ing in the case of a breach of the peace or act of aggression, the use of armed force when necessary, to maintain

the ability of national actors and institutions to assume their responsibili- or restore international peace and security.”

ties and to exercise their full authority, with due respect for internationally General Assembly resolution 1000 (ES-1) of 5 November 1956 authorizing the establishment of the
First United Nations Emergency Force (UNEF I) was adopted under procedure established by the
accepted norms and standards. In building national capacity, women and
“Uniting for Peace” resolution.
men should have equal opportunities for training. Targeted efforts may need 2 It is widely recognized that the international community’s objectives in countries emerging from
to address gender inequalities. conflict will be better served if women and girls are protected and if arrangements are put in place
to allow for the full participation of women in the peace process. Security Council resolution 1325
(2000) on women, peace and security therefore calls on all United Nations peacekeeping operations
to mainstream gender issues into operational activities.
3 Security Council resolution 1612 (2005) stresses the responsibility of United Nations peacekeeping
operations to ensure a coordinated response to children and armed conflict concerns and to monitor
and report to the Secretary-General. Under resolution 1612 (2005) the Secretary-General is required
to ensure that the need for, and the number and roles of Child Protection Advisers are systemati-
cally assessed during the preparation of each United Nations peacekeeping operation. In United
Nations peacekeeping operations where there are country monitoring and reporting Task Forces on
CAAC, these are headed by the Special Representative of the Secretary-General (SRSG).
4 Security Council resolution 1674 (2006) reaffirms the Council’s commitment to ensuring that the
mandates of peacekeeping operations, where appropriate and on a case-by-case basis, include pro-
visions regarding: (i) the protection of civilians, particularly those under imminent threat of physical
danger within their zones of operation, (ii) the facilitation of the provision of humanitarian assis-
tance, and (iii) the creation of conditions conducive to the voluntary, safe, dignified and sustainable
return of refugees and internally displaced persons.

40 | UNITED NATIONS PEACEKEEPING OPERATIONS PART I ENDNOTES | 41

5 In most post-conflict environments, a peace accord or other agreement, such as a cease-fire agreement 17 The Office of the High Commissioner for Human Rights (OHCHR) is responsible for providing exper-
or agreement on disengagement of forces, is likely to be in effect and include provisions directly tise, guidance and support to the human rights components of multi-dimensional United Nations
related to the peacekeeping operation. The peace accord may be quite detailed, spelling out the peacekeeping operations.
various phases of the peace process and the specifics of post-conflict arrangements. Or, it could be 18 Depending on the situation, and when specifically requested by the relevant organizations, the
more general, leaving details for future negotiation. The signatories to a peace agreement have an peacekeeping operation may also need to provide more direct forms of assistance to humanitarian
obligation to abide by the terms of the agreement. In certain cases, the United Nations or key Member actors, such as escorting convoys or transporting humanitarian aid and personnel. Specific requests
States have also signed peace agreements as guarantors, who undertake to ensure that the peace pro- for assistance should be managed through standing coordination structures of the mission, and with
cess remains on track. reference to the United Nations Humanitarian Coordinator.
6 Even if the clearance of landmines and other explosive remnants of war (ERW) has not been explic- 19 The term ‘humanitarian’ is often applied loosely to a wide group of actors and activities, whereas
itly mandated by the Security Council, humanitarian mine action activities will invariably need to be many in the humanitarian community take a more restricted interpretation to embrace only those
undertaken by a mission, as an issue of United Nations staff safety and security. delivering life-saving assistance delivered in accordance with the Humanitarian principles. United
7 The United Nations High Commissioner for Refugees (UNHCR), the United Nations Children’s Fund Nations peacekeepers should respect this distinction.
(UNICEF), and the Office of the High Commissioner for Human Rights (OHCHR) have express pro- 20 The Security Council may take enforcement action without the consent of the main parties to the
tection mandates. In an increasing number of countries, one of these agencies will be responsible for conflict, if it believes that the conflict presents a threat to international peace and security. This,
the overall coordination of the protection response among humanitarian actors through a dedicated however, would be a peace enforcement operation. It may also take enforcement action for humani-
protection “cluster” or working group. The Mine Action Service of DPKO is also designated as the tarian or protection purposes; where there is no political process and where the consent of the major
focal point for mine action within the Protection Cluster Working Group (PCWG), and is actively parties may not be achievable, but where civilians are suffering. Since the mid-1990s, enforcement
engaged with these agencies and partners. action has been carried out by ad hoc coalitions of Member States or regional organizations acting
8 See Secretary-General’s Note of Guidance on Integrated Missions, clarifying the Role, Responsibility under United Nations Security Council authorization.
and Authority of the Special Representative of the Secretary-General and the Deputy Special Repre- 21 Spoilers are individuals or parties who believe that the peace process threatens their power and
sentative of the Secretary-General/Resident Coordinator/Humanitarian Coordination, 17 January interests, and will therefore work to undermine it.
2006. 22 Humanitarian actors also use the terms impartiality and neutrality as two of the fundamental prin-
9 See para. 5 of the Secretary-General’s Note of Guidance on Integrated Missions. ciples of humanitarian action, along with humanity and independence. However, their meanings
10 See Secretary-General’s Note of Guidance on Integrated Missions, para. 22. are different. It is important to be aware of these differences, in order to avoid misunderstandings.
11 See Report of the Secretary-General, No Exit without Strategy: Security Council Decision-making For the International Red Cross and Red Crescent Movement, in particular, impartiality means being
and the Closure or Transition of United Nations Peacekeeping Operations, S/2001/394. guided solely by needs, making no discrimination on the basis of nationality, race, gender, class, or
12 According to Decision No. 2006/47 of the Secretary General’s Policy Committee, the rule of law in religious/political beliefs; while neutrality means to take no sides in hostilities or engage, at any
the context of conflict and post-conflict settings includes the following sectors: transitional justice; time, in controversies of a political, racial, religious or ideological nature.
strengthening of national justice systems and institutions, including police and law enforcement 23 See para. 5 of the Report of the Secretary–General on the Implementation of Security Council resolu-
agencies and prisons; and other priority areas such as victim and witness protection and assistance, tion 340 (1973), of 27 October 1973, (S/11052/Rev.1).
anti-corruption, organized crime, trans-national crime, and trafficking and drugs.
13 According to Decision No. 2007/11 of the Secretary-General’s Policy Committee: “The objective of a
United Nations approach to SSR is effective, accountable and sustainable security institutions oper-
ating under civilian control within the framework of the rule of law and respect for human rights.
The focus should be on executive security agencies, armed forces, police and law enforcement agen-
cies, relevant line ministries and judicial and civil society oversight bodies.”
14 The role of United Nations peacekeeping operations in this area is defined in the United Nations
Integrated DDR Standards (IDDRS), available at www.unddr.org/iddrs.
15 The United Nations Mine Action Service (UNMAS) is responsible for building the capacity of the
national institutions that will ultimately assume responsibility for long-term mine action manage-
ment within the country.
16 Decision No. 2005/24 of the Secretary-General’s Policy Committee on Human Rights in Integrated
Missions directs that human rights be fully integrated into peace operations and all human rights
functions coordinated by one component.


United Nations peacekeeping operations are likely to be
far more eﬀective when deployed as part of a United
Nations system-wide response based on a clear and
shared understanding of priorities, and on the willing-
ness of all actors to contribute to achieving common
objectives. Integrated planning is at the heart of the
United Nations’ eﬀorts to develop such a response.

PART II
Planning United Nations


Chapter 4
Deciding to Deploy a United Nations
Peacekeeping Operation

Chapter 4 4.1 Assessing the Options for United Nations Engagement
Deciding to Deploy a United Nations It is the prerogative of the United Nations Security Council, acting in its
Peacekeeping Operation capacity as the organ with primary responsibility for the maintenance of
international peace and security, to determine when and where a United
Nations peacekeeping operation should be deployed. The Security Council
Chapter 5 responds to crises on a case-by-case basis and it has a wide range of options
Planning a United Nations Peacekeeping Operation at its disposal. Nevertheless, without prejudice to its ability to do so and to
respond flexibly as circumstances require, the Security Council has indicated
that it may take the following factors into account when the establishment of
new peacekeeping operations is under consideration:

Whether a situation exists the continuation of which is likely to endanger
or constitute a threat to international peace and security;

Whether regional or sub-regional organizations and arrangements exist
and are ready and able to assist in resolving the situation;

Whether a cease-fire exists and whether the parties have committed them-
selves to a peace process intended to reach a political settlement;

Whether a clear political goal exists and whether it can be reflected in the
mandate;

Whether a precise mandate for a United Nations operation can be
formulated;

46 | UNITED NATIONS PEACEKEEPING OPERATIONS PART II CHAPTER 4 | 47

Whether the safety and security of United Nations personnel can be in the Secretariat, as well as the specialized agencies, funds and programs,
reasonably ensured, including in particular whether reasonable guar- and should involve relevant actors from the UNCT.
antees can be obtained from the principal parties or factions regarding
the safety and security of United Nations personnel.1 Based on the findings and recommendations of the TAM, the United Nations
Secretary-General normally issues a report to the Security Council, recom-
The United Nations Secretariat plays a critical role in helping the Security mending options for the possible establishment of a United Nations peace-
Council determine whether the deployment of a United Nations peacekeep- keeping operation, including its size and resources. The Security Council
ing operation is the most appropriate course of action, or whether other may then pass a resolution authorizing the United Nations peacekeeping
options for United Nations engagement should be considered. As a particu- operation’s deployment and determining its size and mandate.
lar conflict develops, worsens, or approaches resolution, consultations will
normally take place among Member States, the Secretariat, the parties on
the ground, regional actors, and potential contributing countries. One or 4.2 Key Lessons for Planners and Decision Makers
more of the parties may even insist on a United Nations role as a precondi-
Pressures to halt the slaughter of civilians or avert a humanitarian catas-
tion for signing a peace agreement.
trophe may lead the Security Council to deploy a United Nations peace-
During this initial phase of consultations, the United Nations Secretary- keeping operation in circumstances that are far from ideal. Nevertheless,
General may decide to convene a Strategic Assessment of the situation, involv- the Secretariat has a responsibility to provide the Security Council with an
ing all relevant United Nations actors, with the aim of identifying possible accurate assessment of the risks associated with its decision to deploy a
options for United Nations engagement. The Strategic Assessment would United Nations peacekeeping operation, and ensure that its mandate and
likely involve consultations with Member States, including the potential capabilities are tailored to the requirements of the situation. The lessons
host government and TCCs/PCCs, as well as regional and other intergov- learned over the past six decades indicate that a United Nations peacekeeping
ernmental organizations, and other key external partners. The Strategic operation is unlikely to succeed when one or more of the following condi-
Assessment allows United Nations planners and decision-makers to con- tions are not in place.
duct a system-wide analysis of the situation, identify conflict resolution and
peace-building priorities, and define the appropriate framework for United A peace to keep. A United Nations peacekeeping operation can only succeed

Nations engagement. if the parties on the ground are genuinely committed to resolving the con-
flict through a political process. A United Nations peacekeeping operation
As soon as security conditions permit, the Secretariat usually deploys a deployed in the absence of such a commitment runs the risk of becoming
Technical Assessment Mission (TAM) to the country or territory where the paralyzed or, worse still, being drawn into the conflict. The signing of a
deployment of a United Nations mission is envisaged. The role of the TAM cease-fire or peace agreement is an important indicator of whether or not
is to analyze and assess the overall security, political humanitarian, human the parties are ready to engage in a political dialogue. However, the signing
rights and military situation on the ground, and the implications of an of a cease-fire or peace agreement may not always translate into a genuine
eventual United Nations peacekeeping operation. As such, the TAM may commitment to peace, particularly if the parties have done so as a result of
also consist of representatives from several departments and offices with- international pressure.


Judging the parties’ real intentions is never easy and the deployment of a showing the parties that it is actively engaged in the peace process and is
United Nations peacekeeping operation always entails an element of risk. determined to stay the course, the Security Council can greatly enhance a
Nevertheless, in gauging the parties’ level of commitment to a peace pro- United Nations peacekeeping operation’s impact on the ground.
cess, the Secretariat should always be prepared to tell the Security Council
what it needs to know, rather than what it may want to hear. If the parties A clear and achievable mandate with resources to match. When the Secu-
rity Council decides to deploy a United Nations peacekeeping operation, the
do not appear committed to resolving their differences through peaceful
Secretariat must help to ensure that the mandate is clear and achievable.
means, the Security Council should be encouraged to explore the full range
Since the credibility of a United Nations peacekeeping operation is depend-
of options at its disposal, such as the deployment of an advance mission, or
ent on it being able to carry out its mandated tasks, it is important to ensure
the reinforcement of mediation and other peacemaking efforts.
that the mandate reflects the level of resources that contributing nations are
Positive regional engagement. Many of the crises before the Security Coun- able and willing to provide. There must be reason to believe that Member
cil are regional in character. Rarely can the problems in one state be treated States will be ready to finance the operation, to contribute the necessary
in isolation from its neighbours. The attitude of neighbouring states can be military and police personnel and to provide it with political support, on a
as important a factor in determining the viability of a peace process, as the continuing basis. If the situation on the ground requires the deployment of
commitment of the local parties, some of whom may even be acting as prox- capabilities that a United Nations peacekeeping operation is unlikely to have,
the Security Council should be encouraged to consider alternative options.
ies for neighbouring states. The role regional actors or organizations may be
playing in the conflict must be carefully examined by the Secretariat and the
The deployment of a United Nations peacekeeping operation is just the start
Security Council when the establishment of a United Nations peacekeep-
of a long-term, but volatile peace and capacity-building process. In recom-
ing operation is under consideration. A managed, positive and supportive mending to the Security Council the resources and capabilities needed for
regional engagement strategy can pay enormous dividends in encouraging the peacekeeping operation, the Secretariat and its partners should also
the parties to stay the course and prevent the spread of conflict. To exclude conduct a rigorous assessment of the requirements for longer-term engage-
regional actors from the peace process may have a more detrimental effect ment. In conducting this assessment, worst case scenarios should be examined
than managing their participation. as an aid in planning. Planning based solely on short-term engagement and
best case scenarios has rarely proven to be a successful basis for the deploy-
The full backing of a united Security Council. While the establishment
ment of a United Nations peacekeeping mission and should be avoided.
of a United Nations peacekeeping operation only requires nine votes from
the Security Council’s fifteen members, anything other than unanimous If changing circumstances on the ground warrant an adjustment to a mis-
Security Council backing can be a serious handicap. Divisions within the sion’s mandate, this should be done explicitly on the basis of an objective
Security Council are likely to send mixed messages to the parties, and may re-evaluation of the United Nations role. If a change in mandate entails a
undermine the legitimacy and authority of the mission in the eyes of the significant increase in the number, scope or complexity of the tasks assigned
main parties and the population as a whole. Any perception that the Secu- to a mission, the Secretariat should seek the necessary additional resources
rity Council is not fully committed to the implementation of a peace agree- to match a revised mandate. Similarly, if the mission’s role is augmented or
ment is likely to embolden spoilers at both the local and regional levels, as diminished, then the types and amount of resources required should also
well as hamper contributions from Member States. On the other hand, by be adjusted.


4.3 The Importance of Consultations with
Contributing Countries Chapter 5
The United Nations has no standing army or police force. For every new
United Nations peacekeeping operation, the Secretariat must seek contribu-
Planning a United Nations
tions of military, police and other personnel from Member States who are
under no obligation to provide them. Sustained consultations with TCCs/ Peacekeeping Operation
PCCs and other contributing countries at all stages of the planning and
decision-making process are therefore critical to the success of any United
Nations peacekeeping operation.

Consultations with TCCs/PCCs may take several forms and should be held
5.1 The Integrated Approach
at all key stages in the life of a United Nations peacekeeping operation,
including: a) the development of the concept of operations and the elabora- As discussed in Chapter 2, United Nations peacekeeping began during the
tion of the mandate of a new operation; b) any change in the mandate, in Cold War as a tool for managing inter-state conflicts. Since then, a new gen-
particular the broadening or narrowing of the scope of the mission, the eration of multi-dimensional United Nations peacekeeping operations has
introduction of new or additional functions or components, or a change in emerged. These multi-dimensional United Nations peacekeeping operations
the authorization to use force; c) the renewal of the mandate; d) significant are deployed as one part of a broader international effort to assist countries
or serious political, military or humanitarian developments; e) a rapid dete- making the transition from conflict to sustainable peace.
rioration of the security situation on the ground; f) the termination, with-
Successful recovery from conflict requires the engagement of a broad range
drawal or scaling down in size of the operation, including the transition from
of actors – including the national authorities and the local population – in
peacekeeping to post-conflict peacebuilding; and g) before and after Secu-
a long-term peacebuilding effort. The rationale for the integration of activi-
rity Council missions to a specific peacekeeping operation.2
ties undertaken by the United Nations is to better assist countries to make
Since United Nations peacekeeping operations would not be possible with- this transition from conflict to sustainable peace. A multi-dimensional United
out the participation of contributing countries, it is critical that every effort Nations peacekeeping operation is likely to be far more effective when it is
be made to ensure that they are fully consulted on any decisions that may deployed as part of a United Nations system-wide response based on a clear
affect their personnel on the ground. Additionally, regular consultations and shared understanding of priorities, and on a willingness on the part
with contributing countries provide the Secretariat with a valuable opportu- of all United Nations actors to contribute to the achievement of common
nity to consider their views on a range of strategic and operational issues. objectives. Integrated planning is at the heart of the United Nations efforts
to develop such a response.

An integrated mission is one in which there is a shared vision among all
United Nations actors as to the strategic objectives of the United Nations
presence at the country-level. This strategy should reflect a shared under-


standing of the operating environment and agreement on how to maximize 5.2 The Integrated Mission Planning Process (IMPP)
the effectiveness, efficiency, and impact of the United Nations overall re-
The United Nations has adopted an Integrated Mission Planning Process
sponse. Structural or programmatic integration between United Nations
(IMPP) to facilitate the planning of multi-dimensional United Nations peace-
actors must be driven by an assessment of whether or not it will add real
keeping operations.3 The IMPP is intended to help the United Nations
value and improve the impact of the United Nations engagement. An inte-
system arrive at a common understanding of its strategic objectives in a
grated mission’s structure should be derived from an in-depth apprecia- particular country by engaging all relevant parts of the United Nations sys-
tion of the specific country setting and an honest assessment of the United tem. It aims to ensure that the right people are at the planning table, that
Nations capacities to respond effectively. It should be driven by the United the right issues are being discussed, and that the appropriate authorities and
Nations strategy for that country and the resources available to the United accountabilities are in place to motivate integrated thinking and planning.
Nations.
Full application of the IMPP may not always be necessary or feasible since
Integrated planning may, at times, appear to slow the deployment of a the deployment of an integrated mission is just one among a range of pos-
United Nations peacekeeping operation. Therefore, a balance must be struck sible options for United Nations engagement. Nevertheless, even in situa-
between the need to ensure that developmental, human rights, gender and tions requiring a more traditional United Nations peacekeeping response,
other perspectives are fully taken into account, and the need to deliver a every effort should be made to ensure that planning is conducted in close
timely and effective humanitarian and security response. Finding such a coordination with relevant United Nations system partners and other key
balance is not easy and requires cooperation, coordination and communi- stakeholders.
cation. Ultimately, integrated planning helps to ensure that all the actors
in the United Nations system, when deployed in the field, are pointing in The IMPP should be driven by a realistic assessment of existing capacities
the same direction. at country-level, in order to avoid duplication of effort and ensure the most
efficient use of the United Nations limited resources. Any plans based on
Forcing integration where it is not needed may well be counter-productive. overly ambitious, unfunded or aspirational capacities must be carefully
Chapter 7 provides more detail on managing integrated missions in the scrutinized at this stage to avoid unrealistic planning assumptions. The
field. In situations where there is little or no peace to keep, integration may UNCT should, therefore, be involved in the IMPP from the outset and con-
create difficulties for humanitarian and development partners, particularly tinue to play an active role in planning efforts within the context of an inte-
if they are perceived to be too closely linked to the political and security grated mission. These considerations should be factored into the IMPP and
objectives of the peacekeeping mission. In the worst case, integration may reflected in the accompanying budgetary process.
endanger their operations and the lives of their personnel. Integrated plan-
ning should also bear these worse case scenarios in mind and ensure appro- The IMPP does not and cannot take over all other planning processes. The
priate dialogue, communication and contingency planning. number of international and national actors involved in efforts to support
the process of post-conflict recovery means that, in practice, planning can-
not always be fully coherent or integrated. These actors have different
roles, decision-making processes, deployment time-lines, procedures, budget-
ary pressures and supervising authorities. However, the IMPP does provide


an inclusive framework to engage external partners, such as the International
Financial Institutions (IFIs), regional organizations or bilateral donors. The Endnotes
cooperation of such external partners is necessary for the United Nations to
achieve its broader objectives.

Peacekeeping planners need to be aware of the other assessment and plan-
ning processes that may be going on alongside the IMPP and actively seek to
create substantive linkages between them wherever possible. Such processes
include the Consolidated Humanitarian Appeal (CHAP)/Consolidated Appeal
(CAP), Common Country Assessment (CCA)/UN Development Assistance
Framework (UNDAF), Joint Assessment Missions (JAM)/Post-Conflict Needs
1 Statement by the President of the Security Council S/PRST/1994/22, of 3 May 1994.
Assessments (PCNA) and Poverty Reduction Strategy Papers (PRSP). The 2 Security Council resolution 1353 (2001), of 13 June 2001, on Measures for Cooperation with Troop
IMPP should draw on and capture any elements contained in these parallel Contributing Countries
3 The IMPP was formally endorsed through a decision of the Secretary–General’s Policy Committee,
planning frameworks that are relevant to the achievement of the United
on 13 June 2006. A comprehensive set of implementation guidelines for the IMPP are currently under
Nations overall strategic objectives. Development of these linkages will help development, in coordination with field missions and Headquarters planners.
prevent circumstances in which uncoordinated initiatives create friction
and spark conflict among the many actors.

The IMPP should be seen as a dynamic, continuous process allowing for
activities and objectives to be revised, as the mission’s understanding of its
operational environment grows and as that environment itself changes.
Significant developments at the country level – for example following na-
tional elections, or a changed political, security or humanitarian situation
– may require a change in the United Nations strategic objectives, or a recon-
figuration of the overall role and/or capabilities of the United Nations peace-
keeping operation. Such a revision may also be requested by the United
Nations Security Council. In such situations, the SRSG/HOM will be re-
sponsible for revising the strategic framework guiding the United Nations
system’s activities on the ground as the basis for the Secretary-General’s
report to the Security Council, which is ultimately responsible for deciding
whether the mission’s mandate should be revised.

56 | UNITED NATIONS PEACEKEEPING OPERATIONS PART II ENDNOTES | 57

The arrangements for directing and managing modern
United Nations peacekeeping operations are distinct
from those of other organizations, particularly those only
deploying a military capability. United Nations peace-
keeping has evolved into a complex, multi-dimensional
enterprise, involving personnel from a wide range of
nationalities, disciplines and professional cultures
pursuing multiple lines of activity.

PART III
The Art of Successful
Mandate Implementation

58 | UNITED NATIONS PEACEKEEPING OPERATIONS PART II ENDNOTES | 59

Chapter 6
Deployment and Start-Up of United Nations

Chapter 6 6.1 Typical Phases of Deployment
Deployment and Start-Up of United Nations Part III of this document addresses some of the major challenges facing
Peacekeeping Operations United Nation peacekeeping operations during the various phases of deploy-
ment. Although the trajectory of each United Nations peacekeeping opera-
tion evolves differently, for planning purposes the lifecycle of a United Nations
Chapter 7 peacekeeping operation can be divided into the following broad phases,
Managing United Nations Peacekeeping Operations shown simplistically in Figure 3 below:

Mission Start-Up
Chapter 8 Mandate Implementation
Supporting and Sustaining United Nations Transition (hand-over, withdrawal and liquidation)
In general, the scale and tempo of operations rise steadily during initial
deployment and start-up, reaching a plateau during mandate implementa-
Chapter 9 tion, and ﬁnally tapering off once hand-over and withdrawal begin. Although
Maintaining Support for the Mission they are conceptually distinct, the various phases of the mission lifecycle
may overlap. There will also be spikes of activity during implementation as
critical milestones and tasks are achieved, for example, during a large DDR
Chapter 10 programme, or during the period leading up to an election, or the critical
Transition and Exit months and years following formation of a government.

Each phase of deployment presents its own speciﬁc challenges. During start-
up, the mission strives to reach an initial operating capability (IOC), and

60 | UNITED NATIONS PEACEKEEPING OPERATIONS PART III CHAPTER 6 | 61

Figure 3 Typical Phases of Deployment General Assembly has thus endorsed a requirement to be able to establish
a traditional peacekeeping mission within 30 days and a multi-dimensional
mission within 90 days of the authorization of a Security Council mandate.

Implementation In reality, there is no set sequence of events for establishing a United Nations
peacekeeping operation. The lead time required to deploy a mission varies
Mission Start-up
Transition/Hand-over
and depends on a number factors, particularly the will of Member States to
contribute troops and police to a particular operation, and the availability
of financial and other resources. For missions with highly complex man-
dates or difficult logistics, or where peacekeepers face significant security
Rapid deployment Withdrawal/
Liquidation risk, it may take several weeks or even months to assemble and deploy the
necessary elements. The 90-day timeline for deploying the first elements
of a multi-dimensional United Nations peacekeeping operation is, thus, a
eventually a full operating capability (FOC) so that mandate implementa-
notional target.
tion can begin in all areas of deployment. During the implementation phase,
efforts are focused on carrying out the tasks set out in the Security Council The term ‘mission start-up’ is used to describe the earliest phase of estab-
mandate and achieving the objectives set out in the mission plan. The pro- lishing a mission in the field. During mission start-up, the main priority is to
cess of handover, withdrawal and liquidation begins following a decision bring internal mission processes, structures and services to an initial level
by the Security Council. It involves the departure of mission personnel follow- of operating capability so that mandate implementation can begin across the
ing the hand-over of all remaining tasks to partners, and the final disposal mission area.
of mission assets and infrastructure in accordance with United Nations rules.
As shown in Figure 4, the mission start-up process covers several notional
The remainder of this chapter describes the United Nations mission deploy- stages, even though these may overlap in practice, as follows:
ment and start-up concept, and the challenges associated with managing
the mission start-up process. Chapters 7, 8 and 9 describe the challenges of Pre-deployment is largely a Headquarters responsibility and involves
managing, supporting and sustaining large integrated missions, as well as many tasks such as the United Nations budgetary process, pre-deployment
managing their impact on the host country. Finally, Chapter 10 turns to the visits to TCCs/PCCs to assess readiness, the negotiation of a Status of
challenges of transition, hand-over to partner organizations and withdrawal. Mission/Status of Forces Agreements (SOMA/SOFA), the mobilization
of Strategic Deployment Stocks (SDS), and the tendering of major sup-
ply and service contracts for the mission;
6.2 The Mission Start-Up Process Rapid deployment involves the deployment of a small advance team to
The first months after a cease-fire or peace accord are often the most criti- commence the establishment of mission premises and other prerequi-
cal for establishing a stable peace and bolstering the credibility of a new site infrastructure and administrative systems, to allow for the reception
operation. Opportunities lost during this period are hard to regain. The of larger numbers of staff and contingents as start-up progresses;


Figure 4 The Mission Start-Up Process early weeks, sometimes referred to as a ‘honeymoon period,’ to push ahead
political progress with the parties so as to sustain the momentum of the
Liaison Offices MHQs Offices peace process. During this critical phase, it is essential that mission leaders
and personnel adhere to the basic principles of United Nations peacekeeping,
MHQs Offices
as outlined in Chapter 3 above, and actively seek to establish the mission’s
Pre- Rapid Mission HQs Overall Mission HQs legitimacy and credibility in the eyes of the parties, the host population and
Deployment Deployment Start-Up IOC Established
the international community, as a whole.
Field Offices

Effective leadership and strong managerial skills are at a premium during
Logistics Hub Field Offices
start-up. If basic systems and procedures are not established early on, this
PRE-DEPLOYMENT can cause compounding confusion as the mission rapidly expands during
RAPID DEPLOYMENT start-up. If effective and streamlined institutional processes to control the
MISSION HQ & MANAGEMENT SYSTEMS START-UP fragmentation of a large and diverse mission are not installed during the
FUNCTIONAL/FIELD OFFICE START-UP start-up period – such as establishing mission decision-making forums,
information sharing and information management protocols, reporting lines,
Mission headquarters start-up is the period when the mission leader- etc. – they will become increasingly difficult to introduce later.
ship team arrives, managerial and command and control systems are
formed and increasing numbers of substantive and support personnel Leadership and conflict management are essential skills for a mission start-
begin arriving in-mission to help achieve an IOC. It also involves the up manager. Few, if any, of the mission staff will have worked together before.
establishment of liaison offices and logistics hubs, if required; Peacekeeping personnel will come from diverse national and professional
backgrounds (including from significantly different civilian, military and
Functional component and field office start-up occurs alongside the
police working cultures) which may cause friction in a pressurized start-up
establishment of the central structures of mission headquarters and in-
environment. Internal tensions must be managed proactively, during the
volves the coordinated establishment of the different substantive civilian,
early months, to minimize misunderstandings and avoid resentments that
police and military command and managerial capacities. It also involves
could pollute staff relations over the long-term. Mission leaders must under-
the start-up of sector headquarters and field offices of the mission.
score the need for all components to work towards shared objectives under
the leadership of a cohesive and collaborative mission leadership team.

6.3 Managing the Mission Start–Up Process
Mission start-up can be a fast-paced and seemingly chaotic experience.
Small numbers of staff are pitted against time to put in place the founda-
tions of a complex, new mission, often in unknown and volatile operating
environments. At the same time, new staff and contingents begin to deploy
and begin scoping out initial operations. Mission leaders must also use these


Chapter 7 Figure 5 Authority, Command and Control in Multi-dimensional United
Nations Peacekeeping Operations

Managing United Nations Security Council

Secretary-General

STRATEGIC
UN Secretariat

7.1 The Relationship between Headquarters and the Field
The arrangements established by the United Nations to direct and manage
its peacekeeping operations are distinct from those of other organizations, Head of Mission
particularly those only deploying a military capability.1 This is largely due
to the fact that United Nations peacekeeping has evolved into a complex,
multi-dimensional enterprise, involving personnel from a wide range of
nationalities, disciplines and professional cultures pursuing multiple lines Mission Headquarters
OPERATIONAL
of activity. and Leadership Team

As depicted in Figure 5, the levels of authority in United Nations peacekeep-
ing operations are not as clear-cut as they are in military organizations.
This difference must be noted when the United Nations is working in the Component Heads
ﬁeld with partner organizations.

Within the United Nations Secretariat, DPKO is responsible for providing
United Nations peacekeeping operations with policy guidance and strategic Civilian units

direction, while DFS is responsible for providing logistical and administra- TACTICAL
tive support. In order to ensure unity of command at the Headquarters
Military units Police units
level, the Under-Secretary-General for Field Support reports to the Under-
Secretary-General for Peacekeeping Operations on all peacekeeping related
matters. Standing Integrated Operational Teams (IOTs), located within DPKO
Regional Offices
and managed by the Ofﬁce of Operations (OO), bring together, in a formal
structure, political, military, police and mission support personnel, sup-


ported by other specialist capacities as required, to provide integrated teams quarters and the mission headquarters must form a strong and collegial
to support missions, and to provide integrated policy advice and guidance relationship to ensure that the mission can quickly and effectively leverage
for senior DPKO and DFS staff. These teams enable delegation of decision political support for its operations on the ground. The United Nations Head-
making and increased accountability; and they provide a principal entry quarters personnel and the mission’s MLT need to play mutually supporting
point for missions, TCCs/PCCs and partners to engage in the planning and roles, both in developing a political strategy for the mission and in managing
conduct of integrated peacekeeping operations. the operations and resources to support that strategy.

In the field, the Head of Mission (HOM) exercises operational authority over
the United Nations peacekeeping operation’s activities, including military,
police and civilian resources. In the case of military personnel provided by 7.2 The Challenge of Mission Integration and Coordination
Member States, these personnel are placed under the operational control Integrated missions are designed to facilitate a coherent, system-wide
of the United Nations Force Commander or head of military component, approach to the United Nations engagement in countries emerging from
but not under United Nations command. However, once assigned under conflict. The United Nations has the unique ability to employ a mix of civil-
United Nations operational control, contingent commanders and their per- ian, police and military capabilities, under a unified leadership to support
sonnel report to the Force Commander and they should not act on national a fragile peace process. At the same time, United Nations peacekeeping
direction, particularly if those actions might adversely affect implementa- operations are almost always deployed alongside a variety of external actors,
tion of the mission mandate or run contrary to United Nations policies with widely differing mandates, agendas and time horizons. The challenge
applicable to the mission. Member States may withdraw their contributed of managing an integrated mission is thus further compounded by the need
personnel from the mission through advice to United Nations Headquarters. to ensure that there is some degree of coordination between the United
Nations and the range of non-United Nations actors who are often present
In integrated missions, the SRSG/HOM is a civilian who reports to the
in conflict and post-conflict settings.
Secretary-General through the Under-Secretary-General for Peacekeeping
Operations at United Nations Headquarters.2 The SRSG/HOM is given
In essence, an integrated mission is a strategic partnership between a multi-
significant delegated authority to set the direction of the mission and to lead
dimensional United Nations peacekeeping operation and the UNCT, under
its engagement with the political process on the ground. The SRSG/HOM
the leadership of the SRSG and the DSRSG/RC/HC. The SRSG is the “the
is responsible for coordinating the activities of the entire United Nations
senior United Nations representative in the country” with “overall authority
system in the field and is assisted in this task by the DSRSG/RC/HC, who
over all the activities of the United Nations” and is responsible for “ensur-
is expected to serve as the principal interface with the UNCT.
ing that all the United Nations components in the country pursue a coor-
The SRSG/HOM and his/her deputies form part of a Mission Leadership dinated and coherent approach.”3 The DSRSG/RC/HC is responsible for the
Team (MLT). The core membership of the MLT is comprised of the heads coordination of both humanitarian operations and United Nations devel-
of the major functional components of the mission. The MLT is responsible opment operations, and for maintaining links with governments and other
for overseeing the implementation of the mission’s activities. In the absence parties, donors, and the broader humanitarian and development commu-
of a standing “operational headquarters” structure, United Nations Head- nities for this purpose.4


Ultimately, successful integration and coordination requires a high degree of A Joint Mission Analysis Centre (JMAC) that provides integrated analy-
sensitivity to the interests and operating cultures of three broad sets of actors: sis of all-sources of information to assess medium- and long-term threats
to the mandate and to support MLT decision-making.
Mission components
An Integrated Support Service (ISS) that harnesses all logistical resources
UNCT members of the mission.
External partners A Joint Logistics Operations Centre (JLOC) to coordinate the provision
of logistical support, in accordance with MLT priorities.
Integration is more than just a matter of bureaucratic reporting lines. Figure
6, below, presents a simplified view of what is, in fact, a highly complex oper- Although the components of a United Nations peacekeeping operation have
ating environment. the same mandate, share a single budget, and depend on the same integrated
support services, there are significant cultural differences, both national and
Integrating the mission’s components. The various components of a United
professional, within and between them. Many civilian organizations and
Nations peacekeeping operation – civilian, police, military and support –
government departments routinely function with a high degree of tolerance
come under the direct authority of the SRSG/Head of Mission (HOM) and
for ambiguity and highly flexible management models. At the same time,
the MLT. In large integrated missions, the MLT is normally supported by
military staff tend to seek to minimize ambiguity by making informed
the following structures, which are designed to facilitate integration between
assumptions within a strong planning culture. Mission leaders and staff
the mission’s components:
must seek to reconcile these differing “institutional cultures,” while being
A Joint Operations Centre (JOC) that collates situation reports and opera- careful not to stifle the cultural diversity that constitutes one of the United
tional information from all mission sources to provide current situational Nations main strengths.
awareness for the mission. The JOC also acts as a crisis coordination
Integrating the United Nations effort. As discussed in Chapter 5, integrated
hub.5
planning allows the United Nations system to maximize the impact of its
engagement in countries emerging from conflict by ensuring that its activi-
Figure 6 The Challenge of Mission Integration
ties are guided by a common strategic vision. However, integration does
not mean that all United Nations actors on the ground should be physically
EXTERNAL PARTNERS integrated or subsumed under a single structure. Moreover, while the mem-
bers of the UNCT come under the overall authority of the SRSG/HOM, in
reality, they are governed by mandates, decision-making structures and
UN COUNTRY TEAM funding arrangements that are quite distinct from those of the United Nations
peacekeeping operation. As a result, integration among the members of the
broader United Nations family cannot simply be imposed by edict from above,
MISSION COMPONENTS and can only be achieved through a constant process of dialogue and nego-
tiation between the actors concerned.


There is no “one-size-fits-all approach” to achieving integration among precludes the development of one common plan or strategy, much less one
United Nations actors in the field. There is a range of implementation mo- common structure or programme. Nevertheless, it is incumbent upon the
dalities through which an integrated mission may pursue common United peacekeeping operation to meet regularly and share information with all
Nations objectives in its mandated areas of activity. In some areas, for exam- actors, and to harmonize activities, to the extent possible, by seeking their
ple, human rights or electoral assistance are fully integrated into the mission’s input into the mission’s planning process and to respond actively and sub-
activities, and the relevant components of the United Nations peacekeeping stantively to requests for cooperation. Examples of such actors include:
operation are usually staffed by personnel drawn from the lead department
or agency concerned. Others, such as DDR, see a looser arrangement driven Bilateral and multilateral donors, including the World Bank and the Inter-
by joint planning and conduct of programmes by different actors. Alterna- national Monetary Fund (IMF), as well as NGOs or contractors working
tively, the delivery of humanitarian assistance is conducted by humanitarian for donors;
agencies, as a parallel activity, under the coordination of the DSRSG/RC/ Non-United Nations led military formations deployed nationally, under
HC.6 The United Nations system should decide at the country-level which the aegis of a regional organization or as part of an ad hoc coalition;
implementation modalities are best suited to the achievement of its com-
The diplomatic corps and other regional or international political actors;
mon objectives. To this end, individual United Nations actors may need to
revise their respective country programmes, annual work plans, and other The International Committee of the Red Cross (ICRC) and other com-
frameworks to reflect the new plans that have been developed. ponents of the International Movement, as well as other independent
humanitarian actors, such as humanitarian NGOs.
Ultimately, it is the responsibility of the SRSG/HOM, supported by the
DSRSG/RC/HC and the other members of the MLT, to define the United These actors normally pursue independent agendas, which may or may not
Nations system’s strategic priorities at the country-level and to ensure that coincide with the strategic priorities identified by the peacekeeping opera-
the activities of all United Nations actors contribute to the achievement of tion. Some may be operating according to widely different timelines and
the mission’s strategic objectives. The SRSG/HOM must always consider work methods, or they may simply not be capable of engaging in intensive
the views and concerns of the various constituencies within the mission in cooperation due to the periodic nature of their engagement in the country.
order to ensure that, to the extent possible, activities undertaken in one area In these circumstances, proactive sharing of information by the mission is
do not undermine other aspects of the mandate. Senior mission leaders still important, even if the intensity of cooperation is limited.
and staff must ensure that any friction remains manageable and that the
United Nations family remains in control of the dynamic, in order to ensure Humanitarian actors, such as the ICRC, have as an institutional imperative
that others do not exploit the differences between United Nations actors. to maintain a high level of visible independence from political-military
This entails a respect for the diversity of approaches being pursued in a post- structures to ensure the safety and feasibility of their actions and personnel.
conflict context and the need for international strategies to evolve over time United Nations peacekeepers must be cognizant of the concept of “humani-
along with the peace process. tarian space,” which can be understood as the space created through respect
for the humanitarian principles of independence and neutrality. It is in this
Coordination with external partners. The large number of international space that humanitarian action takes place. As such, a clear distinction must
and national actors implementing activities in post-conflict environments be made between politically motivated actions to end conflict and move


toward national development, and apolitical humanitarian assistance based
exclusively on impartial response to assessed need, aimed at saving lives, Chapter 8
alleviating suffering and maintaining or restoring the dignity of people
affected by conflict. Maintaining this distinction better assures humanitar-
ian agencies safe and secure access throughout a conflict zone. Supporting and Sustaining United Nations
It is incumbent upon the peacekeeping operation to regularly meet and
share information with all actors and, to the extent possible, harmonize
activities by seeking their input into the mission’s planning process. This
includes the sharing of non-operationally sensitive geospatial data. The mis-
sion may also be requested to assist with large-scale humanitarian responses
in extremis. For this eventuality, the MLT, through the DSRSG/HC/RC, 8.1 United Nations Logistics and Administration
should seek to establish effective information sharing and coordination mech- As discussed in Chapter 2, United Nations peacekeeping operations have
anisms to ensure maximum coherence and to prevent any adverse impact on evolved to encompass a wide range of mandated tasks. The administrative,
humanitarian and development operations. Due to the high turnover of some logistical and other specialized support arrangements for United Nations
mission personnel, coordination arrangements and induction programmes peacekeeping operations are crucial for the effective implementation of
should be designed to minimize the burden on partner organizations. these tasks. The relationship between the military, police, substantive civil-
ian and support components of a United Nations peacekeeping operation is,
therefore, of crucial importance.

At the United Nations Headquarters level, DFS is responsible for delivering
dedicated support to United Nations field operations, including personnel,
finance, field procurement, logistical, communications, information tech-
nology, and other administrative and general management issues. In the
field, the support component of a United Nations peacekeeping operation
provides administrative and logistic support services that enable the mis-
sion to carry out its core functions in an effective, coordinated and timely
manner, consistent with the regulations and procedures prescribed by the
United Nations.

Mission assets are distributed to all mission components on an equitable
basis, depending on functional need and assessed priorities. Delivering
common support services is part of the administrative functions of a United
Nations peacekeeping operation and falls under the responsibility of the


Director of Mission Support (DMS) or Chief of Mission Support (CMS). United Nations peacekeeping operations function through a mix of civilian
The DMS/CMS reports directly to the SRSG/HOM. The DMS/CMS has contracted services procured by the United Nations and military support
up-to-date information on the status of all resources available within the capabilities, provided through ‘lease’ arrangements between the United
mission, and direct access to all available means of acquiring items. Nations and contributing Member States.7 When formed military units are
deployed to a mission, the logistic support concept is based on the integra-
United Nations peacekeeping operations are often deployed in environments tion of United Nations-provided and contingent-provided resources to
which are both volatile and unpredictable, and where host nation infrastruc- support all components of the mission. All of a mission’s support resources
ture is minimal or severely degraded. Within this challenging operating are managed jointly through an integrated civilian and military logistics
environment, United Nations peacekeeping operations undertake a broad support service and a common administrative system throughout all United
spectrum of civilian and military tasks, which may need to be sustained over Nations missions.
several years. Moreover, an operation may be required to switch to a more
robust posture and back again at various points in a mission’s lifecycle and The consolidation and integration function of integrated support services
may need to switch the emphasis of operations between different compo- is focused in a JLOC, which is staffed by military and civilian logistics
nents of the mission, for example, to support a DDR programme, an election personnel and coordinates the logistical needs of all mission components.
or a security operation. The JLOC often becomes a focal point for cooperation and mutual assistance
on logistical issues between the United Nations peacekeeping operations,
A mission support element which is flexible enough to adapt quickly to other agencies and NGOs.
changing circumstances on the ground allows for greater internal capacity
to respond to the mission’s substantive operations. This requires good logis- Mission support elements must comply with strict rules and regulations
tic planning, communication and resourcing, and close integration between and are sometimes criticized for not being responsive enough to operational
the uniformed and support components of a mission. Most of all, it requires requirements, especially during crises. Financial accountability controls for
strong integrated planning and priority-setting among the mission’s leader- United Nations peacekeeping are essential, and demanded by the Member
ship team. It also requires flexibility in the management of mission assets by States. Yet, for the system to work effectively in support of the mission leader-
the mission’s support element. ship, they need to be balanced with operational principles of flexibility and
responsiveness, and administered with a view to effective risk management.
The logistic and administrative support for United Nations operations is
more complex than many other logistical support models. This complexity
is due to the requirement to support contingents deploying with widely
varying levels of self-sufficiency, and the differing requirements between 8.2 Human Resource Management
military contingents, civilian staff, police and military observers. United Attracting and retaining qualified personnel is a critical support function
Nations operations are also subject to financial accountability procedures in United Nations peacekeeping operations. As stated in Article 101 of the
which do not align operational responsibility with budgetary accountability. Charter, securing the highest standards of efficiency, competence and integ-
Accordingly, the system of United Nations logistics is not well-designed to rity is the paramount consideration in the employment of United Nations
support high-tempo, short-notice military operations. This helps define a point staff and the determination of conditions of service. The international and
beyond which a United Nations peacekeeping operation is not able to escalate. national staff and uniformed personnel of a United Nations peacekeeping


operation are its most valuable assets and must be managed carefully. Being United Nations peacekeeping operations. Education and training are vital
a United Nations peacekeeper requires extraordinary professionalism, dedi- to ensuring that the appointment of senior mission leaders is not a “lottery.”
cation and self-restraint. The vast majority of the women and men serving Prior to assuming their functions, senior mission leaders should be given
in United Nations peacekeeping operations around the world do, indeed, adequate training and preparation on the challenges that they are likely to
possess these rare qualities. Yet, recent experience has shown that the actions face in the field. All personnel in leadership positions should exemplify the
of a minority who do not possess such qualities can result in irreparable highest standards and should be held accountable for their behaviour and
damage to the reputation of the mission and the United Nations, as a whole. performance. If not performing up to expectations, they should be counselled
and, if necessary, removed from the mission.
Given the difficult environments in which many United Nations peacekeeping
operations are deployed, turn-over rates for international personnel can be
high. The conditions of service in many United Nations peacekeeping opera-
8.3 Security of Personnel
tions make it extremely difficult to attract qualified and experienced person-
nel. In the field, the provision of adequate welfare arrangements for both The primary responsibility for the security and protection of United Nations
uniformed and civilian personnel is not only crucial for maintaining morale, peacekeeping personnel and assets rests with the host government. This
but is also a key tool for preventing the instances of gross misconduct that responsibility flows from the government’s inherent function of maintain-
have marred the United Nations peacekeeping record. Missions should make ing law and order, protecting persons and property within its jurisdiction,
an effort to establish welfare committees and provide recreational facilities as well as from the special responsibility enshrined in the Charter.8
for peacekeeping personnel, within their existing resources. In particular,
The Designated Official (DO), usually the senior-most United Nations offi-
the civilian and military leadership within the mission must make an effort
cial in a country, is responsible for the security of United Nations staff. When
to ensure that funds allocated by TCCs/PCCs for the welfare of uniformed
appointed DO, the SRSG/HOM is accountable to the Secretary-General
personnel actually reach their intended beneficiaries and that the welfare
(through the Under-Secretary-General for Safety and Security) for the secu-
needs of civilian staff, which are often neglected, are also addressed.
rity of all civilian personnel employed by the organizations of the United
Individual personalities are a major factor in any United Nations peacekeep- Nations system and their recognized departments throughout the country
ing operation. Even when the necessary coordination mechanisms and or designated area. The DO is supported by the Chief Security Adviser (CSA),
processes are in place, it is vital to ensure that key positions are filled by Department of Safety and Security (DSS), and the Security Management
the right individuals with the right skill-sets. Ultimately, it is the example Team (SMT) which oversees United Nations security arrangements in coun-
and guidance provided by the senior leadership of a United Nations peace- try. The SMT’s composition and standing operating procedures are articu-
keeping operation that will unite the components and ensure that the United lated in the DSS Field Security Handbook.
Nations system is working as a team.
While the safety and security of staff and facilities is largely situation specific,
The selection of senior mission leaders must be a carefully considered pro- some key standards have been developed, such as the Minimum Operating
cess. Mutual respect and the ability to transcend “turf” issues are essential Security Standards (MOSS). These standards are established, implemented
qualities for the successful management and integration of multi-dimensional and monitored at the direction of the CSA and the DO. These standards apply


to both international and national staff. While uniformed personnel do
not fall under the United Nations security management system, the heads
of the military and police component should work closely with the CSA to
ensure that the best possible security arrangements are put in place for all
Chapter 9
personnel. To this end, the respective heads of component will determine
the best balance between operational necessity and the security of uniformed Maintaining Support for the Mission
personnel. The heads of the military and police components are account-
able to the HoM for the security of uniformed personnel.

9.1 Managing Mission Impact
United Nations peacekeeping operations must be aware of and proactively
manage their impact, both real and perceived, in the host country and
community. United Nations peacekeeping operations are highly visible and
generate high expectations. Accordingly, United Nations peacekeeping per-
sonnel should be careful to mitigate the possible negative consequences of
the mission’s presence. United Nations peacekeeping personnel must adhere
to national laws, where these do not violate fundamental human rights
standards, respect local culture, and maintain the highest standards of per-
sonal and professional conduct.

Personnel serving in United Nations peacekeeping operations should be
alert to any potential, unforeseen or damaging consequences of their actions
and manage these as quickly and effectively as possible. Poor driving and
vehicle accidents and lax waste management practices are just some of the
negative impacts that may seriously undermine the perceived legitimacy
and credibility of a mission, and erode its popular support. The size of a
United Nations peacekeeping operation’s human and material footprint is
likely to have a direct bearing on its impact, or perceived impact, in the
community. Missions should be aware of the possible side-effects they may
generate, including:

Social impact (for example, in the conduct and behavior of staff);


Economic impact (for example, on housing and staple foods and materials); a United Nations peacekeeping operation at all stages of planning and de-
ployment. The mission’s Chief of Public Information should be a key actor
Environmental impact (for example, waste management or water usage).
in the senior leadership’s decision-making process.
Social impacts such as different cultural norms of mission staff and host
From the moment a peacekeeping operation is authorized, the United Nations
country customs may create friction (e.g.: employment of women in non-
must be able to ensure that the mandate and objectives of the mission are
traditional gender roles, mixing and socialization amongst genders, drink-
fully understood by the host population and other key actors. Consideration
ing, gambling, inappropriate behaviour, etc.). United Nations peacekeeping
of the role that public information will play in the future peacekeeping
operations also have a major impact on the host economy, by pushing up
operation, as well as the structures and resources that will be required to
the price of local housing and accommodation, or placing demands on local
support that role, must begin at the earliest possible stage. A public informa-
producers for staple foods and materials, placing such items out of reach of
tion assessment gauging the most effective ways of reaching the population
the local community. All of these have the potential for creating friction
should, thus, be conducted prior to the launch of any field mission.
and discontent within the local population and they should be continuously
monitored and managed by the mission’s leadership.
Effective communications and outreach will enhance the mission’s ability
to achieve its mandate and contribute to the security of mission personnel.
In assessing mission impact and devising strategies to address it, the mis-
A well designed and skilfully implemented communications strategy will
sion should be careful to ensure that the differential impacts on men and
increase confidence in the peace process, build trust among parties to a
women, as well as children and vulnerable groups, are considered. Although
conflict, and generate support for national reconciliation. It will establish
no mission can control all of the side-effects of its presence, it must under-
the mission as a trusted source of information and help counter the nega-
take due diligence in managing its own impact. Where problems do arise,
they should be addressed swiftly and honestly. At the same time, rumors tive effects of irresponsible, hostile and controlled media. If the parameters

and vexatious or erroneous accusations against the mission must be coun- of United Nations activity are clearly laid out and explained to the local

tered with vigor to maintain the good reputation of the international presence. population and other target audiences, fear and misunderstanding will be
minimized, disinformation will be corrected, and the impact of those who
wish to damage the peace process through rumour and untruth will be
minimized. In addition, mission public information activities should be
9.2 Communications and Outreach
geared towards helping establish an environment that promotes the devel-
Effective public information is a political and operational necessity. Its over- opment of free and independent media, and the adherence to the highest
all objective in United Nations peacekeeping operations is to enhance the journalistic ethics and standards.
ability of the mission to carry out its mandate successfully. Key strategic goals
are to maintain the cooperation of the parties to the peace process, manage The mission’s public information campaign provides an opportunity to
expectations and garner support for the operation among the local popula- reach out to key groups within society, whose voices may not otherwise be
tion, and secure broad international support, especially among TCCs/PCCs heard, and to promote consensus around the peace process. Use should be
and major donors. Public information should be thoroughly integrated into made of local public radio and television, if available, as well as traditional


forms of public information dissemination, such as the local community
and religious groups. Where no local dissemination capacity exists, a United
Nations capability should be deployed at the earliest stages, while helping
concurrently to build local capacities.
Chapter 10
Transition and Exit

10.1 Partnerships and Transition Planning
No single organization can presently conduct all of the multifaceted tasks
required to support and consolidate peace processes. Partnerships are thus
indispensable to the success of the international community’s efforts in post-
conﬂict settings. Chapter 5 and 7 have provided guidance on how to man-
age the relationship with partners in the planning and conduct of ongoing
operations. This chapter focuses on two important aspects of partnership:
the transition from other security actors to a United Nations peacekeeping
operation; and the hand-over of responsibilities from a United Nations peace-
keeping operation to United Nations system partners and others, as it pre-
pares to withdraw.

The United Nations is no longer the only actor conducting peace operations.
The number of peace operations mounted by non-United Nations actors has
doubled in the past decade. The African Union (AU), the Economic Com-
munity of West African States (ECOWAS), the European Union (EU), the
Organization for Security and Cooperation in Europe (OSCE), the Common-
wealth of Independent States (CIS) and the North Atlantic Treaty Organi-
zation (NATO) have all mounted major operations of their own (in most cases
with the authorization of the United Nations Security Council); and they
are making concerted efforts to increase their capacities in this area.

The growing involvement of regional agencies and arrangements in the main-
tenance of international peace and security, as envisaged in Chapter VIII


of the Charter, has created new opportunities for combining the capabili- peacekeeping operation and will be responsible for supporting the process
ties of United Nations and non-United Nations actors to manage complex of long-term recovery once the peacekeeping operation has withdrawn. In
crises. In several instances, troops and police deployed as part of a regional some instances, a United Nations peacekeeping operation may be preceded
organization-led peace operation have been “re-hatted” upon the deployment by or deployed alongside a United Nations special political mission or peace-
of a United Nations peacekeeping operation. In some cases, United Nations building support office. Some United Nations peacekeeping operations have
peacekeeping operations consisting only of civilian and/or police person- also been succeeded by integrated offices, headed by an Executive Represent-
nel have been deployed alongside forces under the command of a regional ative of the Secretary-General (ERSG).10
organization. The Security Council has also authorized the deployment of a
“hybrid” peacekeeping operation, in which elements from the United Nations Ultimately, it is the prerogative of the Security Council to decide whether
and a regional organization are deployed as part of the same mission under a United Nations peacekeeping operation should hand-over responsibility
joint leadership. Although cooperation between the United Nations and re- to another United Nations body or non-United Nations entity, and withdraw.
gional organizations in the area of peace and security has tended to occur Nevertheless, the Secretariat and the United Nations peacekeeping opera-
on an ad hoc basis and is often dictated by political expediency, new more tion have a responsibility to ensure that the Security Council’s decision is
systematic partnerships are emerging. 9 based on an honest assessment of real progress made towards the achieve-
ment of a sustainable peace.
In circumstances where a United Nations peacekeeping operation is required
to assume responsibility from a non-United Nations led peace operation, an As discussed in Chapter 2, traditional United Nations peacekeeping opera-
effort should be made to develop a mutually agreed joint transition plan tions are deployed as an interim measure to help manage a conflict and
outlining the modalities, steps and timeframe for achieving transition and create conditions in which the negotiation of a lasting settlement can pro-
the assumption of United Nations responsibility. In addition to detailing ceed. A traditional United Nations peacekeeping operation can be said to
when and how responsibilities will be transferred, such a plan should spell have successfully completed its mandate once the states concerned have
out any implications for the UNCT and other partners, in order to ensure arrived at a mutually agreed settlement to their conflict. Since they have
consistency of approach and timing with the overall mission planning pro- little direct involvement in diplomatic efforts to resolve the conflict, some
cess. Emphasis should be placed on security and how to ensure maximum traditional peacekeeping operations are deployed for decades, due to the
stability at a moment of potential weakness, including as a result of any mis- absence of a lasting political settlement between the parties.
match in capabilities and tasks.
Determining whether a multi-dimensional United Nations peacekeeping
deployed in the aftermath of a violent internal conflict has successfully
completed its mandate is far more challenging given the number of com-
10.2 Hand-Over and Withdrawal plex variables involved. Experience has shown that a domestic peace is
The United Nations engagement in a country which is emerging from con- truly sustainable when the warring parties are able to move their struggles
flict rarely begins with the deployment of a peacekeeping operation and is from the battlefield and into an institutional framework where disputes
likely to continue long after its withdrawal. In most cases, the UNCT will can be settled peacefully. The deployment of troops and police must be
have been on the ground long before the deployment of a United Nations accompanied by efforts to restore the State’s monopoly over the legitimate


use of force; re-establish the rule of law and strengthen respect for human The ability of the national armed forces and the national police to pro-
rights; foster the emergence of legitimate and effective institutions of gov- vide security and maintain public order with civilian oversight and
ernance; and promote socio-economic recovery. The decision to shift the respect for human rights;
focus of the United Nations engagement from stabilization to longer-term
Progress towards the establishment of an independent and effective judi-
peacebuilding must, therefore, take into account the degree of progress made
ciary and corrections system;
in each of these critical areas.
The restoration of State authority and the resumption of basic services
The transition from a United Nations peacekeeping operation to subsequent throughout the country;
phases of United Nations engagement should be factored into the planning
The return or resettlement and reintegration of displaced persons with min-
process from the outset, with a view to clearly delineating the roles and
imal internal disruption or conflict in the areas of return or resettlement;
responsibilities of the various United Nations actors on the ground. Reli-
able benchmarks and indicators are required to determine when the United The successful formation of legitimate political institutions following the
Nations peacekeeping operation can begin the process of hand-over and holding of free and fair elections where women and men have equal rights
withdrawal, without jeopardizing ongoing efforts to consolidate the peace. to vote and seek political office.

There is no standard “check-list” of benchmarks applicable to all situations. Wherever possible, benchmarks should be established through dialogue
The specific benchmarks used will differ from situation to situation, depend- with national interlocutors. The mission should seek multiple sources of
ing on the underlying causes of the conflict and the dynamics at play. They validation regarding this progress and should not shy away from reporting
must be developed in close collaboration with the rest of the United Nations on a deteriorating situation. In this respect, United Nations peacekeeping
system, the national authorities, civil society, and other relevant stakehold- operations should resist the temptation to report overly optimistic assess-
ers, taking into account the United Nations longer-term strategic goals. ments of progress against key benchmarks.

Care must be taken to identify appropriate benchmarks that reflect real Depending on the evolving situation, it may be appropriate for the bench-
progress towards the consolidation of peace in the country. Indicators should marks to be amended over time. Whatever the benchmarks adopted, they
not simply be measurements of international community inputs to a peace should be regarded as interim objectives in the broader effort to build a
process, which may present an incomplete picture. Examples of key bench- self-sustaining peace, the realization of which will allow the international
marks that may be used to determine at which point the process of peace community to progressively shift the focus of its post-conflict assistance from
consolidation is sufficiently advanced to allow for the hand-over of certain stabilization to long-term peacebuilding and economic recovery.
mission responsibilities include the following:
The withdrawal of a United Nations peacekeeping operation should be
The absence of violent conflict and large-scale human rights abuses, and planned and conducted in close consultation with all relevant partners
respect for women’s and minority rights;
and national stakeholders, to ensure minimal disruption of international
Completion of the DDR of former combatants (male and female, adults programmes as a result of the mission’s departure, and to minimize the
and children) and progress in restoring or establishing responsible state impact on the host population and environment. As a final contribution to
institutions for security; the institutional learning process, it is important that an effort be made to


capture any remaining lessons learned at the end of the mission by con-
ducting of After Action Reviews (AARs) and/or End of Assignment Reports Endnotes
(EoARs) 11 that may benefit those responsible for the planning and conduct
of future United Nations peacekeeping operations.

1 See DPKO Policy Directive on Authority, Command and Control for United Nations Multi-dimensional
Peacekeeping Operations (2007).
2 For missions of a military nature, the Secretary-General may appoint a Force Commander or Chief
Military Observer as Head of Mission.
3 Note of Guidance on Integrated Missions, Clarifying the Role, Responsibility and Authority of the Spe-
cial Representative of the Secretary-General and the Deputy Special Representative of the Secretary-
General/Resident Coordinator/Humanitarian Coordination, 9 December 2005, para. 5.
4 Ibid., para. 18–19.
5 See DPKO Policy Directive on JOCs and JMACs, 1 July 2006. In this context, the term “joint” refers
to the internal collaboration required between all mission components to achieve shared objectives
under a single leadership team.
6 Where the DSRSG/RC/HC is supported by an office of the United Nations Office of the Coordination
of Humanitarian Affairs (OCHA), OCHA will normally serve as the humanitarian coordination
office. Where appropriate, the OCHA office may remain outside the mission structure to facilitate
access by the broader humanitarian community.
7 Generally, contingents arrive with between 30–90 days of supplies to maintain self-sufficiency.
During that period, the United Nations enters into service contracts to provide the bulk supplies of
a mission, such as water, rations, laundry, waste disposal and some transport services. Contingents
bringing their own equipment are paid for the lease of this equipment by the United Nations, based
on agreed reimbursement rates.
8 Under Article 105 of the Charter, the United Nations is entitled to enjoy such privileges and immuni-
ties as are necessary for the fulfilment of its purposes. Additional diplomatic privileges are accorded
to United Nations staff members and premises in times of international crisis, by the 1946 Conven-
tion on the Privileges and Immunities of the United Nations and the Specialised Agencies and,
more explicitly, by the 1994 Convention on the Safety of United Nations and Associated personnel,
which obligates all signatories to ensure the safety and security of United Nations and associated
personnel deployed in their territory.
9 The “Joint Declaration on EU-UN Co-operation in Crisis Management” was signed in September 2003.
10 Integrated offices consist of the members of the UNCT and may be augmented by the presence of
military and police specialists.
11 After Action Reviews (AARs) and End of Assignment Reports (EoARs) are tools developed by DPKO
to facilitate the capturing and sharing of lessons learned from the field.

90 | UNITED NATIONS PEACEKEEPING OPERATIONS PART III ENDNOTES | 91

Annex 1 1000-Series: Capstone Doctrine
The 1000-series covers the basic principles and key concepts underpinning the planning and conduct of
contemporary United Nations peacekeeping operations as well as their core functions and the main fac-
tors affecting their success. United Nations Peacekeeping Operations: Principles and Guidelines sits at the highest
level in the 1000-series. 1000-series guidance also includes the Handbook on United Nations Multi-dimensional
United Nations Peacekeeping Peacekeeping Operations. All subordinate guidance must be consistent with the principles and concepts set
out in the 1000-series.
Doctrine Framework
2000-Series: Headquarters Support to Operations
The 2000-series contains guidance on DPKO/DFS headquarters roles, responsibilities and functions in
support of field missions. Specific areas covered in the 2000-series include: command and control and
executive direction; mission planning and budgeting; recruitment and force generation; deployment and
mission start-up; political analysis and briefings; and reporting, monitoring and operations management.

As shown in the diagram below, the United Nations peacekeeping doctrine 3000-Series: Management and Integration of Operations
The 3000-series covers the management and integration of United Nations peacekeeping operations in
framework is currently divided into six major guidance “series” (1000–6000),
the field. Documents in this series are intended to provide guidance on arrangements for the effective
which provide basic reference codes for the organization and management planning, management and integration of operational and support capabilities in the mission. The 3000-
of internal DPKO/DFS policy and guidance materials. Each series is further series also contains guidance on the effective execution of managerial responsibilities related to the safety,
integrity and oversight of the mission and its resources. Specific areas covered in the 3000-series include:
subdivided into specific thematic and/or functional areas.
mission command and control; political analysis and diplomatic activity; mission planning; safety and
security; crisis management; and conduct welfare and discipline.

DPKO/DFS Policy and Guidance Index
4000-Series: Multi-dimensional Operations
The 4000-series contains guidance on the employment of military, police and substantive civilian capa-
bilities within a United Nations peacekeeping operation. The use of guidance in this series will vary depend-
1000-Series: ing on the deployed mission capabilities, and should be seen as modular. Guidance in the 4000-series
Capstone Doctrine
also draws on and must be consistent with the principles and concepts set out in the 1000-series. Specific
areas covered in the 4000-series include: political and civil affairs; military; law enforcement (police);
legal and judicial; corrections/prisons; human rights; DDR; SSR; mine action; and elections.
HQ
2000-Series: Headquarters 3000-Series: Management and 5000-Series: Field Operations Support
Support to Operations Integration of Operations The 5000-series contains guidance on the integration and employment of all support resources in a mission
with the aim of providing timely, efficient and effective support to meet mandate priorities. Guidance on
mission support capabilities should be consistent with and should directly support the operational and

UN
managerial requirements identified in the 3000- and 4000-series. Specific areas covered in the 5000-series
( )
include: logistics support; movement control; strategic deployment stocks; aviation; surface transport;
4000-Series: 5000-Series: engineering; communications and information technology; medical; finance; and procurement and con-
Multi-dimensional Operations Field Operations Support
tract management.

6000-Series: Headquarters Management and Administration
The 6000-series sets out the managerial and administrative procedures governing the functioning of
DPKO and DFS as specialized, field-focused, operational arms of the United Nations Secretariat. Specific
6000-Series: Headquarters Management
and Administration areas covered in the 6000-series include: planning, budget and oversight; human resources and travel;
and writing and records.

92 | UNITED NATIONS PEACEKEEPING OPERATIONS ANNEX 1 | 93

DMS Director of Mission Support

Annex 2 Doctrine The evolving body of institutional guidance that provides support
and direction to personnel preparing for, planning and implementing UN
peacekeeping operations.

Selected Glossary of Acronyms and Terms* DDR Disarmament, Demobilization and Reintegration

DSRSG Deputy Special Representative of the Secretary-General.

DSRSG/RC/HC Deputy Special Representative of the Secretary-General/
Resident Coordinator/Humanitarian Coordinator
AU African Union
DSS Department of Safety and Security
CAAC Children and Armed Conflict
ECOWAS Economic Community of West African States
CAP Consolidated Appeals Process
EU European Union
Cease-fire A temporary stoppage of war, which may also be undertaken as
part of a larger negotiated settlement. A cease-fire marking the permanent FC Force Commander
end of war is referred to as an armistice.
Good Offices The authority and legitimacy afforded by one’s moral stature
CIS Commonwealth of Independent States or gained through one’s position or function that allows one to perform ben-
eficial acts for another. This authority and legitimacy allows individuals to
CMS Chief of Mission Support act as third-party mediators in various types of disputes.

CIMIC Civil-Military Cooperation HC Humanitarian Coordinator

Conflict Prevention Any structural or diplomatic measures to keep intra-state HOM Head of Mission
or inter-state tensions and disputes from escalating into violent conflict.
HOMC Head of Military Component
Contingency Plan A management tool used to ensure adequate arrange-
ments are made in anticipation of a crisis. HOPC Head of Police Component

Designated Official The senior-most United Nations decision-maker on Humanitarian Assistance Material or logistical assistance provided for
safety and security issues, in a given country. humanitarian purposes, typically in response to humanitarian crises. The
primary objective of humanitarian assistance is to save lives, alleviate suf-
DFS Department of Field Support fering and maintain human dignity.


Humanitarian Space This means the ability of humanitarian agencies to Multi-dimensional United Nations Peacekeeping Operations United Nations
work independently and impartially, without fear of attack in pursuit of the peacekeeping operations comprising a mix of military, police and civilian
humanitarian imperative. components working together to lay the foundations of a sustainable peace.

Hybrid Operation A peace operation involving the deployment of military, MOU Memorandum of Understanding
police or civilian personnel from two or more entities under a single structure.
NATO North Atlantic Treaty Organization
ICRC International Committee of the Red Cross
NGO Non-governmental Organization
IFI International Financial Institution is a generic term referring to the World
Bank, IMF and other international or regional development banks. OCHA Office for the Coordination of Humanitarian Affairs

IMF International Monetary Fund OHCHR Office of the High Commissioner for Human Rights

IMPP Integrated Mission Planning Process OSCE Organization for Security and Cooperation in Europe

Integration The process through which the United Nations system seeks Parties Persons or entities involved in a dispute.

to maximize its contribution towards countries emerging from conflict by
PCC Police Contributing Country
engaging its different capabilities in a coherent and mutually supportive
manner. Peace Agreement A formal treaty intended to end or significantly transform
violent conflict.
Integrated Mission A strategic partnership between a multi-dimensional
United Nations peacekeeping operation and the UNCT based on a shared Peacebuilding Measures aimed at reducing the risk of lapsing or relapsing
vision among all United Nations actors as to the strategic objectives of the into conflict, by strengthening national capacities for conflict management,
United Nations presence at country-level. and laying the foundations for sustainable peace.

IPBS Integrated Peacebuilding Strategy Peace Enforcement Coercive action undertaken with the authorization of
the United Nations Security Council to maintain or restore international
ISS Integrated Support Services
peace and security in situations where the Security Council has determined

JLOC Joint Logistics Operations Centre the existence of a threat to the peace, breach of the peace or act of aggression.

JOC Joint Operations Centre Peacekeeping Action undertaken to preserve peace, however fragile, where
fighting has been halted and to assist in implementing agreements achieved
JMAC Joint Mission Analysis Cell by the peacemakers.


Preventive Diplomacy Diplomatic efforts to avert disputes arising between Spoilers Individuals or groups that may profit from the spread or continu-
parties from escalating into conflict. ation of violence, or have an interest to disrupt a resolution of a conflict in
a given setting.
Peacemaking Action to bring hostile parties to agreement.
SRSG Special Representative of the Secretary-General
Peace Operations Field operations deployed to prevent, manage, and/or
resolve violent conflicts or reduce the risk of their recurrence. SSR Security Sector Reform

TAM Technical Assessment Mission
PRSP Poverty Reduction Strategy Papers

Traditional United Nations Peacekeeping Operations United Nations peace-
QIPs Quick Impact Projects
keeping operations conducted with the consent of the parties to a conflict,
RC Resident Coordinator usually States, in which “Blue Helmets” monitor a truce between warring
sides while mediators seek a political solution to the underlying conflict.
Robust Peacekeeping The use of force by a United Nations peacekeeping
Transition The hand-over of responsibilities between a non-United Nations
operation at the tactical level, with the authorization of the Security Council,
led peace operation to a United Nations peacekeeping operation; or from the
to defend its mandate against spoilers whose activities pose a threat to civil-
latter to other United Nations or non-United Nations actors upon the suc-
ians or risk undermining the peace process.
cessful completion of its mandate.
ROE Rules of Engagement
Transitional Administration A transitional authority established by the

Rule of Law A principle of governance in which all persons, institutions Security Council to assist a country during a government regime change or

and entities, public and private, including the State itself, are accountable passage to independence.

to laws that are publicly promulgated, equally enforced and independently
TRM Transitional Results Matrix
adjudicated, and which are consistent with international human rights norms
and standards. TCC Troop Contributing Country

SDS Strategic Deployment Stocks UNCT United Nations Country Team

SLT Senior Leadership Team UNDP United Nations Development Programme

SMT Security Management Team United Nations-Led Peace Operation A Peace operation authorized by the
United Nations Security Council and conducted under the direction of the
SOFA/SOMA Status of Forces Agreement/Status of Mission Agreement United Nations Secretary-General.


* The list does not provide authoritative United Nations definitions. It is intended to assist with under-
standing the usage of terms in this document only. Official United Nations definitions are being considered
in the context of the ongoing terminology deliberations of the General Assembly’s Special Committee on
Peacekeeping Operations on the basis of the DPKO Interim Glossary of Terms.

100 | UNITED NATIONS PEACEKEEPING OPERATIONS

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