PREFACE

The Philippine National Police Manual for United Nations

Peacekeeping Operations" is prepared, by the Directorate for Plans
PNP to provide essential information for the PNP personnel desiring
to join the United Nations Peacekeeping Operations. This staf
acquaint them with the nature of the United Nations system and
with orient them a6out the rigid selection process the beginning of
the challenging and the demanding fife that they will face once
deployed The manual shall serve as a guide for applicants in the
proper conduct and attitude required in order to level down
expectations.
The United Nations Organization embodies the aspirations of
the people of the world peace. In this content, of PNP personnel
must maintain the highest standards of integrity and conduct.
We will comply with the Guidelines on
International
Humanitarian Law for forces Undertaking United Nations
Peacekeeping Operations and the applicable portions of the
Universal Declaration of Human Rights as the fundamentals basis of
our standards.
We, as peacekeepers, represent the United Nations and are
present in the country to help it recover from the trauma of a
conflict. As a result, we must consciously be prepared to accept
special constraints in our public and private fives in order to do the
work and to pursue the ideals of the United Nations Organization,
We shall be accorded certain privileges and immunities arranged
through agreements negotiated Between the United Nations and the
host country solely for the purpose of discharging our peacekeeping
duties. Expectations of the world community and the local
population will be high and our actions 6eftaviour and speech will be
monitored.

MESSAGE
It gives me great pleasure to congratulate the PNP for coming
out with the Philippine National Police Manual for United
Peacekeeping Operations for UN Missions in East Timor (UNTAET)
and Kosovo (UNMIK).
In the light of the increasing need for the Philippine strengthen
the participation in international peacekeeping operations, the PNP
personnel need reference for competency in the delivery of better
public safety services to the United Nations member countries. The
publication of this Philippine National Police Manual for United
National Peacekeeping Operations is therefore very timely and
opportune.
This Manual envisioned to serve as a guide for all personnel
of the PNP are aspiring to serve in the UN Missions, as well as the
PNP Contingents already deployed in the mission areas.
I value the training, both mental and physical, which the PNP
personnel undergo during the preparations for deployment and the
actual UN mission experience. The knowledge and skills developed
during their unique experience can be useful to the duties they
perform within the Philippine context.
It is my hope then, that the PNP organization and its personnel
would understand, appreciate, and familiarize themselves with this
manual, in order to be equal to the high expectations of the United
Nations, its member countries and the people.
Honorable JOSE D LINA, JR
Secretary, DILG and
Chairman, NAPOLCOM

MESSAGE
The Philippines, through the PNP, has an important stake and
plays a vital role in the protection and preservation of world peace.
Globalization necessitated this. Hence , the PNPs participation in
the United Nations Peacekeeping Operations is necessary to avert
the breakdown of peace and order and protect human rights in
other parts of the world. The experiences, the valuable lessons and
the international goodwill generated from this efort benefit the PNP.
Our PNP personnel have performed outstanding and make an
excellent reputation for themselves during these UN missions. The
report of the United Nations CIVPOL speaks highly of the
enthusiasm, dedication and professionalism of our policemen.
Because of this sterling performance, the UN continues to invite the
PNP to send police contingents for international peacekeeping
missions.
With this in mind, the Directorate for
Plans deemed it
necessary to craft this Philippine National Police Manual for United
Nations Peacekeeping Operations to prepare our personnel for the
tasks involved in joining these peacekeeping eforts. The Manual
spells out all the procedures and the requirements needed to be
part of this program. It also describes the skills needed and their
application to the actual conditions of the mission field. The recent
guidance of the Chief, PNP for the formation of a pool of ready
reserves for deployment makes this manual more relevant and
useful.
Towards this end, it is my purpose that with this PNP Manual
for UN Peacekeeping Operations our PNP personnel will strive to
understand and put to head the contents of this Manual- for there is
no substitute to knowing ones task and intelligently carrying them
out.

JOSE C LALISAN JR, MNSA

Police Director
Director for Plans

FORWARD
The Philippine National Polices Manual for United Nations
Peacekeeping Operations will provide an efective and efficient
reference for the PNP personnel who would be deployed to the
United Nations Missions.
The manual contains information about UN missions, cultures
of the people in the mission areas, and particularly, the supposed
Civilian Police (CIVPOL) Units perspective and policies in keeping
peace and order. Additionally, it will inform all concerned PNP
personnel about the screening process and procedures being
observed by the Directorate for Plans and the United Nations
Selection Assistance Team (UNSAT)
Surely, this manual would be of great help to the applicants
for UN Missions and to all those who want to learn about UN
Managed CIVPOL activities.
LIBRADO B MATIBAG
Police Chief Superintendent
Deputy Director for Plans
Chairman, UN Selection Committee

TABLE OF CONTENTS
Preface
Messages
I. General Background
United Nations Charter
Concepts
Structure of the United Nations
Policy Framework and guidelines for Philippine Participation in UN
Peacekeeping operations
II. Peacekeeping Operations
Fundamentals of Peacekeeping Operations
Composition of Peacekeeping Operations
Department of Peacekeeping Operations
Chain of Command
Civilian Police in Peacekeeping Operations
Principles of Civilian Police Operations
III. Guidelines for Civilian Police Operations
Phases of Civilian Police Operations
Executive Power
Armed Civilian Police Missions
Formed Police Units
IV PNP Standard Qualifications for UN Mission
V Repatriation
Early Repatriation
Compassionate Repatriation
Medical Repatriation
Death
VI PNP Procedures and SOPs
PNP Selection Process for UN Peacekeeping Operations
Pre-deployment Preparations
Travel Arrangements
Shipment and Insurance of Personal Baggage
PNP SOP on Chain of Command in UN Mission Area
Guidelines on the Submission of Situation Report of PNP Contingent
In UN Mission Area
VII The Mission Area
Living Condition in the Mission Area
Duty Schedule, Leave; Compensatory Time-out and Movement of
Personnel
Medical and Dental Arrangements
Travel and Subsistence Allowances

Compensation for Death, Injury or illness

Compensation for Loss of Personal Efects
VIII Post-Mission
End Mission
Recognition Ceremony
Re-entry Program
IX Code of Conduct
DOs and DONT
Body Language and Gestures
X. Frequently Asked Questions
United Nations Forms
Heroes and Ambassador

GENERAL BACKGROUND
UNITED NATIONS CHARTER

The UN Charter provides the terms of reference for the various

elements of the United Nations in fulfilling its responsibilities. Its
primary purpose is "to maintain international peace and security
and to that end to take efective collective measures for the
prevention and removal of threats to the peace, and for the
suppression of acts of aggression or other breaches of the peace,
and to bring by means, and in conformity with the principles of
justice and international law, adjustment or settlement of
international disputes or situations which might lead to a breach of
the peace... "(Article 1)
Peacekeeping, as such, is not specifically provided for in the
Charter, except for the provision that "the Security Council may
establish such subsidiary organs as it deems necessary for the
performance of its functions". (Article 29)
The Security Council may call on the parties concerned to
comply with such provisional measures as it consider necessary.
These measures may include complete or partial interruption of
economic relations and means of communication, the severance of
diplomatic relations or such action by air, sea or land forces as may
be necessary to maintain or restore international peace and security.
(Article 40 & 41)
It provides for the settlement of disputes by a variety of
peaceful measures; including negotiation, inquiry, mediation,
conciliation, arbitration, and judicial settlement. The Security
Council is authorized to call on the parties to settle their disputes by
peaceful means or to make recommendations. (Chapter VI)
It is essentially designed to deal with threats to peace,
breaches of the peace and acts of aggression. As such, the United
Nations Security Council should determine the existence of any
threat to the peace, breach of the peace, or acts of aggression and
to make recommendations or decide what measures should be
adopted to maintain or restore international peace and security.
(Chapter VII)
The Charter encourages regional arrangements for the
peaceful settlement of local disputes before referring them to the
Security Council, provided that such arrangements are consistent
with the Purposes and Principle of the United Nations. When
appropriate, the Security Council may utilize regional arrangements
or agencies for enforcement action under its authority and control.
(Chapter VIII)
CONCEPTS

Seven (7) Categories for Future UN Eforts To Restore

International Peace And Security:
The seven concepts reflect the growing scope and complexity
of UN activities. It was made to meet the dynamic challenges of the
UN in a responsive way and to provide useful insights on how the
world can more fully embrace and achieve the objectives of the UN
Charter.
1.
Preventive Diplomacy is an action to prevent disputes from
developing between parties, to prevent existing disputes from
escalating into conflicts and to limit the spread of the latter when
they do occur.
2.
Peacemaking is a diplomatic action to bring hostile parties to
negotiated agreements through such peaceful means as those
foreseen under Chapter VI of the UN Charter (see above).
3. Peacekeeping is a United Nations presence in the field (normally
involving military and civilian personnel), with the consent of the
parties, to implement or monitor the implementation of
arrangements relating to the control of conflicts (ceasefire,
separation of forces, etc.) and their resolution (partial or
comprehensive settlements), or to ensure the safe delivery of
humanitarian relief.
4.
Peace-enforcement is employed when all other eforts fail. The
authority for enforcement is provided by Chapter VII of the Charter,
and includes the use of armed force to maintain or restore
international peace and security in situations in which the Security
Council has determined the existence of a threat to the peace,
breach of the peace or act of aggression.
5.
Peace-building is critical in the aftermath of conflict. It includes
the
identification and support of measures and structures which will
promote peace and build trust and interaction among former
enemies in order to avoid a relapse into conflict and to built a
sustainable peace.
6.
Sanctions are to apply measures not involving the use of
armed force in order to maintain or restore international peace and
security. This legal basis is recalled in order to underline that the
purpose of sanctions is to modify the behavior of a party that is
threatening international peace and security and not to punish or
otherwise exact
retribution.
7.
Disarmament is the assembly, control and disposal of
weapons. Micro-disarmaments is the practical disarmament in the

context of the conflicts the United Nations is actually dealing with.

Micro-disarmament is relevant to post-conflict peace building.
Disarmament can also follow enforcement action. All sanction's
regimes include an arms embargo.
STRUCTURE OF THE UNITED NATIONS
There are six (6) main organs of the United Nations namely:
(a) The General Assembly, (b) The Security Council, (c) The
Economic and Social Council, (d) Trusteeship Council, (e) Secretariat
and (f) International Court of Justice.
GENERAL ASSEMBLY is the main deliberative organ.
Composed of
representatives of all Member States each of which has one vote.
Meets once a year in a regular session. Special sessions can be
convened at the request of the Security Council, or whenever
majority of Members concurs. An emergency special session may be
called within twenty-four hours of a request by the Security Council
on the vote of any nine members of the Council or by a majority of
the Members concurs.
Decisions on important questions such as those on peace and
security, administration of new Members and budgetary matters
require a two-third majority. The Decisions on other questions are
reached by a simple majority.
UNITED NATIONS SECURITY COUNCIL is responsible for the
maintenance of international peace and security. It has fifteen (15)
members, five permanent members- China, France, Russian
Federation, United Kingdom and United States - and ten (10) elected
by the General Assembly for two-year terms. Each member has one
vote. Decisions on substantive matters require nine votes, with none
of the five Permanent Members casting a negative vote. Under the
Charter, all Members of the United Nations agree to accept and
carry out the decisions of the Security Council.
POLICY FRAMEWORK AND GUIDELINES FOR PHILIPPINE
PARTICIPATION IN UN PEACE OPERATIONS
I.

General Principles

The Republic of the Philippines is committed to global peace,

and as a founding member of the United Nations, Abides by its
Charter and recognizes that the maintenance of international peace
and security is a primary responsibility of the United Nations.
The Philippines reaffirms the primary responsibility of the
Security Council under Chapter VI and VII of the Charter, and the
role of regional organizations under Chapter VIII in the maintenance
of international peace and security. In honouring its obligations

under the Charter, The Philippines participates in several peace

initiatives under the aegis of the United Nations.
The Philippines recognizes that peacemaking, peacekeeping,
peace enforcement and peace-building, through the concept of
multi-dimensional peace operations, remain as key and
indispensable instruments for the maintenance international peace
and security. The Philippines also recognizes that the United Nations
plays a fundamental and crucial role in peacemaking, peacekeeping,
peace
enforcement
and
peace-building
operations.
Finally, the Philippines considers diplomatic measures under
Chapter VI of the Charter as the principal tools for peace in the
international community and encourages the peaceful settlement of
disputes. The Philippines acknowledges that conflict resolution is the
responsibility of national governments, which may be aided by civil
society, including the academe, non-governmental organizations,
churches, foundations, associations and other groups.
II.

SCOPE OF PHILIPPINE INVOLVEMENT

1.
The Philippines supports the role of the United Nations in
resolving conflicts, as provided for under Chapter VI and VII of the
Charter.
2.
Philippine participation in UN peace operations should be
decided by taking into consideration the following factors: national
capabilities, the domestic peace and order situation, and ultimately,
national interest and national goals. While decisions will be on a
case-to-case basis, deciding on the merits of participation in each
UN peace operations will have to be based on the applications of the
same general principles and parameters.
3. UN peace operations that are being, or may be, conducted in
Southeast Asia and other areas of Asia Pacific will be given highest
priority in considering Philippine participation. The Philippines,
consistent with its national policy, and to further strengthen its
capability, may also participate in UN peace operations outside the
Asia Pacific region.
4. The safety and security of Philippine personnel assigned to UN
peace operations are of paramount importance. In this regard, for
the Philippines to participate in a UN peace operation, that
operation must have the following: 1) authority from the UN Security
Council; 2) a clear and achievable mandate; 3) a determinable, if
not definite, time frame and exit strategy; and 4) consent of the
receiving state of the UN peace operation.

5.
The Philippines recognizes the importance of peace-building
activities in the rebuilding of states. It may choose to participate in
peace-building activities through the deployment of relevant
Philippine personnel, in whatever form of assistance- from military
to civilian, including human resources development.
III.

OPERATIONAL ISSUES

1. The President of the Republic of the Philippines, upon advice from

1) the Secretary" Foreign Afairs, 2) The Secretary of National
Defense, and/or 3) the Presidential Adviser on National Security shall
have the sole prerogative to decide on Philippine participation n any
UN peace operations.
2. The deployment of Philippine civilian police and military
contingents to UN peace operations will be primarily conducted
through the assistance of the UN Secretariat either through 'letter of
assist' or through the assistance of the UN Secretariat either
through pre-arranged chartered or commercial Sand, cooperate with
other international contingents, necessary skills, and psychological
stability. The considerations for recruitment, selection and
assignment of personnel for UN peace operations should be
prescribed by the AFP and the PNP.
3.
Peacemaking, peacekeeping, peace enforcement and peacebuilding operations shall be included in the curricula and, training
courses of relevant government agencies like the DND/AFP and the
DILG/PNP, among others, in order to enhance the capacity of the
country in contributing personnel, technical expertise and other
resources to UN peace operations.
4. Pre-deployment briefing of Philippines personnel, including
information on the UN's Standard Operating Procedures, RuSes of
Engagement and the provision of United Nations manuals and
handbooks and/or guidelines will be undertaken by relevant
government agencies and institutions. Training materials from the
DPKO will be provided by the Department of Foreign Afairs.
5.
The Philippines, in cooperation with like-minded states, will
endeavor to promote greater participation of troop contributing
countries in policy and operational decision-making on UN peace
operations. Accordingly, the Philippines will support and promote
relevant activities in the General Assembly, the Security Council,
and
relevant offices of the UN, among others, to enhance the conduct
UN peacekeeping operations in all its aspects. The Philippines will
support and promote initiatives in appropriate UN and other forums
for the institutionalization of trilateral consultation among 1) the
Security Council, 2) the UN Secretariat and 3) troop contributing

nations on decisions pertaining to the formulation, revision and

termination of mandates and on other relevant issues on UN peace
operations.
6.
In view of the increasing contact of UN peacekeepers with the
civilian population in areas of armed conflict, where women and
children are the most afected, a high degree of gender sensitivity is
necessary on the part of UN troop contingents. Accordingly,
participation of women in Philippine contingents shall be
encouraged.
7.
The Philippine Government shall support all initiatives to
maximize and remove disparities in pay-scales between Philippine
military personnel and civilian police and those of international
contingents deployed in UN peace operations.
II PEACEKEEPING OPERATIONS
FUNDAMENTAL
OPERATIONS

PRINCIPLES

OF

U.N.

PEACEKEEPING

1. Consent - UN Peacekeeping Operations are established with the

consent and cooperation of the main parties involved in a conflict.
2.
Impartiality - A UN force must be impartial in character. The
force cannot take sides without becoming part of the conflict it has
been mandated to control and resolve.
3.
Minimum Use of Force - In peacekeeping operations, force will
not be used to carry out the mandate. Minimum use of force does
not exclude self-defense of United Nations personnel and property.
The use of force must be clearly defined in the rules of engagement
(ROE).
4.
Credibility - The credibility of a peacekeeping operation is
confirmation of its ability to accomplish its mandate. To efectively
carry out its mandate and earn the confidence of the parties, a
peacekeeping force must be composed of trained personnel who are
well equipped and possess high professional standards.
5.
Negotiation and Mediation - Negotiation and mediation have
enormous potential in deescalating a conflict to promote a secure
environment and to develop peaceful and lasting solutions to a
conflict.

COMPOSITION OF PEACEKEEPING OPERATIONS

The composition of a United Nations Peacekeeping Operation
and its tasks would depend on the problems to be solved in the
conflict area as well as the political agreement established between
the UN and the conflicting groups or parties.
The tailoring of the organization of the UN Operation is
completed by selecting the assets needed to fulfill the mandate that
may involve considerations concerning the following components:
1. Diplomatic and political officers and staf members whose tasks
may range from political negotiations to supervising, monitoring and
direct control of all administrative bodies and offices.
2. Human rights component is responsible in undertaking human
rights activities such as monitoring the observance of human rights
and fundamental freedoms, the prevention of human rights abuses
and the development and implementation of human rights
education programs.
3. Civil Administration component is in charge in monitoring,
supervising or having a direct control of foreign afairs, national
defense, finance, public security and information.
4. Electoral component undertakes the tasks in organizing and
supervising a free, orderly and fair general election or referendum.
5. Repatriation component takes care of refugees, displaced
persons, political prisoners and other detainees. It is involved in
organizing resettlement processes and in rehabilitation to organize
the initiation of the process of rehabilitation, attending to the
immediate needs and laying the groundwork for future plans.
6. Civilian Police component is tasked to maintain law and order,
develop and train local police service or undertake the supervision
or control of local civil police to ensure law and order are maintained
efectively and impartially, and that the human rights and
fundamental freedoms are fully protected.
7. Border Monitors are responsible to monitor any embargo imposed
by the United Nations along the part so far international recognized
border.
8. Military component is responsible in the establishment of a bufer
zone or its equivalent to make certain that the opposing groups are
separated, to supervise truce or ceasefire agreement, to prevent

armed conflict between nations or within a nation, and contribute to

the maintenance of law and order and return to normal conditions.
9. International Staf and Field Service support the UN Peacekeeping
operation by taking care of the administrative, financial,
communications, logistics and security aspects. The administration
itself is headed by the Chief Administration Officer (CAO).
10. Local Recruitment may be needed in the UN mission area. The
authority to recruit local personnel is delegated to the Chief
Administrative Officer. The Force Commander/Chief Military
Observer may request the recruitment of local staf as needed. The
terms and conditions of employment for locally recruited personnel
are, to the extent possible, following the practice prevailing in the
host country.
DEPARTMENT OF PEACEKEEPING OPERATIONS
The Security Council is the authority for mandating and
terminating United Nations Peacekeeping Operations. Command of
Peacekeeping Operations is vested in the Secretary-General, under
the authority of the Security Council. The Under Secretary- General
for the Department of Peacekeeping Operations (DPKO) is delegated
by the Secretary-General with the responsibility for the planning,
preparation, conduct and direction of all United Nations field
operations in particular peacekeeping operations, and assists in the
provision of substantive services to the Security Council and the
General Assembly. It provides secretariat services to the Special
Committee on Peacekeeping Operations.
The Department of Peacekeeping Operations (DPKO) consists of the
following:
1.
2.
3.
4.
5.
6.

Office of the Under Secretary-General

Military Adviser
Policy and Analysis Unit
Situation Center
Executive Office
Office of Operations
a. Africa Division
b. Asia and Middle East Division
c. Europe and Latin America Division
7. Office of Planning and Support
a. Planning Division
b. Mission Planning Service
c. Civilian Police Unit
d. Demining Unit
e. Training Unit
f. Field Administration and Logistics Division

g. Finance Management Support Service

h. Logistics and Communications Service
i. Personnel Management and Support Service
CHAIN OF COMMAND
When a peacekeeping force performs non-military functions
not limited to military tasks (multi-dimensional force), it may require
large civilian components in addition to the military component,
e.g., civilian police or electoral monitors. In such cases, overall
command in the field is normally exercised by a civilian official, the
Special Representative of the Secretary-General (SRSG), to whom
the heads of the various components report.
The Secretary-General provides the SRSG with the legal and
political advisers and with a civilian administrative staf.
CIVILIAN POLICE IN PEACEKEEPING OPERATIONS
The United Nations is frequently asked to intervene in postconflict situations in which the root causes of conflict remain
unsettled and the basic political, legal, economic, social, and
government institutions are unstable and where more often than
not, there are no consensus as to the structure, role, and
composition of public administration and the legal system, in
general, and law enforcement institutions, in particular. In the worst
case scenario, the entire gamut of law enforcement institutions,
including the legally constituted local police agencies, if they exist
at all, may be crippled by the activities of parallel illegal structures
and organizations who wield "de facto" policing powers because the
origins and authority are rooted in the conflict. These structures
may, in fact, dictate the political and economic landscape thereby
undermine or perhaps shape governmental institutions to further
their own criminal activities. Consequently, local stability and
sustained political and economic development depend upon the
successful removal of these criminal enterprises from their sources
of control and power.
A functioning law enforcement and criminal justice system
that upholds and enforces the rule of law without fear or favor and is
adaptive to the needs of the populace of the mission area is a
requisite for and one of the principal cornerstones of civil authority,
political stability, and economic development.
In some post-conflict environments, the law enforcement and
criminal justice systems may be the first institutions of local civil
authority to be rebuilt after the cessation of hostilities as these are
considered as the incubators from which democratic public
administration practices will spread throughout the post-conflict

environment Consequently, in peacekeeping operations, the Civilian

Police (CIVPOL) component is
often asked to play a prominent role in the transition from conflict to
lasting peace, security, and development by providing law and order
to all inhabitants within the mission area and to turn over that
authority onto a rebuilt local police service.
FUNDAMENTALS/PRINCIPLES
PEACEKEEPING
OPERATION

OF

UNITED

NATIONS

1. Consent and Cooperation - These typically required to both

parties involved in the conflict. However, respect for formal
commitments made by these parties may not be evident at all
levels. Promoting adherence to commitments made at every level is
an ongoing task of the Civilian Police component and its personnel.
2. Impartiality and Objectivity - Civilian Police must discharge their
tasks
professionally, firmly, and objectively without fear of favor. No party
to the conflict should gain unfair advantage as a result of the
activities of the CivPol component.
3. Minimum use of Force - The UN Basic Principles on the Use of
Force and Firearms by the Law Enforcement Officials particularly
applies when Civilian Police are authorized to carry firearms which
emphasized that force may be used only when absolutely necessary
and only to the extent required in the performance of legitimate law
enforcement functions. The Code of Conduct for Law Enforcement
Officials is always
applicable to all Civilian Police.
4. Clear and Achievable Mandate The Civilian Police Commissioner
must understand the mission's objectives in order to direct the
activities of the Civilian Police component at all levels. He must also
know the parameters by which the success or failure of the mission
will be determined.
5. Continuous and active support of the Security Council and
contributing Countries - Members of the Security Council and other
member states will take the necessary decisive political and
diplomatic action in support of the Secretary-General to ensure that
the decisions of the Council are carried out. Likewise, the support of
police contributing member states in the form of personnel and
material assistance must be sustained for the during of the mandate
for the CivPol component to achieve its goals.
6. Legitimacy - The legitimacy of the CivPol component is enhanced
by a wide geographic distribution of its personnel. It is also based

upon the skill and experience of the CivPol, their ability to achieve
the tasks mandated to them, and their conduct in a professional
manner in accordance with international human rights instruments
regarding
law enforcement officials which can be found in Human Rights: A
Compilation of International Instruments.
7. Unity of Efort and Command - Unity of command must be
observed within the CivPol component. All CivPol are responsible
and accountable to the Police Commissioner who, in turn, is directly
accountable to the Special Representative of the Secretary- General.
It is not acceptable for CivPol to receive or accept instructions from
national authorities of their government on operational matters.
Such practices not only jeopardize the efectiveness of an operation
and the safety and security of its personnel, but undermine the
legitimacy of the institution of the United Nations peacekeeping.
8. Transparency - All Member States contributing police personnel,
the parties to the conflict, as well as the local population, must be
fully aware of the CivPol component's mandate, its functions and
responsibilities, and what the component expects of the local
enforcement agencies.
9. Mobility And Adaptability - To fulfill its mandate, the CivPol
component must have unhindered freedom of movement within the
mission area. It must continuously evaluate and respond to the
changing situation in the mission area. This requires operational
flexibility by the component itself as well as experienced CivPol
personnel
capable
of
adapting
to
continually
changing
circumstances and tasks.
III GUIDELINES FOR CIVILIAN POLICE OPERATIONS
The establishment of a peace operation requires quick action,
close coordination among many partners, and the timely and
predictable provision of the necessary skilled human, sufficient
logistical, and required financial resources. The following guidelines
are
designed to facilitate the rapid development of options, approval of
plans and their subsequent execution.
PHASES OF CIVILIAN POLICE OPERATIONS
United Nations peacekeeping operations can be divided into
four distinct phases, each with its separate planning, operational,
and logistical support requirements. This framework can also be
applied to CivPol operations, regardless of whether CivPol
component is entrusted with executive authority or not as follows:

I. Initial Development or Standby Phase

Initial Development or Standby phase starts when the
Secretary-General determines that a particular situation might
necessitate UN involvement and ends with the preparation^ the
initial concept of logistical support which may include the initial
concept of operations, and initial concept for logistical support.
Although the basic contours of this phase do not vary whether the
Civpol component is granted executive authority or not, the breadth
and depth of planning activities are significantly diferent if the
mandate were to grant the CivPol with responsibility to perform all
law and order functions.
The phase may include the following.
a. Initial assessment;
b. Initial survey;
c. Initial concept of operations; and
d. Initial concept for logistical support
First, planning must take into account CivPol requirements to
exercise all law enforcement functions comparable to those
performed by the police services of any Member State. One starting
point for such planning begins with estimating the personnel
requirements of the CivPol component as a police force entrusted
with executive authority.
A common ratio of residents to police officers is 500:1. This
ratio however, cannot be mathematically applied because of the law
and order environment in a peacekeeping mission is not comparable
to one in a stable country in which the rule of law is firmly
established. In the post-conflict environment, additional factors
need to be taken into
account, such as, inter alia, the persistence of armed conflict, the
prevalence of illegal parallel structures and criminal enterprises who
wield de facto policing powers and who have the capability to mold
the political environment to further their criminal goals; the likely
existence of a large number of refugees and internally displaced
persons; the possibility that an international military force may be
performing policing functions prior to the deployment of the CivPol
component; and the necessity to secure the free and fair conduct of
elections in the near future. Furthermore, the planning will need to
assess the state of transport and communication facilities within the
mission area and how they may impact the performance of policing
powers and estimate personnel requirements based upon those
assessments. Finally, the condition of the judicial system, border
regime, and corrections institutions need to be evaluated and the
efect their current state may have on CivPol's ability to enforce law
and order.
It must also be recognized that in peacekeeping operations
with executive authority, it is highly problematic to permit CivPol to

be evacuated given their responsibilities for law enforcement even

in the face of acute security concerns. Consequently, it is crucial to
be aware beforehand of the potential trouble spots within the
mission area so that temporary supplementation plans can be
developed and the associated manpower for such contingencies
estimated prior to deployment. Finally, it is not sufficient to plan a
peacekeeping operation in which CivPol is invested with executive
authority through the use of gross personnel statistics.
An
alternative systematic method of pre-mission planning is to
anticipate, first, the specific functions and tasks that CivPol will be
required to perform, second, determine the skills and capabilities
those tasks require and only third, estimate the number of CivPol
officers needed for each and every discrete job classification and
skill set. Given an estimate of the type of skills required and the
number of officers needed who possess those skills, preliminary
plans for the rapid deployment of a CivPol component can be
developed using a database in which are recorded available and
pre-qualified CivPol officers. Therefore, the recruitment and
selection of CivPol personnel of the bulk of the CivPol complement
can be planned based upon the aforementioned narrowly define
police disciplines. Such recruitment can be planned based upon the
selection of individual CivPol officers and through alternative
methods
such as formed police units or specialized national contingents. (The
establishment of regional international CivPol pre-mission training
centers ,may be useful for the training of CivPol officers prior to their
deployment to peace operations.
Estimating personnel needs, however, must be complemented
by the comparable logistical and equipment plans associated with
the potential exercise of executive authority. Such logistical and
equipment plans need to take into account all the resources and
capabilities customarily associated with the potential exercise of
executive authority. Such logistical and equipment plans need to
take into account all the resources and capabilities, customarily
associated with police services in Member States. In addition to the
routine police equipment necessary to daily law enforcement
operations, logistical requirements may include such items as,
emergency and specialized police vehicles, specific weapons for
close protection units, information technology necessary for close
protection units , information technology necessary for collection of
criminal statistics and analysis, crowd control equipment, forensic
laboratories, surveillance facilities, and equipment to enforce border
and custom regimes regarding forged documents and illegal
documents and illegal narcotic equipments.
Second, planning must be conducted in how to rebuild the
local police services so that they can eventually assume executive
authority. The purpose of such planning is to estimate the CivPol

component's personnel, material, logistical, information technology,

and financial needs to accomplish this aspect of the mandate. First
and foremost is the conceptualization of what the new local police
service will look and like and how it will be organized and structured
as well as the local laws needed to accomplish any police reform. In
this regard, planning must determine, local police services' current
and future needs and organizational structure (number of officers,
command and rank structure, types of police services and
disciplines required, etc.); methods for the recruitment and selection
of local police officers; training programmes for the local police
officers; training programmes for the local police officers; training
programmes for the local police in police academies, colleges, and
in-service; and all the related personnel, financial, and logistical
institutional elements associated with rebuilding a police service
from the ground up such as budgeting, cost accounting, personnel
policies, information technology, equipment and facilities
maintenance, etc. In addition, the plans for the establishment of a
Police Trust Fund to assist the financing of local police service capital
and equipment needs must also be devised. It should be noted that
everything that is required by the CivPol component to exercise
executive authority will eventually be needed by local police
services when they assume ultimate responsibility for law
enforcement.
In addition, the two transitions in the exercise of law
enforcement of authority must be anticipated. First, the modalities
of a potential transition from international military forces performing
law enforcement functions to their assumption by the CivPol
component must be established. Second, given the desired endstate in which local police services are held accountable for all law
enforcement functions, the transition from the CivPol component
exercising executive authority to the local police services performing
those responsibilities must be drawn up. The modalities of this
second transition is of paramount concern especially as it is more
than likely that during the transition local police officers may be on
duty working alone while the CivPol component retains executive
authority and, thus, ultimate responsibility for law enforcement.
If there is no presumption that the CivPol component may be
entrusted with executive authority, planning activities may not
necessarily encompass all of the aforementioned elements.
Furthermore, there may be no need to anticipate and plan for the
above-mentioned transitions. Nevertheless, it is assumed that many
of the factors mentioned above will have to be taken into account.
This phase requires not only the early participation of the
Civilian Police Division (CPD) in DPKO initial development activities,
but also the CPD's having an independent institutional capability to

conduct the necessary specialized police planning tasks through the

use of standardized methodologies and templates.
Strong interdepartmental coordination and the integration of
resources and information from various sources within DPKO, UN
agencies and police-contributing Member States are also essential.
It should be noted that the initial development and pre- deployment
phases may be afected by:
a. Little or no advanced warning;
b. Uncertainly of the mission aim and tasks as long as there is no
mandate authorized by the Security Council; and
c. Uncertainly of the duration of mandate.
The Initial Development and Pre-Deployment Phases may also
be afected by considerations as to the eventual mandate
authorized by the Security Council. In particular, the question
whether or not the CivPol component may be granted executive
authority will afect the two phases due to the fact that the human,
logistical information technology, and financial resources associated
with, being entrusted to execute all law and order functions as
required by an executive mission are significantly more onerous
than those called for by a non-executive mission. Because the
magnitude of CivPol responsibilities is incomparable between
executive and non-executive mandates, premission planning will vary significantly if the presumption exists that
the CivPol component may be granted executive authority.
Given time constraints, it is crucial to define and maintain an
efficient division of labor between those tasked with development
and planning of a peacekeeping operation and those responsible for
the implementation of those plans. Coordination, cooperation, and
flexibility are of utmost importance.
Although the four phases can be shortened, conducted
concurrently or eliminated as the situation demands, the tasks
involved must be performed.
2. Pre-Deployment Phase
The pre-deployment phase begins with the completion of the
initial concept of logistical support and proceeds through the
submission of the Secretary General's Report to the Security
Council. The pre-deployment phase culminates with a Security
Council resolution authorizing a peacekeeping operation, in which
the CivPol component's manpower is specified and from which a
budget can be prepared. The Security Council mandate assigns
overall responsibility for the operational and technical control overall

responsibility for the operational and technical control over the

peacekeeping mission to
DPKO. DPKO, then, formally requests contributions from Member
States and prepares operational and logistical guidelines.
Because the pre-deployment stage is crucial in the
formulation of the mission's future budget, it is imperative that
consideration be given whether the CivPol component may be
entrusted with executive authority by the Security Council. The
magnitude of the responsibilities and obligations under which a
CivPol component will operate if granted executive authority has
significant budgetary implications and, thus, must be taken into
account during pre-deployment budgetary activities.
In addition to participation of the CPD in all DPKO predeployment budgetary activities. It is of the utmost importance that
the CivPol component's senior management be identified and
recruited to ensure their involvement during this stage of premission planning. Their early involvement will assist in the smooth
implementation of the mandate.
The pre-deployment phase includes the following activities:
a. Technical survey;
b. Finalization of the concept of operations;
c. Finalization of the concept of logistical support;
d. Development of operational Plans;
e. Force generation; and
f. Production of guidelines to the police-contributing Member States.
The
development
of
this
phase
requires
strong
interdepartmental coordination and the integration of resources and
information from various sources within DPKO, UN agencies and
police-contributing Member States.
3. CONDUCT OF OPERATIONS AND SUSTAINMENT PHASE
This phase begins with the deployment of CivPol personnel to
the mission area and ends with the termination of the CivPol
mandate.
Within this phase, the roles and responsibilities of the civilian
police fall under two distinct organizational structures: (1) policy and
planning; (2) mission management. Policy and planning refers to
developing specialized and standardized plans, methodologies, tools
and strategies pertaining to the full range of civilian police activities
as well as preparing planning contingencies for potential field
missions in the aforementioned development and pre-deployment
phases.
Mission management encompasses three related

activities: (1) monitoring, evaluating, and reviewing the activities

and performance of CivPol components in the field missions; (2)
assisting police- contributing Member States in their recruitment
and selection of CivPol personnel for service in field operations; and
(3) administering the deployment and rotation process for all
international civilian police officers.
The activities of the CivPol component of peace operations
can be divided into four basic mandates:
A. Training
Training local police officers is the most fundamental and basic
element in all CivPol peace operations. The primary goal of training
is to strengthen local police services by making their provisions of
their public service responsibilities more efective and official, an
objective which does not depend upon whether the CivPol
component is entrusted with executive authority or not. Rather, the
objective of bolstering a local police service through training is the
utmost importance when the CivPol component is entrusted with
executive authority because a comprehensive training programming
is the keystone to the eventual transfer of executive authority back
to local police officials.
The range and scope of training programmes initiated by the
CivPol component, however, heavily depends upon the type of
mandate conferred by the security council and the technical
expertise of the local police officers. One issue at stake is whether
the mandate of obligates the CivPol component to enhance the
capacities of the policing institutions themselves, above and beyond
fortifying the professional skills of individual police officers. Both
"reform and restructure" and "establish and build" to provide or
support the requisite public service. Consequently, under those
mandates the CivPol component cannot limit its courses to those
focusing on the professional technical capabilities of individual
police officers, but must be able to ofer training programmes that
strengthen the local police's institutional development. Such courses
may concentrate on the needs of middle and senior management
and may include such topics as, inter alia, crisis management, the
relationship between civilian and police authorities, public relations,
the relationship between the judicial and police authorities,
personnel management, budgeting, logistics, procurement, facilities
and equipment maintenance, asset management, and information
technology. It should be noted, however, that these courses need
not be confined only to "reform and restructure" and "establish and
build" peace operations, but may be applicable as well to other
mandates.

There are four distinct audiences for CivPol training: (1) new
recruits; (2) currently serving local police officers, sworn and nonsworn; (3) middle and senior management, sworn and non-sworn;
and for local police trainers. There are also diferent sites at which
CivPol training can be conducted: (1) police academies and colleges;
(2) in-service fieldwork
Because of scarce mission resources, the Police Commissioner
must prioritize the topics, targets, and timing of CivPol training
programme as there is an inevitable trade-of between the
breadth/scope and the depth/penetration of training. One of the
crucial decisions to be made will be the speed with which local
police trainers are educated and
the moment at which they can begin to assume responsibility for
conducting the training programmes themselves. It must be
acknowledged, however, that under an "establish and build"
mandate, the development of local trainers can begin only after
individuals potentially capable of performing that function have
proved themselves to be highly skilled police officers. The Police
Commissioner's prioritization will be facilitated if the evaluation and
assessment of the current and future capabilities of the local police
services conducted during the development and pre-deployment
stages were sufficiently
comprehensive.
The Police Commissioner must also evaluate the capacity of
local police to absorb the training and tailor CivPol training to that
absorption rate. One method of evaluating the absorption
capabilities of the local police is through the CivPol's component's
mentoring activities. Consequently it is important to coordinate the
CivPol's training and mentoring programmes and tightly integrate
them. Other methods also exist such as the institution of advanced
management processes to measure police activities and efficacy as
well as surveying the recipient of the police's public service.
As mentioned above the importance of training the local
police is of paramount importance when the CivPol component is
entrusted with executive authority because the rapid training of
local police personnel is the principal method of achieving the
desired end- stake: the assumption of law enforcement functions by
the local police services. A well-conceived and consistent CivPol
training programme may also minimize the security vacuum that
can emerge during the transition from CivPol to local police
executive authority. In addition, when the CivPol component is
entrusted with executive authority, analysis of the training of
absorption rate is crucial to minimize the potential of a security
vacuum during the transfer of executive authority to local police
services.

The goals and objectives of training must be clearly defined in

association with local police authorities. One of the priorities of
training must be to ensure that the law enforcement agencies
acquire the capability of training themselves across the range of
technical policing skills to ensure the future sustainability of the
CivPol project.
B. Reform and Restructuring
The reform and restructuring of local law enforcement
institutions has increasingly been incorporated into the CivPol
mandate by the Security Council. A "reform and restructure"
mandate presumes the existence and functioning of a local police,
but recognizes the need substantiality to bolster and strengthen it
to provide the requisite public service of comparable democratic
policing services. Under a "reform and restructure" mandate the
CivPol component may also exercise executive authority.
Based upon the development and pre-deployment planning
and with the cooperation and agreement of local police officials,
senior politicians, the Police Commissioner prepares the objectives,
timetable, envisioned end-state for the reform and restructuring of
the local police agencies. In addition, the Police Commissioner
establishes specific- measurable benchmarks for the various phases
of the peace
operation by which the progress of the reform and restructuring
activities can be evaluated. The objectives must be a coherent and
consistent understanding of what the final product will be by local as
well as UN peacekeeping authorities.
It must also be acknowledged that the CivPol's component's
reform and restructuring activities must be tied into comparable
reforms of the judiciary and corrections systems. If not, police law
enforcement activities will be undermined and the credibility of local
police officers eroded in the minds of the public they are to serve.
One of the other keys to a successful reform and restructuring
programme is for the CivPol component to seize the initiative and
set the agenda as quickly and decisively as possible. If the CivPol
component does not seize the initiative at the outset of the
peacekeeping operation, it may be difficult for the component to do
so later and, therefore, may be compelled to be in a reactive
position vis-a-vis the local parties to the conflict. Another key
element is a thorough integration and incorporation of CivPol
training and mentoring activities into the reform and restructuring
process. This is especially important when the CivPol component
exercises executive authority and is in the process of transferring
that authority to the local police services.
|

The following guidelines are presented to assist Police

Commissioners in the practical planning of reform and restructuring
activities. The guidelines present a ten-step phased program, all the
steps of which can be introduced during the first twelve months of a
CivPol reform and restructuring mandate. It is acknowledged that
although the ten-steps are meant to occur sequentially, there is
considerable overlap between the phases as many of them will take
place simultaneously.
TEN-STEP PHASED PROGRAM:
Step1:
At the beginning, it is vital for the CivPol component to initiate
monitoring the activities of the local police as quickly as possible.
During the initial period, it is more important to gain penetration
and depth in monitoring than scope. It may also be advisable to
concentrate resources in a limited number of areas and local police
services/stations, those that had been identified as of paramount
political and security importance by the initial and technical surveys
and the concept of operations. It is also recommended immediately
to monitor the activities of senior police officials. As resources
arrive, monitoring can be expanded and established across the
board.
Step 2:
The CivPol component launches a comprehensive public
information campaign. These are two distinct targets of the
campaign: (1) police officers and (2) the public served by the police
services. The themes of both campaigns are UN endorsed standards
of democratic policing philosophies and practices and the UN's
intention to hold the police to those standards. During the course of
the first year, the tenor of the public information campaign will
change to match the evolving situation on the ground and
emphasize each stage through which the reformation and
restructuring of the local police services is progressing.
Step 3:
The Police Commissioner establishes a planning and policy
unit within the CivPol component whose task is continuously to reevaluate the progress, direction and efficacy of the reform and
restructuring process. This re-evaluation process must be rigorous
and would be beneficial if specific measurable benchmarks are
continuously monitored and refined in order to assess the efficacy of
reform and restructuring activities. The planning and policy unit
must also keep track of the environment in which the local law
enforcement agencies operate. In particular, close attention must be

paid to the relationship between the criminal justice system and

police agencies; between the media and police; and, finally,
between the political establishment and the police. The police do
not operate in a vacuum and it is incumbent upon the planning and
policy unit to recognize and take into account the myriad
relationships that afect police performance.
Step 4:
The Police Commissioner initiates rewriting the local police
code of conduct to meet the standards of UN endorsed democratic
policing philosophies and practices. Appropriate administrative and
disciplinary procedures are also written to protect the rights of
police officers involved in disciplinary investigations.
Step 5:
As the code of conduct is being written, the certification
process of the local police officers is launched. The certification
process, which is an ongoing process, includes the following:
The issuance of temporary police IDs to currently serving officers;
the issuance of IDs also necessitates creation of a single UN local
police personnel management database in which all relevant
information (personal, education, police experience, financial
housing, disciplinary issues, etc.) on police officers will be complied;
The introduction of transitional courses for police officers; course
material includes UN endorsed democratic and community policing
philosophies and practices, human rights, political reconciliation,
and the introduction to the new code of conduct; senior and middle
management personnel must be the first to take the transitional
courses; and
Comprehensive background checks on serving police officers to
determine if they are capable of performing the necessary public
service and if the information they have supplied is accurate.
Step 6:
The Police Commissioner initiates a review of the operations
and curricula of the police academy, college, and in-service training
programmes with the intention of, first, retraining the academy and
college teachers and, thereafter, initiating new courses for retraining
and upgrading experienced police officers and the induction of new
recruits. Over the course of the first year, the types of classes
taught will change as increasing numbers of police officers are
retrained/upgraded,
new recruits are inducted, and the police
academy and college teachers retooled.

Step 7:
The field mission establishes a Police Trust Fund to allocate
capital resources for the modernization of the local law enforcement
institutions based upon priorities delineated by the Police
Commissioner. Funding must first concentrate on the infrastructure
cornerstones of rebuilding an institution: training facilities, local
police
stations, communications equipment, information management
networks, police vehicles, and police uniforms.
Step 8:
The Police Commissioner launches a review of and initiates
development of new report forms for all police operations and
activities. New report forms will include, inter alia, local police
station operation/duty room complaint; incident; investigation;
traffic accident; use of force; exhibit register; detention, arrest,
incarceration, and release; and public complaint reports forms. Inthe-field classes must be organized to introduce the reports to
currently serving police officers. It must be kept in mind that the
new reporting forms lay the foundation upon which a future
information management system will be constructed for the analysis
of crime data and the planning of police operations.
Step 9:
The Police Commissioner initiates a review of and develops
the plans at overhaul the structure of the local police institutions.
Included in this review is a thorough appraisal of the local police
legislation and regulations to ensure that local
law can
accommodate the proposed changes in organizational structure,
function, and the practice or is amended appropriately.
(It is
expected that this review and the concomitant development of
detailed plans are based upon the initial and final concept of
operations. This includes, inter alia, the total number and specific
functions of authorized police officers, specialized police units, and
support staf', total number of authorized police stations; the rank
structure, organizational division, and required qualifications of local
personnel of a national ministry of interior, regional/cantonal
ministries of interior, and| local police stations; and the type of
police services and disciplines required. New personnel and
administrative procedures are also introduced. Essential among the
procedures are, inter alia, Job descriptions for all police positions;
qualifications and criteria for the selection of officers to positions;
and new job performance assessment and promotion systems.
Finally, internal afairs departments are recognized, the new
disciplinary procedures introduced, and internal afairs investigators

trained or retrained. If necessary, a demobilization process initiated.

In case of a reduction in the size of the police force, programmes
for the excess number of police must be considered. Retirement
must not be seen as the only alternative.
Step 10:
The Police Commissioner launches a review of the financial
structure of the local police services. Particular attention must be
given to the sources of police funding, preparation of police
budgets, and cost accounting of police expenditures. If necessary,
the CivPol component must introduce reforms for all police financial
systems and procedures. Simultaneously, a cost of living analysis
must be conducted in order to determine a fair and equitable police
salary scale,
without which democratic and community policing
philosophies and practices will have difficulty being adopted.
C. Mentor and Monitoring
Traditionally monitoring was the primary activity of the CivPol
component. In a post conflict environment, however, the CivPol
component's monitoring function has been superseded by other
activities. Customarily monitoring presumes that the local police
provide a reasonable proficient level of public services in a post
conflict environment, and that the CivPOl environment function is to
watch and report on the sustainability of that level of service.
This does not imply that monitoring no longer has a role to
play in CivPol peacekeeping operations. Rather it means that
monitoring is a narrowly circumscribed activity and must not be
called upon to accomplish an objective for which it is unsuitable.
Mentoring and monitoring are diferent activities and are not
mutually exclusive. Either mentoring or monitoring may be
mandated by the Security Council and may be utilized during
diferent phases during a peace operation. Both however are tasks
that require the CivPol officer to work directly with the local police,
often on a one-to-one basis.
The diference between mentoring and monitoring lies in the
activism of the CivPol officer. When mentoring the CivPol officer
directly engages the local police colleague, counseling and guiding
his/her partner in the performance of duties and may be the
principal type of activity performed by CivPol officers when the
mandate concentrates on the provision of expert advice to local
police services. It should he noted, however that when counseling
and guiding local police services. CivPol officers may remain
responsible for observing, recording, and reporting on the local
police's activities. Mentoring is also an integral part of the CwPol

component's training activities as it assists in bringing the course

material imparted at the police college and academy down to the
local police officers day-to-day tasks and is one method by which
CivPol can assess the local police's
absorption of their training.
The establishment of a comprehensive mentoring programme
is absolutely essential in the transition of executive authority from
CivPol back to the local police. During the transition, mentoring is
especially pertinent when local police officers are on duty and
working alone while the CivPol component retains executive
authority. Mentoring, therefore, is one mechanism by which any
potential security vacuum can be minimized.
When monitoring, the CivPol officer- while remaining active takes a less involved stance in the local police's performance of
duties. Instead of counseling, advising and guiding, the CivPol officer
observes, records, and reports on the local police's activities. In the
post-conflict environment, the CivPol component's monitoring
activities are important at the very outset of the mission and as an
exit strategy and follow-up task once the mentoring process has
been completed.
Monitoring is also crucial in maintaining
awareness of the human rights situation in the mission area. It
should be noted that random CivPol patrolling does not constitute
monitoring. Random patrolling however, may give the local
population confidence that its security is being enhanced because
CivPol personnel appear to be present and active throughout the
mission area. The Police Commissioner must evaluate and manage
this trade-of between monitoring and random CivPol patrolling.
Police Commissioner must prioritize the targets of CivPol
mentor/monitoring activities. Because of scarce mission resources,
there is an inevitable trade-of between the breadth/scope and the
depth/penetration of CivPol mentor/monitoring activities. The Police
Commissioner, therefore, must manage the trade-of by recognizing
political necessities and factoring in which geographic regions within
the mission area experience high rates of criminal activity in order
to achieve the goals of the mission. This will require making difficult
decisions and accepting that many substantial police activities will
remain unmentored and unmonitored.
To mentor/monitor CivPol personnel typically work with
language assistants. One of the factors that the Police
Commissioner must manage in determining the trade-of between
the breadth and depth of mentor/monitoring is the assignment of
language assistants to CivPol personnel. In field-work, the ratio of
one language assistant to every 1.5 CivPol personnel is optimal. In
regional or mission headquarters, the ratio of one language
assistant to every 4 CivPol staf members may be optimal.

Increasing the ratio inevitably reduces the CivPol component's

ability to conduct its operations efficiently and efectively.
Similar ratios apply to the provision of vehicles for CivPol
personnel, because mentor/monitoring requires conducting daily
joint patrols with local police officers. For security reasons, it is
unadvisable for CivPol personnel to conduct joint patrols in the
vehicles of the local police. Furthermore, without freedom of
movement, CivPol officers cannot perform their responsibilities.
Increasing the ratio inevitably reduces the CivPol component's
ability to conduct efficient and efective mentoring/monitoring and,
thus, achieve the objectives assigned to it.
To mentor/monitor the activities of the local police most
efectively requires 24 hour coverage 7 days a week for each and
every local police officer as they perform their daily duties. Such
blanket coverage is impractical and infeasible. To compensate for
this inability. CivPol personnel must be physically co-located with the
local police. Co-location is not an end in itself, but a means to
better, more productive mentoring and monitoring. Working with the
local police stations facilities trust, good communication, and
mutually beneficial working relationships designed to promote
democratic and community policing philosophies and practices.
At the same time, the CivPol component requires its own
police stations. CivPol police stations. CivPo; police stations are
intended to give the focal population access to CivPol personnel
outside the purview of the local police and provide CivPol personnel
alternative sources of information about the inner workings of the
local community and the provision of local policing services. CivPol
stations must be centrally located in population centers and, ideally,
open 24 hours a day, 7 days week. The police commissioner must
evaluate and manage this trade-of between co-located
mentor/monitoring and the establishment of local Civpol stations.
Local police are expected to follow the laws of the host
country. They are also expected to observe UN endorsed democratic
and community policing and criminal justice standards as well as all
universally recognized human rights norms. If the local laws violate
the UN endorsed standards, it is imperative for CivPol personnel to
advise the local police on appropriate police practices and advise
the Police Commissioner of the need to revise the contravening
laws.
The efficacy of mentoring and monitoring depend greatly on
the willingness of the local police to cooperate: Regardless of the
degree of cooperation, mentoring and monitoring activities require
that CivPol personnel have unimpeded access to;

 All incoming calls to the local police by members of the public;

All personal approaches to the local police stations by members of
the public;
All incidents, crime, investigation, forensic and case reports;
All exhibits collected by local police;
All daily roster, shift, and duty schedules and reports;
All other documents, directives, and instructions relating to the
operation, management, administration, finance, and performance
of local police activities;
All scenes of any local police activity, arrest/detentions, housesearches, seizures,
etc.;
All interrogations and/or interviews of any member of the public by
local police; and
All premises used by law enforcement officials, including rooms
and premises for detention and storage rooms for seized goods.
Although conducting investigations is not a normal part of
mentoring or monitoring, the CivPol component may conduct
investigations, especially when the local police is not providing
CivPol personnel with acceptable access to information, crime
scenes, interviews, interrogations, exhibits, tec., or when local police
officers are alleged to be involved n illegal activities and/or human
rights violations.
CivPol personnel must report through their established chain
of command on a daily, weekly and monthly basis. Incidents reports
must be written whenever CivPol personnel attend or observe an
incident. The incident must contain accurate, detailed information
concerning the complainant, victim of the alleged crime, attending
local police officer, witnesses, suspects, time, date, and place.
If CivPol personnel witness or obtain information concerning
an alleged local police violation of UN endorsed democratic and
community policing practice or a violation of human rights, an
incident report must be written detailing the received information. If
remedial action is not taken by the local police after the alleged
contravention has been brought to their attention and proven
accurate, CivPol personnel are required to file a non- compliance
report. If the violation is severe, CivPol personnel are required to file
a non-compliance report regardless of whether remedial action has
been taken by the local police.
Non-compliance reports must also be issued whenever local
police officers or officials do not comply with reasonable requests for
information and access by CivPol personnel. Obstruction of the work
of CivPol personnel by local police is also grounds for the issuance of
non-compliance reports.

Refusal of the local police to cooperate is reported as a noncompliance report. How this is dealt with has to be developed in
each mission, depending on the structure of the CivPol component
itself and also the level of contacts with the local police.
If several non-compliance reports are filed against a local
police officer or official, the CivPol component may seek to issue a
de-certification warning or to de-certify the police officer.
D. Establishing and Building
Recently, the CivPol component has also been tasked by the
Security Council to establish and build new local police institutions
in post-conflict environments in cases in which no functioning local
police service exist after the cessation of hostilities. An establish
and build mandate may be one part of a wider international
transitional administration and may be a follow-on activity after the
intervention of international military forces to impose the semblance
of security in the mission area.
One of the keys to a successful establish and build programme
is for the CiVPof component to seize the initiative and set the
agenda as quickly and decisively as possible. If the CivPol
component does not seize the initiative at the outset of the peace
keeping operation, it may be difficult for the component to do so
later and, therefore, may be compelled to be in a reactive position
vis-a-vis the local parties to the conflict. Another key element is a
thorough integration and incorporation of CivPol training and
mentoring activities into the process, especially as the training
programme is the pivotal element in building a new local police
service.
Based upon the development and pre-deployment planning,
the Police Commissioner prepares the objectives, timetable, and
envisioned end-state for the establishment and building of the local
police agencies. The objectives must be clearly defined and there
must be a coherent and consistent understanding of what the final
product will be by local as well as UN peacekeeping authorities. In
addition, the Police Commissioner must establish specific
measurable benchmarks for the various phases of the peace
operation by which the progress of the establish and building
activities can be evaluated.
The following guidelines are presented to assist Police
Commissioners in planning and directing establish and build
activities. The guidelines present a ten step phased programme, all
the steps of which can be introduced during the first twelve months
of a CivPol establish and build mandate. It is acknowledged that
although the ten steps are meant to occur sequentially, there is

considerable overlap between the ten phases as I many of them will

take place simultaneously.
MISING page 24

Step 7:
The Police Commissioner develops the structure of the new
local police institutions included in the development of the new local
police structure must be a thorough appraisal of the local police
legislation and regulations to ensure that local lawcan accommodate
the proposed changes in organizational structure that local law can
accommodate the proposed changes in organizational structure,
function, and practice or is amended appropriately. (It is expected
that the Police Commissioner's formulation will be based upon the
initial and final concept of operations.) This includes, inter alia, the
total number of authorized police officers and support staf, total
number of authorized police stations, the rank structure and
organizational division of a national ministry of interior,
regional/cantonal ministries of interior, and local police stations; and
the types of police
services and disciplines required. New personnel and administrative
procedures are also developed. Essential among the new procedures
are, inter alia, job descriptions for all police positions; qualifications
and criteria for the selection of officers to positions; and new job
performance assessment and promotion system.
Step 8:
The Police Commissioner establishes the Police Trust Fund to
allocate funds for the building of the local law enforcement
institutions. Funding must first concentrate on the infrastructure
cornerstones of building an institution; training facilities; ministries
of interior (national and regional/cantonal) and local police stations;
communications equipment; information management networks;
police vehicles; and police uniforms.
Step 9:
The Police Commissioner initiates development of new report
forms for all police operations and activities. New report forms will
include, inter alia, local police station In a peacekeeping operation in
which the CivPol component is entrusted with executive authority,
CivPol may assume their law and order functions only after those
activities have been performed by an international military force for

an extended period of time. At the onset of CivPol operations,

therefore the modalities of the transition from military to CivPol
performance of law enforcement functions may have to be arranged
and implemented.
Similarly, the desired end-state for CivPol operations is the
handling over of executive authority to a local police service.
Consequently, the transition from a CivPol exercise of executive
authority to the local police services' assumption of responsibility for
all law and order functions will need to be carefully managed. As
noted earlier, the CivPol training and mentor/monitoring
programmes are among the principal methods of managing that
transition. Crosscutting these four mandates are the questions
whether CivPol personnel possess executive or non-executive
authority and whether CivPol personnel are authorized to carry
firearms or perform their duties unarmed. In all cases, the CivPol
component is an integral part of the peace operation and works at
all times under the
authority of the Head of Mission.
Regardless of the mandate under which a CivPol component
operates, it must be recognized that the component's activities will
have significant political repercussions. In a post-conflict
environment, all of the CivPol component's activities will in one way
or another influence the balance of power between and among the
local political actors. Even the most technical police reforms will
have political consequences, which may not be entirely predictable.
At the same time, the success of the CivPol component's operations
often hinges upon the consent and/of acceptance of its activities by
those same political factors, whose sources of power will be
inevitably afected both positively and negatively. Recognition of the
range of political efects that the component's activities will have
only increases the importance of the component being fully
integrated into the overall strategy of the peace operation.
The long term success of the CivPol component's operations
requires a consistent, patient, and unswerving efort to persuade the
local police service's personnel, whether they are new recruits or
experienced officers, that the component's activities are in their own
professional self-interest. One of the keys to convince the local
police is to assist in the installation of managerial systems that are
self-sustainable and adaptive to the needs of the local police and
political culture. A cadre of highly trained, technically proficient
police officers is a necessary, but insufficient condition to
strengthening the efectiveness and efficiency of local police
agencies' ability to fulfill their public service. Appropriate managerial
models and tools are essential. The following guidelines are divided
into the four types of mandates under which CivPol component
operates and, thereafter, layout prescription for executive and non-

executive and unarmed and armed peace keeping operations. This

four mandates are not mutually exclusives in that CivPol activities
performed under one mandate may also be engaged in during the
life span of another period.
,
4. Re-Deployment and Liquidation Phase
Prior to the completion of the mandate, re-deployment starts. The
planning and execution of this phase includes the repatriation of
national contingents and their equipment and the re-deployment or
disposal of UN-owned assets. The liquidation aspect of the phase
involves the planning and execution of all activities related to the
closure of a peace operation.
EXECUTIVE POWER
Recent mandates from the Security Council have given the
CivPol component executive powers^'. The task of upholding law
and order in the host country must, in all cases, be seen in interim
solution. When performing executive police duties, CivPol personnel
must rely only on UN endorsed criminal justice standards.
Nevertheless, CivPol personnel must be thoroughly briefed and
intimately conversant with the laws they are required to enforce and
the judicial system through which alleged perpetrators will be
processed.
While possessing executive authority, CivPol personnel must
also have an excellent understanding of the culture (s) of the host
country. Police practices, while adhering to UN endorsed standards,
must be cognizant of the needs of the population and be adaptive to
them.
ARMED CIVILIAN POLICE MISSIONS
CivPol personnel may be granted permission to carry firearms in the
mission area. It is imperative that CivPol personnel have clear and
concise instructions regarding when and where they are allowed to
carry firearms and when and how they are permitted to use them.
Such standards must include, inter alia, the storage of weaponry,
issuance of weaponry, proper methods of carrying and maintaining
weaponry, and appropriate use of force.
When CivPol personnel are authorized to carry firearms, a
range of ancillary functions and activities include, inter alia, firearms
training and testing facility, firearm maintenance capacity, and a
secure armory.
FORMED POLICE UNITS

Formed police units may be authorized by the Security Council

to be part of the CivPol component. Formed police units must be
under the operational command of the Police Commissioner.
The secure availability, formed police units must be deployed as
whole units. These units must bring their own operational
equipment and weapons with them when deploying. Therefore, a
Memorandum of Understanding must be signed with contributing
Member State.
The Police Commissioner must develop tactical and
operational standards for the deployment and operational use of
formed police units. Once deployed, formed police units must be
trained in the standards developed by the Police Commissioner.
IV.

PNP STANDARD QUALIFICA TIONS FOR UN MISSION

PHILIPPINE COMMITMENT TO PEACEKEEPING OPERATIONS

As a founding member and member state of the United
Nations, the Philippines is under obligation to participate in United
Nations peacekeeping operations as our commitment to the
objective of the World body for the maintenance of peace. National
policies and traditions and those involving arrangements of a more
or less temporary nature usually take the form of executive
agreements. As such, the Philippines has been actively sending
military and police personnel for United Nations Peacekeeping
operations since the wars in Vietnam, Korea, to the peacekeeping
missions in Cambodia, Haiti, East Timor and Kosovo.
The following are the qualifications/requirements for PNP
personnel who apply for UN Peacekeeping Operations:
1. Must hold a rank of Police Officer 3 to Police Senior
Superintendent with a minimum of time-in-grade of at least two (2)
years in his/her present rank, should the deployment calls for a
certain rank.
2. Must not be less than twenty-six (26) nor more than fifty (50)
years of age upon his/her deployment.
3. Must have a minimum of at least six (6) years active police
service exclusive of cadetship/trainee and military service.
4. Must have a minimum of three (3) years field and/or appropriate
experience relative to the position he/she is applying for.
5. Must have a PER with a rating of Very Satisfactory for two (2)
consecutive semestral rating.
6. Must have no pending case either administrative/criminal/civil in
any body/tribunal or court.
7. Must possess a valid driver's license and be an experienced driver
for at least two (2) years with the standard shift vehicles and

capable of handling a 4X4 vehicle in mountainous and tropical

terrain.
8. Must be computer literate particularly on Window, E-mail and
Internet.
9. Must weigh not more or less than 5 kgs from the standard weight
(BMI) corresponding to his or her height, age and sex.
10. Must have passed the psychiatric/psychological, drug, Hepa-B
confirmatory test and physical test to be administered by the PNP.
11. Must be recommended by his/her Unit Commander upon filing
his/her application and/or taking the examination.
12. Must passed the UN Selection Assistance Team (UNSAT) test and
the examination/ test/interview to be conducted by the PNP
Selection Committee for UN Missions.
Member states nominating police officers who do not satisfy
the basic requirements specified by the United Nations should pay
all costs associated with those eventually disqualified and
repatriated.
V.

REPATRIATION

EARLY REPATRIA TION

If a CIVPOL is repatriated for either failure to meet the
necessary requirements, or disciplinary reasons, all costs associated
with his/her travel home and arrival of his/her replacement to
complete the tour of duty will be at the expense of the CIVPOLs
government.
COMPASSIONA TE REPA TRIA TION
When a CIVPOL has compassionate reasons to return home,
either temporary or permanently, the United Nations will pay for the
travel home. However, it will be the responsibility of the CIVPOL's
government to pay the travel expenses of the CIVPOL or his/her
replacement's return to the mission area. The only exception is
when the replacement observer will finish the repatriated CIVPOLs
tour of duty, in addition to completing a full year of service of
his/her own. In this case, the United Nations will cover the
replacement CIVPOLs travel costs.
MEDICAL REPATRIATION
When a CIVPOL is repatriated for medical reasons, the UN will
cover all travel costs, both for him/her and ^s)W repWemen^eft a
WW^ W^m^W^^ limit the length of the tour of duty to less than
the normal period of one year, however, it must bear the costs of
travel expenses for the additional rotations required to complete the

full year. Before a decision is made, the United Nations Medical

Service will determine if the condition was pre-existing.
DEATH I
In the unfortunate event of the death of a CIVPOL while
serving in a UN mission, all costs associated with the return of the
remains to the home country and travel of a replacement CIVPOL to
the mission area will be borne by the UN.
PRE-DEPLOYMENT PREPARATIONS
TRAVEL DOCUMENTS
1. Passport
a. Civilian police must obtain an official passport (travel
authority required). It is essential that the title in the passport be
shown " Civilian Police Officer" and that there is an entry stating "For
the Service of the United Nations Peacekeeping Operations with the
name of the particularly UN mission".
b. However, the Philippine Department of Foreign Afairs
usually provide one year duration and must be validated upon entry
in the country. In case the passport expires before the end of
mission and there is no possibility for its renewal in the Philippines,
it should be renewed at the nearest Philippine
Embassy from the UN Mission area where concerned PNP Civilian
Police is deployed for peacekeeping mission.
2. Visas
Civilian Police must ensure that visas are obtained for entry
into the mission area prior to departure from their home country. It
is also essential to obtain any transit visas, which may be required
for passage through countries en route to the mission area.
3. Driving License
Civilian Police must have at least two years recent driving
experience, and must be in possession of a valid national or
international civilian driving license, covering all vehicle types up to
and including mini-buses and 4x4 light trucks with manual gear
boxes. Driver license should be valid during the whole stay of the
CIVPOL in the mission area.
4. Photographs

Civilian Police must bring with them at least 12 recent

passport-size photographs (approximately 3 cm x 3 cm) of
themselves in uniform to facilitate the issuance of identification
cards and for individual record purposes.
MEDICAL ARRANGEMENTS
1. Initial Medical Examination before Departure
a. Personnel assigned to peacekeeping/special missions may
be exposed to harazardous conditions. Therefore, special
consideration should be given to members with a history of certain
chronic medical problems, some of which are generally considered
as precluding service in peacekeeping areas. UN medical standards
for peacekeeping/special missions.
b. dviuan police must ensure that prior to their departure for
any UN peacekeeping mission, the authorities of their country
forward, through their Government's Permanent Mission to the
United Nations in New York, a copy of their medical history and the
results of the medical examination. The completed MS.2 forms plus
other medical reports included will be used by the UN Medical
Director for verification of physical fitness and as a record of the
officer's physical condition upon assignment.
2. Medical Preparation
It is a national responsibility to ensure personnel are prepared
and appropriately trained in field preventive medicine measures
prior to deployment to a UN operation. This must include the
necessary vaccination and immunization.
3. Immunizations
a. Immunization requirements for UN peacekeeping operation
vary depending on the climate of the Mission area. Full details are
specified by United Nations.
b. Although the country contributing personnel to a UN
mission ultimately must decide what vaccines should be given to its
personnel, because the immune status of individuals varies from
one country to another, failure to follow UN recommended policies
on chemo prophylaxis and immunizations could result in denial of
medical claims and compensation. Once under UN command in the
mission area, the UN has responsibility for immunizations and
chemo prophylaxis.
c. Each individual should ensure that booster shots are taken
at prescribed intervals during the tour of duty.

d. It is a national responsibility to maintain international

standards for education of prevention of medical diseases including
field hygiene measures to aid in the control of diseases and
prevention of sexually transmitted diseases in particular. Sexually
transmitted diseases which include the HIV infection, have always
been, and always will be a major medical and command problem
when personnel are deployed throughout the world in support of
operations.
e. All personnel are to bring at least two (2) copies of relevant
health documents to the mission to ensure proper information for
the health service personnel
CLOTHING AND EQUIPMENT
General Information
United Nations Civilian Police are expected to wear their
national uniforms during the performance of their duties. The UN will
provide a blue beret, peak cap, cap badge, neck scarf, brassard and
UN shoulder patches to be sewn on the upper right sleeve of the
uniform shirt or jacket. A national identification symbol , normally a
small national flag, should be sewn on the upper left sleeve of the
uniform shirt and jacket.
Selection of Uniforms
Summer as well as winter uniforms will be required in
temperate Mission area while summer uniforms are suitable for the
entire mission in tropical countries. When assigned to duty where
firing may occur, UN CivPols must wear blue helmets. CivPols may
wear civilian clothes while on of duty.
United Nations CivPol should bring their own police issues of
equipment as these and other items will not be available locally.
LIST OF EQUIPMENT ISSUED TO PNP PERSONNEL FOR UN
PEACEKEEPING
OPERATIONS:
1. Weapon-Cal. 9mm pistol with 2 magazines 12. Truncheon
2. Black Police Tropical Boots
13. Field Jacket (winter
mission)
3. Blue Camouflage with cap and Field Jacket
14, Bullet Proof
Vest
(level III)
4. Raincoat Cadet Type
15. Gas Mask
5. Black Rainboots
16.
Laptop
Computer
6. Black Nylon Grab Bag
17. Camera

7. Waterproof L-Type Flash Light

8. PNP Jacket
9. Sleeping Bag with liner
10. Black Wool Sweater
11. Canteen with Cup

18. Binoculars

United Nations always specifies to the CivPol's home

government before being deployed to the UN mission area whether
the Civilian Police component is required to be armed while
performing its mandate or is absolutely forbidden to bring any sort
of weapon to the mission area.
The entitlement for clothing and equipment allowance is $200
for each full year of
service. The allowance is paid in two
installments, the first half upon arrival in the mission area and the
second half at the end of six months, when there is a reasonable
expectation that the CivPol will complete a full year's tour of duty.
PRE-DEPARTURE ORIENTATION SEMINAR
The two (2) week pre-departure orientation seminar prepares the
PNP Contingent for their duties and responsibilities in their
respective mission areas. The following are the list of courses
conducted by the Philippine National Police for the said seminar:
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.

Lessons learned in the UN Mission

Culture/Cultural Awareness of the Mission Area
Overview of Philippine Tourism
First Aid Training
Probaton Basic course and handcuffing techniques
Map Reading
Investigation and Investigation Report Writing
Human Rights
Cold Weather Survival Technique
Mine Detection
Crowd Disturbance Control
Value Formation
Stress Management
Rules of Engagement
Hostage Situation/Negotiation
Computer Literacy Seminar
International Traffic Rules, Regulations and Signs/Traffic Accident
Investigation
18. Mediation/Conflict Resolution
19. Community Policing
20. Local Language Course
TRAVEL ARRANGEMENTS

The United Nations will pay all the travel expenses of Civilian
Police Officers travelling to UN mission area upon assignment, and
returning to their home country upon completion of their tour of
duty.
1. Air Transportation
Air Transportation will be economy class by the most direct
and economical commercial route between the officer's home duty
station or home country and the Mission area. Travel will normally
be arranged by a UN nominated travel agency and by a designated
shipping company, on instructions from the United Nations. Once
these arrangements have been completed, PMSS will send the
details, including the travel authorization, to the relevant Permanent
Mission. At the same time, they will inform the field mission
Headquarters of the details of the Civilian Police's travel itinerary to
ensure that the mission makes the necessary reception
arrangements upon arrival at the mission area like billeting and
transportation.
In instances when travel is arranged by the Civilian Police
Officers' government at the request of the UN, the United Nations
will reimburse the government upon receipt of invoices up to the
amount of the entitlement established by the United Nations
(normally economy class or its equivalent). The government must
advise PMSS, Field Administration and Logistics Division,
Department of Peacekeeping Operations, United Nations, New York,
NY 10017 USA (fax 212-963-0664) of the travellers flight details so
that arrangements may be made to meet them.
Civilian Police Officers are normally met upon arrival at the
airport. An officer whose travel has not been arranged directly by
the United Nations is under the obligation t ensure that PMSS is
informed, as soon as possible, if airlines and flight numbers, and of
any subsequent changes. This information will be communicated to
the mission area by PMSS. Details of any delays encountered en
route, which may afect the dated of arrival, must be faxed to the
Department of Peacekeeping Operations Situation Center (212-9639053).
2. Mission Identification Card
Upon arrival, all Civilian police personnel will be issued with a
United Nations identification card. They must carry at all times
issued IDs and present them when demanded.
3. Travel Claims

Civilian Police must arrange their travel so as to be in a

position to take up duties with the UN peacekeeping mission on the
date agreed with the home government. Copies of all relevant travel
documents (tickets, boarding passes and receipts) must be retained,
as they will be required to support a travel claim.
4. Group Travel
Where a large number of Civilian Police are travelling
together, the United Nations may considered the use of a chartered
aircraft for their movement. Generally, such arrangements are made
for groups of twenty or more personnel when rotating. It is
dependent on an assessment of whether chartering will be more
economical than the use of commercial aircraft for each particular
case. PMSS and the Movement Control Unit in the Logistics and
Communications Service will resolve the mode of travel, and will
advise the relevant Permanent Mission accordingly.
SHIPMENT AND INSURANCE OF PERSONAL BAGGAGE
1. Baggage Allowance
Due to operational requirements, CivPofs are authorized to
carry up to maximum of 100 kg of accompanied excess baggage, in
addition to the free baggage allowed by airlines. This entitlement is
only for the initial trip to the UN mission area. When CivPols return
to their home country upon completion of their tour, they will be
authorized to ship their personal efects at the United Nations'
expense, by the most economical means, up to 100 kg. Normally
unaccompanied shipment by air freight will be selected as the most
economical means.
2. Insurance
The United Nations does not accept responsibility for insuring
accompanied baggage CivPols requiring such insurance should
arrange it at their own expense. On the other hand, in leaving the
mission area at the end of tour of duty, the United Nations provides
usually insurance coverage at a limited amount provided if itemized
inventory with estimated value is received in advance of travel.
PNP SOP ON CHAIN OF COMMAND IN UN MISSION AREA
The Command Responsibility of Contingent Commanders over
Contingent members as embodied in Section 25 of the NHQ PNP
Letter Directive dated October 24, 1995 re Amended Guidelines on
the Application of the Doctrine of Command
PNP UN PEACEKEEPING MANUAL

Responsibility in the PNP provides that "DPI- shall have

command responsibility over the Commander of the PNP Contingent
to UN missions and in turn, the Contingent Commander shall have
command responsibility over the Contingent members.
The principle of Command Responsibility provides that the
Director/Commanders of the PNP units shall have command
responsibility over personnel under their supervision and control.
They shall assume the responsibility for what their unit
accomplishes and fails to accomplish. They are likewise held
responsible for every breach of discipline, lapse in security, abuse of
authority or violation of human rights or law committed by the men
under them.
As duly designated Contingent Commanders of the PNP
Contingent in the UN mission areas, be guided with the principle of
"Command Responsibility" in the exercise of your duties and
responsibilities over your subordinates particularly in the
maintenance of internal discipline and proper decorum. Do not
hesitate to impose disciplinary actions against erring personnel if
only to show the seriousness of the PNP leadership in weeding out
the inept, corrupt and the undisciplined. Intensify your Police
Information and Education activities constantly reminding your
personnel of their required conduct and deportment while in the
mission. Exhort them not to commit administrative violations such
as neglect of duty, irregularity in the performance of duty,
misconduct, incompetence, oppression, dishonesty, disloyalty to the
government and violations of law.
GUIDELINES ON THE SUBMISSION OF SITUATION REPORT OF
PNP
CONTINGENT IN UN MISSION AREA
The PNP Contingent Commander is responsible on the
submission of weekly situation report covering the following data:
1. Significant accomplishment for the week if any (group or
individual as appropriate) for the appreciation of the NHQ PNP;
2. Present situation/threats (if any);
3. Changes of assignment/deployment;
4. Personnel on Compensatory Time Of (CTO)/Leave and period
covered (indicate if going to the Philippines. Direct concerned PNP
CIVPOL to report to DPL for any message for the contingent);
5. Health condition of members (sickness encountered);
6. Morale condition;,
7. Recommendation/suggestions;
8. Others (Important information not covered by the foregoing
requirement which is/are worth reporting particularly on eforts
which project a good image for the PNP e.g. holding of English

language classes for children, helping Timorese people of their

livelihood projects, etc.).
VII. THE MISSION AREA
LIVING CONDITION IN THE MISSION AREA
1. Living Accommodation
CivPols will be briefed on accommodation arrangements upon
arrival in the mission area. Upon arrival, they are likely to stay at a
local hotel for a few days while undergoing Indoctrination and
courses and briefings on their duties in the field. However, cost of
hotel accommodation is to be paid by the CivPols. Thereafter the
location of their assignments will be determined by the UN Police
Commissioner.
While in the mission area, CivPol will be responsible for finding
their own accommodation and covering all expenses. They are
expected to cook and keep house for themselves. They may
sometimes be subject to hardship conditions while on duty,
particularly during the periods of tension. When accommodation is
provided by either the United Nations or a military sponsor unit, the
UN CivPol subsistence allowance will be reduced accordingly.
Information about electric current will be provided when
available. Water from natural sources (including tap water) usually
in any mission areas are not potable and must be treated before
drinking. Boiling or the addition of chlorine tablets before drinking
must be done if bottled water or water purification units are not
available.
2. Food
In some mission area, there may be difficulties finding basic
foodstufs. In such cases, the UN mission will arrange to deliver food
by truck, or even by air if necessary. When either the United Nations
or a sponsor military unit provides food, the CIVPOLs subsistence
allowance will be reduced accordingly.
DUTY SCHEDULE. LEAVE. CON PENSATORY TIME OFF AND
MOVEMENT OF PERSONNEL
1. Hours of Duty
Hours of duty are determined by the tasks to be performed
and the situation in the area. Therefore, CivPol should be prepared
to work irregular and long hours when necessary. CivPol's duties do
not usually allow for a regular or settled way of life. A schedule of
hours of work, the working week, and official holidays for those

serving in the mission area will be issued by the UN Police

Commissioner.
2. UN Leave
UN leave for CivPol is allocated at one and a half working days
for each month of completed service (1.5 days per calendar month).
CivPols are not allowed to take home leave at United Nations
expense. The following general conditions apply to the granting of
leave:
a. Leave cannot be taken until it is earned. Reduction of MSA may
result as an administrative action in addition to any CivPol
disciplinary action for misuse of UN leave.
b. Leave must be taken during the CivPol's tour of duty in the
mission area or it will be lost. No financial or other compensation will
be considered for the lost leave due to the End of Mission (EOM).
c. The maximum amount of official UN leave to be taken at the any
one time is 12 days - a tour of duty applicable only to CivPols
serving at least 12 months in the mission.
d. UN leave may be taken in conjunction with Compensatory Time
Of (CTO), but it may be subject to work demands and operational
considerations.
e. UN leave must be scheduled far enough in advance to
accommodate the operational aspects of the mission.
f. UN leave cannot be taken in the last week prior to End of Mission.
The Civpol must be in the mission area during the check-out period.
And the EOM will not be extended for the purpose of exhausting
leave entitlement.
3. Compensatory Time Off (CTO)/Leave Requests
Compensatory Time Of may be awarded at the discretion of
the UN Police Commissioner to provide CivPols with the opportunity
for rest especially after an arduous spell of duty. It can only be taken
when exigencies of the service so permit. CivPols earn 0.2 day CTO
for every day worked in the mission. CTO may only be taken after it
has been earned. They may take up to a maximum of 12 days CTO
at a given time. No cash payments are allowed in lieu of CTO.
CTO will normally be taken while posted at the station where it
was earned. Coordination of CTO and leave is the responsibility of
the CivPol's supervisor. It cannot be taken during the check-out
period, within one week prior to the end of mission. CivPols must

disclose a destination while on CTO/Leave. This information must be

included in the leave form. CTO/Leave Request mut &6 Completed
for pSt-IOuS Of time Of, Which include combination of CTO and
Leave.
4. Movement of Personnel (MOP)
CivPols in transit outside Of the mission area for official
business for any length of trine must obtain and possess a
Movement of Personnel form authorized by the appropriate Chain of
Command. This includes the authorization by their direct supervisor
and personnel officer.
Personnel who are transiting areas of the mission while on
CTO and Leave must be in possession of a copy of the authorized
Leave Request.
Personnel travelling outside of the mission area while on CTO
with Leave days attached must be in possession of a copy of the
authorized Leave Request.
Personnel travelling on UN shuttle buses or aircraft must
supply Movement Control (MOVCOM) personnel with a copy of the
appropriate documents, including an authorized Leave form and/or
MOP form prior to boarding.
Personnel requiring employment or other personnel
verification by the UN in order to obtain visa or other travel
documents must forward such requests to the Personnel Section for
review and action.
MEDICAL AND DENTAL ARRANGEMENTS
Medical treatment and hospitalization are provided at United
Nations expenses to CivPols while on duty in the mission area.
Dental expenses are not reimbursable, except when they result from
service-incurred illness or injury.
Patients who need treatment beyond the capacity or capacity
of the UN health facilities will be evacuated to other suitable
medical facilities. During any period of hospitalization, the
subsistence allowance is reduced by two-thirds.
Medical repatriation, which is a medical evacuation to the
CivPol's home country, will apply to CivPol who is unlikely to be fit
for duty in 30 days, or if he/she requires treatment not available in
the mission area. The Medical Services Division, UN HQ will make
the formal medical decision of repatriation upon request. Arranging
for, and paying for medical repatriation is a national responsibility.

TRAVEL AND SUBSISTENCE ALLOWANCES

Travel Expenses/Travel Claims
Upon arrival at the at the mission area, CivPol should submit a
travel claim for reimbursement (UN form F10, obtainable in the
mission) to the UN Police Commissioner or his/her designated
representative for administrative processing. All supporting
documentation, including the receipts for payments made during
the journey, should be attached to the claim.
Mission Subsistence Allowance
The Mission Subsistence Allowance (MSA) is designed to cover
the cost of board and lodging, local transportation and other
incidental expenses and constitutes the total United Nations
contribution towards such costs. It should be noted that MSA rates
are provisional and subject to upward/ downward adjustments upon
completion of field eview missions that are undertaken periodically.
Withholding of Mission Subsistence Allowance
The Chief Administrative Officer may, with the approval of the
Police Commissioner, withhold a portion of the subsistence
allowance to cover financial loss of damage caused to United
Nations property through negligence or wilful act.
Currency Regulations
It is the CivPol's responsibility to learn and abide by the
currency regulations of his/her home country, and of the countries in
the mission area, especially as regards foreign currency exchanges
on the local market. A portion of the MSA is normally paid in the
local currency, and the balance may be drawn in United States
dollars if permitted by the exchange control regulations of the
CivPol's home country. Violations of these regulations may result in
disciplinary action and will be reported to the CivPol's government.
COMPENSATION FOR DEATH, INJURY OR ILLNESS
Entitlement
The United Nations may provide CivPols with compensation
coverage for death, injury or illness which is determined by the
Secretary-General to have been attributable to the performance of
official duties on behalf of the United Nations to the amount of US$
50,000 or twice the officer's annual base salary, less allowances,
whichever is the greater.

The maximum compensation will be awarded by the

Secretary-General under the conditions prescribed above in the
event of death or total disability. A proportionate amount will be
awarded in cases of partial disability. No compensation will be
awarded when the CivPol's death, injury or illness is deemed to have
been caused by that individual's own wilful misconduct or wilful
negligence, and CivPol's wilful intent to bring about death, injury or
illness to himself or another.
The death, injury or illness of CivPol will be deemed to be
attributable to the performance of the official duties on the behalf of
the United Nations in the absence of any wilful misconduct or wilful
intent when:
The death, injury or illness was the result of a natural incident
when performing official duties in the course of a United Nations
assignment.
The death, injury or illness was a direct result of the presence
of the CivPol's in accordance with a United Nations assignment in an
area involving special hazards to the CivPol's health or security, and
occurred as a result of such hazards.
The death, injury or illness occurred as a direct result of
traveling by means of transportation furnished by, or at the expense
of, the United Nations in connection with the performance of official
duties only. This provision shall not extend to motor-vehicle
transportation provided by the CivPol or sanctioned or authorized by
the United Nations solely at the request and for the convenience of
the CivPol.
The compensation payable under the rules governing
entitlement will be the sole compensation payable by the United
Nations in respect of death, injury or illness.
Compensation Claims
A claim for compensation by or on behalf of a CivPol must be
submitted through the SRSG to the United Nations SecretaryGeneral by the CivPol or his/her dependents or his/her Government,
within four months of the CivPol's death, injury or onset of illness. In
exceptional circumstances, the SRSG may accept for consideration a
claim made at a later date. The SRSG has appointed an Advisory
Board on Compensation Claims to review claims filed under the
rules of governing entitlement and to report to him regarding such
claims or appeals. The determination of the injury or illness and the
type and degree of incapacity and of the relevant award will be
decided on the basis of the documentary evidence and in

accordance with the provisions established by the Secretary

-General.
All cases will be given sympathetic consideration, taking into
account all relevant factors, including the possibility that such
death, injury or illness could have occurred during the performance
of official duties.
Beneficiary
A CivPol is at liberty to name his/her own beneficiary, whether
the latter is a recognized dependent or not. For this purpose, each
CivPol, upon arrival in the mission area, is required to complete, in
triplicate, a designation of beneficiary form.
Death
In the event of death in the service of the United Nations, the
award of compensation will follow a similar procedure, but the
payment will he made to the duly designated beneficiary of the
CivPol. If no beneficiary has been named, the payment will be made
to the estate of the deceased. In either case, payment will be made
by the United Nations through the CivPol's government.
COMPENSATION FOR LOSS OF PERSONAL EFFECTS
Entitlement
CivPols may be entitled, within the limits and under the terms
and conditions established by the Secretary-General, to reasonable
compensation in the event of the loss of or damage t their personal
efects determined to be directly attributable to the performance of
official duties on behalf of the United Nations.
Limitations
CivPols should not only take all possible precautions against
loss or theft of their personal property, but should avoid bringing to
mission area expensive cameras, watches, radios, computer, or
large amounts of cash or travellers checks. There are strict limits t
the amount of compensation that may be paid for these items,
irrespective of the value of the individual item or amount of money
lost.
No compensation will be paid for loss or damage to any article
which, in the opinion of the Secretary-General, cannot be considered
to have been reasonably required for the day-to-day life under the
conditions existing at the duty station.

No compensation shall be paid for any loss or damage which

was caused by the negligence or misconduct of the UN CivPol, or
sustained through the use of a private vehicle for official business,
when such use of a private vehicle was solely for the convenience of
and at the request of the UN Civpol.
The United Nations will not provide compensation for any loss
or damage to personal household efects in the area, irrespective of
whether such losses occur as a result of the theft, fire or transfer
from one post to another. This applies even if transportation for the
transfer from one post to another is provided by the United Nations
as a courtesy service.
The above interpretation is based on the United Nations
position that CivPol should not encumber themselves with personal
household efects, especially in view of the emphasis that has been
placed on the need for mobility. It must be understood that UN
CivPols are placed at the disposal of the Organization to perform
operational, which sometimes need to be conducted in conditions of
hardship and even physical danger.
VIIL

POST-MISSION PROCEDURES

FLOW CHART FOR RETURNING PNP PERSONNEL MISSIONS

A
Letter advise from the United Nations Department of
Peacekeeping
Operations (UNDPKO) thru DFA re the schedule of
arrival of PNP personnel who had completed one (1) year tour of
duty in the mission area
B
Coordination with ASG and NAIA authorities re the arrival and
to identify the check-out counter for their baggage and equipment.
C
Coordination with Bureau of Customs and Department of
Finance re the request for exemption of tax fee for the personal
efects of PNP personnel from the mission area
D
Request approval of the Chief, PNP re the schedule of
Recognition Day and
awarding of the Interim Kasanayan Award to
the PNP personnel
F
Submission of After Mission Report to Chief, PNP, ODPL and
Individual Accomplishment Report to ODPRM
G
Post-Medical Screening and Debriefing of PNP personnel
conducted by the Health Service

H
1

Re-orientation
Seminar
on
Criminal
conducted by ODIDM
Implementation of the Re-Entry Program

Investigation

END OF MISSION
CivPol have the right to request an assessment of his/her
supervisors after the tour of duty, Civpol will have their check-out
processing by filing up the two page check out papers which are
available with the personnel officer. All of the CTO/Leave Requests
with the summary of the total number of CTOs/Leave reflected
therein to ensure if there are no discrepancies on the number of
days actually spent as against the number of days state.
RECOGNITION CEREMONY
Recognition ceremony is rendered to the PNP members who
have returned from UN mission after their End of Mission in
appreciation to their invaluable services contributed for lasting
peace at the mission area.
RE-ENTRY PROGRAM
The Re-Entry Program aims to impart with fellow PNP
personnel and to put into actual practice the skills and knowledge
gained in international peacekeeping operations by members of the
PNP Contingent during their stint in the UN mission areas.
The assignment of the PNP personnel depends on the
operational priorities of the command. Returning PNP personnel
from UN mission shall be utilized for the fullest to impart the
knowledge and experiences to the local setting.
IX. CODE OF CONDUCT
DOs and DON'Ts
DOs
SEEK TO IMPROVE THE QUALITY OF LIFE THROUGOUT THE
COMMUNITY
1. DO Keep strictly neutral, and display impartiality to all parties in
the dispute;
2.
DO Be alert to eforts to undermine your Administration and
impartiality;
3.
DO Take into account personal and environmental security
threats;

4.
DO Practice documentary security measures to ensure that no
unauthorized persons view UN 'sensitive' material;
5. DO Consider the likelihood that all radio communications will be
monitored, and phrase messages accordingly;
6. DO Be aware that local employees and interprets may have the
a vested interest in matters, which require sensitive handling;
7.
DO Be aware of the possible loyalty of the host population to
previous governments;
8.
DO Inform your superiors of your plans and forecast activities,
and maintain close liaison with your fellow observers in adjacent
Aos;
9. DO Encourage a frank and open exchange of viewpoints during
discussions and conferences;
10. DO Compile accurate reports (including sketches and drawings
here necessary) and ensure timely submission to your HO;
11.
DO Be particularly respectful of your responsibilities when
using UN equipment and transportation assets;
12.
DO Remember to keep calm and patient when dealing with
parties who required use of interpreters to negotiate, and talk to the
parties' representative, not the interpreter;
13.
DO Remember to watch what you eat and drink, and avoid
uncooked foods unless you are certain hat they are not
contaminated;
14.
DO Try to maintain the health and sanitation practices to
which you are accustomed, in order to maintain your health;
15. DO Remember that your good behavior and the image that you
present is your security;
16. DO Be aware that you may be required to stand duty for long
periods without adequate rest, and that a peacekeeper is considered
to be "on-duty" 24 hours a day, 7 days a week;
17. DO Maintain your uniform and equipment to present the best
possible image, and ensure visibility of your UN accoutrements (i.e.
flag, beret, etc.) at all times whilst on duty;
DON'Ts
DON'T FORGET THAT AS AMBASSADOR OF THE UNITED
NATIONS, AND YOUR OWN NATION, THAT YOUR BEHAVIOR
AND BEARING WILL INFLUENCE HOW OTHERS VIEW THE
UNITED NATIONS ORGANIZATION AS A WHOLE
1. DON'T Take part in any illegal activities (i.e. prohibited substance
abuse) or 'black market' trade in goods;
2. DON'T Allow yourself to become involved in surreptitious sexual
liaisons, which could compromise your neutrality and impartiality, or
efect our persona! hygiene (Sexually Transmitted Diseases, etc.);
3. DON'T Criticize the host nation or the parties involved in the
dispute;

4. DON'T Collect unauthorized 'souvenirs' (i.e weapon/un-exploded

ordinance/ religious artifacts):
5. DON'T over-consume alcohol;
6. DON'T Dress in a manner that would be ofensive to the local
population, or bring the UN or your home nation into disrepute;
7. DON'T Openly carry marked maps or documents across cease-fire
lines;
8. DON'T Express political or police opinions to nationals of either
party to a dispute;
9. DON'T Make authorized press or media statements (i.e be ware
of alleged 'authorized' persons inquiring about the progress of a
particular matter);
10. DON'T Allow disagreements with support personnel to create a
hostile/non- productive working environment;
11. DON'T Take or altow photographs to be taken in areas which
are subject to dispute; unless specifically authorized to do so;
12. DON'T Allow local gossipor hearsay to influence decisions or
reports to your superiors, unless you can certify all the facts
expressed; and
13.
DON'T Allow yourself to be coerced into saying or doing
anything, which could reflect poorly upon you, your home nation or
the UN.
BODY LANGUAGE AND GESTURES
Proper or acceptable body language and gestures indigenous
to your environment may be one of your best personal assets in
developing communications skills. The following guidelines can
assist you to further these skills:
1. Always be humble
2. Always smile
3. Hands on hips interpreted as anger/ annoyance/impatience
4. Don't put your hands inside your pockets
5. Folded arms interpreted as unwillingness to open or continue
discussions
6. Don't stare at people
7. Don't look with the corner of your eyes
8. Bodily contact (e.g. touching arm) is acceptable with the same
sex
9. Use right hand to give or receive anything
10. Summon person with palm downward, keeping all fingers
together
11. If crossing legs, avoid pointing sole of foot towards someone
12. Hand and hair often have religious/superstitious significancedon't touch.
13. Abrupt answer (especially if attention is then directed
elsewhere) is interpreted as being dismissive.

14. Shaking hands is acceptable with either sex. Be ware this is an

imported
15. customary handshakes tend to be limp. The western tradition of
judging character by firmness of handshakes does not exist.
16. Pairs/groups of either sex (more commonly females) can and do
hold hands in public. Don't assumes/suspect homosexuality.
17. Avoid pointing directly at someone. Pointing is acceptable when
indicating where to sit or when giving directions. When pointing, use
thumb of lightly closed fist.
18. Avoid raising voice or display of anger. Public display any strong
emotion is considered socially undesirable and increased anger will
only decrease their cooperativeness.
X. FREQUENTLY ASKED QUESTIONS
What is the scope of United Nations peacekeeping?
Since 1948, there have been 54 United Nations peacekeeping
operations. Forty-one of those operations have been created by the
Security Council in the last 12 years. There are currently 15 United
Nations peacekeeping operations in the field.
Peacekeeping initially developed as a means of dealing with
inter-State conflict and involved the deployment of military
personnel from a number of countries, under UN command, to help
control and resolve armed conflict. Today, peacekeeping is
increasingly applied to intra-State conflicts and civil wars. In recent
years, peacekeeping tasks have become more varied and complex
and, although military personnel remain the backbone of most
peacekeeping operations, proportionately larger numbers of civilians
work alongside the military personnel.
Tasks range from keeping hostile parties peacefully apart to
helping them work peacefully together. This means helping
implement peace agreements, monitor ceasefires, create bufer
zones, and, increasingly, creating political institutions, working
alongside governments, non-governmental organizations and local
citizens' groups to provide emergency relief, demobilize former
fighters and reintegrate them into society, clear mines, organize and
conduct elections and promote sustainable development.
Who is in charge?
Although peacekeeping is not specifically mentioned in the
United Nations Charter, the Charter gives the Security Council
primary responsibility for the maintenance of international peace
and security. The Council creates and defines peacekeeping
missions. Its 5 permanent members China, France, the Russian

Federation, the United Kingdom, and the United States can veto
any decision on peacekeeping operations.
The Secretary-General directs and manages UN peacekeeping
operations and reports to the Council on a mission's progress.
Through the Department of Peacekeeping Operations, the SecretaryGeneral formulates policies and procedures and makes
recommendations on the establishment of new missions and on the
functioning of ongoing missions.
Soldiers on UN peacekeeping missions do not swear allegiance
to the United Nations. Governments that volunteer military and
civilian police personnel carefully negotiate the terms of their
participation. They retain ultimate authority over their own military
forces serving under the UN flag, including disciplinary and
personnel matters. Peacekeeping soldiers wear their own national
uniforms. To identify themselves as peacekeepers, they also wear
blue berets or helmets and the UN insignia.
Who contributes personnel and equipment?
All Member States share the risk of maintaining peace and
security. Since 1948, 123 nations have contributed military and
civilian police personnel at various times. As of 31 October 2000, 89
countries are contributors of almost 38,000 military and civilian
police personnel. Of this number, the top five are: India, 4,460;
Nigeria, 3,441; Jordan, 3,400; Bangladesh, 2,394; Ghana, 1,894. The
small island nation of Fiji has taken part in virtually svery UN
peacekeeping operation, as has Canada. States which are not
Members of the Jnited Nations also contribute. Switzerland, for
example, provides money, medical units, aircraft and other
equipment to peacekeeping.
Is enforcement action the same as peacekeeping?
The two should not be confused. UN peacekeeping has
traditionally relied on the consent of opposing parties and involves
the deployment of peacekeepers to implement an agreement
approved by those parties. In the case of enforcement action, the
Security council gives Member States the authority to take all
necessary measures to achieve a stated objective. Consent of the
parties is not necessarily required.
Enforcement action has been used in very few cases.
Examples include the Gulf war, Somalia, Rwanda, Haiti, Bosnia and
Herzegovina, Albania and East Timor. These enforcement operations
are not under UN control. Instead they are directed by a single
3untry or a group of countries. The international force authorized by
the Security Council r East Timor in 1999, for example, was led by

Australia and consisted of troops from 22 ember States. In Bosnia

and Herzegovina, a NATO-led multinational force succeeded the N
peacekeeping operation in 1995. And in Kosovo, the Council
authorized an international security presence in June 1999; that
presence is led by NATO and works
alongside the United-Nations Interim Administration Mission in
Kosovo, a UN peacekeeping operation.
The United Nations Charter provisions on the maintenance of
international peace d security are the basis for both peacekeeping
and enforcement action.
What is Peacekeeping?
The standard definition of peacekeeping refers to a United
Nations presence in the d (normally involving civilian and military
personnel) that, with the consent of the inflicting parties,
implements or monitors arrangements relating to the control of
conflicts j their resolution, or ensures the safe delivery of
humanitarian relief. It is a technique stated by the United Nations as
a means for maintaining international peace and security.
One useful way to approach the concept of peacekeeping is to
divide it into three ad categories: 1) assist in maintenance of ceasefires, 2) implementation of apprehensive settlements, and 3)
protection of humanitarian operations.
In the first category, peacekeepers not only monitor ceasefires but, by their very hence, enable clashing armies to pull back to
a safe distance, where an atmosphere conducive to negotiations
may be created. In short, the primary goal of this type of mission
(comprised mainly of military personnel and a small number of
civilian support personnel) is to allow time for political leaders and
diplomats to negotiate and hopefully resolve underlying conflicts.
The PKOs established on borders of conflict between Egypt and
Israel or India and Pakistan are prime examples of operations set up
as neutralizing forces.
The second broad type is also known as multi-dimensional
peacekeeping, prevalent since the Security Council's establishment
in 1989 of an operation in Namibia. With the end of the Cold War,
members of the Council were able to agree on more ambitious and
diversified operations. In providing a wider range of civilian experts
to serve in such areas as human rights, local security, elections, and
the re-integration of combatants to civilian life, the United Nations
has been able to assist in the strengthening of national institutions
at their very core. For example, missions in Cambodia, El Salvador,
and Mozambique were able to bring about major political, social,
and economic change for the populations within these nations.

Multi-dimensional operations are typically deployed for a

limited time period (18 months to two years and, in some cases,
even longer), at which point the peace-process is sufficiently
consolidated for the peacekeepers to be withdrawn.
The third category of peacekeeping is an attempt by the
international community to alleviate situations of massive human
sufering. This type of operation is typically employed to protect the
delivery of humanitarian relief in cases where armed violence has
prevented eforts to assist a distressed population. This type of
operation may be particularly difficult, especially in cases where the
good-faith consent of the parties seems tenuous or the operation
takes place in the midst of ongoing hostilities rather than in the
context of a negotiated agreement.
What are the Sources and
Peacekeeping/Field Operations?

Roles

of

Personnel

in

The two broad categories of personnel serving in United

Nations peacekeeping operations are personnel made available by
governments, such as military and civilian personnel, and those
recruited by or from within the United Nations.
There are five principal sources from which all field personnel
are drawn:
1. United Nations system (staf members)
2. Governments of Member States (military and civilians)
3. International Governmental agencies (field personnel,
Volunteers)
4. International Service Agencies (contractual personnel)
5. External Recruits (mission appointees)

UN

With regard to the civilian component, responsibility for both

the assignment of UN staf members and the appointment of
external recruits lies with the Personnel Management and Support
Service (PMSS) of the Field Administration and Logistics Division
(FALD) in the Department of Peacekeeping Operations (DPKO).
Civilian personnel serve many substantive and/or support functions
within a field mission, each function falling within a particular
occupational group.
What are the guides for Mission Readiness?
It is very difficult to define what being "ready" for mission
service really means. How can one possibly prepare for the
unexpected?

There are, however, some basic ways in which you can assess
whether or not you are the kind of person willing to meet the
challenges of the field, and benefit from the experience both
personally and professionally. The following provides you with some
questions to help in determining your suitability for mission service.
We suggest that you consider them very carefully before making the
decision to apply:
1.
Would you feel comfortable leaving your family, friends, and
personal obligations for a period of 6 months or more? The majority
of the missions are considered special, or "non-family", which means
that staf members are strongly discouraged from bringing
dependents/ family members to the mission area. The United
Nations does not assist family members as regards the obtaining of
visas or use of transport and other facilities provided to staf.
Furthermore, family members are' not included in the security
arrangements made for United Nations personnel.
2.
Are you prepared to possibly endure the daily hardships and
hazards of mission life? This involves the possibility of meager
accommodations, fluctuating food and water supply, adverse
climate and health conditions, restricted communications with areas
outside of the mission, and overall security risks within potentially
hostile circumstances. Applicants who have previously served in the
field under similar circumstances are highly desirable.
3.
Are you enthusiastic, self-motivated, and independent? Do you
have the capacity to be a true team-player, dedicated to working
with others in group decision- making? Are you willing to work 7
days per week, 15 hours per day, if necessary?
4.
Would you characterize yourself as having patience,
understanding, and grace under pressure, as well as a sense of
humor to defuse potentially awkward situations? Are you selfconfident while recognizing your own weaknesses, as well as
strengths? Do you view change as inevitable and respond to it as a
source of renewal and improvement?
5.
Are you well-organized, structuring your time efficiently and
setting realistic goals and priorities in the context of a stressful,
potentially chaotic environment? Do you exercise good judgement
and feel comfortable making decisions that may have profound
ramifications?
6.
Do you have the curiosity and energy to learn the local
language(s), culture, history and political climate of a mission?
Could you be culturally and gender sensitive in lealing with an
indigenous population as well as United Nations colleagues?

7. Are you, to the best of your knowledge, in good overall physical

and mental health? In order to be approved for mission assignment,
all staf members must undergo a full medical examination and be
cleared for service by the United Nations Medical Director.
What are the conditions of the service?
The following will provide you with some general information
on applicable conditions of service for appointments to "special"
peacekeeping and related field missions:
Salary: Your gross base salary is determined according to
your professional experience and educational background. The
United Nations salary scales are established by the International
Civil Service Commission (ICSC), and are competitive with those
salaries ofered by the highest paying national civil services. The
salaries ofered by the United Nations will be subject to United
Nations staf assessment which is much like an income tax. It should
be noted that the entire staf assessment is, withheld at the source.
If in addition to staf assessment, your United Nations emoluments
are legally subject to a national income tax by the country of your
nationality or residence, the United Nations will generally refund
such income tax actually due on your United Nations emoluments.
MSA (Mission Subsistence Allowance): All internationally
recruited staf will receive a mission subsistence allowance in
addition to their salary, which is designed to cover, among other
expenses, the cost of food and lodging, local transportation, and
incidentals. This constitutes the entire United Nations contribution
towards such costs. It should also be noted that reductions in MSA
will apply if food and/or accommodation is provided by the United
Nations or the host country.
Medical Clearance/Immunizations: All candidates for
appointment must meet United Nations standards of physical and
mental fitness for employment in the area of assignment. In
addition, immunizations are either required or recommended, as
specified upon appointment.
Insurance Coverage: All field personnel are required to have
adequate medical insurance coverage valid for the duration of their
assignment in the area of the mission, including provision for
medical evacuation. You must submit proof of insurance prior to
travel. Alternatively, the United Nations ofers a medical insurance
plan in which you must enrol at the duty station should you not be
otherwise covered. With regards to life insurance, you will be
responsible for making your own arrangements for coverage prior to
departure for mission service.

Annual Leave: Depending on the special conditions of the

particular mission or assignment, annual leave with full pay will
accrue at a rate of two and one half days for each full month of
continuous service. Annual leave may be taken only when
authorized, and all arrangements as to leave shall be subject to the
exigencies of service.
Sick Leave: Credits towards sick leave will accrue at the rate
of two working days for each month of continuous service. All sick
leave must be approved on behalf of the Secretary-General, and any
absence of more than two consecutive working days must be
supported by a medical certificate from a duly qualified medical
practitioner.
Hours of Duty: Hours of duty are determined for each
mission area in accordance with the tasks to be performed. You
should expect to work frequently on the week-ends, and beyond the
normal eight hour work day. Monetary compensation for "overtime
work" is not provided.

BIBLIOGRAPHY
UNDPKO. General Guidelines for Peacekeeping Operations, 1995.
UNDPKO. Selection Standards and Training Guidelines for United
Nations Civilian Police (UNCIVPOL), 1997.
UNDPKO. Selection Standards and Training Assistance Teams
(UNTAT) Advisors Guidebook, 1996.
UN. United Nations Civilian Police Handbook, 1995.
UNDPKO. Notes for the Guidance of UN Civilian Police on
Assignment, 1999.
UN. Policy and Procedures Manual, 2001.

UN United Nations Stress Management Booklet, 1995.

PNP, Memo regarding Re-Entry Program for Re turning Members of
PNP Contingent from UN Missions, 2001.
PNP, Memo regarding Command Responsibility of Contingent
Commanders Over Contingent Members, 2000.
PNP, Memo regarding implementation of the Law Enforcement
Service Program, 2001.