Bangladesh UN Peacekeeping Force, strategic plans and HR initiatives
Bangladesh UN Peacekeeping Force, strategic plans and HR initiatives
ABSTRACT
Although Bangladesh is a shining starter in UN mission, it is still blighted with various obstacles and constraint. The recruitment and selection is still politically biased, and qualified senior officers do not get a chance to go for mission due to their non-affiliation with a political party. The women officers are still far away from attending the missions, Bangladesh is still young in terms of women employment in the Defense Sector. However, the preparation of women for the missions when their turn comes remains a challenge. The linguistic and cultural barriers relates to different mission are quite significant. The repatriation process needs special care as there are increasing numbers of turnover among the repatriates. The expatriate officers' family welfare matters need to be taken care of exclusively, in terms of their defense benefits and also maintaining the accounts of the deceased members. The overall training and development process of the peacekeeping force needs to be assessed and reorganized. By and large, the technological infrastructure of the armed force has to be improved in order to get better offers in the future. Increasingly there is a need for proactive approaches all throughout the process. Since, Bangladesh will continue providing support to the international community in peacekeeping operations for indefinite future, an updated perception and insight to such role may help in playing the role more effectively.
This project will sheds light on the SWOT Analysis of the Bangladeshi UN Mission. The strengths of the mission are excellent reputation, high compensation, wide revelation and wonderful experience by the officers in Mission. The weaknesses are the politically influenced selection for the mission, reactive approaches to staff development, and lack of career development of the officers when in UN Mission. Opportunities lie in integrating women advancement in the Missions, creating a benchmark and introducing a proactive approach in T&D. However, the threats stretch out in lack of autonomy in deployment decisions, high turnover rate amongst the repatriates and UN mission used as a threat for officers rather than advancement. The main HR issues of the Mission are the women advancement in the future, managing the repatriates and the expatriates, and reassessing the performance of the armed force in order to benefit Bangladesh as a whole.
The consequent part of the report provides alternatives, recommendations and implementation strategies for enhancing the efficiency of the process through five suggested alternatives, the first of which is Do Nothing. Then the other alternatives include the establishment of policies for women advancement, eliminating the political issues in the recruitment, upgrading the technological base of the Bangladesh Armed Forces and lastly, creating a proactive approach towards staff development in order to meet UN demands from time to time. The last alternative is the ultimate recommendation, and its implementation has been designed by the construction of an autonomous UN Mission Division having 5 different cells under it. The implementation is discussed in four phases, which lead to continuous improvement of Armed Forces interested in UN Mission. The Project report will help finding various problems and provide alternatives, recommendations and implementation strategies for enhancing the efficiency of the process of UN Peacekeeping Mission. This Project might be a role model for all UN Peacekeeping nations.
INTRODUCTION
Background of the Study:
During the past year, of the 110 countries that sent uniformed personnel to United Nations peacekeeping missions, the leading contributors were Bangladesh, India and Pakistan, which together constitute more than 40 per cent of United Nations peacekeepers (ARSG, 2007). Participation of Bangladesh Armed Forces in the Peacekeeping mission for more than a decade from Europe, Africa, Central America, Middle East, and Fareast earned not only reputation for Bangladesh but also familiarized the name and flag of the country to the world where it was not familiar at all. As on September 2007, about 10,000 peacekeeping members from Bangladesh committed to UN Peacekeeping operations around the world, which help us to stand in the 2nd position in the contributing list at present. A total of 9,728 Bangladeshi peacekeepers are serving in 12 countries across the globe. There are specific HR functions associated with the UN mission, which includes the Recruitment & Selection, Training & Development through BIPSOT (Bangladesh Institute of Peace Support Operation and Training), Compensation Administration provided by both Bangladesh Government and also the United Nations. Bangladesh has achieved numerous glories in the field of UN mission; however, it has also been cursed over the years with unexpected deaths of members mainly due to accidents and wars. The future of Bangladesh UN Peacekeeping Force is indeed brilliant and it is necessary to understand what is important at this stage. Analyze the need for changes in the Armed Forces in its training and organization with its capability to suit different peacekeeping missions in different regions under different UN resolution. In the light of the aforementioned issues concerning the organizational, operational, national, and international perspectives of peacekeeping work, some ideas may be projected for a better way forward. The project would also shed light on the SWOT (Strengths Weaknesses Opportunities Threats) Analysis of the Bangladesh UN Mission highlighting various HR Challenges. Since, Bangladesh will continue to provide support to the international community in peacekeeping operations for indefinite future, an updated perception to such role may help in playing the role more efficiently and effectively. The consequent part of the report will provide alternatives, recommendations and implementation strategies for enhancing the efficiency of the UN peacekeeping system as well as Bangladesh Armed Forces. The alternatives will include the establishment of policies for advancement, elimination of various barriers and continuous improvement processes of UN Mission such as political issues in the recruitment, upgrading the technological base of the Bangladeshi armed forces and creating a proactive approach towards staff development in order to meet UN demands from time to time.
Problem of the Study:
Although Bangladesh is a shining starter in UN mission, it is still blighted with various obstacles and constraint. The recruitment and selection is still politically biased, and qualified senior officers are suppressed to get a mission due to their non-affiliation with a political party. The women officers are still far away from attending UN missions, Bangladesh is still young in terms of women employment in the Defense Sector. However, the preparation of women for the missions when their turn comes remains a challenge. The linguistic and cultural barriers relates to different mission are quite significant. The repatriation process needs to be taken care of as well. The expatriate officers' family should also be given special attention, in terms of defense benefits and also maintaining the accounts of the deceased members. The technological infrastructure of the Armed Forces has to be improved in order to get a better offer in the future. Increasingly, there is a need for proactive approaches throughout the entire system of
Peacekeeping Mission. In the light of above discussions and aforesaid reasons, the study should be done on this specific topic.
Objective of the Study:
The objective of the study is quite clear and specific. Participation of Bangladesh Armed Forces has been involved in UN Peacekeeping for more than a decade. We are still one of the best peacekeeping nations and have already achieved a good reputation in peacekeeping globally through UN Mission. We must continue and sustain such distinction. Bangladesh must be the best and remain in top UN peacekeeping chair to lead whole world. The key objective is to find out the various problems of the UN Mission and finding the strategic plans and HR Challenges of Bangladesh UN Peacekeeping Force for improvement in the process. This can be pointed out as under:
To determine the various problems and drawbacks of the UN Mission.
To point out the various constraints of Bangladesh Armed Forces in UN Peacekeeping Force.
To suggest and recommend on the strategic initiatives, alternatives and its implementation for better way forward that may be undertaken by the Bangladesh Armed Forces in order to enhance the efficiency of the mission, integrate continuous improvement in the process and to create a benchmark for the rest of the world to follow.
To find out the different HR Changes that might enhance the efficiency of the Project.
To suggest an appropriate institutional framework for Bangladesh UN Peacekeeping Mission.
Rationale of the study:
Since, Bangladesh will continue to provide support to the international community in peacekeeping operations for indefinite future, an updated perception and insight to such role may help in playing the role more effectively. The Project report will help finding various problems and provide alternatives, recommendations and implementation strategies for enhancing the efficiency of the process of UN Peacekeeping Mission. This Project might be a role model for all UN Peacekeeping nations. This project will also shed light on the SWOT Analysis of the Bangladeshi UN Peacekeeping Mission. The strengths of the mission include excellent reputation, fair compensation and wide exposure and experience achieved by the officers in a Mission. The weaknesses are the political influence and biasness in selection process of the UN Mission, reactive approaches to staff development and lack of career development of the officers during UN Mission. Opportunities stretch out the integration of women advancement in the Missions, creating a benchmark and crafting a proactive approach in Training & Development. However, the threats lie in lack of autonomy in deployment and decisions, high rate of turnover amongst the repatriates of UN mission. The key HR issues involved in Peacekeeping Mission such as women advancement in future, managing the repatriates and the expatriates, and reassessing the performance of the armed forces in order to benefit Bangladesh as a whole are also discussed.
Scope of Study:
There is immense scope of the study. The study would be very useful for strategic recommendations for future Human Resources Management as well as Organizational Management for the UN Mission of a country. Further studies relating to various issues, findings and recommendations of the project may be extended in future and a unique solution to the problem may be discovered. In my project, I have addressed the following issues which would widen the scope of further research and investigation as follows:
Future recommendations for UN Peacekeeping Mission.
What are the overall problems/barriers of UN Pease Keeping Mission?
What are the various administrative and operational difficulties generally faced by the Peacekeeping Forces?
How to enhance the efficiency of the UN mission, integrate continuous improvement in the process and create a benchmark for the rest of the world?
What are the strategic initiatives that may be taken by the Bangladesh Armed Force in order to enhance the efficiency of the mission?
What are the alternatives available in order to improve overall performance of the Bangladesh UN Peacekeeping Mission?
The Pros and Cons of the alternatives and
Recommendation of best alternative and its effectiveness and implementation.
LITERATURE REVIEW
Introduction to the Literature Review:
Bangladesh is a shining starter in UN Mission; it is still cursed with various obstacles. The recruitment and selection is still politically biased, qualified senior officers are suppressed for having a UN mission due to their non-affiliation with a political party. The women officers are still far-off the UN Missions since Bangladesh is still young in terms of women employment in the defense sector. However, the preparation of women for the UN Missions when their turn comes remains a challenge. The repatriation process needs to be taken care of as well. The expatriate officers' family should also be given special attention in terms of defense benefits and also maintaining the accounts of the deceased members. The technological infrastructure of the Armed forces has to be improved in order to get better proposal from United Nations in the future. Increasingly, there is a need for proactive approaches throughout the entire system of Peacekeeping Mission.
However, the issue of the project revolves around taking the strategic initiatives by the Bangladesh Armed Forces in order to enhance the efficiency of the UN mission, integrate continuous improvement in the process and create a benchmark for the rest of the world to follow.
This project will shed light on the SWOT Analysis of the Bangladesh UN Peacekeeping Mission. The strengths of the mission include excellent reputation, fair compensation, and wide exposure and experience achieved by the officers in a Mission. The weaknesses are the political influence and biasness in selection process of the UN Mission, reactive approaches to staff development and lack of career development of the officers during UN Mission. Opportunities stretch out the integration of women advancement in the UN Missions, creating a benchmark and crafting a proactive approach in T&D. However, the threats lie in lack of autonomy in deployment decisions, high rate of turnover amongst the repatriates of UN mission. The main HR issues of the Mission are the women advancement in the future, managing the repatriates and the expatriates, and reassessing the performance of the armed forces in peacekeeping so as to benefit Bangladesh as a whole. The concluding section of the report provides alternatives, recommendations and implementation strategies for enhancing the efficiency of the UN Peacekeeping Mission.
Overview of UN Peacekeeping Mission:
Peacekeeping is anything that contributes to the furthering of a peace process, once established. This includes, but is not limited to, the monitoring of withdrawal by combatants from a former conflict area, the supervision of elections, and the provision of reconstruction aid. Peacekeepers are often soldiers, but they do not have to be. Similarly, while soldier-peacekeepers are sometimes armed, they do not have to engage in combat. Peacekeeping, as defined by the United Nations, is "a way to help countries torn by conflict creates conditions for sustainable peace." Peacekeepers monitor and observe peace processes in post-conflict areas and assist ex-combatants in implementing the peace agreements they may have signed. Such assistance comes in many forms, including confidence-building measures, power-sharing arrangements, electoral support, strengthening the rule of law, and economic and social development. Accordingly UN peacekeepers (often referred to as "Blue Helmets" because of their light blue helmets) can include soldiers, civilian police officers, and other civilian personnel (UNDPI, 2007).
Most of these operations are established and implemented by the United Nations itself with troops serving under UN operational command. In these cases, peacekeepers remain members of their respective armed forces, and do not constitute an independent "UN Army," as the UN does not have such a force. In cases where direct UN involvement is not considered appropriate or feasible, the Council authorizes regional organizations such as the North Atlantic Treaty Organization (NATO), the Economic Community of West African States, or coalitions of willing countries to undertake peacekeeping or peace-enforcement tasks. Peacekeepers were not at first expected to ever fight. As a general rule, they were deployed when the ceasefire was in place and the parties to the conflict had given their consent. They were deployed to observe from the ground and reported impartially on adherence to the ceasefire, troop withdrawal or other elements of the peace agreement. This gave time and breathing space for diplomatic efforts to address the underlying causes of conflict. Peacekeeping operations may consist of several components, including a military component, which may or may not be armed, and various civilian components encompassing a broad range of disciplines. Depending on their mandate, peacekeeping missions may be required to:
Deploy to prevent the outbreak of conflict or the spill-over of conflict across borders;
Stabilize conflict situations after a cease fire, to create an environment for the parties to reach a lasting peace agreement;
Assist in implementing comprehensive peace agreements;
Lead states or territories through a transition to stable government, based on democratic principles, good governance, and economic development
(UNDPO, 2007).
Process and structure of the UN peacekeeping operations:
United Nations peacekeeping deployment reached a historic high at the end of August'07 with 1,00,000 military and police personnel including some 15,000 civilians serving in peace operations around the world. Currently the United Nations Department of Peacekeeping Operations leads 18 different missions in Africa, the Caribbean, the Middle East, Europe and Asia. The current surge in United Nations peacekeeping began in October 2003, with the deployment of five major operations at Liberia, Cte d'Ivoire, Haiti, Burundi and the Sudan and the expansion of the mission in the Democratic Republic of the Congo. Over the past few months, the newly established mission and the extended deployment of peacekeepers reached at the record-breaking number (83,445) of uniformed personnel in the field. The previous peak in the United Nations during 58 years of peacekeeping operations was in July 1993, when the United Nations had deployed 78,444 uniformed personnel almost one-third of whom were serving in the United Nations Protection Force in Bosnia and Herzegovina. The Budget for Peacekeeping is paid by all member states, according to an agreed upon formula, which they established. The current top ten financial contributors are: United States (26 per cent), Japan (17 per cent), Germany (9 per cent), United Kingdom (8 per cent), France (7 per cent), Italy (5 per cent), Canada (3 per cent), Spain (3 per cent), China (3 per cent) and the Netherlands (2 per cent), Australia (2%). Besides this many other nations are also contributing financially for the sake of peacekeeping and their own political and national interest. The top 20 financial contributors are shown graphically as follows:
Peacekeeping personnel come from some 110 countries. The top 10 troops' contributors are: Bangladesh, Pakistan, India, Jordan, Nepal, Ghana, Uruguay, Ethiopia, Nigeria and South Africa.
The annual budget for peacekeeping was $4.75 billion (excluding the financial implication of the new mission in Timor-Leste and the expansion of the mission in the Sudan), and outstanding contributions stood at $2.5 billion. With the full deployment of the operation in Lebanon and if the mission in Darfur got underway, the budget could go as high as $7 billion.
Structure:
A United Nations peacekeeping mission has three Power Centers. The first is the Special Representative of the Secretary-General, the official leader of the mission. The second is the Force Commander, who is responsible for the military forces deployed. Finally, the Chief Administrative Officer oversees supplies and logistics, and coordinates the procurement of any supplies needed.
Source: United Nations Department of Peacekeeping Operation, 1 July 2007
Bangladesh in UN Peacekeeping Mission:
"Bangladesh is a peace loving nation. It is not coincidental that a world peace body and a peace loving nation forged a special relationship. It is therefore not surprising that Bangladesh was the country to draft the UN Declaration and Programme of Action on a Culture of Peace, adopted by the General Assembly in 1999. And it is not surprising that Bangladesh became a top contributor to UN Peacekeeping around the world." - Says UN Resident Coordinator, Ms Renata Dessallien, International Day for UN Peacekeeping, 29 May 2007.
(United Nations, Bangladesh, 2007)
Participation of Bangladesh Army in the Peacekeeping mission for more than a decade from Europe, Africa, Central America, Middle East, and Far east earned not only reputation for Bangladesh but also familiarized the name of the country to the world where it was not known at all. Bangladesh is one of the largest contributing nation in United Nations Peacekeeping Operations in many beleaguered areas of the world. In Abkhazia, Georgia the presence of Bangladeshi officers is as old as the United Nations Observer Mission in Georgia (UNOMIG) itself. Since 1993, 104 Bangladeshi peacekeepers have served in UNOMIG and their services to peace in this conflict-ridden area of the world are undeniable. Bangladesh Armed Forces has been actively involved in United Nations United Nation Peace Support Operation (UNPSO). During the 1991 First Gulf War, Bangladesh Army sent a 2,193 member team to monitor peace in Saudi Arabia and Kuwait. Following that, Bangladesh Army participated in peace keeping activities in Namibia, Cambodia, Somalia, Uganda/Rwanda, Mozambique, former Yugoslavia, Liberia, Haiti, Tajikistan, Western Sahara, Sierra Leone, Kosovo, Georgia, East Timor, Congo, Cte d'Ivoire and Ethiopia. As on September 30, 2007, Bangladesh had a total of 9,728 peacekeepers committed to UN Peacekeeping operations around the globe, which is presently the 2nd highest contributing nation in the world (DPKO, 2007). Recently, on October, 23, 2007, a 70 member team from Bangladesh Police left for Ivory Coast in a UN Mission and another team of 89 Police personal has already left for Dhaka. (The Daily Star, 2007)
HR Functions:
In this part we have the basic feature of Human Resources involved in UN Mission like Recruitment & Selection criteria, Training & development process and finally the Compensation Package offered to the forces.
Selection procedure:
In selection process there is a systematic process that takes place. At the very beginning UN ask for the troops/peacekeepers to Bangladesh government and then Bangladesh government forward the offer to Armed Forces Division (AFD). At the same time another offer goes to the Police Department, where they are asked for only post war policing duty. This can be represented graphically as under:
In most places except Congo and Sudan troops were sent in a contingent basis where the percentage of army was 88%, Navy and Air forces both were 6% each in volume. In Sudan we had contingent totally based on the Bangladesh Navy and in Congo we had contingent where all members were from the Bangladesh Air Force. In addition to that knowledge of French Language was one of the criteria of selection process as it was used in most African countries as first language. Besides this, a bunch of French interpreters from Bangladesh Armed Forces worked in the Franco Phony countries in Africa as MS or Liaison Officer.
Recruitment Criteria:
Interpreters get a priority in Franco phonic countries.
Officers and troops must be medically category "A" graded.
They must need to be acquainted with driving process and an unambiguous image regarding the international driving standard.
Army commandos, Divers, Navy SEAL, BAF Helio pilots were also prioritized.
Training & Development program:
Bangladesh is a model member of the United Nations, providing leadership amongst the least developed countries and in the general assembly and other forum, and contributing substantially to peacekeeping and humanitarian operations. The mission of BIPSOT (Bangladesh Institute of Peace Support Operational Training) is to impart training on peace support operations. Peace Support Operation Training is an evolving concept. Every field situation is unique, so does the mandate and dynamics of conflict. However, while setting our training module we follow the guidelines of UNDPKO (United Nation Department of Peacekeeping). We provide generic training to our Officers both for observers and contingent members. We train our Officers and men in a way that besides the security duty, they must be able to understand the role of other agencies involved in the mission and support the political objective of the mandate. Keeping that in view, our objective of training is to train our peacekeepers to suit in any UN peace support environment. BIPSOT receive request from UN for peacekeepers to work in different appointments and responsibilities and participate with our contingents to perform tasks that can only be taken by military personnel, as observer and UN staff officer at field level. However, one may have to take responsibility peculiar to a particular mission. To meet the UN objective following types of training are conducted at BIPSOT:
Pre Deployment Training
Contingent Members Course
Potential Observer and Staff Officers Course
Special Training
Law of Armed Conflict (BIPSOT, 2007)
Pre Deployment Training:
Pre deployment training is primarily an induction training imparted to the trainer of the concerned contingents before they are infused in the UN mission area. The duration of this training is 2 weeks. Students are officers, Warrant Officers, and Non Commissioned Officers. This training module contains subject specific to the mission where the contingent is earmarked for the deployment. We supervise the training of the contingent through our mobile training assistance team. The aim of the training is to prepare instructor trainer for the contingents schedule to take part in UN Peace Support Operations as well as to perform their duties under UN environment. Pre-deployment orientation training ensures that troops understand how their role as peacekeepers differs from that as combat forces. During the orientation period, special attention should be drawn to recent political developments and other issues related to the conflict, in order to create the necessary awareness and understanding by the forces involved. Personnel should understand the organizational structure and objectives of the mission and the nature of the conditions in which they will be working. This includes the nature of the society of the mission area, its national, factional, cultural and religious characteristics, as well as physical security and climatic issues. Common training activities are an important prerequisite for multinational operations. The use of multinational exercises, bringing together diplomatic, military and civilian components has been suggested in this regard. Common training standards help develop the cohesiveness of multinational formations. (S. Balanzino, 2007).
Contingent Member Training:
In Contingent Training, the role, task and whole matrix of peacekeeping are focused which becomes multi-dimensional. More so every UN mission is unique and has little similarity. Therefore, the education of peacekeepers should be more of general purpose training, which makes them prepare to work wherever the UN blue flag is flying. To meet this requirement, BIPSOT runs two different Contingent Members Courses (CMC) in a year of four weeks duration for selected officers likely to be deployed for UN tasks. This training is not specific to a particular mission but general training to develop skills as a contingent member. And the aim of the training is to prepare officers to work as member of military contingent in Peace Support Operations.
Potential Observer and Staff Officers Course:
In potential observer and staff officer course, focal points are the role, tasks and whole matrix of peacekeeping. There is a greater requirement for improved training standard for peacekeepers. Before embarking upon peacekeeping operations on ground, there is a need to conduct comprehensive training package for peacekeepers in achieving the required skills and standard to deal with multi dimensional problems. To meet this challenge Potential Observer and Staff Officers Course (POSOC) is conducted in BIPSOT twice in a year each of 4 weeks duration for selected officers of Bangladesh ArmedForces as well as for the military officers of other countries.
Special Training:
In special Training Program, BIPSOT offers special equipment related training which depends on the requirement of various peaces support operations and it is conducted for specific group of persons. For instances, Armored Personnel Carrier (APC), Mine Detection Equipment, Riot Control, Disaster Management, Relief Operation. (BIPSOT, 2007)
Law of armed conflict:
Besides regular courses, BIPSOT also conducts Course on Law of Armed Total two courses (one in each year) on Law of Armed Conflict (LOAC) were conducted in the year of 2002 and 2003 where the instructor of International Red Cross Committee (ICRC) provide training to the senior officers of Bangladesh Armed Forces.
Compensation package:
UN Peacekeeping Mission offers the best compensation plan that is performing as the foremost encouraging feature for the troops to join in the mission. This segment in the UN Peacekeeping mission is blending all forms of financial returns and tangible services and benefits employers receive as part of an employment relationship. In UN Peacekeeping mission the compensation part is truly the key impulse that motivates the troops towards the UN mission.
The compensation package is actually based on two segments. The segments are MSA pay and Contingent pay. These are the two available pay structure on the basis of what the payment of the troops are made.
The MSA payment structure it is a daily payment system that is paid to only the military staff members, observers, and liaison officers. This occurs when the size of the troop is undersized and the risk involvement is at high rate.
In contingent process of payment the payment troops get is at a monthly basis. This contingent group contains a large number of troops those are composed together with a blend that is asked by the UN.
Normally in MSA payment structure a person gets around $140 following a going rate approach. And in the contingent payment process each person gets around $2200 in a month.
Troops went in UN peacekeeping mission in a contract basis and the contract is signed for generally one year.
When a peacekeeper is wounded or handicapped in between the mission they have to come back and take retirement from their respective Force. They get a chunky amount of money from both UN and Bangladesh government apart from his retirement benefits. This extra payment is based on the injury level of that person.
When a person died in between a mission then the compensation straight went to his Nominee of the family. In this scenario, the person's family gets a big amount of cash to run their life smoothly. For these UN actually does not have any fixed rate.
Beside to this, when a person went for mission his belongingness are responsibilities of government. The left behind family gets the benefits of ration, housing, medical facility, education of children, and other benefits. They also get the salary and benefit from the authority trough a nominee. The nominee determined by the person who goes to the mission.
Achievement and Failure:
Bangladesh Army has been actively involved in United Nations Peace Support Operation (UNPSO). During the 1991 First Gulf War, Bangladesh Army sent a 2,193 member team to monitor peace in Saudi Arabia and Kuwait. Following that, Bangladesh Army participated in peace keeping activities in Namibia, Cambodia, Somalia, Uganda/Rwanda, Mozambique, former Yugoslavia, Liberia, Haiti, Tajikistan, Western Sahara, Sierra Leone, Kosovo, Georgia, East Timor, Congo, Cte d'Ivoire and Ethiopia. As on September 2007, 10,000 peacekeeping members from Bangladesh committed to UN Peacekeeping operations around the world, which helps them to stand at the 2nd Rank is the contributing list at present. A total of 9,728 Bangladeshi peacekeepers are serving in 12 countries across the globe. In Ivory Coast, around 3,019 and in Liberia about 3251 peacekeepers are engaged in peacekeeping operation. But they all are in jeopardy of their life that is totally insane. In the month of August 2006, six Bangladeshi peacekeepers, killed in a road accident in Ivory Coast. Those killed in the tragic accident are Lance Corporal SM Miraz Ahmed (20 Field Regiment Artillery), Lance Corporal M Abdus Sattar (6 Field Regiment Artillery), soldier Abdul Halim (27 Field Regiment Artillery), soldier Mohammad Kamruzzaman Khan (36 Air Defense Regiment Artillery), soldier M Mizanur Rahman (24 Field Regiment Artillery) and soldier Shahid Mia (32 Field Regiment Artillery). The six peacekeepers were killed and 12 others injured in the road accident at Tiasali on way to Abidjan from Yamoussoukro in Ivory Coast. And in if we can recall in 2003 another tragic affair took place, in which, 11 peacekeepers died in a plane crash. We can never forget them and their lives became living memory to us. People who come back from the peacekeeping mission now-a-days have the tendency to leave the job. This rate of turnover is increasing day-by-day and becomes a threat for the defense of Bangladesh. The reason is frustration when they are not promoted after a certain position and rank in Bangladesh Armed Forces because of their failing to pass the staff college or not having Graduation degree after H.S.C. They come back from a peacekeeping mission possessing a good amount of money and decide to do start some other profession and leave the Armed Forces. Another failure and bad part of Bangladesh UN Mission is the force retirement and force mission. When it is felt that a specific battalion is getting stronger than other or they have gained the beliefs of others among the forces makes the government wobbly. The government thinks that the battalion might commit a coup against them and a UN mission has been exercised for that specific battalion as an armoire. They offer them a mission in the most risky places where coming back live percentage is uncertain and if they refuse to take part in the mission, their only option remain is to retire from the Force. This unhealthy practice is making the armed forced creepy and if they even do not wish to they might upright with a coup to take the power of the country.
Way Forward:
Since the army will continue to provide support to the international community in peacekeeping operations for indefinite future, an updated perception to such role may help in playing this role effectively. It has been many years since our army is serving as peacekeepers effectively and significantly. Having gone through the peacekeeping work for such a long time, what is important at this stage is to analyze the need for changes in the process, in its training and organization with capability to suit different peacekeeping missions in different regions under different UN resolution. In the light of the aforementioned issues concerning the organizational, operational, national, and international perspectives of peacekeeping work, some ideas are projected for a (to be continued.....)
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