Download Beyond UN Subcontracting: Task-Sharing with Regional by Thomas G. Weiss PDF

By Thomas G. Weiss

Past UN Subcontracting: Task-Sharing with local protection preparations and Service-Providing NGOs sheds gentle, via a sequence of post-Cold struggle case reports, on even if one United countries' efforts either to devolve accountability for safeguard to local associations and the supply of a few in their providers to overseas nongovernmental firms are a step towards or clear of larger worldwide governance. The situations are designed to discover styles of interplay and to supply classes for the longer term.

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Extra info for Beyond UN Subcontracting: Task-Sharing with Regional Security Arrangements and Service-Providing NGOs

Sample text

NGO operations in connection with a UN programme therefore can involve long, detailed negotiations aimed at dispelling novelty and ignorance and setting operational modes and forestalling difficulties about the application of authority. Consequently, working out standard, model memoranda of understanding (MOU) for use among UN organizations, potential recipient countries and prospective NGO subcontractors could perhaps streamline wasteful procedures and unnecessary frictions. Other considerations of a less business-like character may have a bearing (both positive and negative) on reactions by recipient governments.

These two strategies are not, however, mutually exclusive, as illustrated by the provisions of the Rio Treaty. Assurance, communitybuilding and deterrence strategies are primarily concerned with conflict prevention, although many of the specific arrangements, particularly alliance and collective security, have a role in conflict containment and termination as well. Non-intervention is an option when, for whatever reason, a regional institution does not seek to become involved in a particular conflict.

This suggests that regional institutions may have a comparative advantage and therefore should take the lead in conflict prevention, while the UN or other actors may be better able to take the lead in the other stages of conflict management. This functional division of labour, h,owever, is an abstract one that should be modified for specific cases. Several factors should be taken into account in ascertaining which institution is better placed to take the lead, and which kinds of support should be provided by other institutions: • • • • Depth of interest and consequences.

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