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An Evaluation of the United Nations Volunteer Program in Kosovo

The Conditions of Service handbook for UNVs describes the procedures by which a Volunteer can seek recourse for financial matters or other administrative decisions. Also, the Ombudsman Panel within the United Nations Development Program, whose purpose is to give assistance and advice to UNDP staff members on matters relating to their employment contracts, provides its counsel and support to UNV Specialists by association with UNDP (though they are not UNDP professional staff). I recommend that these bodies, UNV Headquarters in Bonn, and UNV Director Sharon Capeling-Alakija carefully review this research on behalf of those UNVs affected by the conditions reported here, and perform additional inquiry if deemed appropriate. Based on such work, I would strongly urge these bodies to initiate significant overhaul of the UNV operation in Kosovo, with primary focus on the training and administrative support of UNVs. The evidence of discrimination based on UNV status is also of grave concern, and should be investigated with joint cooperation of UN Civil Administration, other related UN branches, UNDP and the UNV Program.

Considering the evidence of strong UNV interest in professional UN employment, as well as UNVs' simple frustration with hiring practices, a review of these procedures (especially the eighteen-month rule) should be undertaken as well. In conjunction with this effort, concerted reinforcement of a UN culture intolerant of discrimination against UNVs, and one insisting on their fair treatment and equal respect, would have a significant impact in keeping UNVs satisfied not only with their work experience in general, but also with their status as Volunteers. UNV Headquarters in Bonn might still negotiate with the UN Mission in Kosovo a system of merit-based hiring for those qualified Volunteers who express interest in professional posts, but because the Kosovo mission is now decreasing in size - with fewer open positions and fewer UNVs - this recommendation may become ever more irrelevant as time passes. However, these findings should indicate to the UNV Program a need for changes not only in Kosovo, but also in any present or future mission where similar UNV management practices prevail.

Additionally, UNV Headquarters in Bonn should, during their evaluation of the overall Kosovo UNV program, establish and broadly disseminate the intent and ultimate objectives of their program. A strong organizational culture, clearly and continuously reinforcing these goals, will be in the best interest of the UN at large, as well as UNVs, the UNV program, UNMIK, and Kosovars. An action checklist follows:

* Clarify the purpose, goals, and objectives for the Kosovo UNV program, including the roles and expectations of the Volunteers themselves,

- Broadly disseminate to all concerned parties (UNVs, UNMIK, UNV HQ);

* Establish a baseline measure by which to judge future performance,

- E.g. satisfaction of UNVs; perception by beneficiaries of UNV effectiveness and cultural respect; effectiveness of UNV programs and components, including the UNV Support Office; reported levels of UNV discrimination; Volunteer turnover, etc.;

* Provide the proper support and training to adequately meet these objectives,

- Refer to UNV Conditions of Service for training guidelines,

- Provide systematic, consistent support and training to ALL UNVs;

- Develop a training program for UN professional staff to deter future discrimination against UNVs and other non-professional affiliates.

* Periodically monitor progress toward these objectives;

* Reassess.

2001 has been declared the International Year of the Volunteer, and accordingly, the United Nations has begun a research project to evaluate the UNV program in seven countries (1). In the spirit of this ongoing evaluation, I recommend that the same interest be focused on the Kosovo UNV mission. Though not among the factors under evaluation, items such as program success, adherence to proper support and management protocol (including UNV training), intra-organizational discrimination, and UNVs' own suggestions and feedback are of utmost value, and should be included in any in-depth research and program re-design by UNV Headquarters.

Works Cited

1) Unfortunately, Yugoslavia is not included on this list.