{"id":10,"date":"2013-02-07T15:15:02","date_gmt":"2013-02-07T15:15:02","guid":{"rendered":"http:\/\/www.commonwealthofnations.org\/?page_id=10"},"modified":"2013-10-28T15:00:55","modified_gmt":"2013-10-28T15:00:55","slug":"good-offices-for-peace","status":"publish","type":"page","link":"https:\/\/www.commonwealthofnations.org\/commonwealth-in-action\/good-offices-for-peace\/","title":{"rendered":"Good Offices for Peace"},"content":{"rendered":"

There is nothing that can be more compelling than preventing human suffering and bloodshed.<\/span><\/h4>\n
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In today’s world when images of the devastating humanitarian impact of war and communal conflict invade our living rooms and its financial costs affect even those who are sitting far away in armchairs, the imperative on policy-makers to prevent conflict and bloodshed is greater than ever. Policy-makers are beginning to realise that preventing conflict is perhaps not just the humanitarian thing to do but also the politically and economically prudent thing to do.<\/p>\n

These days, when crisis threatens, there is an array of conflict management tools and strategies that can be employed by those seeking to prevent political tensions and conflict from erupting or escalating. The use of third-party mediation techniques has long been recognised as an effective means of resolving disputes in domestic and commercial contexts. However, the use of ‘Good Offices’, the use of one’s legitimate stature, to act as an impartial third party to help prevent or resolve disputes in the international realm is a fairly new trend in the current international system.<\/p>\n

Established as a legitimate practice by the pioneering efforts of United Nations Secretary-General Dag Hammarskj\u00f6ld, Good Offices initiatives are currently undertaken by many leaders of international organisations. Today it is a flagship programme at the Commonwealth Secretariat where the Secretary-General uses his Good Offices himself, through his envoys or senior Secretariat officials, to defuse political tensions and prevent conflict by helping people to resolve their differences through dialogue, persuasion and moral authority. These efforts are undertaken as a commitment to the most vulnerable – from the smallest and weakest states, to the ‘smallest and weakest’ people: women, young people and those on the margins of societies.<\/p>\n

The intention is simply to get the parties talking, engaging in meaningful dialogue, and helping them to reach viable and sustainable solutions involving both the people and their governments. Often, though, that is easier said than done. A Good Offices effort requires empathy and patience, political will, innovative solutions that are in keeping with the times and the needs of each situation, and the resources to sustain the effort after an agreement has been reached.<\/p>\n

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Efforts<\/h2>\n

The Commonwealth is in a unique position to undertake the Good Offices efforts within its membership for several reasons. First, the Commonwealth is a values-based organisation. These timeless values of freedom, democracy, the rule of law, human rights and sustainable development have been adopted, reaffirmed and advanced by heads of government in various communiqu\u00e9s and declarations.<\/p>\n

Second, the Commonwealth is a member-driven organisation. The Secretary-General’s Good Offices efforts have been recognised as valuable to member states. Heads of government have endorsed that he continues to conduct these activities and have assured him that he has their support. Such activities take place at the request or concurrence of the government in question.<\/p>\n

Third, the Secretary-General’s Good Offices role depends highly on the trust that his office engenders because it is impartial and discreet. Commonwealth members appreciate the Secretary General’s Good Offices efforts because he neither takes sides nor attracts public attention to his endeavours.<\/p>\n

Finally, the Commonwealth has the capacity to ensure the sustainability of conflict resolution efforts by supporting the country with the appropriate technical assistance programmes after a political agreement has been reached. In this regard, the Commonwealth Secretariat has been viewed as a significant, skilled and trusted partner, and its assistance has always been well received by the parties concerned.<\/p>\n

However, the Commonwealth’s Good Offices efforts also face some significant challenges. Three of these, with which it constantly has to do battle, are:<\/p>\n