UNIFIL Deficiencies and Shortcomings The initial establishment of UNIFIL did not provide for a HQ Company, which should have included Defence and Employment, Military Police, Transport, Engineers and Welfare Sections. These were provided by tasking already over-tasked contingents for personnel and support. Rapid integration of multi-national HQ staff with the attendant language and procedural differences during the first six weeks resulted in misdirected staff work, confusing instructions and lack of direction in handling of incidents. Order came gradually and human endeavour overcame organizational weaknesses. UN New York directed that contingents arrive self-sufficient and capable of supporting themselves administratively, logistically and operationally for at least six months. Some contingents such as the Nepalese and Fijian arrived lacking basic internal communications equipment. Due to previous contacts the CSO (Chief Signal Officer) had with Tadiran (Israel Electronics Industries) and armed with verbal authority to undertake reasonable "short cuts", direct purchases of urgently required communication equipment were effected. Fortunately, most equipment required such as telephones, field cable (WD-1 and quad), switchboards (SB-22), VHF Radio sets (AN/PRC- 77 and AN/VRC-46) and HF Radio sets (AN/GRC-I06) were available either off the shelf or within two weeks of order. In addition, arrangements were made with Tadiran to supply the Force with up to 10,000 batteries of all types each month.
 | | Pte LG Demers, CANSIGS Det FIJIBATT, conducts on Job Training for Fijian Radio Operator in preparation for Canadian withdrawal. |
 | | MCpl ES Moore, Detachment Commander CANSIGS Det SENBATT discusses operations with the CO SENBATT. |
 | | MCpl WE McPherson, CANSIGS Line Det Commander, supervising installation of telephone line from Naqoura to the Lebanon-Israel border. |
Although NORMAINTCOY was to provide second and third line vehicle and telecommunications maintenance support, it had only one radio technician on strength and no test/repair facilities. During the first mandate, maintenance support had to be co-ordinated and provided by sharing personnel and equipment of those contingents with organic maintenance organizations. Second line maintenance of Canadian vehicles and generators could not be performed since they lacked spare parts. This placed an additional burden on the small CANSIGS maintenance section. A serious lack of local electrical power and sanitation facilities existed in the area of Naqoura where in addition to HQ elements, CANSIGS, NORMEDCOY, NORAIR and FRENCHLOG were located. Consequently, living conditions were similar to those encountered in the field as opposed to a static or base location. For future operations of this type these are "lessons learned". Overall, the system will work. The challenge is in making it work.
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