Dr Anthony Cleland Welch OBE A prerequisite for social development and human rights protection is the security and stability that comes through an effective, impartial and humane introduction of law and order, alongside the extension of sound governance to the military sector itself. (Cooper & Pugh: 2002: 14) 4 th GENERATION SSR A more holistic form of SSR which embraces, not only Security Sector actors and civilian democratic oversight, but also includes other actors that are deemed, by the population, to contribute to their overall human security CORE SECURITY ACTORS Armed forces; police; gendarmeries; paramilitary forces; presidential guards, intelligence and security services (both military and civilian); coast guards; border guards; customs authorities; reserve or local security units (civil defence forces, national guards, militias). SECURITY MANAGEMENT AND OVERSIGHT BODIES The Executive; national security advisory bodies; legislature and legislative select committees; ministries of defence, internal affairs, foreign affairs; customary and traditional authorities; financial management bodies (finance ministries, budget offices, financial audit and planning units); and civil society organisations (civil review boards and public complaints commissions). JUSTICE AND LAW ENFORCEMENT INSTITUTIONS Judiciary; justice ministries; prisons; criminal investigation and prosecution services; human rights commissions and ombudsmen; customary and traditional justice systems. NON-STATUTORY SECURITY FORCES Liberation armies; guerrilla armies; private body-guard units; private security companies; political party militias. OTHER DEPARTMENTS IDENTIFIED BY THE POPULATION AS RELEVANT TO SECURITY Ministries of Health, Education, Social Welfare, Trade and Industry, Minority Affairs. Civil Service. Municipal Authorities. Non-Government Organisations. CAPACITYDEVELOPMENTCAPACITYDEVELOPMENT Supply DrivenDemand Driven Input-based Outcome-based (Transformative) Facilitating access to knowledge Capacity Development Technical Assistance Facilitating multi- stake-holder engagement Participatory policy dialogue & advocacy Creating space for learning by doing Facilitating coaching and mentoring Agency Roles Successful capacity development requires not only skills & organisational procedures, but also incentives & democratic governance Deepening effective and accountable state-citizen engagement Enabling Environment Organisational Level Individual Level CO-OPERATION International organisations active in internal security reform projects have come to accept the need for enhanced co-ordination in the field. Nevertheless, the trend towards establishing high-level political agreements on co-ordination has not always led to increased co-ordination on the ground. Although donor co-ordination has moved towards the formalisation of inter-organisational agreements, there remain serious obstacles to effective co-operation in their operational activity. Schroeder, U. (2007). Between Conflict and Cooperation: International Police Reform Efforts in South Eastern Europe. In Law, D. (ed). Intergovernmental Organisations and Security Sector Reform. (pp ) Geneva: DCAF. Network of Agencies in Sierra Leone Domain Similarity Inter- Organisation Rivalry Intra- Organisational Competition Inter-Personal Rivalry Not Invented Here Syndrome Rivalry presupposes a state of domain similarity, which implies a shared issue area with related overlaps of competency (Van de Ven & Walker: 1984: 601) COMPETITION AND RIVALRY GROUPS EXAMPLESSystem East-West bloc rivalries. Regional The Balkans or Middle East conflicts. Organisational IGO /IO rivalries. State Inter-state conflict. Bureaucratic Rivalries among departments, services or sectors Group Ethnic, class or religious conflicts. Interpersonal Competition between individual people. (Adapted from Biermann, 2007: 12) STRATEGYTACTICSEXAMPLESDEFENSIVE a.Ignore other IGOs. b.Gather intelligence on other IGOs. c.Privilege declaratory cooperation with IGOs. NATO, EU and OSCE strategies during and just after the Cold War in relation to each other. ENHANCIVE a.Compensate for a lack of policy tools, resources and relevance. b.Secure legitimacy for international interventions. c.Build alliances with like-minded actors. d.Create inter-institutional synergies. e.Provide services for other IGOs a.All IGOs in relation to the UN. b.The OECD relationship with other IGOs through OECD-DAC. c.EU and NATO through Berlin Plus. d.The COE through support to EU enlargement strategies. TRANSFORMATIVE a.Colonise other IGO functions. b.Merge with or absorb another IGO. a.The approach of some EU member states to NATO. b.EEC to EU. WEU to ESDP. (Adapted from Table 3.3 in Law, 2008: 59). False images often come from genuine illusions, errors of judgment, or social defamation, and are not always a rationalisation of pre-existing feelings. Inter-personal misunderstandings do not automatically correct themselves but may become chronic and reciprocal, the persons adjusting their behaviour in various ways to the false images. (Ichheiser: 1943: 302) STYLESACTION AND CONCLUSION AVOIDING ACTIONS A retreat from the conflict but typically results in nothing being resolved. SMOOTHING ACTIONS Focuses on accepting the situation as it stands and emphasising areas of agreement; this is likely to only provide a short-term solution. COMPROMISING ACTIONS Compromising is bargaining; if both sides agree a definitive solution can be achieved. FORCING ACTIONS Forcing is an authoritarian style that results in the promotion of one viewpoint at the expense of all others and the lack of consensus will typically result in the prolonging of the dispute. COLLABORATING ACTIONS Collaborating reflects a long term strategy; once everyone comes to agreement, a long-term solution is possible. CONFRONTING ACTIONS The confronting mechanism seeks to define and addresses the core problem, looks for alternatives through dialogue and provides a solution. (Adapted from Burnette & Forsyth, 2003: 7-13; Forsyth, 2006: 64-67). The Not-Invented- Here Syndrome is considered a classic management pathology, in which a team refuses to use a technology that they didn't create themselves. (J. Spolsky) LOCAL ENGAGEMENT Ensuring conflict and context sensitivity and redressing historical inequities can only be achieved on the basis of sound and early analysis of local realities. The most effective and sustainable external interventions are rooted in local capacities and interventions. United Nations Development Programme. (2008). Crisis Prevention and Recovery Report 2008; Post-Conflict Economic Recovery, Enabling Local Ingenuity. New York: United Nations Development Programme: Bureau for Crisis Prevention and Recovery. Local Actors One would have lingring wars with little cost; Another would fly swift but want the wings. A third think, without expense at all, By guileful fair words peace may be obtaind One would have lingring wars with little cost; Another would fly swift but want the wings. A third think, without expense at all, By guileful fair words peace may be obtaind. Shakespeare. Henry VI, Part I Mitrovica, North Kosovo. June Mitrovica, North Kosovo. June 1999.