PKSOI Lessons Learned Report January 2019 | Page 28

5. Key Points: SSR and DDR
SSR:
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Utilize a holistic approach to SSR. SSR strategy should cover the entire security network
within the host nation – local security actors (military forces, national police, local police,
border security, etc.) and all relevant institutions (ministries of interior, defense, and
finance; national parliament; parliamentary committees that deal with security matters;
etc.).
Begin an SSR approach with an initial security needs assessment followed as soon as
possible by the development of a strategic framework. Include broad consultations in
the needs assessment and design of the strategic framework. Promote coherence and
coordination across national governmental departments involved in SSR.
Support and empower civil society organizations and women's groups, enabling them to
fully participate in the SSR process.
Understand the local historical and sociopolitical context. This will help external actors
choose local partners for inclusion in various SSR activities. An in-depth knowledge of
the local context is crucial to being able to identify stakeholders, attitudes, connections,
etc. within the security sector and the affected communities.
Plan and carry out SSR and DDR processes according to well-documented guidelines
(see Annex B) – which must be tailored to the given context. Avoid pressures to focus on
only the major tasks or to effect change as quickly as possible. Shortcuts – in vetting,
training, etc. – can undermine the security sector in the long run.
Closely align SSR and DDR. Linking SSR and DDR items/issues/concerns from the outset
in program design will help to avoid duplication and ensure that activities reflect common
objectives.
There is a need to understand the “politics” of SSR and to pay attention at the outset to
the impact that the political arrangements installed under a peace agreement might have
on the implementation of SSR.
Be clear about the roles and functions of each host nation security service/force.
SSR needs to be seen as a long-term commitment. Set a long-term timeframe, to allow
reforms to be achieved under challenging and changing conditions. Donors should
commit their support for the duration of the SSR timespan.
Implementation mechanisms should be as representative, participatory, and transparent
as possible, and subject to monitoring, evaluation, and oversight by a neutral agency,
such as the United Nations.
Invest in educating, training, and mentoring security personnel.
Instill and promote public service, human rights, and the rule of law among security force
personnel. It is imperative that they respect the people whom they have sworn to serve
and protect.
Incorporate measures aimed at preventing illicit practices throughout the security network.
Develop oversight mechanisms, objectives, and benchmarks for the purpose of eliminating
corruption, abuse of office, etc. which could otherwise adversely affect reform efforts.
Prioritize constructive engagements (through MoUs, formal arrangements, confidence-
building mechanisms, etc.) between the police service, reform program managers, and
local communities.
Consider focusing on “locally-driven police reform” – based on the experiences, needs,
and motivations of the men and women serving in the local police.
Promote an internal culture of accountability within the police force.
Emphasize the gradual development of host nation ownership, including civil society
ownership. SSR sustainability requires dedicated, meaningful ownership and resources
from the host nation.
Legislative/parliamentarian governance and oversight should be strengthened in step
with security sector reforms.
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