What lessons does the experience of transforming the security system in Sierra Leone have for security sector reform (SSR)? This report from the Global Facilitation Network for Security Sector Reform and International Alert documents Sierra Leone’s security system transformation from 1997 to 2007. It chronicles the UK Government’s intervention, including its transition from direct implementer to adviser, and analyses key security issues that arose during the period. Sierra Leone’s experience shows how dedicated, capable people, given the space to reform their security institutions, can achieve a great deal under challenging circumstances.
In 2007, Sierra Leone conducted a generally peaceful national election, which, given the levels of violence previously experienced in the country, reflected a remarkable change. From 1997 to 2007, Sierra Leone underwent a comprehensive transformation of the objectives of security provision and the mission, management and coordination of security. This transformation reached deep into and spread across a breadth of institutions, altering command structures, providing top-to-bottom training and establishing staff policies, procedures and behaviour. It created agencies to coordinate security information and reached out to the people of Sierra Leone to involve citizens in their own security. The perceptions of the people of Sierra Leone indicate that there has been a significant positive change in levels of security on the ground.
Sierra Leone’s security system transformation process can be divided into a series of distinct phases:
- From 1997 to 2002, policies were determined by the ongoing conflict. Programmes for transformation of the armed forces, the police and the judiciary were developed, but there was no coherent concept of the security system.
- 2002-2005 was characterised by the development of SSR as a governance and policy tool. Emerging issues included intra-governmental rivalries and the role of the UK. This period saw the production and linking of security strategy and development objectives.
- 2005-2007 was a period of consolidation and development. The UK broadened support to the justice sector as a whole. Issues regarding the sustainability and future of security system transformation emerged.
- Getting the right people on the ground and taking action is more valuable than detailed, extensive and time-consuming planning. When capable people are empowered to make decisions, subsequent reforms are more effective.
- National ownership is critical, even when there is initially a relatively weak government. As leaders of SSR processes, Sierra Leonean staff were endowed with confidence and provided the space to build institutions in difficult conditions.
- The development and maintenance of a good national team is critical, since the turnover of international advisers is chronically high. However, recruiting qualified national staff is difficult, particularly given historically inadequate conditions of service.
- Sierra Leone lacked a SSR strategy at the beginning of the process, since individuals needed to make rapid decisions. To ensure sustainability, Sierra Leone now needs a ‘late stage’ strategy for its security system transformation process.
- Reliance on a small pool of nationals is positive in terms of leadership. However, it creates a risk that a professional security system could be misused. Also, if the number of qualified staff does not reach a critical mass, progress may be unsustainable.
