Security sector reform (SSR) is most often used as a platform for reform in fragile and post-conflict states and in countries transitioning from communism or authoritarian rule. This paper, published by the Geneva Centre for the Democratic Control of Armed Forces, reviews security sector and governance definitions, issues, approaches and actors. There is an emerging consensus that governance is an essential SSR component and that linkages among different actors be considered in order to achieve successful SSR.
Security sector governance (SSG) refers to the structures, processes, values and attitudes that shape decisions about security. SSR aims to enhance SSG through security delivery under democratic oversight and control conditions. Statutory security services, executive/civil management, legislative and justice institutions, civil society, non-statutory armed formations, independent oversight agencies and external actors all play a role in the sector.
Factors driving SSR include a changed understanding of security after the end of the Cold War and the emergence of a security/development nexus. Co-location of security and development actors and transnational terrorism also influence SSR. Countries need well-governed security sectors and integration in regional organisations.
The main features of the SSR approach are:
- Holistic – SSR assumes that security has to take into account all the institutions and actors that play a role in a country’s security.
- Integrated – SSR brings together a diverse range of often otherwise unlinked interests, concerns and activities that need to be considered within an overarching policy framework.
- Focused – SSR programmes need to be designed and implemented in full awareness of the complex inter-dependencies that characterise it. The correct focus presupposes a rigorous assessment process prior to programme development and implementation.
- Tailored and locally-owned – Context is everything. Programmes need to suit the country’s situation and local conditions. SSR programmes need to be designed, delivered, evaluated and monitored by local actors. There needs to be a transparent accord between those providing external support and local actors.
- Prioritised – SSR programmes cannot tackle all the problems at one time. Priorities need to be set and sequenced.
- Monitored and evaluated – Careful on-going guidance and review of whether objectives are being met is critical to achieving cost-effective sustainability. Subsequent lessons learned can be effectively fed into other SSR processes.
SSR players include:
- National governments who utilise SSR as a development policy tool and developing countries that have taken the lead in a national process of SSR.
- Non-governmental and civil society organisations involved in SSR education and training.
- Private military and security companies involved in building security sector capacity.
- Traditional security services and elites who can play an important SSR role, but who are often overlooked by SSR programmes.
- Intergovernmental organisations (IGOs), such as the Organisation for Economic Cooperation and Development, the European Union, the Stability Pact, African Union and the United Nations. IGOs often play a leading role in conceptualising and implementing the SSR agenda.
