As part of SSR, a peacekeeping mission may be tasked to select, train, advise, mentor, support and provide institutional development for the defence sector. This may include training in the areas of human rights, IHL, child protection and the prevention of gender-based violence. It is of critical importance that the military and police re-establish their credibility in the eyes of the public and the international community, especially if they have been implicated in the conflict (see Chapter 4.5: Public Order Established). In many cases, incidents of poor discipline, inappropriate standards, accelerated induction or strained resources will have been catalysing factors in a return to conflict.
The ultimate goal of professionalizing the defence sector is civilian control of the military. Professionalizing the defence sector should not simply aim at rebuilding troop levels and training military actors; it implies the holistic reconstruction and development of both the armed and non-armed elements of the defence sector, as well as its civilianized governance structures, including with regard to normative values and traditions. Training is a critical part of this process and should include decision makers from the entire sector.
5.7.1 Operational activities
The key operational activities of the mission in support of this output include:
- Securing agreement by the military to undertake institutional reform.
- Conducting multi-agency assessments of defence sector.
- Securing funding for restoration of facilities and infrastructure, supporting the establishment of appropriate recruitment and selection systems, and regularizing payment for the military.
- Establishing the principles and structures of defence accountability to civilian political leadership.
- Introducing a training and reorganization process to harmonize military systems with the prevailing security conditions.
5.7.2 Benchmarks
Short-term
- Assessment completed, training and reorganization plan accepted by host government and military authorities.
- Procurement for equipment and facilities initiative finalized.
- Trainees selected, and trainers and mentors deployed.
- Standards agreed.
- Plan coordinated in support of DDR.
- Roles and responsibilities of the police and military delineated.
Medium-term
- Essential equipment and facilities procured and available, and administrative and financial systems in place and functioning.
- Oversight mechanisms in place and functioning.
- Payment and human resource systems in place and functioning.
- National and international expectations managed effectively through a public information strategy supporting the process.
- Agreement within the donor community to prevent overlapping priorities and efforts.
- Military able to conduct small unit exercises.
Long-term
- Military reorganized and able to conduct operations in accordance with plan.
- Support structure for the military established and functioning with limited international assistance.
- Public confidence in the military restored.
- Oversight bodies are functioning and capable of leading, challenging, reproaching and controlling the military.
- National and international policies and responses are better integrated with long-term development frameworks.
- Meaningful input by civil society actors established and legitimized.
5.7.3 Responsibilities and coordination
Support to the defence sector may include many actors as a result of multiple bilateral and multilateral agreements running concurrently with the UN’s activities. Coordination and rationalization among all of these efforts is therefore essential. External assistance should not undermine the legitimacy of the host government; national institutions, laws, and processes – however weak – should play a central role in the formulation and implementation of programmes and processes.
Defence sector support should be part of a national SSR process and closely coordinated with DDR programmes.
5.7.4 Resources
Resources consist of time, funds, facilities and equipment as well as trainers and advisers, who may be funded by donors and through bilateral and multilateral agreements with the host government. An integrated and synchronized plan with the host government should account for the funding, procurement, allocation and distribution of resources necessary to support and professionalize the defence sector. A long-term programme should include sustainment plans that provide for the life-cycle management of materiel systems.
5.7.5 Challenges and risks
- Military infrastructure has been severely degraded.
- Military support and professionalization is not keeping pace with development of political reforms, and/or defence reforms not keeping pace with DDR.
- Significant elements within the military are disaffected, particularly with the peace agreement, and impede reform efforts, distance themselves from the wider peace process or, at worst, resume fighting.
- Funding is inadequate, leaving the military weak and disaffected.
5.7.6 Considerations
Balancing immediate security requirements against gradual defence sector reform
There may be tension between the need to field forces quickly and the need to gradually develop a professionalized force. The immediate requirement to protect civilians may conflict with the need to develop the capability and capacity of the national authorities to take on this mission. With limited resources, it may be difficult to balance short- and long-term requirements. The need for immediate security may divert donor resources and energy from long-term defence sector efforts.
National versus sector focus
The decision to focus on defence reform from a national or regional level may depend on the assessment of the needs and security requirements. Resources may not be available to professionalize all parts of the defence sector simultaneously, and trade-offs relevant to geography and culture should be considered.