CIAO DATE: 05/2011

Journal of Security Sector Management

A publication of:

Centre for Security Sector Management

Volume: 6, Issue: 2

July 2008

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• Articles

  • Developing a Decision-making Model for Security Sector Development in Uncertain Situations (PDF)

    Marianne Tracy, Ann M Fitz-Gerald

    This paper recognises the many difficulties facing SSR practitioners operating on the ground in terms of their capacity to make strategic decisions which inform wider SSR planning. It evaluates many models and methodologies based on key criteria which – according to the SSR literature – significantly impacts on decisions taken regarding SSR programmes. The authors recognise that the most effective decision making in uncertain environments is often supported by strong leadership, intuition and expeditious – but measured – approaches. Whilst this paper does not advocate for a more academic approach to be taken to SSR decisionmaking it illustrates the conceptual and academic thinking supporting the framework of the adapted and more simplified model chosen.

  • Reverse Stakeholder Mapping: On the Need for Actor-Based SSR Strategizing in Post-Conflict Environments (PDF)

    Erwin van Veen

    Immediate post-conflict environments are complex, fluid and risky. 1 A plethora of short and longer term challenges jostle for priority. Basic human needs must be met, stability and the rule of law restored and trade must recommence. In addition, all of this must happen in a relatively short period if a peace agreement is to be used to best advantage (Ashdown, 2007, 67-95). At the same time, the groundwork must be laid for activities that will last for decades. Infrastructure must be rebuilt, institutions recreated, legislation put in place, capacity built and economic stability returned (for instance: Junne and Verkoren, 2005; Klingebiel, 2006).

  • Building Counter-Terrorism Capacity Across Borders: Lessons from the Defeat of "Revolutionary Organization November 17th" (PDF)

    Christos Floros, Bruce Newsome

    Since 2001, governments have made more resources available for building counter-terrorist capacity abroad, but performance has not matched the rhetoric. Lessons from the defeat of the November 17th terrorist organization in Greece suggest that political or material commitments are necessary but insufficient conditions of international counter-terrorist capacity-building. More important, but less acknowledged, are the organizational conditions. Governments should encourage more cooperative, less self-reliant cultures in their agencies, develop multi-laterally beneficial objectives, and prohibit activities unauthorised by the host country. Some of the lessons, such as adherence to the same rules of law by all stakeholders, confirm norms in security sector reform. Others, such as increased security sector powers, run counter to those norms.