the process of security sector reform - ISAC Fund

Angus Morris REFORM OF THE ARMED FORCES
Angus Morris REFORM OF THE ARMED FORCES
However, the term “armed force” could include use of armed force by many
actors who may not be “all right”. These include those with or without authority,
who have arms, and use or intend to use armed force for their own aims, rather
than those of a country, or for providing external and internal security for the
citizens of that country.
There are many agencies that might be are authorised to use armed force,
including: armed forces; police; paramilitary forces; gendarmeries; presidential
guards; intelligence and security services (both military and civilian); coast
guards; customs authorities; reserve or local security units(civil defence forces,
national guards, militias).
In modern day usage, these would be collectively known as core security actors,
within the broader framework of the security sector. To complete the picture,
security management and oversight bodies, justice and law enforcement
institutions and non-statutory security forces should be included.
So, while the term Armed Forces remains in regular international use today,
their context and the implications of their use have been brought much more
sharply into focus as a result of concerns over their misuse. Therefore, within
this analysis, armed forces reform will be examined within the environment of
the security sector as a whole. This requires considering not just theoretical and
political concepts, challenges and experiences of reform but also why reform
might be needed in the first place.
THEORETICAL AND POLITICAL
CONCEPTS OF REFORM
Reform, or review or transformation, now lives within the world that is Change
Management. Here there is much in the way of study and advice available to all.
However, many who have considered defence reform in the past have ignored
the well-founded and generally accepted theoretical principles of what tended to
be considered, unfavourably, as management-speak.
Understanding and Supporting Security Sector Reform, United Kingdom Department for International
Development, February 2002
The following general principles are internationally recognised as essential steps
in successful Change Management:
• Visible, dynamic top-level support for change
• A clearly stated vision towards which reform will reach
• A plan of how to get from where you are to where you want to be
including methods for measuring and tracking delivery
• A dedicated team of authorised experts who will oversee the plan
• Individuals who are accountable for the delivery of the plan constituent
elements
• Identifiable processes whereby all involved parties can influence change
• Regular updates of progress, made known at the early stages of change
• Essential infrastructure and funding available and sustained during
change
• A plan for discussion and finalisation of proposals for change
• Continuous visible engagement of top-level management throughout the
process
• Certainty that the change will happen and that it is the right thing to do
These theoretical management concepts translate directly into modern-day practice
in Armed Forces Reform. Bearing in mind the need to look at the wider security
sector context, these become:
• Public identification of the reasons for defence reform
• Why do we need to reform the Armed Forces?
• What has changed elsewhere that generates the need for
change?
• What benefit is reform designed to bring about?
• What would be the result of not making changes now?
• Summarised as a Vision
• Nomination of a leader of change
• Clear and sustained support for the reform process
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