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Session VI Security Sector Governance in Kosovo Kosovo Internal Security Sector Review (ISSR)

Session VI Security Sector Governance in Kosovo Kosovo Internal Security Sector Review (ISSR). Session Objectives. To develop participant understanding of the purpose, scope and methodology of the ISSR in order to appreciate their personal and institutional role. Session Plan.

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Session VI Security Sector Governance in Kosovo Kosovo Internal Security Sector Review (ISSR)

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  1. Session VISecurity Sector Governance in KosovoKosovo Internal Security Sector Review (ISSR)

  2. Session Objectives To develop participant understanding of the purpose, scope and methodology of the ISSR in order to appreciate their personal and institutional role.

  3. Session Plan • The background to the ISSR • The main components of an ISSR • ISSR Process methodology • ISSR Management Structure • SSR Rationale/principles • Kosovo Issues • Questions/Syndicate work

  4. Background • Security Sector Governance Kosovo 2004/5 • Reserved Powers/UNMIK; K-FOR/ I/C • Feb 05 – SSDAT Fact Finding Mission • April 05 – SSDAT Scoping mission • June 05 – Press Briefing • End July 05 – Official Launch

  5. Reminder! What is the Security Sector? • Governance & Oversight mechanisms • Govt depts – Interior, Defence, Foreign Affairs, Finance, Justice & others • Uniformed services – military, police, emergency services, prisons, customs and immigration • Intelligence, Judicial system • Private Security Companies • Non state Para-military forces • Civil Society/NGO’s

  6. Key Stages • Conduct Strategic Environment Review • Determine Threats (Threat Analysis) • Develop Internal Security Policy Framework • Develop Institutional/Agency Policy Framework • Conduct Gap Analysis • Establish Development Strategy • Cost and Confirm Affordability • Implement Security Sector Development Strategies

  7. Strategic Environment Review Purpose: • To develop rational reasonable views of the future (the vision) Approach: • Identify key factors: political, social, economic that will shape country’s future • Agree best case, worst case and most probable scenarios

  8. Determine Threats • Identify range of threats to achieving best case scenario (might include governance, social and economic threats) • Agree impact and probability • Establish relative priority of national threats

  9. Develop Internal Security Policy Framework • Identify which institution is responsible for addressing each threat • Identify areas requiring coordination and collaboration • Identify coordination mechanisms • Assess resource implications for each security framework option • Establish governance principles

  10. Develop Institutional/Agency Policy Framework • Identify capabilities required to meet threats • Establish vision and mission • Identify roles and tasks • Develop management principles • Complete organisation design • Establish linkages with other agencies

  11. Conduct Gap Analysis • Establish current capability within each institution • Assess gap between current capability and agreed requirement (Functional Review/institutional appraisal)

  12. Establish Development Strategies • Develop implementation strategy to close the gap • Utilise technical and development expertise • Apply best practise in change management • Validate , amend and develop existing plans and programmes • Realism and affordability are key

  13. Cost and Confirm Affordability • Establish development, capital and recurrent budget • Consult and Confirm Affordability • Review development strategy as required

  14. Implement Security Sector Development Strategies • Needs visible political commitment and leadership • Support and ownership of relevant stakeholders • Clear responsibilities allocated • Effective Communication • Coordinated donor support • Implementation effectively monitored and managed

  15. ISSR Process Designed to maximise Kosovan ownership through: • Broad stakeholder involvement • Consultation and participation • Consultative Groups and Outreach (Including agency review) • Consult-Review-Validate each step • Workshops and ‘Town hall’ meetings

  16. Management Structure • ISSR Steering Committee (PISG/UNMIK) • Advisers to SC Members • ISSR Secretariat (Expert Team x 5) • OPM - Office of Public Safety • Sector experts/professionals as required • AUS, UNDP, KIPRED Consortium

  17. Principles (OECD-DAC) • People-centred, locally owned and based on democratic norms and human rights principles and the rule of law, seeking to provide freedom from fear • Seen as a framework to structure thinking about how to address diverse security challenges facing states and their populations through more integrated development and security policies and through greater civilian involvement and oversight • Founded on activities with multi-sectoral strategies, based upon a broad assessment of the range of security needs of the people and the state

  18. Principles (OECD-DAC) • Developed adhering to basic principles underlying public sector reform such as transparency and accountability • Implemented through clear processes and policies that aim to enhance the institutional and human capacity needed for security policy to function effectively

  19. Principles (2) Kosovo Specific • High level management to direct the process – ISC and OPM - ISSRS • Empowered working group with broad representation – effective coordination and feedback mechanisms (Consultative groups) • Fully inclusive, promoting wide participation across government and society • Open and transparent process • Communication • Use of all available technical expertise as required

  20. Principles (2) Continued • Encourage full participation by all stakeholders including the representative voices of the main ethnic groups within and outside the PISG, UNMIK and its institutions • Ensure that all communities share responsibility for participation in the ISSR process and ownership of its outcomes and the resulting security sector development programme • Achieve real consensus on all major issues and decisions so that both Kosovo Serbs and Kosovo Albanians are committed to the strategy and prepared to hold the authorities accountable for its implementation

  21. Principles (2) Continued • Ensure throughout the process that key assumptions, decisions and plans are subject to validation by the widest stakeholder group possible through workshops, presentations, town-hall meetings; media and public relations campaigns • Deliver locally appropriate solutions building on current initiatives, utilising existing data and drawing on local expertise • Make capacity building an integral part of the process so that those engaged in the ISSR can manage and influence long term development strategies • Make the maintenance of standards, accountability and affordability the cornerstones of the ISSR process and the subsequent SSDP

  22. Kosovo Issues • The ‘I’ in ISSR • Incentives • Final Status • Neighbours • The International Community • Political Economy

  23. Questions • Is the value of this exercise clear to you? • What general concerns to you have? • What do think are the main strengths and weaknesses of the ISSR? • What can be done to address any weaknesses? • How will you personally contribute to a successful outcome?

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