Designing Effective Defence and Security Capacity Building: Key Considerations from Complex Environments
Based on delivering capacity building support on behalf of governmental partners over many years in complex delivery environments (e.g. Haiti, Lebanon) the follow are a series of considerations for designing and delivering effective, impactful support to defence and security partners.
Undertake initial participatory needs assessment.
Ensure donor coordination/deconfliction.
Need for an evaluative framework both to measure results but more importantly to drive adaptive learning.
Consider sustainability/affordability (e.g. software licences).
Notion of ‘accompaniment’ with partners – adopt a train, mentor, transition approach.
Use of Embedded personnel working with local partner training assistants.
Importance of strategic comms to message the change underway both locally and back in the donor capital to secure buy-in for programmes.
Use of long-term personnel – blend contractors with national assets wo are likely to have less availability.
Focus on access and influence – be clear what you want to achieve (the ultimate rationale for why you are conducting the activity).
Ensure compatibility of kit, SoPs, TTPs, etc.
Develop country-specific approaches and scenarios, not just one size fits all.
Realistic timelines for change – relationships and trust matter and can not be rushed.
Critical role of local delivery staff to provide nuance but also continuity.
Understand the power dynamics and conflict/security ecosystem of the delivery environment.
Ensure longitudinal measure of public perceptions of safety and security and different security providers to assist in measuring impact of delivery.
Effective project management – Gantt charts, procurement plans (look at ITAR and related sanctions/export issues).
Logistics are key – ensure transport and e.g. ammunition/simunition requirements are clear.
Prioritise Internal coordination/communication between project stakeholders.
Capacity building is a change projects – not just about a technical deficiency – be aware of spoilers/enablers amongst beneficiary partners.
Small wins as entry points and enablers – e.g. language or driver training.
What is their incentive? You are not the only player offering things – what is your USP?
Dual accountability – be accountable for tax payer funds and to local communities/stakeholders at the point of delivery.
Harness local voices and listen – they know the art of the possible
Flexibility to adapt scope and activities – consider use of contingency/draw down funds to respond to emerging need/opportunity.
Focus interventions rather than inch deep mile wide.
Adopt practical approaches – explain, show, do – not purely theoretical/classroom based.
Factor in absenteeism, given likely operational commitments of trainees/partner forces.
Be aware of issues with selection of trainees (prerequisites for trainees, varying levels of competence, favouritism, etc.).