The Report
of the Iraq Inquiry
884.
An SSR
strategy should define the functions of different elements of the
relevant
security
sector and the structures needed to perform those functions.
Considering those
questions
should drive a robust debate about how security requirements might
change
over
time.
885.
An
understanding of the many different models that exist
internationally for
internal
security, policing and criminal justice is essential. But those
models cannot
be
considered in isolation because what works in one country will not
necessarily
work in
another which may have very different traditions. It is therefore
critical for the
SSR
strategy to take full account of the history, culture and inherited
practices of the
country or
region in question. The strategy also needs to be informed by the
views and
aspirations
of the local population.
886.
A strategy
should set out the desired operating standard for each function
and
state how
that differs, if at all, from what exists. In doing so, the
strategy should specify
where
capacity needs to be developed and inform a serious assessment of
how the
material
resources available could best be deployed.
887.
It is
essential that the UK has an appropriate way to measure the success
of any
SSR plan.
If a clear strategy is in place and has taken account of the views
of the local
population,
the indicators of that success should be obvious. It should rarely
concentrate
on a
one‑dimensional set of numbers but instead be a more qualitative
and rounded
assessment.
888.
The direction
in the Ministerial Code that the estimate of a cost of a
proposal
should be
included in the memorandum submitted to Cabinet or a Ministerial
Committee
applies
equally to military operations. When evaluating military options it
is appropriate
to consider
financial risk alongside other forms of risk. While governments
will rarely
wish to
preclude options solely on the basis of cost, they must also
recognise that, over
time, cost
may become an issue and make it difficult to sustain a military
operation over
the longer
term.
889.
Strategies and
plans must define the resources required to deliver
objectives,
identify
the budget(s) that will provide those resources, and confirm that
those resources
are
available.
890.
In developing
strategies and plans for civilian/military operations, a
government
should
address the impact of the different mechanisms used to fund
military operations
and
civilian activities and the extent to which those mechanisms
provide perverse
incentives
for military action by making it easier to secure funding for
agreed military
operations
than for civilian activities.
138