Pedagogía Teatral

State and USAID both play key roles in administering security and justice sector as- sistance. USAID provides programmatic support to build justice institutions such as courts and judiciaries, increase access to justice, strengthen civil society organiza- tions, support community policing, and prevent armed violence in communities. State manages, administers and/or executes security and justice assistance provided to foreign militaries and civilian forces and institutions, such as police, courts, prisons, and criminal justice professionals. State also administers counterterrorism programs aimed at building the capacity of local partners to counter violent extremism and terrorism. State, USAID, the Department of Justice, the Department of Homeland Security, and the Department of Defense all play critical roles in these activities, and each brings a unique perspective and contribution that must be integrated as a part of a whole-of-government approach.

CHAPTER 4

The Way Forward

Moving forward, consistent with the strategy articulated in Chapter 2, State and USAID will focus on filling specific gaps in our security and justice sector reform capabilities, institutional- izing a whole-of-government approach, and implementing institutional reforms to increase our effectiveness. Specifically, we will:

• Adopt an integrated approach to security and justice sector reform. State and USAID will approach security and justice sector reform comprehensively. We will design programs that build connections between police, prosecutors, courts, prisons, and oversight mechanisms. We will balance our traditional focus on training and equipping security forces with an increase in resources for and attention to building fully integrated justice systems. We will strengthen our ability to demobilize and reintegrate armed combatants, provide support for addressing crimes of the past, and provide direct support to local security and justice

institutions to restore and maintain law and order and deliver fair, effective justice. • Support host nation ownership. We will work more closely with host nations and

communities to design efforts that prioritize local security concerns, build local systems and capacity, and support local leadership. We will tailor our assistance in each country, prioritize projects that reflect the resources and capabilities of host nations, and avoid those that are unsustainable without external assistance. We will assess and monitor host nations’ political will to make the reforms necessary to make effective use of U.S. assistance to ensure our assistance is being targeted where it can have the most impact.

• Link security and justice initiatives to governance and development

approaches. We will design and execute security and justice assistance programs rooted in development and governance by focusing on sustainability and building local institutional capacity. We will provide all assistance within a framework that promotes law and order, democratic norms, and good governance so that local security and justice institutions are accountable to civilian oversight, in accordance with international human rights laws and standards. We will increase attention to localized insecurity and lawlessness caused by gangs, traffickers, criminal enterprises, and predatory security forces, all of which undermine development and governance objectives and threaten citizen security. Building upon a growing body of knowledge on reducing local armed violence, we will develop programs that address crime, youth violence, gang recruitment, organized intimidation, and violence.

• Emphasize civilian policing. Consistent with existing authorities, including the need to avoid supporting foreign forces responsible for human rights abuses, we will strengthen our ability to help states build effective, accountable civilian security sectors, including police forces, institutions, oversight mechanisms, and links with communities and judicial institutions. State will increase in-house technical expertise to analyze challenges and develop policy responses, improve operational methods for building sustainable policing capacity, and increase our focus on meeting longer-term goals. Consistent with the approach developed in Chapter 2 and Chapter 5, State and USAID will also increase our use of other federal agencies, such as the Department of Justice and the Department of Homeland Security, as well as state and local governments, to develop and implement policing programs. We will collect lessons of what works and apply them to country strategies, training, and institution building. We will maximize the sustainability of our assistance dollars by helping countries build their own capacity to manage, administer, and support local police assets.

• Ensure whole-of-government effort. Security and justice sector reform requires unity of effort and vision across all agencies that provide assistance in this space. State and USAID are committed to building, leading, and supporting a whole- of-government system that integrates relevant agencies in a meaningful way as described in Chapter 5. Whole-of-government approaches to security and justice sector assistance also directly serve U.S. security interests by facilitating relationships and partnerships between U.S. agencies and their foreign

counterparts. The National Security Staff led interagency review of Security Sector Assistance will provide policy guidance for a U.S. government approach to security and justice assistance. Under the guidance of the President, State and USAID will work together with the National Security Staff to:

¾ _{Facilitate coordination. We will convene the agencies with roles in security and}

justice sector assistance on a quarterly basis to review progress in implement- ing reforms, share lessons learned, and develop and sustain a comprehensive, integrated US approach to security and justice sector reform. This process will strengthen capabilities at each agency, clarify roles and responsibilities, and help avoid duplication of effort and mandates.

CHAPTER 4

¾ _{Develop a common strategic framework and operational guidance. Working with}

other agencies, we will develop a common security and justice sector reform framework, consistent with the ultimate findings of the National Security Staff led Security Sector Assistance Review, that describes U.S. objectives and priori- ties, and interagency roles and responsibilities. This framework will serve as the basis for more coherent interagency planning, budgeting, and operations. We will develop guidance that provides: (i) standardized methods for training, mentoring, institution building, legal reform, integration and other operation- al requirements for strengthening security and justice; (ii) detailed standards and indicators for program monitoring and evaluation; and (iii) guidance on trade-offs and sequencing of short-term and long-term goals in conflict zones. This framework will help ensure that security and justice sector policies, strate- gies, and decisions are embedded in our broader assistance strategies.

¾ _{Coordinate a diverse workforce. We will work with other agencies to ensure im-}

proved coordination and utilization of a well-trained, integrated security and justice reform workforce that balances in-sourcing and outsourcing, and draws from all relevant offices, departments, and agencies, including State’s Bureau of International Narcotic and Law Enforcement Affairs, the Secretary’s Office of the Coordinator for Counterterrorism or, if approved by Congress, the new Bureau for Counterterrorism, the new Conflict and Stabilization Operations Bureau, the Bureau of Political-Military Affairs, USAID, the Department of Defense, the Department of Justice, and the Department of Homeland Security. And we will draw from the private sector where it has a comparative advantage.

¾ _{Draw on state and local capabilities. In the United States, some of the most im-}

portant skills needed for international security and justice sector reform efforts are found at the state and local level. We will expand partnerships with state and local governments to take advantage of this expertise.

¾ _{Design a model for effective in-country management. State and USAID will}

work with other agencies to provide coherent management of security and justice assistance in country by establishing, as appropriate, security and justice assistance coordinators in embassies and developing a process for coordinated program implementation. Consistent with the planning processes described in Chapter 5, we will rationalize security and justice assistance planning at the

country level as a component of the Integrated Country Strategy in appropri- ate countries.

¾ _{Civil-Military collaboration. Particularly in countries characterized by conflict}

or instability, initiatives and programs jointly developed by teams of State, USAID, and Department of Defense personnel are generally more effective. Where appropriate, we will work in joint civilian and military teams and develop innovative mechanisms for civil-military collaboration, such as shared funding or pooled funds.

• Build implementation capacity. State and USAID will also institute the following institutional reforms to build implementation capacity:

¾ _{High-level management of reform at State. During the implementation phase}

of this Review, we will develop a mechanism and appropriate reporting lines to ensure that military, police, internal security, and justice sector assistance are integrated, mutually reinforcing, and promote responsible, democratic governance.

¾ _{Increase International Narcotic and Law Enforcement Affairs (INL) Bureau}

effectiveness and strengthen mandate. State will strengthen INL to serve as its locus for civilian security and justice sector reform efforts and foster more con- sistent results on the ground.  INL’s clarified mandate will put it at the fore- front of administering integrated programming in this area, moving beyond traditional police training activities to expanded efforts on justice and rule of law. These reforms include strengthening INL’s human capital, including a professional development path to retain experienced experts in this area, and a commitment to rigorous monitoring and evaluation across INL’s assistance programs. Improving INL’s own human capital will also enable the bureau to more effectively work with interagency partners.

We will substantially strengthen INL’s program management and oversight capabilities to increase accountability and operational effectiveness, including the processes by which INL designs, implements, oversees, and measures its programs. We will review and improve current contracting practices and in- crease our use of other federal agencies and state and local governments in the design and implementation of assistance programs, as discussed in Chapter 2 and Chapter 5. On the ground, INL reforms will focus on tailoring programs

CHAPTER 4

to the specific requirements of the country and mission, adopting a more evidence-based approach, and instituting strict requirements for performance measurement. INL will work with local partners to deliver effective justice and security through programs including those that cover police and law enforce- ment, courts/judicial bodies, corrections, legal reform, access to justice, and executive branch reform. 

• Expand knowledge base to support effective programming. State and USAID will collect data to build a body of knowledge and doctrine for the purposes of honing operational techniques and increasing program effectiveness.

• Build human capital. State will make human resource reforms to better develop and execute security and justice assistance. We will develop a meaningful career path for security and justice reform professionals. We will rebalance the Civilian Response Corps to include more security and justice sector experts who will work in a coordinated fashion with their interagency partners. We will offer more tailored security and justice sector training and expand details and exchanges between relevant offices and agencies. As detailed in Chapters 2 and 5, we will expand our internal human capital on security and justice sector assistance and, consistent with our desire to work more closely with our interagency partners, increase our use of interagency partners to design and implement security and justice sector assistance programs. And we will strengthen State’s ability, in

cooperation with the Department of Defense, to manage and oversee the provision of military assistance, including State funds administered through the Department of Defense and other implementers. State will work closely with the Department of Defense to ensure that military assistance is informed by broader foreign policy goals.

Chapter 5: