Cross-Dimensional Approaches to SSG/R

A cross-dimensional approach to SSG/R support requires a strategic vision of the support to be provided by the OSCE (and other international actors) in a given context. The development of a strategic vision for support should ideally be based on a needs assessment that determines the national needs and priorities for SSG/R support. The strategic vision should consist of specific goals, to which programmes in all OSCE dimensions will jointly contribute. In OSCE field operations, the Head of Mission, senior management as well as the policy and planning and/or programme co-ordination and support units will play an important role in encouraging a cross-dimensional approach to SSG/R.

A key challenge in SSG/R processes is to ensure a holistic approach to reform that takes into account linkages between the various actors and components of the security sector. Such an approach recognizes that reforms in one part of the security sector may not be successful if their effects on the rest of the security sector are not properly considered. Thus, OSCE efforts to ensure a cross-dimensional approach to SSG/R provide an opportunity to engage national stakeholders on the importance of holistic reforms. Co-operating with multiple actors in the security sector is therefore key, but in itself does not ensure that the approach is cross-dimensional. The OSCE might be better placed to provide credible advice in this area if it is also seen as promoting a comprehensive, cross-dimensional approach internally. OSCE staff should therefore communicate with national stakeholders about the OSCE’s own internal cross-dimensional approach to SSG/R support. Doing so can provide entry points to raise awareness among national actors on the importance of a comprehensive approach to SSG/R.

Roles and responsibilities tend to become blurred when several executive structures and/or departments within them are working on a topic that cuts across all dimensions, but the lead actor is not clearly defined. Once SSG/R priorities have been identified, the executive structure/department that will lead the provision of support should be clearly identified. The lead actor should then determine how support can be provided by other unit/departments in other dimensions in a complementary manner, including in the allocation of budget. This is particularly important to avoid gaps in priority areas, owing to a lack of clarity about which project or programme in the three dimensions should be taking the lead. Defining roles and responsibilities from the start of programmatic planning is also closely linked with internal co ordination in the subsequent implementation phase. Senior management plays an important role in encouraging such cross-dimensional co-operation and in setting up incentive structures for this purpose.

Once strategic priorities and common goals have been set and the roles and responsibilities clarified, these should be considered and reflected accordingly when drafting project proposals. The process of drafting project proposals can also be used to actively promote cross-dimensionality for SSG/R support. Some field operations have updated their UB project proposal templates for this purpose. In some field operations, project co-ordination units have been established in the Office of the Head of Mission to encourage cross-departmental consultations on all project planning. Such units can play an important role in encouraging a cross-dimensional approach to SSG/R support. Efforts should also be made at the departmental level to identify the extent to which cross-dimensional SSG/R linkages have been appropriately considered when developing relevant projects. Once roles and responsibilities are clarified on who is to lead the project and how responsibilities regarding implementation are distributed, these roles and responsibilities will also need to be reflected in the project-set up. A cross-dimensional project set-up can take different forms, also depending on whether funds are UB or ExB.

Establishing or making full use of internal co-ordination mechanisms is key to supporting cross-dimensional approaches. One such mechanism includes regular exchanges between heads of programmes or relevant project managers. Others include the development of matrices on common priorities or exchanges of information on the issues in the different dimensions that are regularly addressed with national stakeholders. Senior management has a key role to play in promoting internal co-ordination.

SSG/R focal points also have a crucial role to play in co-ordinating cross-dimensional SSG/R issues. Focal points in related areas can also contribute to mainstreaming SSG/R in their areas of work. For example, gender focal points in executive structures promote gender mainstreaming throughout the OSCE’s work, including in the area of SSG/R. Similarly, focal points on combatting human trafficking or on Roma and Sinti can all create synergies between their work and SSG/R efforts. That being said, focal points require adequate time and resources to be successful in co-ordinating efforts, as focal point roles are fulfilled in addition to the regular tasks and duties of OSCE officials. Also of importance is that the co ordination efforts of focal points be made in a way that fully respects the mandates of their executive structures.