De‑Ba'athification

¶880. After the fall of a repressive regime, steps inevitably have to be taken to prevent those closely identified with that regime from continuing to hold positions of influence in public life. The development of plans which minimise undesired consequences, which are administered with justice and which are based on a robust understanding of the social context in which they will be implemented, should be an essential part of preparation for any post‑conflict phase. This should include measures designed to address concerns within the wider population, including those of the victims of the old regime, and to promote reconciliation.

¶881. It is vital to define carefully the scope of such measures. Bringing too many or too few individuals within scope of measures like de‑Ba'athification can have far‑reaching consequences for public sector capacity and for the restoration of public trust in the institutions of government.

¶882. It is also important to think through the administrative implications of the measures to be applied and the process for their implementation.

¶883. The potential for abuse means that it is essential to have thought‑through forms of oversight that are as impartial and non‑partisan as possible.

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¶Security Sector Reform 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.