This paper provides a perspective from recent experience of how donors engage in security sector governance work. It contains an overview of the content and process of donor engagement in SSR and the linkages to broader governance issues. It addresses the need for a coordinated approach within government amongst stakeholder ministries and departments and the challenges involved in making this a reality. The paper discusses the equally important issue of effective coordination in the wider development community and other institutions involved SSR. It draws primarily on UK experience in Africa and Asia and UK government
experience of developing joined up approaches and inter-ministry co-ordination mechanisms. It uses the successful example of the UK Defence Advisory Team (DAT) to offer some insights from this experience that includes work in Sierra Leone, Uganda, Indonesia and Afghanistan. The paper reviews the nature and limitations on the use of conditionality and suggests situations in which it might be helpful.