REFORMEDCHURCH INAMERICA

CRISISMANAGEMENT

POLICIES

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INTRODUCTIONOur crisis management policies are developed as a guide to ReformedChurch in America (RCA) personnel and staff as assistance in the event ofvarious kinds of crisis involving personnel. Much of the material relates tocrises resulting from war, civil strife, or terrorism. While many of thepolicies are particularly relevant to Mission Services personnel situations,they can also be helpful for personnel who may face a personal crisis,such as serious illness, accident, death of spouse, or natural disaster.Furthermore there are potential threats to the RCA as an organizationcharacterized as external (e.g., global war, civil disturbance, naturaldisaster, economic depression) and internal (e.g., moral failure, lawsuits,heretical splits) of such magnitude as to warrant the authorization of crisismanagement teams.

These policies are intended to create a coordinated and unified leadershipresponse to such crises affecting the Reformed Church in America, itspersonnel and staff, their families or facilities, or a partnerchurch/organization. Leadership is to be free to respond to the needs ofthe crisis with a clear understanding of its authority. It is the intention ofthis policy that the creation of a Contingency Planning Group (CPG) and,when necessary, a Crisis Management Team (CMT) will allow the majorityof the organization’s staff and resources to remain committed to theirprimary tasks and objectives.

RANSOM AND EXTORTION

It is the policy of the RCA that ransom or other extortion should not bepaid, nor should the RCA yield to other demands issued through the useof hostage-taking or extortion.

HOSTAGE NEGOTIATION

The Crisis Management Team is authorized to conduct negotiations,consistent with the limitations of other RCA policies, as it may deemnecessary to save the life or lives and effect the release of any memberabducted while on official business of the RCA. It may employ suchconsultants and negotiators as it deems appropriate.

RELOCATION OF HOSTAGE FAMILIES

In the event of a hostage seizure, the Reformed Church in America willattempt to balance the interests of the hostage, the needs of his or herfamily, and the on-going operations of the organization. The primary

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objective throughout the event will be the safe release of the hostage andthe safety of the family.

It is the policy of the RCA that in the event of a hostage seizure of itspersonnel, the family of the hostage will be evacuated to a safe location assoon as possible. In most cases, the safe location will be family’s homecountry. This policy will be waived only if a determination is made that anevacuation of the family is not in the best interest of the hostage, hisfamily, or the organization.

It is the policy of the RCA that a staff member shall be assigned to workwith the family throughout the period of crisis. This staff member shallprovide information to the family and take whatever steps are possible tominimize the stress and consequences of the crisis on the family.

INFORMATION MANAGEMENT

It is the policy of the RCA that all information, intelligence and suggestionsrelating to a crisis be directed to the Crisis Management Team at theearliest possible time. Any member receiving information or withsuggestions for the Crisis Management Team shall forward theinformation or suggestions immediately to the Team.

It is further the policy of the RCA that during a crisis all informationreleased to the family, the organization, the public and the news media willbe done by the Crisis Management Team. No member of the organizationoutside the Team is authorized to make any statement that relates in anyway to an ongoing crisis. All media inquiries shall be referred to the CrisisManagement Team.

EVACUATION

1. It is the policy of the RCA that decision-making authorityregarding evacuation exists at the individual or family level, atthe mission partner level and at the Mission Services level. Indifferent circumstances, each of these levels may have accessto information that makes evacuation an appropriate decision;so, each is authorized to act on such information and make adecision. The remainder of the organization will respect such adecision. This policy is multi-lateral: Just as Mission Serviceswill support an individual family’s decision to evacuate, so willindividuals and families support a directive from the partner orMission Services to do so. Mission personnel must consult withany partner church/organization to which they are responsibleconcerning appropriate action. Mission Services will rely heavily

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upon the wisdom and advice of mission personnel and missionpartners regarding evacuation decisions.

2. Each local entity will prepare evacuation plans using the RCA’sCrisis Management Plan for Mission personnel (see Appendix).Copies of these plans shall be submitted to regionalsupervisors, the Director of Mission Services and missionpartners where a reference copy will be maintained. Theseplans shall be reviewed, and updated and revised as needed, atleast every two years.

3. In emergency situations affecting individuals, groups,organizations, or churches the interests of the local Christiancommunity must be considered seriously. The decision ofpersonnel to remain and share a dangerous situation with thelocal Christian community may strengthen and encourage thatcommunity, or it may be an embarrassment to it. If, after thefullest possible consultation, evacuation is the wisest course ofaction, the RCA will provide financial assistance in this process.

CRISIS COUNSELING

It is the policy of the RCA that those personnel who are directly involved ina crisis receive an initial and follow-up evaluation from a qualified mentalhealth professional. These evaluations shall occur as soon as possiblefollowing a crisis and again six to twelve months following the crisis(unless otherwise specified by the mental health professional).

These evaluations and any treatment are confidential between themember of the organization and the mental health professional.

Costs associated with this policy not covered by RCA insurance coverageshall be paid by the RCA.

Although the individuals who should receive evaluation as describedherein may vary from incident to incident, in each case at least the victim,the immediately family, the Crisis Manager and the negotiator (if any) shallreceive this evaluation.

CRISIS MANAGEMENT TEAM

It is the policy of the RCA that in the event any of its members, theirfamilies, staff or facilities or the RCA organization in the whole or its partsare threatened by a significant crisis, a Crisis Management Team (CMT)will be formed to handle the crisis through resolution and follow-up. Theestablishment of the CMT may be authorized by the General Secretary orthe Director of Mission Services when the organization is faced with acrisis that is likely to be extended in time and likely to demand an

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abnormal commitment of resources; or when the actual or potentialconsequences of the crisis threaten the continued ministry of theorganization in a particular area.

It is further the policy of the RCA that upon establishment of a CMT, allother members of the organization shall refer all information, suggestionsor other data relating to the crisis to the CMT. All members of theorganization are to refrain from taking any action relating to the crisiswithout the specific prior direction of the CMT.

POST-CRISIS EVALUATION

It is the policy of the RCA that within sixty days of the resolution of a crisisthat an evaluation of the incident be conducted. The evaluation shall bemade by an individual appointed by the General Secretary, and should notbe conducted by any person reporting directly to any other person whoseactions in the crisis will be reviewed.

The evaluation shall address causal factors in the crisis, initial response tothe crisis, and the performance of the Crisis Management Team. Theevaluation should address those areas of strength that should be repeatedin a future crisis, and those areas of weakness that should be remedied.The evaluation shall also identify any areas in which policy should beestablished or changed.

CONTINGENCY PLANNING GROUP

It is the policy of the Reformed Church in America that a ContingencyPlanning Group, consisting of the Director of Mission Services, theDirector of CAPS, and the director of Personnel Services shall haveresponsibilityØ to monitor Reformed Church in America crisis management policies

and procedures and recommend changes in such policies andprocedures.

Ø to anticipate potential crisis situations and formulate contingencyplans in response.

Ø to provide training opportunities for RCA staff and personnel.

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Reformed Church in AmericaMission Services

Security & Crisis Management Plan

Table of Contents

1. Overall security principles2. Key contact details3. Summary of main threats4. Security orientation5. What to do in the event of a security incident6. Evacuation protocol7. Crisis and medical evacuation protocol8. Travel security9. Vehicle safety and security10. Residential site security11. Communications security12. Security Management Updates

1. Overall security principles

q We believe that we live under the constant care and protection of the Godwe serve. We commit our lives daily to God, and seek God’s guidanceand protection for all of our security, both temporal and eternal.

q We value human life above all material possessions including our houses,money, and vehicles. In every situation of insecurity, our first priority is toprotect and preserve people rather than things.

q We understand that wherever we live – whether in North America orsouthern Africa – we accept a set of risks and threats to our security. Wetry to understand as well as possible the risks we face, and takeappropriate steps to reduce our vulnerability to them.

q We recognize that the image of our church and ourselves that we projectto others has a strong influence on our security. Through our lifestyle,attitude, behaviors, written materials and programs, we take active stepsto communicate a clear picture of who we are and what we stand for. Weaim to live simply and wisely and to treat all others with dignity andrespect.

q As RCA mission personnel, we have the responsibility to withdraw from asituation that truly endangers our family, our national colleagues, orourselves. Our safety and security protocols will help us to make thesedecisions appropriately.

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2. Key contact details

The key security contact person for most mission personnel will be designated bythe local partner. In some cases where there is a concentration of RCA missionpersonnel, the RCA regional supervisor may appoint one of them to work closelywith the partner contact on behalf of the others.

Key security contacts have authority to make decisions in consultation with theregional RCA supervisor (whenever possible) for the following:

q Timing and process of evacuation from the country due to securityconcerns

q Required medical treatment for staff (and volunteers) – whether in countryor by medical evacuation

q Restrictions on staff (and volunteers) work and travel in insecure areasq Necessary action for staff (and volunteers) after traumatic incidents

Mission personnel must advise key security contacts and supervisors of anyplans to travel into insecure areas. This communication is to be by email at leastone week before anticipated departure date. The destination, route, reason forthe trip, contacts while there, dates of traveling to/from destination, and itinerarywhile there are to be spelled out clearly in this communication so sound advicecan be given regarding the travel decision and plans. Mission Services staff willacknowledge all e-mails they receive about the plans of mission personnel intounsafe areas.

3. Summary of main threats

The main threats mission personnel are exposed to depend upon local andregional conditions. They may include but are not limited to road accidents, illhealth, theft and robbery, car-jacking, land mines, natural disaster, war andkidnapping. All mission personnel, along with mission partners, will assess themain threats using the chart and information below.

Type of threat Situation wherethreat occurs

Cause of threat(crime/banditry,direct, indirect)

Threat level(high,

medium,low)*

Potentialchange in

threat

* Threat level interpretation:

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Low = little likelihood of being directly threatened with this type of threat ifappropriate security-consciousness practiced (don’t wear/carry expensive stuff;stay on commonly used paths/roads; drive defensively and stay away fromcrowded places where possible).Medium = increased likelihood of involvement in these threatening situationsbecause they are common in the country; being expatriates simply makes usmore visible/vulnerable (because of assumptions about wealth of foreigners).High = danger considered a matter of constant concern and state of awarenessdue to increased political tension in the country, rampant hunger/poverty, highprofile activities.

The likelihood of encountering these threats relates to our level of vulnerability.Our vulnerability is affected by: our location, exposure to threats, value ofproperty, impact of programs, adoption of security measures, compliance of staff,interpersonal skills, and image of our staff and programs.

4. Security orientation

All new staff including volunteers should receive a briefing on security as aroutine part of their orientation. This document may be used as a guideline.Each staff should have an updated copy.

5. What to do in the event of a security incident

A “security incident” is any event where we feel our security has been threatenedin a significant way. It may be a dramatic event with tangible results – such as arape, kidnapping, or robbery. However, it may also be an incident which affectsour sense of safety and well-being without any tangible result. This may be anincident such as a death threat, a series of obscene phone calls, a murder of aneighbor or friend, or an unpleasant encounter at a police or army checkpointfrom which we may fear reprisal.

In the event of a security incident, the protocol below should be followed:

a) The incident should be reported to indigenous partner and area supervisor.b) The person affected will be interviewed using the following questions:

q What happened?q How did you respond?q Who have you told about the incident?q Did you behave as you think you should have?q Is there any way the situation could have been avoided?q How could it be avoided in future?q What is the effect of in the incident on you personally?q Is there any action you would recommend?

c) The interview should be carefully documented and kept in a “SecurityIncident” file.

d) The incident should be reported to the director of Mission Services and areport filed in the directors office.

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At least one session of post-traumatic counseling is mandatory for anyonewho has been through a significant security incident. The counseling is fullyconfidential and costs are covered by the RCA.

6. Evacuation protocol

The first line of contact for information on general security and evacuation plansare local Embassies or Consulates. All Canadian and American RCA staffshould be officially registered at their respective embassies. Embassies shouldhave photocopies of passports.

Contact information is:

United States nationals can contact:

Canadian nationals can contact:

For updates and alerts regarding international crises and information aboutcrisis and medical evacuation (see section 7 for more details), contact:

Reformed Church in America belongs to SOS International (an AEA Company).In event of emergency, contact London, England office by telephone at 101-44-20-8762-8008 (collect) or fax 101-44-20-8748-7744. For general securityoverview/context, visit SOS web site at www.internationalsos.com. RCA’smembership number is 11BCPA000038.

Other key contacts for evacuation information and action will be drawn from localcontacts.

Security Levels/Contingency plans

The following contingency plans in response to various level of security risk aregeneral in nature and intended to serve as a model in a variety of locationswhere they are needed. They are not intended to be all-inclusive and may needto be augmented as determined by local conditions.

Model contingency plans take into account both prolonged and suddendeterioration of conditions which require actions leading up to and includingevacuation.

Consultation with mission partners is essential in devising contingency plans,determining the actual level of risk, and implementing contingency plans.

PROLONGED DETERIORATION

PHASE I OF PROLONGED DETERIORATION

Description of conditionsq Normal risks of health, roads, traffic, law enforcement practices etc.q Some escalation of risk characterized by political unrest involving armed

conflict, suspension of citizen’s rights and a breakdown of the normal

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safeguards that govern society including strikes, demonstrations, troopmovements, general intimidation by government.

Appropriate Actions

q All mission personnel will register themselves and their families with theembassy of that country whose passport they hold.

q An “emergency store” will be set up in each home on the assumption thatnormal supplies will be interrupted. The contents of the store include, butare not necessarily limited toü A five day supply of drinking water and canned foodü Adequate emergency lighting and spare batteriesü A portable radio and spare batteriesü A high capacity mobile phone batteryü Any medication taken regularlyü Reading material, toys and gamesü First aid kits

q Full-fare, unrestricted, open-dated, round trip air tickets will be purchasedfor all mission personnel and family members to the safe destination.

q Mission personnel will hold US $1000 cash and an equivalent sum inlocal currency. The cash will be kept in safe places in their home.

q All passports will have a remaining validity of at least six months.q All mission personnel will be equipped with mobile phones and at least

one high capacity battery.q All mission personnel including spouses and children will familiarize

themselves with the location of the residences of others and/or safeplaces and have planned routes to each. The routes should avoid, wherepossible, government buildings and known trouble spots.

q A list will be made of clothing and other requirements that families willneed to take with them if they leave the country. Items of luggage will beidentified (or obtained) and earmarked accordingly. ONE piece of handluggage per person will be set aside to contain essential items only.

q All vehicles will be kept in a good state of maintenance and, as much aspossible, have full tanks.

q A list of the following telephone numbers will be taped next to hometelephones and placed inside the carrying cases of mobile phones.ü Embassyü Nearest police stationü Doctorü Nearest hospitalü Nearest fire stationü Home and mobile phone numbers of mission partners and personnelü Local security service, if available

q An agreement will be made with the local security service, if available,whereby emergency assistance will be provided in the form of earlywarning where possible, transportation to point of exit, drivers, escorts,and personal physical protection.ü Location of the security serviceü Phone and fax numbersü Emergency contact numbers to be used only in emergencies and

not for routine briefings and consultations

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PHASE II OF PROLONGED DETERIORATION

Description of conditionsq Physical violence invades the living space of mission personnel or

involves the risk of stumbling inadvertently into a dangerous situationthrough ignorance or imprudence.

q Situations where any member of a certain class or category of persons isgenerally threatened (e.g., all foreigners, people in a certain area, tribe orall those thought to be in some faction, type of work, affiliation with NGO,etc).

q In phase II kidnapping is an increased risk.

Appropriate Actionsq Families of mission personnel should strongly consider leaving the

country. For the peace of mind of primary personnel who will remain,families should leave before their personal safety becomes anoverwhelming consideration. This is not an emergency evacuation, onlya precaution, and will greatly facilitate the implementation of Phase III,should this become necessary.

q Mission personnel should take up residence in a safe place if residencesbecome insecure.

q Mission personnel should be prepared for the implementation of Phase IIIat short notice. As far as possible, this includes having both personal andbusiness affairs in a condition in which they can be left.

PHASE III OF PROLONGED DETERIORATION

Description of conditionsq A specific person is targeted for threat, via telephone or letter, or indirectly

through harassment, robbery to ransack files, rumors that intimidate orinhibit normal work patterns etc.

q Civil war; no one safe; anarchy; general breakdown of law and order.

Appropriate Actionsq All remaining mission personnel will leave the country.q Local security service will be on hand, if possible, to assist with

transportation to the airport or out of the city to a place of safety,according to local conditions. Precisely how and when this is to beachieved will be dictated largely by circumstances prevailing at the time.However the following points should be considered.ü It may be that only hand baggage can be takenü Departure may be under conditions of urgencyü The period of absence may be prolonged

SUDDEN DETERIORATION

Description of conditionsq The conditions of phase III of prolonged deterioration develop

precipitously, almost without notice.

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Appropriate Actionsq The following assumes that Phase I of Prolonged Deterioration above has

been fully implemented.q All mission personnel and their families should remain at home.q Contact local security service.q Pack one piece of hand luggage per person with essential items only if

this has not already been done.q Monitor local radio and broadcasts.q Contact the mission partner for advice.q Contact embassy staff for advice.q Make all efforts to contact local security service, partner and other

mission personnel before changing location.

7. Crisis and Medical evacuation protocol

Medical and crisis evacuation of internationally hired RCA staff is fullycovered by insurance.

The Reformed Church in America belongs to SOS International (an AEACompany). In event of emergency, contact London, England office by telephoneat 101-44-20-8762-8008 (collect) or fax 101-44-20-8748-7744. For generalsecurity overview/context, visit SOS web site at www.internationalsos.com. RCA’smembership number is 11BCPA000038.

For staff hired through the RCA US office, insurance coverage is providedthrough:

Professional Benefit Administrators, Inc.PO Box 4687Oak Brook, IL 60522-4687(630) 655-3755www.pbaclaims.com

8. Travel security

Local travel security concerns need to be continually assessed. Thefollowing guidelines apply:

q Consult with the mission partners and mission colleagues regarding theadvisability of suspending or canceling travel and work in insecure areasdue to unreasonably high risk.

q All staff have a right to refuse to work in areas which they feel carry toohigh a level of security risk.

q All security incidents should be reported to the regional supervisor.q A detailed threat assessment of insecure areas should be done regularly.

(See section 3 for a framework on how to do a threat assessment)

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If staff are traveling in areas that are known to be insecure, a list of goodpractices is below:

q Do a detailed threat assessment in advance of your journey. Reportresults of the threat assessment to your immediate supervisor.

q Ask yourself if it is really necessary to travel. If not, don’t go!q Keep others informed of your travel plans at all times including your

departure and traveling time. When you arrive at your destination,communicate that you have arrived.

q Get as much information as possible in advance of the journey and on thejourney itself about recent events, patterns, trends, and threats.

q Do not rely on only one source of information. Ask local people, police,military, government officials, embassies, local leaders, otherorganizations etc.

q Find out how other organizations are organizing their travel and adjustaccordingly.

q As much as possible, keep your fuel tank full.q Understand what is “normal” and what is “not normal” in insecure

areas. Know the most likely place for trouble. Be aware of theenvironment and what could signal trouble (e.g. no people around on ausually busy road).

q Travel only between 10 am and 4 PM. You don’t want to be the firston the road in the morning or the last in the evening.

q Keep your doors locked.q Do not pick up people you do not know.q Be aware that some traffic ‘accidents’ might be staged to get you to

stop your car.q Don’t travel alone.

When passing through checkpoints:

q Drive extremely slowly as you come toward the checkpoint.q Know what is a “normal” looking checkpoint, and what might be a bogus

one.q Do not proceed through a military or police checkpoint without stopping

unless you are clearly waved through.q Take off sunglasses, turn off music, turn headlights down to low.q Roll down window a small amount.q Do not fidget – keep hands visible on the steering wheel.q Be pleasant and conversational.

If your vehicle is searched:

q Be courteous and allow the search if needed.q Get out of the car and lock the door.q Stay with your goods while they do the search in order to prevent robbery.

Be firm but polite about this.q Report any thefts immediately.

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9. Vehicle safety and security

RCA staff spend a lot of time in vehicles which have been provided for themission project. Regular vehicle maintenance, a sufficient toolkit, and followinggood vehicle security practices will make most problems avoidable.

10. Residential site security

In order to reduce vulnerability to threats on residences, consideration regardinglayers of security will help to prevent intrusion or harm.

Good practices for residential security include:

q Change the locks when you move inq Establish positive relationships with neighbors – agree to watch their

property and ask them to watch yoursq Check perimeter regularly, including windows, doors and grills – look for

points of vulnerabilityq Be aware of people who are not normally present or act suspiciouslyq Keep your residence exterior tidy so you can spot anything out of the

ordinaryq Establish a potential safe haven within your residence – consider the

bathroomq Review and share all security incidents with others whose security may

be at risk

11. Communications security

Guidelines for communications security include:

q Make sure your computer has good virus software. Update it regularly(i.e. minimum once a month; once a week is preferable).

q Consider installing a “firewall” program to enhance computer security.q Realize that your phone communication may be monitored.q Think of your emails as postcards that may be read by others, rather than

sealed letters.q Be cautious of writing anything critical about politics or leadership of your

host country.q In some countries it might be wise to avoid including words like

‘missionary’ or ‘evangelism’ or ‘convert’.

12. Security Management Updates

q In normal circumstances, mission personnel crisis management plans willbe updated annually

q In Phase I of prolonged deterioration, crisis management plans will be re-visited quarterly

q In Phase II of prolonged deterioration, crisis management plans will bereviewed weekly to monthly depending upon local conditions.

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REFORMED CHURCH IN AMERICA

MISSION PERSONNELCRISIS MANAGEMENT PLAN

Name: ____________________________________________________Spouse: ___________________________________________________Child: _________________________________________ age _______Child: _________________________________________ age _______Child: _________________________________________ age _______Child: _________________________________________ age _______Address:____________________________________________ ______Telephone:___________________________________________

Mobile Phone:_________________________________________

FAX: ________________________________________________

Email Address: ________________________________________

RCA Mission Services Office contact:

Write down the contact information for your Mission Services supervisor.This is your primary RCA contact in crisis.

NameAddressWork, home and cell phone numbersFAX

Director of Mission Services. This is your secondary RCA contact incrisis.

Rev. Bruce Menning4500 60th Street SEGrand Rapids, MI 49512-9670

U. S. A.001-616-698-7071 Fax: 001-616-698-6606Home phone: (616) 647 9037Email: bmenning@rca.org

If you cannot dial direct you may need to explore other ways to dial out.Check the AT&T website for USA Direct service to an English SpeakingOperator. This gets you to a place where you can call collect, use a creditcard or calling card. You will need an access number to reach the AT&T

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operator from another country. You can find those access numbers at thissite:

http://traveler.network.att.com/traveler/services/index.jsp

Write down those access numbers here:

In-Country Emergency Contacts:

Nearest RCA mission personnel:Address:

Phone number:

Email address:

Partner’s designated key security & crisiscontact:

Address:

Phone number:

Email Address:

Registering with the US or Canadian Embassy inthe country of service:Make sure you register with your Embassy in country of service assoon as you arrive. In most circumstances you can do this on theInternet. In some circumstances you may need to do this in person.

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Check out the website: http://usembassy.state.gov/ and go to theembassy for the country you will be visiting. You may have to do somesurfing to find the services for American citizens/registration information.

Write down Embassy contact information in case of emergency: Do youknow where the embassy is and how far it is away from you?

General Security Awareness:Reformed Church in America belongs to SOS International (an AEACompany). For general security overview/context, visit SOS web site atwww.internationalsos.com. RCA’s membership number is11BCPA000038.

Your relatives contact information:

Medical Services contact information: Nearest Clinic:

Nearest 24 hour hospital:

(Think about how you can get there in a medicalemergency)

Addresss of Embassy:

Local Phone number of embassy:

Email address of embassy:

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SOS Emergency Crisis or MedicalEvacuation____

Summary of Main threats:

Some of the main threats we are exposed to living overseas are asfollows. This will vary from country to country. Think about and find outwhat the risks are in your area. The chart below contains sampleinformation.

Type of threat Situation wherethreat occurs

Cause of threat(crime/banditry,direct, indirect)

Threat level(high,

medium, low)*

Potentialchange in threat

Road accidents All movement,vehicle andpedestrian

Indirect Low None anticipated

Ill health Pervasive – moresevere in highmalaria areas

Indirect Medium None anticipated

Theft androbbery

Residential andoffice sites, walkingon street

Crime Low-medium

Car-jacking Anytime, butincreased risk atnight.

Crime Medium

Other:

* Threat level interpretation:Low = little likelihood of being directly threatened with this type of threat ifappropriate security-consciousness practiced (don’t wear/carry expensive stuff;

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stay on commonly used paths/roads; drive defensively and stay away fromcrowded places where possible).Medium = increased likelihood of involvement in these threatening situationsbecause they are common in the country; being white expatriates simply makesus more visible/vulnerable (because of assumptions about wealth of foreigners)High = danger considered a matter of constant concern and state of awarenessdue to increased political tension in the country, rampant hunger/poverty, highprofile activities.

The likelihood of encountering these threats relates to our level of vulnerability.Our vulnerability is affected by: our location, exposure to threats, value ofproperty, impact of programs, adoption of security measures, compliance of staff,interpersonal skills, and image of our staff and programs.

A. EVACUATIONPLANS_____________________________

Local: two routes to safe places if residence become insecureq Name/Location of First Safe Place:

ü Route A:

ü Route B

q Name/Location of Second Safe Place:

ü Route A:

ü Route B:

Leaving the Country

q First choice for evacuation destination is_________________.Further movements would be negotiated between countrystaff/volunteer office consultation.

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q If the first choice for evacuation(___________________) is alsoinsecure or un-reachable (due to border closing or airport shut down),_________________is the second choice and _____________ is thethird choice.

q With regional instability, direct flights to______________ will beplanned.

q All staff and families are evacuated according to the designated safestevacuation route.

CRISIS MANAGEMENT CHECK LIST_________________

_____ Local and out-of-the-country evacuation plans have been designedand rehearsed, if applicable, with spouse and children.

____ Children know what actions to take if crises arise when bothparents are absent.

____ Open, dated tickets for all members have been purchased and arereadily available.

____ US $1000 cash and an equivalent amount of local currency hasbeen set aside and is available for crisis activity.

____ Embassy registration is complete.____ All “Appropriate Actions” under the heading “Phase I of Prolonged

Deterioration have been implemented (for items which have notbeen implemented, an explanation sheet is attached).

____ The local partner has collaborated in the development of this crisismanagement plan

____ In addition to a personal copy, copies have also been forwarded tothe mission partner and RCA supervisor

____ I(we) have read the entire RCA Security Management manual andunderstand it.

(Signature[s])

(Date)

(Supervisor)

(Date)

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