Malu Malu Louison | Country Security Coordinator| Plan International |

P.O.Box 182| Hai Cinema| Juba|South Sudan|Email: L.Malumalu@plan-international.org |

Cell phone: +211 (0) 956600908 +211 (0) 921402270 New phone number: +211 (0) 913380040

Office Cell Phone: +211 956 201 698Skype: malu.malu.louison

Strategy: a course of action to achieve certain goals. Strategies can be general in nature or very specific.

Planning: the process of determining how to carry out a course of action. It involves anticipating future problems, understanding their potential impact, establishing policies and procedures, and allocating resources. 

Tactics: how the strategy is achieved. Specific measures for dealing with threats, vulnerabilities and risk.  

The Security Risk Management model is the managerial tool of NGOs for the analysis of safety and security hazards that may affect its personnel, assets and operations.The definit ion of Security Risk Management is:SRM is an analytical procedure that assists in assessing the operational context of the NGO; and identifies the risk level of undesirable events that may affect personnel, assets, and operations; providing guidance on the implementation of solut ions in the form of specif ic mit igation strategies and measures with the aim of lowering the risk levels for the NGO by reducing the impact and likelihood of an undesirable event.

The Security Risk Assessment (SRA) is an integral part of the SRM process. Security decisions, planning, andimplementation of security measures to manage security risks must be based on sound Security Risk Assessments .The definit ion of Security Risk Assessment is:The process of identifying those threats which could affect personnel, assets or operations and the NGOsvulnerabil ity to them, assessing risks to the NGO in terms of l ikelihood and impact, priorit izing those risksand identifying mitigations strategies and measures .

A credible SRA is an essential prerequisite to the effective management of risk; the objective of an SRA is toidentify and assess the nature of the risks to a NGO operation or activity so that those risks can be effectivelymanaged and funded through the application of mitigating measures. (The functioning of the SRA within the

overall SRM process is illustrated in Graph 1 and bottom presentation.)

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How XXXXXX is perceived is very important to managing security r isks. It is essential that the community you are working in understands your mission and what you are trying to accomplish.

While the people your organization serves will know about and appreciate your programs , others in the community might not know about the services you are providing.

If they are aware of the benefits of your programs and understand your mission, they are more likely to treat you as a good neighbor and look out for your interests.

Which approach do you think offers a greater amount of security?

◦ A guarded, walled compound that the neighbors always see trucks leaving from in the morning and returning in the evening but have no idea about the work your organization is doing.

or◦ The same walled compound, with the

same guards and the trucks coming and going, but the neighbors know your organization is running a food distribution center in a nearby village and a local HIV/AIDS education program.

Humanitarian organizations use three broad security strategies for mitigating risk. These

strategies are:◦ Acceptance◦ Protection◦ Deterrence

Reducing or removing a threat through widespread understanding and acceptance of an organization’s work.

The acceptance strategy is accomplished by establishing good relationships with the people your organization serves, government authorities and other stakeholders. These relationships are based on showing and earning respect.

Reducing the vulnerabil i ty, but not the threat, by making your organization less vulnerable.

This strategy relies on increased security measures such as good locks, hir ing guards or sett ing curfews. Different types of protective measures are selected based on current threats and risks.

Reducing the risk by containing and deterring a threat with a counter-threat .

This could include supporting military actions, suspension and/or withdrawal of an organization’s programs, a call for diplomatic sanctions, or armed defense.

Organizations often use a mix of strategies or emphasize one over another based on the situation.

Varying strategies may be used in different parts of a country or at different t imes , depending on the circumstances.

The strategies may need to change, sometimes rapidly, based on events and incidents.

Successfully determining the appropriate strategies to be used depends on fully understanding the context and risks involved.

Discuss which strategies does your office use? Are they successful?

Different places have different levels of r isk. You should have a way of classifying the level of risk for each place that has programs.

The level of risk determines which safety and security measures are used.

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These are countries, regions or cit ies that are stable and free of polit ical, economic and social unrest. The crime rate is generally low and organized anti-government or terrorist groups, if present, have limited capabilities. (Keep in mind that while the security situation may be stable, an area still can be at risk from natural disasters.)

Low risk environments use standard safety and security measures.

Low-level polit ical, economic and social unrest is present or the safety and security infrastructure (law enforcement, medical and fire) is poorly developed. Organized anti-government or terrorist groups may be active but are not strong enough to threaten the government’s stabil ity . The country may be involved in a regional dispute, have high crime rates, or be susceptible to natural disasters or disease outbreaks.

In moderate risk environments, increased safety and security measures are required to address recognized threats.

Organized anti-government or terrorist groups are very active and pose a serious threat to the country’s polit ical or economic stabil i ty.

A civil war may in progress and paramilitary or insurgent forces may be in control of large areas.

The country may also be near or in the process of a military coup, be involved in violent regional disputes with bordering countries, or be experiencing a breakdown in the social infrastructure.

There may be threats or harassment of humanitarian workers.

Disease epidemics or natural disasters can also cause an area to be considered high-risk.

In these environments, stringent safety and security measures, such as restricted staff movement or curfew, may be required. Non-essential staff and dependents may be evacuated or relocated.

Countries or regions where the level of violence presents a direct threat to the safety and security of staff members.

Operations are usually not possible without military support and security cannot be assured.

There may be temporary operations suspensions, evacuation of international staff, and maximum-security precautions for national staff.

What is the current risk rating for your country, the capital city, and regions where your organization has offices?

An event or series of events that causes certain security measures to be implemented.

Security thresholds can also work the other way, and reduce security measures.  

Security thresholds should be identif ied ahead of t ime, so you can rapidly and efficiently implement contingency plans.

If you rely on security thresholds as decision-making points, be sure to have enough information to know when a threshold has been reached.

List some security thresholds that apply to your office and the responses that are advised as each threshold is reached.

Relocation is the movement of staff to a safe place within the country.

Evacuation is the movement of staff to a safe place outside the country. Evacuation is considered a last resort after efforts to resolve or mitigate potential threats are unsuccessful.

A sudden crisis such as a natural disaster Insurrection and other civil disorder Terrorist activit ies and threats

Issues that need to be addressed include: Which staff members will be evacuated. Whether programs wil l continue and be

remotely managed. When and whether to resume operations. Disposit ion of assets, and staff

compensation.

Define the thresholds that would cause a relocation/evacuation.

Establish the decision making process for ordering evacuation.

Clarify the means by which decisions wil l be communicated.

Identify who gets evacuated under which circumstances.

List the resources to be provided at safe locations.

Define policies and procedures for evacuated staff (communication with the office, payment, reimbursement, additional duties).

Be updated regularly and rehearsed annually.

One – Pre-planning Two – Alert Three: Curtailment of Operations/Relocation Four – Evacuation

In reality, a situation could deteriorate rapidly, and the need for an evacuation might start in any one of these phases. That is why a written, well-designed and practiced evacuation plan is so important.

Pre-planning. This is everyday, normal operations. Your off ice should be continually monitoring

the safety and security situation , especially in Moderate or High-risk areas in case there is a potential need for evacuation.

Phase One is the t ime when a good evacuation plan should be developed and staff are trained in exercising it.

Alert. Mounting tensions or instability may lead senior management to:◦ Limit operations◦ Increase security measures◦ Formally review the evacuation plan for rapid

implementation Staff should prepare for the possibility of an

evacuation.

Curtailment of Operations/Relocation. During this phase, the situation has deteriorated enough so normal work cannot continue and evacuation is imminent.

All non-essential international staff and family members may be requested to evacuate.

Staff members outside the hazardous region may be asked to remain in a safe place.

The formal pre-evacuation process is started, including copying and removing sensit ive documents from fi les, ensuring logistical support is in place and preparing safe locations for staff.

Evacuation. The decision is made to evacuate and plans are implemented.

The final evacuation may be done in several stages, usually ending with all staff relocating to a safe area.

Your office may continue some operations with national staff or decide to close completely.

Hibernation is a last resort for situations where evacuation is warranted, but is not possible due to unsafe condit ions. Hibernation is not an alternative to a planned evacuation.

As part of an office evacuation plan, designated safe locations are identified (such as homes, offices, or embassies).

A safe place should have suff icient food and water for at least a week as well as reliable communications equipment.

Staff that hibernates will continue with normal evacuation plans when the situation becomes safer.If a crisis resolves itself while staff is hibernating, senior management may decide to resume normal operations as soon as possible with staff that have not evacuated.

Self-evacuation is when an evacuation is ordered, but a staff member is working in a remote area or for some reason cannot be part of the main evacuation effort.

In such cases staff members should use their best judgment on what to do.

Staff members self-evacuating should make every effort to stay in contact with XXXXXX during their progress. At the very least, they should contact a XXXXXX representative as soon as reaching a safe area.

Your off ice should have a standardized way of col lecting information about safety and security incidents.

By reporting incidents in a timely manner and having a system in place to track and analyze the information, your organization can identify trends and respond accordingly.

Even if incidents are being tracked by your organization’s headquarters, someone should also be tracking and analyzing local incidents so you have a better understanding of the current safety and security situation.

AmbushesArrests or detentionsAttacks or assault (physical or sexual), including attemptsBombingsCivil disturbancesCredible threats of harm to staff or propertyExtortion attemptsKidnappings or attempted kidnappingsOn-the-job accidents that result in serious injuryPatterns of hostile acts directed at staffThefts of funds, goods, or other assetsVehicle accidents involving staff that result in injury or death

Your country or f ield off ice should have a written safety and security plan. It serves several purposes:

◦ Clearly states office safety and security policies and procedures.◦ Acts as a procedures reference during an

emergency.◦ Helps the management team identify and think

through safety and security issues.◦ Makes it easier to orientate new staff to XXXXXX

's approach to safety and security and the individual staff member's roles and responsibilities.

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Information in safety and security plans falls into two categories:

◦ Standard operating procedures – Are safety and security measures that are always in effect, such as requirements for wearing seat belts, having fire extinguishers present in offices, and providing staff with first aid training.◦ Contingency procedures – Are safety and security

measures that only go into effect when risks increase or specific events occur. Examples include disaster preparedness plans, restricted staff movement, and evacuation.

Communications reference – Key contacts with office and home phone numbers, email addresses and radio frequencies.

Contingency plans - Contingency plans, with procedures for evacuations, civil unrest, medical emergencies, natural disasters, vehicle accidents and other events identified during the risk assessment process.

Incident reporting - A description of the safety and security incident reporting system, including the designated staff member responsible for incident reporting and the location of all incident report records.

Safety and security procedures - A list of all standard office safety and security procedures.

Security briefing and orientation records – Records of all staff security briefings and orientations, including the briefing date, person conducting the briefing, and the topics covered.

Training records – Records of all safety and security training provided to staff.

Travel precautions – Any travel-related safety or security issues or precautions.

Visitor policies - The current policies, standards, procedures, and restrictions for in-country visits.

The most effective safety and security plans are those that are the product of a col laborative assessment and planning process.

A safety and security plan should be tai lored to your off ice’s situation and needs.

The purpose of a safety and security plan is not just to check a box that your office has one. A plan is meant to reduce the chances of XXXXXX , i ts staff and assets suffering harm or loss.

All staff needs to be orientated to the safety and security plan. They need to understand the threat environment, policies and procedures and their respective roles and responsibilities.

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