AMEND CONTENT

2. Critical steps for safety and security management

Checklist

Action Description

  • Appoint a Safety and Security Officer.

They will work closely with the Country Director, emergency team, and existing CO Safety and Security Focal Point. (See Annex 14.1 Sample TOR Safety and Security Officer.)

  • Undertake context or reassessment.

A thorough assessment of the safety and security situation must be undertaken when an emergency occurs to inform programme and operational planning, and ensure clear understanding of risks. See assessment checklist at section 5.1.

  • Undertake threat, vulnerability and risk assessment.

The threat, vulnerability and risk assessment involves consulting other actors, open sources, observation and should include participation from all levels of CARE staff so that various perspectives may be considered and information cross-checked. (See CARE International Safety and CARE International Safety and Security Management Plan Guide and Template Guide and Template on how to assess.)

  • Establish CARE security risk level.

The risk level can be established according to context and risk assessment, with input from country management, the Lead Member and by mirroring how other agencies rate the situation (e.g. UN phase levels I-V). (See CARE International Safety and CARE International Safety and Security Management Plan Guide and Template Guide and Template)

  • Establish basic safety and security procedures for immediate intervention needs.

Basic safety and security procedures covering communication, travel/movement and other critical operational requirements should be implemented immediately. These are interim procedures while the full Safety and Security Plan is being revised or written. Communicate the procedures as soon as possible to all staff.

  • Budget for security.

Initial assessment should determine the resources (equipment and funding) required for safety and security. Address this immediately to ensure that sufficient budget covers the needs assessment report and initial proposals. Security needs may appear in different budget categories and could consist of: training, personnel, communication equipment, protection materials or site enhancements.

  • Complete the appropriate CARE Safety and Security Plan.

Use the CARE International Safety and Security Management Plan Template in the Security Management Plan to prepare or adapt a plan specific to the emergency. Complete critical information first, then disseminate information.

  • Complete the Contingency Planning Flowcharts.

Adapt these instruction flowcharts, which guide dealing with specific incidents of medical emergency, sexual violence, missing persons, hibernation, relocation and evacuation. Add relevant phone numbers and adjust details of flowchart to the particular situation

(Part C of Safety and Security Management Plan Template).

Ensure contingency planning is conducted to prepare for any critical incident or change in security situation (Part E of the CARE International Safety and Security Management Plan Template).

  • Ensure communication, understanding and acceptance of Safety and Security plans by all staff.

All staff must complete the CARE Security Training and should receive a printed copy of the relevant section of the Safety and Security Contingency Plan and a copy of the CARE International Personal Safety and Security Handbook in the appropriate language. Build security into all orientations, briefings and appropriate meetings.

  • Ensure the Safety and Security Plan is included in new staff and visitor orientation.

Procedures should include sign-off by the new staff member that they have received the Safety and Security Plan and appropriate security training for their area of operation. All staff should receive an electronic copy of the CARE International Personal Safety and Security Handbook (if printed copies are not available).

  • Share the Safety and Security Management Plan with the Lead Member and CISSU.

The Lead Member is responsible to audit and ensure country office plans are completed and regularly reviewed. The Lead Member and CISSU should be aware of the details of the emergency specific plan and can provide technical advice.

  • Establish an information gathering system to enable ongoing monitoring.

Continue information gathering through a network of various interlocutors, and disseminate relevant security information to appropriate persons/offices through briefings, memos, during meetings or via updated procedures.

  • Continually update and revise the plan according to changes in the situation and risks.

Continuous monitoring of the context, risks and adapting to the situation is needed to proactively adapt procedures and policy. Updating the plan reduces security threat levels once the situation returns to an acceptable standard.

  • Communicate any changes to the Security Plan.

When security changes in scope-even briefly-the safety and security officer must update staff on any changes in policy procedures in the Safety and Security Plan and why they have been made.

  • Create a Security Coordination Committee.

If an intervention becomes longer term, the establishment of a committee is good practice. This ensures all perspectives are heard in regards to safety and security matters, and promotes ownership and adherence to security practices. The Safety and Security Focal Point leads the Security Coordination Committee and ensures that senior management is aware of all security-related issues.