This action might not be possible to undo. Are you sure you want to continue?
Some suggested good practice points Within these criteria, certain fundamentals could be recommended. The following build on those made in consultation with NGOs, both in earlier research processes and in this security review.1 Whilst they are very general, each one is illustrated through a list of more specific actions or indicators which would contribute to fulfilling the principle.
Good practice point 1 The organisational culture supports good security management. Possible actions or indicators • The organisation clearly states its overall mandate and mission in country to staff. When changes are made, the security implications are considered and communicated clearly, along with the changes. The organisation has a security policy which states its commitment to safeguarding national and expatriate staff, and their dependents. Policies lay out the agency’s general security and personnel philosophy, but consistently defer to field-based practices that integrate local realities. The organisation raises the issue of security in discussions with partner and peer organisations, as well as donors. Staff are aware of the extent of care or compensation which they can expect in the case of a serious security incident, and they and their families know what to expect in the case of an evacuation. Security policy is seen to be upheld by managers. Expatriate and national staff are encouraged to share information and views on security issues within the organisation. There are systems to enable expatriate and national staff to share information and views in relation to security concerns. Work plans do not require more hours work than are set out in individual contracts. Time off and leave periods, based on written policies, are mandatory. Stress management mechanisms such as regular leave and access to sources of psychological support are in place for all staff. All staff have a debriefing or exit interview at the end of any contract or assignment. Personal counselling is available. Managers include security in the agenda of programme meetings and other team events.
• • • •
• • • • • • • •
People In Aid policy guidelines on Safety and Security; this is an indicator for the 7th principle of the People In Aid Code of good practice in the support and management of aid personnel.
• • • Good practice point 3 The organisation integrates security into administrative and programme management processes. Where appropriate. Procedures are updated in a consultative fashion as regularly as necessary to ensure pertinence. Where possible. applications for funding and recruitment. Possible actions or indicators • • Each organisation has a security manual. Security is included where appropriate in programme processes. and staff with support roles. Each office of the organisation has a security plan which Outlines preventative and responsive measures in relation to threats and vulnerabilities identified in the context. plans are developed through a consultative process to which all relevant groups contribute. appropriateness and usability. Where insurance is not available alternative arrangements are made. and made available to all staff. handbook or guidelines. assessments. Outlines other procedures supporting security management. Security is included in programme reporting processes. such as communications and travel procedures and measures to manage organisational image (and acceptance) and maintain high or low profile as appropriate. including national staff. Plans are user-friendly (not prohibitively lengthy or detailed) and are translated where necessary. and checks are built in to ensure that staff observe them. including information sharing. including in budgets. including programme evaluation. Field offices contribute to inter-agency security initiatives. • • Plans are consistent with the security policy of the organisation. national staff lead this process. female staff. Procedures are integrated into all ongoing operations. 2 . Possible actions or indicators • • • • Field offices establish relationships with other actors to facilitate co-ordination on security issues. Good practice point 2 The organisation has security procedures which are put into practice.Good Practice Indicators for Security Management: • Where feasible. appropriate insurance cover is provided and kept up to date for all expatriate and national staff. and its external relationships.
both within and outside of office hours. Possible actions or indicators • • • • No staff member or visitor is deployed to an insecure area without receiving an up to date security briefing. work routines and performance review processes. technical skills. Expatriate and national staff know what to expect of the organisation in case of security incidents or changes in the security situation. Good practice point 4 Individual staff members have clearly defined roles in security management. Expatriate and national staff are aware of what behaviour the organisation expects of its employees. Expatriate and national staff are provided with information on and access to further training relating to their roles in security management (this could include language. leadership skills. Possible actions or indicators • Responsibilities and decision-making powers for expatriate and national staff are included in job descriptions. death and evacuation or relocation of the organisation. • • • Good practice point 5 Staff have the awareness. Possible actions or indicators 3 . cultural awareness. and used for organisational learning and improving security management. personnel management and other types of training). Managers are evaluated on their attention to security matters for both expatriate and national staff.Good Practice Indicators for Security Management: • Records are maintained of all security incidents and near misses. knowledge and skills to fulfil their security roles. No staff – national or expatriate – are recruited without receiving training in the organisation’s security management system. Staff respect this. including personal injury. Good practice point 6 Staff have access to the equipment they need to fulfil their roles and carry out security plans. No staff member or visitor is deployed to an insecure area without receiving appropriate security training.
• • • Development and use of these good practice points Were donors to make reference to these good practice points in agreements with partners. These good practice points should be offered to partners in conjunction with: . Expatriate and national staff have ready access to equipment for responding to incidents (such as first aid kits) as outlined in security plans. and how to do so . (See in particular Indicators for Principle 7 on Health. and their security role. the ‘thin end of the wedge’ of donors imposing security requirements on partners. and are not seen to be. Expatriate and national staff have access to the protective equipment assessed as necessary in security plans. Although they already embody the comments of a wide range of humanitarian actors. the following points are should be noted.peopleinaid.The generic security guide which has been developed under this Security Review and which accompanies this report Existing guidelines and standards People In Aid Updated Guidelines and Code of Good Practice on Support. Expatriate and national staff have access to transport which is appropriate to the location and nature of their work.Guidance as to the type and amount of security-related funding partners can apply for from the donor. updated version. Bonn.org). 2002. • Any use of good practice points such as these by donors are not. the security environment and their security role. 4 . Safety and Security) • • VENRO. 2003 (available on www. Minimum Standards regarding Staff Safety and Security in Humanitarian Aid. these good practice points should be added to and if necessary adapted as lessons are learned from their use and as the context for humanitarian work changes. the security environment. Safety and Management of Staff.Good Practice Indicators for Security Management: • Expatriate and national staff have access to communications equipment which is appropriate to the location and nature of their work.
This action might not be possible to undo. Are you sure you want to continue?