Security Management Training Course Notes

Transcription

1 Security Management Training Course Notes

2 SECURITY MANAGEMENT Security Management Framework Context Analysis Who are we? Mission Values People Political stance Where are we? Historical background Political dynamics Social, ethnic, cultural, religious factors Economic conditions Infrastructure Other factors Communications Climate Geography Capabilities of armed groups Other organisations in the area

3 Sources of Information External: Internet information, partner company reports, security companies etc Local: National staff, local media, government officials, community/religions leaders, academics What is risk? The likelihood the event will occur combined with the impact on staff & operations. Risk is a combination of Threat and Vulnerability Threat x Vulnerability = Risk The nature of risk Self-generated risk Structurally generated risk Risk transfer vs. risk mitigation Threshold of acceptable risk Security is everybody s responsibility, especially as you create risk Personal Risks Minor Nuisance Minor loss of property Major Loss of property Loss of reputation Illness, loss of job Injury or serious illness Divorce Disablement, Rape Death Organisational Risks Minor cost increases Major cost increases Project restrictions Programme suspension Local project closure Damage to our reputation Permanent loss of reputation National programme closure Agency bankruptcy

4 Assessing Risks Proportionality of risk Is it worth it? Self-Generated Risks Exposure to threats due to your own actions or inactions. May include Risk Transfer Consider individual level and organizational level Such as: Disrespecting local culture and customs Poor human resource management Remote management / control Perceived interference to others interests Threat A threat is a danger in the operating environment. It is anything that can cause harm or loss. Assessing Threats Direct threats: where you are the target e.g. Abduction, extortion, sexual assault, terrorist attack, murder Indirect threats: You are not the target but are nonetheless affected e.g. Armed conflict, racial/religious conflict, landmines, demonstrations, natural disasters, health risks Threat assessment = Type? Targeted? When? Where? Cause? Probability Probability is the likelihood of something happening. What is the probability? - We will eventually face this threat - This threat is remote - This is a threat we face each day, etc. Impact Consider the impact that may occur. Impact includes the short term and longer term consequences, to you, and to the organization Likelihood and Impact create your vulnerability Vulnerability The extent to which the individual or organisation is exposed to threats Vulnerability refers to any weaknesses or gaps in our way of living and working. The extent you are exposed to threats. What factors make you or your organisation vulnerable to the threats in your environment?

5 Assessing Vulnerability Why are we vulnerable to a specific threat are there specific factors or weaknesses which expose us or our colleagues to danger? Location of staff & property Exposure to threats (driving through dangerous areas) Lack of training Inappropriate cultural/religious behaviour Non compliance with security measures Organisational image Threats and Vulnerabilities include: Political, social & cultural instability Weakness of state & bad governance Civil disorder & violent actions Criminal acts & banditry Danger of arms & explosive devices Travel risks Natural hazards Health & stress Infrastructure & Organisation Staff Some factors that affect our vulnerability may be Impossible to change Difficult to change or Easy to change

6 Security Strategies Gaining Acceptance Building it, not buying Earning it Maintaining or losing Listening to the community Listening to colleagues Consistency Challenges Thinking we have it Context has changed Projects have changed We don t listen anymore Personality based Based on perception Limits Hostile areas The only strategy? Running out of acceptance Do we REALLY have acceptance?

7 MITIGATION MEASURES Threat x Vulnerability = Risk Probability Probability is the likelihood of something happening. What is the probability? We will eventually face this threat. This threat is remote This is a threat we face each day, etc. Impact Impact includes the short term and longer term consequences, To you, and to the organization. Mitigation Communication Community engagement Staff attitudes and behaviours Awareness training Context specific operating procedures Risk Mitigation Measures Removing or diminishing the threat (acceptance strategy) Reducing our exposure to the threat (Reducing likelihood/probability). Taking measures to ensure that when confronted with the threat the impact will be limited (Reducing impact). Mitigating Risks - Prevention measures determined by the mix of security strategies - Standard Operating Procedures to reduce likelihood - Preparedness measures briefing, training, awareness, - Contingency plans to reduce impact SOPs include: Security levels Personal security & safety Vehicles & travel (checkpoints etc.) Communication procedures Site security Finance & information Dealing with the media Incident reporting

8 Contingency Plans For risks that are most likely to happen & could have the greatest potential impact Require much preparation in order to respond Where the response is to be carried out quickly & in a coordinated manner Nature of the specific threat How to react Responsibilities Coordination with agencies Funds & resources (vehicles, maps, communication, etc.) Plans required include: 1. Deterioration in security (evacuation / relocation & hibernation) 2. Medical emergency MEDIVAC 3. Sexual assault 4. Threats, deaths of staff 5. Abduction / kidnapping 6. Natural disasters

9 CONTINGENCY PLANNING Definitions Suspension - stopping work on programmes. Hibernation - adopting a low profile by remaining at home in order not to attract attention during a period of insecurity. Relocation - moving to a safer location within the country. Evacuation - leaving the country. Decision Points When the situation becomes too difficult/ dangerous for programmes to continue or safety of staff cannot be reasonably assured. The Country Director consults then decides to suspend, hibernate, relocate or evacuate - a matter of judgment When the risks of continuing work outweigh the likely benefits to the people we are serving? Considerations What factors/issues would we need to consider? 1. Have we reached any trigger points which we have identified? 2. Has the situation developed differently from expectations requiring us to act earlier? 3. How is the situation likely to change in the near future? 4. What other mitigation measures could we consider to enable the programme to continue? (reduce staff levels/travel) 5. Will our actions expose staff, beneficiaries to greater danger? What are other NGOs/IOs/UN agencies planning to do? Staff Responsibilities If instructed to suspend, hibernate, relocate, evacuate, staff must comply failure to do so could result in disciplinary action. Staff member should the right to express concerns about their safety & should not be compelled to work where they have a reasonable fear for their safety. An NGO should not compel national staff to relocate away from family members Elements of an Evacuation Plan: Indicators or trigger points The practicalities of programme suspension The practicalities of hibernation Who will be relocated/evacuated, where to How will staff be relocated / evacuated What goes and what stays Who is responsible for the various tasks during a relocation / evacuation What will be the expected impact of relocation or evacuation on the programme What is the way to communicate the plan Return and resumption of activities Dates for update/renewal (CRR related)

10 Triggers Threatened or actual military action/coup Receipt of credible direct threats Government/Occupying forces recommendation Embassy recommendation Direct attack on staff or premises Categories of staff Group Staff Action for a full evacuation 1 International staff (Essential staff / non essential staff / dependants). 2 National staff employed away from their normal place of residence. Evacuated initially to a neighbouring safe country and then repatriated to their home country if necessary. Relocated to their home area but not out of their own country. 3 *Local staff. Sent home. National staff are not normally evacuated but if their homes are unsafe, they are relocated to a safer area of the country. Only in exceptional cases, where there is a grave threat to staff safety and no safe area is accessible within the country, will NGOs evacuate national staff to another country Defining Assets Category Item Example Vital Equipment Important Equipment Equipment that is vital to the programme and that would be difficult, time consuming or expensive to replace. Equipment that is important to the programme but can be replaced with relative ease. Vehicle, sat phone, etc. Fuel, food supply, etc.

11 Other Equipment Equipment that has little value to the programme and is easy to replace. Office furniture, etc. The Crisis Management Team The CMT provides leadership in time of crisis A small team: Crisis Manager, Operations, Security, HR, Communications, Admin CMT members must be security competent able to make quick decisions without deliberating. Should demonstrate crisis / emergency leadership qualities Assess the situation, evaluate & mitigate threats, mobilise & organise resources, respond to situation, evaluate progress CMT should be established and trained before a crisis. Resuming Programmes Resumption / re-entry is potentially the most dangerous The profile of the organisation may have changed Restoring relationships with local authorities, beneficiaries, local population can be troublesome - less so if honesty, tact & transparency used prior to evacuation Security forces likely to be extremely tense, nervous, exhausted, aggressive, & distrustful of NGOs after any prolonged period of continuous fighting. There may be significant threat of unexploded ordnance (UXOs) and / or mines. Identify the indicators that an area may be safe to return to Conduct a fresh security risk assessment & OCS

12 INCIDENT MANAGEMENT What is a security Incident? It is any event, circumstance or significant context change that affects the security of staff, assets or operations Critical Incidents are: Any unexpected incident or event that seriously threatens the welfare of personnel, or results in death or life-threatening injury or illness, and requires organisational-wide coordination and management both during and after the event. Principles 1. Health and safety of personnel is most important 2. Loss/ damage to property should be minimised 3. Reputational damage mitigated 4. Programmes continued where possible 5. Good communications maintained to ensure effective incident management Managing Incidents in the Field Immediate Action S Safety, security, sending for help A Assessment, what has happened? F Find casualties & free anyone trapped? E Examine and treat in order of priority Ongoing Action: Keep checking for DANGER Leadership Assessment-Triage Communication Set tasks Review Reporting Security incident 6Ws Who are you? Where did the incident occur? When did the incident occur? What- happened? What have you done? What assistance needed?

13 Medical incident A T M I S T Age Time of injury Mechanism Injuries Signs & symptoms Treatment given Managing Incidents in HQ Incident Management Team: Team Leader Lead team & allocate tasks, define response plan, upward reporting. HR Support families & staff. Communications Media relations & internal communication. Operations Liaise with field, ensure additional support. Security/safety/medical risk assessment, specialised support. Admin/logistics support to team, note taking.