Home > I. Policy & Management Framework > 4. Emergency management protocols > C.1 Safety and security
Policy & Management Framework
4. Emergency management protocols – C.1 Safety and security
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Process leader:
Country Director
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Process involvement:
Country Office Safety and Security Officer, Emergency Response Team; CISSU Director; Lead Member Security Director, Line Manager, Human Resources Unit and Emergency Director; CI Emergency Response Director; CI Operations Manager, Human Resources Coordinator, REC
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A. Purpose
This protocol lists the necessary steps to ensure adequate planning, and appropriate safety and security management during a humanitarian emergency.
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B. Policy
Adequate safety and security management at all levels is essential in all CARE programming, particularly in the context of an emergency response.
The guiding principle for all CARE security policies and programming is that the safety and security of CARE staff always take precedence over all other factors. Under no circumstances are staff expected to put CARE's operations over the value of their own lives. In all operations, the appropriate balance needs to be defined between potential humanitarian impact and acceptable level of risk for persons, assets, programmes and reputation.
Operational principles:
- Safety and security questions are addressed at the onset of an emergency operation.
- Safety and security factors are integrated in all strategic and operational decisions.
- Responsibilities and lines of authority are clearly defined and communicated.
- The management team must organise an efficient system to report security problems.
- A security specialist-Emergency Team Safety and Security Officer (SSO) or Safety and Security Focal Point (SSFP)-must be appointed and responsible for advising the Country Director or the Emergency Team Leader on matters concerning the security of emergency staff.
- Initial humanitarian assessments and subsequent operations will always include an evaluation of the security environment.
- When CARE staff is deployed in locations considered as potentially insecure, the presence and supervision of a safety and security specialist is compulsory.
- The security situation is thoroughly assessed and security measures adapted accordingly until the completion of the operation.
- Management and individual accountability for safety and security is well defined and communicated.
- Security procedures are made available to all staff and are updated according to changes in the operating environment and programming.
- Staff deployed in emergency operations is properly briefed on security risks, adequate behaviour and protective measures.
- Consequences for serious breaches of security rules are clearly stated and implemented.
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C. Instructions
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1. Procedure and accountabilities for safety and security
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Action
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Responsible
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Involved
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Timing
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During planning and decision-making, including during crisis coordination group (CCG) processes, consider the risk level to CARE staff, assets, programmes and reputation, along with the current risk rating. If the risk to staff outweighs the potential for lives saved, the response should not proceed.
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Country Director; Lead Member Security Director; Lead Member Line Manager
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CO ERT and SSO; CI Safety and Security Unit (CISSU) Director; Lead Member Emergency Director; CI Operations Manager; Regional Emergency Coordinator (REC)
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During emergency preparedness planning (EPP), and emergency decision-making and start-up
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Once an emergency response has been decided upon, incorporate available security assessments and CO security plans into the overall response plan.
If these do not exist, are out of date or do not address the new context of the emergency, an initial safety and security assessment must be done and a new security plan drafted.
In countries where there is no staff presence or where security set-up is not adequate, a security specialist is appointed to supervise the emergency deployment.
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Country Director; Lead Member Security Director
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CO emergency response team (ERT) and SSO; CISSU staff; Lead Member Emergency Director; CI Operations Manager; REC
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During planning-before staff are deployed
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Ensure staff has the necessary resources, tools, training, insurance and adequate health prophylaxis. This must include adequate primary and secondary communications equipment.
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Country Director
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CO SSO, HR and ERT; Lead Member HR Department and Emergency Director; CI HR Coordinator and CI Operations Manager
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Before staff is deployed
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The security specialist performs a thorough analysis of the security environment and establishes the Security Management plan for the emergency operations.
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CO SSO or appointed security specialist
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Lead Member Line Manager
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Before general deployment in emergency zone of operations
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Establish and clearly communicate security plans and procedures to all staff. Provide regular opportunity (formally and informally) for staff to communicate safety and security concerns. Communicate and enforce policy addressing non-compliance with CARE procedure.
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Country Director; Country Office SSO or appointed security specialist
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CO ERT and HR; Lead Member HR Department and Emergency Director
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Before deployment or immediately upon arrival
Ongoing
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Monitor the operational environment of the emergency response. Make necessary changes to security plans and procedures as needed.
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Country Director; CO SSO or appointed security specialist
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CO ERT and HR; Lead Member Line Manager, HR Department and Emergency Director; CI Emergency Response Director, CI HR Coordinator and CI Operations Manager
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Ongoing
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Report any safety or security incident to the Lead Member Line Manager and Safety and Security Director as soon as possible.
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Country Director; CO SSO or appointed security specialist
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CO ERT and HR; Lead Member Line Manager, HR Department and Emergency Director; CI Emergency Response Director, CI HR Coordinator and CI Operations Manager
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As soon as possible after the incident
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D. Endnotes
1. If a security risk rating does not exist, such as in an area where CARE does not operate, a risk level must be assigned in conjunction with the Lead Member and CISSU (low, moderate, high, and severe).
2. Staff readiness includes having completed the CARE Academy course ‘Personal security awareness', a familiarity with the CARE International safety and security handbook (2004) (see CET Chapter 5.1 Safety and security policy, and CET Chapter 30 Safety and security) and the country's security management plan and procedures.
3. Staff and contractors must have adequate medical evacuation insurance, according to their hiring entity's policy.
4. Related protocols:
A1 Mandates, roles and responsibilities
A3 Conditions and criteria for response
B1 Emergency preparedness planning (EPP)
B4 Pre-emergency readiness
C4 Operational risk assessment
C5 Response decision-making
C6 Response initiation
5. Supporting references:
CARE Safety and Security Principles
CARE Security Management Plan
CARE's Minimum Operational Security Standards (MOSS-2008)
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Last Updated: 20/07/2009