Security of aid workers and aid provision in hostile environments Workshop Report: International Aid & Trade, Washington D.C. By Deborah Brody
Here’s a chilling statistic: in 2009, more humanitarian workers have been killed overseas than United States soldiers in Afghanistan. Even though there is an almost universal assumption that neutrality will protect relief workers, it is not a guarantee of safety.
Missions operating in hostile environments face a host of security threats such as kidnapping; unlawful detention; civil unrest; property theft and destruction; workplace violence; hijacking; vehicle theft; terrorism; hazardous waste; and medical crises.
To mitigate damage and to increase the safety for staff, organizations must provide reliable and realistic plans to ensure the safety and security of aid workers and the provisions they distribute. “Hope is not a security plan,” says John Schaefer, senior security coordinator at InterAction. Instead of hoping for the best, organizations should plan ahead, educate their staff and never underestimate what can happen.
Organizations need to ask themselves if they have the capability, capacity and competency to deliver aid securely, says Erin Nordeloos of the disaster relief charity redR UK. Then, each organization should work to create best practices to ensure safety and security. The United Kingdom has already developed standards for organizations working in hostile environments, indicating the minimum security practices that must be taken, and some organizations are replicating these standards.
Proper training is one of the essential security tools, and should begin in the recruitment and induction process. Training should be practical, aiming to familiarize personnel with equipment and skills. However, organizations will have to contend with the large turnover of personnel in the field (due to the nature of the industry) and a constant need to re-train.
NGOs working in hostile environments have a minimum goal to ensure the mission can continue to operate in spite of problems. A risk mitigation program prepares in-country staff to deal with safety issues.
Safety and security planning start at the proposal development stage. Proposals deal with questions like: Are you prepared to evacuate staff? Are members of your staff medically, physically and psychologically compatible to the assignment? Have you considered cultural compatibility? Where will your offices be located and what type of security will you need? Answers to these questions provide a framework for planning.
According to Maggie Burke, who has overseen many high-risk assignments in Africa through her position at Africare, best practices include:
- Review local culture and advise what is expected of employees in issues such as clothing, socializing, associates, body language and attitude so that personnel blend into environment.
- Ensure employees should have the proper documentation such as wills, immunization records, and power of attorney.
- Train employees to be able to execute safety, security and evacuation procedures.
- Provide specific information about the security climate in-country from sources such as the Overseas Security Advisory Council (OSAC).
- Review additional security risks for women.
- Encourage expatriates to faster good local relationships as well as to be in touch with their local embassies.
- Create a core crisis management team and have a security director to analyze the situation.
Among the many resources available to organizations building risk mitigation plans is the Overseas Security Advisory Council (www.osac.gov), which provides templates for security programs and training. Additionally, insurance companies often provide security training.
Traveling creates its own risks and a third of NGOs do not have any type of travel policy. Safety can be compromised by being in the wrong place at the wrong time, even in non-hostile situations and countries. Clearly defined travel policies can help organizations mitigate risks associated with travel.
A travel policy includes a plan or procedure to deal with issues in case of emergency and outlines a method of checking in with or alerting colleagues regarding a dangerous situation. Additionally, the policy would answer questions like: Which countries are safe? Is insurance available and needed? What happens in case of emergency?
Travel policies must include methods to monitor staff’s location. When travel is booked independently, it makes it difficult to keep track of employees. Instead, organizations should manage travel centrally, allowing only authorized personnel to book trips.
According to Steve Summers, chief operations officer at Key Travel, a travel management company (TMC) conducts risk assessments; helps develop travel policy; provides risk management tools, such as lists of blacklisted airlines; ways to track travelers; and SMS systems to provide warning.
Perhaps one area that NGOs may need to outsource is security. There are several private sector services to deal with risk, says Doug Brooks, president of the International Peace Operations Association (IPOA), a trade association that publishes the Journal of International Peace Operations. There are three categories of private companies dealing with risk management: logistics and support companies (for instance, providing water purification services); private security companies; and security sector reform and development companies, which work with law enforcement.
Private companies provide a wide array of services that include vulnerability assessment; evacuation assistance; intelligence gathering and delivery, armed and unarmed emergency response; training; vehicle and personnel tracking; and dealing with kidnap and ransom (K&R) negotiations.
Before hiring a private security company, organizations should check out various companies. Security companies should provide realistic quotes and plans in line with the organization’s needs and budget. NGOs should inquire about general reputation, quality of personnel, client list, experience, and whether they have worked in the area before.
Organizations will also need to determine whether they want their security efforts to be high visibility or low visibility, and whether guards should be armed or unarmed.
Since NGOs are motivated by program needs rather than threat assessments, they will have to implement a realistic, workable plan to deal with safety and security. Organizations will need a security budget and a risk management methodology to assess risks and how to manage them.
Speakers
John Schaefer, Senior Security Coordinator, InterAction
Maggie Burke, Director, Management Services, Africare
Steve Summers, Chief Operating Officer, Key Travel
Doug Brooks, President, IPOA
Erin Noordeloos, UK Security Programme Manager, redR
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