Developing operational policies and procedures for nongovernmental organizations engaged on hazardous duties

Developing security management practices for NGOs operating in complex emergencies
Flexibility and local control over security policies are an imperative. When developing security policies, field managers should first identify the key risks in the local environment based upon probability and consequence. Risks of high probability and/or high consequence should be the primary focus of agency attention and resources. Secondly, for each of these key risks, the field manager needs to carefully and creatively consider each of the three strategy options - acceptance, protection and deterrence - in devising an appropriate local response.
The institutional mechanisms which enhance security, include: (1) Clear and equitable national staff personnel policies - including grievance procedures - which are communicated to staff and implemented consistently. Incidents involving disgruntled staff are one of the largest causes of security infractions for NGOs. (2) Clear financial policies and procedures including division of responsibility in accounting. Prudent cash transfer procedures. (3) Clear vehicle operations policies and strict discipline regarding vehicle operations. (4) Curfews and no-go zones where appropriate. (5) Development of and/or participation in a £warden system' or communications pyramid for conveying emergency messages. (6) Communications protocol, training and disciplined radio usage. (7) Security orientation for incoming staff and routine security briefings for staff including personal security training. (8) Convoy operations protocol. (9) Visitor screening protocol. (10) Clear and consistent discipline for infractions of security policy, including the inclusion of security compliance in routine performance reviews.
Type Classification:
E: Emanations of other strategies