CARE INTERNATIONAL

SAFETY AND SECURITY

PRINCIPLES

This document details the essential elements of CARE

International’s approach to staff safety and security.

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 Introduction

CARE INTERNATIONAL SAFETY AND SECURITY

PRINCIPLES

A significant proportion of CARE activities are taking place in hostile or

dangerous environments. During the past decade, CARE International has
invested considerable effort to improve the safety and security conditions
and practices of its staff which is increasingly exposed to violence and
personal danger in the conduct of their work. It is CARE International’s aim
to achieve the highest possible standards of staff safety and security.

The safety and security of CARE staff is our primary consideration. While
the humanitarian imperative is at the foundation of CARE’s mandate, it must
be exercised in conjunction with the determination of levels of acceptable
risk to staff and assets. Program design - including advocacy initiatives,
finance decisions, human resource matters, management and program
delivery - must include an appropriate analysis of the effect of the proposed
activities on the well being of all staff. This is important because
programming and safety/security are integrated and interdependent.

There will always be varying degrees of risk to staff given the nature of
CARE’s mandate and mission. CARE can, however, reduce the risk by
establishing guiding principles, respecting minimum standards and create
the foundation for future policies. This document describes six fundamental
principles for safety and security management in CARE International. These
Safety and Security Principles are an important component of our overall
efforts to promote good practice within CI. In addition, CARE is dedicated
to enhancing staff safety and security through the dissemination of
organizational policies and good practices; incident reporting and trend
analysis; and dedicated security trainings and technical assistance being
provided to staff in the field, such as security reviews and assessments.
Ultimately all CARE staff members have a responsibility to develop, nurture
and promote CARE’s safety and security culture.

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 The Six Principles of
Safety and Security Management
at CARE International

The CARE International Safety and Security Principles are designed to

capture the most essential elements of CI’s approach to staff safety and
security.

The Six Principles are listed below and further elaborated on the following
pages:

1. All CARE International Confederation Members will hold

themselves accountable for maintaining and respecting the
CARE International Safety and Security principles through their
policies, protocols and procedures.

2. Safety and security is everyone’s responsibility within

CARE International through full compliance and accountability.

3. Program and program support decisions must be informed

by appropriate safety and security considerations at all levels.

4. There must be clear lines of authority and decision-

making mechanisms that underpin safety and security.

5. All CARE International Confederation Members will

comply with the Minimal Operating Security Standards (MOSS).

6. CARE staff will be equipped, trained and supported in the

area of safety and security, appropriate for the safety and
security conditions of their assignment.1

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Standards and requirements of training to be determined by the CI Security Director in
consultation with the CI Safety and Security Management Working Group.

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PRINCIPLE 1

All CARE International Confederation Members will hold

themselves accountable for maintaining and respecting the
CARE International Safety and Security principles through
their policies, protocols and procedures

Every CI member is responsible to develop a culture of safety and security

awareness and responsibility within its staff. Individual responsibility must
be viewed as the foundation for organizational safety and security
standards. Enforcement of safety and security standards must be exercised
at each level of line management. The Safety and Security Principles,
implemented through safety and security policies, protocols and procedures,
are the foundation of CARE’s ability to exercise its mandate.

PRINCIPLE 2

Safety and security is everyone’s responsibility within

CARE International through full compliance and
accountability

All CI members are responsible for ensuring safety and security best
practice. Although each staff member bears personal responsibility for
her/his own safety and security, senior management will exercise leadership
and guidance to require the highest level of due diligence from all staff.

Individuals: Each staff member is accountable for her/his personal and

professional actions and conduct. His/her actions impact not only their
personal safety and security, but the safety and security of others to include
the entire presence of the mission and the reputation of CARE. All staff
should, by their individual conduct, set an example for their colleagues. Staff
members are also responsible for ensuring that Safety and Security
principles, and the implementing policies, protocols and procedures are
adhered to. Dependents, partners and contractors must also agree to abide
by these principles and the implementing policies, protocols and
procedures2.

Country Office Management and Regional Management Units (RMU):

Supervisory staff and line managers have a particular responsibility for
ensuring that these principles are observed. The Country Director or
temporary presence coordinators are ultimately accountable for providing
their best judgment and guidance in maintaining Country Office safety and
security management. Critical decisions are taken in coordination with Lead
Member Headquarters and in close consultation with CI and other National
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Anybody who has contractual arrangement with CARE.

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Members concerned. Country Directors, Regional Management Unit
Directors and temporary presence coordinators are responsible to stay
current with the safety and security situation and to make informed
decisions. Final decision-making authority with respect to safety and
security matters rests with them.

Country Directors may designate a person responsible for monitoring and

analyzing the safety and security context in their areas of operation. His/her
responsibility is to advise the management on assigned safety and security
related matters. This individual will be identified as the Safety and Security
Focal Point (SSFP) or Officer (SSO). S/he must support the Country Director
by monitoring and analyzing the working environment, establishing
appropriate safety and security rules and facilitate staff training. The SSFP
has the responsibility to regularly inform the CO management about the
current safety and security status prevailing in the country as well as the
emergence of new risks and threats.

CI Member Headquarters: Each CI member will have at least one person

in their headquarters that is responsible for staff safety and security matters
and authorized to take decisions. In addition, a member(s) of each
representative Board of Directors will be designated with the responsibility
for staff safety and security oversight. National members will be aware of
the security situations of their respective COs and temporary operations
while providing leadership, support and diligent monitoring of security
practices and standards.

CARE International Safety and Security Unit (CISSU): The CISSU leads
and promotes in coordination with Lead Members and Designated Members
the development of policies and standards required for supporting good
safety and security practices throughout CARE International, including a
risk management framework, which applies to all members and country
offices. It supports CARE members to ensure that country offices or
temporary presence missions are equipped to implement CARE
International safety and security policies and standards. The CISSU acts on
recommendations emerging from evaluations that will keep CARE
International’s practices current and support safety and security in the field.
And, as resources allow, the CISSU will lead training and development
initiatives in the area of safety and security, and ensure that Confederation
members’ training resources are effectively coordinated.

CARE International Secretary General, CI Chair, and CI Board: The

Secretary General provides the appropriate support and leadership to
promote the highest possible conditions of safety and security across CI. The
CI Secretary General shall regularly inform the members of the CI Board
about safety and security issues and activate the security appeals
mechanism in case of severe breach of security policies, principles,
protocols, and procedures, or in case of inability to address fundamental
security issues or inability to reach an agreement.

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PRINCIPLE 3

Program and program support decisions must be informed

by appropriate safety and security considerations at all
levels

Operational parts of CI shall ensure that action plans are consistent with
safety and security policies and that safety and security functions are
adequately resourced.

Safety and security practices shall be incorporated in all phases of the

program cycle including program identification, design, planning,
implementation and, and evaluation phases.

Program Design, Implementation and Delivery. Safety/Security and

programming are interdependent. The environment of programming is
constantly changing. Thus, the dynamics of a safety and security plan are
variable. CARE programs and staff need to adapt procedures and program
delivery mechanisms which ensure the provision of assistance in a manner
which supports staff safety and security. Safety and security will be included
during the programme assessment and assessed on an ongoing basis
throughout the implementation of the project.

Building Safety and Security within Budgets. Safety and security will be
built into project proposals and into program budgets. Four main
components to consider for funding are: training, site enhancements,
security and safety resources, and human resources.

Monitoring and Evaluation. The monitoring and evaluation of programs

will include safety and security.

PRINCIPLE 4

There must be clear lines of authority and decision-making

mechanisms that underpin safety and security

Compliance. Line management at all levels must ensure that safety and
security policies are understood and taken into account and appropriate
procedures are developed, Compliance can be achieved by regular safety
and security briefings; staff evaluations; evaluating line management and its
ability to facilitate a culture of safety and security awareness and
acceptance; and putting procedures in place to address those who disregard
established safety and security policies and procedures. Reporting lines of

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authority and decision making must be clearly established and staff must
understand to whom they are accountable.

Crisis management systems. Functioning emergency procedures require

the creation and rehearsal of crisis management team protocols, with back-
up plans and clear lines of authority.

PRINCIPLE 5

All CARE International Confederation Members will comply

with the Minimal Operating Security Standards (MOSS)

MOSS constitutes the foundation of all CARE policy and operating standards
and procedures with regard to safety and security considerations. All CARE
deployment in the field shall be planned and executed according to
the provisions of the Minimum Operating Security Standards
(MOSS):

Standard 1: Organizational Security Policy and Plans

CARE International Confederation Members shall have policies
addressing key security issues and formal plans at both field and
headquarters levels to address these issues.

Standard 2: Resources to Address Security

CARE International Confederation Members shall make available
appropriate resources to meet these Minimum Operating Security
Standards.

Standard 3: Human Resource Management

CARE International Confederation Members shall implement reasonable
hiring policies and personnel procedures to prepare staff to cope with
the security issues at their post of assignment, support them during
their service, and address post-assignment issues.

Standard 4: Accountability
CARE International Confederation Members shall incorporate
accountability for security into their management systems at both field
and headquarters levels. CARE International Members shall develop
clear lines of responsibility for decision-making with regard to staff
security and delegate to employees charged with those responsibilities
the authority to ensure compliance. Establishing clear lines of
responsibility and authority, as well as systems and structures for
implementation of the organization’s security policies, plans, and
procedures helps ensure that these are observed.

Standard 5: Sense of Community

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 CARE International Confederation Members shall work in a
collaborative manner with other members of the humanitarian and
development community to advance their common security interests.

PRINCIPLE 6

CARE staff will be equipped, trained and supported in the

area of safety and security, appropriate for the safety and
security conditions of their assignment3

Staff will have appropriate safety and security training before they are
deployed to their areas of operations or before they begin their job
responsibilities. This includes national and international staff. They must
have the awareness and skills commensurate with the safety and security
environment to which they will be exposed. Although some safety and
security procedures and processes may be unique to either national or
international staff, it is essential to CARE’s mission that CARE staff are
adequately prepared.

Training. Training modules and opportunities are available to CARE staff. 4

Minimum standards have been established to ensure staff are adequately
prepared according to the conditions of their working environment and are
aware of how to mitigate risks to which they may be exposed. It is also in
CARE’s values system to provide safe spaces for staff to provide input, and
thus ownership, over certain safety and security measures and processes for
information collecting and transference to procedures and policy.

Human Resources. Human resources are an important dimension to safety

and security management. Sound recruiting and hiring practices;
appropriate staff orientations and preparation for the field; the provision of
rest and recreation opportunities; post-crisis or assignment support outlets;
establishing consequences in cases of violations of policies and codes of
conduct and sensitivity to local labor laws; and mitigating problems with
disaffected staff will directly affect the safety and security of the team and
the organization. Safety and security roles and responsibilities must be
included in job descriptions of key staff and individuals

Security Culture. All staff members are expected to promote a safe and
secure work environment, to foster a culture of safety and security and

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Standards and requirements of training to be determined by the CI Security Director in
consultation with the CI Safety and Security Management Working Group.
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Minimum training requirements for staff include (depending on their responsibilities and
place of deployment): First Aid/CPR
Fire Safety
Standard Operating Procedures and Contingency Plans
CARE Academy ‘Personal Security Awareness’ Learning Module

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ensure consistent application of and compliance to CARE International
safety and security policies and procedures.

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 Annex A
Minimum Operating
Security Standards (MOSS)5
Guidance for Implementing Minimum Operating
Security Standards6

Standard 1: Organizational Security Policy and Plans

CARE International Confederation Members shall have policies
addressing key security issues and formal plans at both field and
headquarters levels to address these issues.

Suggested Guidance

1. Establishing appropriate security policies.

Security policies should be reasonable in relationship to CARE’s mission,
mandate, commitments, and mode of operation. They should clearly
articulate security expectations and responsibilities of staff members
individually and organizationally.

2. Establishing appropriate and specific security plans at all levels

of the organization.
Specific security plans should be reasonably related to CARE’s mission,
mandate, commitments, and mode of operation which have an impact on
security and address the identified vulnerabilities and threats facing staff.

Consider including the following items, as appropriate, in headquarters

security plans:
- A crisis management plan that describes the crisis management
team and members’ responsibilities.
- List of emergency contacts and the channels to reach them
outside business hours.
- Procedures for contacting and maintaining communications with
the next of kin of employees in emergency situations.

The following “Security Planning Guidelines” should be reviewed and

considered in developing security plans for particular countries, regions
and posts:

Importance of Security Plans

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The International Minimum Operating Security Standards were initially developed by
CARE adopted InterAction.
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This document seeks to assist CARE Members in the incorporation of Minimum
Operating Security Standards (MOSS) into their respective approaches to security. It is
recognized that each Confederation member has differing security requirements.

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Each agency operating in an area should develop and implement a
security plan. A security plan is a single document containing
information, standard operating procedures and contingency plans
relating to the security of staff and property. The purpose of a plan is to
enable staff to act effectively to prevent and mitigate the effects of
security problems in a manner appropriate to the agency.

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Need for Individualized Security Plans
A security plan is based upon an agency’s security strategy that reflects
its overall approach to security. Each agency is likely to take a different
approach based upon the agency mission, mandate (if applicable),
principles, policies and programs, as well as on their understanding of
the context.

Planning Process
The process of developing, implementing and updating a plan is as
important as the plan itself. An individual should be made responsible for
leading the development of the plan as well as for the periodic review and
updating of the plan. Staff expected to implement the plan should be
involved in its development. This helps to foster consistent
implementation through ensuring that (1) the plan is realistic in its
assumption about the situation, threats, and staff willingness and ability
to implement it; (2) the staff understand all aspects of the plan; and (3)
the staff feel ownership of the plan, thereby promoting adherence to the
plan. All new staff members should be given a briefing on the situation
and threats, a copy of the plan, and any training required to implement
the plan. The plan should be tested and updated at regular intervals and
whenever there is a change in the situation or threats faced by CARE.

Standard 2: Resources to Address Security

CARE International Confederation Members shall make available
appropriate resources to meet these Minimum Operating Security
Standards.

Suggested Guidance

Relevant resources that should be considered include, but may not be

limited to: personnel, corporate will, funding, information, and material.
Resources that may support security plans include: project design,
specific line items in grants, inclusion of security expenses in negotiated
overhead rates, or unrestricted funding. The CISSU will help the
membership implement MOSS by facilitating sharing of information
among its members; publishing security training opportunities; collecting
and distributing security training materials; providing the advice of its
security coordinator and referral to specialized experts; and assisting in
incorporating security resources in budgeting and proposals.

Standard 3: Human Resource Management

CARE International Confederation Members shall implement reasonable
hiring policies and personnel procedures to prepare staff to cope with the
security issues at their post of assignment, support them during their
service, and address post-assignment issues.

Suggested Guidance

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1. All staff are provided with an orientation appropriate to the
context of the area of assignment prior to, or immediately after,
filling their position.
Specific components of orientations might include, but are not limited to:
- Description of CARE’s general mission and mandate, as well as of
its security policies.
- Identification of specific threats individuals may face.
- A copy of the security plan for the country(s) of service.
- Explanation of employee responsibilities and benefits during
evacuation, relocation, hibernation, and suspension of operations.
- Description of operation and usage policy for communications and
transport equipment at post.
2. Consider options for obtaining appropriate insurance coverage
for staff and provide a general explanation to staff describing what
is and is not covered with opportunities for staff to inquire into
coverage in greater detail at their request.7

3. CARE International Members shall be guided and informed by

the InterAction document, “The Security of National Staff:
Essential Steps 2002”. See Annex B.

4. Consider incorporating an employee’s specific security

responsibilities, if any, into their job descriptions or comparable
documents.

5. All employees charged with security responsibilities receive

adequate training to fulfill their obligations prior to or
immediately after assuming their post.

6. Resources permitting, consider providing all staff with the

opportunity to receive appropriate post-incident counseling in a
manner that promotes confidentiality and cultural sensitivity.

Standard 4: Accountability
CARE International Confederation Members shall incorporate
accountability for security into their management systems at both field
and headquarters levels. CARE International Members shall develop clear
lines of responsibility for staff security and delegate to employees
charged with those responsibilities the authority to ensure compliance.
Establishing clear lines of responsibility and authority, as well as systems
and structures for implementation of the organization’s security policies,
plans, and procedures, helps ensure that policies are observed.

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At a minimum, if available, insurance coverage should comply with any applicable legal
requirements e.g., workers compensation for work related injuries. Some elements
commonly included in insurance coverage and benefits for staff working in insecure
environments are life, workers’ compensation for work-related injuries, and health
insurance; medical evacuation; war risk supplemental coverage when country(s) of
service are excluded from standard insurance company plan(s).

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Standard 5: Sense of Community
CARE International Confederation Members shall work in a collaborative
manner with other members of the humanitarian and development
community to advance their common security interests.

Suggested Guidance

1. Regular participation in security forums when possible.

2. When appropriate, work with UN coordination structures.

3. Sharing of significant security information with other

humanitarian actors when appropriate.
Information is the foundation of security. Sharing of significant
information has many benefits from corroboration and verification to
increasing the organization’s knowledge base.

4. Maintain awareness of, and when possible mitigate, any

negative impact operations or conduct have on the security of
other humanitarian actors.

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 ANNEX B
The Security of National Staff: Essential Steps 2002

The Security of National Staff: Essential Steps

In spring 2001, InterAction commissioned research on the practices and
policies of its membership regarding the security of its national staff.
Based on the resulting report, InterAction's Security Working Group
asked the researchers to draft essential steps that aid agencies can take
to improve the security of their national staff.

Essential Step #1: Increase the involvement of national staff in the

formulation, review and implementation of security policies and
plans.

Essential Step #2: Identify threats to national staff, then reduce

their vulnerability to these threats.

Essential Step #3: Establish clarity on security procedures and

benefits, especially with regard to evacuation and relocation
options.

Essential Step #4: Integrate national staff security into

preparedness, training, and human resource management
procedures.

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