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Security & Safety Policy

Security & Safety Policy

MHD’s vision is support people during conflict especially the marginalized to realize their potentials
for community-led sustainable development.

Authority and responsibility for Safety and Security:

Staff members at all levels have the authority and responsibility to improve safety and security procedures wherever these are inadequate. In order to ensure that the security guidelines are successful there must be clear delimitation of responsibility at every level of the organization.

All staff should comply with the MHD policy and Code of Conduct and should not behave in any way that could present a risk to themselves, others or the organization. Failure to follow security guidelines and procedures may be treated as a disciplinary matter.

Irrespective of the organization’s judgement of risks in a particular situation, any staff member may decline to work in an insecure area, and may withdraw, having first informed their manager. If the risks are constant, continuation of employment will be reviewed, in line with organizational procedure.

All managers are responsible for the security of the staff they manage, and are, in turn, under the responsibility of their line manager. This responsibility follows the line management structure with ultimate responsibility resting with the board of trustees. The manager is responsible for managing staff security, including: delegating security management tasks; ensuring an appropriate security management system and plan is developed; inducting/briefing all new staff and visitors on the security situation and security measures. Security management is demanding and adequate time must be allocated to it.

The Secuity Department has overall responsibility for safety and security. Policy and Standard Operating Procedures will be determined through a consultative process between field representatives and senior management. The Security Manager will determine the extent and nature of the overall policy. Field Managers have authority and responsibility to design and implement  operating procedures deemed appropriate to specific environments. In addition to reviewing and monitoring this policy the Secuity Department will provide guidance and assistance to field based managers who are charged with developing local safety and security plans on specific issues that are pertinent to that context.

All Programme Offices are rated according to the assessed level of risk. The risk rating categories will be made available to all Programme Managers. Programme Security Plans will be designed in the context of the assigned risk rating for that location. Security Plans will be flexible enough to cope with changes in risk ratings from time to time.

Funding for security and safety will come from a variety of sources. The general funds account will meet all costs associated with the Office of Security Management. All training costs will also be met from this budget. Programme Offices will be expected to share costs where possible. Project proposals will include line item requests for some costs associated with safety and security. Security Management will provide training for enhancing access to donor funding for this purpose.

Each Programme Office will have a written security management plan. This plan will comprise all the key elements of safety and security listed below. The security plan will be approved by the Security Manager and will be reviewed on an annual basis, or more frequently as the context warrants.
The security plan will be designed using both local and international sources being sure to make maximum use of local knowledge and expertise. Should the country situation change according to the Security Rating Criteria Programme Managers will consult with the Security Manager to update the operational components as required.

All staff will have access to personal security training. This training will be coordinated through the Office of Security Management. Programme Officers will attend District training events and will be expected to ensure field based training occurs for all field staff.

Performance objectives and reviews should include management of security. This can be at the individual level, i.e. displaying awareness of personal security issues the impact of own actions on the security of self, others and agency. It can also be more formal in terms of the safety and security remit of the specific role that is being undertaken.

Components of a Field Programme Safety and Security Management Plan

Line of Authority
• Risk Assessment Process
• Security Strategy. (Protection, Deterence or Acceptance?)
• Crisis Management Strategy
• Personal Safety and Security

o Relationships with local community
o Moving around the local community
o Residential arrangements
o Situational awareness
o Specific security concerns for women

• Standard Operating Procedures

o Site selection and security
o Handling cash
o Document security
o Communications
o Transportation and vehicle maintenance
o Incident response. Eg, carjacking, robbery, ambush, etc.
o Incident reporting
o Landmines and bombs (where appropriate)
o Evacuation plans
o Contingency plans
– Medical emergency
– Natural disaster
-Kidnapping
o Media relations
o Stress and Trauma Prevention

Reporting incidents:

All security incidents must be reported immediately to the line manager, who is required to report serious incidents to their line manager and up the management line to the Office of Security Management. Incident analysis must be undertaken, after the immediate event has been dealt with, to determine why the incident happened and how it could be prevented or managed more effectively in the future.