Church World Service Security Manual

Church World Service Security Manual: Introduction
CHURCH WORLD SERVICE

Security Manual
TABLE OF CONTENTS I. Introduction 4 II. The Mission 5 Mission Statement 5 Ethical & Professional Standards 6 Humanitarian 8 III. Risk Management 10 Security Planning Cycle 11 Image 12 Vulnerability 12 Security Strategies 13 Situational Awareness 14 Threat Assessment 15 Vulnerability Assessment 16 Security Planning 17 IV. Personal Protection 19 Personal Risk 19 Travel 20 Arrival-in Country 22 Image 23 Protective Weapons 24 Daily Safety Precautions 24 Public Transportation 26 Hotel Safety 26 Personal Attacks 27 Sexual Assault 28 Threats 31 V. Conflict Management 32 Key Concepts for Consideration 33 Power 33 Gender 35 Diffusing Anger, Hostility and Aggression 36 VI. Operational Alert Levels 40 DECLARATION AUTHORITY 41 OPERATIONAL ALERT LEVELS 41
Phase One-Condition Green 41 Phase Two-Condition Yellow 42 Phase Three-Condition Red 43 Phase Four-Condition Black 45 VII. Site Security 47 Site Selection 47 Perimeter Security 50 Procedural Boundaries 52 Security Lighting 52 Office Security Management 53 Areas of Conflict 55 Residential Security 56 Addendum 59 VIII. Vehicles and Transport 67 Vehicle Selection 67 Legal Documents 69
Vehicle Maintenance 69 Vehicle Equipment 70 Employment of Drivers 71 Journey Preparation 73 Journey Rules and Procedures 74 Checkpoints 76 Convoys 78 Hijackings 80 Armed Conflict 84 IX. Communication Procedures 89 RADIO 90 Definitions 90 Purchase Recommendations 91 General Information 91 Frequencies 91 Maintenance 92 Techniques of transmission 92 Microphone technique 94 Voice control 94 Transmission of time 94 International Phonetic Alphabet 95 Transmitting numbers 95 Standard words and phrases 95 Reporting the quality of reception 96 Distress/urgency signals 97 Satellite Telephones 97 Installation 99 X. Explosive Devices 104 Bomb Threats 104 Bomb Threat Procedures 104
Parcel and Letter Bombs 108 XI. Land Mines 110 The Problem 110 Types of Land Mines 111 Recognition of Mined Areas 112 Avoiding Land Mines 114 Response Procedures 115 XII. Hostages 118 Initial Response Procedures 118 Hostage Survival 120 Policy and Strategies 124 XIII. Emergency Survival 125 Basic Needs 125 Survival Techniques 127 Survival Equipment 130 XIV. Armed Protection 136 Principles 136 Providers of Armed Protection 138 Management of Armed Protection 140 XV. Evacuations 142 Assessment 142 Preparation 145 Evacuation Procedures 150 National Staff 151 XVI. Reporting 152
Situational Awareness 152 Incident Reporting 154 Forms: CWS Program Information Report 155 CWS Personnel Security Questionnaire 160 CWS Supplemental Report Form 163
Introduction
Historically, NGOs have functioned throughout the world enjoying a feeling of impartial neutral acceptance. In fact, this is the premise under which most organizations were formed and have functioned for decades. A primary example of working within this framework is the International Committee of the Red Cross (ICRC), which has provided humanitarian aid in a variety of situations and circumstances, including zones of war. Furthermore, most of the volunteers and paid workers in these organizations tend to support the organizational position with very strong adamant philosophies of neutrality, impartiality and beliefs of anti-violence. In addition, most people, factions and governments throughout the world have recognized this organizational stance of acceptance and have welcomed the various humanitarian organizations for who they are and the assistance they provide. Recently, however, there has been a change in the trend of acceptance by certain factions and governments. Non Governmental Organizations are now finding themselves targets, specifically chosen targets, targets of opportunity, targets because of their traditional nonviolent, impartial status. Crimes unilaterally perpetrated against NGOs, their supplies and, in particular their staff, have increased substantially in the past decade. The nineteen nineties have seen NGOs as the victims of theft, armed robbery, hostages for ransom and even murder. And, this is in addition to normal criminal activity. The situation is further complicated by the fact that there is no standard reporting forms utilized by the various organizations, nor a central clearinghouse for the tabulation of reports and statistics pertaining to criminal/security incidents. In other words, the severity of the problem is unknown. Nonetheless, the severity has been recognized as a true problem, a problem that effects the organizations and the service provided. To address this problem, Church World Service and several other NGOs are in the process of establishing or upgrading security procedures. Church World Service is upgrading its security protocols by implementing the security procedures outlined in this manual and by developing area, or country, specific plans designed to enhance the security of staff, materials and the mission of the organization. This manual is not a blueprint for security management to be stored on a shelf or placed in a toolbox in the event of an emergency. Rather, it is a tool that will serve as a guide for all personnel.
SECTION TWO: THE MISSION

KEYWORDS
Mission Statement Ethical and Professional Standards Humanitarian Principles
Church World Service is a division of The National Council of Churches of Christ in the United States of America. It was formed in the 1950s by the action of member denominations and by the merger of 12 previously existing ecumenical agencies. Today, the NCCCUSA is comprised of 35 different member denominations, but its roots go back to the 19th century. MISSION STATEMENT On October 12, 1995, the Unit Committee of Church World Service adopted the following Mission Statement. It is a simple, yet complex, seven-line statement that governs our actions. If it were summed up in Biblical terms, it could be done best by the dictate of Jesus Christ, Love they neighbor as thyself.
Through Church World Service and Witness, members of congregations in the USA come together with ecumenical partners worldwide to witness to and share Christs love with all people. In solidarity with those we serve,
CWSW meets basic needs of people in peril, works for justice and dignity with the poor and vulnerable, promotes peace and understanding among people of different faiths, races and nations, and affirms and preserves the diversity and integrity of Gods creation. -Church World Service Mission Statement, 1995 Church World Service staff are not expected to memorize the CWS Mission Statement, but they do need to be familiar with it and have a good understanding of it. As previously stated, our Mission Statement governs our actions. It also tells people who we are , what we do and for whom we do it Jesus Christ. ETHICAL STANDARDS In addition to the mission of Church World Service, we are bound by certain ethical and professional standards that help define our actions when working in the field. These standards are outlined in four basic principles: A. Justice: Justice can be defined as just conduct, fairness, exercise of authority in the maintenance of right. Because God created the world justice must characterize the relationship between the inhabitants. Fair dealing between each other and between believers and others is constantly reiterated in all Scriptures as are God's justice and mercy in His dealing with humankind. B. Mutual Respect: Mutual respect or love and consideration for others. This is inherent in the moral teachings of Christianity. The meaning of the word love in the Scriptures is that the God of justice and mercy is also the God of love. What Scripture expresses as love is here rendered as mutual respect or reciprocal regard - "love thy neighbor as thyself" that exists between two individuals. The application of this has come to mean that self-interest only has a place in the community in as much as it takes into account the interests of others. C. Stewardship: Stewardship (or trusteeship) of God's creation and all that is in it. It is a richly diverse universe: "...and it was good." The Scriptures testify to the beauties and wonders of nature as signs of God's goodness and providence. We are set over it all with delegated
responsibility - a steward - charged with its care and proper use for which we will have to give account. D. Honesty: Honesty incorporates the concepts of truthfulness and reliability and covers all aspects of relationships in human life through word and action. It is more than just accuracy, it is an attitude which is well summed up in the word "integrity." PROFESSIONAL STANDARDS 1. We exemplify the highest personal and professional standards of integrity, truthfulness, honesty, and diligence with clients, fellow staff, community leaders, federal, state, and community officials, Red Cross, and others responding to a disaster in order to inspire confidence and trust. 2. We strive to be objective in the performance of our duties, recognizing the rights of all persons, and our own personal limitations. 3. We create and maintain an organizational environment that gives top priority to protecting all vulnerable persons from current and continued harm. 4. We advocate for vulnerable persons to improve social conditions and develop resources beneficial to strengthening their life. 5. We make every effort to include the vulnerable persons in all recovery and mitigation planning and implementation. 6. We maintain the highest standards of personal conduct to bring credit to CWS and the
member Church Bodies using and recommending only legal and ethical means. 7. We use resources prudently and responsibly, and represent our services, fiscal affairs, and intentions honestly and openly. 8. We apply a holistic view to each disaster. 9. We do not knowingly disseminate false or misleading information and we use care to avoid doing so inadvertently. 10. We distinguish clearly, in public between our statements and actions as an individual and as a representative of Church World Services and the member Denominations. 11. We avoid using our official position, knowledge, and professional associations for inappropriate personal gain.
12. We do not engage in sales activities or solicitation nor accept, directly or indirectly, any gift, favor, loan, retainer, entertainment, travel expense, compensation or other thing of value from any persons or group seeking to respond to a disaster when such acceptance may conflict with the performance of our duties. 13. We clearly represent our role with Church World Service and when on assignment we do not have any other denominational or personal agendas or responsibilities. 14. We oppose violations of all state, federal, county, municipal and other laws. 15. We respect, maintain and safeguard confidential information shared or discovered in the course of our duty as a professional. 16. We maintain the standards and improve the effectiveness of the profession through continuing professional development and encouragement of the professional development of others in the field. 17. We contribute knowledge to professional meetings and journals to raise the consciousness of disaster response to the role of the Faith Community. 18. We will report violations of this Code of Ethics to the Director of Church World Services Emergency Response. HUMANITARIAN AID Humanitarian Aid is the act of caring for those in need. It usually applies to aid provided as the result of a natural or man-made disaster, which has taken a terrible toll on the local population. It is an act of kindness, freely given, to our brothers and sisters of the earth. Historically, humanitarian aid has been a service provided by Christians for several centuries. Today, Christians are joined by service organizations, national governments and even worldwide, multi-nation organizations, such as the United Nations. In light of our modern times and the wide spread practice of humanitarian aid, one might think it was safe to deliver our services without hindrance or fear for our safety. Unfortunately, such is not the case. Despite the enactment of International Laws that dictate agencies can provide humanitarian aid, there is no absolute right to deliver the service. Not all sovereign states have ratified these laws or become parties to the treaties that espouse these rights. Some have ratified the laws and supported the treaties, but do not enforce the laws and rights because of ambivalence or the inability to enforce them. Compliance and enforcement of these laws is always a challenge. In addition to the ambivalence and inability to enforce these laws, there is no
single court or universal enforcement system set up to deal with abuses of International Law. Although some countries do not respect the laws and rights of individuals or organizations providing humanitarian aid, Christians must answer to a higher authority than that of any sovereign nation. By the dictates of Jesus Christ we are mandated to provide aid to our brothers and sisters of the earth, to love our neighbors as ourselves. In recognizing the fact we are not always protected by these rights and laws, we can then recognize the need for security measures and take the necessary actions to embrace them and ensure our safety.
The material found in this manual is a basic template for use by all Church World Service staff members. It is not all-inclusive and is designed for augmentation by area specific plans developed by local staff in each area of operation. It is for internal use only.
SECTION THREE: RISK MANAGEMENT

KEYWORDS
Security planning cycle Vulnerability Security strategies Situational Awareness Vulnerability Assessment Security Planing ____________________________________________________________________________________
This section deals with the concepts of security management and specific issues in the security planning process. The purpose of this section is to advance the level of staff security awareness. Security management concerns everyone working within the offices of Church World Service and it is imperative that all staff members participate in the process of security preparedness, planning, reporting and following the guidelines.
SECURITY PLANNING CYCLE To better understand the process of security management, consider the Security Planning Cycle: Courtesy of InterAction
Note: While this manual will address all the concerns described in the Security Planning Cycle, it will not necessarily address them in the same order as described in the Interaction diagram. IMAGE The way our agency, its presence and actions, are perceived and interpreted has an important influence on our security. If there is resistance to our presence or our role, that resistance may develop into resentment and into potential threats. If we are perceived by criminal and bandits as a wealthy and soft target, then we become vulnerable to theft, looting and attack. -InterAction. In the process of our operations, we assume everyone has an understanding of our mandates, principles, the nature of our organization and the role we play in the humanitarian field. We also assume that our claims of being impartial are well known and respected by all parties we encounter. We assume this because of who we are and what we represent. In reality, we may portray a very different image of ourselves than intended. Remember the old adage What I said may not be what you heard? In our daily lives we convey both verbal and non verbal communications that can be interpreted in a manner other than intended. Some may deliberately interpret our communications in a negative manner, which may later create a potentially dangerous situation. Managing ones image requires proper projection through a transparent, open and discreet dissemination of information to all parties encountered. It is this process of transparency and openness that builds trust and positive perceptions of our organization and the work we do. To this end, one should: A. Have a clear understanding of the Church World Service mission, our mandates, our capabilities and our constraints. B. Communicate a clear message about our presence and role to all persons encountered. Dont assume they know and understand. C. Correct erroneous images encountered with factual information
D. Respect cultural norms.

E. Respect the laws of the host country and recognize the power of belligerents in the region. VULNERABILITY Despite the legitimacy of our efforts, humanitarian law, the local authorities and all our efforts, statistics show security incidents are on the rise. Recent years have seen NGO personnel deliberately targeted for acts of violence, up to and including murder. Some of the problems that give rise to the increase in security threats and incidents are: A. More NGOs are working in the field, closer to the violence. B. The economic situation of the third world countries. C. The rise in criminality and banditry worldwide. D. The loss of perception that aid agencies are neutral. E. The perception of aid agencies being wealthy targets. F. The perception that NGOs are a soft target. The fact that NGOs are viewed as being wealthy soft targets has actually lead belligerents to consider humanitarian aid in their military strategies. This, coupled with the local bandits, marauders, and common criminals has increased the vulnerability of all NGOs. SECURITY STRATEGIES Basically, there are three primary strategies recognized to reduce the risks that all NGOs face: A. Acceptance: This is the process of gaining widespread acceptance for ones presence and work. It is the umbrella, previously described in the introduction to this manual, that NGOs have been functioning under for several decades. This strategy requires: 1. Obtaining the acceptance and consent from local authorities, belligerents and the population at large. 2. The articulation of the agencies ethics, neutrality and humanitarian principles.
3. Negotiation for the overall respect of our work and the safety of our personnel and property. B. Protection: This method is the process of using protective procedures and protective devices to ensure the safety of personnel and property. 1. Protective procedures include the observance of no-go zones, curfew times, avoiding routine movements, specific rules governing cash transfers, marking transport vehicles, driving in convoys and contingency plans for emergencies. 2. Protective devices include fences around buildings, whistles to signal for help, helmets and flack-jackets. C. Deterrence: This is the process of containing the problem or deterring the threat with a counter-threat, such as legal, economic or political sanctions and/or the use of armed intervention. While the use of this particular method is distasteful to many NGOs and the personnel in their employ, the fact remains that several NGOs already use this method. Despite ones personal feeling about deterrence, the fact that others use it, effects all of the NGOs operating in the area. For example, if one NGO uses armed guards to transport goods, the ones that dont automatically become more vulnerable. In practice, most NGOs use a mixture of all three strategies. The formal stance of Church World Service, however, is to not use the deterrence method. As a result, the security protocols of this manual will focus on the use of Acceptance and Protection. The protocols for using the deterrence method will
nonetheless be outlined from an informative standpoint to help staff understand the functions of NGOs that employ this method. SITUATIONAL AWARENESS Staff must consider and be aware of the situation within which they are currently working. Regardless of whether or not the situation is presently in crisis, one must appreciate the current status with an eye to the future, a future that may become violent. One must avoid the hope for the best syndrome and be prepared for the worst. Its also important to avoid the mission creep syndrome, where one fails to recognize gradual changes in the situation. For example, consider the story of the frog in the pot. If one places a frog in a pot of water and slowly increases the heat under the pot, the frog does not recognize the temperature change until it is too late. By the time the frog realizes the problem, its legs are cooked and it cannot jump out of the pot. To this end, staff should prepare and keep an updated analysis of the area specific situation and environment within which Church World Service is functioning. To accomplish this:
A. Draw up a regional or country profile to help staff understand the current situation. A profile of this type will include: 1. Geographical information 2. Climate and vulnerability to natural disasters 3. Economy 4. The state of the local infrastructure 5. Important historical developments 6. The evolution of the host government. 7. The main features of foreign and domestic policy. B. Complete a political analysis of the region or country. 1. Determine whether there are belligerents waiting in the wings to effect a coup. If the current situation appears volatile or on the edge of volatility: 2. Find out whether the belligerents have a good resource base and whether they have any social contracts with the local population. Belligerents with a good resource base are less likely to turn to extortion and looting. Belligerents with social contracts are less likely to attack agencies that are providing aid to local citizens. C. If a conflict exists or is imminent, complete a Conflict Analysis of the situation. This should include: 1. A history of the events leading to the conflict. 2. The cause of the conflict. 3. The motives of the groups in conflict. A good way to gather information about situational awareness is to contact the local embassy, check with groups such as Amnesty International and Human Rights Watch, also, check the Internet, newspapers and magazines. THREAT ASSESSMENT Threats are the possibility that someone or some group may harm or target Church World Service personnel and materials, possibly through violent means.
Threat Assessment is the analysis of the likelihood that our organization, personnel or materials will become a victim of a carried out threat. The purpose of Threat Assessment is to help one make an informed decision of which security measures to employ. Every NGO in the field uses threat assessment to assess the threats they face. To conduct a threat assessment, you will want to know: A. The type of threat. You may take different measures in different situations, i.e. armed conflict, mines, car-jackings, etc. B. The situation in which the threats are encountered. Are they while
traveling in vehicles, at home, the office, etc. C. The causes of the threats: 1. Banditry 2. Direct threats, where NGOs are specific targets. 3. Indirect threats, a casualty of being in the wrong place at the wrong time. D. The level of threat, the likelihood that you will be a victim. E. Potential changes in threats. The fact situations are ever changing and evolving. Sometimes the situation may escalate or de-escalate within short periods of time. Perhaps there is a new threat, such as a kidnapping, which will supercede the original threat of nearby land mines. In conducting a threat assessment, one should use the four basic assessment techniques, which are: A. Interviews. Interviews of locals and others with first hand knowledge of the situation. B. Pattern and Trend Analysis. This is the process of examining reports, newspapers and other sources to determine the pattern of incidents that have occurred. For example, in car-jackings, look to see when they happened, where they happened, the time of the day they happened, etc. The pattern you may find could help plan a strategic response, such as curfews or no-go zones. C. Gauging the Level of Threat, a process which is no more than categorizing the severity of the threat to determine a response.
D. Changes in Threat Environment. This is a process of monitoring the threat for possible changes. VULNERABILITY ASSESSMENT Vulnerability Assessment is the analysis that helps one determine whether our NGO, Church World Service, is facing the same threats as other NGOs. We all face the same basic threat environment, but one NGO may be more vulnerable than another because of situational factors. Some of the factors that may make one NGO more vulnerable than another are: A. Location. The location of the office, warehouse or some staff housing may make one NGO more vulnerable than another. For example, one location may present a greater danger than another location because of its proximity to a potential military target. B. Exposure of Staff and Property. Staff are more vulnerable if they frequent dangerous locations, and more so, if they are unprotected. C. Property Value. If the property or materials Church World Service warehouses is of more value than that of other NGOs, the vulnerability increases because it becomes a preferred target. D. Impact of Programs. NGOs whose programs benefit one group more than another (to even the slightest degree) may find themselves a target E. Lack of Security Measures. NGOs who fail to recognize threats and take appropriate security measures may be more vulnerable than those NGOs that take precautions. F. Failure to Comply with Security Measures. Even though Church World Service establishes appropriate security measures, its vulnerability increases if staff does not follow and comply with the security measures. G. Image and Programs. The vulnerability of Church World Service, or any other NGO, is partially dependent on the perceived image of the organization, the staff and the programs presented. SECURITY PLANNING
Security plans, such as this manual, provide staff with the effective means of preventing and mitigating security incidents. The development and implementation of these plans ensures staff the ability to confront a threat
situation in an appropriate manner, providing them the tools to needed to protect themselves within the parameters set forth by Church World Service. Security plans, developed in conjunction with staff, help to: A. Promote understanding of the issues involved in confronting a particular incident, such as what to do when confronted by a carjacker, planning evacuations, etc. B. Promote the gathering of information, such as names, addresses and up-to-date phone numbers that are required to appropriately respond to an incident. C. Identify specific preparations required to appropriately respond to emergency situations. D. Promote a sense of ownership among staff. Basically, security planning is the process which helps prevent security incidents from occurring in the first place. Remember the old adage, An ounce of prevention is worth a pound of cure. To this end, Church World Service has developed this manual and coupled it with area specific training (to involve staff and promote ownership) in order to provide the best possible security preventive measures designed to ensure the safety and security of staff, materials and the mission.
SECTION FOUR: PERSONAL PROTECTION

KEYWORDS
Personal risk Public Transportation Travel Arrival in-country Personal Attacks Image Sexual Assault Protective Weapons Threats Daily Safety Precautions
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He who exercises no forethought, but makes light of his opponents, is sure to be captured by them. Sun Tzu
Security Management concerns everyone in the Church World Service office and the security of staff is of primary concern. PERSONAL RISKS A. It should be noted at the outset of this section that, in most countries, the threat to personal security due to accidents, tropical disease and other routine threats, is greater than the threat posed by an armed conflict or armed criminals. Nonetheless, security procedures for all risks must be considered for the safety of our personnel.
B. There are two basic kinds of risks, which will be addressed in one way or another in this section. Some of them are fairly basic and can be addressed simply by saying; Dont do it. 1. Risks which cannot be controlled by the individual, such as: War, shelling, armed conflict, Looting, burglary and other crimes, Civil unrest, Automobile accidents, Natural Disasters, and Disease 2. Risks that can be controlled by the individual, such as:
Using large amounts of cash to pay salaries or make purchases, Walking with visible valuables, such as radios and jewelry Transporting commodities Using illegal drugs Driving Under the Influence Sexual promiscuousness during an AIDS epidemic TRAVEL A. Safety begins when you pack your bags 1. Try to avoid flashy clothes that might make you look like the Wealthy Tourist when traveling outside the country. 2. Travel light. If you do, you can move more quickly if needed. You will also be less tired from carrying heavy bags. 3. Carry only those valuables that are necessary to you and keep them concealed in different places on your person, rather than in one wallet/pouch. 4. Medicines: Keep in original labeled container. Carry a copy of the prescription Carry a letter of necessity from your doctor when carrying narcotics. (Check with the embassies of each country regarding the legality of carrying these drugs.)
5. Documentation Make a copy of your passport and keep it separate from the original Carry your Church World Service identification card Carry your drivers license, visa, W.H.O. card and any other pertinent documents. Label your luggage on the inside with your name, address, etc. Keep only your name or office information visible on the outside of the luggage and keep it in a covered pouch to avoid casual observers from noticing it. 6. Carry travelers checks or credit cards on your person, but in a location other than your wallet. Make a copy of the check numbers and leave a copy with a friend. Carry your copy and mark off the checks as you use them. 7. Carry a telephone calling card. 8. Do NOT bring: Irreplaceable family objects Valuable jewelry Unnecessary items B. Prior to your departure, learn as much about the area you are traveling to as possible. 1. Check with people who have recently visited the area. 2. Check the Internet, the Department of States Public Announcements, etc. C. Find out if your personal insurance covers you from theft, personal injury or illness when traveling or working abroad. D. Have your personal affairs, such as a Will, Insurance papers. Power of Attorney or other legal documents in order before you leave. E. In-Country Travel 1. Conduct a threat assessment of the route and area you are traveling to/from. Determine if the roads safe Determine the existence of mines in the area Determine and observe no-go zones Determine and observe travel curfews
2. Log departure times, check points, and arrival times. 3. Keep in touch by radio. 4. Check vehicle condition and maintenance log prior to departure 5. On multi-day trips, make daily contact with the base office via radio or telephone: Use prearranged coded messages to inform base of actual conditions. This is done to thwart people listening in on radio conversations from knowing whats really going on. Choose prearranged responses for failure to make required contacts, Assume the parties have been injured, detained or worse Determine whether to send help Immediately notify the Country/Area Directors Consider disciplinary actions for forgetting or brushing off the contacts as unnecessary. 6. Carry the necessary supplies as described in the Transportation Section of this manual. 7. Travel in pairs whenever possible ARRIVAL IN-COUNTRY A. Accepting a post in a foreign country that operates under a significant risk must be a personal decision and managers must respect an individuals choice not to accept it. B. Staff traveling to a foreign country for more than a stop-over of 24 hours must comply with security measures outlined in this manual. C. Prior to accepting a field position or traveling to a foreign country, managers will brief the individual on the countrys history, political situation and security risks that might be encountered. D. Upon arrival in country, the Country/Area Director or designated staff member will conduct a briefing with the new arrival. This briefing should include: 1. A recap of the information provided prior to departure from the point of origin, plus a more in-depth briefing of the current situation and the prognosis of its evolution. 2. The perception of Church World Service and its programs by locals.
3. A review of recent Situation Reports or Sitreps. 4. A review of security procedures, as described in this manual (providing assigned personnel with a copy of the manual) 5. Expectations of behavior A good briefing upon arrival in country is considered essential. Take the time to do it. E. After the arrival briefing: 1. The new arrival must be taken to the U.S. Embassy, Foreign Ministry (if required), and the UNDP for introduction and registration. All Church World Service staff must register with the U.S. Embassy and the UNDP (or lead UN office in country) within 48 (business) hours of arrival. 2. The new arrival will be introduced to local staff, local authorities, other NGOs, and UN staff. 3. Each new arrival will be required to procure within 72 (business) hours: Residence permits, if required Drivers license Church World Service Identification Card, which is to be carried at all times Letter of Introduction and Order of Mission, which is to be carried at all times. Polo shirts and ball caps bearing the Church World Service logo.
4. Each new arrival will receive technical training, if necessary, in mine awareness, vehicle operation, operation of radio equipment (for emergency purposes all personnel must know radio procedures) and the security protocols in this manual. IMAGE A. Section Two of this manual described the primary issues pertaining to image. This section and others will provide some basic individual rules governing image, that were not described in Section Two. Remember: your individual action will be interpreted as the action of all Church World Service staff members and that of the organization as a whole. B. Failure to comply with the rules governing image may result in a threat to your security and the security of others. Make sure:
1. Your attire indicates respect for the local culture and conveys the right message about you and the organization. 2. You are diplomatic at all times and respect traditions. 3. You avoid talking politics or religion and reaffirm the neutrality of Church World Service. 4. You are always impartial and fair. 5. Never make promises you cannot or will not keep. 6. You respect local laws. PROTECTIVE WEAPONS A. Church World Service expressly forbids personnel from carrying weapons, unless approved by the Executive Management Team. B. Staff members are discouraged from associating with persons who carry weapons, unless local policy dictates otherwise. DAILY SAFETY PRECAUTIONS A. The United Nations list five basic principles for personal security: 1. Be aware and suspicious. Look for the unusual; loiterers, unauthorized parked cars, your car being followedPresume you will be a victim. 2. Avoid routine: such as the same route to and from your home and place of work at the same time. 3. Be methodical and disciplined in establishing and maintaining your security procedures. 4. Maintain good communications. Good communications are vital to good security. 5. Adhere to procedures, but exercise initiative and common sense in an emergency. B. Follow your instincts. If you feel uncomfortable about someone or some place, leave immediately.
C. Always act confident, even if your dont feel confident. Act as if you know what you are doing or where you are going. D. Avoid pubic demonstrations and other civil disturbances. Dont stand and watch. Put plenty of distance between you and the disturbance. E. Avoid unknown short cuts. F. Do not walk alone at night. G. Avoid talking with strangers. H. When walking on a roadway, walk close to the edge, facing traffic. I. If someone suspicious is walking behind you, cross the street. If the person follows, go to a public place where others are about. If necessary, call attention to yourself. J. Avoid walking past bushes, shrubs or other places where potential attackers may be hiding. K. If a driver pulls up to ask questions, do approach the vehicle or accept an invitation to look at their map. It may be a ruse for a kidnapping.
L. If a driver pulls up and threatens you, scream or shout and run off in the opposite direction the vehicle is pointed. M. Never accept a ride from a stranger. N. Know your neighborhood, your neighbors, the location of the local police department and the location of the U.S. Embassy. O. Carry a whistle at all times to attract attention. Its a lot louder than screaming or shouting. P. Be aware of potential pickpockets. They are not all men, some women and children are expert pickpockets They will: 1. Jostle you, to distract you 2. Ask for directions or time 3. Beg for money 4. Point to something spilled on your clothing or have another means to distract you.
5. Have an accomplice that steals your belongings. Q. Carry your personal bag or purse with the shoulder strap across your chest for security. R. Do not wear clothing that declares your United States Citizenship. It may make you a target. S. Wear the Church World Service logo clothing as much as possible. PUBLIC TRANSPORTATION A. In most countries staff will want to refrain from taking public transportation. However, if you must use public transportation, use private cabs. Use taxis that are clearly marked. Be wary of unmarked taxis. B. When traveling on trains or buses, be aware that organized, systematic robberies, sometimes occur. (It is more common at night and especially on over night trains.) 1. If you notice someone standing near you on the platform or in the station, move away from them. If they follow, notify the Station Master or call attention to yourself. Remember your whistle. 2. If someone blocks your way in an isle of the train, move away from them. Find the conductor or call attention to yourself. Whistles work on trains too. 3. If you are traveling in a train compartment, lock the door or prop it shut. 4. Do NOT accept food or drink from a stranger. Criminals are known to drug fellow passengers. HOTEL SAFETY A. When choosing a hotel, make sure the hotel is in a common part of the city. Avoid: 1. Hotels in questionable areas 2. Hotels in remote areas 3. Hotels in suburban areas
4. Hotels near possible military targets B. Remove name tags you may be wearing before you enter the building to rent it and at any time you are walking the grounds. C. Preview the room before you rent it. 1. Make sure the windows (on lower floors) do not have bars that prohibit an emergency exit. 2. Make sure there is at least one (preferably two) alternate exit. 3. In zones of conflict try to stay on the upper floors to avoid explosive shelling and car bombs. 4. Make sure the door locks are adequate. D. Do not enter elevators with anyone who makes you feel uneasy. E. Keep your hotel door locked at all times and the curtains closed. Always use
deadbolts. Prop the door shut with a chair when you are in the room. F. Never open the door to a knock unless you know who is at the door. In zones of conflict use code words to verify it is safe to open a door when a friend knocks. G. Meet visitors in the lobby. H. Do not leave money or valuable in the room when you are out. I. Read the fire safety instructions in your room. Count the doors and steps to the stairwell and other emergency exits. It could save your life. PERSONAL ATTACKS A. The first and most important thing to do, if attacked, is to SURVIVE. SURVIVAL IS THE PRIMARY OBJECTIVE 1. Nothing you possess is worth your life! 2. Give up any material possession, passport, money and jewelry. B. Remember there are no hard and fast rules to a situation. 1. Keep Calm. Panic will get you hurt.
2. Maintain visual contact with the attacker. Watch his hands, not his eyes. If he takes an action to hurt you it will be with his hands, not his eyes. 3. Try talking your way out of the situation. 4. Give in to demands as necessary. 5. If you choose to resist: Shout, scream, blow your whistle or honk your horn. Run, if possible! If you carry a bag or briefcase, position it between you and the attacker, use it as a shield. C. Practice the actions you might take if threatened. People react the way they train (or practice), so if you practice shouting and running away, it will become second nature and automatic. D. If injured, secure first aid. If a colleague is injured secure first aid. E. Do not pursue the attacker. REMEMBER THE PRIMARY OBJECTIVE. F. Report the incident: 1. To the local authorities 2. To Church World Service Headquarters in New York and Church World Service Security. G. Request a Critical Stress Debriefing. SEXUAL ASSAULT A. Some facts about Sexual Assault 1. Everyone, male and female, are potential victims of sexual assault. 2. Sexual Assault is a crime of power and violence, sexual contact is just the vehicle for the attacker to prove he or she has power over you. Broadly speaking: attackers fall into one of four categories: Anger Attackers Power Attackers Sadistic Attacker
Opportunistic Attackers 3. Most sexual assault are committed by an acquaintance of the victim. 4. Sexual Assaults are the least reported of all crimes of violence. 5. Victim Selection: The victim is usually a pre-selected target or a target of opportunity. Attackers approach their victims in one of three ways: The Con: Tricking a victim into accompanying the attacker. The Blitz: The victim is overwhelmed or over powered by the attacker.
The Surprise: The victim is attacked by surprise. 6. The attacker will maintain control of the victim through: Mere presence Threats Force 7. The push-off is usually when the attacker decides to punish or kill the victim. B. The options for response to a sexual assault are limited. The choice is strictly up to the victim. There is no right or wrong way to react. REMEMBER THE PRIMARY OBJECTIVE IS TO SURVIVE. 1. Submit: If the victim is in fear for his/her life, they may choose to submit to the crime. 2. Passive Resistance: Do or say anything to ruin the attackers desire to have sexual contact. Tell him you have aids, diarrhea, make yourself vomit, anything distasteful or disgusting. 3. Active Resistance: any type of physical force one can muster to fight off the attacker, such as striking, kicking, biting, scratching, shouting, and running away. NOTE: Remember the primary objective. Do whatever you have to do to survive. Go with your instincts (There is a lot of Monday Morning Quarterbacking about how someone else would respond, but the truth is, no one knows how they will react and the way you react will be the right way for you and the given situation).
C. After the assault has concluded and you have survived, only you can decide whether or not to report the incident. 1. If you choose to report the incident: report it to the police, to Church World Service Headquarters in New York and Church World Service Security. Understand that the police will question you and, in some countries, it may sound like they dont believe you or that it is your fault. Understand you may be taken to the hospital for an examination and possible treatment for diseases. Understand that if the suspect is caught, you are in for a long ordeal 2. If you report the incident to Church World Service Headquarters: You should know you are entitled to take up to two weeks paid leave while you recover. You should know that you are entitled to participate in a Critical Stress Debriefing. You should know that counseling will be provided for you. You should know that you have the option of repatriation. You may go or stay, with full support of colleagues and managers. D. Sexual Assault and its aftermath can be a nightmare. Remember that you are not alone. Others have also been victims, survived and can offer support. E. Some facts you should know about recovery: 1. You may blame yourself. Remember: the assault was NOT your fault! 2. You will second guess yourself and wonder what you could have done different to prevent the attack.. This is normal. 3. Your body will go through some physical changes as it recovers and heals. 4. You will go through a gambit of emotions. For a time you will not be able to think of anything other than the assault. You may think you are going crazyyoure NOT. Almost any reaction is normal. You have every right to cry, scream or be as upset as you feel.
You may become angry. Peoples reactions may hurt youthey do not understand. Despite all this: Remember you are the victim of a crime.
Remember you are a good person. Remember this is a serious incident. Take good care of yourself. Remember you are a survivor. You will survive. Remember to seek professional help if you feel you are losing control or cannot handle it alone. F. Emotional first aid is important: 1. Do whatever makes you feel better. 2. Hang on. Take it five minutes at a time if you have to. 3. Take out your feeling on your attacker. Stand in the middle of the room and scream all things you want to tell him. 4. If someone is reacting to your assault in a manner that hurts you or upsets you, stop them and get away from them. Even if it is your parents or husband/wife. You come first! 5. Try to think of what would be good for you and do it! 6. Make yourself talk about it to as many sympathetic people as you can. 7. Remember you are safe. 8. Remember there is nothing to be ashamed about. 9. Remember you have survived. THREATS A. Threats should always be taken seriously. B. When faced with a threat: 1. Keep it relatively confidential, dont tell all your friends and neighbors. 2. Report the incident. Complete a security incident form. 3. Heighten your personal security alertness and take security precautions. Vary your routes to and from work Dont travel alone. Follow the security precautions outlined for vehicle safety.
NOTE: The materials in this section should not be considered all inclusive. They are simply standard recommendations, policies and procedures to help individuals avoid becoming victims. Other materials may be more appropriate in certain situations.
SECTION FIVE: CONFLICT MANAGEMENT

KEYWORDS
Key Concepts for Consideration Power Gender Diffusing Anger, Hostility and Aggression
The consummate leader cultivates the Moral Law and strictly adheres to method and discipline; thus it is in his power to control success. -Sun Tzu Whether one is approaching a dangerous checkpoint, explaining an unpopular NGO policy to angry locals, or negotiating in the midst of a hostage taking crises,
conflict analysis and interpersonal skills can literally mean the difference between life and death. In every situation, developing the individuals and the teams capacity to deal with, manage and resolve conflict is crucial. To this end, each staff member must work diligently to improve his/her personal skills for the handling of crises. For,
as the individual develops, so shall the team. KEY CONCEPTS FOR CONSIDERATION A. Security is complex and multi-dimensional. It is achieved by the awareness of external threats, the deterrence of threats through methods and measures taken, and the ability of the individual/team to interact with the persons creating the threats. B. Security is interdependent, that is, the security of the individual or the group is dependent on the security of those around them. Individual approaches to security are usually ineffective and can actually increase the danger of situations. C. Communication is the basis for all relationships, good or bad. Effective communication skills build healthy stable relationships, which can prevent dangerous situations from developing and diffuse those which have already developed. D. Respect for other individuals and groups is an indispensable, non-negotiable skill required for the development of security. E. Recognizing, understanding and respecting an individuals or groups motives in a conflict is a critical element of security. F. Understanding the dynamics of power is an essential component for achieving security. Many people do not understand what creates power for themselves and/or others, but once understood, it helps gain insight into the their motives and the motives of others. In turn, this allows one to explore the options available in a crisis or threatening situation. POWER
A. Power gives us the ability to accomplish that which we desire. It is present in everything we do and in every relationship, whether we realize it or not. It can be either productive or destructive. The choice is ours. B. Physical strength and/or military might are often associated with power, but in reality, there are several more potent sources of power. One of the most powerful sources of power comes from within ones self. Sometimes, power is assigned to us without our knowledge or recognition, such as from our gender, ethnicity, religious beliefs, and nationality. Consider the power comparison chart on the next page. POWER COMPARISON CHART More Powerful Less Powerful Adults: (especially age 30-55) Youth (Especially those under 20) Men Women White skin color People of color Rich (those perceived as wealthy) Poor (those without access to money) Supervisor/boss/ director Employee/worker People without disabilities People with disabilities Those able to threaten or coerce Those less able to threaten or coerce Tall People Short people Those able to organize, persuade or pressure. Those less able to organize, persuade or pressure People from a western culture Those not from a Western culture Those formally educated in the west, with western know how. Those not formally educated in the west, without western know how. Christian Jewish, Muslim, Buddhist, Hindu and others Western standard of living. Non-western standard of living.
Hi tech equipment Lack of high tech equipment.

Paul Kievel (MCS Manual 1996)
C. The following is a list of ways in which power is related to security: 1. Disparity in power: a dynamic that appears in many conflicts and insecure situations. 2. Power can either mean power over or power to. Power is often used to dominate others and impose ones beliefs or goals on another, but it can also be used individually or jointly to accomplish goals.
3. In conflict or crisis situations, the careful evaluation of power can be effective in directing goal accomplishments. D. Each staff member needs to evaluate and understand his or her own source of power. Conflict and crises management starts with managing ones self, for we have more control over ourselves, than anyone else. Individuals who are aware of their personal preferences for dealing with crisis and conflict, and understand the impact of their style on others, are less likely to behave in ways that create or escalate crisis than those who are unaware. Moreover, those who are aware of their style preferences and tendencies, and sensitive to the preferences of others, are much more likely to be able to negotiate the mine fields of human interaction and function as an effective team member. GENDER A. Regardless of how advanced or depraved (depending on your cultural perspective) the western view of gender is considered, there are some differences which must be recognized. Not the differences of the sexes, but the differences in which some cultures view, treat and react to them. B. Women face a greater risk of threat than do men in certain cultures and situations. On the other hand, men may face greater threats than women in certain matriarchal societies. Regardless of the situation, the concern for gender based security threats must be recognized by NGOs. C. Women must be cognizant of the security risks inherent in a world where they are exposed to a much higher degree of exploitation and abuse than men. For example, in some patriarchal societies, women are expected to take a position secondary to men. This secondary position may include a subtle pressure to maintain a low profile or specific laws dictating how they are allowed to dress, act and speak. Failure to follow the norm or obey the laws of these cultures, substantially increases a womans security and the security of their group. D. Men also face gender-based challenges in security situations. Too often, men of western cultures succumb to the macho male syndrome. This is the situation where the male feels he must be large and in charge. It is a situation that can get him and others injured or killed. Men must learn to step back in certain situations and in certain societies, for the interests of himself and the group. E. Consider these basic rules of gender conduct:
1. Expatriates, both male and female, should wear clothes considered appropriate for outsiders. Your dress should indicate respect for the local culture and convey the right message about how you expect to be treated. 2. Make sure you understand the ground rules for personal relations between men and women, especially between expatriates and local people. Know and understand the levels of familiarity that are acceptable in the local culture. Know how people react to public displays of affection. Know the implications for local people, especially women. Who are perceived to be in a relationship with an expatriate. Know how it might affect their reputation or standing with their families and the community. 3. Recognize that it is not always acceptable for women to work or travel
with men. It may be better, in certain situations, for two or more women to travel together. 4. Men should take care not to unintentionally intimidate women. For example, men should not block the path of a woman in certain societies or follow them closely at night. Definitely, men should never make disparaging comments, stare at a woman, or whistle at them. 5. Expatriate men and women are often assumed to be more sexually available than local people. Since this assumption can increase ones vulnerability to verbal or physical assault, women and men alike should avoid reinforcing this impression by their comments and/or behavior. 6. In some cultures, the gender role of expatriate female staff is ambiguous; they may be treated to some extent as honorary men. And, some expatriate women refuse to accept local restrictions regarding their dress and behavior, but as a general rule, it is safer to observe the local norms and laws of the host society. DIFFUSING ANGER, HOSTILITY AND AGGRESSION A. As previously mentioned, communication plays an extremely important role in conflict and security related incidents. Communications experts often talk about speaking as a process of encoding and listening as a process of decoding. We all speak and listen, encode and decode, through filters of our own experiences and beliefs. This process can cause miscommunication on the part of either the person speaking or on the part of the person listening. In other words, What I said, may not be what you heard. This miscommunication can occur even in the most trusted of relationships. B. The specific strategies for dealing with the anger of others will differ depending on the degree of escalation reached in their anger. The strategy
you choose will, for the most part, be based on a judgement call. In general, there are three productive options you may choose. 1. Diffuse the hostility: Making an effort to reason with and perhaps sympathize with the individual. This is most appropriate in the initial stages of anger escalation. Recognize the aggressor is often feeling threatened, anxious and fearful and will respond even more aggressively if he/she feels more threatened. Focus on communicating respect with listening, speaking and nonverbal communication skills. Cooperate with armed aggressors unless their demands are outrageous. Remain calm Show an interest in meeting the other persons needs or resolving the issue. Help the other person save face. 2. Making an assertive request: Basically, this is an attempt to set a limit with respect to destructive, escalating behavior. (It is usually not an appropriate strategy, if the person is armed or presents a potentially lethal threat.) Effective assertion skills do entail an attack on the individual. Assertive confrontation can clarify the situation, your intention and help identify your response as feedback on their behavior. It sets constraints. For example, telling an angry person to stop shouting so you can understand and help them. 3. Disengaging from the encounter: The act of leaving the situation, thereby eliminating the risk of escalation. (In some armed situations this option may not be available.) C. Communication research shows that as much as 80% of communication is
non-verbal. Of this percentage, body language is attributed as the most power non-verbal means of communication. We humans communicate through eye movements, facial expressions, body posture, gestures and even proximity. Just as with verbal communication, there are many languages of non-verbal communication and they may vary between cultures. As a result, the following list of non-verbal communication skill is compiled for your consideration: 1. Be conscious of your facial expressions and body posture in terms of local, culturally appropriate customs.
2. Learn what kind of eye contact is appropriate or inappropriate in various settings. 3. Pay particular attention to the proximity or distance between you and the person speaking. This may vary widely. 4. Be very sensitive about the kind of gestures you use. A gesture, which conveys warmth and acceptance in one culture, may be extremely offensive in another. 5. Be aware of squaring off (facing a person eye to eye) with a person. This may be interpreted as aggressive. It is better to stand with one side toward the person. D. Listening skills are crucial to security. The ability to listen well will assist you in assessing threats and analyzing the situation as a whole. Most people think speaking well is more important, but communication experts say listening skills far exceed the skills of speaking well. Everyone wants to be heard and to be understood. People often become angry and/or aggressive only after a lengthy period of no one listening to them or being recognized collectively or individually. By listening effectively, one may find he/she can effectively diffuse an angry or threatening situation. Consider these effective listen skills: 1. Empathize: Put yourself in the other persons shoes and try to understand how they feel. 2. Listen for the feelings or emotions expressed by the speaker and the specific content they are trying to communicate. 3. Validate the other person. This does not mean you have to agree with them, only that you have heard them and that you understand their position. 4. Paraphrasing, or restating their own words, is sometimes a good way to let them know you understand them. 5. Clarify the situation. Ask questions to get more information about them problem. 6. Gather information and try to gain a better understanding of why they are acting or feeling the way they do. 7. Try to draw out underlying interests. 8. Be quiet!
9. Use the other persons name when responding to them. Personalize them. 10. Be prepared to repeat yourself. 11. Match and lower the intensity of the conversation and situation E. Speaking skills can also be used proactively to diffuse situations. Through careful reflection on how you approach people, you can greatly increase your control on whether your message is received the way you want it to be and decrease the chances of a hostile response. Centered, non-aggressive modes of speaking about your perspective or needs encourages others to shift their behavior and do the same. Consider the following: 1. Reflect, that is, step back and consider the situation. Clarify your concerns and feelings.
2. Choose the place and time to speak. Make it to your advantage, a time that will facilitate good communication. 3. State your intention to resolve the situation in a positive manner. 4. Speak from your own experiences and needs, rather than what you have heard others say. 5. Be hard on issues, but soft on the person to whom you are speaking. 6. Things to avoid: Responding in a judgmental manner. Interrupting. Giving advice. Sending out false or aggressive non-verbal signals. Blaming Accusations Making assumptions. CONCLUSION
The objective of this section has not been to give specific directives on how to act in certain situations. Rather, it has been to provoke thought amongst individual staff members on how they handle situations and how they might handle them differently. As stated in the beginning of this section, interpersonal skills can mean the difference between life and death. Develop your skills to convey messages via, listening, speaking and body language.
SECTION SIX: OPERATIONAL ALERT LEVELS

KEYWORDS
DECLARATION AUTHORITY OPERATIONAL ALERT LEVELS Phase One-Condition Green Phase Two-Condition Yellow Phase Three-Condition Red Phase Four-Condition Black INTRODUCTION Church World Service staff have always been confronted with risks when working in the field, especially overseas. However, as previously stated, these risks have increased significantly in recent years. Furthermore, it appears these risks will continue to increase in future years.
As part of the security protocols outlined in this manual, Church World Service has chosen to define four levels of security alert stages. These alert stages are designed to help staff categorize situations and assessed threats, so the appropriate response to any given situation/threat may be implemented. The security alert stages defined in this section: A. Are titled and color-coded for ease of identification. B. Will be referred to throughout this manual. C. May be assigned differently in certain parts of the country or city depending on the situations in that particular sector. Not all of the listed conditions in an alert stage are necessary to declare a particular stage of alert. However, if a higher level of alert is declared, all of the conditions and actions from the lower levels will be carried forward to the higher level. Furthermore, if a given alert stage is declared, it is expected that most if not all of the listed security responses should be in place for application. DECLARATION AUTHORITY For the purposes of control, record and analysis: A. Only the Country Director, Area Director, Security Review Team or
designated local security manager may declare a specific alert. B. All alerts should be declared in writing with documented support for the declaration. C. Declarations should be kept on file with a copy being sent to Church World Service Headquarters (and the Country Director if declared by a different source). OPERATIONAL ALERT LEVELS PHASE ONE: GREEN A. Conditions: 1. All public services are functioning at normal levels, including police, military and communications.
2. Crime is within normal limits and a functioning system of justice is in place. 3. There is no impediment to daily life. B. Actions: 1. Business practices are normal. 2. Program development and delivery is at its best 3. No restrictions. PHASE TWO: YELLOW A. Conditions: 1. The police and judicial system are ineffective or in inoperative. Crime is high. 2. There are local animosities towards NGOs, their staff and the programs. 3. Anti-government demonstrations occur. 4. There is significant deterioration of the political or economic system. 5. Martial law has been declared. 6. A coup seems imminent. B. Actions: 1. Verification will be established by the Country/Area Director or designated local security person: That phone numbers and addresses are updated. That all medical records and special needs are documented. Expatriates are registered at the U.S. Embassy and the UNDP. That an internal warden system has been established and updated. That the evacuation plan is compatible with the current situation.
2. Radios, if available, will be disseminated to all administrative staff for 24-hour monitoring. 3. Security information will be coordinated and shared with other NGOs in the area, the UNDP and the U.S. Embassys Regional Security Officer. 4. In offices of five or more staff members, a Security Review Team will be established consisting of administrators and staff. 5. Staff members are required to keep others in the warden system informed of their whereabouts at all times. 6. Vehicles: Will never be left unattended. Will not be operated with less than _ a full tank Will be fully fueled at the end of each day. 7. Travel: All travel is curtailed to trips of necessity only. Routes and times will be varied.
On repeat excursions, vehicles will be varied. 8. Curfews will be considered and/or implemented for times of travel, by the directors or the Security Review Team. 9. No-go zones will be considered and/or implemented by the directors or the Security Review Team for areas or places that may be specific targets, such as political buildings, Expatriate Restaurants/Clubs. 10. A minimum reserve of $500.00 U.S. Cash will be kept on hand for each expatriate staff member. 11. Staff are to be reminded that only the Country Director, Area Director or the designated Public Information Officer will address the media about the current state of events. PHASE THREE: RED A. Conditions: 1. The judicial infrastructure is weakened resulting in widespread lawlessness. 2. There are incidents of local rioting/looting.
3. Terrorist activities or other violence indicates NGOs are being targeted. 4. Fighting has broken out within 20 miles of your location. 5. Business and daily life is seriously disrupted. B. Actions: 1. All responses from Phase Two-Yellow are included and in effect for this Phase, unless specifically updated. 2. All program functions, except those sustaining life, are to be suspended. 3. Leave schedules are moved up and suggested for expatriates. 4. Staff Security Review Teams will meet daily. 5. Depending on situation, Daily or Bi-weekly security meetings will be held with the U.S. Embassy, the UNDP, and other NGOs. 6. A 24-hour dispatcher will be designated to operate office radios and/or telephones. 7. Vehicles Will be kept fully fueled at all times. Will be parked head out. Will contain water and food sufficient for three days. Will carry a minimum of 5 U.S. Gallons of extra gasoline 8. Travel: All travel must have prior approval. All travel destinations, departure times and arrival times will be logged. No travel will be permitted between 6:00 PM and 6:00 AM. At least two vehicles will travel together at all times. Vehicles traveling in number will travel in convoy. 9. Curfews are in effect as determined by directors or Security Review Teams. 10. No-go zones will be specified.
11. Personnel will travel only in pairs. 12. Expatriates will travel in pairs when away from office or home. 13. All staff housing will maintain water and food stocks sufficient for at least three days. 14. All staff will maintain and carry emergency packs which will include a passport copy, current residence permit, re-entry visa, cash, 2 changes of clothing, toiletries and prescriptive medications.
15. Evacuations will be considered. PHASE FOUR-BLACK A. Conditions: 1. Imminent threats against NGOs or Church World Service exist. 2. Economic collapse. 3. Widespread looting or rioting. 4. Sufficient civil unrest as to pose a threat to staff. 5. Open warfare, shelling or fighting in immediate vicinity. 6. Cessation of most public services. 7. Daily life brought to a stand still 8. Survival situation exists. B. Actions: 1. All previous responses apply in this Phase, unless specifically updated in this section. 2. Evacuation is mandated, if situation allows. If not, all expatriate staff will be restricted to their compounds/quarters, the main office, an evacuation assembly point, or moved to the U.S. Embassy or UNDP Compound 3. Staff on leave, are prohibited from returning.
4. Preparations for office closure are completed, including destruction of sensitive documents. 5. Daily contact with U.S. Embassy, UNDP and NGOs mandated. 6. Daily contact with Church World Service Headquarters is required. Note: Escalation or de-escalation from one Phase to another can be completed at any time as dictated by circumstances. De-escalation, from either Phase Three-Red or Phase FourBlack, must be approved by the Security Review Team. This is required due to the severity of the situation, the great amount of stress that is involved in these phases and it reduces the possibility of mistakes. NOTE: THE ACTIONS DESCRIBED IN EACH PHASE ARE CONSIDERED MANDATORY. WILLFULL FAILURE TO COMPLY WITH THESE ACTIONS MAY RESULT IN DISCIPLINARY ACTION.
SECTION SEVEN:
SITE SECURITY
KEYWORDS
Site Selection Perimeter Security
Procedural Boundaries
Security Lighting Office Security Management Areas of Conflict Residential Security Addendum ________________________________________________________________________ SITE SELECTION A. When considering measures related to site security, it is crucial to select sites based on the security approach chosen by Church World Service. This approach includes a mixture of the three primary security approaches: 1. ACCEPTANCE: A position where Church World Service, its personnel, and its programs are recognized and widely accepted as legitimately present to provide aid to those in need. The emphasis, of course, is on the strategy of Acceptance,
2. PROTECTION: The method of employing protective security measures, such as walls, fences, and procedures to protect our personnel and property.
Protection is primarily used as reinforcement for our primary strategy. Despite all our efforts, some elements (especially criminal elements) choose to ignore our neutral aid status, forcing us to employ other security strategies. On the other hand, one must weigh acceptance with the vulnerability of the site and the potential for loss. Protection can be counter-productive to the primary strategy of acceptance. For example: If Church World Service is striving for widespread acceptance of its presence and activities through transparency and open dialogue, it may not be appropriate to choose a site sequestered behind fenced walls with security gates. 3. DETERRENCE: Used only when all else fails. It is, by nature, contrary to our primary strategy of acceptance. Deterrence is only employed when certain factions refuse to accept and recognize the legitimacy of our presence, forcing us to consider it as a security option. The use of this method requires approval from the Executive Management Team. No matter what your choices may be, judgements will be made on those choices by the general population and by others you may or may not intend to influence. The extent to which a security measure, or measures, impacts on the profile of Church World Service and its primary security strategy of acceptance, must therefore be kept in clear focus when assessing sites and taking steps to enhance site security. B. Site security is primarily employed to protect personnel and property from criminals and belligerent forces during times of conflict. Depending on the country, or the given moment, times of conflict may be the primary concern of site security. But, for the most part, the primary concern is for protection against crime. In either case, there are three primary elements required to carry out a crime or belligerent act against our chosen site or our personnel. These elements are: 1. Desire 2. Means (weapons and tools) 3. Opportunity Criminals and belligerents usually have both the desire and the means to commit a crime and/or carry out an aggressive act of violence, they may or may not have the opportunity. Sometimes, they only have the opportunity if we provide it for them. It is paramount, therefore, that site selection and the security measures employed, work to our advantage in reducing the number of opportunities these elements might find to violate our personnel and/or property.
C. Consider these factors when choosing a site : 1. The Neighborhood. Choose a site that is in the best possible neighborhood. Avoid choosing a location in a high crime area. Consider the location of the site in relation to passing traffic. High pedestrian traffic is statistically proven to increase vulnerability because it increases opportunity. Consider the proximity to potential targets, such as military installations or other significant political buildings. 2. Affiliations: Consider the predominant people in the area, their ethnicity, religion, class, political affiliations, etc. Especially those in the immediate vicinity around the site. (It would not benefit our security to choose a site in an area of ethnicity that is opposed to our serving the population of another ethnicity, especially if hostilities exist between the two ethnic groups. It will only make us a target.) 3. Accessibility: Make sure there are multiple routes in and out of the site. Choose a site where at least one road surface is paved. (If possible.)
Check the width of the roads. 4. Services: Make sure water is available. Make sure electricity is available. 5. Structure: Check the overall structure strength of the building. Check to see if there are a sufficient number of windows (at least two) and whether or not they are secured by bars. Check the interior for sufficient office space and a reserve room for shelter. Check the susceptibility of the site for hazards to fire, floods, landslides, strong winds, etc. Make sure trees and vegetation do not provide natural hiding places (cover) for would be intruders. Check to see that visibility around the site is unobstructed. Check the potential for modifications. 6. Physical Boundaries: Access to a site is controlled through a series of physical and procedural boundaries, both designed as methods for blocking would-be intruders from gaining access to the site. These
boundaries may be physical, such as walls or fences; physical and psychological, such as hedges or flower beds; procedural, such as security check-points; or any combination of these. Keep in mind these different boundaries when selecting a site. Clearly defined perimeters, even if just psychological, play a major role in discouraging intruders. Check for natural boundaries, such as hedges or tree lines that separate the outer perimeter from the roadway or fields. Check to see if inner perimeter boundaries exist. Inner perimeter boundaries may be hedgerows inside the line of trees that skirt the property. PERIMETER SECURITY Two basic perimeters divide the site you select, the inner and outer perimeters. The outer perimeter is usually the property line marking the extreme outside of the site. The inner perimeter is considered the exterior of the building on the site. A. OUTER PERIMETER 1. As previously mentioned, an outer perimeter barrier is recommended even if it is just a psychological barrier. The outer perimeter barrier marks the line of your property and serves as a legal reminder for unwanted intruders that crossing it means trespassing. Outer perimeter boundaries include: Fences Walls Bushes 2. The best outer perimeter defenses are considered those with multiple barriers, set down in layers. A good outer perimeter would consist of a block wall established on the property line with at least one hedgerow inside the fence and some flowerbeds as barriers. (See Diagram.)
OPTIMUM OUTER-PERIMETER SECURITY BARRIERS This diagram shows the outer block wall barrier, the hedgerow barriers and the flower bed barriers. Both the hedgerow and flowerbed barriers are nothing more than psychological barriers, but they serve the purpose and add a pleasant exterior landscape. The block wall is the only real physical barrier, but depending on the height and thickness of the wall, it too may only be a psychological barrier. Notice the Escape Route on the backside of the property. In this diagram the wall has been deliberately weakened to allow a car to drive through it in an
emergency escape without doing serious damage to the vehicle. B. INNER PERIMETER 1. Primary door locks: This is the main lock on the door. It is basically designed to keep honest people out and the wind from blowing the door open. Basically, this is a psychological barrier. 2. Secondary door locks: Better known as deadbolts, these are the crux of door security on most buildings. When purchasing, get one that has a one inch through and an outside ring that spins freely. 3. Window Bars: Many of the windows in areas of conflict are covered with bars, so it does not usually impact the image in those places where it is commonplace. 4. Indigenous barrier plants. Choose thorn plants that are indigenous to the climate for placement below windows. In desert climates, it helps to place cactus below the windows. In warm moist climates, roses or other thorny bushes may be chosen. Choose a plant that will grow no higher than midwindow. This will allow people from the inside to use the window as an escape route, but discourage would be intruders from gaining access by climbing over them. 5. Outside annunciating alarm. Choose an alarm that will make a loud outside noise to alert neighbors and possibly scare off intruders.
The best type of alarm to choose is one that uses a passive infra-red detection device and/or magnetic detectors that note the opening and/or closing of the door/window. Make sure the alarm has a panic button for staff or guards to activate in the event they are inside the building when the intruder arrives. If staff live in other parts of the city, it might be advantageous to install a digital dialer, which will automatically open the telephone line and call the residence or specified numbers of staff to inform them of an intrusion-in-progress. (NOTE: If a digital dialer is used, DO NOT rush to the office/warehouse and enter. The intruder may still be present and it could be dangerous. Notify local authorities and have them search the building prior to entry.) PROCEDURAL BOUNDARIES A. Physical boundaries are complimented by procedures, which are designed to establish security conscious patterns of behavior. Procedures determine who enters the building; who has access to certain areas; who has access to what and under what circumstances; and when. B. Procedural boundaries include: 1. A specified list of individuals, denoting their authorization to have access to certain areas or certain types of information. This can be a private list maintained by the Office Director or it may be a published list, so everyone knows who can be where and when. A published list helps staff look out for one another. 2. Controlled access to the building, accomplished by posting a guard or by simply having a receptionist in the front lobby to screen people entering the building. 3. A record keeping system of persons, who enter controlled or sensitive areas, is a low profile security measure. Record keeping systems should be utilized for: Inventory control at warehouses, stores and distribution sites. Visitor records Deliveries of materials and supplies. Key control. 4. A key control system. Key control systems are imperative to determine: Access to certain buildings or areas.
How and where the keys are kept. How many keys are outstanding and who has them. The necessity for re-keying locks.
5. A procedure requiring two staff members to do nighttime security checks. 6. Procedures to check doors and windows prior to closing. SECURITY LIGHTING A. Security lighting is an integral part of any security system. It serves to thwart intruders and to illuminate the area for observation. B. Security lights need to be sufficient for illumination of the entire outer perimeter and for the interior of all buildings. C. In areas where electricity may be intermittent, a back-up generator is a necessity. D. Security light installations or upgrades should include: A main switch for an independent means of turning on/off lights. A connection to the alarm system, so lights automatically turn on when the alarm system is activated. Flood lights for the exterior or the installation of low-sodium vapor lights in areas where available. LSV lights are desirable because of color distortion, which tends to discourage loitering. OFFICE SECURITY MANAGEMENT Good office security procedures are paramount to securing property and personnel. The best security devices in the world are for naught if thieves and other intruders are allowed to enter through the front door during or after business hours. For these reasons: A. Managers, nor Directors, will be exempt from security procedures. Above all, they must set an example for other employees. B. All keys will be strictly controlled. 1. Keys must be kept on your person at all times, not left in drawers or on desktops. 2. Extra keys will be kept in a locked key control box and identified by code only.
3. All lost or stolen keys will be reported immediately and all locks rekeyed. 4. Staff who lose keys, may be required to incur the cost of re-keying all locks 5. Keys must be collected immediately from any employee leaving the area or in the process of voluntary/involuntary termination. C. Visitors: 1. All visitors will be accompanied when on the premises 2. Unknown visitors should be required to leave a drivers license or other form of pictured identification with the front desk.. 3. Workmen without proper identification and authorization should not be allowed on the premises. 4. Janitorial and maintenance work in key areas must be constantly supervised. 5. Visitors and staff should have limited or controlled access to the managers office. 6. All unknown visitors will be challenged in a low profile manner to determine the reason they are on the premises. 7. Visitors will, under no circumstances, be permitted in cash rooms or areas where sensitive information is in residence. D. Cash Procedures: 1. All cash must be kept in a safe.
2. Only two persons in the office are allowed to know the safe combination. 3. Under no circumstances will cash be kept outside the safe. 4. Cash is to be removed only for transfer or transactions. 5. Routes to and from locations requiring cash transactions will be varied. NEVER USE THE SAME ROUTE TWICE.
6. Cash will be counted before it leaves the building and not produced until the time of transaction. Then and only then will it be removed from its hiding place. 7. Cash in transit will be concealed on your person, under clothing or in a briefcase with a carry strap which can be affixed across the couriers chest. E. Doors and windows will be kept locked at any time the building is unoccupied. Two staff members will be required to check windows and doors prior to the close of work each day. AREAS OF CONFLICT A. In areas of conflict or during times of Phase Three-Red and Phase Four-Black Alerts, staff may be vulnerable to snipers, direct attacks, or danger from crossfire. In these instances, it may be necessary to bolster security measures in order to protect personnel. 1. Consider reserving a central room (previously mentioned) as a shelter. This room should be in the basement, if available, or on the ground floor. If it is on the ground floor, it should be an interior room without windows and with no walls serving as an outside structural wall. This shelter room should: Be reinforced by sandbags from ceiling to floor around the entire perimeter of the room. (If there is an adjoining interior room, sandbag the outside area of the room to protect the shelter room. Be careful when sandbagging upper floor rooms. The structure may not support the weight.) Contain a telephone or radio system *. Must contain a first aid kit *. Must contain food, water, and toiletries for at least five days *. (Be sure to rotate supplies.) * Denotes items regularly stored in the shelter. Shelters of this design will withstand small arms fire and nearby blasts of larger shells. They will NOT withstand direct hits from larger shells, such as tank and artillery rounds. 2. If the shelter room is located in the basement: Keep emergency digging tools, such as shovel, pry bar and pickaxe *. Bolster the roof or flooring of the ground floor with steel or wooden beams to prevent the roof from collapsing in on the occupants.
3. If the shelter room is on the ground floor and time permits, sandbag the exterior of the building. (Fill sandbags _ of the way to avoid breakage of the bag.) 4. If there are no interior rooms and/or if the exterior walls are thin, such as with tin sheds, try using 50 Gal. drums filled with sand or water to form a shelter room. RESIDENTIAL SECURITY A. Naturally, all of the preceding information applies to residential site selection. B. There is a clear balance to be considered between keeping a low profile, establishing good relations with the people served by Church World Service, and by living in a secure location. Among NGOs, it is commonly considered
a necessity to live among the people for purposes of credibility. At the same time, one must consider ones safety when choosing a place to live. Consider the following case study presented by InterAction: Choosing a place to live, even if the excursion is a short-term visit, must be considered a priority, or measures must be taken to offset possible problems that are, or might be encountered. Consider the following case studies. CASE STUDY During a civil war in a central African country, an expatriate NGO water engineer worked in a zone of conflict by day and returned to the capital at night for security reasons. In choosing a living, site, he decided to live in an area of the city where he could associate with people from the same tribe that he worked with during the day. This was done for reasons of establishing credibility. A few weeks after moving in, he and his girlfriend were leaving the residence, when they saw an army security patrol approaching at a distance. Without warning the patrol opened fire on his vehicle. Thinking they mistook him for someone else, he shouted out the window to stop shooting. Instead, the soldiers kept firing. The worker put the vehicle in reverse and left the area. He was unhurt, but his girlfriend suffered a minor wound. On investigation of the incident, it was learned that the undisciplined soldiers were in the habit of regularly roaming the streets to steal from the people labeled as the enemy. The NGOs neighbors opposed the local government and were therefore considered the enemy. It was not in the soldiers interest to have an outsider witness their illegal activities, so they
CASE STUDY Two CWS staff representatives recently traveled to Rwanda for a training seminar. One member was a security expert accompanying the Seminar Director. They were met at the airport by a staff member and escorted to a local hotel. That evening, the staff member informed the new arrivals of the genocide horrors and atrocities, which took place a few years ago. Some of these atrocities included the stories of religious leaders who had locked their congregation inside the churches and then helped slaughter them. The next night the group stayed at a church compound, where they would be housed for the remainder of the week. The compound was located in the residential portion of the capital, away from main stream traffic. Security for the outer perimeter consisted of a main gate for ingress and a hedgerow, which acted as a fence. At night the perimeter was patrolled by an armed guard, who was a soldier in the national army. The rooms, or dormitories, all had bars on the windows that prevented any means of escape in the event of a fire or other problem. The security staff member felt uncomfortable staying in the church compound. He was also concerned about the fact they had not registered at the embassy or taken any other security precautions for this trip. He discussed his concerns with the Seminar Director and suggested moving back to the hotel. The Director felt the compound was safe and believed they needed to stay on the grounds for reasons of credibility with local persons attending the seminar. That same morning, war was declared in the Congo. The security staff member again approached the Seminar Director, pointing out the possible complications of the war declaration and residing within in the residential area of the city. For security reasons, it was decided that the security staff member would take up residency at the hotel, but the rest of the group would remain at the compound. This arrangement would allow the group inside the compound to have contact, via radio, with the security staff member at the hotel. If assistance was needed as the result of some unforeseen problem, or the war, the security staff member could arrange for assistance via the embassy.
Despite the problems encountered, the security staff member and the Seminar Director, alleviated the threat to the best of their ability. At the same time, they were able to meet the credibility standards they felt needed to be addressed. C. Cluster housing, that is, the practice of several staff members living in close proximity to one another. This practice can be advantageous for a number of reasons: 1. A small scale neighborhood watch can be implemented where staff members and their families watch out for their neighbors and the neighbors property. 2. Travel to and from work can be done in convoy or rides can be shared. 3. Travel for evening socializing is reduced. 4. Radio contact in the evening is enhanced. 5. During Phase Tree-Yellow and Phase Four-Black Alerts, one house can be designated as the shelter house alleviating the need to increase security at all residencies. 6. Moral support in times of conflict is enhanced. D. The choice to move into an apartment or a house is also of importance to security. Most apartments and landlords do allow one to make any modifications to the building. On the other hand, it may be cheaper to enhance those security measures that you are allowed to implement in an apartment. If you choose an apartment, make sure an appropriate deadbolt is on every door. If possible, choose an upper floor apartment, which will be harder for an intruder to gain access. And, check with the landlord to determine what modifications you can prior to moving into the apartment.
SITE SECURITY ADDENDUM ONE OFFICE SECURITY SURVEY The purpose of a site security survey is to assist staff in addressing the security needs at each site. It will assure staff that all needs will be addressed to the best of their ability and resources. GENERAL INFORMATION: NAME OF SURVEYOR:____________________________________ DATE:_______________ SITE LOCATION__________________________________________ PREVIOUS SURVEY DATE:______________________ LANDLORD_____________________________ ADDRESS__________________________________ COUNTRY______________________________ TELEPHONE_______________________________ SITE DESCRIPTION WALLS: BRICK WOOD FRAME SHEET METAL
Church World Service Security Manual: Introduction ADOBE OTHER______________________________________________________________
______________ WINDOWS: (NUMBER THE WINDOWS FOR REFERENCE) TOTAL NO. OF WINDOWS______________ TYPE______________________________ GLSS BROKEN IN: WINDOW NO._________ WINDOW NO._________ WINDOW NO._________ WINDOW NO._________ WINDOW NO._________ WINDOW NO._________
WINDOW LOCKS ON ALL WINDOWS ALL LOCKS FUNCTION SOME IN NEED OF REPAIR
THAT OPEN
WINDOW NO. ______ NEEDS REPAIR TYPE:_____________________________ WINDOW NO. ______ NEEDS REPAIR TYPE:_____________________________ WINDOW NO. ______ NEEDS REPAIR TYPE:_____________________________ WINDOW NO. ______ NEEDS REPAIR TYPE:_____________________________ WINDOW NO. ______ NEEDS REPAIR TYPE:_____________________________ DOORS: (NUMBER DOORS FOR REFERENCE)
TOTAL NUMBER OF EXTERIOR DOORS___________ TYPE OF CONSTRUCTION: HOLLOW CORE (MUST BE REPLACED WITH SOLID CORE OR STEEL) SOLID CORE STEEL STEEL FRAME WITH GLASS (MUST BE REPLACED WITH SOLID CORE OR STEEL) SECONDARY LOCKS: DEADBOLTS ON ALL EXTERIOR DOORS INSTALL SECONDARY LOCKS PRIMARY POWER SOURCE
LOCAL GOVERNMENT RELIABLE NOT RELIABLE GENERATOR GOOD CONDITION FAIR CONDITION POOR CONDITION GENERATOR PROVIDES POWER TO RUN: INTERIOR LIGHTS PERIMETER LIGHTS ALARM SYSTEM RADIO EQUIPMENT WORK EQUIPMENT Church World Service Security Manual: Introduction
PERIMETER SECURITY
OUTER BARRIERS BUSHES HEIGHT__________ FENCE HEIGHT__________ BRICK WALL HEIGHT__________ SECONDARY BARRIERS IN PLACE TYPE____________ NOT IN PLACE VIDEO SURVEILLANCE GUARDS INNER BARRIERS ALARM SYSTEM TYPE__________________________________________________________ TYPE OF SENSORS__________________________________ TYPE OF SENSORS__________________________________ TYPE OF SENSORS__________________________________ LOCATION OF MAIN PANEL_________________________________ PERIMETER LIGHTING NORMAL LIGHTS FLOOD LOGHTS CONNECTED TO ALARM BLIND SPOTS: LOCATION 1__________________________ 2___________________________
INTERIOR SHELTER
EXISTS OR AVAILABLE FOR DEVELOPMENT TELEPHONE N ROOM RADIO SYSTEM AVAILABLE IN ROOM SUFFICIENT SIZE FOR ALL PERSONNEL NOT IN EXISTANCE OR NOT AVAILABLE Church World Service Security Manual: Introduction
ACCESS CONTROL PROCEDURES

PUBLIC/VISITOR CONTROL SYSTEM/USED KEY CONTROL SYSTEM/USED ONE PERSON CONTROLS KEYS MASTER LOG OF KEYS DISPENSED KEYS KEPT IN LOCKED BOX MISSING KEY POLICY EXPLAINED
FIRE AND SAFETY EQUIPMENT

RADIO EQUIPMENT AVAILABLE BASE STATION BASE STATION IN SHELTER ROOM HANDHELD NO. AVAILABLE______________ RADIO PROCEDURES IN PLACE AND USED SPRINKLER SYSTEM FIRE EXTINGUISHERS NO. AVAILABLE_____________ TYPE________________ FIRE EXTINGUISHER IN SHELTER ROOM FIRST AID KITS WELL STOCKED ONE IN SHELTER ROOM
GUARDS
EMPLOYED CONTRACTED RADIO EQUIPPED CONTROLLED BY ORGANIZATION CONTROLLED BY OTHERS ARMED Church World Service Security Manual: Introduction NON-LETHAL WEAPONS LETHAL WEAPONS: GUNS APPROVED BY EXECUTIVE MANAGEMENT TEAM NOT EMPLOYED
CRIME: LOW CRIME AREA. AVERAGE CRIME AREA HIGH CRIME AREA CRIMES AGAINST PROPERTY CRIMES AGAINST PERSONS CRIMES AGAINST NGOs SOURCE OF INFORMATION: 1___________________________ 2___________________________ SECURITY LOCAL PERSON RESPONSIBLE NAME:________________________________ CONTACTS MAINTAINED WITH UN CONTACTS MAINTAINED WITH U.S. EMBASSY STAFF IS BRIEFED ON ARRIVAL IN COUNTRY STAFF IS REGULARLY UPDATED BRIEFINGS FOR FAMILY MEMBERS SECURITY MANUAL ON FILE AND READILY AVAILABLE SECURITY TRAINING PROVIDED
KEYS SECURITY LOG
NAME:________________________________ DATE:________________________
KEYS PROVIDED: 1. KEY NO.______ OPENS/OPERATES:____________________________ 2. KEY NO.______ OPENS/OPERATES:____________________________ 3. KEY NO.______ OPENS/OPERATES:____________________________ 4. KEY NO.______ OPENS/OPERATES:____________________________
NAME:________________________________ DATE:________________________
KEYS PROVIDED: 1. KEY NO.______ OPENS/OPERATES:____________________________ 2. KEY NO.______ OPENS/OPERATES:____________________________ 3. KEY NO.______ OPENS/OPERATES:____________________________ 4. KEY NO.______ OPENS/OPERATES:____________________________
NAME:________________________________ DATE:________________________
KEYS PROVIDED: 1. KEY NO.______ OPENS/OPERATES:____________________________ 2. KEY NO.______ OPENS/OPERATES:____________________________ 3. KEY NO.______ OPENS/OPERATES:____________________________
SITE SECURITY ADDENDUM THREE VISITOR LOG

DATE TIME IN TIME OUT NAME REPRESENTING PURPOSE OF VISIT
SECTION EIGHT: VEHICLES AND TRANSPORT

KEYWORDS
Vehicle Selection Journey Rules and Procedures Legal Documents Checkpoints Vehicle Maintenance Convoys Vehicle Equipment Hijackings Employment of Drivers Armed Conflict Journey Preparation ________________________________________________________________________ at least 50 % of all security incidents occur during travel. Establishing and following procedural guidelines is essential to the operation and mission of Church World Service. Vehicles are working tools, a means of transportation and, in insecure environments, a means of escaping danger. It is, therefore, mandatory for management and staff to ensure the guidelines of vehicle management are practiced and followed by all.
VEHICLE SELECTION A. Most NGOs in the field can easily be spotted by the Land Rovers they drive. In some respects, the Land Rover and similar vehicles are symbols of the NGO and their mission. They can also be a symbol of incredible wealth, a symbol that can incite envy and hatred, a symbol that can turn the vehicle and its occupants into targets for hijackers and zealots. B. There are several key points to consider in choosing the right vehicle for the purpose of the mission: 1. Visibility: Depending on the country and the situation, one must decide on whether it is advantageous for a vehicle to be visible as belonging to an NGO or to be one that blends in with local traffic.
In some countries the terrain will mandate four wheel drive. New four-wheel drive vehicles may increase the opportunity for theft or hijacking. Vehicles resembling local vehicles may be better for spare parts. 2. Vehicle condition and reliability:
Vehicle reliability is essential. Locally purchased used vehicles must be inspected and road tested, by a qualified mechanic prior to purchase. New vehicles should be road-tested prior to purchase. 3. Fleet standardization: Consideration must also be given to purchasing vehicles of similarity, when more than one vehicle is used by the organization. Standardization ensures driver familiarity. Dissimilar vehicles require more maintenance and prohibit interchanging of parts. 4. Fuel availability: Gasoline or diesel Choose the fuel type based on what is most available. 5. Engine Size: Choose an engine size that provides sufficient power to haul loads and to maneuver out of dangerous situations. Avoid choosing an oversized or turbo charged engine. 6. Two vs. four-wheel drive: Terrain may dictate four-wheel drive vehicles. Four-wheel drive requires more maintenance. Two-wheel drive vehicles consume less fuel. 7. Trucks; long or short wheel base: Long-wheel based vehicles can carry larger loads and are more stable off-road. Short-wheel based vehicles help avoid high centering in rough terrain. 8. Electric accessories:
Consider electric features that allow the driver to close windows and lock all doors from the drivers seat. This can be essential in an emergency. Electric accessories are costly and can require more maintenance. 9. Fuel Tanks: Most vehicles can be fitted with large capacity or spare fuel tanks. Have spare fuel tank switches hidden from normal view. 10. Anti-theft devices: Make sure all vehicles have lockable wheel nuts and gas caps. Consider a fuel cut-off switch that disables a vehicle after it is driven a short distances (usually no more than a mile). Install an alarm (one with remote that locks/unlocks doors and sets the alarm). 11. Disable: Disable audible warning devices, such as those indicating a door is open or that the key has been left in the ignition. These devices are irritating and may cause problems at check points Disable any interior lighting system that automatically illuminates when doors are opened. These systems silhouette occupants and make them targets for gunmen. LEGAL DOCUMENTS A. Make sure that all vehicles have the necessary documents denoting: 1. Ownership 2. Registration 3. Insurance 4. Any other papers required by the local government. B. Make sure all documents are current. VEHICLE MAINTENANCE A. Servicing and maintaining vehicles is an absolute must to keep a vehicle in good running condition and to prevent breakdowns. This is even more important in
areas of conflict. B. Do NOT run vehicles past the due date for inspection and maintenance.
C. Procedures: 1. Set up a log for each vehicle and record all inspections, maintenance and repairs. 2. Inspections: Inspections are to be conducted on a daily basis by drivers or staff members operating vehicles. Supervisors must inspect vehicles once a month, with copies of inspection sheets forwarded to the Country Director. Items to be checked on daily and monthly inspections: Fuel level Oil level Radiator water level Brake fluid Power steering fluid Fan belts Battery fluid Lights: headlamps, tail lights, blinkers and back-up Tire tread and Tire pressure Spare tire Tools Windows and doors First aid kit Vehicle documents Cleanliness of interiors. 3. Servicing and maintenance: May be serviced by qualified staff May be serviced by contracted mechanics If serviced by staff, then vehicles must be checked by contracted mechanics at least every three months. Items to be regularly serviced every three months/3,000 miles: Oil and oil filter change Fuel filters. Grease 4. Repairs must be completed by qualified mechanics. 5. Vehicles must be inspected before traveling long distances or on excursions outside of cities, especially in zones of conflict.
VEHICLE EQUIPMENT A. All vehicles must contain the following items: 1. Owner manual 2. Spare tire and tools to change tires. 3. A set of tools consisting of: Flathead screw drivers (sizes 1 & 2) Philips screw drivers (sizes 1 & 2) Pliers (one) Cannel lock pliers (one medium size pair) A set of metric or SAE sockets. Feeler gauges Wire brush 4. Spare parts:
Extra spark plugs Extra distributor cap 5. Tire gauge, tire pump, tow rope, shovel, jumper cables, flares, reflectors and/or flags 6. First aid kit 7. Fire extinguisher 8. In zones of conflict, each vehicle must carry: Extra fuel Three days food/water rations for each person. Radio equipment EMPLOYMENT OF DRIVERS A. A decision must be made as to whether or not the local office should hire drivers for their vehicles. There are several advantages and disadvantages to hiring contract drivers. In making this decision, one must consider that:
1. Employed drivers relieve staff from the strain of driving after a hard day of work. 2. Employed drivers know the terrain, conditions and routes. 3. Employed drivers will be competent in the local language and can help in passing through checkpoints, obtaining information and security matters. 4. Contract drivers ensure two people in the vehicle at all times. 5. Employed drivers of one ethnic, religious or political group may place personnel in danger of attack from opposing groups. 6. Local drivers may have hidden agendas or may be influenced by pressure, bribes or threats to provide information or commit a certain action that would be harmful to personnel or the organization. B. Selecting hired drivers 1. Drivers must be selected on a fair and impartial basis. 2. Drivers must know the local language(s) of the area(s) in which they operate. 3. Assess driver applicants: Vision Knowledge of the area Knowledge of local procedures Knowledge of safety procedures and vehicle maintenance Ability to read and write, for record keeping (logs) Ability to drive safely C. It is the drivers responsibility to: 1. Complete daily inspections 2. Fuel the vehicle 3. Clean the vehicle 4. Report defects 5. Keep a log of inspections and transports 6. Report security situations.
D. It should be explained to any potential driver that the following are grounds for immediate dismissal: 1. Consumption of alcoholic beverages on the job or at any time when operating a motor vehicle. 2. Falling asleep at the wheel. 3. Theft of any kind 4. Use of the vehicle for personal reasons 5. Negligence resulting in an accident. JOURNEY PREPARATION A. Preparing for a journey, even short ones, can make the difference between safely
arriving at your destination time, breakdowns and delays or not arriving at all. Plan and prepare for all trips to ensure your safety, the safety of others and the safety of the mission. B. Check the vehicle(s) to be used on the journey to ensure all the required equipment is on board and ready for use. Also, complete a vehicle inspection at this time, even if one was done earlier in the day. Fill the fuel tank. C. Check to make sure all the necessary documents are in your possession, the possession of the driver(s), or in the vehicle(s). D. Make sure you know exactly what is on/in each vehicle. Dont be surprised at a checkpoint inspection. It could be dangerous. E. Secure maps of the area(s). Check all routes to be sure they are passable. Plan alternate routes. Note towns, checkpoints and other way points. F. Check the security situation of the journey. Determine: 1. If there are any areas to avoid. Conflict control issues. Due to mines in any of the areas. Due to bandits operating in any areas. 2. Take necessary precautions. 3. NO WEAPONS unless authorized.
G. Depending on the situation, you may or may not want to mark vehicles. If one wants to keep a low profile, use vehicles that will not attract attention. However, if vehicles are to be marked, make sure the marking are on all four sides of the vehicle. H. Brief all drivers and personnel concerning the purpose of the journey, the destination and the cargo being carried. Make sure everyone is carrying necessary documents. I. Check Radio equipment. J. Plan travel to conform with curfews times. K. File a journey plan with the area office. Include: 1. Vehicle details 2. Persons on journey 3. Radio call signs
4. Routes, planned stops, destination and times of departure/arrival
L. Keep a log of the journey. JOURNEY RULES AND PROCEDURES A. It is the policy of Church World Service to transport only those persons authorized for travel in a company owned or rented vehicle. Each marked vehicle must post an Authorized Personnel Only sticker in the front window and have a letter denoting this policy on board. Unmarked vehicles must have the letter of policy on board. The policy letter must expressly state the refusal to transport unauthorized persons and the refusal to transport armed persons under any circumstance. B. Always park vehicles in a manner ready for departure (facing out). C. Do not travel alone! Persons traveling alone, especially women, are more likely targets. Two people can handle situations better than one. D. If journeys are repetitive, vary the routes. Routine routes increase the chance for victimization. E. Do not leave the planned path or roadways. Driving off road increases the possibility of encountering mines, unexploded ordnance and criminal activity. Leaving the planned path makes it more difficult to find you.
F. Approaching a vehicle to gain entry: 1. Look up and down the street to determine if any suspicious people or vehicles are lurking about. If necessary, delay your entry to the vehicle. 2. Check the area around the vehicle for suspicious objects. If found, DO NOT
TOUCH. Stay away from the vehicle. (See bombs section.) 3. Check the wheel wells to make sure someone has not placed an object in it. 4. Check behind and in front of the tires for sharp objects. 5. Ensure the hood and trunk (boot) are fully closed. 6. Check the exhaust pipe for obstructions. 7. Look under the vehicle for suspicious objects or excessive fluid leaks. 8. Examine the vehicles interior before entering for suspicious objects or persons hiding inside. G. Upon entering a vehicle: 1. Lock the doors immediately. 2. Adjust mirrors 3. Keep windows closed or open no more than 2 inches to prevent objects being thrown inside (like grenades). 4. Check to make sure all passengers are wearing seat belts. Its a fact, seat belts save lives! H. Driving: 1. Obey the rules of the road. 2. Dont be afraid to tell drivers to slow down, if necessary. 3. Avoid driving at night. 4. Accidents:
Depending on the country, you may or may not want to stop when involved in an accident, even when people are injured. In some countries, stopping may result in personal injury or death from local people at the scene. Check the immediate scene and determine if it is safe to stop. (Keep in mind that someone may have staged the accident as part of an ambush or kidnappingpossibly yours.) If it is safe to stop, render first aid immediately. Call for or drive to the local police and make a report. If it is not safe to stop, return to the office, notify the supervisor and then report it to police. Do not become involved in any on-the-spot settlement endeavors. File a report and fax it to Church World Service Headquarters and to the Church World Service Security Office. I. Upon arrival at the point of destination, drive beyond it to complete a visual check of the location to ensure it is safe to stop. Determine: 1. Is there anything suspicious or unusual about the location, such as: Unknown persons standing about Unknown vehicles parked outside. 2. Are lights inside on/off when they should be off/on. 3. Are doors open when they should be closed. 4. Are police or soldiers approaching or waiving at you. If you are the least bit suspicious: DO NOT STOP. Keep going or return to the point of origin. J. Once your are parked and are leaving the vehicle: 1. Check the outside perimeter of the vehicle and make note of it. It will come in handy when re-entering the vehicle. 2. Make sure you are parked where no one can observe you using the radio or removing valuables. 3. If possible, remove the radio and take it with you. 4. Do not leave interior lights on. 5. Separate the ignition key from others so it is readily available. 6. If drivers are employed, post one to guard the vehicles.
CHECK POINTS
A. It is extremely important to recognize that there are different types of checkpoints drivers may encounter. Under normal conditions, checkpoints are used to verify the safety of the vehicle, the authority of drivers to operate vehicles, to look for stolen vehicles and to verify vehicle documentation. In insecure areas, checkpoints are established to identify vehicles, personnel and determine the reason for transiting the area. These checkpoints also serve to detect the transport of illegal weapons, explosives and combatants. In either situation, cooperative, polite and patient behavior goes a long way when traveling these areas. Remember, the police and soldiers are doing their job. B. It is potentially dangerous to dictate a set of hard rules and regulations pertaining to checkpoints. Different countries and different areas may require different behavior, depending on the local leader, the situation and you. Before traveling, check with others to determine local procedures to the area you are traveling. C. The following is a list of possible requirements and suggestions when a checkpoint is encountered: 1. Remember that even though you have experience in one location, others may be different. 2. If radio equipped, contact base just before approaching a checkpoint to notify them of your location. 3. During the approach, quickly appraise the situation and choose a response: Proceed to the checkpoint if everything looks appropriate Turn around if the police or soldiers are acting strange or in the process of an antagonistic search/detainment. 4. Determine a spokesperson for the vehicle or convoy before approaching a checkpoint and let only that person speak for the group. 5. Take off sunglasses, if applicable, before the approach. 6. Turn off the radio or tape player. 7. Turn off lights and turn on interior lights as you approach, so you are visible and dont blind those manning the checkpoint. 8. Stop if required to do so, recognized NGO vehicles may be waived through. Be sure you recognize and obey the signals given by the soldiers or police.
9. Keep a reasonable distance between vehicles in case one vehicle encounters problems, others may escape or call for help via radio. 10. Be friendly, cooperative and ALERT! 11. Provide all documents requested. DO NOT HAND THEM OVER. YOU MAY NOT GET THEM BACK. 12. Keep your hand visible at all times. Do not make sudden or furtive movements, like reaching in a jacket where they think a gun might be hidden. 13. Never willingly give up your advantage: Stay in the car unless ordered out. If ordered out, stay close to the vehicle. Keep the doors locked Do not turn off the engine unless ordered to do so. Open the windows only to the extent necessary to talk and show documents. 14. Avoid bribes. If you must give up something, offer a minor gift such as cigarettes. 15. Avoid giving up any personal belongings such as a watch, even if demanded. On the other hand, dont push it to the point where you endanger your safety or the safety of your party. 16. Do not carry any contraband, drugs, weapons, banned alcohol, illegal currency or pornography. 17. If vehicle and personal belongings are searched, watch closely to ensure nothing is stolen. 18. Avoid looking back once you have passed through a checkpoint. Drive off at a normal speed.
19. After you pass through, radio the base station and report your progress and any difficulties encountered. 20. In conflict zones, avoid passing checkpoints in late afternoon or evening when the police or soldiers may be drunk or high on drugs. 21. Many checkpoints are legitimate and can be used to your advantage to gain information about road conditions and situations ahead. 22. Soldiers may be stationed at a checkpoint for long periods of time. Take the time to get to know them, it may be worth your while on future excursions.
CONVOYS A. Prior to arranging convoys, consider the image projected and target of opportunity projected by several high dollar vehicles traveling together, carrying loads of expensive commodities and driven by healthy, well-dressed persons and/or westerners. Then consider the image and target of opportunity projected by only two of these vehicles traveling together. B. Consider separating the vehicles prior to departure and dispatching them at different times and/or sending them on different routes. It attracts less attention and may be safer. C. If convoys are used: 1. Limit the size of the convoy to no more than eight vehicles. 2. Determine a convoy leader. 3. Check with local authorities to see if special permission is necessary to travel in this manner. 4. If possible, reconnoiter the route(s) prior to departure. 5. Prepare contingency plans: Determine what to do in the event one vehicle breaks down. Never leave a person over night with the vehicle. Consider abandoning the vehicle and any goods that cannot be switched to another vehicle. 6. Do not travel after dark. 7. Prepare a list of all persons in the convoy and assign responsibilities. 8. Prepare a list of each vehicle in the convoy and the commodities it is carrying. 9. Decide on the position of each vehicle in the convoy. Place slower vehicles in the front of the convoy Place one radio equipped vehicle in the front (second position) and one in the back (next to last). If only one vehicle is radio equipped, place it in the back. Medical units, if included, should be placed towards the middle or rear. Vehicles carrying spare parts should go in the middle or back of the convoy.
Place the convoy leader in the front radio car. D. Convoy procedures 1. Have all vehicles arrive at the departure point two hours ahead of time. 2. Conduct vehicle inspections on all vehicles. 3. Make sure all our fully loaded with fuel, required equipment, food and water. 4. Brief all personnel traveling in the convoy. 5. Check radio communications equipment. 6. Set specific radio check-in times with the base station and keep them on schedule. 7. Send out a radio equipped scout vehicle to travel ahead of the convoy. 8. Instruct each driver to keep a specified distance between vehicles. Consider a distance of about 50 yards to allow for visual contact and U-turns
in areas of conflict. 9. Specify stopping locations to check with drivers and survey the convoy. 10. If one vehicle is stopped, all vehicles should stop at the specified distance. 11. After permission is granted to pass through a checkpoint, keep all vehicles moving at the specified distance and at the same rate of speed to avoid one vehicle being stopped and harassed. 12. If deliveries are made along the route, make sure all vehicles stop together and wait for the delivering vehicle. 13. Avoid bunching up and avoid stringing out. 14. Notify the base station of arrival at the final destination HIJACKINGS
A. The threat of hijacking and/or carjacking is definitely on the rise in recent years. One of the reasons for the increase in this type of crime is the increase of crime worldwide. Another is the demobilization of troops at the end of a conflict. Troops that retain their weapons and have no means of income may result to banditry. In any case, carjacking is a real threat to the NGO working in the field. B. Carjackings can occur when stopped at a traffic light, when parked, when passing through a checkpoint, or when driving down the road. In other words, it is impossible to predict when carjacking will occur. C. The following factors contribute the risk of carjackings: 1. Traveling through unknown areas at night. 2. Traveling alone. 3. Conspicuously displaying items of value. 4. Predictable routine driving routes. 5. Not paying attention to what is happening around you or on the roadway. D. To reduce the risk of carjacking: 1. Be observant! Watch for vehicles with two or more occupants following close behind you, maintaining the same speed. (Observe the occupants to see if their conversation is animated.) Watch for vehicles following you at a constant distance. One that slows when you slow, turns when you turns, etc. Look for suspicious persons loitering along the roadside in high risk areas, at stop signs or traffic lights. Try to notice if they are signaling one another. 2. Familiarize yourself with the carjacking threat in your area. Find out the common mode of operation in these crimes. Is it: Happening at roadblocks or checkpoints? Happening at the scene of staged accidents? From being forced off the road by another vehicle? From bogus emergency vehicles? Attacks on the driver as he/she leaves home or work? 3. If one knows the mode of operation, one can avoid the risks.
Avoid driving at high risk times of day. Avoid driving at night, especially in unknown areas. Do NOT travel alone, especially if your are a woman. If your unsure about stopping somewhere, DONT STOP! 4. Always survey the places you may be required to slow down or stop. Be observant on blind curves, you may run into a situation just around the bend. Note anything out of the ordinary, such as vehicles parked along the road, pedestrians or obstacles in the roadway. DONT DRIVE UP TO THE SITUATION TO CHECK IT OUT. (A common ruse is for bandits to place a boulder in the middle of the road at a location where it seems the rock just
rolled off the hillside.) 5. If you are in an area of conflict or an area where carjackings occur and you encounter one of the situations described in item four above: Immediately put the vehicle in reverse and back out to a distance where it is safe to turn around. Contact the base radio and advise them of the situation and the fact you are returning or taking an alternate route. 6. If another driver signals you to pull over for no apparent reason, DONT DO IT. Drive to the nearest safe area or police department. 7. If you are in an area where bogus emergency vehicles are pulling drivers over and then hijacking or robbing the occupants be wary of anyone stopping you. If the driver of a vehicle displays emergency lights to pull you over for no apparent reason and you cannot recognize the vehicle or the driver as legitimately belonging to the police force: DONT STOP! Turn on your emergency flashers, signal the driver of the emergency vehicle to follow you, and drive to the nearest police station. When you reach the police station and the vehicle turns out to be a legitimate emergency vehicle, explain your actions and the reasons you refused to stop. Point out the fact that the police car is not properly marked or the reasons you were unsure of the drivers official status. 8. If the driver of the vehicle behind you bumps your vehicle, DONT STOP until you reach a safe haven such as a police station or other government building. If it was an unintentional, legitimate bump, the driver of the other vehicle will follow you. 9. Always remain a safe distance behind the vehicle you are following. Dont set yourself up.
10. Be Alert! This category started with a similar statement and it bears repeating. Being observant and being alert are the most important safety measures you can take to prevent your becoming a victim. E. If hijackers are encountered, the driver must make an immediate decision as to whether he/she will stop or take evasive action. Either action can be dangerous. Weigh the costs: 1. Taking evasive action may result in being fired upon or pursued and caught at a different location. 2. Taking evasive actions could result in provoking the hijackers, injuring one of the hijackers or even injuring oneself as the result of the action or an accident. 3. Stopping means placing yourself at the mercy of the bandits. You may just lose your vehicle and valuables or you may be robbed, assaulted, kidnapped, sexually assaulted or murdered. F. If you chose to stop or are forced to stop: 1. Do not resist. 2. Keep your hands in plain sight. 3. Do not make sudden moves. 4. When you do move your hand or person, clearly explain your movements. 5. Keep the engine running. If the bandits just want your vehicle, let them drive off as quickly as possible. 6. Leave the door open when you get out. 7. Comply with most demands as quickly as possible. Criminals are usually nervous, drunk or high on drugs. Dont test them! 8. Surrender any valuables you have and your vehicles without resistance. 9. Do not antagonize the bandits, display anger, be aggressive or appear rude. Just be polite and comply. 10. Try to note how many hijackers are present, the hijackers physical descriptions and anything that might help you identify them later. BE
INCONSPICUOUS.
11. Size up the situation. If possible, try to negotiate for food, water, other necessities, the radio or the identification markers on the vehicle. 12. REMEMBER ONE THING. NOTHING YOU HAVE ON YOUR PERSON OR IN THE VEHICLE IS WORTH A HUMAN LIFE. BE CAREFUL, AT ALL COSTS. G. In areas where it is common practice to kidnap, sexually assault or murder victims of carjackings, you may feel you have no other choice than to flee. In some circumstances, you may encounter an angry mob, which will most likely lead to the loss of your vehicle, valuables, probably your life and the lives of your passengers if you stop. If you have to flee, or if the situation dictates evasive action: 1. Consider the likelihood that someone will get hurt, either you, your passengers or the would-be attackers. It is a fact that will have to be dealt with one way or another. Think about it ahead of time and decide whether or not you would/could take evasive action if you knew another human being might be injured or killed as the result of your actions. 2. Do what you have to do to get away! Dont stop! Turn around quickly Back out of the situation a safe distance. Turn around and flee. Drive around or through the problem. Driving through an angry mob will most certainly lead to injuries and/or deaths of the would-be attackers. If you choose to drive through a crowd, DONT STOP FOR ANYTHING. If you do stop, it will mostly likely be the last thing you ever do. Driving around or somehow avoiding the mob would be the best choice. It may avoid injuries and/or deaths. ARMED CONFLICT A. In zones of conflict or in insecure areas, it is possible to be caught is a combat situation. B. Your response to combat situations may depend on whether you, your vehicle, or your organization is considered a target for any of the combatants. 1. Chances are, you personally, are not a target. 2. You personally may not be a target, but your passengers might be if they are political entities or other combatants. Resist carrying non authorized personnel.
3. If your organization is recognized as a nonpartisan aid agency, chances are it is not a target. If your organization is recognized as such, make sure you, the vehicle and other occupants are clearly marked with the agencys logo. C. If shooting is encountered: 1. Drive away if the route is clear. 2. If the shots are in front of you, turn around to indicate a non-threatening maneuver. Be cautious, the sides of the road may be mined. 3. Speed in driving off is not necessarily going to provide protection. Drive with care when leaving to avoid wrecking the vehicle. 4. If surrounded by shooting, turn off the engine and, if time permits, remove the radio. Seek cover or concealment. Remember ditches may be mined. Concealment hides you, but does not protect you from bullets Cover hides you and protects you. D. If shelling or bombing is encountered: 1. Stop, take the radio if feasible, and take cover as far from the vehicle as possible. 2. Stay put until you are sure the danger has past.
3. Go back to your vehicle and try to establish radio contact, if possible. E. If working in zones of conflict, make sure the vehicle is equipped with appropriate protective gear, such as helmets and flak jackets. Make sure all gear is clearly marked with the agencys logo. F. Remember to be observant and be alert. It may save your live and the lives of others.
VEHICLES AND TRANSPORT: ADDENDUM ONE DAILY INSPECTION SHEET 1. Fuel levels Main Tank ___Full ___1/2 Tank ___Needs Fuel Auxiliary ___Full ___1/2 Tank ___Needs Fuel Jerry Can ___Full ___1/2 Tank ___Needs Fuel ___Full ___1/2 Tank ___Needs Fuel 2. Oil level ___Full ___Needs _ quart ___Needs full quart 3. Radiator water ___Full ___Needs water/coolant 4. Brake fluid ___Full ___Needs Fluid 5. Power steering ___Full ___Needs fluid 6. Fan belts ___Good ___Minor cracks ____Needs replacing 7. Battery water ___Full ___Needs water ___Not serviceable 8. Lights: Headlamps ___Working ___Not Working ___Lens Broken Turn signals ___Working ___Not Working ___Lens Broken Tail lights ___Working ___Not Working ___Lens Broken Back-up ___Working ___Not Working ___Lens Broken 9. Tire tread LF ___Good ___Fair LR ___Good ___Fair RR ___Good ___Fair RF ___Good ___Fair Spare ___Good ___Fair 10. Tire pressure
LF ___lbs. LR ___lbs. RR ___lbs. RF ___lbs. Spare ___lbs. Vehicle Daily Inspection Sheet (Page 2) 11. Tools ___Flathead screw drivers (sizes 1 & 2) ___Philips screw drivers (sizes 1 & 2) ___Pliers (one) ___Cannel lock pliers (one medium size pair) ___A set of metric or SAE sockets. ___Feeler gauges ___Wire brush 12. Spare parts ___Extra spark plugs ___Extra distributor cap 13. First Aid Kit ___Complete ___Needs restocking 14. Windows and doors ___Operative ___Inoperative Describe which window or door is inoperative
________________________________________________________________________ 15. Cleanliness of interior ___Clean ___Needs cleaning 16. Vehicle documents ___Registration ___Insurance
___Operation Permits ___No Riders disclaimer, if applicable. ___Agency Logos, if applicable ___Other: Describe__________________________________________________
SECTION NINE: COMMUNICATION PROCEDURES

_______________________________________________________________________
KEYWORDS
RADIO SATELLITE PHONES Definitions Set up Purchase recommendations Maintenance General Information Making a satellite call Frequencies Calling other region: country codes Techniques of transmission Microphone technique Voice control RADIO INSTALLATION Transmission of time International Phonetic Alphabet Transmitting numbers Standard words and phrases Reporting the quality of reception Distress/urgency signals ________________________________________________________________________ It is the policy of Church World Service to adhere to the rules and laws of a host country when using radio and satellite communications. The purpose of this section is to acquaint staff with proper radio and satellite communications, and to establish procedures for usage. The communications hardware referred to here is for both radio systems and satellite telephones (satphones) which do not rely on the local infrastructure for operation and are, therefore, useful in emergencies. The purpose of acquiring this equipment is to provide and ensure effective means of communication to contribute to the achievement of the program objectives.
DEFINITIONS A. Long Range: is defined as a distance greater than may be covered when employing short range VHF (Very High Frequency) into a repeater system. A repeater system is one that uses antennae stationed between the transmitting and receiving stations to pick up and relay transmitted signals. B. Short Range: is defined as the radial distance that may reliably be covered using VHF radios working with or without a repeater system. The terrain, radio antennae and repeater antennae elevation above the terrain will determine the distance. A repeater, with its antennae 17 meters above the terrain, may be relied upon to serve a 15 kilometer radius excluding screened locations. VHF transceivers installed on vehicles, with roof mounted antennae may receive signals at significantly extended distances. C. Portable Radio Transceivers: are defined as radios that may be HF (High Frequency) or VHF and are hand carried by individuals.
1. PRTs are similar to a walkie-talkie. 2. Only VHF should be considered given the cost factor. 3. The range of the VHF portable radio transceiver is limited by absorption screening (impediments such as hills and mountains). D. Mobile Radio Transceivers: are defined as radios that may be HF or VHF and are fitted to operate from vehicles. 1. Similar to a CB radio. 2. These may be either HF or VHF, depending on distances and prevailing practices. 3. An HF radio system uses a single side-band (SSB) and a relatively simple antennae is the only practical and cost effective system for long distance (up to 1000 Km or 600 miles). 4. Only VHF should be used in rented vehicles. The antennae can be magnetically mounted and the radio powered via the cigarette lighter. This allows for equipment removal at the end of the day. 5. An HF mobile system consists of: An HF SSB transceiver, 1.8-30 Mhz Antennae matching device The rod antennae or a wire antennae when the rod is inadequate 6. A VFH mobile system consists of:
A fitted VHF transceiver and A roof mounted antennae E. Base Station Transceivers: are defined as radios that are stationary at a fixed location. 1. Similar to a large CB. 2. Work as a headquarters to sub-stations communicator 3. May be used to communicate with other headquarters systems on the same frequency. F. Satellite Telephones: are those devices which transmit and receive signals through the international telephone network via satellite. These devices may be mobile or stationary. PURCHASE RECOMMENDATIONS A. CRS field offices have recommended Motorola brand radios for portable radio purchases due to the power, durability and tune recognition. B. CRS field offices have recommended CODAN brand radios for mobile and base station radios for their long range capabilities, easy programming, good service and the possibility of linking with other systems. GENERAL INFORMATION A. Prior to purchasing radios, the Country or Area Director will determine staff responsibilities for use and maintenance in accordance with these guidelines. B. The Country or Area Director will determine who is authorized to operate radios. C. The Country or Area Director will determine call signs to be used when operating radios. D. The Country or Area Director will set up a log system for personnel who to sign radios in or out. Persons who sign out radios are responsible for the property until its return. FREQUENCIES A. The radio frequency used by Church World Service must be approved and licensed by the host government. Proper frequency selection can be obtained from the government or perhaps another NGO such as the UNDP. B. If possible, check with other NGOs in the area to determine the possibility of sharing a frequency.
1. Be sure to check with the local government to determine if licensing is necessary when sharing a frequency. 2. In many cases, sharing a frequency may be more practical than minimizing expenses. Shared frequencies are a must in emergencies. MAINTENANCE A. Keep the radio room clean and well ventilated at all times. B. While the radio room is in use, do not block the ventilation apertures. C. Keep the transceiver and microphone free of dust. If necessary, cover all equipment with dust covers when not in use. D. In the event of an electrical storm or possible lightning strikes, remove power and aerial cables. E. Be sure to keep the operating instructions of all equipment in the radio room for quick reference. TECHNIQUES OF RADIO TRANSMISSION A. Do NOT allow unauthorized persons to use the radio! B. Base station operators must keep a written record or log of all radio transmissions received and sent. 1. Each page should be dated. 2. Each transmission record should include the time it was received or sent and the identification of the person sending and/or receiving. (An example log sheet is attached to this regulation.) C. Messages should be clear and concise. Stick to the essentials, especially on shared frequencies. D. Always start a message by using the call sign of the radio station he/she wishes to contact, followed by his/her own. For example: Base from Mobil! Base from Mobil! E. The end of each transmission should end with the word over. F. Every conversation should end with the word out. G. Make sure messages are understood by both all parties. If in doubt, have the receiver(s) repeat the received message.
H. If there are problems understanding certain words, the operator should spell them out using the International Phonetic Alphabet. I. Avoid using codes, such as the ten codes. Speak in a common language. J. Before transmitting, listen to the frequency to determine if anyone else is already using it. K. REMEMBER ANY ONE WITH A RECEIVER CAN LISTEN IN ON YOUR CONVERSATION. DO NOT GIVE VITAL INFORMATION OVER THE RADIO. IT COULD PROVE FATAL TO THE SECURITY OF YOU, YOUR ORGANZIATION AND YOUR MISSION. 1. Vital information is not easily defined. It could be a persons name, a time, a location, or procedural information. Consider this transmission: Sender: Mobil from Base! Mobil from Base! Receiver: Base, here. Go ahead Mobil! Sender: Just wanted to let you know that the Country Director will be arriving at the airport at 3:00 PM. Can you send someone to pick her up? Receiver: Roger. Will send our secretary, Mumbi, to the airport at 3:00 P.M. Over and Out. Sender: Great. Thanks. Over and Out. In this scenario, the sender has just provided a would be kidnapping gang with all the information they need to kidnap the Country Director. They know who is coming in, what time they are arriving and who will pick her up. They also know that it will be two women and therefore would expect little resistance.
2. Develop a set of prearranged code words or phrases that will be immediately recognized only by staff on the radio. Consider this transmission: Sender: Mobil from Base! Mobile from Base! Receiver: Base here. Go ahead! Sender: The package (Country Director) will be arriving today at the ninth hour (3:00 PM). Can you arrange for pickup? Receiver: Roger. Over and Out. Sender: Great. Thanks. Over and Out. In this scenario you have conducted the same business without giving out any real information. Anyone listening would think you are
expecting a package, not the Country Director. Unless, the listeners are familiar with Biblical time keeping, they would not understand the arrival time. Furthermore, you have not said who was going to pick up the package, which is not information the sender needs to know. All the sender needs to know is that you will pick up the package. 3. Do NOT use Ten Codes or other codes that could be misinterpreted as Military codes. No one wants to be considered an enemy or spy! MICROPHONE TECHNIQUE A. Hold down the transmit button on the handset or microphone for a half second before speaking. This allows repeaters, if used, to activate. B. Do not turn your head away from the microphone while speaking or allow the distance from your mouth to the microphone vary. C. Do not allow your lips to touch the microphone, as this often results in distorted speech. VOICE CONTROL A. Use a normal conversation tone, speaking clearly and distinctly. Shouting will not help. B. Maintain an even rate of speaking. Speak slowly if you know the person receiving is writing down your message. C. Maintain a constant volume when speaking. D. A slight pause before and after numbers will make them easier to understand. E. Avoid making hesitation sounds such as uh. F. Remember that the mother tongue of the person receiving the message, may not be English, so speak clearly and use standard radio words and phrases whenever possible. TRANSMISSION OF TIME A. Transmit time, using the 24 hour clock. All transmission should be followed by the words Local time or Greenwich Mean time, etc. Time Transmitted as
0825 Zero Eight Twenty Five 1300 Thirteen Hundred INTERNATIONAL PHONETIC ALAPHABET A. Use the words listed below when you need to spell out a word: A Alpha K Kilo T Tango B Bravo L Lima U Union C Charlie M Mike V Victor D Delta N November W Whiskey E Echo O Oscar X X-ray F Foxtrot P Papa Y Yankee G Golf Q Quebec Z Zebra H Hotel R Romeo I India S Sierra
TRANSMITTING NUMBERS A. Sound out numbers as listed: 0 Zero 1 Wun 2 Too 3 Tree 4 Fower 5 Fiver 6 Six 7 Seven 8 Ait 9 Niner Decimal Dayseemal Thousand Tousand STANDARD WORDS AND PHRASES Acknowledge Confirm that you understand my message Affirmative Yes Approved Permission granted Break-Break I wish to interrupt an on-going exchange in order to pass an urgent message.
Cancel Cancel the message sent Cleared Authorized to provide under the conditions specified. Confirm Have you correctly received my message? Contact Establish radio contact with Correct That is correct. Correction An error has been made in the transmission, allow me to correct. Disregard Consider the transmission as not sent How do you read? Do you understand my transmission? I say again I repeat for confirmation and clarity. Monitor Keep track of or listen on frequency. Negative No, or permission not granted, etc. Over End of transmission Out End of conversation Read back Repeat message back to me Roger Acknowledgement of transmission Say again Repeat Stand-by Wait a minute Verify Check and confirm Wilco I understand your message and will comply REPORTING THE QUALITY OF RECEPTION A. Use the following phrases when making or requesting information about signal strength and understandability
Radio Check What is my signal strength? How well do you hear me? You are your signal strength is Loud and Clear Your signal strength is excellent. Weak Your signal strength is poor Readable Good quality transmission Distorted I have trouble understanding you Unreadable I can hear you, but cannot understand you. DISTRESS/URGENCY SIGNALS A. All employees operating radios should familiarize themselves with the
international distress and urgency signals. B. Any call prefixed MayDay (usually repeated three times) means immediate assistance is required by an aircraft or vessel in distress. C. Any call or message transmitted by an aircraft or vessel and prefixed Pan Pan Pan concerns the safety of an aircraft, other vehicle, or some person in distress. D. If an employee hears these messages when operating a radio, they should immediately cease any conversations and listen to the text of the distress message. E. If the employee acknowledges the messages and wishes to respond to the party sending the distress signal, they should reply Pan-Pan-Pan, I copy your message and will take the following action(s) SATELLITE TELEPHONES A. The satcom consists of a unit normally resembling a suitcase and a disk antennae. B. The satcom must meet Immarsat standards A, B, or M.. C. It should have a dual ID or have two phone numbers. D. Satcoms must be authorized for use by the local government.
E. Satcoms should be commissioned by CRS/HQ in the United States, normally by Comsat, so ownership and record-keeping is assured. (This normally takes one week.) F. Selection Criteria: 1. Equipment should meet standards described above. 2. Have a record of adequate performance in similar roles. 3. Be reliable. 4. Be capable of being operated by non-technical personnel. 5. Have adequate servicing available, including replacement parts. 6. Ease of transport. G. Procedures will vary according to which satellite system you may be using and which model of terminal you are operating. Always follow the terminal manufacturers instructions, which are usually pasted on the equipment. 1. Select appropriate satellite and align the antennae. 2. Select the land earth station ID code; for example: Earth station Code Region Service Goonhilly (UK) 02 Atlantic Inmarsat-A 002 E & W Inmarsat-M H. To call another ocean region, key the two digit code for automatic service (00), followed by the country code and mobile earth station identification number. The satellite region codes are: Code Region 871 Atlantic (East) 872 Pacific 873 Indian 874 Atlantic (West) I. Useful two digit codes are common to every Inmarsat service and LES. Those available through BTs Goonhilly LES are: Code Description Access Point 00 Automatic call International Exchange 11 International Operator BT Operator
12 International directory BT Operator 13 UK Operator BT Operator 14 UK directory BT Operator 33 Technical Assistance BT Goonhilly LES 34 Personal Calls BT Operator 35 Collect Calls BT Operator 36 BT Charge-card calls BT Operator
37 Call duration advice BT Goonhilly LES 68 General inquiries BT Inmarsat office, London INSTALLATION A. Whenever possible, employ a qualified radio technician to install radio equipment. B. If a qualified technician is not available: 1. Locate the radio room in a cool quiet place, and make it very secure, with iron bars over the windows if necessary. 2. Make sure the radio room has a basic set of tools and spares, including at least one spare battery and one spare microphone. 3. Locate the transceiver within 25 meters of the aerial and as close as possible to the power source. 4. Follow installation instructions as per the printed materials that come with the equipment. 5. Be sure to ground all equipment and aerials to avoid electrical shock.. 6. Avoid installing aerials close to power lines. This will eliminate radio interference and reduce the risk of electrical shock 7. Do not suspend the aerial above a tin roof.
8. The priority is to choose a place adequate for the antenna installation: a. The antenna must be located as high as high as possible. b. Have some 20 meters of clear ground in front of the antenna, that is, in the direction the power is to be transmitted . c. A building with several floors, far from other high buildings would be adequate for installing the antenna above the roof (do not suspend above tin roof). d. If the building is occupied by other organizations using HF radio, try to install your antenna as far as possible from the other ones as they may interfere your communications. If you cannot avoid this situation, do not place your antenna in parallel with others. e. If the office is located in a house with only one floor, check the possibility to use trees or any other existing pole, in the compound, for suspending the antenna. f. If you have to install poles, make sure there is enough space in your compound. 9. Electric supply a. All HF transceivers work on DC 12 volts. b. They can be supplied by a car battery which can be charged through different systems (main power, generator, solar panels). c. They can be plug on 220 V. using an inverter (220V AC/12V DC). 10. Using batteries a. zinc-lead type: It is the kind of battery used for cars. It contains a mixture of water/acid to work. It is necessary to maintain the battery by refueling water time from time to time to maintain the level 1cm above the plates. Use distillated or rain water. Never add acid as it only evaporates the water. b. Keep the battery lugs free from corrosion and covered with grease. c. GEL or AGM type: It is 3 times more expensive than a car battery but requires less maintenance and it is very suitable for solar application. d. Charging: The battery must be plugged into a charger. A 10AH charger take 8 hours to charge an 80AH battery that will discharge in 4 hours, using a 20 amperes transceiver. e. To preserve the life of a battery, avoid discharging it more than 30 per cent each day. 11. Solar panels
a. In Equatorial regions the solar panel should be mounted almost horizontally. Rain will clean the surface of the panel but there must be
sufficient slope, at least 15 degrees from the horizontal, for it to run off. Panels installed north of the equator should slope southwards, and south of if northwards; a rough guide is to make the angles of the slope equal to the degrees of latitude of the panels location. The panel should have an uninterrupted view of the sun, especially from 9 AM to 3 PM. b. Check solar panels regularly to ensure that they are clean and trees do not grow up and shade them. 12. The transceiver a. Connecting the transceiver to the ground reduces interference noise on the frequency. Use an iron pole driven in the ground (1 meter deep). b. Connect an electric wire (4 mm2 thick is a minimum) to the part of the pole above the ground and connect the other side to the transceiver. c. The transceiver must not be exposed to dust heat or humidity. d. A transceiver that is not correctly supplied by power (discharged battery or bad connections) will send a distorted signal or not send out at all. 13. Antennae a. There are three kinds of antennae installation: 1. Horizontal: you need two points for suspending it a 8 meters high (minimum). You will transmit in perpendicular directions of the antenna plan. 2. Sloping: is adapted to contacts with HF mobiles. The low point must be at least 2 meters above the ground. 3. Inverted V: for omni-directional transmissions. Horizontal installation
Radio Addendum SAMPLE RADIO LOG OPERATOR____________________ DATE_________________ Time From To Message 0831 375 376 Prepare to copy message, over 0831 376 375 Roger, go ahead with message, over 0831 375 376 Calling other region: country codes There will be an arrival today that will need assistance. Can You provide transportation? Over 0832 376 375 Roger. Calling other region: country codes Can provide transportation? Over 0832 375 376 Great. Will call via land line with details. Over and Out 0832 376 375 Roger, Copy. You will call with details via land line. Will Stand-by for call. Over and Out
Church World Service Security Manual: Introduction Church World Service Security Manual: Introduction
SECTION TEN: EXPLOSIVE DEVICES

KEYWORDS
Bomb Threats Bomb Threat Procedures Parcel and Letter Bombs
BOMB THREATS A. All threats must be considered real and taken seriously. This applies to all threats, whether the threat promises personal injury, destruction by a bomb or
a death threat. It must be considered valid until proven otherwise. B. It is the policy of Church World Service to report all threats, regardless of how insignificant they may appear on the surface. Threats received in one area may have relevance in another area or be found to be part of a pattern. Therefore, all threats must be reported to the Country/Area Director and to the Church World Service Security Management Team. C. Threats can be received: 1. In person 2. By mail 3. By telephone BOMB THREAT PROCEDURES A. Threats received in person may come during the course of conversation or during a heated argument. 1. If a person threatens you or makes a threatening comment about the organization, back away from the situation immediately. It is always better to back away and not provoke a situation. 2. Contact the Country/Area Director and the local police authorities if the threat is against your life or if execution of the threat appear imminent.
3. File a CWS report on the threat during the course of the next working day. B. For threats received by mail: 1. If a threat is received by mail, put it down immediately. 2. Do not pick it up again. 3. Do not give it to anyone else to read. 4. Handling it may destroy evidence, such as fingerprints, that could identify the person(s) who sent it. 5. If you must handle it, pick it up with tweezers or touch only one corner of the document. 6. Contact the local authorities or the U.S. Embassy. 7. Notify the Country/Area Director and the Church World Service Security Management Team C. Anyone answering the telephones may receive a threatening call. 1. If you receive a threatening call, DONT HANG UP. The caller might provide you with extremely pertinent information concerning the threat. 2. Motion for someone else to listen in with you or pick up another receiver. 3. Write down as much as you can during the conversation 4. Keep the caller on the telephone and try to determine: The identity of the caller. They may actually identify themselves. Where the bomb is located. The time the bomb will explode. What the bomb might look like. What will make it explode. How the bomb can be dealt with safely. Why the bomb was planted Who planted the bomb. If there are any distinguishable accents or speech impediments in the callers voice. If there are any distinguishing sounds in the background If it is male or female caller The age of the caller
Against whom the threat is directed (a person or the organization) DONT BE AFRAID TO ASK THE CALLER QUESTIONS. KEEP IN MIND THAT MANY THREATS ARE MEANT TO TERRIFY AND NOT HURT ANYONE.
D. Once a threat has been received, it is up to the Office Director, Local Security Manager, Area Director or Country Director to: 1. Determine whether or not the building should be evacuated. However, if a received threat indicates immediate detonation of a bomb, anyone can order the evacuation of the building. 2. Notify the local authorities 3. Determine if a search is to be conducted of the premises. E. Evacuations: 1. If it is determined to evacuate the building, do so at least one hour before the bomb is planned for detonation (when known). 2. Evacuate to a minimum distance of 500 feet. 3. Keep all personnel out of the building until at least one hour after the planned detonation. F. Searching the building. 1. If the detonation time is unknown and/or if time before the planned detonation allows, a search may be conducted of the premises. 2. If a determination is made to search the premises: It must be conducted by staff: Staff will know what is supposed to be on the premises and what is not supposed to be on the premises. Staff will recognize items that do not belong in the work area quicker than anyone else. 3. Conducting the search. Search in pairs.
One team inside and one team outside. Search room by room. Mark each room after it has been searched with a piece of tape on the door. When searching a room, divide the search into the upper half of the room and lower half of the room. Have one team member search the upper half and the other team member search the lower half. Then have the team members switch and search the opposite halves f the room. This way the room is searched twice. As you search, open windows and doors to lessen the effects of the blast and reduce shrapnel. Pay particular attention to any areas that may be open to the public, such as restrooms, custodial closets. Do not turn on light switches during the search, it may be an activation point. Do not use radios or cell phones during the search. It may detonate the bomb. Do not smoke during the search. The outside team should also search high and low, like the inside team. Outside team members must be aware that bombs could be hidden in bushes, mailboxes, trashcans or parked cars. Never tell management or others that an area is all clear. Tell them the search revealed nothing in that area. 4. Finding a device: A bomb can resemble anything, a brief case, a canister, a box, a radioANYTHING! TEAM MEMBERS SHOULD LOOK FOR ANYTHING OUT OF PLACE. Look for the lunch bag that no one remembers bringing to work. Look for a new radio. Look for anything they dont
recognize as belonging. If an unidentified item is found, DONT TOUCH IT! It could be activated by touch. Leave the building and call the local authorities. Searchers have a hard time resisting the urge to open boxes, brief cases, etc. AGAIN, DONT TOUCH IT! It might be a BIG surprise and the last one you ever get. 5. If a device is found or if a device is detonated, it does not mean the area is safe. Secondary devices are extremely common among bombers. The first bomb is set off to give occupants and rescue personnel a false sense of security, luring them into the site they think is safe. The second device then detonates taking a higher toll than the first. If a device is found, check for a second device.
If a device is detonated, stay clear of the building for an appropriate time period. PARCEL AND LETTER BOMBS A. The majority of bombs are either carried onto the premises or sent through the mail. Visitor access control, described in another section, is usually the best method of controlling bombs carried onto the premises. B. Parcel bombs may or may not be preceded by a telephone threat. C. Parcel bombs are meant usually meant for one particular person. D. Parcel bombs are usually not designed to threaten. The are usually designed to maim or kill the recipient. E. Parcel and letter bomb identification: 1. Look for packages that are oddly bundled with rubber bands, string, excessive tape, as if to compress the contents. 2. Look for packages with wire attached. 3. Many parcel and letter bombs look oily or stained. 4. Look for packages that are excessive in weight for the size. 5. Look for excessive postage for the weight of the package. (Terrorists dont usually go to the post office to have the package weighed.) 6. Many package bombs have a peculiar smell. Like almonds or shoe polish. 7. Conspicuous marks like, Confidential and Personal. 8. No return address. 9. Incorrect spelling of recipients name or address. F. If a received package is suspect, DO NOT OPEN IT. 1. Gently put it down and notify the supervisor. 2. DO NOT ALLOW THEM TO PICK IT UP! 3. If the supervisor concurs with the observation, follow the evacuation procedures.
4. Notify local authorities. 5. File a report

SECTION ELEVEN: LAND MINES

KEYWORDS
The Problem Types of Land Mines Recognition of Mined Areas Avoiding Land Mines Response Procedures
THE PROBLEM Land mines are an extremely inexpensive tool of war. Some models can be purchased for less than $3.00 each, making them a coveted mechanism which deters an enemy from encroaching on certain areas, delays the advance of an
approaching army, or strikes fear in the hearts of enemy soldiers. As a result of the inexpensive cost of these destructive devices, land mines have been distributed throughout certain parts of the world by the millions. Estimates on how many land mines have been laid vary, but the figure of 100 million is often used. To make matters worse, mines are generally distributed in a random manner and those who lay them do not keep records. In some cases the mines are distributed by aircraft, making it impossible to determine where they have fallen. Therefore, even after the conflict ends, the mines lay in wait for a victim. In many cases, land mines are laid to cripple an societys infrastructure and they are placed in locations that guarantee detonation by the civilian population. For example, they are often placed around water sources or in farm fields. Landmines are without question, a horrible device of destruction. An estimated 2,000 people a month are injured by landmines. Of those injured, half will die from the wounds the other half will go about their daily business maimed or scarred for life. Clearing land mines is not only difficult it is also extremely expensive. Most land mines are made from plastic, making detection difficult and requiring clearance by hand. It is estimated that it would take more than fifty years to locate and
deactivate mines that have already been laid. And, thats if no others were distributed. Church World Service is proud to be an active participant in the protests, which demand banning the use of land mines. Some headway has been made with these protests, but it is an objective that has not yet been realized. TYPES OF LAND MINES A. It is nearly impossible to describe all the different types of land mines that have been distributed throughout the world. For example, over 350 varieties of antipersonnel mines exist alone. Therefore, this portion of the section will be to define terms and the main types of mines. B. Antipersonnel mines: Designed to kill or maim anyone person that comes in contact with the device. Usually, these items are placed by hand, but can be distributed by aircraft or projectile (mortars). There are five main types of antipersonnel mines. 1. Blast Mines: The most commonly distributed antipersonnel mine. It is usually cylindrical in shape, ranging in size from 7 to 16 cm in width and 5 to 10 cm in height. This mine is most commonly activated, by stepping on it. Most are made of plastic and difficult to detect. They are usually colored tan, olive green, black, brown or gray. 2. Fragmentation mines: Also known as stake mines. These mines are usually placed about a foot above ground, tied to a tree or stake. Designed of metal, this mine is activated by a trip wire, which stretches from the device to another stake or tree. 3. Bounding fragmentation mines or Bouncing Bettys: This mine is usually buried in the ground. It can be activated by a trip wire or by stepping on it. When activated, it fires a secondary device into the air. The secondary device explodes, showering the area with shrapnel. The Bouncing Betty is usually shaped like a can with one or multiple spikes sticking up from the center. When buried, only the spikes are visible. 4. Directional fragmentation mines, also known as Claymores: These mines are rectangular in shape with a slight bend from one end to the other. These mines can be triggered by trip wires or set off by remote control. This mines fires steel balls throughout a 60 degree arc, killing or seriously injuring people out to 50 meters. Larger versions of this same mine (usually round in shape) are used to destroy vehicles.
5. Scatter mines: These items are scattered by aircraft or artillery. When scattered, the mine settles to the ground and lay in wait. They can be activated by pressure or by trip wire (some actually set out their own trip wires when they settle to the ground). These mines are very small, in fact, small enough to fit in the palm of ones hand. Many have wings and are brightly colored, tending to attract children. C. Anti-Tank mines: 1. Anti-Tank mines are usually round or square and quite large. They are designed to disable or destroy heavy armored vehicles. They can totally destroy an NGO relief vehicle and kill all personnel traveling in it. 2. Anti-Tank mines are usually buried in the ground and require the weight of a vehicle for detonation. Some are set up on trip wires or tilt rods. To prevent the removal of these mines and to prevent the escape of personnel from a disabled vehicle, antipersonnel mines are usually placed around the anti-tank mines. D. Unexploded Ordnance and Booby Traps 1. Booby traps are not as common as Hollywood portrays. Nonetheless, staff should be aware of the potential for Booby Traps. Usually these items are rigged to doorways or souvenirs. Booby Traps are detonated by moving the door or souvenir item. This movement causes the release of pressure or the pull of a wire that activates the mechanism. 2. Unexploded ordnance are bombs or mines that failed to detonate as planned. They include grenades, mortars, artillery rounds, mines, rockets and aerial bombs. In some cases, like cluster bombs, as much as one third of the devices may fail to detonate. RECOGNITION OF MINED AREAS A. International law requires all mine fields to be marked and fenced. Unfortunately, this is usually no more than wishful thinking. Most armies laying mines could care less about the law, marking the field or fencing it. B. Knowing something of the conflict, its history, and the tactics of the armies who laid the mines will help recognize areas that may be mined. C. The following is where mines might be distributed: 1. Checkpoints: Usually laid out in plain view to channel the flow of traffic.
2. At bends or dips in the road. 3. Along the shoulders if roads or in the ditches. 4. In bottle neck areas, such as alleys. 5. In potholes. 6. In debris along the road, such as boxes. 7. In and around craters or obstacles in the roadway. 8. In parking areas and road junctions. 9. Around abandoned equipment 10. In positions previously occupied by troops. 11. In building that contain vital equipment, such as power stations. 12. In buildings or areas that may provide cover. 13. On bridges or the approach to the bridge. 14. The land approaching canals or ditches. 15. Airports and parking lots. 16. Any area, which has been fought over by opposing forces, the base of strategic hills, and around fortifications. D. The following are indicators that an area might be mined: 1. Signs, which are square or triangular, colored bright red and marked with a skull and crossed bones or the words Danger! Mines!. 2. Improvised marking, sometimes only recognizable by locals, such as crossed sticks, coke cans on a stick or a pile of rocks.
3. Obstructions dictating the path of travel. 4. Unusual shapes or colors. 5. Small irregular depressions in the ground.
6. Rotten wooden stakes with fishing line attached. 7. Dead animals or their remains. 8. Freshly disturbed vegetation. 9. Abandoned boxes, crates or cans, 10. Destroyed vehicles. 11. Roads or paths avoided by locals. 12. Suspicious metal or wooden objects on/in the ground. 13. Deteriorating fences that may once have contained mine fields. 14. Fertile land not used or ripe crops not harvested. 15. Visible tilt rods or trip wires. E. Note that mines are known to move. Many of the plastic variety are airtight and float. During heavy rains these mines can move from one area to another. AVOIDING LAND MINES A. The first step in avoiding land mines is to determine where they might be found. Seek information in the country to which you are assigned. Talk to other agencies, local civilians and especially to those in the business of demining. Avoid talking to the local military, as they might think you are a spy. B. When driving: 1. Follow previous tire tracks. Never drive where there are no previous vehicle tracks or on an unknown road. 2. Avoid detours. Do not leave the roadway if a vehicle or obstacles blocks the road. Dont turn around, just back out for a distance, then turn around. 3. If following another vehicle, leave plenty of space between your vehicle and the one you are following. 4. Avoid potholes, fresh earthen spots, foreign objects, brush in the roadway or newly repaired areas of road.
5. Stay close to vehicles when stopped. Do not step off the roadway. If you have to relieve yourself, overcome your shyness and do it in the road. Women can relieve themselves at the rear of the vehicle, while men do so at the front. 6. Traveling fast on a road will not allow you to outrun the blast of an exploding mine. Blasts travel at several thousand feet per second. RESPONSE PROCEDURES A. If you encounter a land mine: 1. Do NOT touch it. 2. Do NOT try to detonate it by any means. 3. Do NOT try to dismantle it. B. Encounter mines when walking: 1. STOP ALL MOVEMENT IMMEDIATELY! Warn anyone nearby you that they are in a mine field by shouting Mines. Dont move! 2. Keep as calm as possible and prevent others from panicking. 3. Examine the immediate area in which you are standing for signs of mines or trip wires. 4. If possible, radio for help and wait for help to arrive. Give them your position and information of any injuries. 5. If an injury has occurred, Do NOT rush over to give aid. It ma create more victims. 6. If radios are not available, send someone clear of the field for help. 7. If available, wait for trained mine clearance personnel to clear a path for you. 8. If you have to make your own escape:
Determine the nearest safe ground. Visually identify the route to the safe ground Retrace your foot steps, if possible.
If a clear route does not exist, feel for trip wires and then prod for the mines. This is very dangerous and it requires great calmness and patience. Use a wire or thin stick to try and lift trip wires. This is done by projecting the stick in front of you, along the ground, about _ inch above it. Once projected a short distance, lift the stick gently to reveal any trip wires. DO NOT LIFT HIGH OR HARD as it may activate the device to which it is attached. Mark the wire by placing something on the ground next to the wire. Do not tie anything to the wire or attempt to cut it. Instead, choose an alternate path. Next, use the wire, stick or the blade of a knife to gently probe into the ground. Push the probe into the ground about _ inch at a 45 degree angle, if it strikes something stop. Mark the spot and move the probe about _ inch right or left. Do this every _ inch to the side and front until you clear enough ground to lie down. Continue probing while lying down (if a device detonates, most of the blast will go over your head) until you reach safe ground. 9. When safely out of the mined area, mark it clearly. Use the crossed stick or can on a stick if you have to, but mark t. C. If you encounter a mine while driving: 1. Stop the vehicle immediately if it has not been hit by the mine. 2. Remove your hands from the steering wheel. 3. Follow the same basic procedures as described above. Call and wait for help. Consider your own escape route only if it is a must. 4. If there is more than one person in the vehicle, leave at least 20 feet between persons as you leave. Follow the tire tracks. 5. If you cannot see the tracks, probe as described above. 6. Mark the field once you exit. D. Casualties 1. If someone is injured in a mine field. Do not rush to their aid. Attempt to find de-mining experts and wait. If aid is not immediately available then a decision must be made as to whether or not a rescue is attempted. Only attempt a rescue if you know the person is still alive. 2. In the event a rescue is attempted: Do not rush to the victim.
Clear a route to the victim using the probing method. Clear the area immediately around the victim. Render life saving first aid on the spot. Extract the victim along the safe route. Continue medical care when the safe area is reached. IX. The Country or Area Director will: 1. Contact Church World Service Headquarters in New York to notify them of the situation and make arrangements for the immediate dispatch of the Security Specialists, if desired. 2. Contact the appropriate embassy to determine if a trained, experienced negotiator is locally available or if one can be dispatched from the nearest point. 3. Contact the family of the hostage(s), if the family(s) lives locally. Contact must be made in person. If the Country/Area Director is not available, contact may done by a person designated to do so. During contact: Advise them a member of their family has been taken hostage.
Advise them their family member is safe and unharmed, if known. Advise them Church World Service is doing everything possible to secure their loved ones release. DO NOT REVEAL ANY STRATEGIES THAT ARE BEING DEVELOPED OR DEPLOYED. 4. Arrange for someone to make daily contact with family to provide them with updates and support. X. The Church World Service Security Management Team will: 1. Immediately proceed to the site of negotiations. 2. Upon arrival, the team will: Act as the primary negotiators for Church World Service Act as the Church World Service Representatives in situations where other negotiators are already engaged with the hostage taker(s). Act as advisors and liaison with Church World Service Executive Management Team. Gather information pertinent to the situation, which may assist in the release of hostage(s).
SECTION TWELVE: HOSTAGE

KEYWORDS
Initial Response Procedures Hostage Survival Policy and Strategies
________________________________________________________________________ NGOs get abducted for a variety of reasons, grievances over the organizational program, politics, terrorism, ransom, and sometimes for a combination of these reasons. Sometimes the motives will change. For example, hostage situations may start out as politically motivated, but during the course of the situation, it may turn into a ransom kidnapping. Regardless of the abduction cause, most hostages stand a good chance of surviving the ordeal. INITIAL RESPONSE PROCEDURES A. In the event a Church World Service staff member is abducted: 1. Immediately notify the local authorities, the appropriate embassy, the UN, the Country/Area Directors and the Church World Service Security Specialists and the Director of the CWS Emergency Response Office. 2. Establish a 24-hour communication watch at the office. 3. Choose one local employee to act as a negotiator in the event the hostage taker(s) call the office. Choose someone known as a good conversationalist and fluent in the local languages. In some instances this may require having more than one person available because of multiple languages in the area. If this person is contacted by the Hostage taker(s): Advise the caller that you are manning the phones and that you have no authority to make any offers.
Also advise the caller that you are trying to contact the person who has authority, but have not yet been able to do so. Or, tell the caller you are in contact with the person of authority and can relay messages. In other words, STALL for time. Be sympathetic with the hostage taker(s), but do not make them feel they did the right thing. Listen carefully to everything the hostage taker(s) has to say. If possible, record the conversation. Determine:
Who is being held hostage. Why they are being held. What the hostage taker(s) are demanding. The health and safety of the hostage(s). Ask to speak with them. If you are allowed to speak with them, tell them Church World Service will do everything possible to help them. Do NOT say anything you do not want the hostage takers to know because they will be listening in on the conversation. Suggest the release of all hostages as a humanitarian offer. Ask for the release of any women and children. STALL FOR TIME! 4. Make arrangements for meals and breaks as necessary for the negotiator(s). 5. Choose one person to deal with the media. B. The Country or Area Director will: 5. Contact Church World Service Headquarters in New York to notify them of the situation and make arrangements for the immediate dispatch of the Security Specialists, if desired. 6. Contact the appropriate embassy to determine if a trained, experienced negotiator is locally available or if one can be dispatched from the nearest point. 7. Contact the family of the hostage(s), if the family(s) lives locally. Contact must be made in person. If the Country/Area Director is not available, contact may done by a person designated to do so. During contact: Advise them a member of their family has been taken hostage. Advise them their family member is safe and unharmed, if known. Advise them Church World Service is doing everything possible to secure their loved ones release. DO NOT REVEAL ANY STRATEGIES THAT ARE BEING DEVELOPED OR DEPLOYED.
8. Arrange for someone to make daily contact with family to provide them with updates and support. C. The Church World Service Security Management Team will: 3. Immediately proceed to the site of negotiations. 4. Upon arrival, the team will: Act as the primary negotiators for Church World Service Act as the Church World Service Representatives in situations where other negotiators are already engaged with the hostage taker(s). Act as advisors and liaison with Church World Service Executive Management Team. Gather information pertinent to the situation, which may assist in the release of hostage(s). HOSTAGE SURVIVAL A. Knowledge is one of the key factors in surviving a hostage situation. Former hostages have articulated this fact, stating that the lack of knowledge concerning their future and what is being done to secure their release was paramount during captivity. It is therefore important that each staff member familiar themselves with this section in the event they are ever taken hostage or held in captivity. B. Although each hostage situation is different, some basic similarities exist. Similarities to keep in mind: 1. Expect to be blindfolded. 2. Expect to be drugged. This is usually done to keep you quiet and may be to your benefit during the initial phase of the abduction. 3. Expect a long ordeal. Hostage situations are either short in duration or
very long, lasting weeks or months. 4. Know that the two most dangerous times of a hostage situation are those during the initial abduction and those at the time of release, especially if it is a release involving a rescue. C. There are four basic phases to each hostage situation and each phase requires the abductee following certain dos and donts: 1. Capture Phase: The capture phase is that time in which the individual(s) are initially abducted.
Try to keep calm. Obey orders Do NOT speak unless spoken to. Do NOT whisper to colleagues. Do NOT offer suggestions. Do NOT argue. Do NOT make any sudden moves. Ask first. Do NOT be humorous. Try not to give up any personal identification. Try not to allow the covering of your head. This dehumanizes you and makes it easier for the captors to dispose of you at will. The first hour is the most dangerous. Do your utmost to maintain your composure. 2. Transport and/or Consolidation Phase: The time during which the hostage is transported to a place of confinement. Be patient. Try to rest, you will need it. Be polite to your captors. Treat them with respect. Develop a rapport with your captors. This helps remind them of your humanity and makes it a little more difficult to randomly dispose of you. Listen well. Do not argue. 3. Confinement Phase. This is the time held in seclusion. Keep physically active. Exercise. Keep mentally active. Read, write or play mental games. Get appropriate amounts of sleep. Do not reject food. Keep up your strength. Keep track of time. Do not despair. A lot of people will be working on your release. 4. Termination or Release Phase. This is the time a rescue is attempted, the ransom is paid or the hostage takers give up on their efforts. If the release is negotiated, follow all commands to the letter. If the release comes as a result of a rescue attempt, follow the guidelines in this section. D. Building Rapport: As previously stated, it is important to develop a rapport with your captors. It is much more difficult to kill someone you know, than it is someone you dont know or someone who has been dehumanized by total seclusion or simulated seclusion effected by covering the captives head with a cloth bag.
1. Converse with your captors as often as possible. Talk about your family. Insist on your impartiality as a humanitarian aid worker and explain your organizations mandate. Talk with your captors about your human needs, such as hunger, thirst and the need to relieve yourself.
Dont beg or plead with your captors. Dont discuss politics or religion with your captors. Dont ask their names or anything that would positively identify them. 2. Dont give away your personal belongings, like your watch, glasses or a ring unless the item is demanded. 3. Always face your captors. Try to memorize facial features without being obvious. Listen for names in their conversations. Commit them to memory. Try to learn something peculiar to each captor, such as a scar, a nervous habit, etc. 4. Be aware of the Stockholm Syndrome, a situation where captors empathize with their captors and their interpretation of the hostage incident. Patty Hearst suffered from the Stockholm Syndrome to the point where she took arms and sided with her captors. Keep your identity in tact. E. Physical and Mental Health: Maintaining your physical and mental health is extremely important during a hostage situation. You may need it to escape should the opportunity present itself or during the rescue attempt. 1. Keep track of time and days. 2. Keep a daily routine. Try to structure your life in some way. 3. Practice physical exercises, even if its just isometrics. 4. Drink plenty of fluids. It is common to become dehydrated in hostage situations. 5. Stay well groomed and as clean as possible. 6. Think positive. Focus on pleasant memories, such as your family. 7. Dont lose faith in your eventual release. Your captors may inform you of false release dates just to dishearten you.
8. Remember that you may be subjected to humiliating and terrifying experiences, such as mock executions, which result in the inability to control your bladder or your bowels. This is normal and others have suffered similar degradations. Its okay. F. Communicating and Negotiating: THIS IS NOT YOUR JOB! Let the experts deal with it. The objective of negotiating is to stall for time. Time wears down the captors and usually results in a happy ending. 1. Be prepared to speak on the telephone or radio. Say only what you are told to say, unless you have a prearranged code word that works into the conversation. Dont force it. 2. If you are captured in a group, choose a spokesperson. 3. Avoid being drawn into the negotiating process. 4. If it is impossible to stay out of the negotiating process, be extremely careful to explain everything in detail with accuracy. 5. If you are presented to a member of the press, keep in mind that they are not there to effect a rescue. They are there for a headline story. G. Escape: Making a decision to escape is entirely up to you, but remember, it is extremely dangerous. 1. Escape is a primary consideration if you are convinced your captors plan to kill you. 2. Remember that you may be endangering other captors if you escape, regardless of your success. 3. Weigh the odds: Count the number of captors and their weapons. Consider the location of your room in the building. Consider the location of the building, if known. Try to determine if captors are outside as well as inside.
What will you do if you make it out of the building. Consider the weather. Are you familiar with outdoor survival? Are you prepared mentally and physically? Are you willing to take the life of one of your captors, if necessary? Are you willing to accept the consequences of failure or recapture?
4. Think positively. Dont give up easily. H. Rescue: Remember this is one of the most dangerous of situations. Police and military personnel consider the preservation of life in hostage situations as their primary objective. Despite the trigger happy stereo typical images often portrayed about police and the military, rescue is a last resort chosen only when the situation deteriorates to the point where lives will be lost if it is not attempted. 1. When an assault occurs, there will probably be a series of blinding and deafening explosions to stun the captors. More than likely, tear gas will be employed and there will be a tremendous amount of confusion. If you are mentally prepared for this, you stand a better chance of survival. 2. Before the assault begins, make a plan. Find the best hiding spot in the room. Preferably one that is behind a protective object that will offer concealment and cover from shrapnel and bullets. 3. As the assault begins, get down immediately. 4. Immediately obey any orders given by the assault forces. 5. Do NOT pick up any weapons discarded by your captors. You will be shot! 6. Identify yourself to authorities as someone who poses no threat, put your hands on you head or in the air. 7. Do everything possible to avoid changing your clothes with the clothes of your captors POLICY AND STRATEGY A. The policy of Church World Service is not to give in to the demands of hostage takers. In other words, Church World Service WILL NOT pay ransom for the release of staff members. B. Church World Service, Government authorities, nor the hostage negotiators will reveal the exact strategies that will be employed during the negotiation process. C. Church World Service will not give up on any hostages. Our organization will expend every effort to effect your safe release. D. Post incident procedures will include an organizational debriefing, Post Traumatic Stress Debriefing by a professional and assistance in assimilation into the society. The former hostage will also have the choice of repatriation.
SECTION THIRTEEN: EMERGENCY SURVIVAL

________________________________________________________________________ KEYWORDS
Basic Needs Survival Techniques Survival Equipment
This section is by no means all-inclusive. There are many books printed on the topic of outdoor/wilderness survival. This section contains only some of the basic knowledge to help one get through a short duration of emergency survival (3-4 days). Nonetheless, the techniques described herein apply to longer periods of survival as well. It is recommended that each employee/volunteer familiarize themselves with outdoor survival techniques. Each survival situation is different. The circumstances causing an emergency survival
situation are innumerable. The situation you find yourself in could be the result of a natural incident, such as an earthquake, a flood, or a snowstorm. On-the other-hand, it could be a situation caused by a man-made problem, local political changes, a coup, or even a war. Furthermore, conditions in each situation will differ as a result of the surrounding terrain, the local weather, time of year and the equipment you have available. Even your knowledge or lack of knowledge about survival plays a factor in each situation. BUT, BASIC SURVIVAL NEEDS DO NOT CHANGE! I. BASIC NEEDS A. THE WILL TO SURVIVE First and foremost, you must have the will to survive. You must have the desire to continue and carry on, whether it is for yourself, your family, or the people you serve. B. CONFIDENCE You must have the confidence that you will indeed survive! You cannot panic because of the situation in which you find yourself. Panic is not something one decides to do, it just happens. Even so, panic is not conducive to survival. Panic can kill you! At the onset of any emergency survival situation: STOP AND ASSESS!
Even if you are fleeing for you life, one should stop at the first opportunity and assess the situation. This will allow you to plan and planning increases confidence. Confidence increases your chances of survival. C. PHYISCAL NEEDS Your body needs few things to actually survive, but the things it does need are crucial to survival. The human body is, without question, a wonderful machine. It operates at a general body temperature of about 98.6 degrees Fahrenheit. It is this temperature that one must maintain in order to survive. A slight variance of one or two degrees is not of great concern, but a variance greater than three or four degrees above or below the normal body temperature becomes a threat to survival! Several things are required to maintain a normal body temperature. The most important requirements are Food, Water, Clothing and Shelter. 1. Food: Food provides the body with the necessary nutrients required to fuel the muscles and keep us going. It helps maintain our body temperature, but it is not a crucial requirement in short-term survival situations. Many incidents are on record showing that one can survive longer than a month without food supplements of any kind. 2. Water: Water is one of the most crucial elements that a body CANNOT do without. Water hydrates the body. It acts as a coolant (in the form of sweat) to maintain our body temperatures at 98.6 degrees. It also lubricates body parts to keep them at peak performance and eliminates poisonous wastes through urination. Hydration is a must, even in short-term survival situations. Lack of water, in certain conditions, can result in death after just a few short hours (desert conditions). Note: One can monitor their level of hydration through visual observance of their urination. Dark colored urination is indicative of dehydration. Light colored urine is indicative of proper hydration. 3. Clothing: Articles of clothing are also crucial to survival. In cool or cold conditions, clothing helps us to maintain the necessary body heat/temperature we need to
survive. In warm or hot conditions, clothing can be removed to allow natural cooling or used as a type of shelter.
4. Shelter: Shelter is similar to clothing. Shelter is not necessarily required, but it helps one maintain the appropriate body temperature. Shelter does not have to be elaborate. It can be something as simple as an outcropping of rocks or a manmade poncho to keep rain or sun off the body. Too much water can cool the body to unacceptable temperatures and too much sun can increase body temperatures to unacceptable levels. Remember, the goal is to maintain an acceptable body temperature. SURVIVAL TECHNIQUES Survival techniques are primarily related to maintaining the proper body temperature. However, one would be remiss not to include information related to the protection of the body and its organs as well. A. BODY TEMPERATURE MAINTENANCE Remember that the primary objective is to keep the body temperature at an acceptable level. Variances of 3-4 degrees above or below the normal body temperature can be a threat to survival! Maintaining body temperature is accomplished through heating or cooling the body as needed. Maintaining body temperature without heating or cooling is a rare exception. Consider how many times you have felt comfortable without heat from clothing or artificial means and/or cooling from the removal of clothing or some sort of air conditioning. The human body almost always needs one or the other (heating or cooling) to feel comfortable and to maintain the appropriate body temperature. 1. Cooling Cooling can be as simple as the removal of clothing in warm conditions. As external or internal temperatures rise, one can remove articles of clothing as needed to maintain a cooler body temperature. The items can then be replaced as needed. Some clothing should be worn in extreme sun conditions to protect the skin and to avoid exposure. When external or internal temperatures rise, the body responds with its own air-conditioning system (Perspiration/sweat). Perspiration (water) is released through the skin. The water on the skin evaporates when in
contact with the outside air, creating a cooling sensation and lowering body temperatures. (Some atmospheric conditions help this natural evaporative process more than others. Times of high humidity restrict the cooling process.) NOTE: The maintenance of proper hydration is of primary concern when the body works to cool itself through perspiration. Drink plenty of water. At least one gallon of water per day! Keep the water in your system, not in a water bottle. Ration your sweat, not your water. (Many people have been found dead of dehydration even though they had water in their canteen.) One can find water by climbing to a high spot and looking for sun reflecting off water or by looking for areas of high vegetation or bug swarms, both of which may indicate a water source. Another way to find water is through a solar still. Two basic varieties are simple to make. Tie plastic bags around several leaves in an area exposed to the sun. This will draw the moisture out of the tree, producing 2-3 tablespoons in desert conditions and more in other areas. Another method is to dig a hole in moist sand or dirt, cover it with plastic, and place a rock in the center to form a V shaped in the center of the hole. Moisture will collect on the bottom of the plastic, which will run down the plastic and drip into any cup shaped object you place under it. If you have no plastic try wringing out moist dirt in a cloth. Water pollution and contamination can definitely be a problem, so strain and purify it before drinking, if possible. Straining can be accomplished
by pouring the water through a cloth, such as a bandana. Purifying the water can be accomplished through a water purification filter (which also strains the water) or through the simple use of Iodine. A filter will allow one to strain and filter large quantities of water, up to 200 liters before the filter needs replacing. A good water filter will eliminate particles, bacteria and viruses. If a filter is not available, strain the water into a gallon size container and place 5 drops of Iodine in it. Let the water set for an hour and it will be safe to drink. NOTE: IF YOUR SURVIVAL IS IN JEOPARDY AND YOU CANNOT PURIFY THE WATER, DRINK IT ANYWAY! BETTER TO CHANCE GETTING SICK AND TREATING IT LATER THAN TO RISK NOT LIVING TO WORRY ABOUT IT! 2. Heating/warmth a. Obtaining/retaining warmth may be as simple as adding clothing to maintain appropriate body temperatures in cool climates. Note: The majority of body heat loss is through the head and extremities. Always have a hat available to keep the head warm in cool temperatures. Also, layered clothing retains body heat better than one large object of clothing.
b. In cool windy conditions one should seek shelter behind a wall, a hill, or whatever is available. Large trash bags are also handy, lightweight shelters, which will help retain body heat and protect one from rain and/or wind. Trash bags may also be turned into a poncho to protect one from the rain by cutting a hole for the head to go through. The new, lightweight, space blankets are excellent for retaining body heat in cool conditions and providing cool shade in extremely hot environs. c. In cold weather a fire may be a necessity, however, in escape and evasion mode this may not be possible. If a fire is acceptable: Gather small kindling such as straw like grass or twigs. Build a tent-like structure with larger twigs and sticks surrounding it. Place light tinder in the center of the tent-like structure and place a cottonball soaked in petroleum jelly in the center. Strike a spark or light a match to the cotton-ball. This should start the fire with relative ease. Be sure the fire is contained and will not spread easily. Once the fire is started, larger sticks/logs can be added. B. PROTECTION Protection covers several things that are not necessarily related to maintaining body temperature, but may be key to survival. The following is a list of things that are useful in a survival kit or Go-kit. 1. Flashlight: A flashlight is indispensable to a survival kit. It allows one to do things and travel in low light conditions. It really needs no explanation. However, it is recommended that one obtain a small flashlight, such as the Maglite Solitaire, which requires only one AAA battery for operation. It is lightweight, bright, and easy to carry spare batteries. 2. Knife: A good all-purpose knife with a fixed, double-edged, carbon steel blade that can throw a spark is a must! It can be used for a wide variety of tasks and protection. 3. Compass or GPS: A compass is of utmost importance in any survival kit, along with maps of the area. A GPS or Global Positioning System is better. The GPS works off satellites to give one their exact location (to within 100 meters), a compass, direction to nearby cities and a variety of ways to keep track of ones travel routes. 4. Medical kit: A good first-aid medical kit is essential. The degree of materials to be included should only be limited by your expertise in treatment.
5. Signal mirror: Helpful in signaling for help. 6. Sun Block: It hot sunny areas, sun block can protect one from the harmful UV rays of the sun, to a limited degree. A hat is indispensable in these areas as well. 7. Insect repellent: Speaks for itself, especially in high malaria areas. 8. Cleanliness: Try to keep yourself clean. This will help reduce the chance of infections SURVIVAL TOOLS There is a vast array of survival tools on the market, from how-to books to gadgets and gizmos guaranteed to enhance ones chances of survival. However, if one keeps in mind the basic requirements listed in this section, few items are actually required and they do not have to be sophisticated. It is recommended that each employee/volunteer maintain a Go-kit and that the Go-kit be kept with or near them at all times when on assignment. The contents of the Go-kit should be personalized and are primarily left up to the individual, but each kit should include some of the basic items common to all. The following is a list of recommended items made up to form the optimal Go-kit. ITEM QUANTITY ESTIMATED COST Kelty Redwing Backpack 1 $ 88.00 Compass or Magellan 315 Global Positioning System 1 25.00 169.99 Leatherman Mini-Tool 1 34.16 CRKT Carson Series Knife 1 45.00 Maglite Solitaire Flash light 1 10.00 Magnesium Fire Starter 1 5.36 bBic Cigarette Lighter 1 1.00 Pur Voyageur Water Filter 1 67.46 Small bottle of Iodine 1 2.99 Signal Mirror 1 7.16 Emergency Food Rations 3 days 12.00 Acme Slimline Tornado Whistle 1 2.06 Optimist Medical Kit 1 14.35 3x4 moleskin for blisters 1 3x4 non-adherent dressing for abrasions 2 Butterfly closure strips 2 Tincture of Benzoin for strip adhesion 1 Double antibiotic ointment 2 Antiseptic towelettes 3 Anti-microbial hand wipes 1
Biohazard sealable bag 1 Plastic gloves 1 Pr. Motrin 2 Pkg. Extra strength Tylenol 2 Antihistamine tablets for allergic symptom 2 Insect sting relief pad 1 3x3 Sterile dressings 4 2 Conforming Gauze Bandage 1 Roll _ Tape 10 yds. Strip and Knuckle bandages 5 Splinter/Tick remover Forceps 1 Safety Pins 3 Medical syringes 2 1.00
10 Benedryl tablets for allergic reaction 1 Pkg 1.00 Imodium Tablets 1 Pkg. 2.00 Emergency Survival Blanket 1 4.00 Rain Poncho or slicker 1 35.00 Light-weight jacket (preferably Gortex) 1 80.00 Head gear (hat or bandanna) 1 15.00 Organizer bags (Camera bags) 2 17.98 Hand wipes 1 Box 1.29 Insect repellant 1 4.00 Blistex 1 2.00 Sun Block 1 6.99 Nalgene water bottle 1 3.61 Film canister containing 5 cotton balls dipped in petroleum jelly 1 Minimal Plastic baggy (Quart size) 3 Minimal Plastic Trash bags (30 Gal.) 2 Minimal Roll of electrical tape 1 .99 ESCAPE AND EVASION I. ESCAPE Whether one is escaping from a hostage situation, an advancing belligerent whose motto is Take no prisoners, or fleeing in an evacuation situation, escape and evasion is a technique that must be developed and practiced. It is similar to a game of Hide and Seek, but a more serious game, where the stakes could be life or death. Escape was briefly touched on in the Hostage Section. In that section we stated two things that we would like to iterate. A. Making a decision to escape is entirely up to you.
B. It is extremely dangerous. Nonetheless, escape is of primary consideration, especially if you are convinced your captors or those pursuing you plan to kill you. When planning an escape: A. Remember that you may be endangering other captives if you escape, regardless of your success. B. Weigh the odds: 1. Count the number of captors and their weapons. 2. Consider the location of your room in the building, if known. 3. Consider the location of the building, if known. 4. Try to determine if captors are outside as well as inside. 5. What will you do if you make it out of the building? Which way will you go? 6. Consider the weather. 7. Are you familiar with outdoor survival? 8. Are you prepared mentally and physically? 9. Are you willing to take the life of one of your captors, if necessary? 10. Are you willing to accept the consequences of failure or recapture? You will likely be beaten (at the very least) You may be killed as an example C. Mental Capacity 1. Think positively. 2. Dont give up easily. 3. Once you goyou must have the mindset that you cannot go back. Drive yourself! 4. Be prepared to do whatever you have to do in order to survive:
If you have to eat bugs, eat bugs.
If you have to drink pond water, drink pond water. If you have to take a life, take the life. REMEMBER YOUR NUMBER ONE RULESURVIVE! 5. Dont second guess yourself. Dont hesitate to debate anything. Just do it and go on! Second guessing yourself can come later, when youve reached safety. II. EVASION Evasion is the art of not being seen or found. It encompasses the way you look (your dress), the way you travel, where you travel, and the places you stay. A. Dress: 1. If you are fortunate enough to have your Go-kit at your disposal, consider wearing your poncho, even if it is not raining. (When you choose the items for your Go-kit, include a poncho that is forest green or dark in color so it will blend with your surroundings. A camouflage poncho is NOT recommended because someone might mistake you for a military person or spy! ) 2. If you do or do not have a poncho, break up your human outline form by adding some branches and leaves to your apparel. This will make you more difficult to spot. (Note: It will NOT make you invisible!) 3. Add some dirt to your skin to reduce the reflection of light. (Your skin usually has oils on it that reflect light.) 4. If you have shiny objects on your clothing or around your neck, remove them, hide them, or cover them. 5. If you have items attached to your Go-kit or other items that jingle, bind them together with electrical tape. B. Travel: 1. Automobile: When traveling by vehicle, your routes are fairly confined to known roadways. This allows your pursuers to set up roadblocks in specific areas to catch you. Even taking back-roads can lead to an easy capture.
Obviously, if you are in your own vehicle, you will hesitate to abandon it. But, keep this option in mind. It may make the difference between escape and capture. If traveling at night: Be aware that lights, especially vehicle lights, can be see for great distances. Turn off your lights when approaching sensitive areas or areas of possible contact. Disconnect your brake lights and back-up lights. This will prevent you from being an easy target when driving away from a place of negative contact. Better yet, have a switch installed in your vehicle before you get into this problem. 2. Walking: If walking, parallel the roadways, dont just walk down the road. Be aware of traffic on the roads and possible points of contact, but try to avoid actual contact. Always keep your eyes open for a place of concealment. Avoid walking the ridge line of any hills. This will silhouette you against the sky and make you easily visible, even at great distances. Instead, walk the base of the hills. If you are being pursued on foot, remember your footprints and personal body scents. Your pursuers may be tracking you with dogs. If time permits, double back on your tracks a couple times. Cross water sources such as creeks and ponds to confuse the animals. It doesnt actually confuse the animal, it confuses the handler, making the
handler believe the dog has lost the scent. a. Travel at night whenever possible. A person walking at night is difficult to see. b. Remember, walking takes longer, but it may be safer. C. Shelter: 1. Remember, you will need plenty of rest on your journey. This means you must find a place to sleep or nap on the trek.
2. Be sure to choose a place that is inconspicuous. Be wary of the usual hiding places, like barns or caves. Look for or create a shelter that is unusual. Look for a fallen log that has a natural shelter spot under it. Look for a rock out-cropping that will hide you and protect you from the elements. Construct a low-lying shelter out of logs and leaves. If nothing else, cover yourself with leaves or dirt. In cold weather areas, wrap yourself in your survival blanket or trash bags. Stuff leaves (even if wet) between the survival blanket and the trash bags for insulation. NOTE: There are no fool proof methods of survival, escape and evasion. What works in one place or situation, may not work in another. Also, dont completely rely on the gadgets in your Go-kit. You might not have them available. One of the keys to survival is to expect the unexpected and try to plan for it. What if scenarios work extremely well for planning survival contingencies. The primary key is to SURVIVE!
SECTION FOURTEEN: ARMED PROTECTION

KEYWORDS
Principles Providers of Armed Protection Management of Armed Protection The general who wins a battle makes many calculations in his temple before the battle is fought. The general who loses a battle makes but few calculations beforehand. Thus do many calculations lead to victory and few calculations to defeat. -Sun Tzu Armed Protection refers to the use of firearms or armed personnel for the protection of civilians or humanitarian agencies. Armed Protection is a highly controversial subject amongst NGOs. The only close rival for exciting a vehement reaction from NGO field workers, is the subject of Land Mines. This section of the Church World Service Security Manual is not meant to persuade an individual of the virtues or horrors of armed protection. Rather, it is written to enlighten personnel in the field of current practices used by some NGOs and to give direction in the event armed protection is considered as a viable alternative in certain circumstances. As Sun Tzu stated so many centuries before, make many calculations. In other words, consider all things and have a plan. PRINCIPLES A. The first question that arises in the consideration of armed protection is whether or not a humanitarian aid agency, especially a Christian agency, should ever consider the use of weapons to carry out their mission. Some would argue yes and, of course, some would argue no. It is an argument that will probably never be resolved. The actual choice is to be determined by the dictum of the agency, the Executive Management Team and the circumstances surrounding its possible use.
B. The second question that arises pertains to the reasons an agency would even consider the use of armed protection. The following is a list of possible reasons:
1. An agency that maintains large quantities of expensive or highly sought commodities may consider armed protection for warehouses located in areas experiencing high volumes of theft. 2. The area is involved in an armed conflict and one or more sides do not recognize the neutral status of NGOs, making the delivery of service extremely dangerous. This situation then gives rise to the question as to whether or not the NGO should be present in the area during the time of conflict. 3. Local bandits have been robbing, hijacking and attempting to kidnap NGOs in certain areas. 4. Other NGOs have been employing armed guards, increasing the vulnerability of those agencies, which do not use armed protection. 5. The deterrence of employing armed protection is recognized as a reasonable safeguard against local threats. 6. The people served by the agency will significantly benefit from the employment of armed protection. 7. Executive protection of dignitaries traveling or escorted by the agency. C. The purpose of armed protection also requires a value judgement to determine whether or not armed protection should be employed just for people, or whether it should be employed to protect assets. Some would argue that it should only be employed to protect people, while others would argue the value of the assets and the end results of distribution also require protection. Armed protection may be deployed in different was to serve different purposes and to convey different images. In Iraq and Somalia, expatriate staff members of some organizations were assigned bodyguards, who accompanied them everywhere they went. In Rwanda, armed guards were used to protect certain humanitarian aid organizations both day and night, while other organizations received only nighttime protection. Consider the following 1. The use of armed protection may be considered for: Nighttime protection of the office.
Protection of residences, possibly day or night. Assets stored in warehouses. Assets in transit to a distribution point. In the course of an evacuation To secure an area or person in light of threats (bomb, kidnapping, etc.) D. Making the decision to employ the use of armed protection is not an easy issue to resolve. However, in the event the decision is made to employ armed protection, a policy or guideline must be enacted to address, the purpose of the protection, who is employed for the protection, who manages the armed protectors and the specifics of the contract. E. Only the Regional Director, Country Director, Area Director may determine the purpose of armed protection and the purpose as to how it should be employed. F. Only the Executive Management Team may approve the use of armed protection. PROVIDERS OF ARMED PROTECTION A. There is an array of possibilities as to who might provide armed protection in the event the agency decides to use it. The following is a list of possible providers: 1. Agency staff specifically employed for this purpose. 2. Local Militia. 3. Commercial security companies. Either local or expatriate. 4. The national police force. 5. The national army.
6. A local rebel group. 7. The UN civilian police. 8. The UN military troops. B. The possibility of Church World Service employing its own armed protection staff is remote. It is not cost effective, it would create management problems and it could compromise our image. It also raises specific questions of liability and vicarious liability for the organization. On the other hand, it may
be determined to allow members of the Security Management Team to be armed, for events when executive protection may be required. C. Hiring local militia is considered one of the least desirable courses of action. Using local militia tends to give rise to the stimulation of a protection racket economy. In many cases, local militia fit the profile of a criminal gang more than the profile of a security company. If one chooses to use a local militia, make sure: 1. The rules of engagement are spelled out in detail. 2. Responsibilities and liabilities in the event of a shooting incident are specifically addressed in the contract. 3. The agency manages the guards on duty and controls their actions. D. Commercial security companies may or may not be an appropriate choice, depending on the situation. Private security companies may affect the image of the organization in a manner that would lead locals to believe the agency is extremely wealthy. After all, only the wealthy national elite and foreign business interests can afford to hire private security. Commercial companies may be national, but the trend seems to be in favor of expatriate companies. If the choice is made to hire a commercial company: 1. Make sure the company is licensed to operate in the country in which it will serve. 2. Do a background check on the company to determine its ethical position. Some companies like those that clear mine fields, also have a division that lays mines. This could present an image problem for the organization. 3. Spell out the details in the contract: The start and end of the contract. The rules of engagement. Responsibilities and liabilities in the event of a shooting incident. Who manages the agency. E. For the matter of principle, some agencies may desire to employ national authorities, those responsible for law and order and the protection of the general populace. However, this choice definitely affects the image of the organizations neutrality. Another problem that arises is the lack of agency control over the troops. Most troops that encounter rebel troops, while traveling with an NGO convoy,
want to stop and engage the rebels. This situation links the agency forever with the troops in the minds of the rebels and it endangers staff in the convoy. Another problem with using local authorities, especially police is the possibility of corruption among the force. On the contrary, it may be the best choice available in the region at the time. Make sure the details specify those things listed above. F. Armed Protection by rebel troops or organized resistance movements is very similar to considering the employment of national police and armies. In some areas, NGOs have affiliated themselves with rebels who were engaging governments with the reputation of severe disregard for the basic human rights of the local population (such as the mujahedin opposition of Soviet domination in Afghanistan). This clearly impacts an organizations image of neutrality, but again, it may be the best bet in town.
G. The use of armed protection by the UN Police or UN troops is considered the best possible employment of armed protection, particularly during civil war situations where the police and local government are no longer effective in controlling situations. The use of UN forces may also compromise ones image, in that the UN is usually deployed under a politically determined mandate, one that usually represents the political interests of a few international powers. Nonetheless, this is the best possible choice, if it is a available. H. By now it should be evident that the use of armed protection affects the organizations image, no matter who is employed or under what circumstances. For this reason alone, the use of armed protection should only be considered in as a last resort. It may be in the best interest of all parties concerned to disengage the area, rather than employ the use of armed protection. However, if armed protection is a must, spell out the specifics of employment in a written agreement. MANAGEMENT OF ARMED PROTECTION A. Anytime armed protection is considered, approval must be received from the Executive Management Team. Requests for armed protection must be submitted in writing, providing justification for its implementation. B. Any use of armed protection requires a written contract between the agency and the contractor. Contractual specifications must include:
1. A clause to the effect that guards assigned to your organization will not rotate with those of other clients. 2. A clause for guard selection criteria, dictating: Appropriate age Health Literacy Prohibition of drugs and alcohol No other employment beyond 20 additional hours per week. Minimum standards of training Specific training in: laws first aid the use of firearms. 3. The start and end of the contract period. 4. Issues of liability. Very clear agreements must be spelled out concerning liability for the actions of the guards while on duty with the agency. 5. Salary. It is important to choose a salary that does not promote the protection racket economy, but one that adequately compensates the employee for the potentially dangerous work.. 6. A clause regarding command. Specify that the agency has the authority to command and control actions on the job. Leave disciplinary procedures to the contractor. 7. The rules of engagement. Specify the circumstances and extent of force, which may be used in certain situations. Also, set the procedures for certain situations, such as personal body searches. (The Church World Service Security Management Team has these protocols on file, if needed.) 8. Specify the type of weapons that may be used in your employ, such as handguns, rifles or larger weapons in certain circumstances. 9. Specify who is responsible for the costs of training, the costs of weapons, ammunition, uniforms, etc. Finally, remember that armed protection must be considered a last resort that requires authorization from the Executive Management Team.
SECTION FIFTEEN: EVACUATION PROCEDURES

KEYWORDS
Assessment Preparation Evacuation Procedures National Staff
An evacuation plan is developed to assist an agency in the execution of a rapid withdrawal from an area of high risk. Evacuations are required as a result of the deterioration in security conditions, possibly caused by civil disturbances, war, or natural/man made disasters. Evacuation plans are, by nature, considered area specific. Plans developed in one area will most likely be ineffective in another. Therefore, evacuation plans must be developed in each area to address the needs of that area. Nonetheless, there are some procedures that are similar in all areas. Those procedures are outlined in this section. ASSESSMENT A. The procedures for Risk Assessment are outlined in Section Two of this manual. B. In most situations, the signs for impending problems are known well in advance of the actual problem, allowing ample time for review of current plans and evacuations.
C. In assessing the severity of the threat, one must consider a range of general indicators, such as: 1. The decline of normally available services. 2. Civilian flight from the area. 3. Increased travel restrictions. 4. The unexpected departure of prominent business people or government leaders. Section Six of this manual provides information on the conditions that recommend and/or mandate evacuation. The following is a recap of that information: PHASE THREE: RED Conditions: 6. The judicial infrastructure is weakened resulting in widespread lawlessness. 7. There are incidents of local rioting/looting. 8. Terrorist activities or other violence indicates NGOs are being targeted. 9. Fighting has broken out within 20 miles of your location. 10. Business and daily life is seriously disrupted. Actions: 16. All responses from Phase Two-Yellow are included and in effect for this Phase, unless specifically updated. 17. All program functions, except those sustaining life, are to be suspended. 18. Leave schedules are moved up and suggested for expatriates. 19. Staff Security Review Teams will meet daily. 20. Depending on the situation, daily or bi-weekly security meetings will be held with the U.S. Embassy, the UNDP, and other NGOs.
21. A 24-hour dispatcher will be designated to operate office radios and/or telephones. 22. Vehicles
Will be kept fully fueled at all times. Will be parked head out. Will contain water and food sufficient for three days. Will carry a minimum of 5 U.S. Gallons of extra gasoline 23. Travel: All travel must have prior approval. All travel destinations, departure times and arrival times will be logged. No travel will be permitted between 6:00 PM and 6:00 AM. At least two vehicles will travel together at all times. Vehicles traveling in number will travel in convoy. 24. Curfews are in effect as determined by directors or Security Review Teams. 25. No-go zones will be specified. 26. Personnel will travel only in pairs. 27. Expatriates will travel in pairs when away from office or home. 28. All staff housing will maintain water and food stocks sufficient for at least three days. 29. All staff will maintain and carry emergency packs which will include a passport copy, current residence permit, re-entry visa, cash, 2 changes of clothing, toiletries and prescriptive medications. 30. Evacuations will be considered. PHASE FOUR-BLACK Conditions: 9. Imminent threats against NGOs or Church World Service exist. 10. Economic collapse. 11. Widespread looting or rioting.
12. Sufficient civil unrest as to pose a threat to staff. 13. Open warfare, shelling or fighting in immediate vicinity. 14. Cessation of most public services. 15. Daily life brought to a stand still 16. Survival situation exists. Actions: 7. All previous responses apply in this Phase, unless specifically updated in this section. 8. Evacuation is mandated, if situation allows. If not, all expatriate staff will be restricted to the main office or moved to the U.S. Embassy or UNDP Compound 9. Staff on leave, are prohibited from returning. 10. Preparations for office closure are completed, including destruction of sensitive documents. 11. Daily contact with U.S. Embassy, UNDP and NGOs mandated. 12. Daily contact with Church World Service Headquarters is required. D. Additional factors that need to be considered are: 1. Whether or not staff members are considered direct targets. 2. Whether or not the mission or organizational affiliation is a reason for targeting staff. 3. Whether or not the incidents are directed at staff members of a particular race, nationality or religion. 4. Whether or not additional security measures, such as barriers or dogs, can reduce the risk of threat. PREPARATION A. Acquiring and maintaining detailed personnel information is critical for effective evacuation planning.
1. Remember that staff members must complete a Personnel Data Sheet upon arrival in the country. Make sure this is completed and on file. Make sure every staff member is aware of their responsibility to file new Personnel Data Sheets if anything changes from the original. 2. Make sure all staff members are registered with the U.S. Embassy. B. Each office consisting of 5 or more personnel will choose an office Warden. 1. The Warden must be included in preparing the contingency plans for evacuation. 2. The Warden is responsible for: Conducting simulated evacuations. Contacting and notifying staff member of the current situations, changes, and information on procedures. Coordinating evacuations. C. The Office Director will act as the Warden in offices of less than 5 staff members. D. Emergency communications are a vital link to the successful implementation of an evacuation plan. The local Security Officer, the Area/Office Director or the Warden shall: 1. Check radio equipment on a monthly basis to ensure it is in good operating condition. 2. Check radio equipment on a daily basis during Phase Three-Red and Phase Four-Black Alerts. 3. Ensure that personnel are assigned radios (as available) Phase Three-Red and Phase Four-Black Alerts. 4. Ensure that all evacuation vehicles are equipped with radio equipment during Phase Three-Red and Phase Four-Black Alerts. E. Vehicles will also play a major factor in any evacuation. The local Security Officer, the Area/Office Director or the Warden shall complete a daily check of vehicles during Phase Three-Red and Phase Four-Black Alerts. This check should be in accordance with the procedures outlined in the Vehicle and Transport Section of this manual to:
1. Ensure all vehicles are in good operating condition. 2. Ensure all vehicles are properly fueled each day. 3. Ensure all required equipment is on board each vehicle. F. In the event evacuation to second country is necessary, the local Security Officer, the Area/Office Director or the Warden shall: 1. Determine the asylum procedures for the destination country. Make sure this country has ratified the 1951 UN Convention on refugees. They accept refugees. 2. Prepare a standard letter to corroborate the asylum claims of local staff. 3. Send an up to date list of personnel who will be seeking asylum to the country organization handling the procedure. G. The local Security Officer, the Area/Office Director or the Warden shall complete a list of employees and dependents that will need evacuation. This list will be categorized by three categories, as not all staff may need evacuation (depending on circumstance). The three categories are: 1. All staff 2. National staff 3. Expatriate staff H. The local Security Officer, the Area/Office Director or the Warden shall draft possible evacuation routes that may be used during an actual evacuation. This
includes routes to: 1. The local airport. 2. An alternate airport (possibly in another city). 3. The closest seaport (if applicable). 4. The two nearest borders in the event a land evacuation is required.
I. The local Security Officer, the Area/Office Director or the Warden shall determine and disseminate the location of Assembly Points (at least two) for staff to gather at in the event the deterioration of the situation is rapid and/or unsuspected. These points could include the office, a staff members residence or a centrally located position that offers cover and concealment. 1. All potential routes to and from assembly points should be surveyed and documented. 2. All potential routes will be driven and the drive will be timed. A record of the drive and the time taken to drive it will be documented. 3. When selecting routes, the following data must be considered: Distance to assembly points for all personnel Road conditions Local traffic patterns Choke points, such as bridges and other obstructions. Potential helicopter landing zones along the route. Proximity to potential military targets, police stations, etc. Alternate routes. J. Once the routes and assembly points have been established, the information will be filed with the United States Embassy or UNDP. Updates will be filed upon completion. K. Staff members will be provided with strip maps showing their routes to the assembly points, along with alternate routes. 1. Strip map routes will have minimal data and should only be recognizable to staff. 2. Roads on strip maps will only be identified by letter designation, such as Route Alpha. L. Airport evacuations: The local Security Officer, the Area/Office Director or the Warden shall conduct a survey of available airfields in the country, which are accessible from assembly points. When completed, the survey will be filed with the Security Management Team. The survey will include: 1. Name of the airport. 2. Location, including latitude and longitude. 3. A mapped layout of the airfield, including a sketch and photographs (if possible).
4. Length of runway. 5. Runway composition (asphalt, grass, dirt, etc.) 6. Largest type of aircraft accommodated by airport. 7. Nighttime capabilities. 8. Airport means of communication and frequencies if radio controlled. 9. Whether or not it is controlled by civilian, or military. 10. Names and contact information of airfield authorities. 11. Physical security of the airport 12. Capacity for staging or assembly points. 13. Condition of roads leading to the airfield. 14. A list of commercial and chartered air service companies the utilize the airport. Note: The same survey with similar information will be compiled for seaports as well.
M. Overland evacuations should be considered as a last resort. Convoys are highly vulnerable to a range of dangers, including road blocks, ambushes, land mines, destroyed bridges, roads clogged with refugees, accident and mechanical breakdowns. If an overland evacuation is the only means of escape: 1. Remember there is safety in numbers. Do NOT split up convoys into smaller groups. 2. Use local drivers familiar with the language. 3. Avoid overloading vehicles. 4. Establish alternate routes along the way (if available). 5. The local Security Officer, the Area/Office Director or the Warden shall serve as the convoy leader and shall have communication capabilities.
EVACUATION PROCEDURES A. Once the determination has been made to evacuate: 1. The decision is to be disseminated through the Warden. (Be sure to utilize the system you have in place whenever possible.) 2. An immediate review is to be conducted of the evacuation plans, by appropriate personnel. 3. The evacuation procedures and procedures set forth in the Operational Alert Section will be followed. 4. The local Security Officer, the Area/Office Director or the Warden shall make necessary contacts with service carriers (airlines or chartered services.) B. At the assembly point(s), The local Security Officer, the Area/Office Director or the Warden shall: 1. Ensure that all personnel are present or accounted for. If an employee is unaccounted for, wait a reasonable amount of time, but do not jeopardize the safety of others for the sake of those not present. 2. Ensure that all personnel and dependents have the proper personal documents (identification papers, passports, etc). 3. Check personal baggage to make sure there is not an excess of unneeded baggage. 4. Assign families to one vehicle in the event of transport by vehicle. 5. Try to assign personnel with medical requirements to a vehicle that contains a person with knowledge or training in medical procedures. 6. Determine an evacuation priority: First priority-dependents. Second priority-individuals other than key expatriate employees. Third priority-key expatriate employees. C. The local Security Officer, the Area/Office Director or the Warden shall notify and keep in touch with CWS Headquarters on a daily basis during an evacuation, until such time as the evacuation is complete.
D. The local Security Officer, the Area/Office Director or the Warden shall follow procedures to notify and maintain daily contact with the U.S. Embassy or the UN, during an evacuation. This will be done in accordance with procedures outlined in the Operational Alert Level Section. E. In circumstances where evacuation is not possible (such as during a coup): 1. Personnel may be restricted to their compounds or quarters for an undetermined period of time. 2. If possible, personnel should be moved to a central location, such as the office or an assembly point. Make sure adequate provisions are on hand. 3. The local Security Officer, the Area/Office Director or the Warden shall keep in contact with CWS Headquarters in New York on a daily basis. NATIONAL/LOCAL STAFF A. Do not raise the expectations of national staff about how much you can or will
try to do for them. Evacuation to another country is usually an option only available to international staff and their dependents. On the other hand, if local staff are at risk because of their affiliation with our organization, then we have an obligation to help them. 1. Every effort should be made to evacuate these personnel. 2. Their dependents will not be evacuated, unless they too are at risk. A determination will need to be made by the Country Director or CWS Headquarters. 3. Do NOT make promises you cannot keep. B. In the event local staff cannot be evacuated: 1. Provide them with one months salary in advance to help them through the crisis. 2. Determine whether or not local staff can take control or responsibility of the office and equipment. This is possible only if this responsibility does not place them in greater danger. Evacuation is not easy, either for the evacuees or for those left behind. A sense of relief may be mixed with feelings of guilt. It may not be possible or advisable to say goodbye to friends. When the decision is made to evacuate, your primary concern is the safety of staff.
SECTION SIXTEEN: INCIDENT REPORTING

KEYWORDS
Situational Awareness Incident Reporting
The introduction to this manual mentioned that security incidents, among NGOs, appears to be on the rise. In actuality, there is no question that incidents are on the rise. The real question is to what degree it is on the rise. The word appears is used because, currently, there is no standard method of reporting security incidents. Nor is there a central clearinghouse for the tabulation of reports and statistics pertaining to criminal and/or security incidents of NGOs. Furthermore, the problem cannot be resolved until a reporting process is established among each agency. Recently, the United States Office for Foreign Disaster Assistance (OFDA) enacted a directive, which requires NGOs applying for grant funds to establish and implement a set of security protocols. Part of these protocols, include a section on the reporting of security incidents. Even as a good practice, each agency should have a policy on security information management and staff should be informed of the need, provided guidelines and given exercises in incident reporting. SITUATION AWARENESS A. Developing and maintaining situation awareness is a prerequisite for ensuring the security of relief workers and humanitarian assistance operations. B. Incident reporting is the basic element in situation awareness and security information management. It helps administrators: 1. To understand what is happening in the field.
2. To see if there are any trends or patterns to incidents 3. To formulate a response to certain situations. 4. To understand the need for specific equipment. C. More importantly, incident reporting helps staff to: 1. Develop an accurate picture of the security situation. 2. Identify trends. 3. Plan and prepare accordingly. D. Developing and maintaining situation awareness must involve the entire staff of the agency, and will be most effective in an inter-agency environment. Information sharing is a prerequisite for developing an overall security picture.
Consider the following scenario: E. Developing and maintaining situation awareness is a process that involves the on-going collection, assessment and dissemination of information. 1. The collection phase requires that all personnel participate and that the information be collected in an organized manner to support assessment. 2. The assessment phase turns the organized information into usable products. Products that support security preparations, plans and decisions. 3. Information dissemination provides the feedback loop, keeping staff, key decision-makers and headquarters aware of the situation. F. Currently, relief agencies develop and maintain situation awareness in a variety of ways, ranging from reliance on individual and small team knowledge of local conditions, to country and regional security programs (usually run by UN humanitarian agencies). Furthermore, in many cases, agencies have delegated security duties to a member who is already overburdened with his or her primary job. However, with the advent of this manual and the new security procedures, situation awareness is to be formalized through the use of standard report forms, which can be analyzed by the Security Management Team and disseminated to all personnel in the field.
INCIDENT REPORTING A. The following forms have been developed to aid in the collection, assessment and dissemination of information throughout our organization. They are to be utilized by all field offices and personnel, effective immediately. B. The forms are relatively self-explanatory and should not be difficult to complete. C. It is imperative that report forms are completed on ALL incidents that involve security. It is also imperative that local managers support the program, in order for it to be effective. D. Questions about security report forms or the process of data analysis and dissemination should be directed to the Security Management Team.
Church World Service

475 RIVERSIDE DRIVE, NEW YORK, NEW YORK, 10115-0050, U.S.A. TELEPHONE 212 870-3151 FAX: 2236
PROGRAM INFORMATION REPORT

The following information will assist your security team in planning and conducting emergency operations. Please be as complete as possible. Accurate answers can mean the difference between life and death in an emergency. The form below will be requested by the Security Management Team on a regular basis, but please submit an updated form anytime there is a change in status in your operation. This form should be completed by the Area Director, Senior Office Employee or by the designated security agent at your location. Please do not write in shaded areas. AGENCY: PROJECT: YOUR NAME: DATE: (DD/MM/YY)
OFFICE LOCATION AND GENERAL INFORMATION

COUNTRY: VILLAGE/CELL: PROVINCE/PREFECT: LATITUDE/LONGITUDE:
LOCATION DESCRIPTION:
RADIO EQUIPPED: YES NO IF YES, TYPE: VFH NO SATCOM: YES NO NO: FREQUENCIES: EMERGENCY FREQUENCY: LOCAL SECURITY AGENT: PHONE:
PERSONNEL INFORMATION NAME: ADDRESS VILLAGE DEPENDEN TS PROGRAM INFORMATION CHECK ALL THAT APPLY: MEDICAL SHELTER FOOD DISTRIBUTION REFUGEE/ IDP CAMP REUNIFICATION
HUMAN RIGHTS GENERAL HUMANITARIAN WATER DISTRIBUTION WATER PURIFICATION SKILLS TRAINING HOUSING AGRICULTURE DISASTER RELIEF CAPACITY BUILDING
OTHER:
PROGRAM DESCRIPTION SITE INFORMATION

(WAREHOUSES, GARGES, CLINICS, ETC) 1. NAME OF SITE: LOACATION: VILLAGE: LOCATION DESCRIPTION: (WAREHOUSE, ETC) FUNCTION: SECURITY: NONE PERIMETER FENCED PERIMETER LIGHTING ALARMED UNARMED GUARDS ARMED GUARDS NIGHT ONLY 24 HOURS OTHER: 2. NAME OF SITE: LOACATION: VILLAGE: LOCATION DESCRIPTION: (WAREHOUSE, ETC) FUNCTION: SECURITY: NONE PERIMETER FENCED PERIMETER LIGHTING ALARMED UNARMED GUARDS ARMED GUARDS NIGHT ONLY 24 HOURS OTHER:

3. NAME OF SITE: LOACATION: VILLAGE: LOCATION DESCRIPTION: (WAREHOUSE, ETC) FUNCTION: SECURITY: NONE PERIMETER FENCED PERIMETER LIGHTING ALARMED UNARMED GUARDS ARMED GUARDS NIGHT ONLY 24 HOURS OTHER:
VEHICLE INFORMATION VEHICLE NO. 1: TYPE: CAR WAGONEER LIGHT TRUCK LIGHT TRUCK (4X 4) HEAVY TRUCK MAKE: MODEL: YEAR LICENSE NO.: VEHICLE ID NUMBER: FUEL TYPE SEATING CAPACITY RADIO EQUIPPED:
YES NO
IF YES,: VFH FREQUENCY HF FREQUENCY AGENCY CHANNEL CALL SIGN: SATCOM: YES NO TELEPHONE NO. VEHICLE NO. 2: TYPE: CAR WAGONEER LIGHT TRUCK LIGHT TRUCK (4X 4) HEAVY TRUCK MAKE: MODEL: YEAR LICENSE NO.: VEHICLE ID NUMBER: FUEL TYPE SEATING CAPACITY RADIO EQUIPPED:
YES NO
IF YES,: VFH FREQUENCY HF FREQUENCY AGENCY CHANNEL CALL SIGN: SATCOM: YES NO TELEPHONE NO. VEHICLE NO. 3: TYPE: CAR WAGONEER LIGHT TRUCK LIGHT TRUCK (4X 4) HEAVY TRUCK MAKE: MODEL: YEAR LICENSE NO.: VEHICLE ID NUMBER: FUEL
TYPE SEATING CAPACITY RADIO EQUIPPED:

YES NO
IF YES,: VFH FREQUENCY HF FREQUENCY AGENCY CHANNEL CALL SIGN: SATCOM: YES NO TELEPHONE NO.
VEHICLE NO. 4: TYPE: CAR WAGONEER LIGHT TRUCK LIGHT TRUCK (4X 4) HEAVY TRUCK MAKE: MODEL: YEAR LICENSE NO.: VEHICLE ID NUMBER: FUEL TYPE SEATING CAPACITY RADIO EQUIPPED:
YES NO
IF YES,: VFH FREQUENCY HF FREQUENCY AGENCY CHANNEL CALL SIGN: SATCOM: YES NO TELEPHONE NO. VEHICLE NO. 5: TYPE: CAR WAGONEER LIGHT TRUCK LIGHT TRUCK (4X 4) HEAVY TRUCK MAKE: MODEL: YEAR LICENSE NO.: VEHICLE ID NUMBER: FUEL TYPE SEATING CAPACITY RADIO EQUIPPED:
YES NO
IF YES,: VFH FREQUENCY HF FREQUENCY AGENCY CHANNEL CALL SIGN: SATCOM: YES NO TELEPHONE NO. LOCAL INFRASTRUCTURE CLOSEST HOSPITAL/CLINIC: LOCATION: LATITUDE/LONGITUDE DESCRIPTION OF BUILDING: AVIATION CLOSEST AIRFIELD: LOCATION LONGITUDE/LATITUDE: RUNWAY: ASPHALT GRASS DIRT RUNWAY LENGTH (METERS)
LARGEST AIRCRAFT ROAD WHICH COULD BE USED AS AIRSTRIPS: DESCRIPTI ON: ASPHALT DIRT LENGTH:
(IN METERS) WIDTH:
LATITUDE/LONGITUDE POLICE/GENDARME CLOSEST POLICE STATION LOCATION: COMMANDING OFFICER: TELEPHONE NO.: MILITARY
CLOSEST MILITARY BARRICK LOCATION: COMMANDING OFFICER: TELEPHONE NO.: LANDMINES IN AREA:
YES NO
LOCATIONS: GENERAL INFORMATION ADDITIONAL INFORMATION RELEVANT FOR SECURITY PLANNING:

475 RIVERSIDE DRIVE, NEW YORK, NEW YORK, 10115-0050, U.S.A. TELEPHONE 212 870-3151 FAX: 2236
PERSONNEL SECURITY QUESTIONNAIRE

The following questionnaire is designed to assist security officials in planning emergency evacuation operations. It is your responsibility to be as accurate as possible and to keep this document up to date. Additional questionnaires are available from the local Security Coordinator and from the CWS Security Management Team. Please complete the questionnaire and return it to your local Security Coordinator as soon as possible. Those who fail to complete this form run the risk of not being evacuated in an emergency. Please do not write in shaded areas.
NAME: (Please Print or Type) SURNAME FIRST
NAME
AGENCY: NATIONALITY: PASSPORT NO. DATE OF ISSUE: PLACE OF ISSUE: PASSPORT EXPIRATION DATE: VISA EXPIRATION DATE: HOME COUNTRY ADRESS: STREET: CITY: PROVINCE/ STATE: ZIP: EMERGENCY CONTACT: NAME:________________________________ ADDRESS:__________________________CITY:________________COUNTRY____________ RELATIONSHIP: DAY TELEPHONE: NIGHT TELEPHONE: SPOUSES NAME: SURNAME FIRST
NAME
MIDDLE INCOUNTRY: YES NO AGENCY: NATIONALITY: PASSPORT NO. DATE OF ISSUE: PLACE OF ISSUE: PASSPORT EXPIRATION DATE: VISA EXPIRTATION DATE CODE WORD: IN COUNTRY DEPENDENT INFORMATION
NAME: PASSPORT NO: PLACE OF ISSUE: ISSUE DATE EXPIRES: VISA EXPIRES: PERSONAL VEHICLE INFORMATION VEHCILE TYPE: LICENSE NO. FUEL TYPE: SEATING CAPACITY:

RADIO EQUIPPED: YES NO IF YES, VHF HF CALL SIGN: CHANNELS MONITORED: SATPHONE EQUIPPED: YES NO SAT NO.:
RESIDENCE INFORMATION
RESIDENCE LOCATION: (NEIGHBORHOOD, STREET, NUMBER AND DESCRITPITON) RESIDENCE TELEPHONE: RADIO EQUIPPED: YES NO IF YES, VHF HF CHANNELS MONITORED CALL SIGN:
IS THE RESIDENCE: FENCED GUARDED IF GUARDED, ARE THE GUARDS: ARMED UNARMED RADIO EQUIPPED LOCAL MILITIA PRIVATE GUARDS HOW MANY GUARDS ARE THERE? WHEN IS THE HOUSE GUARDED? DO YOU HAVE INTERNATIONAL STAFF LIVIG WITH YOU? YES NO IF YES, HOW MANY? MEDICAL INFORMATION
NAME AG E BLOO D TYPE MEDICATION MEDICAL CONDITIONS SELF SPOUSE

DOES ANYONE REQUIRE MOVING ASSISTANCE? YES NO IF YES, HOW MANY?
LIST ANY SKILL YOU HAVE TO ASSIST WITH EVACUATION OPERATIONS EMERGENCY MEDICAL TRAINING: YES NO TYPE: CURRENT: YES NO FIRST AID TRAINING: YES NO CURRENT YES NO TRUCK OR BUS OPERATORS LICENSE: YES NO CURR ENT: YES NO WHER E ISSUED: SECURITY EXPERIENCE: YES NO WHERE: HEN: MILITARY EXPERIENCE: YES NO WHERE: HEN LIST ANY OTHER SKILLS YOU HAVE THAT MAY BE RELEVANT IN AN EVACUATION: LIST ANY OTHER INFORMATION WE SHOULD KNOW TO PLAN YOUR EVACUATION
475 RIVERSIDE DRIVE, NEW YORK, NEW YORK, 10115-0050, U.S.A. TELEPHONE 212 870-3151 FAX:2236
SUPPLEMENTAL REPORT FORM

This form is used to provide additional information to the incident report form. It is also used to provide information about the incident after the fact. This form should be completed at the time of the initial report or as soon as the new information comes to light. Contact your security officer or the Security Management Team if you have any questions. INCIDENT REPORT NO. TODAYS DATE: (DD/MM/YY) DATE_______/_______/_______ DATE & TIME OF INCIDENT (D/MM/YY & HH/MM) DATE_______/_______/_______TIME______/______ NARRATIVE: AGENCY OFFICE: AGENCY PHONE NO.: NAME: (PRINT) SIGNATURE:
SECURITY MANAGEMENT USE

DATE RECEIVED: (DD/MM/YY) RECEIVED BY: FOLLOW UP REQUIRED: YES NO INTERVIEW REQUIRED: YES NO

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Church World Service Security Manual: Introduction