Implementing a security plan

Security plans are important, but they are not easy to implement. Implementation is much more than a technical process - it is an organisational process. This means looking for entry points and opportunities, as well barriers and problems.

A security plan must be implemented on at least three levels:

1. The individual level. Each individual has to follow the plan in order for it to work.
2. The organisational level. The organisation as a whole has to follow the plan.
3. The inter-organisational level. Some level of cooperation between organisations is usually involved to maintain security.

Examples of entry points and opportunities when implementing a security plan:

• Several minor security incidents have taken place in your own or another organisation and some staff members are worried about it.

• General security concerns exist because of the situation in the country.

• New staff arrive and can be trained to start good security practices more easily.

• Another organisation offers you security training.

Examples of problems and barriers to implementing a security plan:

• Some people think more security measures will lead to an even greater workload.

• Others think the organisation already has good enough security.

• “We haven’t got time for this stuff!”

• “OK, let’s make extra time to discuss security on Saturday morning, but that’s it!”

• “We need to take better care of the people we intend to help, not ourselves.”

Ways of improving the implementation of a security plan:

• Take advantage of opportunities and entry points to face problems and break through barriers.

• Proceed step by step. There’s no point in pretending that everything can be done at once.

• Emphasise the importance of security to core work on behalf of victims. Stress that the security of witnesses and family members is critical to the effectiveness of core work and that this can best be managed by integrating good security practices into all areas of work. Use examples in training/discussion that demonstrate the potential negative impact of lax security on witnesses and victims.

• In security, participation is key. A plan drafted by two “experts” and presented to a whole organisation is likely to fall flat on its face.

• A plan must be realistic and feasible. A long list of things to do before every field trip will not work. Keep to the bare minimum necessary to ensure security. This is another reason to involve those who really do the work - for example, people who usually go on field trips.

• The plan is not a one-off document - it must be reviewed and updated all the time.

• The plan must not be seen as “more work”, but as “a better way to work”. People must be made to see the benefits, for example, by avoiding duplicate reporting. Make sure field trip reports have a security dimension, make security issues part of normal team meetings, integrate security aspects into other training, etc.

• Emphasise that security is not a personal choice. Individual decisions, attitudes and behaviour that impacts on security can have consequences for the security of witnesses, family members of victims and colleagues. There needs to be a collective commitment to implementing good security practices.

• Time and resources must be allocated to implementing the plan, as security cannot be improved by using people’s free time. In order to be seen as “important”, security activities must be placed alongside other “important” activities.

• Everyone must be seen to follow the plan, especially managers and those responsible for other people’s work. There must be consequences for individuals who persistently refuse to abide by the plan.