Chapter 1.7: Preparing a security plan
Implementing a security plan
by
Enrique Eguren and
Marie Caraj
- Take advantage of opportunities and entry points to face prob-
lems and break through barrier
- Proceed step-by-step. There’s no point in pretending that everything
can be done at once.
- Emphasise the importance of the security to core work on behalf of victims. Stress that the s
ecurity of witnesses and family members is crit-
ical to the effectiveness of core work and that this can best be managed
by integrating good security practices into all areas of work. Use exam-
ples in training/discussion that demonstrate the potential negative impact
of lax security on witnesses and victims.
- A plan drafted by two “experts” and presented to a whole organisation
is likely to fall flat on its face. In security, participation is key.
- 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 deci-
sions, attitudes and behaviour that impacts on security can have conse-
quences for the security of witnesses, family members of victims and col-
leagues. 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 conse-
quences for individuals who persistently refuse to abide by the plan.
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