Organisational Approach: Training on Fully Integrated Security Management

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Gill Price, Heather Macey
RedR International Programmes Director
County Coordinator Pakistan Humanitarian Forum


Humanitarian crises continue to grow in complexity and scale. Statistics from the Aidworker Security Database reveal an increasing trend in security incidents affecting aid workers over the last decade. National staff are disproportionally affected by these security incidents (HPN, 2010). Through its work on humanitarian safety and security, RedR has found that at organizational level, the security personnel and procedures that are put in place, often form an additional or specialist part of operations rather than an integral part of day to day business. This highlights the need a more holistic approach to managing personal and organizational security, with a shared focus on the delivery of safe and effective humanitarian operations.

In response to these concerns, in 2013/14 RedR implemented a “Safe and Effective Programs through Fully Integrated Security Management" (FISM) programme in Kenya. This was an 18 month pilot project supported by Office of US Foreign Disaster Assistance (OFDA), and implemented in partnership with the Harvard Program on Humanitarian Policy and Conflict Research (HPCR) and thirteen operational NGOs. It built on learning from an earlier organisation-wide Security Management training programme for CARE International in Kenya. The project aimed to further enhance the capacity of organisations to deliver safe and effective humanitarian operations by delivering capacity building in security.

Post-project completion follow ups and an external evaluation conducted at the end of the project found that the pilot was considered highly relevant and effective with outcomes ranging from quite limited in some cases to transformational and irreversible in others.

This paper is based on the project’s monitoring data and an external evaluation of the FISM project conducted by Bjorn Ternstrom (Team Leader) and Florence Oduor in April 2014. Methods to collect these data included key informant interviews with staff and participating organisations involved in the project. Project outcomes and impact were captured through comparison of baseline self-assessments with observations or changes in organisational practice exemplified by participants that were linked to the training and capacity building activities provided.

In this paper, we will highlight the innovative aspects of the capacity building methodologies used for the FISM project, and the lessons learned through this pilot around training methodologies. These findings confirm and build upon a review conducted by InterAction and the European Interagency Security Forum on how to create effective security training for NGOs (Persaud, 2014).