Section 2 - Selection & Appointment, Induction & Arrival and Ongoing Supervision
Taking potential crisis situations into account during selection, induction and supervision is important in all settings. However, in high-risk situations especially, where there are serious external risks as specified in Appendix 2, it is especially important. As a result each agency/church should:
- Appoint a crisis management coordinator who has overall responsibility for developing, completing and implementing its crisis management and prevention policies. In each location, a local crisis management officer should be appointed
- The crisis management coordinator should keep knowledge, policies, procedures and best practice requirements up to date and ensure local crisis management officers are adequately trained
- Agree about and ensure that there is clarity on whom to contact overseas and in the home country
- Review regularly security procedures at staff meetings and ensure all changes in the security situation are communicated to all staff
Procedures relating to selection and appointment:
- All potential personnel and volunteers working overseas should be informed of any possible risks associated with a placement at the start of any recruitment, appointment or re-deployment process
- The application process should ensure basic health screening of applicants
- During the interview process, applications should be asked about previous high-risk areas and crisis situations in which they have been involved as appropriate
- Any additional criteria relating to a person’s suitability for being appointed to work in a high-risk area should be clearly set out in the selection process
- The crisis management policy should be integrated into the staff handbook or appropriate document and all personnel should be required to acknowledge in writing that they have received and understood the crisis management policy
Procedures relating to orientation, induction and arrival:
- Orientation should be provided for all categories of staff and volunteers relating to crisis management
- People working in high-risk areas will be provided with appropriate specialist training, including personal security training
- Induction relating to specific situations should be provided on site on arrival
- Relationships with Embassies should be established and all staff members and families should be registered. Their guidance should be sought for those working in high-risk areas
- Advice should also be sought from local Christian leaders and other agencies including international bodies. Appropriate use should be made of any UN traffic light system for entering restricted areas
Procedures relating to ongoing supervision:
- Staff working in a stressful situation should have regular periods of rest and refreshment away from their work place. This should be in addition to normal holiday entitlement.
- Reporting mechanisms should be in place for work-related injuries, sickness, accidents and fatalities, and should be monitored to help assess and reduce future risk to staff.
- Anticipation of a crisis -
- External: External crises can be predicted by regular monitoring of media, both international and local. Staff can alert their Crisis Management Officer of potential crises.
- Personal: Personal crises may be detected early by observation and interaction.
- Consistent pastoral care at various levels should facilitate this process. Individuals who observe behaviour, which may lead to individual crises should make their concerns known to their Crisis Management Office. Staff should be expected to use their common sense with regard to health and travel! Travel routes should be secure and others be advised of routes to be taken.
- Ministry: It should be made clear to staff that their behaviour can affect their own ministry and the ministry of others. Staff may sense that their movements are being monitoredIf so, they should inform the Crisis Management Coordinator, not using a home phone and be discreet in their contact with other personnel