Annex 10 General Project Security Plan 1. Introduction The fragile and volatile peace and order situation in Mindanao pose a continuing threat to the security and safety of project staff and project resources. The new BEAM-ARMM Program design highlighted in its risk assessment the imperative to put in place a comprehensive and updated Security Plan as a means to mitigate specific risks and threats during project implementation. To be effective and useful, a Security Plan shall be developed for the whole BEAM-ARMM Program which shall be implemented by all implementing partners. BRAC will be responsible for developing and updating its own project project Security Plan (SP) based on the general BEAM-ARMM SP. The SP is not a document for compliance, but viewed as a critical guide to the safety and welfare of people engaged in project delivery - providing general and precautionary information, procedures to be followed in varying emergency situation and list of people to be contacted. The Project Director of the ADM component is responsible for the implementation of the Security Plan. He is responsible for the safekeeping of the Plan and making sure it is accessible to and understood by every project staff. He will also continuously update the plan to make sure it is relevant to the environment in which the project operates and is the collective responsibility of all those directly engaged in project management and delivery. All local staff and local NGO partners shall be subject to security clearance to ensure that they are do not post any security risks to the project due to affiliations with terrorist groups. 2. Communication and contacts The Project Director and the Office Manager will take the overall lead in steering the SP operations. The day-to-day main line of communication on security matters for the PMU and PFOs is handled by the Security and Transportation Officer (STO). Internal contacts include all project officials and staff. Contact details include addresses, mobile and landline numbers. Additional contacts across projects within the BEAMARMM program include project heads, security officers and other key personnel as well as those from AusAID, partner NGOs, DepEd (national, regional, division, district and school levels), police, military, other security agencies (i.e. NICA) and network (i.e. UN bodies operating in the locality), airline offices and medical facilities (clinics and hospitals). All project staff (consultants, local staff) will be provided with a wallet-sized list of contact details (mobile, landline) in case of emergencies. This wallet-sized contact details should be updated regularly. Project consultants and staff should at all times be on alert for any disturbance and pass on any relevant security information to the communication tree. 3. General precautionary arrangements To ensure all are prepared for an emergency, security briefing and personal security checklist should be provided. All project offices (PMU, PFOs) regularly assessed and 1 checked for safety and security purposes, with emergency/evacuation plan conspicuously posted, emergency lights, first aid and other necessities within easy reach. Travel policy, protocol and procedure should be clear-cut and observed by all. The PD, PM, DPM and STO should be aware of the staff whereabouts at all times. No consultant or staff shall be allowed to travel without an approved travel itinerary. Specific procedure maybe applied to geographic- or specific incidence. BRAC will establish a communication link with the recognized organizations in the field such with the UN Security Office in ARMM and be part of their communication tree, to alert all of emerging security situation. 4. Security briefing and training All foreign consultants should be advised to seek their embassy’s security brief. Embassy contacts and their details should be forwarded to PM to determine whether such information shall be included in the Project Security Plan or kept on file with the STO for future reference. Basic safety and security training for project staff may include (a) SP briefing; (b) Safety and Security Training which provides relevant and appropriate knowledge and skills on safety and security that will be useful in emergency and crisis conditions that may possibly impact on the project staff well-being; (c) 5-day training in Safety and Defensive Driving; and (d) First Aid Training for elected drivers and staff. The SP briefing may form part of the general project orientation for new consultants and staff as well as for returning consultants. All project staff and consultant together with NGO partners and DepED ARMM counterparts will undergo Do-No-Harm Training. This is to ensure that everyone has the skill to work effective in the context of ARMM. 5. Working with Stakeholders Community visit and assembly preclude any project intervention. Among the purposes of community visit is to conduct security risk assessment. Community assessment will include the engagement of local people in assessing risks and explore possible mitigation strategies. Security threats can also be diminished with the extensive engagement of people from the community who have knowledge and connection. This will include local executives, community officials, NGOs, DepEd Division Office and Philippine National Police or military. There shall be no travel to the field without an approved travel itinerary and latest security clearance from the nearest police or military outpost. This clearance maybe generated via the local partners, i.e. DepEd division office or PNGO. The ADM is organized around regular daily schedule. Any disturbance to the peace and order will impact on the teaching-learning continuum. In selecting community sites, priority will be given to school-less barangays where there is no active conflict and allows for the holding of regular classes and affords relative security to project personnel. The monitoring and evaluation activities and schedules should be flexible to emerging security concerns. As a component of the BEAM-ARMM Program, the PD/PM/STO can 2 coordinate and exchange information with other components of the program; especially in areas where they are mutually present and engaged. Shared risk mitigation strategy is an option. In general, security management is underpinned by systematic approach to identify, analyzing, and evaluating threats/risks, informed and timely decision by management, clarity of who is responsible for what, on-going monitoring and review of the security situation and plan; and sharing and communicating safety and security information across the project hierarchy and partners. 3