7 Key Strategies for Better Disaster Response Security
During disaster response deployments, I often remind our Disaster Protection Officers (DPOs), “If you don’t like what’s going on, wait 30 seconds—it will change.” It’s more than a catchy phrase; it’s a reflection of how unpredictable and fast-moving disaster environments truly are. In these situations, adaptability isn’t optional—it’s survival. As the DPOs often say, “Semper Gumby”—a play on the Marine Corps’ motto “Semper Fi” that means “always flexible.”
Protecting critical infrastructure during a disaster response is a mission that involves far more than just showing up. It’s a complex operation built on preparation, coordination and constant vigilance. The biggest secret in this line of work is that disaster readiness is not something you do when the skies darken—it’s a 365-day-a-year responsibility. Every day is spent either actively preparing or critically thinking through what the next disaster might look like. Whether reviewing response protocols, upgrading communication plans or conducting training, the work never stops. It’s relentless because real readiness never allows for complacency.
Yet, even the best plans are only starting points. In disaster response, flexibility is everything. The reality on the ground rarely matches the plan on paper. That’s why experienced operators understand that a plan is merely a point of deviation—a necessary foundation, but one that must evolve rapidly under pressure.
Below are seven key strategies you should implement into your disaster response security plan:
1. Security Needs a Seat at the Table
Many major critical infrastructure companies understand this and have invested accordingly. They employ full-scale emergency response departments, run tabletop exercises and keep detailed continuity plans on file. However, a critical flaw persists: The security division—the very team tasked with protecting people, property and public perception—is often left out of those high-level planning sessions. In some cases, a seat is granted at the table, but the personnel sent to represent security may lack the background or field experience to contribute meaningfully when disaster strikes.
This oversight isn’t just unfortunate—it’s dangerous.
2. Hiring the Right Security Provider
Security, when done right, is more than guarding a gate or patrolling a perimeter. During a disaster, it’s a lifeline. Properly trained and experienced protective personnel can be one of a company’s most valuable assets. But this kind of professionalism doesn’t come from a few hours of training or on-the-job learning. It comes from real-world experience, years of specialized training, and a command of logistics, adaptability and communication. And yet, all too often, companies outsource their security needs during disasters to firms that specialize in routine guard work, not emergency response.
There are very few companies globally that specialize in disaster protection. Instead, the majority of disaster assignments go to guard firms that simply don’t have the infrastructure, staffing or discipline required to operate in austere environments. In some states, critical infrastructure companies rely on off-duty law enforcement officers, often using their government-issued equipment, to fulfill disaster security roles. Both approaches are flawed.
For the traditional security guard companies, most employ guards who complete a basic licensing course—a few hours of instruction—and are trained to “observe and report.” This has its place in malls, office buildings and routine environments. But in a disaster recovery scenario—where roads are flooded, power is out and local law enforcement is stretched thin—this model falls apart. Guards with no disaster training or field experience are not only ineffective but may become liabilities.
These companies are also burdened with the obligation to continue fulfilling year-round contracts. Their business model depends on keeping regular posts staffed, which means any support sent to a disaster zone is likely under-equipped, under-supported and temporary. Their priority is their core client base, not the rapidly unfolding crisis on the ground.
On the other hand, hiring off-duty law enforcement sounds like a solid solution—on paper. But in practice, it brings a unique set of challenges. These officers are often already working 12- to 16-hour shifts as part of their public duties. Asking them to take on private-sector work during their limited downtime puts them at risk of fatigue, burnout and reduced performance.
3. Do Your Research
The vetting process for protective service providers must be rigorous. Don’t settle for the references they provide—ask for the full client list. Investigate their corporate structure and how they establish command and control during an event. Ask how they communicate when cell towers are down, power is cut and infrastructure is compromised. Demand proof of their training programs, vetting process and real-world experience. Ask about their disaster deployment procedures, their fail-safes and how they ensure accountability from the field to the boardroom.
As CIA veteran Ric Prado put it: “Amateurs practice tactics; experts practice logistics.” In the disaster world, logistics separate success from failure. The best protective service providers train not just for tactics, but for supply chains, communication gaps, contingency management and the ability to operate autonomously under duress. They live by the principle: “Two is one, and one is none.” That means having a primary plan, a backup and a backup for the backup. This level of preparedness is what allows recovery to move forward when everything else is falling apart.
4. Have a Plan for Man Camps
Hiring the teaming partner to provide physical protection and having a strict chain of command where that partner reports directly to Corporate Security is the foundation for all that follows. This includes managing temporary workforce housing, often called “man camps.” Man camps require a proactive and comprehensive approach to safety and security. These camps often resemble small, self-contained cities, facing many of the same challenges as urban environments, but under more stressful and volatile conditions. Issues such as prostitution, narcotics sales, assaults and the presence of undesirable elements are familiar, drawing attention as soon as these camps are established. Addressing these problems head-on is crucial for maintaining order, productivity and the workforce’s well-being.
5. The Importance of a No-Alcohol Policy
Alcohol is involved in the vast majority of incidents that occur at the camps. For this reason, enforcing a strict zero-tolerance policy—absolutely no alcohol or intoxicated person on-site—is essential; any violation results in immediate dismissal. The days of “no alcohol, but we aren’t checking” have to be a forgotten past.
While having the contracted protection partner collaborate with the site lead is important, maintaining independent authority ensures objective enforcement of protocols and prevents conflicts of interest that could compromise workforce safety and well-being. Most often, the site lead’s loyalty is not to the company but to their co-workers or union brothers and sisters. This again falls back to the strict chain of command to Corporate Security. Intel of site lead malfeasance must be reported to Corporate Security, and proper steps to correct this are essential to a successful recovery mission.
6. Provide Crews and Personnel with Security Escorts
Escorting field crews and key personnel is critical, particularly in high-risk “red zones” where shootings, assaults and robberies are real threats. Without protection from a reputable, well-trained protection company, they remain vulnerable. The protection company should gather intel on “hot spots,” analyze the intel and adjust their SOPs to ensure the safety of all field crews. The protection company should have a liaison embedded with Corporate Security who relays this intel to Corporate Security. Adjustments to SOPs are then collaborated on and approved at all levels.
We’ve seen firsthand the consequences of poor preparation. Linemen, tree crews and contractors have been assaulted—and even shot—during recovery efforts. Mutual aid companies have pulled out of disaster zones due to safety concerns. When this happens, infrastructure repair is delayed, the public suffers and headlines spiral into negative press. Hiring the wrong company doesn’t just cost time—it costs trust.
7. Create an Impactful Chain of Command
Hiring the right company is only part of the equation. Once deployed, those contractors must operate as an extension of your Corporate Security—not a standalone force. They should receive their direction from corporate leadership, follow company policies and contribute to an integrated security strategy. Their field intelligence should flow up their chain of command to Corporate Security in real time. They should not be taking orders from every field manager on-site. The chain of command must be respected and protected.
The ultimate role of disaster protective services is to safeguard more than assets—they protect lives, brand reputation and operational continuity. They’re not there for a spotlight. When the crisis subsides, their value should be evident in how quickly and effectively your company rebounded. Their reporting, documentation and billing should be transparent and meticulous, easing post-disaster audits and demonstrating your organization’s commitment to doing things right.
Ross Falisi is the chief operating officer of VRP Group, Inc. The Regius Division of VRP Group is the largest provider of critical infrastructure protective services for disaster recovery in the United States. Learn more at VRPGroup.com, or contact them at 800-795-6440 or Corporate@VRPGroup.com.