Perimeter Protection Amenity of NecessityGP0|#cd529cb2-129a-4422-a2d3-73680b0014d8;L0|#0cd529cb2-129a-4422-a2d3-73680b0014d8|Physical Security;GTSet|#8accba12-4830-47cd-9299-2b34a43444652019-02-01T05:00:00Z, Mark Tarallo<p>​Is security trendy? It may seem an odd question. But consider the current residential apartment sector, where upscale rental buildings are competing for new tenants by offering increasingly luxurious amenities such as pet daycare, wine cellars, and movie screening rooms. A recent survey asked apartment renters which amenity they most desired, and amid all these intriguing choices the number one answer was…a security-based amenity.  </p><p>“Gated access” was the most frequently cited amenity in the survey, chosen by 35 percent of respondents. It beat out such features as hardwood floors, rooftop terraces, and coffee shops. “App-controlled door locks” also made the top 10, chosen by 25 percent of respondents. The survey of 2,000 renters was conducted by RentPath and Egg Strategy in 2017 and 2018, and the results were released in October 2018. </p><p>Angie Amon, director of research at RentPath, says the survey reflects an unshakable reality in the apartment world: “It’s universal, the desire to feel safe and secure.” As evidence, she cites a renter focus group she attended, in which people were asked about factors involved in moving to a new apartment building. “Every single person talked about security and safety,” she says. </p><p>She adds that, in particular, the popularity of gated access is also being driven by more favorable economics. Currently, gated access communities “don’t necessarily have to be quote unquote luxury” developments–there’s a growing number of more moderately priced gated communities, which in some regions of the country are becoming popular. “They’re building them as fast as they can,” Amon says.</p><p>Apartment security expert Chris E. McGoey, CPP, says security has traditionally been one of the three most important factors when it comes to renting an apartment, along with location and price. McGoey, who conducts apartment security assessments as a consultant, has been a member of ASIS for nearly 40 years. </p><p>Moreover, gates in particular still have a powerful psychological effect for many, McGoey explains. Their prominence at the front of properties conveys a sense of safety to many residents. “If it can reduce the amount of traffic, it will filter out a percentage of people who would come in and take advantage of the property,” he says. And although an apartment community secured by a gate is “not Fort Knox,” McGoey adds that the gate still has the power to deter some potential criminals—if only as a psychological factor.   </p><p>Another possible consideration driving the increased popularity of gated access apartment communities is demographic, says Mark Berger, president of the Securitech Group and a member of the ASIS Physical Security Council.</p><p>The gated access concept is an ancient one, Berger explains: “It all goes back to castles and moats and drawbridges.” But many of those now interested in renting are part of the Millennial generation and Generation X, often raised in controlled, structured environments, compared with older generations more likely to run wild through the neighborhood as children. “The playdate generation has come of age,” he says, adding that many of these young renters derive a certain comfort from restrictions on who can walk into their environment. </p><p>Still, McGoey says that in one sense the growing popularity of gated communities is a double-edged sword. “The residents really like it. The developers like it, it gives the property more value. But what’s bad is the day-to-day maintenance,” he explains. In many situations, gates can be a “nightmare to maintain” because they are often hit or clipped by distracted and impatient drivers, and motorists who try to enter by tailgating, he says. Fixing damaged gates is not always easy or quick, so some communities may find them frequently disabled. </p><p>Apartment security experts seem to agree that the use of the second most popular security amenity in the survey, app-controlled door locks, is very much on the rise, driven by demographics and new technologies. Many Millennials rely on their smartphones, so using their phones to open their doors appeals, both McGoey and Berger say. “These are the people who, if they could surgically remove their left hand and replace it with a cell phone, they would,” Berger says. </p><p>The growing popularity of app-controlled locks is accompanied by increased use of other “smart home” devices that have a security component, Amon says. These include devices and apps that allow remote control of garage doors, thermostats, and other home components, as well as alarm systems and other monitoring devices.  </p><p>Amon also notices a shift toward a greater acceptance of cameras as a security device in apartment communities. She explains that, in discussions among renters she has been privy to, concerns that cameras in a residential environment represent an invasion of privacy never seem to come up. “I’ve never heard anyone say that, ever,” she says. In her view, this acceptance has been driven by increasing use of cameras in every­day life, ranging from traffic and inter­section monitors to the common use of smartphone video. “It seems we are now almost expecting that cameras are everywhere,” she says.</p><p>Another factor behind this accept­ance may be the physical evolution of camera design, McGoey says. Designers are making them smaller and less noticeable. “It’s like the paint on the wall or the trim on the door—residents don’t give them a second thought,” he explains. </p><p>What will the near future hold for apartment security? Security devices that use artificial intelligence (AI) seem to be getting more use but, based on early indications, Amon senses a “lack of complete faith in that technology.” Part of this seems to be the annoyance factor of being misheard by the AI receiver: “It doesn’t understand me, so I might as well type it in,” she explains. And discomfort persists about the possibility of being recorded all the time by the device, she adds. </p><p>Berger sees a general growth in apps and remote devices. “There’s a lot of space for electronics to grow in apartments,” he says. On top of that, he expects more use of facial recognition for security purposes. “It might be kind of Star Trekky,” he explains. And as with cameras, pushback on such futuristic technologies over privacy concerns should be minimal among younger renters.</p><p>“This is the generation willing to type in their birthdate five times a day on their phones. They don’t worry about personal information,” Berger says. “I think they’ll be fine.”</p>

Perimeter Protection Amenity of Necessity Joy off Copper Crime Waves,-Secure-Spaces.aspx2018-09-01T04:00:00ZOpen Doors, Secure Spaces Parking Improves Fleet Management with Key Management Solutions Maison Smart Community Powered by Mivatek Cloud Precious Property the Schoolyard Safety Strategy on Campus Physical Security Council Reacts to YouTube Shooting Challenges Facing Aviation Security in the Workplace Fatalities Reported at South Florida High School Shooting Strategies Expert Partnership EN EMBAJADAS BLANCOS SUAVES CON PSIM Unseen Threat Soft Targets with PSIM Guardians

 You May Also Like... Your Team<p>​</p><p>Whether the action is on the battlefield or the basketball court, you can be certain that the winning team owes its success in large measure to extensive training. Recognizing the importance of training to any team’s performance, the Cincinnati Children’s Hospital Medical Center set out to makes its own training program better. </p><p>The existing training program, which the director of protective services felt lacked specificity, consisted of one of the shifts’ veteran officers sitting with the new security employees and covering several department and hospital-specific policies along with administrative topics. Additionally, the new officers would be given several commercially produced security training videotapes to view, after which they were required to complete the associated tests. Following the completion of the tapes and review of the policies and administrative procedures, officers would go through brief hands-on training for certain subjects such as the use of force and pepper spray.</p><p>Once they completed these tests and training sessions, the officers would then begin their on-the-job training. Officers have historically stayed in the on-the-job phase of training between three and five weeks, depending on how quickly the officers learned and were comfortable with command center operations. When the officers completed their training program, they had to pass the protective services cadet training test as well as a test on command center procedures.</p><p>Training council. To help devise a better training program, the security director chose several members of the staff to sit on a training council. The group, which included the director, three shift managers, and the shift sergeants, met to discuss the current training program and what could be done to enhance it.</p><p><br>Through discussions with new employees, the council learned that the existing program was boring. The council wanted to revitalize the training to make it more interesting and more operationally oriented. The intent was to emphasize hands-on, performance-oriented training. The council also wanted to improve the testing phase so that the program results could be captured quantitatively to show the extent to which officers had increased their knowledge and acquired skills. <br> <br>Phases. The council reorganized training into four phases: orientation, site-specific (including on-the-job), ongoing, and advanced. Under the new program, the officers now take a test both before training, to show their baseline knowledge, and after the training, to verify that they have acquired the subject matter knowledge; they must also successfully demonstrate the proper techniques to the instructors.</p><p>Orientation training. The orientation training phase begins with the new employees attending the hospital’s orientation during their first day at the facility. The security department’s training officer then sits down with the new officers beginning on their second day of employment. This training covers all of the basic administrative issues, including what the proper clock-in and clock-out procedures are, when shift-change briefings occur, and how the shift schedules and mandatory overtime procedures function.   </p><p>The training officer also administers a preliminary test to the new officers that covers 12 basic security subjects including legal issues, human and public relations, patrolling, report writing, fire prevention, and emergency situations. New employees who have prior security experience normally score well on the test and do not need to view security training tapes on the subjects. The officers must receive a minimum score of 80 percent to receive credit for this portion of the training. If an officer receives an 80 percent in most topics but is weak in one or two subjects, that officer is required to view just the relevant tapes, followed by associated tests.</p><p>All officers, regardless of the amount of experience, review the healthcare-specific tapes and take the related tests for the specific subjects including use of force and restraint, workplace violence, disaster response, bloodborne pathogens, assertiveness without being rude, and hazardous materials. Also included in the orientation training phase are classes covering subjects such as pepper spray, patient restraint, defensive driving, and the hospital’s protective services policies.</p><p>Site-specific training. During site-specific training, officers learn what is entailed in handling specific security reports. The shift manager, shift officer-in-charge, or the training officer explains each of the reports and has the new employee fill out an example of each. Examples of reports covered in site-specific training include incident reports, accident reports, field interrogation reports, fire reports, motorist-assist forms, ticket books, safety-violation books, broken-key reports, work orders, bomb-threat reports, and evidence reports.</p><p>On-the-job training is also part of the site-specific training phase. The new employee works with a qualified security officer for a period of two to three weeks following the first week of orientation training with the departmental training officer. The new employee works through all of the various posts during this time. At least one week is spent in the command center. The site-specific phase of training culminates with both the security officer cadet training exam and the command center exam, which were also given in the original program.</p><p>Ongoing training. The ongoing training includes refresher training in which shift managers have their officers review selected films covering healthcare security and safety subjects. The training occurs during shift hours. The officers also receive annual refresher training covering topics such as using pepper spray and employing patient-restraint methods.</p><p>Another type of ongoing training, shift training, is conducted at least weekly. Managers conduct five-to ten-minute meetings during duty hours to refresh the security staff on certain subjects, such as customer service. These sessions are not designed to deal with complex topics. Managers can tie these sessions to issues that have come up on the shift.</p><p>Advanced training. Advanced training includes seminars, management courses, and sessions leading to professional designations and certifications. Qualified personnel are urged to attend seminars sponsored by several professional societies and groups such as ASIS International, the International Healthcare Association for Security and Safety, and Crime Prevention Specialists. Staff members are also encouraged to attain the Crime Prevention Specialist (CPS) certification, the Certified Protection Professional (CPP) designation, and the Certified Healthcare Protection Administrator (CHPA) certification.</p><p>Staff members are urged to pursue special interests by obtaining instructor certification such as in the use of pepper spray or the use of force. This encouragement has already paid off for the hospital. For example, the department’s security systems administrator has trained officers on each shift in how to exchange door lock cylinders, a task that would previously have required a contractor. Officers are currently being trained to troubleshoot and repair CCTV, access control systems, and fire alarm equipment problems.</p><p>Training methods. A special computer-based training program was developed to help quantify and track the success in each of the training modules. Additionally, a program was developed to present training subjects during shift changes.</p><p>Computer training. Security used off-the-shelf software to create computer-based training modules and included them in the site-specific training and ongoing training phases, both of which occur during shift hours. The training council tasked each shift with creating computer-based training modules for the various security officer assignments on the hospital’s main campus and off-campus sites. These training modules cover life safety, the research desk, the emergency department, exterior patrols, foot and vehicle patrols, and the command center.</p><p>The training council asked officers to participate in the creation of the computer-based training modules. The officers produced the training modules during their respective shifts when it did not interfere with other responsibilities.  </p><p>The group participation paid off. For example, the officers who created the command center and the emergency-department training modules not only spent several hours discussing what information should be included in the modules, but then allowed their creativity to flow by using the software to make these modules interactive. These particular modules include test questions of the material, and the program will respond appropriately to the employees as they answer the questions correctly or incorrectly. The volunteers also created tests for before and after an officer goes through each of the computer modules to track the effectiveness of the training.</p><p>Shift-change training. A major question with ongoing training is how to fit it into the officer’s routine. For most industries using shift work, difficulties arise when trying to carve out enough training time without creating overtime. The training council decided to take advantage of downtime that occurs as officers come to work ready for their shift to begin. They are required to show up six minutes before the shift. This time is now used for training.</p><p>The shift-change training is used to cover specific topics—already covered in some of the training phases—that can be easily encapsulated into a six-minute program. For example, some topics include departmental policies, radio communication procedures, command center refresher sessions, self-defense subjects, confronting hostile people, proper report writing, and temporary restraint training. By implementing the shift-change training sessions on a weekly basis, the department created an additional five hours of training per year for each officer.</p><p>One of the security supervisors created a six-minute training binder to house all of the lesson plans. Each shift supervisor uses the same lesson plan so that the training is consistent across the shifts. As with all other training, the before-and-after tests are given to quantitatively document changes in subject knowledge or skills.</p><p>Results. After implementing the training program, the training council wanted to check the initial results to see whether the training was effective. There were numerous quantifiable measurements that the council could use to evaluate the new training program, such as tracking the rate of disciplinary actions from the previous year to the current year. However, since the council desired to have a quick assessment of the training program changes, it decided to compare the after-training test scores to the before-training test scores for the computer-based training modules as well as the scores of the six-minute training tests. </p><p>To the council’s surprise, the initial tabulated scores resulted in an average before-training test score of 93 percent and an after-training test score of 95 percent. The council also found in many of the officers’ tests that they missed the same questions on both the before and after tests.</p><p>Based on these results, the council decided to make several changes. First, the test questions were reviewed and tougher questions were added. Based on the preliminary test score, the council felt that the questions were not challenging enough and might not indicate how competent the officers were with the subject matter. </p><p>The training council assigned each shift the task of revising the tests for their computer-based training modules as well as the six-minute training tests. The goal was to make the tests more challenging and to obtain more accurate assessments of the effectiveness of the training program. </p><p>The training council also reviewed how the different shifts were conducting the six-minute lessons. Managers noted that the shifts initially followed the schedule of the six-minute subjects from week to week, but then they began to conduct their own lessons without an accepted lesson plan or to forgo training altogether. </p><p>To avoid this problem, the training council determined that the training program needed to be more structured. The group created a schedule to indicate which class would be covered each week. One of the shift supervisors volunteered to take over the six-minute training program and formally structure it so that each shift would conduct training in a consistent manner.</p><p>The training council has plans to further hone the training program in the near future. The council plans to analyze the program us­ing other quantitative evaluative instruments such as an employee survey and a comparison of disciplinary action data from previous years. </p><p>In battle, it is said that an army fights as it has trained. Thus, commanders know the value of training. In the businessworld, though the stakes are different, training is no less critical to the success of the mission.</p><p>Ronald J. Morris, CPP, is senior director of protective services at Cincinnati Children’s Hospital Medical Center. Dan Yaross, CPP, is manager of protective services. Colleen McGuire, CPS (crime prevention specialist), is sergeant of protective services. Both Morris and Yaross are members of ASIS International.</p>GP0|#cd529cb2-129a-4422-a2d3-73680b0014d8;L0|#0cd529cb2-129a-4422-a2d3-73680b0014d8|Physical Security;GTSet|#8accba12-4830-47cd-9299-2b34a4344465 Gets Promoted<p>​<span style="line-height:1.5em;">In 2013, Amazon spent $1.6 million for security-related perks for CEO Jeff Bezos, according to a recent benefits and perquisites analysis of Fortune 100 company executives conducted by Equilar, an executive compensation and corporate governance data firm. While Amazon does not detail what was included in that spending, company officials said in a U.S. Securities and Exchange Commission (SEC) filing that the money went toward various security arrangements for Bezos, including security for business travel and at business facilities. “We believe that all Company-incurred security costs are reasonable and necessary and for the Company’s benefit,” Amazon said in the filing.</span></p><p>Right behind Amazon was Oracle, which spent $1.5 million in 2013 on security for then-CEO Larry Ellison, according to the analysis. Next on Equilar’s list was Disney, which spent $584,075 in security services for CEO Bob Iger; followed by Berkshire Hathaway, which spent $385,606 to protect CEO Warren Buffett; and FedEx, which spent $320,428 in security services for CEO Fred Smith.  </p><p>Clearly, the idea of executive protection as a gray-haired CEO surrounded by a phalanx of muscle-bound guards with earpieces has long been passé. However, the close-protection field is evolving again as the service becomes part of the corporate business strategy. </p><p>It is now more accurate to think of executive protection service as one type of business professional helping another. Protection and detail work are still part and parcel of the profession, but there is also increasing emphasis on adding value in other ways, such as in facilitating the executive’s work and mission during travel. </p><p>“More protection professionals are coming from business backgrounds. They understand business,” says George Taylor, vice president of global operations for iJet, a company that specializes in operational risk management solutions. </p><p>This knowledge allows the contemporary protection professional to more effectively mesh and integrate with the executive’s team, Taylor adds. For example, in the assignment planning stage, the business-savvy protection professional understands corporate concerns such as return on investment and keeping practices cost effective. This makes for a better relationship between the two parties, and can make everyone’s job easier.  </p><p>Executives from Fortune 100 corporations are not the only ones in need of protection. More companies, both large and small, are looking overseas to find new markets and expand existing ones. For the executives leading those companies, this may mean more business travel abroad, sometimes to countries that are experiencing instability, which drives up demand for protective services. “The world has changed. Things are getting worse,” Taylor says. </p><p>One of the main drivers of change has been technology, which practitioners say has been a double-edged sword for the profession. For example, a simple Google search can serve as a “data dump” on a principal, giving potential adversaries information that could help in planning an attack. Cyberstalking of companies and the individuals who run them has become more common, so more protection professionals are becoming adept with analytical tools that monitor online information. “You do need to be tech-savvy,” Taylor says. “You can’t be one dimensional.”</p><p>Electronic communications also mean potential vulnerabilities. An executive may use a firewalled and secure internal network to communicate with staff. But many are also communicating through other channels, most of which can be compromised. “When you go outside of that [secure] network, you have to realize that none of that is in any way privileged,” says W. Douglas Fitzgerald, CPP, president and CEO of Fitzgerald Technology Group and senior council vice president for the ASIS Executive Protection Ad Hoc Council.</p><p>The proliferation of devices has also transformed the playing field, Fitzgerald explains. Traditionally, team members could be quickly identified—they were the ones with the earpieces. “Now, everyone out there has got earpieces—they’ve got their iPhones and iPods and iPads,” he says. </p><p>And anyone who is simply looking at their smartphone could actually be recording surveillance video of the team’s operations in the field. “For the adversary, it’s a lot easier today. Now it’s not a matter of them standing there with a long telephoto lens,” Fitzgerald says. </p><p>Training has also become more sophisticated, and more of a two-way street. Protection professionals often brief executives on the protection process and personal safety. “What you’re trying to do is impress on them some street smarts and best practice survival skills,” Fitzgerald says. At the same time, the protection professionals themselves are learning more information about the executives—such as their medical situations and other health and social needs—that may come into play on a day-to-day basis.</p><p>Training sessions may also assist in developing the relationship between the protector and the principal, which is a crucial component of a successful operation. In the best cases, a respect and rapport develops between the two parties, which can enhance the service. Yet, protection professionals must take care not to become overly comfortable with the principal to the point where they might let their guard down.  </p><p>Moreover, some protection professionals are forming working relationships with other company staff, not just the CEO. With executive protection viewed more and more as a strategic business function, some protection professionals are coordinating more with staff from departments like facilities management, human resources, and corporate communications.</p><p>And in today’s business climate, it has become a truism that most companies are pushing for maximum shareholder value and thus, maximum productivity from their CEO. As a result, an executive protection service that facilitates smooth and safe travel and public appearances so that the executive has sufficient time to capitalize on new market opportunities and business deals is valuable in and of itself.   </p><p>“Security is a facilitator. Security is a value added,” Taylor says. “You’re helping them become more efficient.”</p><p><em>​To ​view the Spanish version, <a href="/Pages/La-Protección-Ejecutiva,-En-Ascenso.aspx">click here​</a>.</em><br></p>GP0|#cd529cb2-129a-4422-a2d3-73680b0014d8;L0|#0cd529cb2-129a-4422-a2d3-73680b0014d8|Physical Security;GTSet|#8accba12-4830-47cd-9299-2b34a4344465 Review: Interviewing<p><em>​Advanced Interviewing Techniques, Third Edition. </em>​Charl​es C. Thomas;; 216 pages; $39.95.<br></p><p>​An excellent reference for anyone who interviews people on a regular basis, the third edition of <em>Advanced Interviewing Techniques </em>offers varied methods for conducting interviews. Authors John R. Schafer and Joe Navarro acknowledge that there is no one-size-fits-all interviewing technique, so they explore many.</p><p>While the title implies that these are advanced techniques for interviewers, in fact, the techniques outlined in the book are fairly standard for the experienced interviewer. Nonetheless, the novice interviewer will find much to learn here.</p><p>The book is written in a concise and reasonable fashion. The table of contents flows in a logical sequence. The first chapter concisely and appropriately details the importance of planning the interview, and subsequent chapters contain short but substantive scenarios and interviewing tips. </p><p>The authors clearly have considerable experience. They cite and give credit to other authors to better illustrate key points of learning, including the interview setting, props, and other logistical considerations. They point out how critical these issues can be without dwelling on them.</p><p>While topics and techniques are discussed in a concise fashion, that brevity does not detract from the key ideas; rather, it engages the reader to understand the point without getting bogged down in unneces­­s­­ary verbiage. </p><p>Chapter 8, “Detecting Deception,” is exceptionally noteworthy. It neatly describes the techniques and observable behaviors that can help interviewers perceive deceptiveness on the part of the interviewee.</p><p>This book is an excellent resource for its intended audience, which is primarily military, law enforcement, and intelligence gathering personnel. Although HR personnel are also ad­dressed by the authors, the contents of this book will be of limited value to them.</p><p><em><strong>Reviewer: James E. Whitaker, </strong>CPP, PCI, CFE (Certified Fraud Examiner), has more than 40 years of experience in law enforcement and private sector investigations. He served on the ASIS Investigations and Insurance Fraud Councils and serves on the Healthcare Council and the PCI Review Course Faculty. Whitaker has also been active with the Association of Certified Fraud Examiners.</em></p>GP0|#28ae3eb9-d865-484b-ac9f-3dfacb4ce997;L0|#028ae3eb9-d865-484b-ac9f-3dfacb4ce997|Strategic Security;GTSet|#8accba12-4830-47cd-9299-2b34a4344465