|#cd529cb2-129a-4422-a2d3-73680b0014d8;L0|#0cd529cb2-129a-4422-a2d3-73680b0014d8|Physical Security;GTSet|#8accba12-4830-47cd-9299-2b34a4344465El Suicidio y los Funcionarios de Seguridad2015-08-31T04:00:00Z0|#28ae3eb9-d865-484b-ac9f-3dfacb4ce997;L0|#028ae3eb9-d865-484b-ac9f-3dfacb4ce997|Strategic Security;GTSet|#8accba12-4830-47cd-9299-2b34a4344465Communication in Crisis2015-09-01T04:00:00Z|#28ae3eb9-d865-484b-ac9f-3dfacb4ce997;L0|#028ae3eb9-d865-484b-ac9f-3dfacb4ce997|Strategic Security;GTSet|#8accba12-4830-47cd-9299-2b34a4344465The End of Performance Reviews?2015-08-12T04:00:00Z|#21788f65-8908-49e8-9957-45375db8bd4f;L0|#021788f65-8908-49e8-9957-45375db8bd4f|National Security;GTSet|#8accba12-4830-47cd-9299-2b34a4344465A Growing Nuclear Threat?2015-09-02T04:00:00Zón-Adecuada.aspxGP0|#28ae3eb9-d865-484b-ac9f-3dfacb4ce997;L0|#028ae3eb9-d865-484b-ac9f-3dfacb4ce997|Strategic Security;GTSet|#8accba12-4830-47cd-9299-2b34a4344465La Persuasión Adecuada2015-08-26T04:00:00Z|#28ae3eb9-d865-484b-ac9f-3dfacb4ce997;L0|#028ae3eb9-d865-484b-ac9f-3dfacb4ce997|Strategic Security;GTSet|#8accba12-4830-47cd-9299-2b34a4344465Proper Persuasion2015-08-03T04:00:00Z|#28ae3eb9-d865-484b-ac9f-3dfacb4ce997;L0|#028ae3eb9-d865-484b-ac9f-3dfacb4ce997|Strategic Security;GTSet|#8accba12-4830-47cd-9299-2b34a4344465Book Review: Emergency Management2015-08-05T04:00:00Z|#21788f65-8908-49e8-9957-45375db8bd4f;L0|#021788f65-8908-49e8-9957-45375db8bd4f|National Security;GTSet|#8accba12-4830-47cd-9299-2b34a4344465Book Review: Introduction to Homeland Security, Second Edition2015-08-25T04:00:00Z|#3795b40d-c591-4b06-959c-9e277b38585e;L0|#03795b40d-c591-4b06-959c-9e277b38585e|Security by Industry;GTSet|#8accba12-4830-47cd-9299-2b34a4344465Book Review: Three Sisters Ponds2015-08-01T04:00:00Z|#91bd5d60-260d-42ec-a815-5fd358f1796d;L0|#091bd5d60-260d-42ec-a815-5fd358f1796d|Cybersecurity;GTSet|#8accba12-4830-47cd-9299-2b34a4344465Book Review: Cyber Security Management2015-08-17T04:00:00Z

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Not a Member? Join Now in CrisisGP0|#28ae3eb9-d865-484b-ac9f-3dfacb4ce997;L0|#028ae3eb9-d865-484b-ac9f-3dfacb4ce997|Strategic Security;GTSet|#8accba12-4830-47cd-9299-2b34a4344465<p>​<span style="line-height:1.5em;">In the days following the derecho that ravaged a path stretching from Illinois to the Maryland-Virginia coast in June 2012, local companies and national aid organizations scrambled to organize and respond to the widespread destruction, death, and power outages across the route. Some 4.2 million citizens were left without power for several days. The storm coincided with one of the deadliest heat waves the region had seen in decades. Victims scoured social media websites for information about relief organizations and aid, and learned that the Federal Emergency Management Agency (FEMA) was deploying generators to provide electricity.</span></p><p>Hopeful citizens began flooding the agency with requests to have generators delivered to their homes. However, there was one problem: The giant, industrial-sized generators FEMA was delivering were intended to power community centers, firehouses, and shelters—not individual houses. </p><p>“We saw those conversations and wanted to help set expectations,” explains Shayne Adamski, senior manager of digital engagement with FEMA. “We wanted folks to know how we were being helpful, so we posted a photo of one of the generators and commented about how it would be used in an impacted area. Once folks saw that, they realized they weren’t individual generators that a person could go pick up at Home Depot and have running in their backyard.”</p><p>Adamski cites this example as a way FEMA leverages social media during a disaster. Indeed, people are increasingly turning to social media during emergency events to gather immediate information, and checking social media websites is becoming an alternative when traditional forms of communication have been less effective. Most of the messages transmitted through social media are from nontraditional media sources, such as FEMA. However, the medium has allowed traditional news agencies to leverage public experiences—every smart-device user in the world has the potential to be an information broadcaster.</p><p>Social media has completely changed the way people engage with one another and, more importantly, how businesses connect with potential clients and customers. Social media has become the one common denominator that the world’s wired citizens understand and use on a daily basis. The preferred online applications may change from country to country, but ability to reach mass numbers of people quickly has been accomplished through social media.       </p><p>The ASIS International Crisis Management and Business Continuity Council conducted a survey on how social media is being used in emergency management. The resulting study, Social Media Is Transforming Crisis Management, concludes that many security professionals around the world are using some aspect of social media for emergency notification, keeping stakeholders engaged, and making critical documents more accessible.</p><p>The study confirms that social media is establishing its place in emergency operations planning and execution. However, emergency operations professionals require additional training to learn how to best create alert messaging; 52 percent of respondents have not used social media for an emergency event and 25 percent have never used social media at all.</p><p>Security professionals realize that additional learning will be required to fully embrace and exploit social media in crisis management situations. More than 75 percent of those surveyed agreed that more knowledge is required to expand social media to a wider audience in emergency operations. </p><p>However, many survey participants said they were reluctant to embrace social media. Several respondents expressed the need to preserve the old ways of doing things to ensure that the widest possible audience, including those people with no access to social media or newer technology, receives critical crisis management information. </p><p>Many federal agencies, such as FEMA, have been developing comprehensive social media strategies to communicate with citizens in emergencies. The U.S. Department of Homeland Security’s (DHS) Science and Technology Directorate has established working groups to provide guidance and best practices to emergency preparedness and the response community. </p><p>However, even with the millions of people who are flocking to social media sites, the government has yet to establish an emergency management platform, and security professionals are struggling to fully embrace social media as well, according to the ASIS study. </p><p>Below are six steps for companies to consider when using social media during a disaster. FEMA’s Adamski notes that security professionals should keep in mind that although social media is not a comprehensive solution—not everyone is on the same channels—taking advantage of multiple outlets helps get information out to a wider audience.​</p><h4>Technology </h4><p>Social media is being used in one of two ways during emergencies: to disseminate information and receive feedback, and as a systematic tool to conduct emergency communications. Although security managers may be reluctant to rely on social media for emergency communication, social media use during disasters is gaining traction.</p><p>However, some hesitancy is prudent because it is taking some communities decades to navigate new technology platforms—adopting Twitter as a communications device, for example. Managers should be mindful of their responsibility for employees during an emergency and ensure that advances in technology are included in procedures and processes. During an emergency in which social media is used to provide announcements and updates, there is an opportunity to include a wider audience than that reached by a simple public address system, but this requires planning.</p><p> For example, if smart devices are expected to act as one of the methods to facilitate a conduit between the company and employees, the details must be established and tested in advance. If specific phone numbers, media accounts, or Web pages are used to send out announcements, it is important that the contact details are identified and the people sending out the messages understand exactly what must be done.</p><p>Adamski explains that security managers should consider their audiences when deciding what platforms to communicate with. To reach employees, for example, a public social media channel may not be the best option. “Look at what tools or channels their customers are on,” Adamski says. “Not everybody is necessarily on one social media channel. If you’re trying to get on every single social media channel, you’re stretched too thin, and your core audience may not even be on that channel.”</p><p>Collaborative techniques are required, and building partnerships between emergency management professionals and individuals involved in the response will require new alliances to be successful. It is desirable to include local and regional governmental resources, nearby companies that may share the risk of an emergency, any organizations involved in a mutual agreement of understanding to provide resources during an emergency, any contractor or vendor relationships, and all of the various internal elements within the company. All of this must take place well before an emergency so that trust is developed and agreements are established among the stakeholders. Within the company, it may be necessary to break out of the silo environment and work collaboratively to establish plans and processes designed to facilitate a stronger response to an emergency.​</p><h4>Devising Strategy</h4><p>Emergency operations professionals may require additional training to learn how to best create alert messages and ensure that communication lines are established with citizens before, during, and after the crisis. A good starting point for developing a social media emergency response strategy is to adhere to the traditional four phases of emergency management: prevention and mitigation, preparedness, response, and recovery. </p><p>Although FEMA has a dedicated staff for crisis communication, Adamski says that businesses can often train an existing staff member to wear multiple hats and manage social media communications, even if it’s something they only work on for 10 percent of their time. </p><p>“Maybe that staff member does a lot of training before disasters, so that person can conduct their day-to-day responsibilities, and wear the emergency hat if necessary,” Adamski explains. “You’ve got to look at the internal organization and operation and skillset and where things can be moved around, and find out what’s best for that individual organization. Sometimes you’d be surprised how you can come up with good, creative solutions.”</p><p>Adamski also stresses the importance of training multiple people to use social media during a crisis, so that there are backup personnel who can be put on shifts during ongoing emergencies.</p><p>Emergency managers will need to create social media platforms they intend to use, and then popularize those sites so the public knows to turn to them in times of crisis. “Practice on those channels and use them before an emergency, so the first time you’re using them is not during an emergency,” Adamski advises.</p><h4>Managing Expectations</h4><p>Adamski refers to the 2012 derecho situation as a time when managing expectations became as important as standard crisis communications. A challenge FEMA often faces is educating people on its role during a disaster, and the organization turns to social media in an emergency to explain to affected communities how it’s helping, Adamski notes.</p><p>Focusing on one unified message will help maintain the ability to manage information. While crisis managers cannot control individual citizens’ input, the messages being relayed from authoritative sources must be consistent, reliable, and trustworthy. Multiple resources are needed to combine data streams that will ultimately improve data management. Creating in-depth feedback protocols will be necessary to understand developments and concerns from residents actively being affected by the crisis.      </p><p>Ron Robbins, who manages FEMA’s National Business Emergency Operations Center (NBEOC), says that another key to maintaining a unified message is engaging with other businesses and agencies that might be affected by the same emergency. Members of the NBEOC, for example, sign agreements to share information when they are faced with situations where the private sector may have operations that could be affected.</p><p>“You have to practice what mechanism you’re going to use and who your touch points are going to be,” Robbins explains. “There’s a lot of different angles you can work at this, and it’s paramount for everybody to understand who and what is needed to communicate, and to practice that.” </p><p>For example, when the NBEOC is activated, Robbins says FEMA starts reaching out to its partners, sharing situational awareness and information to organizations that may not have robust operations center capabilities. </p><p>“We try to be forward-leaning about what’s happening to keep our partners aware so that they can communicate with their employees and make decisions at their levels for what they’re going to do to initiate plans on their end,” Robbins explains.​</p><h4>Engaging the Community</h4><p>It is becoming increasingly common for people to connect with public officials by asking questions or posting information online when an event occurs, and for expecting emergency operation agencies to be just as responsive by replying to feedback or answering a question. </p><p>The ASIS study found that 55 percent of police departments surveyed actively use social media in performance of their duties, and it’s no longer uncommon to see law enforcement officers taking tips and answering questions on their Facebook or Twitter pages. </p><p>Adamski says that he engages in what he calls social listening, which he compares to attending a town hall meeting: he takes a passive role and listens to conversations and concerns from the public, but can also answer questions or point someone in the right direction for accurate information.</p><p>Positive, regular interaction with the public via social media will also encourage people to trust and rely on that organization’s social media presence during a crisis. Adamski says that regardless of what people may ask on FEMA’s social media sites, it’s important that they see someone responding to their questions.</p><p>“Sometimes, we’ll have someone posting on our wall saying, ‘hey, this is what I did this weekend to get myself and my family prepared,’ and we’ll reply back to that person thanking them for sharing,” Adamski says. “It’s so they know they’re not just sharing their information to a hollow account that isn’t monitored.”​</p><h4>Managing Misinformation</h4><p>One of the toughest dilemmas society has is balancing the huge amounts of data available with the trustworthiness of that data. Multiple resources are needed to combine data streams that will ultimately improve data management. </p><p>Rumor control is a regular part of crisis management on social media, Adamski notes. “If we see a rumor, we’ll coordinate with folks at a joint field office that’s open and say, ‘Hey, we saw this online, is it true, is it not, is there some validity to it? Is it a complete blatant rumor or did someone get a part of it wrong?’”</p><p>Whether bad actors are maliciously spreading invalid information or a simple misunderstanding has spiraled out of control, FEMA’s goal is to run the rumor into the ground and make sure only accurate facts are being shared, especially considering how quickly information can travel across the Internet. During bigger emergencies, FEMA may create a subpage on its official website that people on social media can refer to and share. </p><p>During the Texas floods in May and June, FEMA created a subpage dedicated to the disaster to provide accurate, consistent information, Adamski says. It helped regional FEMA employees disseminate up-to-date information right away. For example, right after the worst of the flooding occurred, reports surfaced that people impersonating FEMA employees were trying to collect citizens’ personal information. The subpage helps people know how FEMA is interacting with the community and what steps to take next.</p><p>“We coordinate internally, we make sure we’re all on the same page, and we make sure we put the right information out there,” Adamski says. “Depending on the rumor, we may ask our partners to share the information—one message, multiple channels.” ​</p><h4>Challenges</h4><p>The ASIS study pinpointed three barriers that security professionals encounter when trying to develop a social media presence. These are a lack of personnel or time to work on social media, a lack of policies and guidelines, and concerns about trustworthiness of collected data. </p><p>“Look around and find out what companies are around you that are doing great things in communities and states,” says Robbins. “There’s a lot of activity, a lot of things going on that maybe companies aren’t aware of, that could be available bandwidth for them to piggyback on and could help get at some of those challenges that they are having in an expeditious manner.” He also recommends that private sector organizations apply to become members of FEMA’s NBEOC to take advantage of organization-to-organization emergency communications that can then be passed on to the public.</p><p>Social media is having a positive impact on emergency managers, but a clear reluctance exists to accept social media protocols wholesale. This technology is dependent on professional security managers and leaders who have the technical know-how to enhance operations internally, externally, and with key stakeholders. </p><p>Purposeful education programs are necessary if social media is going to be used wholesale in emergency management. The key to success is to ensure that those involved in presenting the information are experienced and knowledgeable. For example, the ASIS International Crisis Management and Business Continuity Council conducts an annual workshop on crisis management plan and program development. The council integrates social media techniques into the crisis communication phase of the workshop to help participants master the conceptual skills associated with this emerging technology.</p><p>The emergency operations industry should have a responsibility to create new methodologies, applications, and data strategies that will enhance overall contingency operations. Social media is making a positive difference in emergency operations, but has far to go before being completely transformed into common practice as a tool for emergency managers.</p><p>--<br></p><p><em><strong>James J. Leflar, Jr., CPP</strong>, CBCP (Certified Business Continuity Professional), MBCI (Member of the Business Continuity Institute), is a consultant for Zantech IT Services. Leflar is a former chair of the ASIS International Crisis Management and Business Continuity Council. He is also coauthor of Organizational Resilience: Managing the Risks of Disruptive Events—A Practitioner’s Guide. </em></p> RescueGP0|#21788f65-8908-49e8-9957-45375db8bd4f;L0|#021788f65-8908-49e8-9957-45375db8bd4f|National Security;GTSet|#8accba12-4830-47cd-9299-2b34a4344465<p>​<span style="line-height:1.5em;">Mention study abroad programs, and many immediately think of </span><span style="line-height:1.5em;">college students enjoying once-in-a lifetime experiences in places like England, France, or Italy. But those western European tourist meccas are not the only countries that host foreign students. Students also travel to study in further flung countries—such as Nepal.</span></p><p>When shattering disaster strikes, such as the 7.8 magnitude earthquake that hit Nepal earlier this year, elaborate around-the-clock rescue and recovery efforts are needed to extract those students and get them to safety. </p><p>To get a closer look at the complex arrangements these operations entail, Security Management spoke with George Taylor, vice president of global operations for iJET International, an integrated risk management solutions provider, about rescue operations the company undertook in Nepal after the earthquake.</p><p>For the rescuers, time is of the essence in these operations. Taylor heard about the earthquake right after it struck Nepal. “I received a phone call at zero dark thirty, whatever it was,” he says. Within 47 minutes, he had raised his incident management team’s global readiness level and put them on alert. First responders in Nepal were put on standby; iJet’s in-country aviation partners were told that their support might be needed. “It was evident that there was a massive scale of destruction,” Taylor says.</p><p>On the ground, a few of the most crucial tasks included performing rapid reconnaissance, assessing airport readiness, setting up safe havens, and monitoring communications. The country’s rugged landscape, however, complicates rescue efforts; Nepal’s mountain ranges are notoriously perilous—the airport near Mount Everest is considered one of the most dangerous airports in the world.</p><p>Reconnaissance was necessary for ascertaining the impact of the earthquake on the country’s terrain, Taylor says. Being able to move students via a network of functioning roads was vital for rescue operations, so the team surveyed roads to see which ones were working and which were damaged or destroyed. Checking the structural integrity of key buildings was also important, and phone calls to building administrators could not be relied on. For example, a hotel manager might say that damage to the structure was minimal, but an on-site visit would then reveal a collapsed wall. “We could not trust that information,” he says.</p><p>The team also had to sort out conflicting reports about Tribhuwan International Airport, located on Kathmandu’s outskirts. Initially, the airport was kept open, but many flights soon became delayed amid reports of panic situations and mile-long lines. </p><p>Delayed flights, as well as the country’s difficult terrain, are both reasons why establishing safe havens proved to be critical. Some rescues occurred deep in the mountains, and safe havens served as interim resting areas if a student had to be moved from a crisis zone to safety. Clients stranded at airports could be taken to a safe haven, then returned to the airport and rebooked.</p><p> As is true with most rescue operations, electronic communications played a huge role in Nepal. In this area, however, one possible negative factor loomed large: Nepal has some of the slowest download speeds in the world. “We knew immediately we could have problems,” Taylor says.</p><p>Nonetheless, the team set up a communications operations center, which was advertised on social media. This immediately drew calls. “People out of the blue started communicating,” Taylor says. In terms of telecommunication signals, text messaging is generally more reliable than voice calling, so when calls came in, the team would obtain as much situational information about the caller as they could, then switch to communicating by text. The goal was to establish an electronic lifeline for students, even for those who were stranded in remote villages in the mountains.</p><p>And, occasionally, Taylor fielded calls from a student’s parent. Not surprisingly, parents were often “frantic and nervous,” especially if they had not been able to get information for a day or two, he says. Taylor notes that reassuring parents is not always successful. “It can be a little heated,” he says of such calls. “You let it blow over.”</p><p>In the end, the groundwork and communication efforts paid off. The iJet team evacuated roughly 40 students within two weeks after the earthquake hit. Some of the rescues were dramatic, multiday affairs. </p><p>For example, one student, stranded in a remote mountain region, was evacuated by helicopter to the nearby village of Lukla. “She was way, way out in the Himalayas,” Taylor says. </p><p>At Lukla, the team made a plan with the student via text messaging; the next day she was transported on a 100-plus-mile journey via vehicle convoy to Kathmandu. With airlines at the airport overwhelmed, she spent the night in a Kathmandu hotel until she could fly home the next day. According to iJet, the team maintained a presence at the airport until 30 minutes after flight departure to ensure that the plane was able to clear Nepal airspace.  </p><p>Another operation involved a student stranded without a cell phone in the village of Dhulikhel. Through note passing with a nearby student, iJET was able to initiate contact with her, and then establish communication via another student’s phone.</p><p>The team set up a safe haven for the student with a local expatriate until an evacuation plan could be implemented. Although she had already bought a plane ticket home, local roads were compromised by a landslide, so she was not able to make her original flight. The team sought out alternate routes to transport her to the airport the following day, with a new ticket.</p><p>Given what these operations entail, iJet representatives said it was not surprising that a university administrator who was evacuated from Nepal delivered the following message to the company after his evacuation: “Despite it being a pleasure working with you, I hope you understand when I say that I hope we never have to work together again.”  </p> Review: Digital Video Surveillance and SecurityGP0|#cd529cb2-129a-4422-a2d3-73680b0014d8;L0|#0cd529cb2-129a-4422-a2d3-73680b0014d8|Physical Security;GTSet|#8accba12-4830-47cd-9299-2b34a4344465<p>This comprehensive overview of modern video surveillance and video management systems is a well written, researched, and tested guide to utilizing these varying technologies. The author is a subject matter expert who has many years of experience in this aspect of physical security. This second edition is not simply a rehashing of the first edition, but it takes a fresh look at the concepts of video surveillance and demonstrates where they have evolved. </p><p> Many works on this topic run hundreds of pages longer than this substantial volume, but the author packs plenty into the space. It will be valuable to those who work in the video surveillance end of physical security; however, its strength lies in its appeal and readability to those that may not have an advanced technical understanding of the latest developments in the field. Every chapter and concept is closely followed by an easy-to-read diagram, screenshot, or photograph that directly ties to the chapter’s subject. </p><p> Security managers who are not directly charged with the video surveillance side of physical security but may be involved in selecting video management vendors will find this book to be a useful guide in helping to determine what their organizations need. As many organizations transition from analog to digital video, Digital Video Surveillance can serve as a quick education in what the conversion entails for both hardware and software.</p><p>Because most video surveillance deployments and transitions are expensive, long-term projects, the effective management of the entire process is vital. Author Anthony Caputo recognizes this and dedicates an entire chapter to project management, outlining the steps involved and key stakeholders required for success. This discussion is so well done that the technical aspects could be extracted and the reader would be left with an excellent education of the process of project management in general. </p><p>Digital Video Surveillance will serve as a valuable reference book for any security professional and could easily serve as a text for an educational course.</p><p>Reviewer: Michael D'Angelo, CPP, is security manager for Baptist Health South Florida. He is a retired captain from the South Miami, Florida Police Department where he served for 20 years. He serves on the ASIS Healthcare Security Council. </p><p><br></p> Review: Disaster RecoveryGP0|#cd529cb2-129a-4422-a2d3-73680b0014d8;L0|#0cd529cb2-129a-4422-a2d3-73680b0014d8|Physical Security;GTSet|#8accba12-4830-47cd-9299-2b34a4344465<p><span style="line-height:1.5em;">CRC Press;, </span><span style="line-height:1.5em;">344 pages; $129.95</span></p><p>Perhaps the title of this book—<em>Physical Security and Environmental Protection</em>—doesn't reveal its true nature. This comprehensive guide to managing the disaster recovery process employs crucial strategies aimed at disaster prevention, mitigation, preparedness, response, and recovery. The book does not limit itself to the physical, dipping into topics such as workplace violence, close protection, and cybersecurity. </p><p>To his credit, author John Perdikaris cites examples not only from his native Canada but also from around the world to illustrate his points. For instance, he discusses the Khobar Towers blast in Saudi Arabia as an example of an exterior envelope failure, and the bombing of the Alfred P. Murrah Federal Building in Oklahoma City as an example of progressive collapse.</p><p>Perdikaris introduces readers to emergency planning strategies that apply to both natural and man-made disasters that might have devastating effects on infrastructure and result in loss of life and property. Drawing on his background he offers effective responses to cyberattacks. </p><p>This reviewer found Physical Security and Environmental Protection to be a very useful tool for those currently in the security field and for anyone who is interested in the profession.</p><p><em><strong>Reviewer: James E. Sellers, CPP</strong>, is president and CEO of Accion Security Consulting, LLC. He is a global security advisor and trainer. He sits on the ASIS International Security Services Council.</em></p> Review: The Business of CounterterrorismGP0|#28ae3eb9-d865-484b-ac9f-3dfacb4ce997;L0|#028ae3eb9-d865-484b-ac9f-3dfacb4ce997|Strategic Security;GTSet|#8accba12-4830-47cd-9299-2b34a4344465<p><strong style="line-height:1.5em;">The Business of Counterterrorism: Public-Private Partnerships in Homeland Security. By Nathan E. Busch and Austen D. Givens. Peter Lang International Academic Publishers;; 342 pages. $29.95.</strong><span style="line-height:1.5em;">​</span><br></p><p>​<span style="line-height:1.5em;">Public-private partnerships (PPPs) are a fundamental feature of homeland security. In this book, authors Nathan Busch and Austen Givens offer a scholarly perspective on these partnerships that is clear, detailed, and credible. </span></p><p>Logically arrayed, the book explores five important areas of homeland security: critical infrastructure protection, cybersecurity, information sharing, security at borders, and disaster recovery. The authors readily admit at the introduction that “…these five areas do not cover every aspect of homeland security; it would be neither possible nor practical for us to cover every facet of public-private partnership in homeland security in a single volume.” Practitioners’ understanding of the prominence of these PPPs in homeland security has outpaced the scholarly literature. This book seeks to fill that gap and to identify the essential role that PPPs are taking in homeland security and the implications of that transformative shift in the field.  </p><p>Busch and Givens engage these topics with authority and offer conclusions as well as suggestions for further research. For example, while examining critical infrastructure protection, they pose an unresolved question: What metrics measure success for PPPs in critical infrastructure? The authors do not shy away from noting the patterns found in ineffective partnerships, as well as the false sense of complacency that can arise when an ineffective partnership appears to be successful.</p><p>Serious challenges to effective PPPs include regulation, management, politics, budgets, war profiteering, and potential failure. Throughout the work the crucial role of trust as the foundation of functional partnerships is emphasized.  Absent trust, these partnerships are nothing more than good theater. </p><p>This book is valuable for those currently participating in or contemplating a public-private partnership in homeland security. The book clearly contributes to a deeper understanding of these partnerships.</p><p><em><strong>Reviewer:  Thomas E. Engells, CPP</strong>, CPM (Certified Public Manager) is the chief of police at The University of Texas Medical Branch at Galveston. He is a member of ASIS.</em></p> News September 2015GP0|#3795b40d-c591-4b06-959c-9e277b38585e;L0|#03795b40d-c591-4b06-959c-9e277b38585e|Security by Industry;GTSet|#8accba12-4830-47cd-9299-2b34a4344465<p><strong>​</strong><span style="line-height:1.5em;"><strong>Mattis’s Food for Thought </strong></span></p><p>At the first ASIS Seminar in 1955, the daylong meeting included speakers and discussion leaders, then ended with a banquet. On Thursday, October 1, at the Anaheim Convention Center, after four days of insightful speakers and discussions, the 61st Annual Seminar and Exhibits will end with the now-traditional Closing Luncheon.</p><p>General James N. Mattis (U.S. Marine Corps-ret.) will assume top billing. Mattis retired in 2013 after 41 years of service, having replaced General David Petraeus in August 2010 as the 11th commander of United States Central Command. In that post, he was charged with overseeing all operations in the Middle East. </p><p>Mattis is widely known for his military legacy and insights on leadership. A recent article on his most famous quotes included this observation: “In this age, I don’t care how tactically or operationally brilliant you are, if you cannot create harmony…your leadership is obsolete.” </p><p>Throughout his military career, Mattis was consistently rewarded for his leadership abilities during multiple deployments. As a lieutenant colonel, he commanded 1st Battalion, 7th Marines, one of Task Force Ripper’s assault battalions in Operations Desert Shield and Desert Storm. As a colonel, he commanded 7th Marines (Reinforced), which saw action in southern Afghanistan.</p><p>When promoted to brigadier general, Mattis commanded the 1st Marine Expeditionary Brigade and then Task Force 58, becoming the first U. S. Marine officer to command a Naval Task Force during the War in Afghanistan. He became known as an officer who engaged his subordinates with real leadership, even sleeping in foxholes with his Marines.</p><p>As a major general, he commanded the 1st Marine Division during the initial attack and subsequent stability operations in Iraq during Operation Iraqi Freedom. He popularized the division’s motto, “no better friend, no worse enemy,” in a letter to the soldiers who returned with him to Iraq.</p><p>Mattis was nominated by President George W. Bush to the rank of a four-star general. Once confirmed, he took control of U.S. Joint Forces Command and was appointed NATO’s Supreme Allied Commander Transformation before assuming a three-year stint as head of U. S. Central Command.</p><p>Born in Pullman, Washington, Mattis graduated from Central Washington University with a Bachelor of Arts degree in history. He is also a graduate of the Amphibious Warfare School, Marine Corps Command and Staff College, and the National War College. His awards include the Defense Distinguished Service Medal, the Navy Distinguished Service Medal, and the Defense Superior Service Medal.</p><p>Mattis currently serves as a visiting fellow at Stanford University and Dartmouth.</p><p>For more information on the ASIS 61st Annual Seminar and Exhibits, which will take place in Anaheim, California, September 28-October 1, visit</p><h4>Foundation Night at the Seminar and Exhibits</h4><p>On Wednesday, September 30, the ASIS Foundation Board of Trustees invites ASIS members and colleagues to a rockin’ night at the House of Blues. Located in Downtown Disney, this legendary hotspot has been reserved from 7 to 10 p.m. for Foundation guests. So gather your fellow chapter members, clients, coworkers, and customers for a great evening to benefit the Foundation’s signature education and research programs. </p><p>Tickets for this traditional part of the ASIS 61st Annual Seminar and Exhibits, which will take place in Anaheim, California, September 28-October 1, can be purchased at the registration desk in the Anaheim Convention Center. Tickets are $95 per person and include a buffet and unlimited beer and wine. </p><p>The University of Phoenix has generously contributed to the event along with Securitas. Johnny Oksam, a rising young blues player and his band, will provide music for this night of camaraderie and fun.</p><p>Additionally, all Foundation Night ticket holders will be entered into a drawing for a four-night Royal Caribbean Getaway cruise for two—domestic airfare included. This fabulous prize is made possible by ASIS housing and registration partner, Wyndham Jade.​</p><h4>APPLY NOW FOR BORDES PHYSICAL SECURITY AWARD</h4><p>Applications from all ASIS International chapters vying for the 2015 Roy Bordes Physical Security Award will be accepted from November 5 to December 21. This annual award, administered by the ASIS Foundation, includes $5,000 to develop and host a local educational program. </p><p>All chapters are eligible to apply. However, preference will be given to developing chapters working to expand their membership and educational offerings. Chapters may submit only one application each year. The award pays toward the cost of the instructors, including their travel and accommodations, and collateral materials. Meeting expenses will be the host chapter’s responsibility.</p><p>The application can be downloaded under the Foundation tab at In addition to basic chapter information, the application asks who the chapter intends to attract to their program and how many participants are expected. It also includes space for the chapter to answer organizational questions, including the following:</p><p>• What kind of physical security education would be most valuable to your membership?</p><p>• How would this program expand your chapter’s impact on your community?</p><p>• What is the estimated budget?</p><p>• Where would the chapter host the program?</p><p>In addition, the criteria for winning the award include a request for the chapter to identify an “award champion,” who would work with the Foundation to organize and deliver the program.</p><p>This award was established in 2008 to memorialize the professional security career of Roy N. Bordes, longtime ASIS member and volunteer leader over his 30-year career. Bordes was a member of the ASIS Foundation Board of Trustees and a frequent speaker at ASIS educational events.</p><p>For more information, visit</p>