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https://sm.asisonline.org/Pages/Industry-News-February-2017.aspxIndustry News February 2017GP0|#3795b40d-c591-4b06-959c-9e277b38585e;L0|#03795b40d-c591-4b06-959c-9e277b38585e|Security by Industry;GTSet|#8accba12-4830-47cd-9299-2b34a43444652017-02-01T05:00:00Zhttps://adminsm.asisonline.org/pages/flora-szatkowski.aspx, Flora Szatkowski<h4>​CAMPUS SURVEILLANCE</h4><p>Two universities in Utah partnered with Stone Security to upgrade their existing surveillance systems. Utah State University and Salt Lake Community College both had standalone analog systems with few cameras that could be monitored from only one location. Both schools chose to implement open platform, IP-based solutions built with Milestone XProtect VMS and network cameras from Axis Communications. Axis encoders integrate older analog cameras into the system, allowing the schools to continue using them.</p><p>Utah State University has campuses in every county in the state, and nine of those locations are integrated with the Milestone system. Video data is fed to the main campus in Logan, Utah.</p><p>Better video monitoring has improved coordination with campus police, reducing the time for incident response, as well as mitigating theft in the campus bookstores. The video system has also been leveraged to include watching over livestock in an animal science department, so researchers can respond when a birth is imminent, for example. Another innovative way officials are using the video is to prioritize snow removal based on the accumulations seen in the images.​</p><h4>PARTNERSHIPS AND DEALS</h4><p>ADT announced a new affiliation with MetLife Auto & Home for small business customers in New Jersey and California.</p><p>Dell EMC chose BlueTalon to deliver data security and governance for the newly announced Dell EMC Analytic Insights Module. </p><p>G4S will deploy ThruVis from Digital Barriers at major events in the United Kingdom.</p><p>Federal Signal Corporation’s Safety and Security Systems Group formed a strategic partnership with Edesix Ltd. to offer IndiCue products that collect, distribute, and manage video evidence. </p><p>FinalCode, Inc., appointed DNA Connect as its distributor for Australia.</p><p>Genetec and Point Blank announced a direct integration between the IRIS CAM body-worn camera and the Genetec Clearance case management system.</p><p>Hanwha Techwin America formed a partnership with Security-Net Inc., allowing Security-Net’s partners to source the full line of Hanwha Techwin’s surveillance solutions as a gold level dealer.</p><p>ISONAS Inc. selected two new manufacturers’ representatives: Wilens Professional Sales, Inc., in New York and The Tronex Group in Florida.</p><p>Kwikset formed a partnership with Horizon Global to expand its SmartKey security to the automotive accessories industry, including hitches, fifth wheels, ball mounts, bike racks, cargo management products, and more.</p><p>Louroe Electronics signed with Tech Sales & Marketing and expanded its partnership with Thomasson Marketing Group to strengthen its presence across the United States.</p><p>Oceanscan is using iland’s DRaaS with Veeam to reduce incident response time.</p><p>OnSSI integrated its Ocularis 5 Video Management System with Vidsys’s Converged Security and Information Management software. </p><p>OnX Enterprise Solutions and Splunk collaborated on the new OnX Security Intelligence Appliance that implements both the hardware and software needed to combat attackers.</p><p>Open Options partnered with Mercury Security to offer two new bridge technology integrations with Software House iSTAR Pro and Vanderbilt SMS. </p><p>Red Hawk Fire & Security U.S. announced that Affiliated Monitoring will manage central station monitoring for Red Hawk customers. </p><p>SeQent has been accepted into the Schneider Electric/Wonderware Technology Partner program. </p><p>FC TecNrgy will market SFC Energy’s defense and industry portfolio of off-grid power sources to the Indian defense, homeland security, and oil and gas markets. </p><p>ZKAccess retained manufacturers’ rep firm ISM Southeast.​</p><h4>GOVERNMENT CONTRACTS</h4><p>The U.S. Federal Trade Commission selected AMAG Technology and its Symmetry Homeland Access Control System to secure its Office of the Executive Director.</p><p>Convergint Technologies and BriefCam announced that Austin-Bergstrom International Airport in Texas expanded its use of BriefCam Syndex.</p><p>For the Las Vegas presidential debate, the Las Vegas Metropolitan Police Department deployed a drone detection and counter-drone solution from Dedrone. Dedrone also joined forces with Nassau County Police and Hofstra University to protect the first presidential debate in New York.</p><p>The Payne County Sheriff’s Office in Oklahoma selected Digi Security Systems to design and install a new video system for its jail and courthouse.</p><p>Electronic Control Security, Inc., received an award from prime contractor Hudson Valley EC&M Inc. for an entry control system and support services for the Sullivan County and Eastern Correctional Facilities in New York.</p><p>Exiger was chosen by the University of Cincinnati to act as the independent monitor of its police department.</p><p>Port St. Lucie, Florida, worked with SecurPoint to install a wireless, IP-based video surveillance system from FLIR.</p><p>Johnson Controls announced a Cooperative Research and Development Agreement with the U.S. Department of Homeland Security to help secure critical infrastructure.</p><p>Leidos won a prime contract from U.S. Customs and Border Protection to provide systems administration and maintenance services for x-ray and imaging technology.</p><p>MacDonald, Dettwiler and Associates Ltd. will provide space-based synthetic aperture radar capabilities for the Canadian Department of National Defence.</p><p>NAPCO Security Technologies, Inc., announced that the San Diego Unified School District will use NAPCO’s Continental Access control system.</p><p>NC4 announced that the Fulton County Police Department in California chose NC4 Street Smart to help fight crime.</p><p>Palo Alto Networks signed a memorandum of collaboration with the Cyber Security Agency of Singapore to exchange ideas, insights, and expertise on cybersecurity. </p><p>Saab announced that its Airport Surface Surveillance Capability is operational for the U.S. Federal Aviation Administration at San Francisco International Airport.</p><p>Salient CRGT, Inc., won a contract from the U.S. Department of Homeland Security Science and Technology Directorate to provide development, integration, and evaluation in support of BorderRITE.</p><p>SDI Presence LLC is a key subcontractor to Saab Sensis in deploying an advanced event management system for Phoenix Sky Harbor International Airport.</p><p>TASER International received an order for 900 TASER X2 Smart Weapons from the Kentucky State Police.</p><p>Unisys Corporation won a contract from U.S. Customs and Border Protection to modernize the agency’s technology for identifying people and vehicles entering and exiting the country.</p><p>Veridos is providing the Republic of Kosovo with ePassports in addition to a solution to personalize the ePassports. Veridos is responsible for data management, as well as service and maintenance for the software and</p><p>hardware infrastructure.</p><p>Veteran Corps of America will perform contractor logistics support for the Joint United States Forces Korea Portal and Integrated Threat Recognition (JUPITR) system.​</p><h4>AWARDS AND CERTIFICATIONS</h4><p>AMAG Technology announced that its Federal Identity, Credential, and Access Management (FICAM)/FIPS 201–compliant solution was approved by the U.S. General Services Administration.</p><p>Legrand North America achieved Excellence within the Industry Data Exchange Association’s data certification program.</p><p>Middle Atlantic Products secured a patent from the U.S. Patent and Trademark Office for its Essex QAR Series Rack.</p><p>Passport Systems, Inc., received the Security Innovation Award from Massachusetts Port Authority for helping to revitalize the Port of Boston with state-of-the-art detection systems.</p><p>Qognify received Lenel Factory Certification Under Lenel’s OpenAccess Alliance Program.</p><p>Safran Identity & Security announced that its Airpass mobile payment solution, with a cryptographic security component, was certified by Visa and Mastercard.</p><p>SecurityScorecard received the Most Promising Company Award for its sophisticated technology and strategic implementation during PricewaterhouseCoopers’ Inaugural Cyber Security Day.</p><p>Tosibox won the Finnish Security Company of the Year award. The Turvallisuus ja Riskienhallinta magazine annual award was presented at the Finnish Security Awards. ​</p><h4>ANNOUNCEMENTS</h4><p>As part of its product rebranding, 3xLOGIC launched an updated website.</p><p>Aite Group’s report, Biometrics: The Time Has Come, examines biometrics capabilities that are deployed across the globe. </p><p>Allied Universal announced the purchase of FJC Security Services of Floral Park, New York.</p><p>Anixter International Inc. is opening a customized flagship facility in Houston, Texas.</p><p>Illinois Joining Forces, a public-private network of veteran and military service organizations, received a $125,000 grant for veteran outreach from Boeing.</p><p>CGL Electronic Security, Inc., moved its corporate headquarters to Westwood, Massachusetts. The new facility includes a customer training area, demonstration space, warehouse, and testing area.</p><p>CNL Software expanded its U.S. operations with new regional offices and a demonstration area in Ashburn, Virginia.</p><p>College Choice published its 2016 ranking of the safest large colleges in America.</p><p>The Financial Services Information Sharing and Analysis Center established the Financial Systemic Analysis & Resilience Center to mitigate risk to the U.S. financial system.</p><p>Modern Tools To Achieve Excellence In Video Security is a new white paper from Geutebrück.</p><p>Implant Sciences will sell its explosives trace detection assets to L-3 Communications where they will be integrated into L-3’s Security & Detection Systems Division.</p><p>Milestone Systems is making its XProtect Essential 2016 R3 available as a free download to users worldwide.</p><p>The National Electrical Manufacturers Association published NEMA WD 7-2011 (R2016) Occupancy Motion Sensors Standard.</p><p>Safran Identity & Security opened a location in the Silicon Valley that features an innovation center with a specific focus on digital payment, digital identity, and the Internet of Things.</p><p>Nonprofit SecureTheVillage (STV) launched a weekly news podcast, SecureTheVillage’s Cybersecurity News of the Week, available on the STV website, iTunes, SoundCloud, and other podcast sites. </p><p>SightLogix published a new design guide to assist integrators, architects, and engineers in planning, selecting, and installing video-based security systems. Securing Outdoor Assets with Trusted Alerts offers practical advice about using outdoor video.</p><p>The Smart Card Alliance released a mobile payments workshop video for understanding mobile wallets.</p><p>The Tyco Security Products Cyber Protection Team is offering security advisories on its website. The team generates a security notification about which products might be vulnerable, along with mitigation steps. </p><p>The U.S. Office of Management and Budget will create a new privacy office to oversee the development and implementation of new federal privacy policies, strategies, and practices across the federal government. ​</p>

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https://sm.asisonline.org/Pages/Industry-News-February-2017.aspx2017-02-01T05:00:00ZIndustry News February 2017
https://sm.asisonline.org/Pages/The-Role-of-School-Resource-Officers.aspx2017-01-01T05:00:00ZThe Role of School Resource Officers
https://sm.asisonline.org/Pages/Yale-Opens-Doors.aspx2016-12-01T05:00:00ZYale Opens Doors
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https://sm.asisonline.org/Pages/Scholastic-Surveillance.aspx2016-08-01T04:00:00ZScholastic Surveillance
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https://sm.asisonline.org/Pages/Staying-On-Message.aspx2016-02-25T05:00:00ZStaying On Message
https://sm.asisonline.org/Pages/Book-Review---The-Handbook-for-School-Safety-and-Security.aspx2016-02-01T05:00:00ZBook Review: The Handbook for School Safety and Security
https://sm.asisonline.org/Pages/MIT-Launches-Cybersecurity-Professional-Education-Course.aspx2016-01-12T05:00:00ZMIT Launches Cybersecurity Professional Education Course
https://sm.asisonline.org/Pages/Campus-ID-Gets-a-Makeover.aspx2015-11-30T05:00:00ZCampus ID Gets a Makeover
https://sm.asisonline.org/Pages/To-Ensure-A-Safe-Haven.aspx2015-11-20T05:00:00ZTo Ensure A Safe Haven
https://sm.asisonline.org/Pages/School-Funding-Winner.aspx2015-09-28T04:00:00ZSchool Funding Winner
https://sm.asisonline.org/Pages/Private-School-Public-Protection.aspx2015-09-17T04:00:00ZPrivate School, Public Protection
https://sm.asisonline.org/Pages/Textbook-Rescue.aspx2015-09-04T04:00:00ZTextbook Rescue
https://sm.asisonline.org/Pages/August-2015-Industry-News.aspx2015-08-18T04:00:00ZAugust 2015 Industry News
https://sm.asisonline.org/Pages/Barring-Imminent-Threats.aspx2015-08-13T04:00:00ZBarring Imminent Threats

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https://sm.asisonline.org/Pages/How-to-Build-a-Better-Security-Space.aspxHow to Build a Better Security Space<p>​Like many campus law enforcement agencies, the University of North Carolina at Greensboro (UNCG) Police Department spent years relegated to locations that were not conducive to providing quality service.</p><p>The department was housed in four separate locations that were formerly a bank, a dentist’s office, a cannery, and a warehouse that had served as a hardware distribution facility. For the 36 sworn police officers and 28 nonsworn staff, being spread across multiple locations made daily communications and operations burdensome.</p><p>The need for a new, unified facility had been apparent for years, but it always seemed to be “next on the list.” A convergence of events, however, moved the need to the top of the list in 2011 as the university began an expansion into an area previously thought to be inaccessible because it was on the other side of a large rail corridor to the south of campus.</p><p>The expansion included a pedestrian underpass connecting the two sides of campus and a student recreation center that would require the demolition of the old cannery building, one of the department’s four sites.</p><p>University administration believed that a new police facility on the south side of campus, next to the new underpass, would be a visual assurance of safety. Additionally, the old dentist’s office had originally been purchased as a transition space for departments whose facilities were under renovation. Having the police department in that transitional space was adversely affecting other campus projects.</p><p>Finally, the need became most apparent when conducting critical incident response exercises. No space on campus satisfied the needs of the university during times of crisis. Several exercises, including active shooter, tornado strike, and hazardous material spills, resulted in the same after-action item: the university needed a space designed for critical incident response.</p><p>Selecting an architect was the most critical part of the new facility planning. During the interview process for designers, the university looked to a firm with experience in designing public safety facilities. </p><p>The university spoke with a variety of clients about ADW Architects of Charlotte, North Carolina, including state construction officials. What impressed the university most was the reputation the firm had for spending time with the employees who would work in the new facility, and mapping out their daily operations. </p><p>While other firms interviewed provided presentations, only ADW spoke from experience about needs assessments of public safety agencies.​</p><h4>Programming</h4><p>The first step in the design process was programming—the process of determining space needs for each individual function in the organization and how to use that space most effectively. The process helped determine how much space the UNCG Police Department needed to conduct its business most effectively. </p><p>To begin programming, a design team was created. Representatives from the police department, the designer, purchasing, the agency construction and design staff, and a university technology team served as the core decision makers in the design process.</p><p>Members of the design team spent many hours with various members of the department. They followed officers on assignments and observed the arrest process. They sat with communications personnel to note how dispatchers interacted with the public, the officers, and each other. They shadowed detectives as they interviewed suspects and conducted case follow-up. And they tracked evidence through collection, initial storage, processing, and final storage.</p><p>The programming process provided the first opportunity for input by the department on design. A detailed report on each room included the square footage, number of outlets, necessary data and phone ports, lighting, and probable furnishings. </p><p>It was critical at this stage to involve those employees who would be occupying or controlling specific areas because decisions made early on would influence actions during construction. </p><p>For instance, the type and placement of furniture in a conference room might determine the location of floor boxes for electric and data outlets. An office would need a carpet, while a canine kennel would need a nonslip, epoxy floor. Based on input, the individual programming reports were adjusted to reflect final room and space configurations.</p><p>Another important part of programming included visiting recently constructed facilities that served a similar function. One of the main advantages of this process was to discover what the agency would have done differently. An evaluation of the positive aspects of their design is important, but the list of “I wish we had…” items helps designers avoid mistakes.</p><p>Additionally, visiting recently constructed facilities allowed for an evaluation of the most current technology. During a visit to the police department in Apex, North Carolina, the design team observed an interview room recording system activated by the use of a key. The team had already discussed the concept of using card access throughout the new UNCG Police facility. Discussions with the Apex department’s vendor revealed that they were introducing a card-activated system that could integrate UNCG’s card access technology.</p><p>The result of the programming process was a list of spaces that were needed to perform daily operations along with the space needed for each one. The initial estimate of the building needs was 31,000 square feet, but university construction officials stepped in and required that 4,000 square feet be eliminated to match the budget. This reduced the final area of the facility to 27,000 square feet.​</p><h4>Design</h4><p>After programming was complete, the architects turned individual room reports into a building concept. For architects, the process is more “art meets engineering,” but to everyone else, there is a sense of mystery as to how all the pieces are put together to create an aesthetically pleasing design. </p><p>A significant part of the process was the input of the governing body and the senior management of the university. Designers at this stage must navigate an often politically charged environment while maintaining the original overall concept.</p><p>For example, designers did not want to have “UNCG Police” on the façade of the building because that did not conform with university specifications. The Board of Trustees for the university, however, wanted the nature of the building clearly visible to the public. The end result was backlit lettering with “UNCG Police” on both the east and west rooflines. </p><p>It was at this point in the process that interior design and furniture selection took place. Most architects have experienced interior-design professionals on the payroll, and they should be consulted because this can be—by far—the most confusing and mentally taxing part of the process. The combinations of colors and finishes were almost infinite. </p><p>The design team asked the interior designer to select two to four schemes and present them. This took the form of design boards that had small samples of paint colors, tiles, carpet, and counter tops. The department then selected the most desirable interior and made modifications based on that design.​</p><h4>Construction</h4><p>The next step was to begin the bidding process—required under North Carolina law—and select a construction company. To allow maximum flexibility in budgeting, the bid asked for pricing on several “add-alternate” items. These add-alternate items were above minimum bid, but were preferred by the designers. Some examples included polished block walls instead of plain block walls or poured terrazzo flooring instead of tile. UNCG was fortunate that all add-alternate items were included in the final bid and covered by the original budget.</p><p>In construction, the phrase “timing is everything” is true. Ground was broken on the construction site in December with a plan to schedule most of the concrete and masonry work during the summer months. </p><p>But the first scoop of earth from the backhoe brought bad news; the initial site testing missed significant soil contamination. Research uncovered that the site had once been a petroleum distillery. The resulting delay put masonry and concrete work in the cold winter months, and cleanup cost $600,000 in soil removal and remediation. </p><p>This one oversight led to a one-year delay in construction. An important lesson learned was to insist on the most detailed soil testing available before beginning construction.</p><p>Once construction begins, the most important advice to any chief or department head is to be there, on site, every day. If you are not there, decisions will be made without your input that may have repercussions in daily operations.</p><p>When you are on site, pay attention to every detail. Once a concrete floor is poured, it is difficult to go back and install a floor box with electricity. Blueprints are created with best practices in engineering, but there are times when those designs are not practical for operations. Observation during construction is the best way to catch those inconsistencies between form and function, such as when wiring conduit and air ductwork needed to occupy the same space. </p><p>After construction begins, changes can be made to the design, but there will be a cost. Construction companies charge a premium for change orders. Construction budgets contain contingency funds for changes, but those funds are limited. A cost-benefit analysis must take place when considering change orders.​</p><h4>Transition</h4><p>Making the transition from previous facilities to the new one required a great deal of coordination. Moving a modern public safety agency required considerations for emergency phone lines, alarm monitoring, radio communications, and a host of other critical infrastructure items. The UNCG Police Department created operational plans, much like those drafted for a large-scale event, to structure and schedule the move.</p><p>Even with advanced planning, critical errors can have a profound effect. A scheduling error in the phone company’s computer system caused the department’s phones to go off-line for nearly 16 hours. Emergency text and e-mail messages to the community notified members to call 911 for emergencies. The county 911 center then notified the department of a call over radio or via cell phone.</p><p>To help avoid these problems, a transition team is critical. Key areas, such as field operations, communications, and IT, should all have assigned roles. </p><p>One role that might be overlooked is that of delivery manager. The department was fortunate to have all new furniture purchased for the building. That meant multiple companies making multiple deliveries, each needing set times for installation. </p><p>In addition, the North Carolina State Construction office had strict guidelines for the receipt and inspection of furniture at the university. Every item had to be inspected as it was unpacked and installed to avoid accusations that damages occurred after installation. A secondary check occurred to doc­ument damage that occurred dur­ing installation. </p><p>The transition plan should also prioritize the scheduling of who moves and when. In the UNCG transition, communications personnel moved first, then field operations, and finally, administration and support functions. </p><p>Considerations should be given to the times when equipment becomes operational. For instance, the timing of the switch-over of fire alarm monitoring dictated that communications be the first in line for transition.</p><p>The final transition step was to begin tracking correction items. Defects in construction or flaws in design began to reveal themselves as people begin to occupy the space. </p><p>UNCG used a Google spreadsheet that was shared with the designer and builder to do this. Each entry tracked the location, a brief description of the issue, the party responsible for remediation, the date reported, current status, and the date of completion.​</p><h4>Celebration</h4><p>Once the construction and transition were complete, it was important to mark the occasion. When the building was open for business in 2015, it was a milestone for the agency, its personnel, and the people they serve. It was also an opportunity to thank those involved and challenge the employees to demonstrate that the time, money, and effort spent on the building be repaid with excellent service.</p><p>It is rare to have the opportunity to design and construct a new facility from the ground up. Careful planning and attention to detail will make the process rewarding, and those rewards will be appreciated for many years to come.  </p><p>--<br></p><p><em><strong>James C. Herring, Jr.,</strong> is the chief of police and director of public safety and emergency management at Murray State University in Murray, Kentucky. He retired as chief of police for the University of North Carolina at Greensboro (UNCG). He has a master of public affairs from UNCG and is a member of the faculty in the College of Security and Criminal Justice at the University of Phoenix.</em></p>GP0|#cd529cb2-129a-4422-a2d3-73680b0014d8;L0|#0cd529cb2-129a-4422-a2d3-73680b0014d8|Physical Security;GTSet|#8accba12-4830-47cd-9299-2b34a4344465
https://sm.asisonline.org/Pages/Q-and-A---Soft-Targets.aspxQ&A: Soft Targets<p>​<span style="line-height:1.5em;">Jennifer Hesterman, Colonel, U.S. Air Force (Retired), discusses her book <em>Soft Target Hardening</em>, which was named the 2015 ASIS Security Book of the Year. Available from ASIS; asisonline.org; Item #2239; 322 pages; $69 (members); $76 (nonmembers).</span><span style="line-height:1.5em;">​</span></p><p><strong><em>Q.</em></strong><em> Why are soft targets increasingly attractive to terrorists?  </em></p><p><strong>A. </strong>Soft target, civilian-centric places that are not typically fortified—such as schools, churches, hospitals, malls, hotels, restaurants, and recreational venues—have little money to spend on security. Frequently, they must balance security, aesthetics, and a positive experience for customers.  </p><p>Terrorists select soft targets because there are many, possibly hundreds, of them in small towns and cities; they are vulnerable, so the odds of success are high and the terror effect is amplified among civilians. The story also stays in the news longer—the soft target attack in San Bernardino received far more coverage for almost twice the length of time compared to the Ft. Hood shooting. Military and government workers are generally seen as more legitimate targets than civilians, so soft targets provide more of the outrage, shock, and fear that terrorists crave.</p><p><em><strong>Q.</strong> What inspired you to write a book on hardening soft targets? </em></p><p><strong>A.</strong> I was living in the Middle East and close to several soft target attacks. I also realized that in the United States after 9-11, we further reinforced hard targets like government buildings and military installations, while soft targets are increasingly in the crosshairs but unprotected. I traveled all over the Middle East and Southwest Asia, and saw how soft targets are protected against attack. I wanted to apply some of these lessons to the civilian sector.  </p><p><em><strong>Q.</strong> Which soft targets are being hardened in the United States?</em></p><p><strong>A.</strong> Schools are further along the spectrum due to the rise of school shootings and stabbings. Mall security is much improved after the Westgate Mall attack in Nairobi, but shopping venues are still extremely vulnerable. Churches have a unique problem due to their open, inviting culture even after the Charleston shooting. Of course synagogues, mosques, and Sikh temples are moving towards a more hardened posture as the result of a rise in domestic terrorist activity. Hospitals usually don’t realize they are targets for terrorist attack or exploitation. Every type of soft target is different and requires tailored hardening tactics. </p><p><em><strong>Q. </strong>What trends should security professionals look out for?</em></p><p><strong>A. </strong>The insider threat is a growing concern. Insider attacks have the greatest possibility of success in terms of destruction of a target and mass casualties. The perpetrator can preposition items, understands the layout of the facility, has unfiltered access, and knows vulnerabilities to exploit. </p><p>We spend a great deal of time in vetting people during the hiring process, but new employees are basically left alone after the onboarding process. Venues like stadiums or concert halls may perform inadequate background checks on seasonal workers. The book discusses added layers of protection such as using behavioral detection techniques, a buddy system where a seasoned worker is paired with a new worker, and rules ensuring that no one is ever alone.</p>GP0|#cd529cb2-129a-4422-a2d3-73680b0014d8;L0|#0cd529cb2-129a-4422-a2d3-73680b0014d8|Physical Security;GTSet|#8accba12-4830-47cd-9299-2b34a4344465
https://sm.asisonline.org/Pages/college-campus-meets.aspxCollege Campus Meets Urban Landscape<p dir="ltr" style="text-align:left;">“The city is our campus…Chicago is our laboratory and our playground.” Those words, found on Columbia College Chicago’s Web site, ring true for the students and faculty at the nonprofit arts and media college. With more than 10,000 students and 3,000 faculty and staff, the college provides an unusual educational experience largely due to its location in downtown Chicago. That urban landscape presents security challenges as well. To meet those challenges, the school depends on well-trained staff, long-term partnerships, and a sophisticated network of security technologies to keep its campus safe. </p><h4>Campus Safety and Security</h4><p dir="ltr" style="text-align:left;">The college campus, which consists mostly of high-rise buildings, roughly traces a rectangle through the southern part of Chicago’s central business district. Several buildings are situated along Michigan Avenue, where the campus runs about six blocks from east to west; from north to south, the campus’s buildings span 16 blocks. “Columbia is the largest property owner in the South Loop of Chicago,” says Associate Vice President of Safety and Security Robert Koverman, referring to the southern section of the largest portion of Chicago, known as The Loop. “Our footprint is pretty large.” Columbia’s security challenges are also significant due to its unique configuration and location. There are 13 high-rise buildings that make up Columbia College. 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(Columbia’s security forces are nonsworn officers, supplied by AlliedBarton.)  </p><p dir="ltr" style="text-align:left;">“We have some 70 security officers and supervisors who comprise our security operations team. It’s a 24/7 operation; the bulk of the operation for those 70 officers are static posts within the buildings, and then we have patrol officers,” notes Koverman, who says the school has built a positive relationship with AlliedBarton since the service provider was selected as the winning bidder four years ago. That was around the same time Columbia was launching its 24/7 command center. “The command center began its operation a little over five years ago,” he states. “In terms of purchasing the equipment [and] designing the room, AlliedBarton came on board when it was time to start staffing it, so their growth in terms of the command center was pretty much the same as ours.” </p><p dir="ltr" style="text-align:left;">The services provided by AlliedBarton at Columbia extend beyond simply staffing security officers, according to the company’s Vice President of Higher Education Glenn Rosenberg. “The first impression that a lot of people have of a college campus is how safe it is and how welcoming it is, and one of the first individuals they may encounter on a college campus is a security officer,” he notes. “Most of what [our officers] do is guiding and assisting people, ‘where should I go, where can I find this, how do I get from here to there’–it’s not as though crime is occurring every second on that campus. So a lot of what we do is hospitality-oriented.”</p><p dir="ltr" style="text-align:left;">A large part of Rosenberg’s job is staying on top of the main issues affecting higher education institutions and relaying that to AlliedBarton’s clients. He works closely with Koverman and Meegan’s team on several issues affecting Columbia and how to best address them, such as when the H1N1 virus became a pandemic in 2009. He tells Security Management that he attended a conference where a medical professional shared some best practices for preventing the spread of the virus in close environments, like college campuses. He brought those ideas back to Meegan and Koverman so they could better understand their options. </p><p dir="ltr" style="text-align:left;">Rosenberg says Columbia’s urban environment makes customer service more like what you would provide in a downtown office building. He also notes that because campuses are meant to be open, you have to ensure that individual officers understand how colleges value diversity and inclusion. He says they train their guards to “go out of their way to make sure that we are welcoming to all individuals who are coming to campus, staying very alert to who is an invited guest or is allowed on that campus because they belong there, and those who are unwanted visitors as well.” Identifying unwanted visitors while maintaining a friendly environment can be a tough task, he notes.</p><p dir="ltr" style="text-align:left;">In addition to the high-rise challenges, the Chicago streets created an interesting dilemma for the Columbia security officers who patrol the campus by car. “Because there are a number of one-way streets in Chicago, and [due to] our location and our buildings, it’s really difficult for a car to get around,” Koverman says. About three years ago, Koverman noticed that the city of Chicago permitted Segways to operate up and down sidewalks. “I got in touch with the commander and we agreed that we could use Segways for patrols,” he says. “The AlliedBarton operations manager became a certified trainer, and so they now operate Segways.” In addition to the three Segways owned by Columbia, the security officers share one patrol car and two bicycles. </p><h4>Emergency Management</h4><p dir="ltr" style="text-align:left;">In addition to working with local law enforcement and federal agencies, Koverman explains that Columbia implements a number of security technologies to provide effective communications and security, starting with the equipment housed in the 24/7 command center. “We have a sophisticated video, access control, and communications system,” he says, adding that the college has an elaborate emergency management and mass notification system. </p><p dir="ltr" style="text-align:left;">Because there are so many high-rise buildings within the bounds of its campus, Columbia’s emergency communications system is specially designed to strategically target certain places within those buildings. For example, there are emergency callboxes installed within every stairwell and on every floor of a Columbia building. If someone is in trouble, he or she can pick up the phone, causing it to automatically ring at another location. “The first ring goes to the security officer at the building’s specific desk, but after three or four rings, if nobody answers, it goes to our command center,” says Koverman. With duress alarms that are tied into the video system, as well as exterior and interior cameras, Koverman says the emergency management system is designed to help the security officers respond to any incidents that may occur within the buildings. </p><p dir="ltr" style="text-align:left;">The campus does not currently have emergency call boxes placed on the grounds of the campus. Koverman explains that placing the emergency phones in and around Columbia’s perimeter would create the expectation of a response to all calls, which the security forces at the college are not equipped to handle the same way the Chicago Police Department could. “Our message to our community is, ‘if you’re in trouble, call 911,’” he states.  </p><p dir="ltr" style="text-align:left;">The mass notification system employed by the college is also tailored to a high-rise environment. The system consists of devices mounted in every building. The devices include an LED text screen, a strobe light, and a speaker. The strobe flashes for the hearing impaired, indicating that they should check the nearest device for the LED message, which notifies them of the emergency. </p><p dir="ltr" style="text-align:left;">“The messages originate from the command center, so we’re capable of identify­ing specific buildings and specific floors if we need to,” Koverman explains. “As an example, if we have an active shooter in a building, we can isolate a specific building and put it on lockdown through the device mass-notification system, and use the network system to send out a different message telling people that we’ve got some kind of an incident going on in another building.”</p><p dir="ltr" style="text-align:left;">He says the speaker component of the device allows the command center to broadcast messages, much like a public address system. For ex­ample, in the specific building where the threat exists, the command center can come over those speakers and announce, “there’s an active shooter in your building, seek shelter immediately.”</p><p dir="ltr" style="text-align:left;">The college has established comprehensive educational re­sources for students, faculty, and staff when it comes to their personal health and safety on campus. The school’s Web site provides extensive instructions on dealing with active shooters and a number of other emergency procedures, including bomb threats, chemical spills and fumes, utilities failures, missing students, and medical emergencies.  </p><p dir="ltr" style="text-align:left;">During orientation, security provides comprehensive information for incoming students and their parents. “We work really hard at educating not just our students, but staff and faculty as well about being in an urban environment like Chicago,” says Koverman. He adds that Meegan plays a vital role in introducing the incoming students to the safety and security challenges they may face by conducting orientation programs for parents and students.</p><p dir="ltr" style="text-align:left;">The college also works hard to ensure that it is abiding by the Jeanne Clery Disclosure of Campus Security Policy and Campus Crime Statistics Act. Enacted by the U.S. Department of Education, the law requires institutions of higher education to disclose any information about crime occurring in and around their campuses. “We go over and above that, even if the victim was not a member of our community, but we know that something happened within the footprint of our community, we’ll put out an alert about that as well,” says Koverman. </p><h4>Public-Private Partnerships</h4><p dir="ltr" style="text-align:left;">The campus also works closely with the First District of the Chicago Police Department, a relationship which Kov­erman says is probably “the most important” of all its private-public partnerships. He says that, besides the University of Chicago and the University of Illinois, none of the other two dozen or so schools within the South Loop has its own police or public safety departments. “We all rely on the Chicago Police Department, and again with 65,000 students in the South Loop, that’s all the responsibility of the First District, which is the [police] district within which we sit.”</p><p dir="ltr" style="text-align:left;">Belin recalls a time when security officers at Columbia worked with the Chicago Police Department to successfully apprehend a thief who had stolen wallets from two Columbia students. After receiving a call regarding a suspicious person in a building on campus, the shift supervisor was dispatched to check out the scene. More officers were soon dispatched for support. Working together, multiple officers were able to stall the suspect and eventually get the Chicago Police Department on the scene to conduct the arrest. “A Chicago Police Department beat officer later informed me that the perpetrator was a career criminal. He had 102 arrests for similar types of crime and 18 convictions,” says Belin. “Due to the swift actions of campus security, the criminal was apprehended.”</p><p dir="ltr" style="text-align:left;">According to Meegan, these public-private partnerships are vital to the school’s safety and security operations. Several properties not owned by Columbia exist within the college’s footprint, including a handful of higher education institutions. “We have what I call ‘postage stamp’ buildings within this radius, so of course being in this urban landscape we do not have what’s called a closed campus. We are reliant upon our neighboring higher educational institutions,” she says. To help the schools to better communicate on security issues, as well as with various law enforcement and federal agencies, Meegan founded SCOPE (Security Council of Professional Educators) in February of 2003. </p><p dir="ltr" style="text-align:left;">SCOPE is a security advisory group that meets every other month to discuss a variety of issues affecting the area of downtown Chicago occupied by Colum­bia and the rest of the South Loop. “SCOPE was founded on the premise that we needed to have partnerships with not only law enforcement agencies, but amongst ourselves to help safeguard our campus community, as well as the geographical city environment that all of our students would be navigating through,” says Meegan. </p><p dir="ltr" style="text-align:left;">There are more than 30 members of the advisory group representing various campus safety operations, as well as federal agencies, including the FBI, Department of Homeland Security, and the Chicago Office of Emergency Management.  </p><p dir="ltr" style="text-align:left;">“It’s meant for all of us to be able to network,” Meegan explains about SCOPE. “Our members get a clear understanding of the city and law enforcement resources that are made available to them.” She refers to the group as an “information-sharing” network. “We discuss not only the legislative mandates that are ongoing in the area of campus safety and security, but we’re sharing also the criminal activity that we’ve found seems to surround college campuses, [as well as] information about offenders who are working the college campuses. It’s been very beneficial.”  </p><p dir="ltr" style="text-align:left;">For example, if there is a suspicious individual lurking around a school’s campus, SCOPE members e-mail Meegan the same alert they distribute to their own campus. Meegan then disseminates the information to the rest of the group. “We have had pictures sent to us from the SCOPE members,” she recalls. “And there have been other institutions that have stated ‘yes, we recognize this guy, he hit our area too,’…so we’ve been actually able to identify the same offenders.” Meegan notes that should that individual go to court, SCOPE can communicate which campuses the individual was spotted at as part of the legal process. </p><p dir="ltr" style="text-align:left;">SCOPE also allows the higher educational institutions to react to emergency weather events with information readily available through the Chicago Office of Emergency Management and Communications (COEMC). Koverman says that while no school wants to be the first one to announce a closing, SCOPE helps the campuses share information about their status. “If there’s a major snowstorm or a major weather-related incident, we all know that within a few minutes,” he explains. </p><p dir="ltr" style="text-align:left;">Meegan adds that communicating what actions the colleges are taking during weather-related events back to the COEMC helps the agency to determine what resources need to be allocated where. “If a lot of our colleges are going to be closing then there may be some additional priorities that can be taken care of first,” she says. </p><p dir="ltr" style="text-align:left;">SCOPE stays abreast of best practices at other higher educational institutions around the country, as well as any legislation or initiatives that may affect college campus security, such as Violence Against Women Act requirements. “We make sure that we have pertinent information at our meetings, and introduce our membership to resources that they can use to better complete their job responsibilities,” she says.</p><p dir="ltr" style="text-align:left;">In addition to taking part in SCOPE, Columbia College Chicago is a member of BOMA (Building Owners and Managers Association), a professional association for commercial real estate professionals. At one point Meegan served on the BOMA security subcommittee as chairperson, and Koverman is a member of the emergency planning committee. </p><p dir="ltr" style="text-align:left;">The college’s partnerships with law enforcement were tested on May 20-21, 2012, when the NATO summit descended upon Chicago, bringing along with it dignitaries and delegates from around the world. The meeting, which has only occurred 25 times since NATO’s founding in 1949, marks an opportunity for leaders from countries within the alliance to meet and discuss any issues at hand, establish new policy, and invite new countries to join. </p><p dir="ltr" style="text-align:left;">Koverman says the event brought added responsibility for the security team at Columbia as people from all over the world came to Chicago. “Because we had four or five hotels within our campus, we had something like 18 heads of state [staying] within the geographical footprint of Columbia,” says Koverman. </p><p dir="ltr" style="text-align:left;">Recalling the value of SCOPE’s public-private partnership during the summit, he says the group was an active participant in the security operations piece of the event. “In addition to having the two-way network communications with the COEMC and our SCOPE representative at the table, we obviously have scanners in our [patrol] cars to pay attention to what’s going on,” he says. “We heard information over the radio about some anarchists possibly leading a rally and going to the [Chicago Police Department] First District Headquarters. And our newest building–the only building that we’ve ever originally built, which is our media production center–is right next door to the First District.”</p><p dir="ltr" style="text-align:left;">Koverman says that, upon hearing that radio traffic, he and others headed to the media production center and made sure they had barricades set up in anticipation of any protests or violence. “We also heard about a possible suspicious package across the street from the First District Headquarters, so we were able to communicate with our COEMC representatives to get more specific intelligence about what was going on, what we needed to look for. We were able to get a couple of police officers to assist us down at our building as the protestors came by,” he says. </p><p dir="ltr" style="text-align:left;">In the end, the anarchists did not make an attempt to protest in front of the First District, but Koverman says the event demonstrates the importance of effective communications among SCOPE stakeholders. “When you consider that a large group of anarchists were potentially going to place the First District headquarters and their parking lot under attack, and we were right next to it, it was really important for us to be able to share that information and get more intelligence than we would have gotten had we not had that communication,” he states.</p><p dir="ltr" style="text-align:left;">Another event that requires Columbia’s security team to be all-hands-on-deck is the Manifest Urban Arts Festival, which takes place every May. The festival is an opportunity for graduating Columbia College seniors to showcase a variety of art forms and projects they’ve put together. During this time, Koverman says an estimated 8,000 to 10,000 people from the Chicago community come downtown for the event. </p><p dir="ltr" style="text-align:left;">Events like the NATO Summit and Manifest call for the activation of their emergency operations center, which functions like the 24/7 command center, but on a smaller scale. “We activate a modified emergency operations center during this so that we are prepared in the event of an emergency to make mass notifications, respond to emergencies, and that sort of thing,” Koverman says, noting the operations team also sends out periodic updates to members of senior leadership so they can stay informed.  </p><p dir="ltr" style="text-align:left;">Communicating effectively with part­­ners ultimately leads to successful events and an overall safer campus for Columbia College Chicago. “This year, for the first time in a long time, we completely blocked off a whole block on Wabash Avenue,” says Koverman of Manifest 2014, noting this was unusual because the street a busy thoroughfare. “We couldn’t do this without our relationship with the city of Chicago and the Chicago Police Department, which made for a much better festival.” </p><p dir="ltr" style="text-align:left;">And those relationships lead to a better campus environment for everyone.</p>GP0|#cd529cb2-129a-4422-a2d3-73680b0014d8;L0|#0cd529cb2-129a-4422-a2d3-73680b0014d8|Physical Security;GTSet|#8accba12-4830-47cd-9299-2b34a4344465