Healthcare

 

 

https://sm.asisonline.org/Pages/Industry-News-April-2017.aspxIndustry News April 2017GP0|#3795b40d-c591-4b06-959c-9e277b38585e;L0|#03795b40d-c591-4b06-959c-9e277b38585e|Security by Industry;GTSet|#8accba12-4830-47cd-9299-2b34a43444652017-04-01T04:00:00Zhttps://adminsm.asisonline.org/pages/flora-szatkowski.aspx, Flora Szatkowski<h4>​Smart Tickets</h4><p>As part of the celebration of Finland’s 100th anniversary as an independent state, the Centenary World Championships in Lahti were held in February and March. The Lahti2017 FIS Nordic World Ski Championships featured more than 700 athletes from 60 different countries competing in 21 disciplines.</p><p>Lahti city’s public transport committee, Lahden Seudun Liikenne, selected Confidex Ltd. to deliver smart tickets for use by tourists, suppliers, and volunteer staff for transportation and admission during the championships. The smart ticket for the championships could be purchased for one to seven days for both admission and transportation. It facilitated the estimated increase of 8,000 daily trips.</p><p>Confidex previously supplied a Waltti travel card solution to Lippu-ja maksujärjestelmä Oy, the publicly owned company that oversees public transportation throughout Finland. The Waltti travel card system, currently in use in 13 cities and three rural transportation areas in Finland, is compatible with the cards used during the championships and will be used for future special events.​</p><h4>PARTNERSHIPS AND DEALS</h4><p>Intelligent fire panels from Advanced were chosen to protect the National Theatre in London as part of its renovation. Tri-Management designed and implemented the system.</p><p>AMAG Technology and Microstrategy Incorporated collaborated on a next-generation physical access control solution combining Microstrategy’s Usher and AMAG Technology’s Symmetry access control.</p><p>Dahua Technology USA and PSA Security Network announced a partnership to distribute Dahua’s video surveillance solutions to the security industry.</p><p>DataDirect Networks partnered with Synergy Solutions Management to offer organizations access to a facility near Vancouver, Canada, where users can plan, design, and test video surveillance solutions and conduct training. </p><p>Generali Global Assistance partnered with The University of Texas at Austin’s Center for Identity for education, research, and advocacy initiatives in the identity protection arena.</p><p>Canadian Pacific Railway selected an integrated suite of public safety software from Hexagon Safety & Infrastructure for managing incidents and responses.</p><p>Interfocus Technologies formed a partnership with Cylance Inc. to integrate its endpoint management solution and Cylance’s endpoint malware prevention product.</p><p>NEC Corporation conducted trials for cashless payment services utilizing NEC facial recognition technology in cooperation with Sumitomo Mitsui Financial Group, Inc.; Sumitomo Mitsui Banking Corporation; and Sumitomo Mitsui Card Co., Ltd. </p><p>Netwrix Corporation announced that Tesica Services chose Netwrix Auditor to secure customer data and comply with government requirements.</p><p>Ocularis 5.2, OnSSI’s VMS software, now integrates with Software House C•CURE 9000 v2.40 and v2.50 security and event management system from Tyco Security Products.</p><p>Princeton Identity implemented an iris recognition system for access control at Brevillier Village residential retirement facility in Erie, Pennsylvania. </p><p>Razberi Technologies is partnering with ScanSource Networking and Security; ScanSource resellers in North America will now have access to Razberi ServerSwitchIQ video surveillance appliances.</p><p>ShadowDragon and DeliverFund are partnering to track criminals and free victims of sex trafficking.</p><p>Sielox LLC today announced a partnership with Milsk Company to serve as its manufacturer’s representative for the Ohio Valley region.</p><p>Tyco Security Products announced that Software House C•CURE 9000 now integrates with Guardian Indoor Active Shooter Detection System by Shooter Detection Systems.</p><h4>GOVERNMENT CONTRACTS</h4><p>Axon, a business unit of TASER International, announced that it received orders for its Axon Body 2 cameras from the Louisiana State Police, the Chattanooga Police Department (Tennessee), the University of Cincinnati Public Safety Department, and others.</p><p>The Office of Military Cooperation at the U.S. Embassy contracted with CH2M to design and deliver infrastructure and facilities enabling Kazakhstan to more effectively combat the illegal drug trade.</p><p>Digital Barriers plc. secured a contract with the U.S. Transportation Security Administration to enhance the capability of the Thruvis solution for detecting weapons and explosives concealed under clothing.</p><p>Hesco won the tender to become the sole supplier of 1-meter-high temporary flood defenses for the United Kingdom’s Environment Agency.</p><p>McMurdo, Inc., won a contract from the U.S. National Oceanic and Atmospheric Administration </p><p>National Environmental Satellite, Data and Information Service to provide fourth-generation search and rescue ground stations.</p><p>The U.S. Defense Advanced Research Projects Agency awarded Raytheon multiple contracts to research and develop technologies to detect and respond to cyberattacks on the U.S. power grid infrastructure. The U.S. Navy awarded Raytheon a contract for next-generation encryption devices to safeguard military tactical data transmissions.</p><p>California Public Utilities Commission approved a San Diego Gas & Electric proposal to construct the South Orange County Reliability Enhancement project that will improve electric reliability to its customers while enhancing public safety.</p><p>Utility, Inc., announced that the Fulton County Police Department in Georgia will equip its officers with its BodyWorn body cameras.</p><p>The U.S. Department of Homeland Security awarded an interoperability testing support contract to Valytics.</p><p>The Columbus Police Department in Ohio is deploying body-worn cameras from WatchGuard.​</p><h4>AWARDS AND CERTIFICATIONS</h4><p>AMICO Security announced that its ANC fence system received an M5.0 security rating in compliance with the ASTM F2781-10 standard.</p><p>Arteco announced that its Open Connector is on the list of the Top 30 Technology Innovations from Security Sales & Integration Magazine because of its excellence in intuitive event management.</p><p>ChemImage Sensor Systems received a Platinum 2016 Technology Innovation Award for its VeroVision portable shortwave infrared hyperspectral imaging detection system from Military & Aerospace Electronics and Intelligent Aerospace publications.</p><p>Convergint Technologies was named the 2016 National Systems Integrator of the Year by Axis Communications.</p><p>EyeLock LLC released test results from Novetta certifying EyeLock performance supporting planned global deployments of its iris technology across IoT market segments.</p><p>The Regional Manufacturing Institute of Maryland recognized Galaxy Control Systems as a Champion of Maryland Manufacturing. </p><p>MetricStream was named Industry Innovator of the Year by SC Magazine in the category of Risk Management and Policy Management.</p><p>NC4 was recognized as an Emergency Incident Management Systems champion by Info-Tech Research Group.</p><p>NEC Corporation of America took the honors as the Company of the Year at the Frost & Sullivan 2016 Growth, Innovation and Leadership Awards gala.</p><p>SMP Robotics announced that its S5 Security Robot won awards at ISC East in the Tech Tank and Featured New Product contests.</p><p>Tyco Fire Protection Products was honored by American Security Today with two ASTORS Homeland Security Awards. The SIMPLEX ES-Enabled Fire Alarm System was a Platinum winner for Best Fire & Safety System and a Gold winner for Best Mass Notification System. </p><p>Veracity won a Vision in Business for the Environment of Scotland 2016 Environmental Product or Service Award recognizing the company’s contribution to the environment through its products and approach to product lifecycle management.</p><p>Viakoo was awarded a U.S. patent for validating retention times of surveillance data.</p><p>A new patent for Virtual StrongBox recognizes its end-to-end enterprise IT–level security for financial institutions and other high-risk firms.​</p><h4>ANNOUNCEMENTS</h4><p>Betafence announced a rebrand of its corporate name to PRÆSIDIAD following its acquisition of Hesco.</p><p>Bitdefender joined the No More Ransom initiative supported by Europol, contributing to the global fight against ransomware. Bitdefender is offering free decryption tools to victims.</p><p>Chubb is offering an expanded suite of cyber loss mitigation services to help its U.S. and Canadian policyholders reduce the impact and likelihood of a cyber incident.</p><p>COPsync, Inc., launched a new corporate website at www.copsync.com.</p><p>Certain Mechanical Security businesses from Stanley Black & Decker will be purchased by dormakaba under a new agreement. </p><p>The European Commission is proposing to establish a European Travel Information and Authorisation System (ETIAS) to strengthen security checks on visa-free travellers. The ETIAS will gather information on visa-free travelers to allow for advance irregular migration and security checks. </p><p>The Financial Services Information Sharing and Analysis Center (FS-ISAC) and the Monetary Authority of Singapore (MAS) will collaborate to establish an Asia Pacific Regional Intelligence and Analysis Centre to encourage regional cybersecurity information sharing within the financial services sector.</p><p>HID Global acquired Bluvision, a Bluetooth Low Energy provider in the enterprise Internet of Things market.</p><p>Security Line, the official publication of the Metropolitan Burglar & Fire Alarm Association of New York, is no longer in print but is exclusively an online publication for members.</p><p>Napco Security Technologies released a new catalog.</p><p>SnapAV acquired video surveillance company Visualint. </p><p>SOS Security LLC acquired Total Safety Inc. to expand into the local patrol, response, and other markets.</p><p>The University of Maryland Francis King Carey School of Law created two new online master’s degree programs primarily for nonlawyers: a Master of Science in Cybersecurity Law and a Master of Science in Homeland Security and Crisis Management Law.​</p>

Healthcare

 

 

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https://sm.asisonline.org/Pages/Threats-to-Health.aspxThreats to Health<p>​<span style="line-height:1.5em;">Joseph Sweeney served as a New York Police Department officer for 21 years and ran his own security company—witnessing the full range of crimes and sticky situations that the Big Apple has to offer—but he never guessed what challenges were in store when he became the director of hospital police at Bellevue Hospital Center in 2010. “You can’t shut the doors and walk away. You have to deal with whatever happens. It’s a 24-7 business, and you can’t turn anybody away,” Sweeney says. “It’s like being in charge of a small city.”</span></p><p>Today, healthcare security directors like Sweeney are in charge of small cities with growing crime rates. According to a 2014 crime survey conducted by the International Association of Healthcare Security and Safety (IAHSS), the rate of violent crime in American healthcare facilities rose by 25 percent from 2012 to 2013, and the rate of disorderly conduct jumped by 40 percent. </p><p>Jim Stankevich, a past president of IAHSS, tells Security Management that the survey results reflect the need for comprehensive physical security in hospitals, especially visitor management systems—a tool that he admits isn’t always conducive to the open environments of traditional hospitals.</p><p>“Every hospital technically should know every person that enters a facility, why they’re there, and where they’re going, whether it be a contractor, vendor, patient, or visitor,” Stankevich says. “The problem is many hospitals are over 50 years old, and they probably have up to 50 entrances on the ground level, which makes it kind of impossible for them during normal business hours to really control that access.”</p><p>Sweeney points out that the hospital industry—even the security aspect—is a customer service business. “There’s an emphasis on the patient experience, and we’re a part of that,” he says. The balance between creating an open, customer-oriented environment and keeping those customers safe is a challenge, Sweeney notes.</p><p>The increase in active shooter scenarios, crime numbers, and the routine threats hospitals face on a day-to-day basis all combine to make physical security at healthcare facili­ties more important than ever. Whether it’s at a metropolitan hospital, a network of nonprofit healthcare facilities, or a research-based medical center, security directors have to employ a combination of training and technology to keep their small cities secure. ​</p><h4>Medicine in Manhattan </h4><p>Bellevue Hospital Center was founded in 1736 and is the oldest continuously operating hospital in the United States. In 2013, it housed 828 beds, and more than 115,000 people visited its emergency room. More than 80 percent of Bellevue’s patients are from New York’s medically underserved population.</p><p>Sweeney, who oversees the peace officers stationed throughout Bellevue, says the hospital’s open atmosphere presents a number of challenges when it comes to securing the facility. Many buildings in New York require identification and screening upon entering, but Bellevue’s open environment during daytime hours allows people to come and go freely, he explains.</p><p>“In a sense, we’re the softest target left, especially in Manhattan,” according to Sweeney. “You go to any other building in Manhattan and it’s difficult to get into, but the hospital is the one place that’s open. That’s the philosophy here, and I don’t disagree with that. But it does make it more challenging for security.”</p><p>Hundreds of patients, visitors, doctors, and staff move in and out of Bellevue every day, and Sweeney says one of the most difficult parts of keeping everyone safe is managing the wide variety of people who come and go. </p><p>“These are folks who are outpatients or they’re presenting themselves to the hospital for some type of service, but they have some sort of psychiatric issue, and it’s very challenging to deal with, but we can’t turn them away.” Sweeney notes. “I’d say the biggest challenge for anybody in the healthcare industry is dealing with somebody who’s emotionally disturbed or even just upset—people are sick and dying, their loved one is sick or in pain or dying, and it’s a very challenging environment.”</p><p>Indeed, the IAHSS report found that 93 percent of assaults in healthcare facilities were directed at employees by patients or visitors. This is why Belle­vue’s security officers are thoroughly trained to de-escalate almost any situation, Sweeney explains.</p><p>“We’re a part of the patient experience, and we’re a part of making sure that these people get the care that they need,” he says. “At the same time, we’ve got to keep the place safe.”</p><p>When Sweeney first came to Bellevue, no identification was required to access any area of the hospital. Over the past five years, he’s helped implement restricted access areas within the hospital with the help of access control technology while still committing to providing a positive experience for visitors, he explains.</p><p>“We couldn’t survive without the technology,” he says. “It’s really allowed us to focus our people where they need to be, and that’s important to have a good balance because this is a people business.”</p><p>For example, areas in the hospital with psychiatric patients are equipped with silent panic buttons that alert security officers of an incident. “When you’re dealing with a psychiatric patient, you don’t want to escalate the situation,” Sweeney notes. “You don’t want to call and say, ‘Hey, police, this guy is getting aggressive, come and help me.’ Just saying that makes the person more aggressive.”</p><p>Access control technology also helps keep vulnerable patients safe. Patients in Bellevue’s brain injury unit who are unable to make informed decisions for themselves are fitted with electronic tags, and security officers are notified if a patient attempts to leave his or her designated area. The hospital also uses the tags on infants in the maternity ward to track where they go and automatically lock the nursery doors should someone attempt to leave with a baby. </p><p>When it comes to preparing for out-of-the-ordinary incidents, Sweeney says he puts more emphasis on training security officers to think outside of the box rather than to follow specific protocols for a certain emergency, whether it’s a natural disaster, active shooter, or bioterrorism incident. </p><p>“We have that ‘what if’ mentality, so that if something happens we’re not totally taken by surprise,” he explains. “Those real-life drills of what we’ve done in those circumstances have trained us for the next one.”</p><p>And Bellevue has certainly seen its fair share of real-life drills. Sweeney recalls closing and evacuating the hospital during Hurricane Sandy in 2012, working around power outages and staffing shortages caused by blizzards, and more recently, housing a patient infected with the Ebola virus. </p><p>“A lot of the different things we had to deal with during Sandy, we had already had little pieces happen before, whether it was a telecommunications failure, or a power failure, or elevators knocked out,” he explains. “We’re trained to take each experience, whether it’s a real experience or a drill, and put it in our toolbox and make it adaptable so that when something similar comes along we know how to handle it.”</p><p>And although staff and security were given additional training on how to deal with potential Ebola patients, Sweeney says a lot of the same protocols—creating clean zones and hot zones and suiting up in personal protective gear—were brought over from previous bioterrorism training.​</p><h4>Pittsburgh’s Provider</h4><p>Jeff Francis jokingly calls the University of Pittsburgh Medical Center (UPMC) “one of the biggest companies that people have never heard of.” UPMC is a nonprofit network of 21 full-service hospitals and hundreds of ancillary facilities throughout western Pennsylvania. The hospitals treat more than 690,000 emergency patients annually and have more than 5,100 beds. </p><p>Francis, the security director of UPMC’s facilities, was a police officer in the Pittsburgh region before he joined UPMC a decade ago. Like Sweeney, he says he was surprised by the wide variety of threats that needed to be managed.</p><p>“Hospitals are the confluence of pretty much every risk factor that can exist as far as the propensity of violence is concerned,” Francis says. “In a hospital, you have a lot of controlled substances, you have a lot of behavioral health issues, and a hospital by its nature is a very high-stress environment in terms of patients, their families, and even the staff.”</p><p>UPMC’s security team is made up of more than 500 security professionals, including 130 armed police officers—the organization’s campuses have their own police departments. Francis is in charge of developing and maintaining the infrastructure needed to keep staff, patients, and visitors safe. </p><p>Security is assessed on a facility- by-facility basis, and Francis says he relies on access control and analytics systems to keep each location secure. Some facilities, like UPMC’s children’s hospital and behavioral health facilities, are 100 percent access controlled and have multiple layers of screening, he explains. </p><p>“Every visitor is screened by metal detectors, as well as assuring that you are registered there ahead of time so you have a reason to be there, so we confirm that there is a patient for you to see and a patient is expecting you,” Francis says. “In those cases, everybody gets a badge, you have to check in, check out, and you’re monitored pretty closely.”</p><p>On top of those precautions, the chil­dren’s hospital screens each visitor against a sexual offender registry upon entry. </p><p>Francis notes that finding a balance between protecting vulnerable patients and allowing visitation can be tricky. “We can’t lock these things down like a prison,” he says. “If someone is coming to visit a sick relative in a hospital, they don’t want to be treated the same way as if they’re going to visit a prisoner. So we have to maintain this balance between this open therapeutic environment [and managing] all these risk factors that make hospitals dangerous.”</p><p>Facilities with fewer at-risk patients are more open, Francis says. During business hours, people can walk in freely, and during off hours visitors must sign in and out. </p><p>With such a wide variety of healthcare facilities to secure, Francis relies on data-driven decision making. UPMC hospitals use D3 Security incident management software that tracks not only security and police activity, but also specific statistics, such as the number of people who enter through metal detectors, the percentage of those people who carry in banned items, and what those items are. This type of data allows Francis and his team to address trends in individual hospitals or throughout the UPMC system. </p><p>“Training topics are determined by the types of issues that we’re seeing in tracking,” Francis explains. “We’ll see spikes in certain incident types through our informational analysis, and we know we need to address that through training or other remediation processes.”</p><p>UPMC also uses risk assessment tools on individuals suspected of being a danger, Francis says. “If we have a reason to suspect that this person is prone to a violent act, technology is at the forefront for our risk assessment of that person,” he explains. “Have they been violent in the past? Do they have a criminal record? How many incidents do we have across the system that might involve that patient?”​</p><h4>Research and Recovery</h4><p>St. Jude Children’s Research Hospital in Memphis, Tennessee, is more than just a healthcare facility. The 27 buildings on its 62-acre campus house cutting-edge medical research teams and equipment, a convention center, 67,000 young patients annually, and extended-stay housing facilities for the families of those patients. </p><p>St. Jude is 100 percent donor funded and it treats children with cancer at no cost to the family. Shawn Young, the security systems coordinator at St. Jude, says he tries to be a good steward with the donor money while keeping the unique campus secure.</p><p>The combination of vulnerable patients, visitors, and researchers coming and going at all hours makes access control and visitor management vital to campus operations, according to Young. The entire campus is fenced in, and guests must check in with a security officer. Visitors are encouraged to preregister, and once they’re approved, their credentials are taken, they receive a badge, and are escorted to the correct building. </p><p>More than 600 doors at St. Jude are fitted with card readers, and Young says a staffed control room monitors entry and exit points at all hours. Guards are also present at the three extended-stay facilities on campus. </p><p>St. Jude uses video cameras for both security and treatment, which can be challenging in hospital environments due to the Health Insurance Portability and Accountability Act (HIPAA) privacy laws. Doctors and technicians use live video feeds to keep an eye on patients who need extra supervision. “We’re not recording any of it, but it’s really the first time in the history of the hospital that we’ve actually used video for any kind of clinical care and monitoring any kind of treatment,” Young says. </p><p>In the six years since Young started working at St. Jude, the campus’s video footprint has doubled—more than 400 cameras are coordinated throughout the campus. “We’re large and it looks like we’re going to get even larger,” he says. </p><p>In fact, a new combination research and treatment building partially opened last year. The first floor serves as a convention and collaboration center, the second floor is a traditional surgery and intensive care facility, and higher floors will house a computation biology department and a proton therapy unit—one of 14 in the United States. Young says the multiuse building presented some unique safety challenges, but he’s been involved in the security design from the start. This collaboration allowed Young to lay out the placement of cameras and card readers, he explains.</p><p>“We have a great relationship with our design and construction department, and we’re lucky to be pulled into these before we have a set plan in place,” Young says. “We were involved almost from the very beginning.”  </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/News-and-Trends-December-2014.aspxNews & Trends <p class="MsoNormal">A Deadly Map</p><p class="MsoNormal">Scientists and researchers are using data tools to map, track, and monitor the spread of communicable diseases, such as the ebola virus, and to project where future epidemics may occur.</p><p class="MsoNormal">In the era of data storytelling, sometimes the numbers tell a sobering tale—the astronomical number of deaths and injuries, as well as the huge amount of financial losses, that result from an earthquake in a highly populated area, for example. But even information from catastrophic events, mapped out visually, can be instructive in making the development and scope of the event more understandable and highlighting lessons learned for future events.</p><p class="MsoNormal">Communicable diseases fit this model. The Ebola outbreak continues to sweep through West Africa, with some health officials projecting that fatalities might exceed 10,000 before it is over. Hoping to better understand the deadly path of the epidemic, several different groups of scientists and researchers have mapped it out as a rapidly expanding set of data points–a handful of cases in Guinea back in March that spread and multiplied in neighboring countries.</p><p class="MsoNormal">For Silk, an Amsterdam-based data company that specializes in creating visual models from data, the Ebola outbreak was a natural fit for its work. “We try to cover all topics where visualizing and combining data can add to a better understanding and new insights, so this was a logical database to build,” says Caspar Egas, a data journalist for Silk who maintains the database. </p><p class="MsoNormal">Silk began its project at the start of August 2014, when it began collecting data from the World Health Organization (WHO) and the U.S. Centers for Disease Control and Prevention (CDC). The group plans to keep updating its model as long as new data is reported; that may be awhile, as the CDC has acknowledged that the total number of cases, which exceeded 7,000 by the end of September, could surpass half a million cases in Liberia and Sierra Leone in a worst-case scenario before the epidemic is over. The CDC’s best case scenario has the epidemic nearly over by the end of January.<span>  </span></p><p class="MsoNormal">The Silk model also uses historical data from the 21 previous Ebola outbreaks, which range from the discovery of the disease in 1976 until the most recent cases in 2012. </p><p class="MsoNormal">On a series of maps of Africa, the Silk model plots out the individual outbreak in each country, allowing viewers to compare each outbreak by the number of infection cases and fatalities. On different maps, outbreaks are plotted by reported number of cases, fatality percentage, and other factors. The model also offers comparative timelines and growth rates for each country, in effect telling the story of each outbreak.</p><p class="MsoNormal">The growth patterns of the outbreaks in different countries are reflective of the disease control efforts, Egas says. The line representing reported cases and deaths in Guinea, where the outbreak started, increased at a steady rate, while in Sierra Leone and Liberia, that line stayed flat for months, then shot up in May and June, respectively. “This may reflect difficulties for health workers to keep up with the spread of the virus,” Egas says. </p><p class="MsoNormal">The historical data also provides a grim perspective on the current epidemic. By the end of August, fatalities from Ebola in 2014 had already surpassed the combined number of deaths during all 21 previous outbreaks. </p><p class="MsoNormal">The geographic spread of the current epidemic is also the widest ever. Although the vast majority of the outbreak has been contained to adjacent areas in the neighboring countries of Guinea, Sierra Leone, and Liberia, there have been cases reported in Nigeria, which is more than 1,000 miles away from the places of origin— Senegal and the Democratic Republic of Congo. And in late September, the first case of Ebola diagnosed on U.S. soil occurred in Dallas. </p><p class="MsoNormal">“It really is unique,” Egas adds, “in terms of spread, duration, fatalities among health workers, and fatalities overall.”</p><p class="MsoNormal">The Silk model is just one of several ongoing efforts to map communicable disease. HealthMap.org, a website run by Boston Children’s Hospital, takes a broader approach.</p><p class="MsoNormal">Founded in 2006, HealthMap uses algorithms to obtain data from a range of sources—including news aggregators like Google News and the Chinese-language Baidu News, government sites like the WHO, and social media sites. Sophisticated software filters and classifies the relevant data, identifies the spread of communicable diseases all over the world, and maps their locations with the assistance of staff experts. The site is operated by a group of roughly 45 researchers, epidemiologists, and software developers.</p><p class="MsoNormal">Through an automated process, HealthMap is continually updating, as the system tracks and monitors an enormous range of diseases. It then sets up alerts in categories. The hemorrhagic alert category, for example, includes Ebola; vector-borne alerts include West Nile Virus and yellow fever.</p><p class="MsoNormal">Meanwhile, a third group of experts has taken a forward-looking approach by using Ebola data, combined with information on infections in bats, primates, and other animals, to map areas of Africa that may be at risk in the future of seeing Ebola transmission from infected animals to humans. In Ebola outbreaks, the first patient is often infected through contact with an infected animal.</p><p class="MsoNormal">This work was done by an international team of researchers, including Simon Hay and colleagues from the University of Oxford, University of Toronto, and the University of Southampton, as well as HealthMap researchers. The team published the results in a paper, “Mapping the Zoonotic Niche of Ebola Virus Disease in Africa,” in the journal eLife.</p><p class="MsoNormal">“Gaining a better understanding of where people are coming into contact with these infected animals—for example through hunting—and how to protect those at risk from Ebola is crucial to preventing future outbreaks,” says David Pigott, one of the lead authors of the study.</p><p class="MsoNormal">To find the areas most at risk, the team identified and correlated different data sets and findings, such as the distribution of bat species that could carry the disease, the environmental suitability for a transmission of the disease from host animals to humans, and details about locations where infected animals have been identified and where humans have been infected by wild animals. Bats are important because they can carry the disease and infect other animals, such as monkeys and rodents. </p><p class="MsoNormal">Researchers used population density maps of African regions to estimate the number of individuals living in at-risk areas. The researchers then mapped out where new outbreaks might start in the future.</p><p class="MsoNormal">According to their findings, the 15 African countries that are at risk of future animal-to-human transmission of Ebola are Nigeria, Cameroon, the Central African Republic, Ghana, Liberia, Sierra Leone, Angola, Togo, United Republic of Tanzania, Ethiopia, Mozambique, Burundi, Equatorial Guinea, Madagascar, and Malawi. The likelihood of a future outbreak in these countries still remains unclear; the findings only mean that conditions are suitable for an outbreak to occur.</p><p class="MsoNormal">Moving forward, researchers say that they will use their findings, combined with more information on how previous outbreaks have traveled geographically, to understand past outbreaks to identify the most likely direction for the current outbreak. Such understanding would help to target surveillance efforts as well as education and medical interventions. </p><p class="MsoNormal">“This work was a first step towards understanding where outbreaks of the disease might occur in the future,” says researcher Nick Golding, one of the authors of the paper. “To prepare for future outbreaks, and to deal with the current one, we need to understand how human movements cause the disease to spread once it has entered the human population.”</p><p class="MsoNormal">Media Safety</p><p class="MsoNormal">The entire civilized world was horrified this past summer when, within the span of two weeks, the Islamic militant group ISIS beheaded two American journalists, James Foley and Stephen Sotloff.</p><p class="MsoNormal">They were not the first journalists to suffer this fate. Three years ago, the decapitated remains of freelance Mexican journalist Maria Elisabeth Macias Castro were found along the side of a road, with a note stating that she was murdered for her reporting on organized crime. In 2002, drug traffickers in Rio de Janeiro beheaded the broadcast journalist Tim Lopes with a sword after he recorded some of their criminal behavior on video. Four months before the Lopes killing, al Qaeda militants in Pakistan beheaded, on camera, Wall Street Journal correspondent Daniel Pearl.</p><p class="MsoNormal">These grisly crimes show that the practice of journalism, always risky in certain situations, is becoming even riskier. “For international journalists, it’s markedly more dangerous,” says Frank Smyth, senior adviser for journalist security with the Committee to Protect Journalists. </p><p class="MsoNormal">Driving this increased risk for journalists are larger environmental changes, he explains. A few decades ago, correspondents were primarily seen as neutral observers, often with clearly marked vehicles or openly displayed credentials identifying them as reporters. In armed conflicts, fighters on both sides often wanted to get their political messages out, and they relied on the media to do so. </p><p class="MsoNormal">Now, militant groups and those at war can bypass journalists and transmit political messages directly, through YouTube and social media channels. “They don’t need an independent press,” Smyth says. And now, sometimes killing the messenger—a journalist—can be the message itself.</p><p class="MsoNormal">The rising danger level makes providing security for media agencies and journalists more and more challenging. “Boy, it’s hard. It’s really hard,” says Dan Richards, CEO of Global Rescue, an international crisis protection company that provides journalist protection services for clients such as National Geographic and Conde Nast.<span>   </span></p><p class="MsoNormal">One challenge of providing such security is that the established executive protection model cannot be followed. The “envelope of security” that can be created to accompany an executive at all times can’t be applied to reporters. “There’s a natural rejection of that by many journalists who want to be part of the fabric of what’s going on,” Richards says.<span>  </span>“To fully and accurately report on things, you can’t do it from behind bulletproof glass and armed vehicles.”</p><p class="MsoNormal">Another challenge is the expense. Providing mobile security in a dangerous international environment is not cheap, and many media companies, not to mention freelance journalists, have limited resources. </p><p class="MsoNormal">Still, there are things that can be done to increase security for journalists, experts say. The first step is preparation and training. A key component of preparation is a thorough risk assessment so the journalist and his or her editor or producer know exactly what threats are out there, and what chances they are willing to take.<span>   </span></p><p class="MsoNormal">Also, since journalists do not have the 24/7 protection that some executives do, reporters have to rely on themselves and other reporters in the field to enhance their own security, says Smyth, who is also founder of a safety training organization called Global Journalist Security. Training exercises can leverage the “strength in numbers” concept, and they encourage reporters assigned to the same area to practice working together and sharing information to make better decisions. </p><p class="MsoNormal">He offers a sample training exercise: several reporters, hiding at the edge of a farm, need to cross the farmland to reach safety on the other side, but there are guards patrolling the farm with shoot-to-kill orders. The scenario training not only prepares reporters to work with others, but teaches them to deal with interpersonal conflicts that stress can bring out.<span>  </span></p><p class="MsoNormal">Another way to enhance security for reporters in dangerous areas is to strengthen ties with nearby stable places. For example, Richards says his firm created safe houses for journalists working in unstable areas in Haiti, so that reporters would have a protected place to take refuge if their immediate location became too dangerous. Technology is also a “fabulous enabler” in enhancing safety, he adds; GPS-enabled tools can track a journalist’s every move, so in case of a kidnapping or other incident, rescuers can approximate the person’s location.<span>   </span></p><p class="MsoNormal">Given the level of danger and the limited financial resources of many journalists, makeshift security arrangements sometimes arise in war zones and disaster areas. For example, the reporter’s translator might be expected to multitask as a “Swiss army knife” and serve as a lookout, a local safety advisor, and the like.<span>  </span></p><p class="MsoNormal">A final complicating factor in the practice of journalism security is that some reporters operate under the ethos that taking fewer risks means inferior work. These reporters might be driven to fearlessly traverse war zones and infiltrate dangerous groups to cultivate new sources in their drive to produce foreign correspondence of the highest order. It’s tricky, then, to draw the line between needed risk for the job and excessive risk. </p><p class="MsoNormal">Given this, instilling “a sense of realism” can be part of the preparation and risk assessment process. Smyth says he encourages trainees to think through the consequences of risk, even terrible possibilities like coming home injured or maimed, and what that would entail. Some reporters, particularly younger ones, might come in with an attitude of “it won’t happen to me,” but Smyth counters this by pointing to recent deaths in the field of savvy veteran journalists, like Marie Colvin and Anthony Shadeed.“It can happen to anyone,” he says.<span>   </span></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/a-campus-response-crisis-0013278.aspxA Campus Response to Crisis<div class="body"> <p>One typical sunny afternoon in south Florida in 2013, a man entered the administration building of a private university. The man walked straight by the receptionist, announcing the name of the university employee he came to see and emphatically stating that the woman was his wife. The receptionist was concerned by the man’s demeanor. She noted that he was not wearing an employee ID and had not stopped to obtain a visitor’s badge. The receptionist called security and told them the employee’s name. Security contacted the employee, who informed them that she was in the midst of a divorce and that her husband was both verbally and physically abusive. Security called the police.</p> <p>For many universities, the story would end there. But security’s second call was to the university’s Campus Response Team (CRT). The team was notified by radio and all team members in the administration building placed the facility in lockdown until the campus was cleared by security and by the police. After the police arrived, they escorted the man from university property without incident.</p> <p>The entire CRT met immediately after the incident to formulate an action plan. The plan included partnering with security and police for extra patrols around the administration building. The CRT disseminated the husband’s photo and description to all reception areas and security personnel. A trespass warning was posted on campus to warn staff and students that the man was banned from campus property. The CRT provided extra safety measures to the university employee, including a panic button alarm, a parking space close to her workplace entrance, and a security escort to and from her car. The employee was also referred to counseling and support services, as well as to a community-based support program. The CRT followed up with the employee at regular intervals to determine whether more assistance was required. After these interventions, the employee obtained a legal no-contact order against her estranged husband, and she has not required additional university support since.</p> <p>This type of incident, which threatens the safety and security of a campus, occurs almost daily at the more than 4,100 colleges and universities in the United States. To be prepared for these emergencies, respond correctly, and recover quickly, the university developed a security and safety plan that includes players from local emergency services, contract campus security officers, and staff and faculty of the university. Well-trained players from law enforcement, fire and rescue, and campus security are commonplace in academic settings. What makes this safety model special is the addition of existing professionals drawn from staff and faculty that comprise the CRT. This combined relationship has proven to make the university environment safer and has been cost effective.</p> <p>The CRT also helps the university comply with federal laws. For example, the team improves campus compliance with the Jeanne Clery Disclosure of Campus Security Policy and Campus Crime Statistics Act. The team also helps the campus embrace the concepts of the National Incident Management System, which helps agencies work together in crisis management. The team is proactive, pragmatic, cost-effective, and an extension of the overall educational mission.</p> <p>The CRT is an integral part of the campus violence prevention program. The CRT implements important parts of the violence prevention plan, such as disseminating clear policies, promoting threat awareness, providing rapid response, and aiding in recovery.</p><p><strong>TEAM MEMBERS</strong></p><p>It is important to note that the CRT is not designed to replace the existing campus law enforcement or security presence, but to assist and enhance their ability to keep the campus safe and secure. The CRT is available to receive reports of potential violence from students, staff, and faculty. They are trained to respond when violence does occur to minimize the effect of a violent attack until the arrival of first responders. CRT members are not trained to confront aggressors; however, they are trained in campus protective measures such as assessing potential problems, calling emergency services, communicating via the radio to other CRT members, and directing campus lockdowns, emergency evacuations, and emergency drills.  </p><p>The CRT is typically composed of 10 to 20 campus volunteers, depending on the size and layout of the campus, who come together to address incidents and threats to campus safety. CRT members have an interest in campus safety, have a feeling of ownership of the institution, and have a skill set that allows them to help maintain a safe campus environment. Often the CRT will include subject matter experts from the campus, such as professors of emergency management, criminal justice, psychology, or medicine, along with individuals who have previously worked in a related field. For example, some members have police, fire, nursing, counseling, or military experience. Other members may be laypersons that volunteer to be on the team because of an interest in campus safety or to improve their own skills in team building and emergency response. A liaison from the campus security force is also assigned to the team. One of the major advantages of the CRT is that it harnesses a broad scope of the best and brightest minds from the campus that can come together to discuss pending issues, assess threats, or respond to actual events until the arrival of first responders. All members of the CRT have an interest in the safety, security, and well being of campus staff and students.</p><p>Regularly scheduled meetings and training sessions allow CRT members to keep up to date on campus safety, physical security, and special events. The team also participates in simulated responses to real-life scenarios.</p><p>It is important that other campus personnel and the student population know who the CRT members are and that the CRT members are readily identifiable and are immediately accessible. To ensure the CRT is visible on campus, the team concept is discussed during student, employee, and faculty orientation and CRT members often attend student and faculty meetings to present safety briefings and discuss safety and security issues. In addition, team members are readily identifiable by a red lanyard with white “CRT” letters and a “CRT” identification badge that is affixed to the lanyard worn around the neck.</p><p><strong>POLICIES</strong></p><p>The CRT members are well versed in the campus violence prevention policy. This policy clearly states the institution’s stance on violence prevention and discusses every aspect of the issue. For example, violence is defined as classroom disruptiveness, bullying, physical violence, threats, dating violence, or stalking. These policies are provided to the student body and understood by all parties within the campus environment. The policies are accompanied by the penalties and discipline that offenders should expect if violations occur.</p><p>The policies and procedures are designed to minimize access to the campus by intruders and unwanted persons. For example, students and employees must display IDs while on campus property, and vehicle identification placards must be visible at all times.</p><p>Additionally, other target hardening methods are employed by the university, including limiting points of access to campus buildings and requiring all visitors to check in at reception and display visitor identification badges while on campus property. Locks that can be engaged from the inside are present on all offices and classrooms. As part of the security program, interior classroom windows are required to have the window blinds open during classroom hours. This “always open” window rule allows staff and security to easily perform classroom safety checks. </p><p>Security officers are required to patrol the buildings and grounds at differing times so that patrol times do not become routine or predictable. If a potential threat is identified by the CRT, other security methods may be employed to provide additional protection. For example, if a threat against a specific class or instructor is suspected, security might place a panic button alarm in the classroom, move the class meeting location to a room closer to security, or increase monitoring of the classroom or office by security or administration. Specific parking spaces in proximity to secure entrances and security escorts may also be made available to staff or students upon request.</p><p><strong>AWARENESS</strong></p><p>The CRT model also stresses threat awareness on campus. This is important in an educational environment where there are typically large groups of people in close or even semi-confined quarters such as a classrooms, auditoriums, and sporting events. The CRT is critical in helping students, staff, and faculty remain vigilant and provide an avenue to report any suspicious or threatening activity. It is important that the CRT and campus security foster a relationship with the students and campus staff that is open, approachable, and responsive. To do this, the CRT has developed a protocol for responding to reports of potential issues or problems. When a threat or suspicious activity is reported to the CRT or other safety authorities, the team will meet, address the issue, and develop a response or action plan. A CRT member will contact the reporting party to let him or her know that the complaint was taken seriously and thoroughly investigated. If possible, the reporting party is advised of the outcome of the investigation.</p><p><strong>TRAINING</strong></p><p>Every security incident has distinct elements. By training for different scenarios and meeting to discuss safety threats, the CRT can be more prepared to respond when a threat occurs. Each team trains a minimum of once each year with the campus director of safety and security. Examples of training topics include “CRT Concepts and Basic Procedures,” “Emergency Communication Methods,” and “Prevention and Response to Workplace and Campus Violence.” This training typically includes classroom lecture, scenario-based practical drills, discussion, and feedback. This training is documented and maintained by the university for review and Clery Act compliance purposes. </p><p> In addition to this training, each individual campus CRT and its members are required to meet monthly for training and to discuss safety and security updates and issues. Meetings usually include training, dissemination of pertinent information, and discussion of potential safety issues or violations. The CRT meeting also provides a forum for members to share their specialized knowledge with other members such as proper radio procedures, hurricane and storm preparation, first aid skills, and communicating effectively with stressed or depressed individuals. Throughout the year, each CRT will also perform live training scenarios such as campus lockdowns, fire drills, bomb threats, and other emergency responses. Minutes are recorded at each meeting and are submitted to the director of safety and security so that proper documentation is maintained. </p><p><strong>RESPONSE</strong></p><p>Typically an incident that is already discussed in university policy such as a fire alarm or intruder on campus would proceed in a predetermined fashion. CRT members would call 911, notify security, evacuate, or lock down—depending on the threat—and return to normal after first responders secure the scene. When unusual incidents or threats arise, the CRT truly shines. In these cases, 911 is called, the campus is secured until emergency responders arrive, and the team assists the first responders. After the incident, the team will meet to debrief and discuss how to prevent this type of problem in the future and make suggestions for appropriate responses and potential policies. </p><p>The CRT is at its strongest when proactively meeting to discuss potential issues and preventing future problems. This allows the team to formulate an action plan. These plans often include engaging the combined services of the CRT, campus security, reception, and other affected university employees. The CRT will often recommend that additional safety precautions be employed such as increasing security officer presence, requesting extra patrols or services from local law enforcement, limiting access to certain buildings, and providing extra services such as the panic button alarms, special parking, or security escorts mentioned earlier. The CRT may also request that student services provide counseling and community assistance information to those in need of such services.</p><p>Different CRT members may take the lead depending on the nature of the action plan. For example, while being counseled for poor attendance and failing grades, a student commented to his professor that he was having personal problems outside of school that included “girlfriend problems and money issues” and that he wasn’t “able to focus on anything lately.” He told the professor that “maybe he would be better off dead.” The professor immediately brought this to the attention of a CRT member. The CRT met and formulated an action plan that included the campus president, student services, and the university student outreach counselor. The student was directed to counseling and other community-based services. The student continued to be monitored by the student outreach counselor and is now doing well at home and in school.</p><p>Often times the CRT will convene and respond to reports of safety violations, potential conflicts, or even physical security issues such as fire hazards, unauthorized entries, or upcoming special events. It is important that the CRT work in concert and not separately from the campus police or security authority. An example of the CRT working with local law enforcement is when the team assists the police by disseminating crime prevention information on campus or collaborating with the local police, campus security personnel, and campus staff by developing a security plan to be used when the campus hosts a special event.<br> <strong><br> RECOVERY</strong></p><p>Just as important as preparation, training, and response is the recovery process. After an event or incident, the CRT will meet and hold a debriefing. The CRT discusses the effect of the incident and whether the campus community will have difficulty returning to normal operations. The team also addresses what resources may be required for continued response and what support the CRT can give to first responders. The discussion also includes any challenges confronting the organization of the CRT and what lessons can be learned from the event. For example, after a large campus graduation ceremony was held, the CRT debrief included recommendations for additional security, locations where security officers were most needed, and the addition of an emergency command post for future similar events.</p><p>One of the most pressing issues confronting academic security professionals is how to provide the safest campus environment and still be fiscally responsible. As public safety and security resources become more limited, it is necessary for institutions to reach out to volunteers to develop cost-effective and innovative techniques to improve campus safety. The CRT finds strength in the fact that it combines the knowledge, commitment, and perseverance from those professionals who are already committed to the institution and to demonstrating the effectiveness of the CRT and are willing to commit even more.</p><p><em>Gregory Richter is Director of Safety and Security, Keiser University. He is a member of ASIS International.</em><br></p> </div>GP0|#28ae3eb9-d865-484b-ac9f-3dfacb4ce997;L0|#028ae3eb9-d865-484b-ac9f-3dfacb4ce997|Strategic Security;GTSet|#8accba12-4830-47cd-9299-2b34a4344465