Legal Issues 2017 SM OnlineGP0|#28ae3eb9-d865-484b-ac9f-3dfacb4ce997;L0|#028ae3eb9-d865-484b-ac9f-3dfacb4ce997|Strategic Security;GTSet|#8accba12-4830-47cd-9299-2b34a43444652017-08-01T04:00:00Z<h4>​HOUSES OF WORSHIP </h4><p>To help houses of worship improve their security posture on a limited budget, the ASIS Cultural Properties Council created the <a href="" target="_blank">Security Risk Analysis Guide </a>specifically for religious institutions. The guide is designed to share a modified version of the Security Risk Analysis process so that house of worship leaders will be able to identify critical assets and assess threats and hazards. Council member Jim McGuffey, CPP, PCI, PSP, who was instrumental in the guide’s creation, sat down with <em>Security Management</em> to discuss how it can be used to protect houses of worship<a href="" target="_blank"> in a recent podcast</a>.</p><h4>HARASSMENT</h4><p>Sexual harassment should be considered a workplace violence issue, and it is important that those in the security industry gain a greater awareness of the prevalence of this crime, the ASIS Crime and Loss Prevention Council states in the white paper,<em> </em><a href=""><em>Sexual Victimization. </em></a>​</p><h4>EMBASSY SECURITY</h4><p>A new approach to foreign embassy facility design aims to make the buildings more inviting and adaptable to unique geographic challenges, according to<a href=""> a new U.S. Government Accountability Office report. </a>​</p><h4>GLOBAL RISK</h4><p>Global risk has entered into a new era, as people around the world face more political instability and more economic challenges, a new study finds. <em><a href="" target="_blank">The Global Risks Report 2017​</a></em> is the 12th edition of a flagship reports issued annually by the World Economic Forum.</p><h4>DATA BREACHES</h4><p>Eighty-eight percent of breaches analyzed in Verizon’s <em><a href="/ASIS%20SM%20Documents/rp_DBIR_2017_Report_en_xg.pdf">2017 Data Breach Investigation Report</a></em> fell into nine patterns. They are successful, in part, because many companies believe they won’t be targeted.​</p><h4>INSIDER THREATS </h4><p>A new report finds that 45 percent of agencies were targets of an insider threat in the past year. Learn more about embedded threats in <em><a href="" target="_blank">Inside Job: The Sequel - The 2017 Federal Insider Threat Report​</a></em>, produced by MeriTalk and underwritten by Symantec.</p><h4>CONTRACTOR AUTHENTICATION</h4><p>Government agencies will require contractors to comply with personal identity verification standards by December 31, 2017 or risk losing their contracts. <a href="" target="_blank">SureID created a white paper </a>to explain what that entails.</p><h4>HATE CRIMES </h4><p>There were a reported 1,402 victims of religious hate crimes in 2015, and those crimes primarily targeted Jews, according to the FBI’s <em><a href="" target="_blank">Uniform Crime Reports: Hate Crime Statistics 2016. </a></em>Since early January 2017, more than 140 bomb threats have been phoned and emailed to 110 Jewish community institutions, including day schools, synagogues, and Jewish Community Centers, <a href="">according to the Anti-Defamation League.</a></p><h4>​BACKGROUND CHECKS</h4><p>The U.S. Federal Trade Commission <a href="" target="_blank">issued new advice ​</a>for employers who conduct background checks on prospective employees. </p><h4>NEGLIGENCE</h4><p>An employer can be sued for negligence by an employee who is injured on the job, even when the injuries are the result of a dispute that began outside the workplace, a<a href="" target="_blank"> Louisiana appellate court ruled.</a></p>

Legal Issues 2017 SM Online 2017 Legal Report Resources 2017 Legal Report Review: Interviewing Forensics Online July 2017 Report Resources July 2017 Secret Asset Management 2016 Report June 2017 Review: Compliance Report Resources June 2017 Online May 2017 Report Resources May 2017 Report May 2017 Report April 2017 Report Resources April 2017$110-Million-To-Settle-Class-Action-Lawsuits.aspx2017-03-29T04:00:00ZWells Fargo To Pay $110 Million To Settle Class Action Lawsuits Report March 2017 Online March 2017 Report March 2017

 You May Also Like... a Blueprint for Security<p>​<span style="line-height:1.5em;">Immediately upon concluding the construction of a secure-asset facility 10 years ago, project management hit a major setback: the security manager. Instead of working with the design team and project manager in the initial phases of the project, the security manager waited until the new facility was already erected to determine where security cameras needed to be placed.</span></p><p>“All of a sudden, we’re moving cameras and changing openings and sleeves in the wall for wiring because [the security manager] had difficulty reading blueprints,” says Rick Lavelle, PSP, principal architect and owner of Creador Architecture, of the experience. Instead of admitting that he had this difficulty, the security manager waited until he could see the facility three-dimensionally, causing delays and increasing project costs.</p><p>“Then he’d step in and really do his job that would have been helpful to have earlier in the process,” Lavelle explains.</p><p>To help prevent security professionals from becoming similar setbacks in construction projects, Security Management sat down with Lavelle; Mark Schreiber, CPP, principal consultant for Safeguards Consulting and chair of the ASIS International Security Architecture and Engineering Council; Rene Rieder, Jr., CPP, PSP, associate principal at Ove Arup & Partners; and J. Kelly Stewart, managing director and CEO of Newcastle Consulting, for their tips on navigating the document and project management process.​</p><h4>1. Know Your Team</h4><p>Like almost any project that involves numerous people, it’s crucial to understand that a construction project is a team effort that requires team members to understand the process and communicate with each other.</p><p>“We emphasize...know who your team is, align with your team, and communicate with your team as much as possible because that will support a central project,” Schreiber explains. </p><p>And this team can be quite large, including top executives at the company, the project manager, the facility operations manager, the facility engineer, the security manager, security consultants, architects and designers, engineers, and general consultants—just to name a few. The council encourages team members to construct a simple diagram to help keep track of everyone.</p><p>While it may take a while, identifying the team and communicating with them helps ensure that security is included in construction project discussions from the very beginning—something that doesn’t always happen automatically. </p><p>“I was fairly surprised to learn early on in one of [the first classes I taught] that most of the project is completed—and sometimes is built—when the security manager gets a roll of drawings and they say, ‘Give us a security plan,’” Lavelle says.  </p><p>To change this, he explains that security needs to “know the relationships within their own companies that they need to develop so that doesn’t happen to them, [and that they make sure] they’re brought in earlier in the process. That leads to a much more successful implementation of anybody’s security plan.”</p><p>Lavelle also recommends that security leads work with the IT department during the project. “Getting IT, security, and the facilities people together on one team and having them all have the same direction, you’ll probably have the most effective security program that’s possible,” he explains.​</p><h4>2. Know Your Goals</h4><p>A construction project is rarely initiated just to meet a security need. It’s typically instigated to meet some other operational need, such as to increase manufacturing capacity. So the security department must ensure that its goals for the project—whether it’s introducing a new CCTV system or implementing its existing access control system—align with the overarching goals for the new facility.</p><p>“Just because they now have been given the green light to do an improvement for their facility doesn’t mean that they can go in and put every possible technology, every possible countermeasure that they’ve been dreaming about for years in,” Schreiber says. “They have to work within the goals of that project.”</p><p>This means that once the goals for the facility are outlined, the security department needs to specify its own project goals, providing a way to measure those goals, ensuring that goals are attainable and relevant to the overall project, identifying the starting functional requirements, and making sure they meet time and budgetary constraints. In the case of a new manufacturing plant, for example, CCTV might be attractive to other departments as well, such as quality management or logistics, creating a stronger case for the technology and getting these departments to share the expense.</p><p>By going through this process, security professionals can make sure that their goals are aligned with the overall project goals, enabling them to have success, Schreiber adds. “Whereas the more they stray away, they’re going to essentially be spinning their wheels, wasting effort, and possibly jeopardizing credibility.”​</p><h4>3. Know Your Documents</h4><p>For most security professionals, being part of a construction project is not routine. Nor is the process of reading project manuals, floor plans, elevations, and other drawing plans. But understanding what these documents are and how they come together to represent a construction project is key to the success of the project “because if the documents are correct, then you have a sound project for development,” Stewart says.</p><p>That’s because the documents work together as a guide detailing the design of the project, the technology that will be installed, and where exactly those installations will take place in the final construction. </p><p>And while discussing changes or where technology should be installed in the final project, security directors can communicate with design professionals and architects—regardless of their drawing skills, Lavelle adds. A quick visual representation of the camera and access control location can be helpful. </p><p>While these discussions are taking place, it’s important to document changes throughout the process and review them with the project team after each step is completed. “It’s arduous, but it’s a necessary evil because if you skip a step, you’ll forget something or something will fall through the cracks,” Stewart explains.</p><p>After the construction project is completed, it’s important to continue to keep track of its documentation and make sure it’s up to date so it reflects the current facility. In one case, Stewart took over as a director of security for a company that hadn’t documented the many changes to its system over the years. </p><p>“I actually had to bring in a security consultant and architect to figure out where all the stuff was,” he says. “There were drawings that were going back 20 years, which had nothing to do with the current system.”​</p><h4>4. Know Your Chain of Command</h4><p>In an ideal world, once the initial security goals for the project are outlined and plans are designed to implement them, nothing would change. “But truthfully, it never works that way,” Lavelle says. And when changes or problems occur, it’s critical to know who in the project team you need to talk to about implementing a solution. </p><p>As the project goes further along, you spend less time with the design team and more time with the general contractor, Lavelle explains. This means that security directors need to understand the roles and responsibilities of those involved in the project, and who they need to speak to about changes throughout the process.</p><p>For instance, some construction projects can take more than 18 months to complete, and during that time technology may change or new company policies may be implemented. The security needs for the project may shift, but it might not be appropriate to seek executive approval for the change.</p><p>“Going back to the CEO or the CFO who approved the project costs in the beginning may not be appropriate if you’re halfway through construction,” Lavelle says. Instead, security directors will likely need to go to the facility or project manager, or even their direct supervisor, to have the changes approved.</p><p>Most security professionals have never been involved in a construction project. For them, this is a “once in their career” experience, Rieder says. Following the steps outlined above can help smooth the way. However, if a project seems overwhelming security professionals need to reach out to peers or experts for help and advice.</p><p><em>​The Security Architecture and Engineering Council is sponsoring an educational session on the <a href="" target="_blank">security document and project management process​</a> in October.</em><br></p>GP0|#cd529cb2-129a-4422-a2d3-73680b0014d8;L0|#0cd529cb2-129a-4422-a2d3-73680b0014d8|Physical Security;GTSet|#8accba12-4830-47cd-9299-2b34a4344465 Review: The Process of Investigation<p>​<span style="line-height:1.5em;">The process of investigation is relevant for a wide array of security professionals </span><span style="line-height:1.5em;">both in the private and public sectors, including corporate investigators, attorneys, loss prevention specialists, and law enforcement personnel.</span></p><p><i>The Process of Investigation</i> sets out to address the needs of today’s private sector investigative professionals. Through 24 chapters, the authors provide a practical guide to conducting comprehensive investigations. Five main sections take the reader through fundamentals, methods, building a case, applying strategies, and using technology and other specialized investigative techniques. Among the topics explored in detail are qualities of the investigator, surveillance, interviews, report writing, and targeted violence.</p><p>The book has something interesting for all readers who work with investigations or just want to know more about the art and science. There is a lot of information for people new to the investigative area, and there is also something for the more experienced practitioner. Examples from real investigations help readers place the theory into a practical context. A point well made is that investigative success often comes from “applying common sense and uncommon persistence.”</p><p>Although the book takes an American view of investigation, most of the material is applicable for international use, and it should find a well-deserved place on the investigative professional’s bookshelf.</p><p><em><strong>Reviewer: Poul Nielsen,</strong> PCI, is an intelligence analyst and OSINT consultant at The Copenhagen Police Department. He has previously worked as a robbery detective and investigative consultant for several international companies. He serves on the ASIS International Investigations Council.</em></p>GP0|#28ae3eb9-d865-484b-ac9f-3dfacb4ce997;L0|#028ae3eb9-d865-484b-ac9f-3dfacb4ce997|Strategic Security;GTSet|#8accba12-4830-47cd-9299-2b34a4344465 Lessons for Global Investigators<p><strong>​</strong><span style="line-height:1.5em;"><strong>1. Technology.</strong> In developed countries, most background information can be obtained from government agencies electronically. This is not the case in developing nations, which drives up costs. For instance, a basic background investigation can cost around $250 in the United States. The same investigation might cost up to $1,800 in a developing country because many investigations require in-person visits, and a great deal of time, to acquire documents.</span></p><p><strong>2. Reliability. </strong>Criminal records in developing countries are not generally as thorough or accurate as they would be in a developed nation. For example, official names on national databases often lack middle names, initials, and even birth dates. If an international investigator is able to narrow down a list of names and identify a possible conviction, he or she would still need to verify any criminal records by visiting the court in question to review the full case files. In a country like The Philippines, which is made up of more than 7,000 islands, this becomes a daunting task.</p><p><strong>3. Missing records.</strong> In many developing countries, bribery or user error can quickly expunge an electronic criminal record. International investigators must check any electronic records against the hard copy source files, which are far less likely to be manipulated. In my experience in Southeastern Asia, for example, up to 1 percent of the millions of criminal records are illegally expunged.</p><p><strong>4. Corruption.</strong> The culture of corruption is strong in many developing countries. Some local unlicensed providers will be able to conduct background investigations at lower rates than a fully registered and licensed local competitor due to lower overhead and salaries. But sometimes this includes underpaying employees. The resulting general lack of motivation on the part of the investigator may lead to shortcuts or falsification of reports. Clients should ensure that investigative firms are members of an international professional association. </p><p><strong>5. Professionalism.</strong> When tracking down sources in a developing country, an investigator faces a lower level of professionalism and a higher level of bureaucracy and apathy. He or she may have to cultivate someone to help work through cultural nuances before getting down to the matter at hand. Most reputable investigative companies in developing countries are registered and licensed with their respective governments, operate out of a registered office, pay their employees the minimum wage, and offer some degree of recourse if a problem develops.  </p><p><em><strong>--</strong></em><span style="line-height:1.5em;"><em><strong>By Jeffrey A. Williams</strong>, CPP, BAI (BOARD Accredited Investigator), CII (Certified international investigator),is president and managing director of Orion Support Inc., Manila, The Philippines</em></span><span style="line-height:1.5em;">​</span></p>GP0|#28ae3eb9-d865-484b-ac9f-3dfacb4ce997;L0|#028ae3eb9-d865-484b-ac9f-3dfacb4ce997|Strategic Security;GTSet|#8accba12-4830-47cd-9299-2b34a4344465