How to Develop and Implement a Security Master Plan

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Views Total views. Actions Shares. Embeds 0 No embeds. No notes for slide. Description this book How to Develop and Implement a Security Master Plan Suitable for corporate security officers, this work helps them garner executive support and funding for their security programs. If you want to download this book, click link in the last page 5. You just clipped your first slide! As you conduct your assessments and determine that some protection programs are basically more than is necessary to counter the risk they are intended to mitigate, you may want to probe what drove the decision to implement that level of protection before deciding to just write it up as being excessive.

Placing a Value on the Impact of Risk There are two primary approaches to placing a value on the impact of an identified risk or risks: the quantitative and the qualitative approaches. Although this is preferable, it is frequently not the situation because many of the risks cannot be boiled down to a number. However, with the qualitative method you develop an estimate of the impact or potential loss.

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This is the method most frequently used by most security professionals. In order for you to do an effective job of putting together a good qualitative estimate you will first need to become knowledgeable about the operation of the client so you can take into account all aspects of the risk impact.

How to Develop and Implement a Security Master Plan - Timothy Giles - Google книги

The next aspect of this process is to identify the people and assets that may be at risk and to establish their value to the business. It is important that you also ask about these assets as you conduct your interviews with all of the various management teams. The area of information assets is one area that has probably been underaddressed more than any other area by many companies in the United States.

My assessment is that fewer than 5 percent of security professionals have an in-depth knowledge of these protection programs. Most of the Fortune companies have good information asset protection programs; however, once you move to smaller companies you typically find that they have not invested in these kinds of programs, or in many cases they have not even invested in having a professional security person on staff. I will spend more time discussing what this program should be in another area of this book, but for now it is important that you identify if the client has any information assets, and specifically what they are and what the impact to the business would be if they were lost or compromised.

Of course the employees of the client are one of the most important assets they have and should also be considered as you develop this process. This value must consider all aspects of the loss. Therefore, as you ask about value you may need to ask some leading questions to get the interviewee to think about the intrinsic value of the asset. An estimated decrease of 80 percent during the first week after an incident is typical among the employees in the affected area. Business can be seriously disrupted by investigations carried out by police, insurance companies, and state and federal occupational safety authorities.

Typically, there is a dramatic increase in resignations and drop in morale after an incident.


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Damages can be ruinous. Funerals, psychological counseling, the effect on customers, and other less obvious costs. Another important program that goes hand in hand with the workplace violence prevention program is an executive protection program. What you will find in this appendix does not go into the detail of bodyguards, armored vehicles, countersurveillance teams, or other aspects that might be needed for someone who receives threats on a regular basis or who may be traveling to a country where other risks may be prevalent.

You should understand that the assessment process is intended to document the current status of the security program for the client. This means that you need to record the good and bad aspects of the existing conditions.

Do not just focus on what is wrong. This will be important as you begin to define the Security Master Plan later in this process. It is also important to make sure your assessment is a collection of facts only, no opinions. However, if you begin doing that as you gather data, you will have difficulty at the end of the process and your report will be slanted with your opinions. Everything in it is certainly not applicable to all locations or companies; it also does not cover everything you may need to look at for every site or business.


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You will need to collect your data by many methods: document reviews, onsite observations, questionnaires, onsite and offsite interviews, knowledge tests, and performance tests. As mentioned earlier, you have the option of supplementing your skills with others who may be more skilled in certain areas than you are. This team approach can be an effective way to achieve the best end result. When that is the case, it is important to determine whether the documented procedures are wrong or the implementation is wrong, so you can recommend the appropriate corrective action.

All of these administrative areas of the business contribute to the overall effectiveness of the security organization and programs; they should not be minimized. If they do not have the proper documentation for the programs and policies, then you can be assured that you will find many problems with the implementation of them. This should be no more than one year. Each page should be dated and the document should have a table of contents to make it easier to find a topic in the document.

When it is anticipated that force may be required, the local police should be called to the scene to handle the problem. Who should be contacted and what form should be used so there is a record the problem was reported. Report writing is consistently one of the worst aspects of performance by security officers and is extremely important to the client.

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All security personnel should be trained on report generation best practices. List who should receive copies of shift logs and incident reports and when these copies must be submitted. The post orders should also include instructions for the use of the guard watch system, if applicable, as well as complete instructions for properly completing incident and accident report forms.

I recommend development of an audio visual training program concerning the duties of the security staff in the roles described above, based on the post orders. The training program should include a written test to confirm the officers understand their duties. This training and testing can be conducted every six months to make sure the officers have not forgotten their required scope of work. The completed tests can be kept on file by the management to show that the officers understood their responsibilities. On December 8, , Congress passed a measure allowing employers to request FBI criminal background checks on persons applying for or holding positions as private security officers.

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Employee rights are protected in that the employer must obtain written approval from the employee to conduct the check, and they must share the information received with the employee. There are criminal penalties for misuse of the information. The way it works is a state bureau will first determine whether the applicant or employee has a criminal history at the state level. The FBI may also receive the fingerprints of individuals who do not have a record at the state level, and the results of the FBI check will be returned to the authorized state agency.

The use of this national check allows employers to know that their security personnel are really who they claim to be and are also not hiding a criminal background.

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Although some, but not all, contract security firms have implemented this process, I believe it is being underutilized by proprietary security organizations. Unfortunately, this process is still not accessible in all states. Before making any findings in this area you need to determine if it is operational in the state you are working in, and if it is not, you should still recommend that the contract company or the client in the case of proprietary officers continue to pursue this fingerprint check every few months as a motivation to the state agency to get the process working.

These records will be in the HR department for employees and with the contract company for their employees. Both categories should have had drug testing as well. Implementing a good pre-employment and background screening process has some costs associated with it but the payback far outweighs the costs.


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Besides making sure they are hiring the best candidates for the jobs, this process will also help to provide a safe work environment and will reduce their legal liabilities. Other advantages of the process include reducing turnover, improving productivity, increasing morale, and simply reducing the legal risks associated with poor hiring practices.

Clients that are hiring proprietary officers need to also focus on making sure they are getting an employee who wants to work for their business and who has the capacity to grow with the business. Of course, education is always an important indicator, but they also need to make sure they have the right personality and attitude. This is typically done by having two or three experienced people interview the candidates; however, there are some very good personality screening programs on the market that can help with this process.

Hiring and turnover are costly to employers, so whatever can be done to hire the best people who will also stay for an extended period of time can reduce some of these costs. They may want to make some differences depending on the job that the employee will have; for example, for an entry-level employee they may want to check records only from the past five years and not do a credit check. On the other hand, for a high-level employee who has financial responsibilities they may want to expand it to ten years and they should definitely include the credit check. These differences are appropriate in an attempt to manage the costs of hiring, as long as they effectively protect the client, their environment, and their employees.

However, any differences in background check policies must be well documented and reviewed by HR and legal to ensure they do not discriminate against anyone. The aftermath of some of the more extreme workplace violence cases has shown that had the employer done a thorough job of conducting the background screening on the perpetrator, they may not have hired them in the first place. It has also been shown that potential employees of questionable backgrounds learn which employer is not doing a complete background check and gravitate to that employer.

This is especially prevalent in the case of drug testing. When an employer does not do drug testing, I suggest that they will ultimately hire a much higher percentage of drug users than their competitors that do require such tests. As their security consultant, you need to determine if they have good hiring practices or not and make the appropriate recommendation to them to alleviate any shortfalls their process may have. There are many different laws that need to be satisfied, and many of the questions on the application are there to provide the employer with accurate information that, if falsified, can be used to dismiss an undesirable employee.

Security Manual Documentation As mentioned earlier, the onsite security manual will be a very useful document and one of the first pieces of information you should review prior to beginning your review. It should be a collection of all of the pertinent documents that affect the security organization. The reason for having this manual is to provide the security team easy access to any and all information that they may require. For it to be most effective it should be broken into sections with labeled tabs so they can access the needed information as quickly as possible in hard copy and it should be accessible on-line as well.

It is preferable that this manual always be kept up to date both on-line and in hard copy so the information is available regardless of the circumstances and because it is an extremely valuable resource during emergencies.

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