Chapter 3 Foundations of Security and Loss Prevention

1. Chapter 3 Foundations of Security and Loss Prevention The Security & Loss Prevention Profession - Chapter 3

2. The Security & Loss Prevention Profession p. 48 • The security and loss prevention field has reached the status of a profession. Core standards associated with other professions: • a history & body of knowledge recorded in books and periodicals • associations that promote advancement of knowledge, training, certification, and a code of ethics • programs of higher education that prepare students for the profession The Security & Loss Prevention Profession - Chapter 3

3. Theoretical FoundationsCrime Prevention Through Environmental Design p. 48 • Theories and concepts to illustrate the multidisciplinary nature of security and loss prevention: • Oscar Newman (1972): argued that informal control of criminal behavior could be enhanced through architectural design that creates “defensible space” and changes residents’ use of public places while reducing fear. • Crime Prevention Through Environmental Design (CPTED) evolved from Newman’s concept of defensible space. The Security & Loss Prevention Profession - Chapter 3

4. Definition of CPTED p. 48 Crime Prevention Through Environmental Design (CPTED) is defined as the proper design and effective use of the built environment that can lead to a reduction in the fear and incidence of crime, and an improvement in the quality of life. From the National Crime Prevention Council The Security & Loss Prevention Profession - Chapter 3

5. Situational Crime Prevention (SCP) p. 48 • SCP is closely related to CPTED. It contains the physical design characteristics of CPTED and managerial and user behaviors that impact opportunities for criminal behavior. • Lab (2004) wrote SCP focuses on specific problems, places, people, or times. • Routine activities theory according to Lab stress that some people become victims because they engage in regular or routine activities that increase their risk of victimization. The Security & Loss Prevention Profession - Chapter 3

6. Situational Crime Prevention (SCP) p. 48 • Three factors must exist under the Routine Activities Theory for a person to become a victim: • an attractive target • a motivated offender • the absence of “guardianship” (e.g., nearby people who can protect an intended victim) The Security & Loss Prevention Profession - Chapter 3

7. The Security & Loss Prevention Profession p. 48 • Donald Cressey (1971) when discussing embezzlement noted: • motivation + opportunity + rationalization = theft • Other researchers note that there is “collective embezzlement.” which involves groups of two or more people. The Security & Loss Prevention Profession - Chapter 3

8. Crime Prevention Triangle Desire Ability Opportunity The Security & Loss Prevention Profession - Chapter 3

9. Maslow’s Hierarchy of Needs p. 48 • To Maslow, work had to be collegial (respectful) and had to have self-esteem associated with it, otherwise once employees had enough money and job security they would no longer be interested in their work • Implications for security and loss prevention are that as employers do more to meet human needs, losses (e.g., internal theft) may drop. What do you think? The Security & Loss Prevention Profession - Chapter 3

10. Maslow’s Hierarchy of Needs Higher- Order Needs Self actualization Esteem Primary Needs Belonging Safety and Security Physiological The Security & Loss Prevention Profession - Chapter 3

11. Physiological Needs • Basic survival needs • Food, water, shelter The Security & Loss Prevention Profession - Chapter 3

12. Safety and Security Safe in their environment (threat of attack). Without safety people can not act as social beings. The Security & Loss Prevention Profession - Chapter 3

13. Belonging Need to be loved and belong to a group. Need to show affection towards others. The Security & Loss Prevention Profession - Chapter 3

14. Esteem One’s self image and how one is viewed by peers. Prestige and recognition. The Security & Loss Prevention Profession - Chapter 3

15. Self-Actualization One’s potential to grow and do one’s best. Needs differ from individual to individual. Difficult to develop a motivational strategy due to the different needs. The Security & Loss Prevention Profession - Chapter 3

16. Maslow’s Theory • One must satisfy lower level basic needs before progressing on to meet higher level growth needs.  Once these needs have been reasonably satisfied, one may be able to reach the highest level called self-actualization. • Every person is capable and has the desire to move up the hierarchy toward a level of self-actualization. • Unfortunately, progress is often disrupted by failure to meet lower level needs. Life experiences including divorce and loss of job may cause an individual to fluctuate between levels of the hierarchy. The Security & Loss Prevention Profession - Chapter 3

17. Security Periodicals p. 49  "Knowledge is power" Sir Francis Bacon, circa 1561 • Your book suggest several security periodicals that you should read to stay informed: • The Journal of Security Administration affiliated with Security and crime Prevention Section of the Academy of Criminal Justice Sciences. • The Journal of Security Education is the official journal of the Academy of Security Educators and Trainers • Security Journal is supported by the ASIS International Foundation • Security Management is a monthly magazine published by ASIS International. • Protection News, published by the International Foundation of Protection Officers is a news letter The Security & Loss Prevention Profession - Chapter 3

18. Methods for Protection ProgramsSecurity Survey p. 50 A security survey isa thorough on-site examination and analysis of a facility to determine what assets are present and their value; to evaluate the existing security program; to identify differences or excesses; to determine the protection needed; and to support recommendations to improve overall security. The Security & Loss Prevention Profession - Chapter 3

19. Security Survey • When conducting a security survey, a team approach will yield a more comprehensive assessment of vulnerability to specific risks. • Occupant participation in the security survey is essential, especially when ascertaining the presence of assets. The Security & Loss Prevention Profession - Chapter 3

20. Security Survey • The security survey, in conjunction with a thorough risk analysis, can assist a business enterprise in developing policies and procedures to do the following: • Protect against external and internal theft, burglary, robbery, arson, violent crimes, malicious damage, and other threats. • Provide security systems, which may incorporate both access control and internal burglar alarm components. • Establish lock-and-key control procedures. • Provide control over the movement and identification of employees, customers, and visitors on company property. • Identify the resources available and necessary for the establishment of an effective security program. The Security & Loss Prevention Profession - Chapter 3

21. The Security Survey The security survey must be tailored to the type of business operation that takes place within the facility. Before making the survey, the team should prepare worksheets or checklists to gather specific information on-site. A facility manager can use the following checklist of questions in gathering information during the security survey phase of implementing a comprehensive security program: The Security & Loss Prevention Profession - Chapter 3

22. Security Survey ChecklistPerimeter Security • Where are the main entrances to the building, and how are they currently protected? For example, by guards, by ordinary mechanical locks, with a keypad, or with other technology? • What are the requirements for screening or controlling access at the perimeter of the building? Perimeter screening and control are vitally important because they are often the first and perhaps only line of defense before unauthorized persons attempt to access occupant areas. • Perimeter screening, even if it is passive, gives occupants some assurance that access to their space, business operations, and information is controlled. If the perimeter screening and control are manual, are people required to sign in or out in a logbook, or to identify themselves with a company badge? • Does the crime rate in the community warrant screening access at all entrance points? The Security & Loss Prevention Profession - Chapter 3

23. Security Survey ChecklistPerimeter Security • Do building occupants want all access screened at all times, or just after certain hours on certain days? • Bear in mind that, as a representative of the owner(s), you may have some obligation to demonstrate to non-occupants that the facility is private; therefore, access should probably be controlled in some fashion. • Where are the secondary building access points, and how are they protected? • For purposes of this chapter, the secondary building access points are entry points from the exterior to the interior of the building that are not ordinarily used except in an emergency or special situation. • Are the secondary entrances and exits secure from the outside but capable of being opened from the inside in an emergency? The Security & Loss Prevention Profession - Chapter 3

24. Security Survey ChecklistPerimeter Security • Do the secondary entrances have alarms? • If so, where are the alarms annunciated? • Are these exits also monitored by video cameras tied to time-lapse recorder devices to help pinpoint the cause of the alarm? • Are all deliveries and shipments from the building logged and/or controlled in some way? Is there a secure holding area in which access to materials shipped to the building is controlled or monitored before these materials are shipped to tenants? The Security & Loss Prevention Profession - Chapter 3

25. Security Survey ChecklistOffice Security • Where are offices located? • What assets are contained therein? • Are the offices locked? • At what time are they locked? Are the doors and windows of the offices checked by security personnel after business hours? • Are the company records stored within the office? Are file cabinets locked? • Are any central station or local alarms installed to protect the office? The Security & Loss Prevention Profession - Chapter 3

26. Security Survey ChecklistCafeteria • What security is provided for the proceeds from sales? • How are foodstuffs protected? • Where are vending machines located? • Have the machines been vandalized during the past 12 months? The Security & Loss Prevention Profession - Chapter 3

27. Security Survey ChecklistParking Areas • If there are underground parking garages, is admittance currently restricted by physical means? • If a multistory parking garage exists, how is access screened? • If there are parking lots, is entrance to the lots screened by physical means? • Does the facility design feature a visitor parking area that is segregated from the tenant parking area? • Are vehicles entering the facility parking lots screened? • Do the crime rate in the community and vehicle screening measures conducted at nearby occupancies warrant vehicle screening at the driveway entrance to the building? • Does the screening occur at the driveway entrance to the building? Does the screening occur only during specific hours and days, or at all times? The Security & Loss Prevention Profession - Chapter 3

28. Risk Analysis p. 50 • This chapter defines risk analysis as a method to estimate the expected loss from specific risks using the following three-step process: • conducting a loss prevention survey • identifying vulnerabilities • determining probability, frequency, and cost The Security & Loss Prevention Profession - Chapter 3

29. Conducting a Loss Prevention SurveyStep 1 • The purpose of a loss prevention survey is to pinpoint threats, hazards, and vulnerabilities (e.g., weaknesses, such as inadequate access controls, unsafe conditions) and develop a foundation for improved protection. • The survey should tailor its questions to the unique needs of the premises to be survey. • This includes both day and night operations The Security & Loss Prevention Profession - Chapter 3

30. Conducting a Loss Prevention SurveyStep 1 The survey document usually consists of a checklist in the form of questions that remind the practitioner or committee of what to examine. The Security & Loss Prevention Profession - Chapter 3

31. Indentifying VulnerabilitiesStep 2 • Once the survey is completed, vulnerabilities can be isolated. • Example: access controls, IT problems etc. • Also may show that security, fire, and life-safety strategies are outdated The Security & Loss Prevention Profession - Chapter 3

32. Determining Probability, Frequency, and CostStep 3 p. 51 This step requires an analysis of the probability, frequency, and cost of each loss. When the questions of probability, frequency, and cost of losses arise, practitioners, can rely on their own experience, metrics, communication with fellow practitioners, information provided by trade publications, risk management or security consulting firms, and risk analysis software. The Security & Loss Prevention Profession - Chapter 3

33. An Alternative to the 3-step Process p. 51 Note: The below guide line is both quantitative and qualitative Understand the organization and identify the people and assets at risk. Specify loss risk events/vulnerabilities Establish the probability of loss risk and frequency of events Determine the impact of the events Develop options to mitigate risks Study the feasibility of implementation of options Perform a Cost/benefit analysis The Security & Loss Prevention Profession - Chapter 3

34. Annual Loss Exposure (ALE) p. 52 Quantitative vs. Qualitative evaluation: depends on who you ask. Quantitative formula: ALE = I X F ALE = annual loss exposure I = impact F = frequency The Security & Loss Prevention Profession - Chapter 3

35. Planning & Budgeting p. 52 • Planning results in a design used to reach objectives. • Those who plan protection should have a clear understanding of organizational needs, corporate culture, and customer needs. • Budgeting • Value added: means that all corporate departments must demonstrate their value to the organization by translating expenditures into bottom-line impact. • “Is security contributing to our business and profit success, and if it is, how? The Security & Loss Prevention Profession - Chapter 3

36. When you have time, review the 33 questions as noted on pages 53 & 54. The Security & Loss Prevention Profession - Chapter 3

37. Another way at Looking at Risk Management The below risk management approach is taken from the United State Air Force Operation Risk Management (ORM) project. The Security & Loss Prevention Profession - Chapter 3

38. U.S. Air ForceOperational Risk Management The Security & Loss Prevention Profession - Chapter 3

39. The 6 Steps HARD VERSION EASYVERSION 1. Identify the Hazard 2. Assess the Risk 3. Analyze Control Measures 4. Make A Control Decision 5. Implement Controls 6. Supervise 1. What’s Gonna Hurt Ya? 2. How Often - How Bad? 3. What Ya Gonna Do About It? 4. Got Permission? 5. Do The Fix 6. Does It Work? The Security & Loss Prevention Profession - Chapter 3

40. What’s Gonna Hurt Ya?Step 1 • Look around you… • What is likely to hurt you? • What has hurt you in the past? • Cannot control the hazard if you don’t know what it is? The Security & Loss Prevention Profession - Chapter 3

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44. How Often?Step 2 • How likely is it to hurt you? • Not, very likely - probability? • Severity? • How badly is it going to hurt you? • Exposure – time, proximity, volume or repetition of hazardous task. DIFFICULT TO DETERMINE FOR A NEW PROCESS The Security & Loss Prevention Profession - Chapter 3

45. The Security & Loss Prevention Profession - Chapter 3

46. I think I got it… The Security & Loss Prevention Profession - Chapter 3

47. Such a cool dude. Check out the water. The Security & Loss Prevention Profession - Chapter 3

48. Risk Assessment Matrix 3

49. Risk Ranking • Rank risks from most to least hazardous • Determine if resources are readily available to abate most severe hazards first The Security & Loss Prevention Profession - Chapter 3

50. Do ya think the ladder up against the house like this is okay?