Healthcare Facilities & Security Technology PinnacleHealth Takes a Chance on IP ALSO IN THIS ISSUE:
CSUSB Jimmie Brown is CS Director of the Year
Cuts Crime, Consolidates Dispatch
Stop Infant Abductions Clery Reporting Responsibilities Active Shooter Drills Workplace Violence Prevention Grant Writing Tips
WWW.CAMPUSSAFETYMAGAZINE.COM APRIL/MAY 2011 • VOL. 19 • NO. 3
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FEATURES 14 Congratulations to CS Director of the Year CSUSB Chief of Police Jimmie Brown Cutting crime, consolidating dispatch services and achieving greater diversity among police officers are just some of the reasons why California State University, San Bernardino Police Chief Jimmie Brown has been designated this year’s winner. By Robin Hattersley Gray
20 PinnacleHealth Pioneers the Use of IP Technology
This Pennsylvania healthcare organization worked closely with its security integrator to create a multilayered security solution that protects patients, clinicians, employees and visitors. By Kevin Weeks
26 7 Tips for Selecting Electronic Tagging Technology
Audit trails, reliability and integration with other security systems are a few of the features that should be considered when a hospital is shopping for a new infant and patient security system. By Steve Elder
28 Clery Reporting: Whose Job is It Anyway?
Here’s how you can determine who is (and isn’t) a campus security authority at your institution. By Dolores Stafford
36 It’s in the Details: Making a Proper Problem Statement for Grants Be sure to effectively communicate that your needs match those of the funder and provide enough details in your grant applications. By Kurt T. Bradley
40 Developing an Effective Active Shooter Response
Incorporating realistic training exercises, regular instruction and input from community partners into your emergency plan will ready your campus for an active shooter event. By Brittany-Marie Swanson
42 11 Steps to Better Workplace Violence Prevention Policies
Safety teams, assessments and identifying at-risk locations and individuals are just some of the ways you can prevent on-the-job violence from occurring on your campus. By William F. Badzmierowski
46 How to Master Law Enforcement Report Writing
The secret to report writing is a straight-forward style that accurately communicates the important points in a logical sequence. By Amaury Murgado
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(310) 533-2400 fax: (310) 533-2510 www.campussafetymagazine.com EDITORIAL ADVISORY COUNCIL Shad U. Ahmed Chief of Emergency Medical Services, University of Rhode Island S. Daniel Carter Director of Public Policy, Security On Campus Inc. Michael Dorn Safe Havens Int’l Osborne Frazier NYPD Div. of School Safety Linda Glasson Security Manager/Consultant, Obici Hospital William Lassiter Center for Prevention of School Violence Joseph Moscaritolo Madison Park Vocational HS, Boston K. Gary Somerville Senior Campus Supervisor, Natrona County School District, Casper, Wyo. Philip Mullendore Institute for Campus Safety
Member of:
4 From the Editor’s Desk
52 As I See It
6 News Watch
54 Best Practices
48 Safety Zone
56 Technology at Work 58 Ad Index 61 Tools of the Trade 68 Recess
Stenroos’ Crying Wolf Hurts Cops Everywhere
Call Me Doctor Doom
Campus Emergency Preparedness Survey Results Revealed Why I Appreciate OSHA
50 Tech Bootcamp
K-12 Access Control’s Weak Link: Visitor Verification
John and the Parking Structure: A Customer Service Fable Winner 2007, Finalist 2006, 2008, 2009
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FROM THE EDITOR’S DESK
Call Me Doctor Doom Campuses must take another look at how they would respond to worst-case scenarios.
I
Robin Hattersley Gray is executive editor of Campus Safety. She can be reached at robin.gray@bobit.com or (310) 533-2534
YOU CAN DO YOURSELF AND YOUR INSTITUTION A BIG FAVOR BY DOING YOUR BEST TO REALISTICALLY ADDRESS THE RISKS BEFOREHAND AND HAVING GOOD EMERGENCY PREPAREDNESS AND CRISIS COMMUNICATIONS PLANS.
’m not one to worry needlessly about negative things that most likely won’t happen to me on a personal level. As an individual, this is probably a pretty healthy outlook to have on life. But when it comes to campus public safety, security, emergency preparedness and risk management, not planning for really, really bad situations that rarely occur could someday come back to haunt you. Case in point: the nuclear disaster that is currently unfolding in Japan. As this crisis deepens, various media outlets have been running articles claiming that before the disaster, Tokyo Electric Power Co. (Tepco) and the Japanese government downplayed the dangers of a tsunami and ignored warnings by their own engineers and a 2007 study. To make matters worse, since March 11 when the earthquake and tsunami triggered the radiological catastrophe, Tepco representatives and government authorities have been slow to address the risks of radiation exposure. So what does all of this have to do with your hospital, school or university? Believe it or not, quite a bit. Imagine a worst-case scenario happening on or near your campus. Then imagine your institution had been warned about it, but your administrators chose not to heed that warning. Obviously, your campus would most likely do a less-than-stellar job responding to the disaster. Beyond that, the press, government, parents, faculty, staff, students, patients, prospective students and patients, and the general public would have a field day criticizing your every action and inaction... and rightly so. And after the catastrophe, let’s say you add
insult to injury by not having a proper emergency communications plan. The result: your institution either doesn’t provide the media and the public with enough information, or it provides inaccurate or conflicting information, or, heaven forbid, it provides misinformation. Again, your institution would be slammed... and rightly so. Heck, even with tragedies that no one anticipates, your institution could be raked over the coals. As unfair as this seems, it happens. The prime example here is Virginia Tech, which was just hit with the Department of Education’s maximum fine for the school’s handling of the 2007 mass shooting. Let’s also not forget the lawsuits that are pending and the other claims that have been settled. Oh, and did I forget to mention the public relations nightmare and its intangible costs to the school’s reputation? Imagine how much worse the aftermath would have been if the tragedy had been forseeable (and the school didn’t address the issue) or if the many things Virginia Tech did correctly had been bungled. Let’s face it, if your campus experiences a worst case scenario that is foreseeable — be it an earthquake, mass shooting, chemical release or something else — your institution will inevitably be in a world of hurt no matter how much you prepare. That said, you can do yourself and your institution a big favor by doing your best to realistically address the risks beforehand and having good emergency preparedness and crisis communications plans. See pages 6-8 for the results from CS’ Emergency Preparedness Survey, as well as comments from campus protection professionals on how they are addressing their disaster preparedness gaps.
WHAT’S ON THE WEB NOW
The New CampusSafetyMagazine.com
The Road (So Far) to Nonproprietary Electronic Security Systems • CampusSafetyMagazine.com/Nonproprietary
EOC Renovation Improves UCLA’s Earthquake Preparedness • CampusSafetyMagazine.com/UCLAEOC
Emergency Preparedness Survey Results: Schools & Universities NEW FEATURES: Videos: CampusSafetyMagazine.com/Videos Blogs: CampusSafetyMagazine.com/Blog Photo Galleries: CampusSafetyMagazine.com/PhotoGallery Podcasts: CampusSafetyMagazine.com/Podcast
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• CampusSafetyMagazine.com/EmergencyPrepSchoolsColleges
Emergency Preparedness Survey Results: Hospitals • CampusSafetyMagazine.com/EmergencyPrepHospitals
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More than 1 in 4 Schools, Universities ‘Not Prepared at All’ for a Nuclear Disaster By Robin Hattersley Gray ALTHOUGH THE IMPACTS OF the March 11 earthquake, tsunami and radiological disaster in northern Japan have yet to be determined, the preliminary figures are daunting. As this issue goes to print, more than 9,000 people have been confirmed dead and nearly 14,000 are reported missing, reports Reuters. The 12-mile area surrounding the crippled Fukushima nuclear power plant has been evacuated, and nearly 15,000 buildings were completely destroyed. The total cost of this catastrophe could be as high as $309 billion, making it the world’s most expensive disaster on record. Such awesome numbers beg the question: Are campuses prepared? To find out, Campus Safety conducted an online emergency preparedness poll of its school, university and hospital readers.
anything about the sorry state of their emergency preparedness plans.
SHOULD YOUR INSTITUTION PREPARE FOR UNLIKELY EVENTS? A third of university respondents and 31 percent of K-12 respondents say their campuses are only slightly prepared or not prepared at all for a major earthquake. This statistic, however, might reflect the fact that campuses usually focus their attention on disasters that will most likely occur. Institutions can only do so much to prepare for unlikely emergencies, particularly when resources are limited. For example, Washington State Uni-
Steve Stoll, who is the director of the Office of Emergency Preparedness and Homeland Security for the UC Berkeley Police Department. On the K-12 side of things, California appears to be stalling in its efforts to retrofit older school facilities. According to the Washington Post, the state has identified dozens of buildings in danger of collapse during a strong earthquake, but most continue to be used with no plans for retrofitting.
DISASTERS OFTEN TRIGGER OTHER DISASTERS
The tragedy in Japan highlights another disturbing fact: when an earthquake – or any significant disaster for that matter – occurs, there is the potential for it to lead to other problems. Prince William Hospital Public Safety Manager John Williams bePREPAREDNESS LEVELS lieves campuses need to VARY WIDELY make sure their emergency A whopping 31 percent of management plans and poliuniversity respondents and cies encompass these types 24 percent of K-12 responof multi-event catastrophes. dents rate their institutions —Steve Stoll, director of the Office of Emergency Preparedness and “Most plans are writas not prepared at all for a Homeland Security for the UC Berkeley Police Department. ten for a single disaster,” nuclear disaster. Seventeen he says. “We need to start percent of universities and thinking about multi-disaster events. [For versity (WSU) in Pullman, Wash., does 20 percent of K-12s rate their campuses example,] a flood could take out your not have a history of earthquakes, but as slightly prepared. treatment plant, so your water plant can’t it does experience severe weather quite Overall, however, the results are more pump or treat water.” often. Also, because it is located in an positive. Forty-five percent of univerUC Berkeley has been incorporating agricultural area, chemicals being transsity respondents and 52 percent of K-12 the multi-disaster approach for quite ported on trains pose a significant risk. school respondents believe their emersome time. WSU’s plans reflect these realities. gency preparedness plans are sufficient. “To me, an earthquake, which is a Forty-three percent of university and 37 “There is no sense in reacting to hazterrible situation in itself, is an initiator percent of K-12 school survey takers say ards you don’t have,” says WSU Emerbecause of all the other events that haptheir plans need minor or moderate revigency Management Coordinator Christopen – the fires, the explosions, the buildsions. pher Tapfer. That said, the Japan disaster ing collapses – there are so many things The most disturbing statistic uncovprompted the school to meet with geolothat happen after an earthquake that you ered by the survey was that eight pergy experts so they can provide a briefing have to be prepared for,” says Stoll. cent of university respondents claim their on the potential risks. The university also emergency plans are completely inadhas more general plans for events that are equate and require major revisions, but less likely to occur, such as earthquakes. CAMPUSES BETTER PREPARED FOR their institutions aren’t reviewing them CHEMICAL EVENTS In contrast to WSU, the University of to make changes. Six percent of K-12 reCalifornia, Berkeley (UC Berkeley) is loOther events that could stem from a mega spondents say their plans are completely cated in an area with a long history of disaster are chemical and biological disasinadequate. Fortunately, two-thirds of seismic activity. ters. In general, both K-12 and university these respondents say they are revisit“Earthquakes are always our No. 1 porespondents to CS’ emergency prepareding them or plan on revising them. That tential credible event that we plan for, so ness survey are more confident that their leaves two percent of K-12 respondents I think we are pretty up on earthquake campuses could respond appropriately. who say their institutions aren’t doing planning, but we can always learn,” says Two-thirds of university survey takers
TO ME, AN EARTHQUAKE, WHICH IS A TERRIBLE SITUATION IN ITSELF, IS AN INITIATOR BECAUSE OF ALL THE OTHER EVENTS THAT HAPPEN – THE FIRES, THE EXPLOSIONS, THE BUILDING COLLAPSES – THERE ARE SO MANY THINGS THAT HAPPEN AFTER AN EARTHQUAKE THAT YOU HAVE TO BE PREPARED FOR.
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and 62 percent of K-12 respondents say their institutions are well prepared or somewhat prepared for a chemical emergency. Sixty-four percent of college respondents and 58 percent of K-12 survey participants say their campuses are well prepared or somewhat prepared for a biological event. Of course, that leaves 40 percent of K-12 campuses that are not prepared or are only slightly prepared. When Gary L. Sigrist Jr., who is the REMS grant project director for the Southwestern City School District, first heard about the events happening in Japan, he wasn’t too worried about an earthquake occurring in his central Ohio district. Instead, he looked at it from an all-hazards standpoint. “What if something of any magnitude hits our district?” he asked himself. “What if the incident happens during the school day? If it’s a bio-
logical or chemical event, do our guys know how to shut down the air units? What are we doing if students have to stay overnight or beyond the normal dismissal time? Can we feed them? Do we need power to feed the students, or are there things we can feed them cold? Are our staff members trained because the cooks have already gone home? How are we going to communicate with the parents and district? What if cell phones don’t work and land lines are down? Do we have a back-up system we can use?” Although the chances of a megaevent occurring at or near your particular campus are remote, they still do happen. Tapfer recommends campuses take a detailed look at their local hazards. “If you haven’t established a hazards inventory and vulnerability assessment,” he says, “do one.” ■
EMERGENCY PREPARDNESS SURVEY RESULTS Since the 8.9 earthquake and resulting tsunami and nuclear reactor disasters that occurred March 11 in Japan, has your institution revisited (or does it plan on revising) how it handles emergency preparedness? ANSWER: (ONLY ONE COULD BE SELECTED)
Yes – although we believe our plans are sufficient, we are checking to be sure No - our plans are sufficient and do not require any revisions Yes - our plans are good but need some minor revisions No – but our plans require some minor modifications Yes - our plans are somewhat sufficient but require a moderate amount of revisions No – but our plans are completely inadequate and require major revisions No – but our plans are somewhat insufficient and require some moderate revisions Yes - our plans are completely inadequate and require major revisions Other
COLLEGE
K-12
HOSPITAL
26%
39%
35%
19%
13%
24%
17%
13%
15%
12% 10%
11% 9%
9% 5%
8%
2%
5%
4%
4%
4%
0%
4%
1%
3%
6%
2%
Current Level of Preparedness TYPE OF DISASTER
Major Earthquake Major Tsunami Nuclear Chemical Biological
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TYPE OF CAMPUS
VERY WELL SOMESLIGHTLY NOT WELL PREPARED WHAT PREPARED PREPARED PREPARED PREPARED AT ALL 5 4 3 2 1
College K-12 Hospital College K-12 Hospital College K-12 Hospital College K-12 Hospital College K-12 Hospital
CAMPUS SAFETY
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3% 1% 6% 0% 2% 3% 3% 4% 7% 5% 3% 15% 5% 1% 14%
19% 21% 31% 7% 5% 8% 13% 10% 24% 32% 25% 49% 25% 19% 50%
APRIL/MAY 2011
33% 34% 32% 10% 3% 13% 24% 26% 29% 34% 37% 21% 39% 39% 20%
20% 23% 17% 7% 11% 11% 17% 20% 18% 17% 26% 8% 15% 28% 9%
14% 8% 8% 23% 16% 15% 31% 24% 17% 11% 8% 7% 14% 12% 6%
N/A
11% 13% 6% 54% 64% 50% 13% 17% 5% 0% 1% 0% 2% 1% 0%
AVERAGE RATING
2.74 2.81 3.11 2.01 2.08 2.45 2.3 2.4 2.86 3.03 2.89 3.57 2.92 2.69 3.57
Hospitals Also Struggling With Radiological Disaster Preparednes A significant minority of hospital officials who participated in CS’ emergency preparedness survey say they are concerned about their campus’ ability to respond to a nuclear emergency. Eighteen percent say their institutions are only slightly prepared, and 17 percent say they are not prepared at all for this type of event. On the bright side, 59 percent of hospital respondents believe their overall emergency plans are sufficient. A third of respondents say their plans need minor or moderate modifications. Of those institutions with plans that are sufficient or require minor or moderate changes, a majority are reviewing them for possible revisions in light of the disasters that resulted from the March 11 earthquake in Japan. “Our emergency preparedness committee met just this past week, and we reviewed our hazard/vulnerability assessments to take [the risk of a nuclear incident] into account,” says John Williams, public safety manager for Prince William Hospital, which is located in northern Virginia, about 50 miles from a nuclear power plant. “One of the things we did was add a radiological disaster [assessment] and rated that impact. We also rated the things we had internally and in our region [that could be used] to respond. I think from a policy and process standpoint, there isn’t much more we would do differently with a radiological incident compared to a biological attack or chemical release. We’ve already planned for those mass casualty events.” That’s good news for the majority of respondents who say they are at least somewhat prepared for a chemical or biological event (85 percent and 84 percent, respectively). Williams warns, however, that hospital protection professionals shouldn’t rest easy, particularly considering the staggering number of potential victims a nuclear, chemical or biological disaster could generate. The March 11 disaster in Japan caused more than 250,000 people to be displaced, many of whom required treatment or at least screening for radiological contamination. “We are prepared for large quantities of people coming in for most events,” he says. “But if we had 50,000 people, I don’t think anyone could handle that at one time. I don’t care how prepared you are.” www.campussafetymagazine.com
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NEWS WATCH
Department of Ed Releases Updated Campus Safety Guide The U.S. Department of Education has released the 2011 edition of its Handbook h ffor Campus Safety and Security Reporting. The guide provides step-by-step procedures, examg ples, and references for higher education instip ttutions to follow in meeting the campus safety aand security requirements of the Higher Educattion Opportunity Act (HEOA). This new version of the handbook will familiarize readers with the amended Clery Act and the new regulations that were added by HEOA. It is similar to the 2005 version but includes new examples and enhanced explanations of many topics based on questions asked of the department’s Campus Safety and Security Help Desk. “What hasn’t changed is the handbook’s emphasis on compliance as a whole system of developing policy statements, gathering information from a variety of sources and translating it into the appropriate categories, issuing alerts, disseminating information, and, finally, keeping records,” the handbook says. “Although we address ‘you’ throughout, we want to stress that this is not a one-person job... A key ingredient in ensuring compliance is coordination − knowing who does what and when. This means that most of you will find it necessary to coordinate compliance activities with many people and offices in the campus community.” To download the new handbook, visit www.CampusSafetyMagazine. com/2011CleryHandbook. Guidance on designating campus security authorities can be found on page 28. ■ WASHINGTON − W
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S Suspect in Yale Lab Murder Pleads Guilty P NEW HAVEN, CONN. N
Texas District Cuts Campus Police Force — The Schertz Cibolo Universal al City Independent School District voted unannimously at a board meeting in March to lay off its entire campus police department. Offi ficials say the move will help the district reach its goal of saving at least $14 million over the next two wo years, KENS5.com reports. They hope to accomplish sh this without cutting any teaching jobs or doing last minute layoffs next summer. Campus security will be handled by local police departments. The officers will have immediate access to school administrators via two-way radios. ■
SAN ANTONIO
— Yale University lab technician Raymond Clark III pled la guilty March 17 in the strangulation g murder of Annie Le, 24 He received a m prison sentence of 44 years. p Le’s body was discovered inside a wall of the Yale lab building four days w aafter her disappearance on September 88, 2009. The motive for the murder is unclear; police are treating the incident u aas a case of workplace violence. Clark had worked as a lab technician at Yale h since 2004 but was not a student. Le si was pursuing a doctorate in pharmaw ccology at the time of her death. ■
Campus Safety Magazine Named Finalist for 2 Editorial Excellence Awards LOS ANGELES − Campus Safety Magazine has been named as a finalist in the Western Publishing Association (WPA) Maggie Awards program, including a nomination in the Best Public Safety Trade magazine and Best Supplement categories. Redesigned in 2010, this is the sixth year in a row the publication has been named a finalist or winner in the editorial excellence awards program. This year, the September/October 2010 issue is a top nominee for the Best Public Safety Trade magazine. That issue covered security systems integration, planning for
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campus health emergencies, traffic enforce-ment, hospital investigation units, verbal in-dicators of violence, lightning safety, NFPA A 1600, winning grant proposal strategies, s, video surveillance and more. CS’ National Campus Safety Month sup-plement is a finalist in the Best Supplement nt category. That issue covered HEOA and d Clery compliance, sexual assault preven-tion, budget strategies, mass notification, n, access control and contract security. Winners of the 60th Annual Maggie e Awards will be announced in May.
www.campussafetymagazine.com
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feature
director of the year
success Cutting crime, consolidating dispatch services and achieving greater diversity among police officers are just some of the reasons why California State University, San Bernardino Police Chief Jimmie Brown has been named Campus Safety Director of the Year.
a
2010
DIRECTOR OF THE YEAR
Honorable Mentions
Paul Chapa
John Hunkiar
Chief of Police Trinity University San Antonio, Texas
Chief of Safety, Security and Emergency Management Leon County Schools Tallahassee, Fla.
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CAMPUS SAFETY
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Jeff Karpovich Director of Security and Transportation High Point University High Point, N.C.
APRIL/MAY 2011
A.J. Sandoval Chief of Police Bexar County Hospital District Police San Antonio, Texas
By Robin Hattersley Gray
t first glance, it might be tempting to think that California State University, San Bernardino (CSUSB) Chief of Police Jimmie Brown is all about numbers and crime statistics. Why? Because they are very good. Between 2009 and 2010, part one crimes on campus declined by more than 37 percent. Larcenies decreased from 106 to 73, and motor vehicle thefts decreased from 23 to four during that same year. That’s not too shabby a performance considering the city of San Bernardino’s vehicle theft rate is nearly 2.85 percent greater than the national average (its murder rate is 3.24 percent higher). But cutting crime takes a lot of hard work, networking and leadership. And let’s not forget the budget challenges that all school, university and hospital public safety, security and emergency management departments are currently facing. The fact that crime decreased at CSUSB under such trying circumstances is impressive enough. However, a reduction in incidents hasn’t been the only success Brown and his department have experienced recently. They also consolidated their dispatch with local community colleges and agencies to achieve cost savings and improve service. Additionally, CSUSB’s police department established a satellite office near the dorms, set up a video surveillance room, took over parking enforcement and secured approximately $300,000 in grants from the public and private sectors. These funds paid for things like a mobile command vehicle, a dispatch upgrade, interoperable radios, a seatbelt campaign and a drunk driving prevention campaign, not to mention campus security infrastructure improvements. These and many other accomplishments are what led four industry experts chosen by Campus Safety magazine to designate Brown as this year’s Campus Safety Director of the Year.
PROACTIVE APPROACH PAYS OFF One attribute of Brown’s that has led to his department’s success is his eagerness to address issues promptly, says CSUSB PD Sergeant Le Andre Fields. “Chief Brown has always taken a proactive approach when finding ways to address the safety of the community,” he tells CS. www.campussafetymagazine.com
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beyond the stats Indeed, last year Brown immediately rolled up his sleeves and got to work when he noticed a disturbing spike in parking lot incidents that involved someone breaking into and stealing cars, and taking catalytic converters. “When I see three vehicle burglaries, I don’t wait until I see 20 to do something,” Brown says. The chief and his department put together a task force and stationed plain-clothes officers in unmarked cars in the campus parking lots. CSUSB PD partnered with the San Bernardino Unified School District and borrowed the Colton (Calif.) Police Department’s surveillance van. Brown also obtained a vehicle from a local towing company that his department could use as bait – money and a backpack were left in the car to lure the suspects. The results of the operation were impressive and quick. In only one month, the three individuals suspected of being responsible for the crime spree were apprehended. “The guy with the catalytic converter – we caught him underneath a vehicle stealing it,” Brown claims. Since their arrests, parking lot incidents have decreased significantly.
POLICE PARTNER WITH RESIDENCE LIFE The chief and his department’s proactive approaches were also responsible for a 34 percent decrease in alcohol incidents, thefts and domestic violence in the residence halls. CSUSB PD achieved this reduction by partnering with residence life personnel to put a police substation next to the residents’ mail boxes. The move has increased officer visibility in the area as well as decreased response times to incidents. “There really aren’t many problems with our dorms, but I wanted to put the police officers there so the residents could come to them if they have an issue,” Brown adds. Additionally, the substation and partnership has helped foster cross-training opportunities between the police department and residence life.
Brown initially wanted to propose this idea to other California State Universities (CSUs). However, his boss, CSUSB Vice President of Administration and Finance Robert Gardner, recommended he meet with local community colleges first. Brown and his dispatch supervisor sent out an invitation to all of the community college vice presidents and chiefs of police, and gave them a presentation on what dispatch services CSUSB had to offer. “His initiative was a way we and other campuses could save money,” says Gardner. “Now, it’s an example across Southern California of a way public organizations are working together to provide the same service but at a lower cost. I think it’s a model that will be duplicated, not only on campuses but in municipalities as well.”
GRANTS FROM PUBLIC, PRIVATE SECTORS HELP Speaking of money, running a campus police department and providing dispatch services to other organizations both on campus and in the surrounding community isn’t cheap. Additionally, it’s no secret that resources of late have been in short supply. Despite these hurdles, Brown and his department have been able to secure approximately $300,000 in grants from the public and private sectors. CSUSB PD has received funding from Stater Bros., the San Manuel Band of Mission Indians, Walmart, Target, the Associated Student Inc. Board of Directors, and other businesses and private citizens in the area. From the public sector, Brown’s de-
CSUSB CONSOLIDATES ITS DISPATCH Networking with members of the greater San Bernardino community is another strategy that has paved the way for Brown and his department’s success. One initiative that has paid dividends has been the consolidation of dispatch services with local community colleges and other agencies. Now CSUSB PD answers the 911 calls and business calls for Chaffey College’s three campuses and the San Bernardino County Public Defender’s investigation office. Currently, other community colleges are considering joining the partnership. For Chaffey College, the change has improved safety on campus while reducing its exposure to liability. Previously, its dispatch center consisted of one employee with a radio at the front counter. The center was only open from 7:30 a.m. to 10 p.m. during the week and closed on the weekends. Now with the new agreement with CSUSB PD, Chaffey has dispatch services round-the-clock.
CSUSB PD recently purchased this mobile command vehicle, and a Department of Homeland Security Grant paid for the interoperable radios. This vehicle can now provide interoperable communications to any university, community college, school or municipal police department.
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partment received $109,000 for a dispatch upgrade as well as $126,000 in Homeland Security grants so CSUSB PD could purchase interoperable radios and secure the campus from terrorist attacks. Initially, Brown wrote the grants himself, but because he is so busy, he soon delegated the task to officers. “When you hire great people with great skills, you can delegate that task to them, and they get it done,” he claims. To get them up to speed on the grant application writing process, Brown had some of his officers and sergeants attend grant writing classes. Additionally, they work closely with the grant writers on campus. Brown also attributes his department’s ability to obtain funding to his networking and sharing of information with other public safety executives. “Networking is a very powerful tool,” he says. “I just go in and talk to them saying, ‘This is what I’m looking for. Do you know of any business or private organizations that are willing to donate money?’ “As the chief of police, it is my job to go out into the community, not just the campus community but the community in general, to serve as the ambassador for the campus and university police department,” he adds. “I guess you could say that I am well liked in the community. Everybody knows Chief Brown.” Brown also does a lot of research for available grants on the Internet, specifically on the IACP, DHS and IACLEA Web sites. The CSU chancellor’s office has been another good source of information on available funds.
Through its dispatch consolidation initiative, CSUSB PD now provides dispatch services to some local community colleges and the San Bernardino County Public Defender’s investigation office.
HIRING THE RIGHT PEOPLE IS A MUST The chief is quick to point out that without the good work of his officers, much of what he and his department have accomplished would not have been possible. Brown stresses the importance of hiring the right people for the right positions. One way he has been able to recruit personnel who will be a good fit for the department is his agency’s intermittent police officer program (see sidebar below). Diversity is also important to him, so he has increased the number of female officers from one to three. He admits, however, that the process of recruiting officers and specifically female officers can take a long time. “What I do is network with the other agencies and go down to the academy and see what’s there,” he says. “You have to get them first before someone else gets to them. I tell them, ‘This is a place where you can do whatever you want to do. This is not
In 2010, CSUSB Chief of Police Jimmie Brown had a surveillance room installed on campus. Student community service officers monitor the parking lots and residential facilities via the campus’ 60 video cameras. Brown hopes to eventually stream that video to the new laptops that were recently installed in patrol vehicles.
a big agency where you have the bomb squad or a homicide investigation division, but we have bicycle patrol, the dorms, a traffic division and a dirt bike patrol.’ “[When I started,] I had one female police officer, and my goal as chief was to have three, and I’ve done that,” he says. “They are the best female officers, and I am so proud of them because they are hard working, experienced and they love what they are doing.” CSUSB also has a police explorer program in which 10 high
CSUSB’s Intermittent Police Officer Program “As the chief of police, I am always looking for ways to improve our cost savings. I looked at hiring recently retired law enforcement officers who have a wealth of law enforcement experience to become intermittent police officers for my department. Intermittent police officers are paid $30 per hour with no benefits. “They conduct background investigations, which have saved the department money. Instead of paying a firm $1,000 per background check, I’m getting this service for free. These officers also conduct internal investigations. “Additionally, I have been using this position as a recruiting tool for the department. I hire pre-service academy graduates as intermittent police officers. This gives me the opportunity to evaluate them to see if they are a fit for the organization. The officer must go through the same hiring process as a full-time police officer and must complete the field training officer program. I then hire them as full-time officers. I have hired two of my female police officers from this program.” — CSUSB Chief of Police Jimmie Brown CSUSB PD Chief Jimmie Brown has hired two of his female officers through his department’s intermittent police officer program. The program allows the chief to work with officers before they join the force to see if they are a good fit for the department. 16
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director of the year
school students train to become future police officers and first responders. The program, which is led by a CSUSB PD officer, also acts as a good recruitment tool for the university. Additionally, Brown recommends other campuses implement a police or security volunteer program because it helps deter crime and gets the community more involved in securing the campus.
HE’S JUST GETTING STARTED Although Brown is thrilled with his designation as this year’s winner of the Campus Safety Director of the Year award, he has no intention of slowing down anytime soon. He says his biggest upcoming challenge will be addressing the budget. “Our efforts should be directed towards attaining greater efficiencies with existing resources,” he adds. “We will need to identify and utilize new or other funding sources, such as law enforcement grants, both public and private.” He also hopes to work more closely with other agencies, which shouldn’t be a challenge considering his department recently conducted a multi-agency disaster response exercise. The drill involved the City of San Bernardino, local and state fire departments, other law enforcement from the city and schools, as well as officers from the local American Indian reservation. Additionally, Brown is looking to expand CSUSB’s dispatch center regionalization efforts to include other CSUs.
‘IT’S NOT ABOUT ME’ Not surprisingly, the chief says he owes his success to the community of San Bernardino, his family, the officers in his department, the campus and residential community, CSUSB President Albert Karnig, Vice President Gardner, retired Police Chief Mi-
THE BROWN FILE NAME: Jimmie Brown TITLE: Chief of Police INSTITUTION: California State University, San Bernardino (CSUSB) CAMPUS: Founded in 1965, CSUSB has 69 buildings and two campuses, encompassing nearly 500 acres. Approximately 16,400 students, faculty and staff attend or work at the institution. DEPARTMENT: 18 sworn officers who are armed with handguns, shotguns, rifles and pepper guns; 13 nonsworn personnel. BACKGROUND: Brown is a native of San Bernardino, Calif., and started his law enforcement career at the age of 14 as a police explorer. He attended Southern Illinois University at Carbondale where he earned his bachelor of science degree. He served as a cadet for the Rialto (Calif.) Police Department, reserve officer with the Colton (Calif.) Police Department, deputy sheriff with the Riverside (Calif.) County Sheriff’s Department and investigator with the California Department of Alcoholic Beverage Control. He started with CSUSB as a police officer in 1996 and was was appointed chief in 2007.
Chief Brown (far left) and some of the officers in his department.
chael Meyers and other CSU chiefs of police. Through these partnerships, Brown’s department has not just survived these challenging budgetary times, it has thrived. The result? A safer, more cohesive campus. “It’s not about me,” he says. “It’s about the community I serve.”
CSUSB’s Mass Notification Program CSUSB PD Police Chief Jimmie Brown is also responsible for the school’s emergency management program. Its mass notifi cation system includes: • A hotline • Web sites • E-mail list serve • Berbee • Connect-Ed • Loud speakers • Scrollcaster wireless communication system • Policies for internal/external communication procedures for critical incidents • Policies for the emergency notification of faculty and staff
Thank You to Our Judges
Michael Dorn Jim Grayson Executive Director Safe Havens International Macon, Ga.
Senior Security Consultant Hughes Associates Inc. Baltimore
Martin Green Manager, Security & Parking, Rouge Valley Health System, Toronto, Ontario, Canada
Paul Timm President RETA Security Chicago
Want to nominate a deserving security director or police chief for this year’s award? Visit www.CampusSafetyMagazine.com/ SecurityDirectorOfTheYear. For additional coverage of this and other healthcare and educational safety and security topics, visit
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case study
©iStockphoto.com/imagepointphoto
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PinnacleHealth Pioneers the Use of IP Technology This Pennsylvania healthcare organization worked closely with its security integrator to create a multilayered security solution that protects patients, clinicians, employees and visitors. By Kevin Weeks
S
ecurity has long been of strategic importance at PinnacleHealth in Harrisburg, Pa., and as security technology has expanded, PinnacleHealth officials have embraced it. The hospital’s public safety efforts have evolved significantly since 1980 when David Falgoust, PinnacleHealth’s director of security services, joined the organization as a security officer. “At the time, there was one video surveillance camera and a VCR in the hospital’s library,” he says. “Today, there are more than 270 IP-based cameras in the three hospital sites and the Fredericksen outpatient site. While cost is always important, there has never been any resistance from hospital administration to what we want to do with security. The leadership and organization are dedicated to the safety of each person who receives treatment, visits or works here.” That being said, the decision to move forward with IP-based video and access control systems was perhaps a little risky more than four years ago. Even today, 20
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when less than a quarter of U.S. security systems are purely digital, there is risk involved. But, Falgoust says, the decision to go IP has proven to be a good one. “I can view all video and alarms from the four sites from my office,” he says. “That helps me keep track of things and make decisions when events occur.”
THE DIFFERENCE BETWEEN IP AND ANALOG IS CLEAR One incident that happened shortly after the transition to the IP-based video system helped validate the decision to make the switch. A robber held up an ATM user in a medical/administrative building that is part of the main hospital complex. The grainy black-and-white photos produced by the ATM’s analog cameras were of no help to police. But as the robber left the building, IP cameras in an adjacent hallway provided a clear image that gave the authorities enough information to identify and arrest a suspect. As Falgoust describes it, the police were impressed by the clarity of the video PinnacleHealth provided them. One of the forces behind the adoption of IP was Pinnacle’s security systems integrator, ADT Security Services. Falgoust says Pinnacle has maintained a long-term partnership with ADT and, as a result, was willing to consider a new technology when approached by the integrator. Shane Meenan, ADT Healthcare Solutions’ sales director, calls Pinnacle an IP pioneer. “You have to give the PinnacleHealth officials credit,” he says. “They made a total move into IP at a time when it was
Campus at a Glance PinnacleHealth is a non-profit medical facility located in Harrisburg, Pa., and has a 130-year tradition of offering prenatal to geriatric medical services. In addition to being the area’s major acute care facility with 607 beds, the organization also operates community general and rehabilitation hospitals, an outpatient facility, family, specialty medicine and physical therapy facilities and laboratories – all located within a 20-mile radius. On average, Pinnacle’s Harrisburg hospital emergency department currently sees 75,000 patients a year. When an expansion opens in early 2011, the annual capacity will grow to more than 100,000 patients. The facility was recently included in US News and World Report’s 18th annual America’s Best Hospitals guide. The organization’s security department has 56 proprietary officers and 14 contract guards.
still fairly unusual in the security industry. Pinnacle is continually on the leading edge of security technology.” Currently, Pinnacle’s system transmits video from Honeywell and Bosch analog cameras. Those streams are transmitted over Pinnacle’s network to 17 dedicated camera servers spread between the three hospitals and the outpatient site. The cameras are monitored and managed through a Honeywell digital video manager and recorded onto servers. All video is recorded continuously. To assist with storage capacity, ADT originally installed an 8TB extended storage unit by Intransa at the flagship Harrisburg Hospital. That unit was recently moved to the community hospital, and ADT upgraded to a 14TB unit in Harrisburg Hospital. From the control room of Harrisburg Hospital, a security officer continuously monitors cameras overlooking entries to the lobby and emergency department. Other cameras throughout the campus
How Pinnacle Protects Its Emergency Department
All photos courtesy ADT
A video Surveillance camera monitors the entrance to the emergency department.
can be viewed as required by events. The three other PinnacleHealth facilities maintain their own video servers as recorders to maximize efficiencies on the organization’s wide area network. Video can be retrieved and reviewed in the main security control room as necessary. Security officers also monitor access control alarms, panic buttons and an infant protection system.
HOSPITAL NETWORK EASILY HANDLES VIDEO Since the video moves over the hospital’s network, PinnacleHealth’s IT department has been intimately involved from the beginning of the switch to an IP-based system. Chris Mohr, a PinnacleHealth network analyst, says there was never any doubt that the hospital’s already robust network infrastructure left it better suited than most for IP-based video and access control systems. “We were already moving large information packets such as MRIs and ultra-
The emergency department (ED) is a major security concern, as it is in nearly all hospitals. Pinnacle’s ED is open all day, every day to treat those suffering from trauma and contagious diseases, as well as injured rival gang members who might be threatening to continue their battles in the hospital. Patients entering the ED are triaged in one of the hospital’s four triage rooms, which are automatically locked, preventing access from the main ED waiting area. Each trauma room includes a monitor providing nurses with a view of the waiting room as well as a panic button to summon security personnel if they notice a developing situation that may cause a threat. The ED also includes seclusion rooms, where violent and/or mental health patients are kept while awaiting treatment. Magnetic locks protect the doors and require an authorized access card for entry. From the nurses’ station, nurses can use pan-tilt-zoom cameras to view inside each seclusion room. Due to the clarity of the video, they can also zoom in to monitor patient respirations. The video is available in real time, but due to privacy regulations, these cameras are not recorded. There is also a separate ED entrance for police bringing in injured patients suspected of a crime. APRIL/MAY 2011
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sounds as part of our PACS system, which are much more of a bandwidth hog than security video,” he says. Mohr claims that adding hot redundant servers at each site helps the department maintain an uptime rate of nearly 100 percent. According to Falgoust, PinnacleHealth’s IT team has always been very responsive to the needs of the security department. “The IT department has never said it doesn’t want to be involved,” he says. “The people there have always said, ‘Let us know how we can help.’ That is a big advantage for us as a security team.” ADT also maintains its own dedicated team of IP engineers that are available to PinnacleHealth at anytime they are required. Pinnacle has provided ADT with three tokens that allow its network engineers to remotely diagnose the system to solve any problems that might arise at any time or day. Also, ADT has provided personnel to be on the hospital campus as Pinnacle requires. Falgoust says the Pinnacle and ADT IP teams closely worked together to get the system installed and have continued to do so to keep it operating at peak performance.
VIDEO VERIFIES INCIDENTS, RULES OUT FALSE CLAIMS The video has been useful in other ways, such as monitoring patient-related incidents, including slips and falls. There have been cases of claimed injuries that were not supported by the recorded video. In those cases, the claims were either withdrawn or rejected. In another example, the hospital had problems with a visitor going into the chapel and defacing materials. The problem continued for several days before the security staff was able to use the video
system to get a high-resolution image of the person entering the chapel just prior to the vandalism. That led to the person’s identification and the problem was stopped. PinnacleHealth’s video is recorded continuously. Generally, it is kept for a week before being transferred to their digital video manager. However, video from the emergency department and the pharmacy is kept for 30 days, as requested by clinical supervisors of those departments.
CARD ACCESS CONTROL SOLUTION IS ALSO IP-BASED The security system also includes more than 600 card readers and a host of other solutions designed to meet the special needs of a large and growing healthcare organization. Like the video system, the hospital’s Honeywell ProWatch access control system is IP-based. Members of Falgoust’s staff process all access control cards for employees and vendors. They can place supervisor-requested restrictions by area, day and time. The security staff member processes about 20 new cards per day and works closely with the human resources department to immediately deactivate access privileges upon an employee’s suspension or termination. PinnacleHealth officials are always open to innovative uses of their wireless access capabilities. For example, government regulations require the hospital keep track of access and the contents of its 35 mobile anesthesia carts. ADT’s Joel Freeman designed and installed a custom wireless access control application that utilizes card readers on each cart. The carts require the swipe of a valid card by an authorized user to release the drawers. The reader also records who has accessed each cart and when. The access system helps monitor medication dispensing cabinets. Non-narcotic dispensing cabinets throughout the hospital are protected by an integrated management system from Pyxis. The medication administration system requires both an authorized access card and a personal identification number to gain entry. This provides information about who accessed the cabinets and when. Information and reporting from all cabinets is available via a single user interface.
HOSPITAL IS AHEAD OF THE SECURITY CURVE A sign lets employees and visitors know that they are under video surveillance throughout the hospital.
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ADT’s Meenan admires Falgoust and his staff for having the foresight to assemble such a highly sophisticated, leading edge
Shane Meenan, director of sales, healthcare for ADT (left), and David Falgoust, director of security services for PinnacleHealth (right) worked with others from the hospital to implement the upgraded security system.
How Pinnacle Protects its Parking Lots The U.S. Department of Justice reports that parking lots and garages are the third most crime-prone areas in the country. Recognizing this, PinnacleHealth has taken steps to protect its staff and visitors. The main Harrisburg campus has one five-story structure providing 240 spaces for physicians. Another nearby four-story facility offers 400 spaces for visitors. There are cameras placed on each floor of both structures. There are also cameras in each of the elevators in the visitors’ garage. The hospital also operates four lots within a few blocks of the campus that provide an additional 1,200 spaces for employees. Cameras mounted on hospital buildings provide views of each of these lots. ADT also installed duress alarms in each lot to provide an instant link for employees to hospital security. PinnacleHealth also provides an escort service for employees 24/7 and has two shuttle vans that drive employees to their vehicles between 5 a.m. and midnight. The driver remains available until the employee is safely in his or her car. Pinnacle maintains a staff of 56 security officers that provide the shuttle and escort services, patrol the garages and lots as well as respond to other security alarms. An additional 14 contract guards augment the staff. David Falgoust, PinnacleHealth’s director of security services, says the installation of the cameras as well as the shuttle and escort services have virtually eliminated assaults on visitors and staff, as well as significantly reduced vehicle break-ins. www.campussafetymagazine.com
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A monitor over the nurses’ station shows the entrances into the ninth floor maternity ward and nursery.
How Infant Abductions are Prevented Pinnacle Harrisburg has a busy labor and delivery department, ranking third in live births each year in Pennsylvania. As part of the infant protection protocol, each newborn is fitted with an umbilical tag shortly after birth. If the tag moves past readers in the nine public or two service elevators or stairwells, an alarm will sound and all exit doors are immediately closed and locked. The elevators are also shut down from the ninth floor department. Monitors at the nurses’ station provide a view from cameras mounted at the stairwell entries and all elevator bays.
electronic security system. Despite this, touches such as the escort service still provide a personal feel to the security effort – a major requirement with healthcare institutions. And important policies and procedures are never overlooked. “As an example, the security team makes sure employees are prepared to handle an emergency situation by conducting at least two live drills a year to practice different scenarios, such as a workplace violence event or a natural disaster,” Falgoust says. Falgoust adds that maintaining security in the four facilities he oversees is a constant process involving assessments to make sure everything is working as intended. It also involves working with a partner that can provide input on the latest technology. “Fortunately,” he says, “we have a security vendor that has the depth and breadth to meet our needs.” KEVIN WEEKS formerly worked as a hospital nurse and is now ADT Healthcare Solutions’ director of marketing. For additional coverage of this and other healthcare and educational safety and security topics, visit
CampusSafetyMagazine.com
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infant abduction prevention
7 TIPS FOR SELECTING
ELECTRONIC TAGGING TECHNOLOGY Audit trails, reliability and integration with other security systems are just some of the features that should be considered when a hospital is shopping for a new infant and patient security system. By Steve Elder
P
atient security continues to be an area of focus for hospitals and medical facilities. Even with infant protection, where electronic tagging systems have been around for over a decade, there continues to be a lot of activity as hospitals replace older technology and look for improved functionality. As you make plans for adding electronic patient security provisions at your facility, the following are seven guidelines to consider:
1 Reliability is key: Make sure you are receiving accurate, reliable information about the functionality of the system you are considering — beginning with false alarms. There is nothing more likely to undermine the effectiveness and reliability of an infant or patient security system than frequent false alarms. Staff will become frustrated and desensitized, and, instead of being an aid to security, the system will actually reduce security. Reliability is also not the same as simplicity. A system with fewer features will quite naturally have fewer items that can go wrong, but it may also offer less security. Strive for a system that has layers of security: protection of exits, detection of tag removal and continual supervision of each infant are the minimum standards. How do you know if a system is really reliable? Ask your peers. Require several references from the vendor to substantiate their claims. 2 Consider mother/infant matching: Mother/baby mix-ups are much more common than abduction attempts. While broadly effective, the traditional system of matching ID bands is entirely manual and prone to failure. Electronic mother/infant matching as a component of an infant protection system 26
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is a very effective and economical way to support the matching band system. Being automatic, it does not add to the nurse’s burden while helping him or her to do their job. 3 Plan for all your patient security needs: Focus on more than the infant abduction threat. There are other risks that must be mitigated against, including abduction and patient flight in the pediatric department, and wandering or self-discharge of adult patients in the emergency department or rehabilitation. Choose a technology platform that can cover all your at-risk patients in all parts of your facility. Even if a phased approach is necessary, you should at least know that you have the ability to expand coverage. Keep in mind that auditors may ask you to justify varying levels of care among departments. For example, if you band infants in the mother/child unit, but not in pediatrics, you may have to explain why. 4 Consider the impact on nursing staff: This factor is often forgotten. Nurses use the technology on a daily basis – applying patient tags, transporting patients – and will be the first to respond to alarms. Make sure the technology provides a high level of automation and flexibility to minimize additional work burden. Low battery alerts, enrolling patients in the system and other daily tasks should be automatic. Plan to involve clinical staff in planning for the system at an early stage, so they can provide input on how it can be meshed with workflow. 5 Make sure there is an audit trail: The ability to capture a wide range of system data and generate reports is a critical fea-
ture for any patient security system. This information serves multiple purposes, from diagnostics and benchmarking to documenting due diligence. Make sure any system you are considering captures every event that occurs. In the case of user actions, it should tie it to the individual user account. Without this kind of information, it is impossible to truly know if your patients are being effectively protected. 6 Check integration options: In all likelihood, you will want to integrate the patient security system into your existing security systems. Plan in advance for what kind of integration you desire. For example, you may want to be able to use your current access control system to bypass exits or login to the system software, while still capturing the identity of the staff member. You may also wish to leverage your CCTV system by integrating images from cameras linked to exits within the interface of the patient security system. 7 Ask about implementation support: Choose a vendor with a full range of implementation supports. This includes planning guides, clinical education services, sample policies, patient education materials and more. Patient security is truly a team effort, requiring an ongoing commitment from all involved. You need to know that the vendor will be able to support you now and for years to come with product support, new features and clinical services. Steve Elder is communications manager for Stanley Healthcare Solutions. For additional coverage of this and other healthcare and educational safety and security topics, visit
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feature
clery compliance
Illustration: Ron Rennells
CLERY REPORTING: WHOSE JOB IS IT ANYWAY? Former George Washington University Chief of Police and Clery expert Dolores Stafford explains how you can determine who is (and isn’t) a campus security authority at your institution. By Dolores Stafford
I
nstitutions of higher education are being audited more frequently by the U.S. Department of Education (ED). With the increased frequency of these audits, many have been found to be out of compliance with the Clery Act regarding issues surrounding their efforts, or lack thereof, in gathering crime statistics from the appropriate individuals and offices on their campuses. These individuals are known as campus security authorities (CSAs). According to the ED’s 2011 Handbook for Campus Safety and Security Reporting, “Even at institutions with a police department on campus, a student who is the victim of a crime may be more inclined to report it to someone other than the campus police. For this reason, the Clery Act requires all institutions to collect crime reports from a variety of individuals and
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organizations that Clery considers to be campus security authorities.” A crime should be considered reported when it is brought to the attention of a CSA or local police by a victim, witness, other third party or even an offender. This means that if a parent calls her daughter’s resident assistant (RA) and tells the RA that her daughter was raped, the RA is required to file the appropriate report with the reporting structure identified by the institution. The reporting party and the individuals involved in the crime do not have to be affiliated with the institution for the crime to be reportable. There is no obligation for the police to investigate the report. If the report is made in good faith — meaning that there is reasonable basis for believing that the information is not rumor or hearsay — the incident is reportable. www.campussafetymagazine.com
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clery compliance
A CAMPUS SECURITY AUTHORITY IS:
Your institution must publish a policy statement that tells the campus community who they should report a crime to on the campus. For many institutions, this will be the campus security, public safety or police agency. However, some colleges and universities don’t have a campus police/public safety agency, and those institutions need to notify the campus community about the individual or organization to which crimes should be reported. This may include directing them to report crimes to the local law enforcement agency.
• A campus police department or a campus security department of an institution: If you have a police or security department, it is obvious that the department meets this requirement. However, have all employees in the department been trained about the fact that they are CSAs? This includes officers, front line supervisors and administrators, such as a lieutenant, captain, assistant chief, victim services coordinator, and the like. Basically, all of the employees in the department, except office support staff, are CSAs. Keep in mind that this includes student employees (other than office staff) who handle tasks like patrolling, monitoring access, or providing a driving or walking safety escort. ••••• • Any individual or individuals who have responsibility for campus security but who do not constitute a campus police department or a campus security department (e.g., an individual who is responsible for monitoring the entrance into institutional property): You should
include all individuals who provide security or monitor access to campus parking facilities, or monitor access into a campus facility, such as the library, student union or athletic facility. You should assess the duties of people in these roles on campus. Do they actually monitor access, such as checking IDs or allowing people to enter? If so, they are CSAs. Are they working at an information desk or booth, but are not monitoring access into the facility? If they are not acting as security or monitoring access, they are not CSAs. Do you currently include individuals who act as event security as CSAs? Individuals functioning in the role of event security are campus security authorities, and these include professional staff members, student employees and contract event security staff. Does your institution provide a safety escort service for members of your campus community and/or visitors? If so, those employees or volunteers are campus security authorities. ••••• • Any individual or organization specified
Who Is and Isn’t a Campus Security Authority Examples of individuals whose positions should be assessed because they probably meet the criteria for being campus security authorities include (this list is expanded from the list in the new ED handbook, to provide more conntext): • Professional staff in a dean of students office, including leadeaders in student affairs and housing • Staff in the student center or student union building • Staff in the student activities office (handling extracurricular ular activities) • Faculty or staff advisors to student organizations • Resident assistants/advisors; resident and/or community directors • Students who monitor access to dormitories or other facilities • Coordinator of Greek affairs (or related positions) • Athletic directors (ADs) and coaches (including assistant ADs and assistant coaches) • Contract security officers • Event security staff • Administrators at branch/satellite/separate campuses • A physician in a campus health center, a counselor in a campus counseling center, or a victim advocate in a campus rape crisis center if they are identified by your school as someone to whom crimes should be reported or if they have significant responsibility for student and campus activities Examples of individuals who would not meet the criteria for being campus security authorities include: • A faculty member who does not have any responsibility for student and campus activity beyond the classroom • Clerical or cafeteria staff • Facilities or maintenance staff
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clery compliance
To determine specifically which individuals or organizations are campus security authorities for your institution, consider the function of that individual or office. Look for officials (i.e., not support staff) whose functions involve relationships with students. If someone has significant responsibility for student and campus activities, he or she is a campus security authority. in an institution’s statement of campus security policy as an individual or organization to which students and employees should report criminal offenses: Your institution must publish a policy statement that tells the campus community who they should report a crime to on the campus. For many institutions, this will be the campus security, public safety or police agency. However, some colleges and universities don’t have a campus police/public safety agency, and those institutions need to notify the campus community about the individual or organization to which crimes should be reported. This may include directing them to report crimes to the local law enforcement agency. The institution may also want to consider whether or not an individual or organization on the campus should be identified for students and employees to report the crime directly to a representative of the institution. (Receiving crime information quickly and directly will be important for assessing whether or not a timely warning should be distributed). ••••• • An official of an institution who has significant responsibility for student and campus activities, including, but not limited to student housing, student discipline and campus judicial proceedings. An official is defined as any person who has the authority and the duty to take action or respond to particular issues on behalf of the institution: This is the most challenging area because the concept of “significant responsibility for student and campus activities” is quite broad. Official responsibilities and job titles vary significantly at each campus, which is why ED says they don’t provide an all inclusive list of specific titles in the regulations. The handbook states, “To determine specifically which individuals or organizations are campus security authorities for your institution, consider the function of that individual or office. Look for
officials (i.e., not support staff) whose functions involve relationships with students. If someone has significant responsibility for student and campus activities, he or she is a campus security authority.” (See Who Is and Isn’t a Campus Security Authority on page 30.)
ASSESS CSAS ON A YEARLY BASIS It is critical for each institution to conduct an annual assessment of the roles and functions of all of their its members to determine whether or not anyone should be added to or removed from the list, resulting from any changes to their job descriptions or responsibilities. To find all of the individuals on campus whose functions involve relationships with students, I suggest that institutions assess all employees who have the following roles and duties: • Significant interaction with students and/or campus activities • Informal or unofficial mentors to students • Member in an office or a committee to whom students are instructed to report or discuss crimes, allegations of crimes and other troubling situations • Oversee disciplinary processes or procedures. It should be noted that CSAs do not have to be paid employees. They can be volunteers serving in one of the roles. The number of CSAs at your institution depends on the number of individuals or organizations involved in security or that have significant responsibility for student and campus activities, not on the size of your institution. Also, if a crime is reported to a CSA, it should be reported to the reporting structure identified by the institution, regardless of whether the reporting party wants to file a report with law enforcement or press charges. www.campussafetymagazine.com
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Mistakes That One Audit Uncovered In a recent (preliminary) program review report, an institution was found to be in non-compliance because the “college did not gather statistics for incidents of reportable crimes from certain institutional sources in a manner sufficient to produce an accurate and complete Annual Security Report (ASR) in accordance with the Act. The failure resulted in additional instances of under reporting and miscoding. Specifically, there was insufficient coordination and communications between the campus safety office and student affairs/ residence life, which resulted in deficient incident reports and disciplinary referral data. Some of the weaknesses identified include the following:” 1. “Resident advisors were trained not to inquire about where alcohol was obtained when students were found to be drinking in residence halls. This questioning was customarily the responsibility of the residence directors and was usually asked as part of the judicial process. If any information was obtained as to who provided the alcohol, an instance that would be an additional law violation, there was no process for ensuring that this information was included in the annual campus security reports.” This assumes that every incident of providing alcohol to a minor actually occurred in one of the Clery geographic areas (on campus, noncampus or public property). If the alcohol was provided to the minor off campus, the violation of the law would not be reportable, as it didn’t occur within the reportable Clery geography. 2. “Clery reportable incidents were reported to resident assistants. However, the college did not have adequate procedures in place to ensure that these incidents were included in the crime statistics. This part of the finding is supported by three incident reports, all of which should have been counted as burglaries. All of these reports were initially reported on an Office of Residence Life form, but none of these incidents appear on the crime log or appear to be included in the statistics for 2007 even though one incident carried a notation that it was reported to the director of security.” When a CSA reports a crime to the security, public safety or police department, that department is responsible for adding the crime to the crime log within two business days. This includes judicial referral information that is forwarded to one of those departments at the end of the calendar year. 3. “Some reports written by resident advisors are written with insufficient detail to allow determination of whether a Clery reportable crime occurred. This part of the finding is supported by an incident report, which details an argument between roommates. The report mentions that a boyfriend of one of the individuals took out a knife, but there is no other description of the weapon and there is insufficient detail to determine whether this should be a weapons law violation.” Many of us have always believed that the CSA was responsible for simply reporting what was reported to them, but this finding of non-compliance suggests that the CSA is responsible for “interviewing” the reporting party in an attempt to find out the details of what occurred.
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clery compliance
TRAIN CSAS ON QUESTIONS THEY SHOULD ASK
How to Properly Classify Incidents
ED expects all CSAs to gather details, or at least ask questions that would provide sufficient detail to properly classify the incident. (See How to Properly Classify Incidents on this page.) This means CSAs need to ask some specific questions and document the responses or lack thereof. The CSAs obviously can’t force the reporting party or the accused to answer those questions, but according to this program review report, CSAs are obligated to ask certain questions. So what questions should they ask? This will be challenging for practitioners because we typically don’t want people like coaches and resident assistants to be in a position of questioning victims. You will need to decide what guidance you provide to your CSAs regarding documenting information that is freely offered by the victim or the accused versus what types of questions you want them to directly ask the individual (recognizing again, that they cannot be compelled to answer the questions asked by a CSA, as they have the basic right to remain silent).
Here is what you would need to know to properly classify each Clery crime classification (if the classification is not listed, no specific suggestions are provided): FORCIBLE SEX OFFENSES ✔ Was the victim penetrated with the suspect’s penis? If so, vaginally or anally? ✔ Was the victim penetrated by the suspect with any other object? If so, vaginally or anally? ✔ Did the suspect force the victim to perform oral sex on him/her? ✔ Was the victim unable to give consent because of his/her temporary (drugs/ alcohol) or permanent mental or physical incapacity or because of his/her youth? ✔ Did the suspect(s) touch private body parts of the victim for the purpose of sexual gratification? If so, what was touched? NON-FORCIBLE SEX OFFENSES ✔ Is the victim related to the suspect(s)? ✔ How old is the victim, and how old is the suspect(s)? ROBBERY ✔ Did the suspect(s) take or attempt to take anything of value from the care,
custody or control of the victim? ✔ Did the suspect take the property by force, threat of force or violence? ✔ Did the suspect put the victim in fear? AGGRAVATED ASSAULT ✔ Did the suspect(s) unlawfully attack the victim for the purpose of inflicting severe or aggravated bodily injury? ✔ Was a weapon used? If so, what type of weapon? ✔ Was the victim injured? If so, describe the injury(s)? BURGLARY ✔ Was there evidence of unlawful entry (trespass)? ✔ Was there unlawful entry into a structure (building, apartment, office, etc)? ✔ Was there evidence that the unlawful entry into the structure was made with the intent to commit a felony or theft? MOTOR VEHICLE THEFT ✔ What type of vehicle with a motor was stolen? ✔ Was the vehicle taken by a person who doesn’t have legal access or owner consent? ✔ Did the suspect take the vehicle out joyriding and then return it? LIQUOR AND DRUG VIOLATIONS ✔ Where (location) was it obtained? ✔ Who (person) provided it to you? ✔ How and who brought it into the build-
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ing/area where you were discovered? WEAPONS VIOLATIONS ✔ What type of weapon did the suspect possess, manufacture, sell, purchase, transport, conceal and/or use? ARSON ✔ Did the suspect(s) willfully or maliciously (intentionally) burn or attempt to burn the property of another or his/ her own property? HATE (BIAS) CRIMES ✔ Was the criminal offense committed against a person or property motivated, in whole or in part, by the offender’s bias?
ACTIONS YOU SHOULD TAKE REGARDING CSAS • Provide training for all CSA’s and document the completion of the training. File the training records for a minimum of seven years. • Send a request for statistics to all CSAs via letter or E-mail in January of each year for the previous calendar year. I recommend that you do this in January because if you wait until the following summer to gather your statistics for the previous calendar year, you will be requesting statistics from six to 18
months ago. A delay in requesting the statistics increases the chance of someone forgetting to report a crime or of leaving the institution during the gap in time between the end of the year and when most campuses actually start to compile their statistics. • Send a crime statistic reporting form to all CSAs (with the request in January). I suggest that you create a form that requires all CSAs to respond to you, with a confirmation that no crimes were reported or with details about a reported incident. • Develop a set of instructions/guidelines with the information you need to properly classify the crime statistics and provide that to your CSAs for their use when reporting crimes. ••••• To download a sample letter that can be sent to CSAs, visit CampusSafetyMagazine.com/ CSALetter. To download a sample report form that CSAs can use, visit CampusSafetyMagazine.com/CSAReportForm. To download the 2011 Handbook for Campus Safety and Security Reporting, visit CampusSafetyMagazine.com/2011CleryHandbook.
DOLORES STAFFORD currently serves as President/ CEO of D. Stafford & Associates, a professional consulting firm specializing in campus safety, security and law enforcement issues on college campuses and universities, including specialization in Clery Act compliance issues. A new online training program for campus security authorities is available for campuses and can be found online at www.dstaffordandassociates.com. For additional coverage of this and other healthcare and educational safety and security topics, visit
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feature
grants
t is an almost weekly occurrence for me to review grant applications for public safety agencies that have been rejected. These are most often accompanied by a note from the grant writer who thought they had turned in a good grant. The writer has no idea why the application was rejected. They also frequently state that they “cannot understand why the department right next door, who is smaller than us, received the award when they run less calls for service than we do.” The writer needs to focus more on what was wrong with their own application and quit pointing fingers at neighboring agencies that most probably presented a clearer and better problem statement. What I consistently find wrong with narrative statements can usually be attributed to two things: 1. Failure to form a proper nexus between the funding sources needs and the applicant’s own. 2. A distinct lack of adequate detail and information to justify that there is a problem for which the grant funding exists to resolve.
I IT’S IN THE
DETAILS
Writing a Proper Problem Statement for Grants Be sure to properly communicate that your needs match those of the funder and provide enough details in your grant application. By Kurt T. Bradley
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SATISFY THE FUNDER’S PRIORITIES FIRST Let’s start by examining the basic definition of a grant: “Money or equipment given to perform certain deeds or services to provide a unique solution, to a unique problem, in a unique community.” The funding source has secured funding that they are willing to give away in order to address certain priorities that they have decided need attention. The key here is: the funding source has established priorities of its own. In simple English, if you want their money, you have to satisfy their priorities first. The experienced grant writer knows that the key to winning this funding is to form a proper nexus between your own need and the needs and priorities of the funding source. This is accomplished with the grant narrative by providing a proper problem statement, which establishes your need. This problem statement is comprised of several items that must be adequately explained in sufficient detail such that any questions the reviewer may have are answered within your document. Think of your grant narrative as a jigsaw puzzle. You must provide the pieces to that jigsaw puzzle so that the reviewer can piece them altogether into one www.campussafetymagazine.com
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comprehensive picture. When written properly, the narrative will provide the reviewer with the components to satisfy the above statement of providing a unique solution to a unique problem in a unique community.
EXAMPLE OF AN INEFFECTIVE STATEMENT Let’s examine what a proper problem statement should contain. Read the following failed problem statement from a law enforcement grant (the real name of the agency and town have been changed and are completely fictional). The writer is trying to obtain some low light style binoculars and puncture resistant gloves that are eligible under the program as an officer safety priority. Law Enforcement has historically been a dangerous profession and continues to be one of the most dangerous. Current statistics indicate that from 1994-2003 56.2 percent of the officers killed in the line of duty and 67.3 percent of the officers assaulted in the line of duty occurred between the hours of 6 p.m. and 6 a.m. It’s during this time, especially in winter months, where officers are required to work in near dark or total dark conditions. Officers are routinely required to respond to potentially dangerous situations such as auto accidents, or fires involving hazardous materials or chemical spills. The City of Anywhere has a light industrial complex, with various types of stored and transported chemicals, including a factory that manufactures plastic toys from petroleum-based products and chemicals. The ability to view the site from a distance in low light or dark conditions could be vital to the survival of a responding officer. The City of Anywhere also has over 75 miles of roadway, including several miles of road on U.S. Highway 5, and State Road Highway 4. U.S. Highway 5 is a highly traveled roadway that directly links Average City and Lake of the Fish to the greater metro area, and is a major conduit for truck and transport traffic. The City of Anywhere routinely investigates close to 400 auto accidents per year, and despite efforts to increase traffic enforcement, the amount of traffic continues to increase, as does the instance of automobile accidents. Approximately 25,000 vehicles pass through the intersection of U.S. Highway 5 and State Road 4 per day. Due to the proximity of Interstate 4, this route is a direct supply route to Anywhere, Somewhere, and other municipalities in and around the county. Having access to the low light binoculars in each patrol vehicle will greatly increase officer safety by allowing the officer to remain a safe distance away from any possible hazards or accident scenes to survey the situation prior to approaching. Additionally, the binoculars can be used during routine patrol and surveillance operations. The police department conducts roughly 100 surveillance operations per year, including some stakeouts and visual observation of residences or businesses. The city has experienced rapid growth and expansion, and as a result, has numerous houses and subdivisions under construction, including a 168-unit apartment complex and various industrial construction projects. Thefts from these construction sites have become an increasing problem, aided in part by the fact that most of the areas have little or no light source where tools and construction trailers are stored. Most construction projects do not have electric service installed until late in the process; therefore, the interior and surrounding areas are generally dark. The ability to see these tool and construction trailers is greatly impaired due to the dark conditions. Additionally, the areas surrounding these sites is usually wooded and undeveloped, allowing suspects to remain hidden until the opportunity arises for them to access the equipment, then retreat back into the dark areas for concealment. The requested night vision equipment will not only allow an officer to observe an area under near total dark conditions, additional components that will be purchased with the night vision equipment will allow the officer to zoom in and photograph the object or subject to be used as possible evidence to support any future prosecution. Recent legislation has reduced the number of methamphetamine labo-
Let’s start by examining the basic definition of a grant: “Money or equipment given to perform certain deeds or services to provide a unique solution to a unique problem in a unique community.” The funding source has secured funding that they are willing to give away in order to address certain priorities that they have decided need attention. The key here is: the funding source has established priorities of its own.
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grants
ratories discovered in the local area, however, the use and prevalence of methamphetamine remains relatively the same. Officers routinely encounter used and potentially deadly hypodermic needles when searching individuals or property, or making custodial arrests. Officers currently have no protection available that will reduce the likelihood that they may suffer a puncture or cut from a needle.
Avoid citing statistics that are only national in scope and fail to relate the situation as it exists in an applicant’s jurisdictional area. Without this detailed information concerning the applicant’s area, the reviewer is left without a clear picture that a true problem exists for this department in this jurisdiction.
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So what was wrong with this statement? There are several things that need to be corrected here. • Too wordy and not concise. • Disorganized and without a smooth transition from one item to the next. • Citing statistics that are only national in scope and fail to relate the situation as it exists in an applicant’s area. Without this detailed information concerning the applicant’s area, the reviewer is left without a clear picture that a true problem exists for this department in this jurisdiction. • Contradictory statements: How can legislation reduce the number of methamphetamine labs but not also reduce the number of users and addicts? • An unrealistic scenario was cited. Officers, when responding to traffic accidents very rarely, if ever, stop at some distance away to survey the scene first.
EXAMPLE OF AN EFFECTIVE STATEMENT Now read below to see what this same request should have looked like to convince a reviewer that it deserves to be funded. Since law enforcement is a 24 hour a day undertaking, it is therefore well established that at least one-third of the hours patrolled every day are under low light situations. It is also well documented and evidenced that the majority of criminals use the cover of darkness to conceal their criminal activities. This is compounded even more so for law enforcement agencies in rural areas, such as ours, where street lights and commercial district lighting is less prevalent than in the larger metropolitan areas. Here in Anywhere, we have a lot of residential and commercial development underway, and during the past two years we have investigated 87 burglaries and thefts from these construction sites, resulting in property losses and damages totaling more than $350,000. Construction sites are dangerous places even in broad daylight and fraught with numerous hazards. Trespassing on a construction site is a felony in this state, and making an arrest on someone who is already likely in possession of construction-type hand tools that they have stolen from the construction site poses a serious threat to officer safety when approaching a suspect under the cover of darkness. Our jurisdictional area has an extremely high number of clandestine methamphetamine labs with an accompanying high number of addicts who live and reside in our area. They routinely conduct their street level sales in these areas where the low light conceals their activities from observation by us. The conventional binoculars that we currently deploy are useless for surveillance purposes under these conditions. Additionally, the preferred method of use for many of these methamphetamine addicts is through intravenous injection via hypodermic syringes that are frequently shared among other addicts. When we are able to affect an arrest, we frequently find used hypodermic syringes and needles, razor blades and other associated paraphernalia in the suspect’s pockets. During the last year we have recovered more than 12 of these sharp objects in suspect’s pockets or in the purses of female suspects. Two of our officers have already suffered incidental needle sticks from these items while conducting pat down searches or searches incident to arrest. Our patrol officers do not have access to Kevlar reinforced, puncture-resistant gloves to protect themselves from these hazards. Thankfully, both officers have been medically tested and found to not
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have suffered a blood borne pathogen related illness such as Hepatitis C or HIV transfer, which is common among drug injecting addicts. We have been lucky so far, but the probability of this occurring grows every time we must search one of these suspects without the benefit of puncture resistant gloves. Our request is quite simple and offers an immediate and very effective solution to both of these problems. We would like to purchase four sets of specialized low-light binoculars to equip each of our squad cars and 12 pairs of Kevlar reinforced puncture resistant gloves for issue and use by our officers.
The difference here is obvious. The writer presented a clear, concise statement that relates directly to the problem the agency is trying to resolve. He/she also presented detailed statistical information to justify that the problem exists. The items being requested were items directly related to officer safety, which was the priority of the funding source for awarding the grant.
MAKE THE FUNDER’S JOB EASY Defining the problem clearly and justifying that problem with relevant local statistical data makes this decision easy and gives the reviewer what they must have in order to say “yes” to award the funding. KURT T. BRADLEY is a senior grants consultant with First Responder Grants Inc. He can be reached at kbradley@firstrespondergrants.com. For more information on grants, visit www.firstrespondergrants.com.
The writer must present a clear, concise statement that relates directly to the problem the agency is trying to resolve and also present detailed statistical information to justify that the problem exists.
For additional coverage of this and other healthcare and educational safety and security topics, visit
CampusSafetyMagazine.com
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feature
active shooter training
During the UC Davis exercise, the Yolo County Bomb Squad detonated a bomb to raise officer anxiety levels to reflect those experienced during a real shooting.
Developing an Effective Response to Campus Shootings Realistic training and input from community partners is how UC Davis and Western Nebraska Community College ready their campuses for active shooter events. By Brittany-Marie Swanson
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hile it is nearly impossible to fully anticipate the trauma and chaos of an active shooter event, proper training can prepare your sworn and non-sworn officers, students, staff and faculty to react effectively. Providing thorough and realistic exercises for your officers and regular drills or instructional presentations for campus personnel and students can help to ensure that effective procedures are followed, reducing the likelihood of fatalities or injuries. In order to cultivate an adequate response, basic training should be held routinely and in-depth exercises should be dynamic and well-planned. An effective campus active shooter plan will encompass communication between your institution and first responders, lockdown procedures and mass notification.
TRAINING PREPARES STUDENTS, STAFF At a college or university, each school year can bring hundreds of new students to campus who are unaware of the policies and procedures in place to protect them. To guarantee each student the opportunity for instruction pertinent to active shooter events, regular training is a must. At the University of California, Davis (UC Davis), students, faculty and staff as well as other community members are the recipients of an annual 90-minute presen40
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tation on active shooters. “Our training approach is…a two pronged approach,” explains Lieutenant Matthew Carmichael of the UC Davis Police Department. “Not only do we continuously train with our sworn staff, we also train our community.” The presentation was developed after the shooting at Virginia Tech in 2007 and has been viewed by thousands of attendees, according to Carmichael. In addition, the department puts on multiple smallerscale presentations throughout the year at the request of community groups. The UC Davis PD must prepare both the university campus and the UC Davis Medical Center – located in Sacramento – for such an event. “We have provided rapid response, first aid training at that medical center,” says Carmichael. “As a matter of fact, as of [March 2011] it’s now mandatory for medical students to attend these survival strategies for active shooter incidents.”
DRILLS NOT A ‘BIG JOKE’ Similarly, at Western Nebraska Community College (WNCC), disaster preparedness is part of the incoming student orientation process. “We give an orientation on lockdown, fire safety and tornadoes when new students come to campus and then we’re also doing training with the students on a monthly basis,” says Bob Hessler, safety
coordinator for WNCC. To heighten student awareness, tabletop exercises specifically aimed at coping with active shooter events are conducted on campus during regular school hours. “The biggest challenge I have with these drills is dealing with the students and getting them to comprehend the seriousness [of an active shooter event], and that it can happen,” explains Hessler. In April, the college will hold a bomb threat drill on its Scottsbluff campus, where an active shooter drill was held previously. In the fall, an active shooter drill will be conducted at the college’s Sidney campus. During these drills, the campus is put on lockdown using the incident command system. Individuals are then systematically evacuated. During the college’s first active shooter drill in 2008, the entire Scottsbluff campus was evacuated within 30 minutes. “When you’re 18, 19, 20-years-old, it’s a big joke. That’s why we try to make it as realistic as we can with the gunshot sounds and the explosive devices on the campus,” adds Hessler.
REALISTIC EXERCISES WORK BEST Both UC Davis and WNCC utilize student and faculty volunteers in drills and exercises. This creates more realistic exercises and better prepares officers for what might occur during a real shooting. “The suspects who have no prior police training, no tactical knowledge, they’re kind of doing what someone potentially would do [in that situation],” says Carmichael. In addition to its annual presentation, the UC Davis PD puts on a full-scale active shooter exercise every three to five years. This intricate exercise requires nine to 12 months of planning. The department used a two-story facility on campus for its full-scale exercise in 2009 that involved the local fire department as well as police agencies from Sacramento, the Bay Area and other colleges. “The referees and the evaluators [for the exercise]…were all from outside agencies,” Carmichael says. “We wanted to get the most bang for our buck, so we did not use our internal staff except for one safety officer. Beyond that, we did not use our own instructors because we wanted them all to be part of the play.” “Classrooms” were created in the facility, where student volunteers received lectures from professors. Smoke machines made it appear as if a fire had started in the building and “shooting victims” in theatrical makeup were placed throughout the facility. The building was divided into cold, www.campussafetymagazine.com
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(left) Western Nebraska Community College designated its automotive building for tactical training during an active shooter drill. Here, a student is held at gunpoint so participating officers can practice taking aggressive action against the hostage taker. (middle) Randy Kleager takes a Western Nebraska Community College student hostage during an active shooter drill so that participating officers can practice their negotiation skills. (right) UC Davis used its active shooter exercise to test a regional medical response to mass casualties. Here, participants practice administering CPR.
warm and hot zones. The UC Davis men’s basketball team volunteered to hold a fake class in the “hot zone” where simunition training took place. To heighten anxiety, the Yolo County Bomb Squad detonated an explosive in a car near campus. Dispatchers handling calls for the exercise also handled regular calls for the university and medical center for the duration of the exercise. “Other than the loose script of two suspects simulating a variation of the Columbine [shooting], play in the field drove [this exercise],” says Carmichael. “We had people from the community that responded in different ways. Some hid for quite some time, some escaped, some were armed [with fake weapons].”
INCLUDE HOSTAGE NEGOTIATION On WNCC’s Scottsbluff campus, participating officers were alerted to the beginning of the active shooter drill by the firing of a starter pistol. The college held a multifaceted exercise in which classrooms were utilized and the automotive building was designated for tactical training. “We shut down the automotive building for the day, and that’s where the operatives in the end…shot it out with the bad guys,”
UC Davis No. of campuses: 2 (university campus and medical center) Sworn police force: yes, 50 officers No. of students: 30,000 Full-scale exercise: every 3 to 5 years Training: annually
Western Nebraska Community College No. of campuses: 3 (Scottsbluff, Sidney, Alliance) Sworn police force: no No. of students: 1,500 per campus Full-scale drill: every 2 years
says Hessler. “The officers would infiltrate [a classroom in the building] to take [the suspect] out to save the student.” Six different suspects were used in the drill “to make the drill active for the officers,” he explains. One suspect took student hostages so officers could practice their negotiation skills. Because WNCC does not have a sworn police force and its security officers are only on duty at night, the exercise was intended for local police agencies and emergency services. The drill on the Scottsbluff campus included the Scottsbluff Police Department as well as the Nebraska State Patrol, the Gering Police Department, the Nebraska Game and Parks Commission and the Regional West Medical Center in addition to several other agencies. Two SWAT teams were also present at the drill. “The biggest improvement we’ve seen with this drill is it gets law enforcement familiarized with our college campus,” Hessler adds.
INVOLVE ADMINISTRATORS, FACULTY, STAFF Active shooter drills can help to familiarize administrators with campus procedures, says Hessler, “Once we get everything in place with all of our emergency management plans, we will put the information on a flash drive so that our administrators … can plug it into a laptop and have all the information right there.” To ease active shooter response in the classroom, WNCC’s mass notification system instructs professors via telephone to “push one if you’re safe, push two if you have people injured and push three if you can hear the intruder. We are then able to print [that data] and know exactly where the intruder is by the responses from the faculty,” Hessler explains. To measure the effectiveness of its active shooter exercise, UC Davis police tagged community participants according to whether or not they had previously at-
tended an active shooter presentation. This allowed the department to determine if the presentation had improved response. The presentations also inspired staff at the campus student health center to create their own lockdown plan. “We worked together and they came up with a plan to lock down a substantial facility upon notification in less than seven minutes; most times they did it in about three minutes,” says Carmichael. “So we had a process – we share it, we work together with all of our facilities on campus. This is an ongoing process and we have 200 plus facilities on campus.”
NOTIFY YOUR COMMUNITY Operating an active shooter drill during regular campus activity can be problematic if you do not properly inform your campus residents. At UC Davis, police used media outlets, E-mail and pamphlets to inform the campus community of the upcoming drill. According to Carmichael, the effort was well worth it. “We blew up a car on campus. We held an active shooter exercise in the middle of the day and we received no false calls and that’s after a several hour event,” says Carmichael. “And that just didn’t happen out of the blue; it happened because we planned ahead,” he adds. To see video of UC Davis’ full-scale active shooter exercise, visit www.CampusSafetyMagazine.com/UCDavisExercise. To see video of Lt. Carmichael’s active shooter training for UC Davis students and community members, visit www.CampusSafetyMagazine.com/UCDavisTraining. Information on involving your community in active shooter drills can be found at www.CampusSafetyMagazine.com/DrillPartnerships For additional coverage of this and other healthcare and educational safety and security topics, visit
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feature
workplace violence
1 Address a Wide Variety of Incidents
Workplace violence occurs along a continuum, and this continuum includes behaviors ranging from discourtesy and disrespect to intimidation/bullying, harassment, retaliation, assault and physical aggression. The process needs to begin with policies and procedures that address this continuum of behaviors and any others that could cause physical or emotional injury, damage assets, impede the typical course of work, or make internal or external customers fear for their safety. Education and healthcare managers have a responsibility to foster an environment that is safe, respectful and service oriented. This responsibility is equally shared by every individual involved in providing or receiving any level of service from the organization. The institution should make every reasonable effort to ensure that no internal or external customer is subjected to any kind behavior on the workplace violence continuum.
11 STEPS TO BETTER WORKPLACE VIOLENCE PREVENTION POLICIES Safety teams, assessments and identifying at-risk locations and individuals are just some of the ways you can prevent on-the-job violence from occurring on your campus. By William F. Badzmierowski
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he California Division of Occupational Safety and Health (Cal/OSHA) recently fined Children’s Hospital in Oakland, Calif., for allegedly failing to protect workers from violence in the emergency department. Cal/OSHA penalized the hospital for having an ineffective training program, incomplete and inadequate procedures to deal with safety concerns, and an “incomplete and untimely hazard correction for workplace violence exposures in the emergency department.” The citations totaled $10,350. U.S. education officials are standing by their finding that Virginia Tech officials broke federal law when they waited two hours to notify the campus that a gunman was on the loose at the outset 42
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of a 2007 shooting rampage. Shootings, stabbings, bombings and similar tragedies are some of the most visible forms of workplace violence, yet they are not the most common in hospitals, schools and universities. Threatening body language, invasion of personal space, verbal or written threats, verbal abuse, psychological harassment, intimidation, retaliation and physical attacks occur with striking frequency in these settings. Eliminating the possibility of violence is unlikely, but specific organizational strategies can decrease the frequency and severity of all types of incidents. Addressing the problem involves a comprehensive and ongoing process of assessment, planning, communication, training and follow up.
•••••
2 Include Safety Team Members With Diverse Backgrounds
One or more safety teams should be responsible for workplace violence prevention and response as well as any associated policies, practices, training programs, emergency drills and ongoing follow up. The team should consist of representatives from management, human resources, employee assistance, frontline employees, legal counsel and any other appropriate organization-specific roles. This team should represent stakeholders at every level of the organization. These may include students, patients, union representatives, media relations specialists, risk management personnel, loss prevention and security. •••••
3 Identify Individuals Who Are at Risk
Safety teams should assess the risk factors in operating sites and related work contexts. Those individuals at highest risk for assault, violence and threats may include anyone having contact with the public; are involved in the exchange of money; deliver passengers, goods, or services; work alone or in small numbers; work late night or early morning hours; or work in high-crime areas. The assessment should include a comprehensive review of each work area and work context to evaluate vulnerability to any type of violence. The safety team should then oversee planning efforts on www.campussafetymagazine.com
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workplace violence
A comprehensive employee training program is essential to preventing and responding to any of the behaviors on the workplace violence continuum. any agreed preventive actions. For example, a university may identify the exchange of cash by personnel working late at night as an area of vulnerability. Often, this vulnerability is addressed by requiring that any cash collected is immediately deposited into a locked safe that can’t be opened by on-duty campus staff. This practice is then publicly posted in order to lower the possibility of theft. •••••
4 Review Records to ID Vulnerable Locations, Trends
The assessment should include a review of any available records involving past incidents and a site-specific security analysis for each work location and work context. Organizations should adopt policies and procedures addressing identified vulnerabilities and specific organizational expectations. For example, many campuses enforce specific time frames for the replacement of defective lighting in parking facilities since dark parking facilities are prime targets for crime. Many also require the presence of specially trained security personnel in the financial aid office and in libraries. •••••
5 Develop Clear, Specific Responsibilities
Policies and procedures should define roles and address employee rights and responsibilities. Comprehensive policies and procedures need to extend well beyond what many organizations call “zero-tolerance” or “hands-off” expectations. They need to spell out specific organizational guidelines, requirements and limits. Some examples would include whether or not there is a strict policy for not touching a physically aggressive individual. Another policy might state whether certain trained personnel are authorized to safely physically intervene. Some campus policies allow only designated personnel to contact external law enforcement, requiring others to instead contact campus police. •••••
6 Include Complementary Policies
Policies should consider any related and complementary policies, procedures, guidelines and practices. These might include policies related to 44
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campus bullying, sexual harassment or discrimination because such behaviors can lead to violence or threats. They should incorporate any applicable requirements under the laws in specific jurisdictions, other regulations, standards, best practices or mandates regarding the issue. Keep in mind that organizations engaged in work at more than one location or context may need to address compliance issues in more than one jurisdiction. For example, a healthcare corporation may provide services in several states or provinces. Laws in each of these jurisdictions may emphasize or address different aspects of workplace violence. Some may even define violence very differently than others. •••••
7 Conduct Ongoing Risk Assessments
Assessments of all areas of the work environment should be done on an ongoing basis. They should take into account the nature of the work performed in specific areas or contexts, the history of incidents and industry trends involving types of risks faced by employees engaged in similar work environments or contexts. For example, it is important for healthcare facilities to research current workplace violence trends in healthcare facilities nationwide. Beyond identified intervals, risk assessments should also be done at any point in which a major change takes place. Examples include changes in employment status, employee work schedules, construction, remodeling, downsizing and mergers. •••••
8 Encourage Staff to Take Responsibility for Their Safety
Employees must also be aware of their own responsibility in risk assessment. Faculty, staff, students and any others must know that they are required to promptly report threats to specifically identified authorities, such as campus or local law enforcement. Policies need to address acceptable interventions and the limits on an employee’s response to violence. These may include guidelines on how a staff member should communicate with a person making a threat involving a weapon, how additional help should be summoned and directions for isolating the situation if possible.
9 Address Domestic Violence Issues
While staying sensitive to the privacy and confidentiality of personal relationships, policies should recognize that there are times when assault, violence and threats may occur related to personal relationships. Policies should define specific expectations in such cases. These expectations may need to address whether or not campus personnel are legally empowered to seek orders of protection on behalf of domestic violence targets. The policy should also address any special working considerations that might be extended to domestic violence targets, such as flexible working hours or additional time off to attend legal proceedings. The policy should further define education and counseling resources available to faculty, staff and students. •••••
10 Indicate How Incidents Should be Documented
Policies also need to outline expectations relating to factual documentation. Most colleges require that such documentation be submitted within a specified time frame, often no longer than 24 hours following a violent incident. Requirements may be different if the incident involves a serious injury or fatality. •••••
11 Train Staff So They Are Prepared
A comprehensive employee training program is essential to preventing and responding to any of the behaviors on the workplace violence continuum. Training is important in communicating policies and procedures. It is vital in providing all employees with the information and skills they need to fulfill their roles in maintaining a respectful, service oriented, physically and emotionally safe workplace, even during a moment of crisis. All employees at all levels should understand their roles in any emergency, including those involving violence.
BILL BADZMIEROWSKI is the director of instructor services with the PrepareTraining program at CPI Inc. He can be reached at wbadz@crisisprevention. com. For additional coverage of this and other healthcare and educational safety and security topics, visit
CampusSafetyMagazine.com www.campussafetymagazine.com
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department management
HOW TO MASTER
LAW ENFORCEMENT REPORT WRITING
The secret to report writing is a straight-forward style that accurately communicates the important points in a logical sequence. By Amaury Murgado
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henever anyone talks about report writing, images of my academy class and the boring report writing segment always comes to mind. What I didn’t know then but know now is just how important report writing really is. We tend to write police reports for economy. “Detailed yet concise” becomes the battle cry for supervisors and at the same time creates a nexus for officers. In reality, we write quickly so we can get to the next call, only to write again. It’s a convoluted method that demands a great deal but also tends to ignore some of the more technical aspects of writing. There is a middle ground, however, where technical writing and economy can meet to serve the greater good. Experienced instructors know they can’t teach report writing. By the time people come into law enforcement, they either know how to write or they don’t. 46
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You can’t cram 12 years of school into a 40-hour block of instruction no matter how good you are. But what instructors can teach is a particular style of writing. Style becomes the structure that helps form a quality report. If you focus elsewhere and replace it with something more restrictive like an outline, then you miss the point altogether. For example, an outline is too rigid. It restricts your ability to maneuver. Combining elements or sections becomes more difficult. If you have ever worked a busy shift where your reports start to stack up, you understand the need to write in as tight a package as possible. The problem is it’s very hard to write concisely. Thomas Jefferson allegedly wrote a friend once and advised he was sorry for the length of his letter, as he did not have time to write a short one. You no doubt know this to be true from experience. We therefore have to strike a balance between writing a novel like “War and Peace” and Dave Smith perso-
na Buck Savage’s infamous short report “Saw drunk, arrested same.”
APPLY THE JOURNALISTIC APPROACH We write to inform, not to impress. The first step involves using the journalistic approach. You need to answer who, what, when, where, why and how. It sounds counterintuitive, but it’s where police officers fail the most. It’s not because we don’t have the information. It’s because we haven’t organized the information we do have to our advantage. A highly effective report writing structure goes like this: how the officer got the call, what the complainant/witness/ victim said, what the officer observed, and what the officer did. Adhering to this structure allows any first responder to tackle any initial investigation with ease.
EXPLAIN HOW YOU GOT THE CALL We take for granted the numbers of ways we can get a call for service. We can be dispatched or flagged down. It can be www.campussafetymagazine.com
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a walk-up or a follow-up. It’s important to state how you got the call even if the investigation proves it to be something else. If it’s in progress, you would put that information here as well, up until the situation was under control. Once calmed down, you go on to the next section. For example, if you drive up to find two males fighting, you can’t begin your interviews until they get separated, calmed down and checked for injuries.
SUMMARIZE WHAT THEY SAID The next portion involves interviewing any witnesses, victims, complainants and possible suspects. You summarize and paraphrase each of their testimonies. You should use quotes when they directly apply to the crime or violation. Don’t be shy about vulgar language either. If they said it, you can quote it. You are just documenting their version and not necessarily what actually happened.
TELL WHAT YOU OBSERVED After your interviews, write down what you observed. If the house has been ransacked, describe the scene in detail. If your victim has been hit, describe the injuries. If the victim swears someone kicked in the front door but you find no evidence to support the claim, you need to write that down too: “I found no evidence to corroborate that the door was kicked in.”
EXPLAIN WHAT YOU DID
and stole $6,000 worth of jewelry.” You have easily combined how you got the call and the elements of the crime. You also set yourself up for the next part of the report, which is what the victim said. You even informed the reader that it was forced entry without writing a separate sentence. Sometimes you’ll write a long narrative, and a reader can get lost in the details. Using a short summary paragraph Report Writing Tips at the end helps tie things up nicely. It highlights the totality of the situation and 1. Don’t just write a police report. the outcome. 2. Write to inform, not to impress. This type of structure helps new of3. Use the journalistic approach of who, what, when, where, why and how. ficers remove some of their anxiety. For 4. Do not answer a question and create a first responders, the length of our reports new one. works in reverse; the more complicated 5. Use the road map. the call the easier the report. For example, most recruits are afraid Hernandez and Mr. Smith all agreed that of handling a homicide. In reality, it’s one the vehicle was a brown compact. Howof the easiest reports to write. You arever, Mr. Johnson stated it was a green rive, you secure, you contain and then mid-sized car.” This saves you from writyou call out detectives. Upon their aring the same thing over and over again. rival ,you turn everything over to them Work on sentence structure and cut (assuming your agency works that way). out excessive words whenever possible. Your biggest role becomes securing the Never use seven when five will do. For scene. Your report is very short, while a example, “The victim had no suspect indetective’s may be near book length. formation and desired prosecution,” is On the flip side, a simple incident like short and sweet. someone hitting someone else might You should also convert elements of seem like it takes forever to write. This is especially true if you have multiple witnesses and victims A highly effective report on both sides. I have seen proswriting structure goes ecution packets of this nature like this: how the officer almost an inch thick.
got the call, what the
The last portion covers what KEEP YOUR REPORT complainant/witness/ STRUCTURED you did while investigating the victim said, what the Report writing is relatively simincident. This includes proofficer observed, and ple when you follow the struccessing the scene, conducting ture of how you got the call, a neighborhood canvass or what the officer did. any other action material to the Adhering to this structure what people said, what you observed and what you did. This investigation. Minor things like allows any first responder to tackle particular style of report writing handing out an incident numallows you to tackle any incident ber needn’t be documented any initial investigation with ease. as a first responder. If you’re a unless your agency’s policies supervisor, don’t tell your officers what to require it. Since this constitutes the last the crime into sentences. Your report has write or even how to write. Instead, show portion, also include a closing statement to prove what you labeled it. “The victhem what your agency needs and create to let the reader know you are done. It tim stated that someone without consent a writing style. Give them some structure, can be as simple as, “The report was forentered her home and stole $500 worth and let them fill in the blanks. They may warded for further review.” of her property.” In Florida that describes just surprise you. burglary, without having added any extra DON’T FORGET THESE TIPS fluff. Don’t answer a question and by doing AMAURY MURGADO is a special operations HOW TO PUT IT ALL TOGETHER so, create a new one. A very common lieutenant with the Osceola County (Fla.) Sheriff’s Since style creates structure without lockmistake occurs when someone writes, Office. He is a retired Master Sergeant from the ing you into an outline, you can easily “I processed the scene with negative reArmy Reserve, has 23 years of law enforcement experience, and has been involved with martial combine any section. Here is a simple ilsults.” It begs the question, “Where and arts for 37 years. lustration: “I was dispatched to a burglary what did you process?” over with. Upon my arrival, I met with If you have multiple witnesses, comFor additional coverage of this and other healthcare the victim, Mrs. Jones. She stated somebine the like testimony and discuss the and educational safety and security topics, visit CampusSafetyMagazine.com one without consent broke into her home differences. For example, “Mr. Jones, Mr. APRIL/MAY 2011
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SAFETY ZONE
Why I Appreciate OSHA A trip I recently took to Vietnam made me realize the importance of U.S. safety regulations.
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By Michael Dorn Michael Dorn serves as the Executive Director of Safe Havens International, a global non-profit campus safety center. During his 30 year campus safety career, he has served as a university police officer, corporal, sergeant and lieutenant. The author of 25 books on school safety, Dorn’s work has taken him to Central America, Mexico, Canada, Europe, Asia, South Africa and the Middle East. He can be reached at mike@ weakfish.org.
once had an acquaintance who told me that he had just returned from a trip to Puerto Rico where he had stayed in a house with a classmate of ours from the FBI National Academy. He told me that while he was on that vacation, he had gained a great appreciation for our nation’s Occupational Safety and Health Administration (OSHA). I had not travelled much outside the United States at the time and failed to fully understand his comment. A recent trip to Vietnam, however, really reinforced my friend’s opinion about government safety regulations. As with all my previous trips to the country, I had a great time. Most folks I met really like Americans, and they were most gracious. A number of people invited us into their homes for lunch or dinner as is a typical Tet tradition. Vietnam is a beautiful country with some of the best food to be found anywhere. But the difference in how safety is viewed is pretty noticeable, as is the case in many other parts of the world.
EVEN EXPENSIVE BUILDINGS ARE UNSAFE Despite the fact that one can easily drop between half million and several million U.S. dollars to buy a house in District Seven of Ho Chi
Minh City, the lack of housing codes, safety regulations and an equivalent counterpart to OSHA can’t be found in even these high-end homes, many places of business, as well as on K-20 campuses. Though there is no shortage of unaddressed safety concerns on American campuses, one can much more readily find astounding safety concerns in developing nations around the globe.
Though there is no shortage of unaddressed safety concerns on American campuses, one can much more readily find astounding safety concerns in developing nations around the globe. In my last trip, one 13-hour drive during the Tet holiday was particularly frightening. Lam, my brother-in-law, however, was not at all concerned with the numerous close calls with tourist buses as they passed other vehicles on curves in the mountains. Perhaps he wasn’t afraid because he survived five years of fighting the Khmer Rouge in Cambodia as well as three months fighting Chinese troops in Vietnam. For me, the drive was a bit much. One only has to take a trip to Southeast Asia, India, Tel Aviv or Bolivia to gain proper perspective of drivers in Washington D.C., Los Angeles or New York City. While a growing number of businesses and schools in Vietnam are built and operated in a much safer manner, the general level of life safety is not as well addressed with the resulting deaths and injuries that one might expect.
BE GRATEFUL FOR U.S. SAFETY CODES Every time I return from another country anywhere in the world, I have a greater appreciation for our freedoms and many other things about our way of life in the United States. When I return from regions where many aspects of safety are not so tightly regulated, I am grateful that we do have a system of checks and balances, not only in our government but in our approach to the protection of people. This photo was taken by the author during a recent trip to Vietnam, where very few safety regulations and codes exist to protect buildings and facilities. Photo courtesy Safe Havens International
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For additional coverage of this and other healthcare and educational safety and security topics, visit
CampusSafetyMagazine.com
www.campussafetymagazine.com
4/4/11 2:02:33 PM
One number to order. One unit to install. One complete EasyKit. Exclusively from Detex, the Automatic Operated Door EasyKit™ is the ideal choice for handicap access to your healthcare facility. This EasyKit includes the new AO19 low-energy door opener with Advantex Latch Retraction. Mounted and pre-wired in one unit, it’s simple to install, wire and service. A workhorse on the job, the reliable AO19 offers all the features you expect in an automatic door operator, like adjustable time delay, push and go, reverse on obstruction, and sequencing for vestibule doors. Its more robust motor operates light or heavy doors day in and day out. And now it comes to you turnkey in a Detex EasyKit, complete with everything needed to get it up and running without a complicated installation job. Order your Automatic Operated Door (AOD) EasyKit with one intuitive catalog number. One price. No problems. Just call 1-800-729-3839 or visit www.detex.com. 800-729-3839 830-629-2900 www.detex.com www.campussafetymagazine.com/freeinfo/14104
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TECH BOOT CAMP
K-12 Access Control’s Weak Link: Visitor Verification Most access management systems can also track guests at little or no additional expense to a campus or district. By Beverly Vigue
BEVERLY VIGUE is the vice president of education markets for Ingersoll Rand Security Technologies.
M
any schools have done a good job of credentialing employees and verifying and tracking access. Unfortunately, in many cases, visitors have been overlooked. More than half of districts utilize identification badges for staff and personnel, while upwards of 16 percent provide them for students. More than 85 percent require all visitors to sign in and receive a badge. Eighty-five percent of schools use manual sign-out processes for parents picking up students; however, 11.5 percent have no identification system in place.
REMEMBER YOUR LOW, NO-COST OPTIONS While funding issues will continue to affect some school safety initiatives, significant security program improvements can be made with little or no cost. They include visitor management (control-
The good news is that most brand name security management systems that track employee access also have sophisticated visitor management systems. As a result, visitors can be managed with little additional investment. With a visitor management system integrated with badging and access control systems, schools can effectively institute rules for visitor oversight. Operators can assign access control privileges to authorized guests and verify that guests are tracked to a particular location. No longer must they use manual system or paper-based visitor logs. Now, schools can track visitors, schedule their activities and maintain a database for reporting purposes. They can also maintain a list of people who are not allowed into a facility, whether for security, guardianship/custodial rights, personnel restrictions or other reasons. The visitor management system can require a photo and/or signature from
When the school expects a large group of visitors, administrators can preload their names and information, as well as have the badges waiting for them when they arrive. This streamlines movement in and out of the lobby. This can be seen as a public relations tool because visitors who are not kept waiting become happy advocates. ling access through measures involving sign-in/ sign-out and requirements to display identification), staff IDs (visible badges or uniforms that identify school personnel); and student pick-up areas and documented procedures that address student and guardian accountability. A closed campus policy also helps. With this type of policy, all exterior doors are closed and locked when the facility is occupied, requiring visitors to enter through the main entrance and sign-in at the main office.
Today’s visitor management systems can help schools do away with paper-based visitor logs. This helps to improve access control and security. 50
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the guest, and the school can compare these items to stored information. All visitors can be screened against a banned parties list.
GUEST PASS SYSTEMS PROVIDE SOFT BENEFITS Visitor management systems can also reflect a positive image. Check-in can be much faster. Systems can automatically send an E-mail to the visitor’s host, including photo, upon arrival or departure. They can print on-the-spot labels, photo IDs or generic visitors’ badges. These solutions can even define color codes for the badges based on the visitor’s status. When the school expects a large group of visitors, administrators can preload their names and information, as well as have the badges waiting for them when they arrive. This streamlines movement in and out of the lobby. This can be seen as a public relations tool because visitors who are not kept waiting become happy advocates. With a visitor management system, schools can now provide the same access control to guests that they do to employees in an easy-to-use, automated manner, thereby increasing security and convenience for all. For additional coverage of this and other healthcare and educational safety and security topics, visit
CampusSafetyMagazine.com
www.campussafetymagazine.com
4/4/11 1:33:17 PM
www.campussafetymagazine.com/freeinfo/14056
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4/4/11 1:33:30 PM
AS I SEE IT
Stenroos’ Crying Wolf Hurts Cops Everywhere At a time when all cops are under siege, the last thing you need is a false alarm.
David Griffith is the editor of Police magazine.
I
n late January, violence against police officers was a hot topic in the news media. In one week alone, officers from Michigan to Florida to Indiana to Washington were either killed or wounded in shootings. These and all of the other officers who were attacked that week were serving the public when violence fell upon them. They are heroes whose names and deeds should be well-remembered by the media and the people. And they will be. Unfortunately, the name the public is likely to remember best is Jeffrey Stenroos. Jeffrey Stenroos was a Los Angeles Unified School District police officer. Around noon on Wednesday, Jan. 19, he reported that he was shot in the chest by a 40-year-old white guy with long brown hair. His body armor reportedly saved his life. That report had a massive effect on the West San Fernando area where Stenroos worked. More than 350 officers from four agencies participated in a manhunt for the gunman. More than 9,000 students were locked in their classrooms — some well past their normal school day — using trash cans as toilets because they had no access to bathrooms. And tens of thousands of motorists were inconvenienced by roadblocks and traffic stops, as officers set up a seven-square-mile perimeter, refusing to let anyone in or out. Stenroos himself was rushed to the hospital. His vest stopped the round but he was bruised by the impact. Doctors told the Los Angeles Times that Stenroos was lucky.
At a time when law enforcement officers are being attacked across the nation at an alarming rate, the Stenroos case distracts people from the real issue: What is going on out there? Why are so many cops being killed? And what can be done about it? The search for the gunman continued for more than a week. Police received calls from panicked citizens claiming that they had seen him. One even reported that the man had run into her backyard. The Los Angeles City Council, the Los Angeles Police Protective League and several businesses pooled their resources to offer a reward of $100,000 for information leading to the arrest of the shooter. But while all this was going on, detectives investigating the case started to pull at some
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hanging threads. They were puzzled about the bruise pattern that the shot reportedly left on Stenroos’ chest. They were also troubled by inconsistencies in Stenroos’ story, and in the end, the whole thing fell apart. Authorities now believe Stenroos concocted the entire story, and he has been charged with perjury, filing a false insurance claim, preparing false evidence and filing a false police report. He will also be fired from his job. His alleged motive for the hoax has not been determined. He reportedly told investigators that his gun went off by accident, but they’re not buying it. One thing is clear, however: the department, the police union and the city government are all furious. “The entire city was led down a path of misinformation,” LAPD Chief Charlie Beck said. Paul M. Weber, president of the L.A. Police Protective League, called Stenroos “a disgrace to the badge.” And the city council piled on by voting to sue Stenroos for the cost of the incident. “We had thousands of dollars spent on police overtime,” Council President Eric Garcetti told the Times. The actual bill may top $400,000. That money was spent on officers from at least four agencies, including the LAPD, the Los Angeles County Sheriff’s Department, the California Highway Patrol, and the FBI. But it’s not the money or manpower spent on this alleged hoax that should alarm law enforcement officers nationwide: it’s the erosion of public confidence. The Stenroos case is the law enforcement version of the “Boy Who Cried Wolf.” As every schoolchild knows, crying wolf when there isn’t one is a good way to get eaten. Worse, at a time when law enforcement officers are being attacked across the nation at an alarming rate, the Stenroos case distracts people from the real issue: What is going on out there? Why are so many cops being killed? And what can be done about it? If Stenroos really did what he’s accused of doing, then he did more than disgrace his badge. He spit on the legacy of all the officers who have ever been attacked in the line of duty and made the job that much more dangerous for everyone in the thin blue line. For additional coverage of this and other healthcare and educational safety and security topics, visit
CampusSafetyMagazine.com
www.campussafetymagazine.com
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BEST PRACTICES
John and the Parking Structure: A Customer Service Fable Why you should try the customer-service approach to campus security.
By Jim Grayson Jim Grayson is a senior security consultant with Hughes Associates Inc. His career spans more than 35 years in law enforcement and security consulting. He worked for UCLA on a workplace violence study involving hospitals, schools and small retail environments and consulted with the National Institute of Occupational Safety and Health on a retail violence prevention study. He can be reached at grayson@hai-security.com. Check out Jim’s blog on CampusSafetyMagazine.com/Blog.
T
his is the story of a conscientious security officer named John. He worked on a large campus, keeping thieves and burglars away from the cars and vans that were parked inside. One day while making his rounds, he saw a shadowy figure, dressed in a long shaggy coat skulking around the parked vehicles that he had vowed to protect. “Excuse me, sir,” John said in a most commanding voice. “Can you please tell me what you’re doing skulking around in my parking structure?” The shadowy figure rose up to his full height and stared at John with obvious contempt. “Do you know who I am, young man?” he said. “I’m Mr. Big, the president of this campus. You are rude, sir, and you’ll pay for your lack of respect.” John scratched his head thoughtfully and continued his patrol. Mr. Big stomped off to his office, a skill he had mastered in his MBA program. He called the security company and complained loudly to the president about John’s rude conduct. The president complained loudly to the operations manager who complained loudly to John’s recently promoted supervisor. The supervisor confronted John and loudly rebuked him for his rude treatment of Mr. Big. John insisted that he had just done his job, as he was trained, but his defense fell on deaf ears. The supervisor gave him a written reprimand, a scar that would remain in his
The right low-risk customer service approach to security problems can make good people safe while making bad people go elsewhere. record from that day forth. The next day, John was patrolling the parking structure when he saw another shadowy figure skulking around the parked cars and vans, but, John had learned his lesson. “Doing my job only gets me in trouble,” he thought as he walked away from another potential reprimand. “What shadowy figure?” He thought as he walked off to the next level. Later that month, John and his new supervisor were retrained in the art of low risk, customer-oriented crime prevention. They
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worked together to practice their new skills in John’s parking structure. John appreciated the support and involvement of his supervisor and mentor as they shared in the learning experience. The very next day, John was patrolling the third level of the structure when he came across another shadowy figure skulking among the cars and vans. John approached with a smile and said, “Hi, you look a little lost, can I help you find something?” The shadowy figure rose to his full height, smiled and said. “Hi, I’m Mr. Big’s son, Lance. This is my first day on the job, and I have somehow managed to misplace my car.” “Not a problem,” John said. “It’s easy to get lost in here. Let me give you a hand.” John helped Lance find his car and was rewarded with a smile and warm handshake. Later that same day, John saw another shadowy figure skulking through his lot. He approached the man, smiled and spoke. “Hi there, can I help you find something?” The man jumped up, looking clearly startled. “Hi, uh . . . I’m just trying to find the exit,” he stammered. “Not a problem,” John replied. “It’s easy to get lost in here. Just follow me. I’ll guide you to the exit.” John escorted the man to the exit and bid him a fond farewell. He remained there, smiling and looking around until the shadowy figure was well away. Mr. Big saw both events on his state-of-theart video surveillance system. He was clearly impressed with the new security program. He immediately called the president of the security company and loudly praised John’s remarkable performance. The president loudly praised John’s performance to the operations commander who loudly praised John to his supervisor. John’s supervisor created a commendation that was placed in John’s package, where it resided from that day forth. The moral of the story: The right low-risk customer service approach to security problems can make good people safe while making bad people go elsewhere. For additional coverage of this and other healthcare and educational safety and security topics, visit
CampusSafetyMagazine.com
www.campussafetymagazine.com
4/4/11 1:36:08 PM
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TECHNOLOGY AT WORK
2
3 AEHN will eventually replace all legacy Wiegand magstripe technology with secure iCLASS reader and card technology.
3 / U. of Miami Unifies Video Surveillance With IP System 1 1 / City of Stamford Deploys Additional Radar Signs The city of Stamford, Conn., has purchased 10 new Information Display Company SpeedCheck radar speed signs to support their ongoing school zone safety initiatives. That brings the total number of city-owned speed displays to 34. They soon hope to have enough radar speed signs installed along their various school zone routes to slow cars around each of their 20 public 4 school buildings. In the past, the city’s team of signal engineers had to manually open and adjust each radar speed sign when upgrades or scheduling changes needed to be implemented. Now each of the signs includes Bluetooth wireless technology that lets the engineers make firmware upgrades and scheduling changes from the comfort of their cars. The city also invested in Information Display Company’s DisplayManager system that, when in operation, will allow city engineers to monitor, adjust and control each sign from one central office location. During school hours, lights on the signs automatically flash and remind drivers of their passing speed. Most importantly, the radar speed signs refocus driver attention away from various distractions and back on their own driving behavior.
2 / Albert Einstein Healthcare Network Completes Major Employee Re-badging The Albert Einstein Healthcare Network (AEHN) re-badged more than 7,000 personnel following the firm’s spin-off and corporate re-branding, while also migrating to higher-security 13.56 MHz contactless technologies. The firm simplified the re-badging process by working with HID Global, a provider of secure identity solutions. AEHN’s first objective was to re-badge personnel at the organization’s four hospitals, seven campuses and approximately 50 offsite primarycare physician and surgical-center locations. Its technology integrator, Siemens, chose HID’s dual-technology iCLASS readers and smartcards to replace the organization’s 300 existing Wiegand swipe readers. AEHN produced its 7,000 new dual-technology badges using HID Identity on demand services, rather than producing the badges in-house.This enabled AEHN to complete its re-badging production run in four weeks, with minimum involvement from its protective services team. According to HID, the personalized credentials were tested over two payroll cycles and performed flawlessly each time, including demonstrating full compatibility with AEHN’s KRONOS payroll system. Another 3,000 badges were developed with iCLASS secure contactless technology, only, since 56
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The University of Miami (Fla.) has installed more than 350 IQinVision megapixel cameras throughout its main campus. The school had maintained many analog video surveillance surveillance systems for a number of years, but the network of systems was decentralized. In order to integrate all the different video systems into a single unified solution, university officials determined the institution needed to upgrade to IP. The university actually has over 400 cameras installed, with approximately 90 perecent of them being IQeye HD megapixel cameras. IQeye cameras are installed wherever image quality is critical for identification purposes— parking lots and areas that typically have a high density of students. University police also conducted an analysis to identify high crime areas. Cameras were then installed to address pressing needs at the locations identified in the study. OnSSI video management software allows campus police to view images from all the IQeye and other cameras, while each school or separate department views only the cameras installed in their buildings or area. As legacy analog cameras fail, plans call for replacing them with more IQeye cameras. The school is also testing Standard Definition IQeye cameras. Also, university staff are continuing to explore ways to assist law enforcement to more effectively perform their critical work. Improvements under study include police viewing video from squad cars and monitoring video on iPads or other mobile devices while patrolling on foot.
4 / U. Mass Lowell Adopts Voice Messaging for EMTs The University of Massachusetts, Lowell emergency medical services (EMS) department is now using Call-Em-All’s voice messaging platform, which allows its director of operations to make just one phone call to quickly alert each of the school’s 25 student EMTs. The voice message can alert them in minutes about an emergency situation, requesting their assistance and providing instructions on where they should report. For example, in December 2009, the director used Call-Em-All to alert UMass Lowell EMTs of an emergency situation that developed as a result of an ice storm that swept New England, leaving 1.25 million homes and businesses without power, forcing schools to close and toppling iceladen trees and power lines onto slippery roads. Call-Em-All was used to send a message to all of the school’s EMTs with instructions on where to report. As a result, the EMTs were able to help staff the city shelters in minutes during a time when the area’s resources were so strained that it would have been impossible to address everyone’s medical needs. In addition to instantly alerting its EMTs of an emergency, Call-EmAll enables UMass Lowell EMS to easily track who is receiving each message. This allows the department to better adjust to emergencies, helping it request additional help from other emergency responders. www.campussafetymagazine.com
4/4/11 1:38:06 PM
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ADVERTISER’S INDEX
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4/4/11 1:39:25 PM
TOOLS OF THE TRADE
Speco Technologies HD DVR Speco Technologies of Amityville, N.Y., releases the DVR4HD, a high-definition DVR that complements the company’s HDcctv camera lineup. Featuring 720p recording and H.264 compression, the DVR has a recording rate up to 120 frames per second (fps) with real-time live display. The device offers a four-channel input and one-channel output. Hard disk drive sizes are available from 1TB to 8TB. Need FREEInfo? www.campussafetymagazine.com/FREEInfo/13400
Pelco Spectra HD Megapixel P/T/Z Camera The Spectra HD by Clovis, Calif.-based Pelco by Schneider Electric features the company’s Sarix technology platform and 960p maximum resolution (20 images per second). The camera offers 18x optical zoom, built-in analytics and expansion ports and continuous 360° pan rotation. The product, which is also available at 720p (30 ips), comes equipped with either two H.264 video streams or one H.264 and one M-JPEG video stream. Need FREEInfo? www.campussafetymagazine.com/FREEInfo/13401
DoubleStar • Star 15 Patrol Rifle The Star 15 Patrol Rifle is built on an A-1 configuration with a one-in-nine twist barrel. Capable of MOA accuracy, the Star 15 Patrol Rifle has a phantom flash hider, a YHM four-rail hand guard, a GG&G flip-up MAD rear sight, a Hogue rubber pistol grip, and a DSC six-position M4 buttstock. Available upgrades include a chrome-lined barrel, a two-stage trigger, an H buffer, and a bipod. The Star 15 is available in a variety of configurations, including a CAR-15 carbine and a match rifle with a 20-inch barrel. Need FREEInfo? www.campussafetymagazine.com/FREEInfo/13402
Visonic Wireless Smoke and Heat Detector The MCT-427 wireless smoke and heat detector by Visonic of Bloomfield, Conn., offers fire detection sensitivity, including the ability to sense rapid temperature changes and detect smoke. It also features an extended battery life of up to eight years. The detector monitors temperature changes and activates an alarm when the temperature reaches 122° F and starts increasing rapidly. As a fully supervised wireless detector, the MCT-427 emits visual and voice warnings. The control panel instantly forwards the alert to a central station and/or private phone number.
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The IP5000 full duplex emergency speakerphone technology from Code Blue includes user programming capabilities, reliability, vandal resistance, auxiliary functions, fault monitoring and reporting, and a public address system. It is designed to be compatible with Code Blue’s Blue Alert mass notification system over the wired or wireless network, simplifying installation and existing system retrofitting. Blue Alert allows flexibility in announcement delivery by providing text-to-speech, live broadcast, pre-recorded messages and warning tone options, as well as announcement repeat and scheduling features. Need FREEInfo? www.campussafetymagazine.com/ FREEInfo/13405
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TOOLS OF THE TRADE
GAI-Tronics Red Alert Emergency Telelphones GAI-Tronics’ new Red Alert emergency telephones are designed for maximum environmental sustainability, high audio quality, and unparalleled monitoring capability, according to the company. In addition to providing hands-free, two-way communications, the product can report its location, provide call activity reports, activate two peripheral devices (locally or remotely), and let you know when it is experiencing problems. The product’s TMA software application installs on a customer-provided PC and will automatically monitor push buttons, microphone integrity, speaker integrity, line integrity and call connection. Need FREEInfo? www.campussafetymagazine.com/FREEInfo/13406
Norton Door Controls 5900 Series X-in Door Operator Norton Door Controls of Monroe, N.C., an ASSA ABLOY company, introduces the 5900 Series X-in low-energy door operator. The UL325-certified operator combines one-touch programming with the ability to calibrate door weight, latch and sweep speeds and positioning based on ADA and ANSI standards. Featuring a lock circuit retry, the product will reverse 10˚ and try again if the door fails to close initially. It also offers a power handle for increased latching power. Need FREEInfo? www.campussafetymagazine.com/FREEInfo/13407
UTC MASterMind EX Monitoring Software The MASterMind EX monitoring software platform by UTC Fire & Security of Bradenton, Fla., offers serviceoriented architecture (SOA) to allow better control of data flow from the database to the end user. Its comprehensive suite of product offerings includes monitoring, billing and receivables, sales and service management as well as integrated Web solutions, video, access, telephony, GPS tracking and reporting. Need FREEInfo? www.campussafetymagazine.com/ FREEInfo/13409
Axis 3-Megapixel Dome Camera Chelmsford, Mass.-based Axis Communications’ P3346 dome camera offers full image rates at 1,080 pixels or 3-megapixel resolution. The ONVIF-compliant product also has virtual pan/tilt/zoom-like control with remote focus and zoom. Different sections of the image can be zoomed in on and run as a separate stream. Multiple H.264 as well as MJPEG streams can run simultaneously. The new P-Iris technology makes precise adjustments to the iris improving color, contrast and depth of field to provide better image quality from megapixel and HD cameras, according to the company.
Zenitel Stentofon AlphaCom XE Audio Servers Zenitel USA of Kansas City, Mo., offers its Stentofon AlphaCom XE Series audio servers. The critical communication over IP (CCoIP) processor boards provide increased audio bandwidth, the company says. Utilizing true IP audio edge devices, such as IP masters, IP substations and SIP stations, the products provide high definition voice, active noise cancellation, adaptive jitter buffering, and an integrated managed switch with advanced networking and security functions (VLAN, IEEE 802.1X). Need FREEInfo? www.campussafetymagazine.com/FREEInfo/13410
Need FREEInfo? www.campussafetymagazine.com/FREEInfo/13408
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4/4/11 1:40:33 PM 3/17/11 1:46:14 PM
TOOLS OF THE TRADE
Aiphone IS Series Rescue Assistance Stations Aiphone’s IS Series Rescue Assistance Stations are manufactured to be integrated with CCTV systems, and the stations meet the latest ADA requirements, including station lettering, Braille signage, a call status indicator light, a call button mounting height on towers and the thinnest mounting box available. The IS Series features a wide angle camera with pan/tilt control from the master station, capturing a larger viewing area and ability to zoom in for greater detail. Aiphone’s modular design allows for maximum flexibility with twomodule or three-module towers and easy assembly, according to the company. Need FREEInfo? www.campussafetymagazine.com/ FREEInfo/13411
Panasonic i-PRO SmartHD Network Disk Recorder Panasonic Systems Networks of Secaucus, N.J., presents the i-PRO WJ-NV200 SmartHD network disk recorder. It records up to 16 Panasonic network cameras and provides a real-time face matching function to match registered face images with live video. Face matching alarms include E-mail, notification, Panasonic system alarm output, a terminal output, buzzer or indicator. Additionally, the unit employs H.264, MPEG-4 and JPEG compression to simultaneously display live and recorded images. Need FREEInfo? www.campussafetymagazine.com/FREEInfo/13413
Talk-A-Phone Native VoIP 500 Series Emergency Phones Vicon Surveyor HD P/T/Z Dome Camera The Surveyor HD by Vicon Industries Inc. of Hauppauge, N.Y., is a 1.3-megapixel dome camera that is equipped with 18x optical zoom and 12x digital zoom. Available in indoor, outdoor, pressurized and maximum-security models, the ONVIFconformant camera offers 360˚ continuous rotation, a wide range of programmable features, including privacy masking. The camera provides a choice of H.264, MPEG-4 and M-JPEG encoding options, and features a 4.7-84.6mm varifocal lens. Digital noise reduction minimizes video interference and triggering of false alarms, the company says. Need FREEInfo? www.campussafetymagazine.com/FREEInfo/13412
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Talk-A-Phone Co. introduces its Native VoIP 500 Series Emergency Phones that can be connected directly to existing routers and LAN infrastructure. The new unit replaces the company’s 400 Series analog phone. Many custom faceplate sizes are available, allowing other manufacturer’s analog phones to be easily upgraded to the VoIP 500 Series. A built-in Layer 2 switch allows other IP devices to be connected directly to the VoIP 500 Series phone, further enhancing IP integration options. As an added benefit, VoIP 500 Series Emergency Phones can be paged at high volume with WEBS® Contact mass notification software, allowing emergency personnel to issue targeted alerts to any segment of a facility. Need FREEInfo? www.campussafetymagazine.com/FREEInfo/13414
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4/4/11 1:40:37 PM 10/11/10 11:18:51 AM
TOOLS OF THE TRADE
Gamber-Johnson Console Box for Dodge Charger
Detex Electric Delayed Egress New Braunfels, Texas-based Detex Corp. announces the electric delayed egress with latch retraction (EExER), which combines the self-contained delayed egress EE with the latch retraction ER module to provide exceptional security for applications requiring delayed egress and remote unlocking, remote dogging, access control or an automatic door operator. An optional request to exit (REX) switch may be added for push pad monitoring or LX switch for latch bolt monitoring. The alarm in the Remote Interface Module, with approximately 100dB, will sound when someone attempts to exit. Need FREEInfo? www.campussafetymagazine.com/FREEInfo/13415 p y g
Gamber-Johnson has a new full console box designed specifically for the 2011 Dodge Charger. This low-profile, no-drill, vehicle-specific console box ships fully assembled. It attaches directly to the Dodge Charger Police Package without the need to order a separate top plate or vehicle leg kit. The molded dash filler panels finish the console box, giving it a sleek appearance that blends in with the car’s aesthetics. The top mounting platform allows a computer to be center mounted or offset toward the passenger side. A passenger-side vehicle base can also be used to further offset a computer. Need FREEInfo? www.campussafetymagazine.com/ FREEInfo/13418
Lauren Innovations NaviGate 5.0 Lauren Innovations has released NaviGate™ 5.0. The software includes a new user-interface, document and incident management capabilities and enhancements to the existing emergency and learning management modules. The Incident Management system allows users to track incidents and all of the details surrounding the incident such as people, vehicles and locations. The existing Emergency Management module within NaviGate has also been retooled; the updated Resource Manager allows a facility to keep track of equipment. Need FREEInfo? www.campussafetymagazine.com/FREEInfo/13416
The NBC-265-P camera and the NDC-265-P dome camera are the latest high definition (HD) cameras added to Fairport, N.Y.-based Bosch Security Systems’ 200 Series. Each camera offers 720p HD video and comes with a Secure Digital (SD) flash memory card for storing days of recorded video without a connected PC. The ONVIF-compliant products include Bosch Video Client software, which allows users to remotely view recorded video from up to 16 HD or standard definition cameras on a single PC monitor.
Honeywell of Melville, N.Y., releases the HD4MDIP, a rugged, high-definition indoor/ outdoor mini-dome IP camera that provides three times the image resolution of standard analog cameras, according to the company. The true day/night, vandal-resistant, fixed mini-dome provides 720p resolution at full frame rate. It features an externally accessible Web-based menu that lets operators view and control cameras from virtually anywhere. Additionally, the camera is equipped with built-in motion detection capabilities and camera tamper detection features that notify users when the camera’s field-of-view is altered, obstructed or blurred.
Need FREEInfo? www.campussafetymagazine.com/FREEInfo/13417
Need FREEInfo? www.campussafetymagazine.com/FREEInfo/13419
Bosch HD 200 Series IP Cameras
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Honeywell HD Indoor/Outdoor Mini Dome Camera
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REPORTING FOR DUTY You work hard to keep your campus safe and secure.
Here at Campus Safety Magazine, we take our mission to report on school, university and hospital protection issues as seriously as you take your mission to protect our nation’s students, faculty, staff, patients and visitors. Find the latest news and information on security and public safety solutions and trends in Campus Safety Magazine’s newly redesigned print, online and eNewsletter products! In Print: Now published nine times per year, have the magazine sent directly to your office or home. Online: CampusSafetyMagazine.com has a new look and easier navigation that provides you with up-to-the-minute news, trends and technology tips. Features include blogs, video, photo galleries and more. 2 eNewsletters! Campus Safety eNews: This free eNewsletter is delivered to your E-mail inbox each week with the late-breaking current events you need to keep on top of the everchanging campus public safety issues. Hospital Security Update: This brand new eNewsletter focuses on security and public safety issues in the healthcare setting, covering hot topics like Joint Commission accreditation, officer training, infant abduction prevention and more.
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RECESS
WHAT’S RIGHT WITH THIS PICTURE?
THEY SAID IT While Virginia Tech’s violations warrant a fine far in excess of what is currently permissible under the statute, the Department’s fine authority is limited.
Photo courtesy Jim Grayson
ANSWER:
This photo is a good example of landscaping used to control access routes. If brought to the curb line, it can also prevent jaywalking or drop-off in areas where those activities would disrupt traffic flow.
DID YOU KNOW? ABOUT 375,000 CHILDREN
and teenagers are treated in hospital emergency rooms each year for basketball-related injuries
64%
of hospital respondents say their institutions are well prepared or very well prepared for a chemical release disaster
Mary Gust, director of the Department of Education panel that determined the university’s $55,000 fine for the 2007 mass shooting that killed 32 people and wounded many more. The statement was made in a letter sent to the school.
We believe that Virginia Tech administrators acted appropriately in their response to the tragic events of April 16, 2007, based on the best information then available to them at the time. Virginia Tech spokesman Larry Hincker said in a statement responding to the Department of Education’s $55,000 fine. The school will appeal the punishment.
Source: Campus Safety magazine Emergency Preparedness Survey
MORE THAN 700,000 1 IN 5 AMERICANS fall asleep at the wheel Source: CDC
convicted sex offenders are registered in the United States Source: USDOJ
UNIVERSITY HOUSING FIRES are most frequent from 5 p.m. to 10 p.m. when students prepare snacks or cook meals
Source: Federal Emergency Management Agency’s (FEMA) United States Fire Administration (USFA) University Housing Fires
FOR ADDITIONAL COVERAGE OF HEALTHCARE, EDUCATIONAL SAFETY, AND SECURITY TOPICS, VISIT CampusSafetyMagazine.com
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