Week 3

user22

ReadingAssignment-Chapter3.pdf

Home >Information Systems homework help >Week 3

Chapter 3

Security Surveys and the Audit

Lawrence J. Fennelly, CPO, CSS, HLC III

A security survey is a critical on-site examination and analysis of a place, which may be an industrial

plant, business, home, or public or private institution to ascertain the present security status, identify

deficiencies or excesses, determine the protection needed, and make recommendations to improve the

overall security. Your survey or audit must include the external and internal complex, as well as the

identification of threats, identify controls, level of risk and your completed risk assessment, which

should include risk analysis, risk identification, and risk evaluation.

It is interesting to note that a definition of as outlined by the British Home Officecrime prevention

Crime Prevention Program—“the anticipation, recognition and appraisal of a crime risk and the

initiation of action to remove or reduce it”—could, in fact, be an excellent description of a security

survey. The only difference, of course, is that a survey generally does not become the “action” as such

but rather a basis for recommendations for action.

This definition can be divided into five components and analyzed so that its implications can be

applied to the development of a working foundation for the security surveyor:

1. How does the anticipation of a crime risk become important to the security or crimeAnticipation.

prevention surveyor? Obviously, a primary objective of a survey is the anticipation or prevention

aspects of a given situation—the pre- or before concept. Thus, an individual who keeps anticipation

in the proper perspective maintains a proper balance in the total spectrum of security surveying. In

other words, the anticipatory stage could be considered a prognosis of further action.

2. What does an individual need to conduct a survey of the relationships betweenRecognition.

anticipation and appraisal? Primarily, the ability to recognize and interpret what seems to be a

crime risk becomes an important skill a security surveyor acquires and develops.

3. The responsibility to develop, suggest, and communicate recommendations is certainlyAppraisal.

a hallmark of any security survey.

4. As defined in this text, a crime risk is the opportunity gained from crime. The totalCrime risk.

elimination of opportunity is most difficult, if not improbable. Therefore, the cost of protection is

measured in (1) protection of depth and (2) delay time. Obviously, the implementation of the

recommendation should not exceed the total (original or replacement) cost of the item(s) to be

protected. An exception to this rule would be human life.

5. This section indicates the phase of aThe initiation of action to remove or reduce a crime risk.

survey in which the recipient of the recommendations decides whether to act, based on the

suggestions (recommendations) set forth by the surveyor. In some cases, the identification of

Co py ri gh t @ 20 12 . Bu tt er wo rt h- He in em an n.

Al l ri gh ts r es er ve d. M ay n ot b e re pr od uc ed i n an y fo rm w it ho ut p er mi ss io n fr om t he p ub li sh er , ex ce pt f ai r us es p er mi tt ed u nd er U .S . or a pp li ca bl e co py ri gh t la w.

EBSCO : eBook Academic Collection (EBSCOhost) - printed on 9/11/2019 5:51 PM via UNIVERSITY OF THE CUMBERLANDS AN: 485985 ; Fennelly, Lawrence J..; Effective Physical Security Account: s8501869.main.eds_new

security risk is made early in a survey and it is advisable to act on the recommendation prior to

completing the survey.

The responsibility to initiate action based on recommendations is the sole duty of the recipient of

the survey. This is to suggest that the individual who receives the final evaluation and survey is the

individual who has commensurate responsibility and authority to act.

Remember a is a more in-depth study, including risk management, analysis ofsecurity risk analysis

risk factors, environmental and physiological security measures, and analysis of crime patterns, fraud,

and internal theft. It is a process of assessing threats and risk and the formulation of strategies to

minimize the risk and achieve security.

The Best Time to Conduct the Survey

Most crime prevention officers and security directors agree that a survey is most effective after a

crisis within the corporation, after a breaking and entering or major larceny, after major changes in

physical infrastructure or their operational process, or on request from auditors. There are times when

a merchant, hoping to get something for nothing, calls the crime prevention officer in the town to

conduct such a survey, when in reality there is no intention of spending a dime for improvement. A

security professional conducted a detailed security survey on a factory warehouse and office building.

The recipient of the survey followed only one of his recommendations, which was to leave a light on

over the safe in the back room of his warehouse. The owner had completely disregarded

recommendations such as hardware improvements on doors, windows, and skylights. Unfortunately,

thieves returned and almost put him out of business.

Why Conduct a Security Review

There are several reasons to conduct a security review:

1. To identify what needs to be protected.

2. To ascertain current risk/security management needs.

3. To determine the threats and the risk and vulnerability of an organization’s assets.

4. To ensure that the security management plan combats identified threats in a cost-effective and

proactive manner.

Classification of Survey Recommendations

The various classifications of recommendations can be best explained through an example. The

classifications are maximum, medium, and minimum. The example selected is a museum that

contains $25 million in various art treasures; the complex has no security.

Maximum SecurityCo py ri gh t @ 20 12 . Bu tt er wo rt h- He in em an n.

Obviously, the museum needs an alarm system; therefore, our maximum security classification

recommendation should read:

Alarm the perimeter (all exterior and interior doors, all windows and skylights). Four panic alarms to

be installed at various locations, and six paintings, which are worth $12 million, should be

alarmed—each on a separate 24-hour zone.

Ultra-maximum security is specifically not mentioned because this term applies to an armed

camp—machine guns, guards in full battle dress armed with semiautomatic rifles, grenades,

flamethrowers, mines, and locking devices equipped with dynamite, which will blow up when an

intruder attempts to pick the lock. It is dramatic and it is ultra-maximum. It is not ridiculous for Fort

Knox to provide ultra-maximum security to protect its billions in gold bullion.

Medium Security

A medium security classification recommendation would read:

Alarm all basement windows and all ground floor windows that are at the rear of the building. Install

one panic alarm by the main entrance. Alarm the six paintings worth $12 million, each alarm on a

separate 24-hour zone.

Minimum Security

Finally, a minimum security classification recommendation would read:

From a risk management point of view, alarm the six paintings worth $12 million, each painting to be

alarmed on a separate 24-hour zone.

First Step

These three examples clearly show the degree of security one can obtain by trying to plan a security

package. I stated these examples because your first step in conducting a security survey is an

interview with the individual to whom you turn over your report. During this interview, you form an

appraisal on the degree of protection required.

Sometimes, you may have to state all three recommendations in a report. Other times, you must be

conscious that you may force the receiver of your report to accept less security than you suggest

because you did not thoroughly and clearly explain your security points.

Developing Security Points

Like most professionals, we need tools to do an effective job. The following are suggested to assist

you when conducting your surveys: tape measure, floor plans, magnifying glass, flashlight, camera

with flash, small tape recorder, screwdriver, penknife, pencil, pad of paper, and surveyor’s wheel.

Your survey is conducted systematically so that the recipient can follow your recommendations in

Co py ri gh t @ 20 12 . Bu tt er wo rt h- He in em an n.

some kind of order. Start with the perimeter of the building. Once inside the building, start at the

basement and work your way to the attic. Do not be afraid to be critical of the area that you are in.

This is what the recipient wants. Consider taking photos of the various buildings that are to be

inspected; this will aid you with your report and inspection.

After you have done several surveys you will develop a style of putting them together and they

become easy. There is software available for security surveys, and these have their place; however, it

is not necessary to purchase the software in order to complete the security survey/audit. Also consider

a review of ISO 17799, ISO 27001, and ISO 27002 as all three are germane to today’s modern

security professional.

Dos and Don’ts in Developing a Report

Dos

1. Be honest in your recommendations. You are the expert.

2. Call the shots as you see them. Consider the use of simple language; short sentences are best.

3. Be critical—physically tear the property apart in your mind as part of the process.

4. Keep it as simple as possible, but not simpler.

Don’ts

1. Don’t over exaggerate your reports. They are too important.

2. Don’t inflate the report with maps and floor plans; however if these plans illustrate vulnerabilities,

then they can be very useful. Merely putting them in for filler is a poor practice.

3. Don’t repeat your statements.

4. Don’t make statements beyond your core capability, certifications, and training. It is acceptable to

report allied facts that are germane to the report, but commenting on topics outside of your domain

experience is risky, and not a best practice.

The written report should include the following:

Page One: Introduction or sample cover letter.

Page Two:

A. Identification of building, and activities conducted at this property.

B. Specific statement of the major problems in order of priority.

C. Alternative recommendations to the problem and a short list of identified risks and

vulnerabilities.

D. List of your further recommendations.

General statements such as the following can be included in the report:

1. Physically inventory all property at least once a year. Your inventory should list the name of the

Co py ri gh t @ 20 12 . Bu tt er wo rt h- He in em an n.

item, manufacturer, model, serial number, value, color, and date purchased.

2. Engrave all property in accordance with the established operation identification program.

3. All computers should be bolted down and all files, cabinets, and rooms containing valuable

information or equipment should be locked when not in use.

Other Keys to Being an Effective Surveyor

Only when you have developed the ability to visualize the potential for criminal activity will you

become an effective observer. This ability is the part of the process referred to as an art. Nonetheless,

it is important that, when you arrive on a survey site, you are prepared to give a property owner sound

advice on the type of security precautions to consider. Consider environmental criminology and how

crimes occur at specific places, times, and settings, and where offenders, victims, and targets of

opportunity coincide. Merely identifying the variables can provide value and greater clarity for the

survey.

In summary, to be a good crime prevention practitioner, you have to be a good investigator. You

must understand criminal methods of operation and the limitations of standard security devices. In

addition, you must be knowledgeable about the type of security hardware necessary to provide

various degrees of protection.

Nine Points of Security Concern

1. Consider the hours of use,General purpose of the building (i.e., residence, classroom, office).

people who use the building, people who have access, key control, and the maintenance schedule.

Who is responsible for maintenance? Is the building used for public events? If so, what type and

how often? Is the building normally opened to the public? Identify the significant factors and make

recommendations. Who is the facility manager and who has overall responsibility for crime

prevention and security?

2. List and assign priorities (e.g., theft of officeHazards involving the building or its occupants.

equipment, wallet theft, theft from stockrooms). Identify potential hazards that might exist in the

future.

3. What can these officers do to improve the response to thePolice or security officer applications.

building and occupants from a patrol, investigation, or crime prevention standpoint? Would the

application of security officers be operationally effective or cost effective?

4. Inspect doors, windows, lighting, and access points. RecommendPhysical recommendations.

physical changes that would make the building more secure, such as pinning hinges on doors and

fences.

5. Locks, equipment to be bolted down, potential application of card control, and key control.

Make specific recommendations.

6. Would an alarm system be cost effective? Would the use of the building preclude the useAlarms.

of an alarm? Are the potential benefits of an alarm such that the building use should be changed to

Co py ri gh t @ 20 12 . Bu tt er wo rt h- He in em an n.

facilitate it? Consider all types of alarms, building-wide or in specific offices. Consider closed

circuit television and portable or temporary alarm devices.

7. Does the building have specific storage problems, such as expensive items that should beStorage.

given special attention, petty cash, stamps, calculators, or microscopes? Make specific

recommendations.

8. Are adequate “No Trespassing” signs posted? Are other signs needed such as “NoTrespassing.

Solicitation” or “No Skateboarding”?

9. Can custodians be used in a manner that would be better from a security standpoint?Custodians.

Personality of the Complex

Each complex that you survey has a distinctive personality. Let us take an average building, which is

open from 9 a.m. to 5 p.m. The traffic flow is heaviest during this period. During the span from 5 p.m.

to 12 a.m., the building is closed to the public. Some staff members may work late. Who secures the

building? At 12 a.m., the cleaning crew arrives and prepares the building for another day. The whole

personality of the complex must be taken into consideration before your report is completed.

Let us take a further example of building personality. The complex is 100 × 100 feet and it has two

solid-core doors, one large window at the front of the building, and is air conditioned.

The complex is a credit union on the main street next door to the local police departmentCase 1.

versus the same credit union on the edge of town.

This is a large doctor’s office. The doctor is an art buff and has half a million dollars in art inCase 2.

the office versus a doctor who has no art but has a small safe with about $200 worth of Class A

narcotics inside.

This building houses a variety store that closes at 6 p.m. versus a liquor store that is openCase 3.

until 2 a.m.

In these cases, I give six examples of the personality of a complex. As I stated, your

recommendations must be tailored to fit the lifestyle and vulnerabilities of these buildings.

Positive and Negative Aspects of Making Recommendations

In making your recommendations for security improvements, you must consider the consequences of

your suggestion in the event the property owner implements it. Negative as well as positive aspects

are involved. Take, for example, a housing complex that has a high crime rate from outsiders and

within. Your recommendation is, “Build a 10-foot high fence around the complex.”

Positive Aspects

—the environment can be designed so that the individual considering a criminal actCrime is reduced

feels that there is a good chance to be seen by someone who will take action and call the police.

Co py ri gh t @ 20 12 . Bu tt er wo rt h- He in em an n.

Another meaningful positive aspect is the fear of crime and if present it also must be addressed.

—the target of attack can be made to appear so formidable that the person does notVandalism is less

feel able to reach the target. It adds to the physical aesthetics of the area through environmental

design.

—this ensures the property of the residents, adding to their secureThe visual impact is negative

environment. Limiting the number of points of entry and establishing access control primarily

decreases crime opportunity and keeps out unauthorized persons.

Negative Aspect

A fortress environment may create more of a psychological barrier than a physical one. It is socially

undesirable and yet is replicated throughout our country at an increasing rate.

Community Reaction

This cannot be disregarded. Furthermore, vandalism at the time of early installation should be

considered. Get the residents, occupants, employees, etc., involved in the early planning process.

Consciousness of fear may develop by those tenants whose apartments face the fence; but as the

tenants come and go, it will eventually be accepted.

All fences are subject to being painted by groups with a cause. Consider using cyclone fencing or

other see-through fencing to discourage visible graffiti from being applied to the fence. An

eye-pleasing architectural crime prevention through environmental design (CPTED) feature would be

to recommend: stones, gardens, terraces, etc., to improve the physical appearance and avoid the

stigma of a fortress environment.

Crime Analysis

It is not necessary for you to be a statistician, but the more you know about and understand the local

crime problems, the better equipped you are to analyze the potential crime risk loss in surveying a

business or a home.

Crime analysis collection is simply the gathering of raw data concerning reported crimes and

known offenders. Generally, such information comes from crime reports, arrest reports, and police

contact cards. This is not to say that these are the only sources available for collecting crime data.

Police reports, security officers’ reports, reports from the fire department, Googling the location on

the Internet, and newspapers are all sources available to obtain added data.

The analysis process as applied to criminal activity is a specific step-by-step sequence of five

interconnected functions: crime data collection, crime data collation, data analysis, dissemination of

analysis reports, and feedback and evaluation of crime data.

Crime analysis of the site you survey supplies you with specific information to enable you to

further harden the target in specific areas where losses have occurred. It is a means of responding

“after the fact,” when a crime has been committed.C op yr ig ht @ 2 01 2. B ut te rw or th -H ei ne ma nn .

Key Control

Whether a place has physical keys or electronic keys, key control is an extremely important inclusion

in a crime prevention or security survey. Check whether the clients are in the habit of picking up

physical and electronic keys from employees at their termination and if they have an accurate record

of who has which keys. Within a few short minutes, you should realize whether or not the recipient of

your survey has a problem.

Almost every company has some sort of master key system, because many people must have access

to the building without the inconvenience of carrying two dozen keys around every day. Master keys

are required for company executives, middle managers, and the security department, as well as the

maintenance department.

Guidelines for Key Control

1. Purchase a large key cabinet to store and control the many keys in your possession.

2. Two sets of key tags should be furnished or obtained with the new key cabinet: One tag should read

“file-key, must not be loaned out,” and the second tag should read “Duplicate.” The key cabinet

should be equipped with , which identify the person to whom a key is loaned. This tag isloan tags

to be hung on the numbered peg corresponding to the key that was used.

3. Establish accurate records and files listing the key codes, the date the key was issued, and who

received it. Ensure also that the electronic card keys are used properly and that data is captured and

recorded.

4. Have each employee sign a receipt when he or she receives a key.

5. All alarm keys should be marked and coded.

6. A check should be made of what keys are in the possession of guards and staff.

7. Do not issue keys to any employee unless absolutely necessary.

8. Only one person should order and issue keys for the complex.

9. Change the key cylinder when an authorized key holder is discharged for cause. Furthermore,

discharged or retired employees should produce keys previously issued at the time of termination.

10. Periodic inspections should be made to ensure that possession of keys conforms to the record of

issuance. These periodic inspections should be utilized to remind key holders that they should

immediately notify you of any key loss.

11. The original issue of keys and subsequent fabrication and reissuance of keys should ensure that

their identity is coded on the keys so the lock for which they were manufactured cannot be

identified in plain language.

Electronic key control is also important. Suggest that you have a program in place to delete those

badges of termed employees and that it is included in your policy procedures.

Co py ri gh t @ 20 12 . Bu tt er wo rt h- He in em an n.

Digital Closed-Circuit Television

Digital closed-circuit television (CCTV) is a valuable asset to any security package and an even more

valuable tool if hooked up to a digital video recorder (DVR); analog video recorders are still used in

some applications, but the merits of DVRs and IP video systems have trumped analog video system

components. CCTV is a surveillance tool that provides an added set of eyes. Whether the video

system is actively monitored or merely recorded for follow-up depends on the application and

requirements for security. If this equipment is on the site you are surveying, it is your job to evaluate

its operation and effectiveness:

1. Is it working properly? Is the video quality sufficiently clear to determine the identity of individuals

or detect activity in the field of view? Are all of the cameras working? Is the system set up for

triggered events (e.g., on motion, door opening, or other dry-contact prompt)? Are the

pan-tilt-zoom cameras commissioned for a purpose (e.g., with preset camera view positions at

critical areas)? Are privacy zones set up where appropriate?

2. How is it being monitored or recorded, and is the video data being saved for the appropriate number

of days? Typically 30 days of storage was the standard for analog video recorder applications;

however, 90 days of storage has become the norm for digital video storage, with the capability to

save video events on the digital storage permanently as required. You will find that auditors will

want 90 days as a minimum to be available.

3. Are the camera fields of views placed where they will be most beneficial?

4. Are the lighting levels in the areas being video monitored sufficient for the setting, place, and

activity to be detected?

5. Is the security recording hardware system secured in a locked cabinet or enclosure?

Intrusion Alarms

If the site you are surveying already has an alarm system, check it out completely. Physically walk

through every motion detector unit. Evaluate the quality of the existing alarm products versus what is

available to meet the needs of the client.

I surveyed a warehouse recently that was only 5 years old. It was interesting to note that the

warehouse had a two-zone alarm system. The control panel was to the right of the front door, which

was about 15 feet from the receptionist. Both alarm keys were in the key cylinders, and according to

the president of the company, “The keys have been there since the system was installed.” My point is,

for a dollar, another key could be duplicated and then the area is vulnerable to attack.

Another time, while doing a survey of an art gallery in New York, the security director stated that

he had not had a service call on his alarm system in 2 years. We then proceeded to physically check

every motion detection unit and magnetic contact. You can imagine his reaction when he found out

that 12 out of the 18 motion detection units were not working.

In conclusion, intrusion alarms come in all shapes and sizes, using a variety of electronicCo py ri gh t @ 20 12 . Bu tt er wo rt h- He in em an n.

equipment. It is advisable to be familiar with the state of the art electronics so that you can produce an

effective report.

Lighting and Security

What would happen if we shut off all the lights at night? Think about it. Such a foolish act would

create an unsafe environment. Senior citizens would never go out and communities would have an

immediate outbreak of theft and vandalism. Commercial areas would be burglarized at an

uncontrollable rate. Therefore, lighting and security go hand in hand. This example may seem

far-fetched, but in fact, installation of improved lighting in a number of cities has resulted in

decreased vandalism, decreased street crime, decrease in suspicious persons, decreased commercial

burglaries, and, in general, a reduction in crime.

Streetlights

Streetlights have received widespread notoriety for their value in reducing crime. Generally,

streetlights are rated by the size of the lamp and the characteristics of the light dispersed. More

specifically, four types of lighting units are utilized in street lighting. The most common, and oldest,

is the incandescent lamp. It is the most expensive in terms of energy consumed and the number

needed. As such, incandescent lighting is generally recognized as the least efficient and economical

type of street lighting for use today.

The second type of lighting unit, which has been acclaimed by some police officials as “the best

source available,” is a high-intensity sodium vapor lamp. This lamp produces more lumens per watt

than most other types. It is brighter and cheaper to maintain, and the color rendition is close to that of

natural daylight.

The third and fourth types of devices commonly used for street lighting are the mercury vapor and

metal halide lamps. Mercury vapor lights have long life but are slow to fully illuminate and are

generally dim lighting fixtures with little spread of the illumination beyond the light source. These are

typically recommended for single structure locations such as a garage or back alley or access point to

an infrequently used walkway. However, when high use of the property is expected, or it is imperative

to observe who or what is using a property at a particular place, the lighting source frequently

recommended is the metal halide light, which is bright white, with instant on, and provides great

white color balance for video recording and human eye observation. This type of light is typically

seen at new car lots and gas stations.

Check for lighting standards and lighting levels for particular places one is inspecting: these can be

obtained from IES and other standards-making bodies, and from place-specific professional

associations (e.g., banking, hospital, health, multi-family housing, etc.).

Other Security Aspects

Co py ri gh t @ 20 12 . Bu tt er wo rt h- He in em an n.

Depending on the type of facility you are surveying, the following should be reviewed:

1. Communications networks, utility closets, IP data networks, walkie-talkies or cell phones with

walkie-talkie features, and locations of interior and exterior phones

2. Guard force and security personnel and their training, police powers, uniforms, use of badges, and

methods of operation (typically called Standard Operating Procedures, SOPs, and Post Orders)

Your objectives are to identify vulnerabilities, evaluate the site, and provide critical assessment.

Methodology and style are purely those of the surveyor, but do not forget they also represent a

document from you and your department.

Security Survey Follow-Up

The follow-up to your security survey takes many forms, from actually sitting down with the recipient

to going by the site and seeing if any changes have actually taken place. Some police departments

produce five to seven surveys a day. They do not evaluate their performance because of the time and

personnel involved. In this way, they fail to examine their own effectiveness. The reason for the

follow-up is to encourage increased compliance and ensure that recommendations are understood.

Without this step, you will not know if the recipient has taken any action.

The basic security survey framework consists of five steps:

1. Generating the survey request

2. Conducting the physical inspection

3. Delivering survey recommendations

4. Following up after the report is completed

5. Evaluating the program

For every crime committed, there is a crime prevention or loss reduction defense or procedure that,

if followed, could delay or prevent a criminal from committing that act.

Physical security involves implementing those measures that could delay or deny the risks, threats,

vulnerabilities, and crimes determined during the survey, and these may include but not necessarily be

limited to unauthorized entry, larceny, fraud, sabotage, fire, and vandalism. This chapter on security

surveys is geared to assist both private security and public law enforcement to harden a target and

assist the community to further reduce losses.

To further assist your security survey, several checklists are included at the end of this chapter.

Residential Security

A large percentage of home burglars enter by a door or window. In most cases the front, rear,

bulkhead, or garage door is unlocked. Front and rear doors often have inadequate locks or are built in

such a way that breaking the glass to the side of the door or on the door itself allows the burglar toCo py ri gh t @ 20 12 . Bu tt er wo rt h- He in em an n.

simply reach inside and unlock the door. Windows on the first-floor level are the crook’s next choice

for entry. Basement windows are the least desirable because they may require the burglar to get dirty

and, like executives, this person is concerned about appearance. However, a basement is a good

location for individuals to hide, thus it becomes much more attractive.

Defensive Measures

1. The first important item is to install dead bolts on allDoors (front, rear, basement, and garage).

entry doors. A cylinder dead bolt with a 1-inch projecting bolt, made of hardened steel, should be

utilized. This lock should be used in conjunction with a standard entry knob lock. Viewing devices

with a wide angle lens on entry doors is also standard to prevent unwanted intrusions into the

home.

2. The back door is one of the burglar’s favorite entryways. Most rearDoors with glass in them.

doors are made partly of glass, and this is an open invitation to a burglar. This type of door must

have a double cylinder dead bolt for protection. This type of lock requires a key to open it from the

inside as well as the outside, because most burglars break the glass and try to gain entry by opening

the locked door from inside.

3. These entries should be secured so they cannot be pried out of their track.Sliding glass doors.

Also, you can prevent jimmying of your door by putting a “Charley bar” made from wood or metal

and cut to size and placed in the track when the door is closed ( ).Figure 3-1

FIGURE 3-1 Preventing force sliding of aluminum doors. Mount a Charley bar that folds down from the side.

Bulkheads should also be included as part of your overall security package and secured with square

bolt or dead bolt locks.

Windows

Windows come in a variety of shapes, sizes, and types, each of which presents a different type of

security problem. Windows provide an inviting entryway for a burglar who does not like to break

Co py ri gh t @ 20 12 . Bu tt er wo rt h- He in em an n.

glass because the noise may alert someone. On double-hung sash-type windows, drill a hole through

the top corner of the bottom window into the bottom of the top window. Place a solid pin into the hole

to prevent the window from being opened ( ).Figure 3-2

FIGURE 3-2 A double-hung window can be easily jimmied open with a screwdriver. Glass can be broken

adjacent to the crescent latch or by prying against hardware, and the screws can be popped out. To prevent this,

drill a hole through the top corner of the bottom window and place a solid pin in the hole. You can also install a

key-operated lock.

Keyed window latches may also be installed to prevent the window from being opened. In addition,

grilles and grates may be installed over extremely vulnerable accesses.

Entrances

Any opening through which a human body can pass is an entrance. Front doors, basements, patio

doors, garages that have access to the house, and windows on the second floor are all entryways to

burglars. No one way is more important to protect than another.

Setting Up Inner Defenses

Even with the precautions already mentioned, a burglar may still get into the home. Once there, you

should try to slow down this spree, as time is the one element working against the criminal. One

successful method is to convert a closet into a vault, by installing a dead bolt lock on the door. You

have now considerably strengthened the inner defenses. Restricting access from one part of the home

to another via dead bolts and the like gives the burglar yet another obstacle to overcome.

Having a burglar alarm stand watch is like an insurance policy. The homeowner may never need it,

but it is comforting to know it is there. The very best system is a perimeter system that stops an

Co py ri gh t @ 20 12 . Bu tt er wo rt h- He in em an n.

intruder before entering the dwelling, but it is also costly. Less expensive methods involve using pads

under rugs and motion detectors.

Remember, no home can be made 100% burglarproof, but in most instances, by making it

extremely difficult for the burglar to enter the home, you discourage crime. The burglar will move on

to a home where the pickings are easier.

Residential security is more important than we realize. Just ask the victim of a home that has been

burglarized. The mother and wife responds, “I felt personally threatened and upset over the losses but

more upset over the fact that our home was violated.” The father and husband responds, “I’m happy

my wife and daughter weren’t home or they could have been hurt. Now I’ve got to call the police, my

insurance agent, the repairman, and maybe an alarm company.”

Too often people say, “It won’t happen to me,” “Our neighborhood never had a theft,” “I sleep with

a small gun by my bed,” “I have a dog for protection,” or “I Don’t need an alarm system.” These are

before-the-incident excuses. The cause of residential crime can be found in the individual’s

environment and lifestyle. Crime can be controlled and losses reduced by corrective human behavior.

Physical security measures play an important role in preventing many crimes, but these measures are

effective only if they are installed and used properly.

Alarms

Residential intrusion alarms are popular and installed frequently. The control panel (Underwriters

Laboratories, UL, listed) also handles the fire alarm system. An audible horn distinguishes which

system has gone off. The control panel should have an entrance/exit delay feature, which aids in the

overall reduction of false alarms. Depending on the style of the home, any number of components can

be used. However, keep in mind that only a total coverage system should be recommended and

installed. Recent advances in IP technology allow homeowners, property owners, and place managers

to operate their home intrusion detection systems remotely, giving added value to the security systems

components installed on the property because they have become part of the property management

function of the home.

Lighting

Improved lighting provides another residential security measure. Although some studies documented

crime reduction after improved lighting systems were installed, these studies typically have not

accounted for displacement effects. Even if individuals living in a residence reduce the likelihood of a

burglary by better lighting, they may only be displacing the burglary to another, less lit area.

Home Security Checklist

Massachusetts Crime Watch put together the following home security checklist, which deals with 35

security checkpoints:

Co py ri gh t @ 20 12 . Bu tt er wo rt h- He in em an n.

Entrances

1. Are the doors of metal or solid wood construction?

2. Are door hinges protected from removal from outside?

3. Are there windows in the door or within 40 inches of the lock?

4. Are there auxiliary locks on the doors?

5. Are strikes and strike plates securely fastened?

6. If there are no windows in the door, is there a wide-angle viewer or voice intercommunications

device?

7. Can the lock mechanism be reached through a mail slot, delivery port, or pet entrance at the

doorway?

8. Is there a screen or storm door with an adequate lock?

9. Are all exterior entrances lighted?

10. Can entrances be observed from the street or public areas?

11. Does the porch or landscaping offer concealment from view from the street or public area?

12. If the door is a sliding glass door, is the sliding panel secured from being lifted out of the track?

13. Is a Charley bar or key-operated auxiliary lock used on the sliding glass door?

14. Is the sliding door mounted on the inside of the stationary panel?

Entrances from Garage and Basement

1. Are all entrances to living quarters from garage and basement of metal or solid wood construction?

2. Does the door from garage to living quarters have auxiliary locks for exterior entrance?

3. Does the door from basement to living quarters have an auxiliary lock operated from the living

quarters’ side?

Ground Floor Windows

1. Do all windows have key-operated locks or a method of pinning in addition to the regular lock?

2. Do all windows have screens or storm windows that lock from inside?

3. Do any windows open onto areas that may be hazardous or offer special risk of burglary?

4. Are exterior areas of windows free from concealing structure or landscaping?

Upper Floor and Windows

1. Do any upper floor windows open onto porch or garage roofs or roofs of adjoining buildings?

2. If so, are they secured as adequately as if they were at ground level?

3. Are trees and shrubbery kept trimmed back from upper floor windows?

4. Are ladders kept outside the house where they are accessible?

Co py ri gh t @ 20 12 . Bu tt er wo rt h- He in em an n.

Basement Doors and Windows

1. Is there a door from the outside to the basement?

2. If so, is that door adequately secure for an exterior door?

3. Is the outside basement entrance lighted by exterior light?

4. Is the basement door concealed from the street or neighbors?

5. Are all basement windows secured against entry?

Garage Doors and Windows

1. Is the automobile entrance door to the garage equipped with a locking device?

2. Is the garage door kept closed and locked at all times?

3. Are garage windows secured adequately for ground floor windows?

4. Is the outside utility entrance to the garage as secure as required for any ground floor entrance?

5. Are all garage doors lighted on the outside?

Protecting Personal Property

A number of programs have been developed throughout the country that are geared to aid the citizen

to reduce losses in the community. A number of these programs include the following:

1. is a program started in 1963 in Monterey Park, California. This programOperation Identification

encourages citizens to engrave their personal property with a state driver’s license number.

2. Some communities have started a mandatoryBicycle registration and antitheft program.

registration of bicycles as well as an educational program. The educational program identifies poor

quality locks used to secure bikes and provides instructions for properly securing a bike.

3. is another educational program, which is generally implemented by theAuto theft prevention

distribution of printed material and covered at community meetings. How many times have you

seen a person keep the engine running while going into the store to buy milk? This is an example of

giving the criminal an opportunity to commit a crime.

4. This program, initiated in 1971, encourages people to report suspiciousNeighborhood Watch.

circumstances in their neighborhoods to the police and familiarizes the citizens with crime

prevention techniques to reduce criminal opportunity (see ). Be alert for these suspiciousChapter 10

signs:

• A stranger entering a neighbor’s house when the neighbor is not home

• Unusual noises, like a scream, breaking glass, or an explosion

• People, male or female, in your neighborhood who do not live there

• Someone going door-to-door in your neighborhood, if he or she tries to open the doors or goes

into the backyard, especially if a companion waits out front or a car follows close behind

• Someone trying to force entry into a home, even if wearing a uniform

• A person running, especially if carrying something of valueC op yr ig ht @ 2 01 2. B ut te rw or th -H ei ne ma nn .

The person who sees anything suspicious is to call the police immediately. Give the responding

officers a physical description of the person and license plate number of the car. Even if nothing is

wrong, such alertness is appreciated. Remember, research has shown that the value of these citizen

participation programs tends to wane over time without some periodic booster activities and part-time

paid coordination to keep the program operating effectively and consistently.

1. Many police departments today have trained crime prevention officers who canSecurity surveys.

provide security survey assistance to residents, enabling the citizen to better protect the family,

home, and environment. Security professionals are also available as well as some auditors.

2. The citizen patrol can be viewed as part of the long historical tradition ofCitizen patrols.

vigilantism in this country, with all of the ambivalence present in that term. Presently, where their

numbers are reported to be increasing in a number of suburban communities and cities across the

country, citizen patrols are seen ideally as performing a relatively simple and narrowly defined

role—to deter criminal activity by their presence. Their function should be that of a passive

guard—to watch for criminal or suspicious activity and alert the police when they see it. Drawing

on information that exists about current citizen groups, the advantages of patrols over other

protective measures include that they:

• Are relatively inexpensive.

• Perform a surveillance function effectively.

• Take advantage of existing behavior patterns.

• Can improve an individual’s ability to deal with crime.

• Contribute to other desirable social goals related to neighborhood cohesiveness and the provision

of a desirable alternative to less acceptable activity.

In practice, however, patrols exhibit serious shortcomings:

• The typical patrol is formed in response to a serious incident or heightened level of fear about

crime. The ensuing pattern is cyclic: increased membership, success in reducing criminal activity at

least in a specific area, boredom, decreasing membership, dissolution. As a result, patrols tend to be

short-lived.

• The passive role of a patrol is difficult to maintain without at least a paid part-time coordinator.

• The police are reluctant to cooperate with a patrol and may even oppose it.

• The patrol may aggravate community tensions. The principal problems of patrols relate to their

inability to sustain the narrow, anti-crime role they initially stress. They may be an effective

temporary measure to deal with criminal contagion in a particular area. Over the longer term,

however, the inherent risks may outweigh the continued benefits. The proliferation of patrols in

recent years is evidence that they fill a need, but it should be recognized that patrols are no

substitute for adequate police protection.

Residential security can best be obtained by getting the facts on what you can do to secure the

Co py ri gh t @ 20 12 . Bu tt er wo rt h- He in em an n.

home, analyzing these facts, and arriving at a decision and implementing security measures.

Top Ten Security Threats

Listed below are the top ten security threats to most communities (listed in no order of priority),

followed by some questions that companies may use to assess their vulnerability to each threat.

1. How confident are we that we are hiring bona fide people;Staff Members and Staffing Agencies.

do we carry out pre-employment screening? Do our suppliers and agencies carry out screening too?

Who has access to our facilities?

2. How much of a concern are data breaches? Are we confident thatLoss of Data or Information.

our data, including those held by third parties, are secure? Are our systems secure, and who has

access to them?

3. How concerned are we by terrorist or extremist threats? Are weExtremism and Terrorism.

complacent, or have we carried out a reasonable assessment of the threats?

4. Have we put contingency plans in place?Lack of Contingency or Business-continuity Planning.

Have we considered business continuity scenarios and communicated the plans to our employees?

5. How confident are we that our access controls and physical security measuresPhysical Security.

are robust? Do they prevent social engineering and break-ins?

6. Are we confident that we have preventative measures in place and processes toTheft and Fraud.

deal with events that may arise?

7. Are employees aware of security? Do they change passwords, lockLack of Security Awareness.

doors, and report issues?

8. Are we confident that access to sensitive data isStorage and Disposal of Data and Information.

controlled? Is secure storage available and used? Do we destroy confidential waste in accordance

with relevant standards, such as the BS8470: 2006 Secure Destruction of Confidential Materials

guidelines?

9. Do our staff members know what to do? Have they beenLack of Training or Competency.

trained in emergency procedures? Do they protect information?

10. Do we employ illegal workers? How do we investigate any infiltrationsRegulatory Compliance.

or allegations of noncompliance? Is a site compliant with required reporting and controls from

Sarbanes-Oxley, HIPPA, ISO, UL, or other mandatory or voluntary standards?

The Audit

Introduction

Compared to 20 years ago audits have become more popular and more demanding. They have

become a very useful way to have an independent pair of eyes and ears reviewing your operation.

Below is an actual audit review checklist, currently used by a very familiar Fortune 500

Co py ri gh t @ 20 12 . Bu tt er wo rt h- He in em an n.

corporation.

Exterior Access Controls

To determine whether sufficient controls are in place at this facility to deter and detectObjective:

unauthorized access to:

1. External Utility Areas

2. Parking Facilities

3. Building Entrances

Review the latest version of the security manual related to exterior security.Approach:

1. Verify that facilities management has posted signs indicating property boundaries and entry

restrictions.

2. Validate that critical utilities have been identified (generators, water systems, electrical stations,

etc.), documented, and revalidated within the last 12 months. Determine if any required controls are

implemented.

3. Verify that the minimum lighting requirements have been met and that no lights are burned out.

4. Verify that access from the parking structure is limited and secure. Determine if the area is well lit

with concealment areas minimized using CPTED principles.

5. If it is a company-controlled site, determine if access to the parking structure is restricted to

vehicles or drivers that are authorized and that there is an adequate number of handicap parking

spaces.

6. If it is a company-controlled site, verify that there are physical deterrents (such as barriers or

landscape techniques) that impede vehicular access to lobbies or other glassed areas of buildings

where there is a concentration of people.

7. Verify that building access points below the third floor (grills, grates, manhole covers, utility

tunnels, skylights, and roof vents, etc.) are secured to prevent entry into the building or damage to

critical utilities, unless prohibited by local ordinances, codes, laws or regulations.

8. Verify that there is a clear line of sight maintained around the perimeter of the building.

9. All renovation and construction of any site security control centers must be reviewed and approved

by the Director of Corporate Security.

Interior Access Controls

To determine whether appropriate access controls are in place within the facilities.Objective:

Review the latest version of the security manual related to building perimeters andApproach:

interior security. Test for specific controls related to the various types of designated space.

• Perimeter doors

• Windows and exterior glass walls

• Internal space

• Restricted spaceC op yr ig ht @ 2 01 2. B ut te rw or th -H ei ne ma nn .

• Internal shared space

• Tenant restricted space

• Loading docks

• Lobbies and sensitive areas

1. Verify that all perimeter doors designed as entrances are constructed of heavy-duty material and are

alarmed or monitored. Verify that all emergency exit doors are constructed of heavy-duty material

and are alarmed. Determine if the door jambs, hinges, and locks are designed to resist forced entry.

2. Validate that windows on the ground floor cannot be opened more than 10 inches (25 cm).

3. Verify that all general use areas such as lobbies, elevators, and loading docks have a system to

control access into interior space.

4. Validate that there are inconspicuous panic alarm devices in staffed lobbies that are monitored by

Security or another constantly staffed workstation. Validate that staffed loading docks are equipped

with panic alarm devices that are monitored by Security or another constantly staffed workstation.

Verify that there is a documented response procedure and that the alarm devices are tested as

required. In unstaffed lobbies and loading docks that are controlled by remote access doors, verify

that there are monitoring devices to allow identification of an individual prior to allowing access to

the building.

5. Validate that alarms (e.g., for doors, emergency exits, panic buttons, etc.) are tested to ensure they

are operational and that the results are documented within the required time frame. Determine if

corrective actions were taken and any deficiencies were documented.

6. Determine if the interior space is isolated from the public space (such as lobbies and public

restrooms) with slab-to-slab construction techniques.

7. Determine if the restricted space has a supervised control access system with an audit trail, and that

the audit trail is reviewed by management every 90 days. If cipher locks with audit function are

used, validate that the combinations are changed every 90–95 days (or when employees change

assignments).

8. Validate that no unauthorized individuals have access to terminals and printers. Determine if the

contracts with tenants prohibit such access.

9. In locations where banking facilities (such as automated teller machines) exist, validate that there is

a process for third-party monitoring for response to robberies and burglaries.

10. When a company shares space with a noncompany function, company employee offices and

proprietary information must be secured when unattended.

11. CCTV digital recordings are saved for an appropriate period; refer to industry benchmarks for the

appropriate recording retention length for your application (a 6-month period or longer; auditors

want recorded data be available for at least 90 days).

12. Have e-mails been saved from managers that give his/her approval for specific employees to enter

his specific space and has the approval been sought and given for specific employees to have

access to a specific space?

Mail Services SecurityC op yr ig ht @ 2 01 2. B ut te rw or th -H ei ne ma nn .

To determine whether appropriate access controls are in place for the mail services area.Objective:

Review the latest version of the security manual related to mail services security.Approach:

1. Validate that access to the mailroom is restricted to authorized individuals only and a controlled

access system is used.

2. Verify that doors and windows are equipped to protect against forced entry.

3. Verify that registered, certified, and confidential mail that is not delivered by the end of the

workday is secured. This is not required if intrusion detection is installed that covers the entire

mailroom area.

4. Verify that mailrooms that are multipurpose rooms (e.g., copier, fax, etc.), which serve as a mail

delivery location or allow after-hours access, are equipped with lockable cabinets or lockable

doors.

5. Verify that there are printed instructions regarding package identification posted in the mailrooms.

6. Learn whether there have been any past incidents at this site, or in this particular industry, where

harm or risk has come to the place through the mail operation (e.g., bomb, threatening packages),

and determine whether an off-site collection and mail screening facility is recommended.

Badges, Lock, and Key Controls

To determine whether badges, lock, and key program controls are adequate to deter andObjective:

detect misuse. These requirements are only applicable to facilities where there is exclusive control

of all keys providing access to space.

Review the latest version of the security manual related to lock and key controls.Approach:

1. Validate that master level keys (for example, grand master keys, building master keys, and floor

master keys as defined in the security manual) are adequately controlled and only specific

authorized people have MASTER access on their badges.

a. Daily and/or shift accountability is maintained.

b. Keys are restricted and controlled.

c. If more than six access keys are available, site security manager documents approval every

twelve months.

d. Process to control access to master keys kept outside of security to allow landlords or

fire/emergency response personnel access.

2. If Fireman Access Boxes, Knox Lock Boxes, or a Morse Watchmen Key Control or Badge Process

is used:

a. Verify that these boxes are alarmed to a security control center or constantly staffed workstation.

b. Determine if duplicating hardware is secured when not in use.

c. Validate that all duplicate, blank, and unissued keys are properly secured when not in use.

d. Determine if key codes and pinning combinations are secured and available on a need-to-know

basis.

e. If key operations are contracted, verify they are audited against requirements every 12 monthsC op yr ig ht @ 2 01 2. B ut te rw or th -H ei ne ma nn .

Access Controls and Badge Designs

To determine whether the processes and technology in support of physical access areObjective:

operating effectively.

Review the latest version of the security manual related to access controls and badgeApproach:

designs.

1. Determine if badges are issued per requirements, for example:

a. Documentation of management authorization for noncompany personnel was obtained prior the

badge being issued.

b. Proof of identity was obtained prior to a badge being issued to noncompany personnel.

c. Temporary contractor badges are authorized by a manager, purchasing buyer, coordinator, or

authorized predesignated contract company supervisor. Visitor identity (those requiring escort)

must be validated by the person authorizing the visit.

d. Badges are in compliance with the security manual design requirements (e.g., sealed, white

photo background with a postage-guaranteed post office box return address on the reverse).

2. Validate that all badges have an expiration date in the database.

a. Determine whether badges that are not returned on the due date (e.g., temporary or visitor

badges) are deactivated.

b. Determine whether badges reported as lost have immediate action taken to place the badge in

lost status and whether the profiles are kept in the database for 6 months.

3. Validate that all hardware, badge stock, and other components of the badge process are secured

when not in use.

4. Validate that user IDs are assigned to all operating personnel in compliance and authorization

reviews are performed every 6 months.

5. Verify that an effective process is in place to remove employee access in a timely manner:

a. Category manager reports are distributed to category managers every 90–95 days.

b. Every 30 days Security must match database to the HR database.

c. Process must be in place to deactivate lost badges or termed individuals within 24 hours.

Search Policy

Verify that the processes and technology in support of physical searches are operatingObjective:

effectively.

Review the latest version of the security manual related to search policy.Approach:

1. Validate that searches of personal effects, made without the employee’s knowledge, are approved

by management.

2. Validate that the policy for electronic searches (such as metal detectors, X-ray machines, and

hand-held wands) has the approval of the senior site/location manager or senior location executive

and the security manager. Determine if local laws have been followed.Co py ri gh t @ 20 12 . Bu tt er wo rt h- He in em an n.

Emergency Planning

To determine whether emergency plans have been established by senior locationObjective:

management that adequately address anticipated emergencies and catastrophes.

Review the latest version of the security manual related to emergency planning.Approach:

1. Verify that the senior location management emergency plan contains procedures for immediate

response to emergencies.

2. Validate that the emergency plan addresses various types of emergencies (i.e., natural or

humanmade disasters, threats or acts of violence against people or property, political/civil

disturbances, and catastrophic events in close proximity to the site).

3. Validate that the security department, on behalf of the senior location manager, has reviewed the

emergency plan within the last 6 months and updated the plan as needed.

4. Verify that a Crisis Management Team (CMT) has been designated and the team has met as a group

once per year to conduct an exercise and training.

5. Validate that emergencies are promptly reported to Corporate Security.

6. Validate that the emergency plan is filed and that the senior location executive certifies that the plan

is up to date.

7. Verify that requirements for the CMT are met: members have equipment such as a mobile phone,

emergency plan, and aerial or site photo, and a room for the CMT is designated meeting the

necessary requirements (emergency power, capability to receive national news, two telephones,

workstation connectivity).

Reporting of Incidents

To determine whether there is an implemented process for the reporting of incidents toObjective:

security.

Review the latest version of the security manual related to reporting significant incidentsApproach:

and responses.

1. Verify that a process exists to report all significant incidents (e.g., threats of violence, natural

disasters, espionage, sabotage, thefts, and chemical spills) to Corporate Security.

2. Verify that referrals to law enforcement agencies are made when appropriate with the Director of

Security notified.

3. Validate that the location has implemented the Security Incident Management System (SIMS) for

reporting and classifying types of incidents and that relevant incidents are reported.

Investigations

To determine whether incidents are investigated, reported, and closed appropriately.Objective:

Review the latest version of the security manual related to investigations.Approach:

Co py ri gh t @ 20 12 . Bu tt er wo rt h- He in em an n.

1. Validate that incidents have been reported to Corporate Security as appropriate and that knowledge

of the investigation is limited to persons with a need to know.

2. Investigations involving government officials or law enforcement authorities must be referred to the

Vice President of Corporate Security.

3. Validate that the use of covert monitoring (e.g., cameras and audio recorders) have required

approvals.

4. Verify that any actions involving the sale or purchase of stolen property have the required

approvals.

Emergency Response

Company Security ManualReference:

In the event of an emergency, it is essential that employees know what to do in order toObjective:

avoid danger and secure their safety. Proactive involvement in security emergency planning and

emergency response will enhance employee well-being programs.

Approach:

1. Are emergency procedures developed for fire, first aid, pandemics, terrorist attacks, and any locally

foreseeable disasters/emergencies? Does coordination exist between concerned parties, for

example, local fire departments, law enforcement, security, location management, and so forth?

Was consideration given to the timeliness of response from community response services?

2. Were employees and site visitors made aware of emergency procedures?

3. Were emergency procedures developed and tested periodically to check effectiveness? Were

practice evacuation fire drills conducted at least annually?

4. Did provisions exist for maintenance of adequate supplies and equipment?

5. Did a post-incident review process exist?

6. Did the designated emergency response organization have the appropriate training, have the

capability to respond in a timely manner, and have the appropriate resources to handle

emergencies? If emergency response teams are used, are all emergency response team members

trained? Were emergency response equipment and vehicles maintained?

Fire and Life Safety

To determine if the location had implemented an effective process to detect, annunciate,Objective:

and suppress fires to ensure life safety, and to comply with insurance company and regulatory

requirements.

Review the fire/life safety program and related documentation.Approach:

1. Do all new buildings and modifications to existing buildings meet local/nationalBuilding Design.

codes and the requirements of NFPA 101 or equivalent standard?

2. Are fire alarm systems, emergency lighting, fire dampers, automatic door closers,Maintenance.

sprinkler and fire suppressant systems, fire extinguishers, and other similar safety features subjectC op yr ig ht @ 2 01 2. B ut te rw or th -H ei ne ma nn .

to inspection and maintenance as specified in local/national codes and insurance schedules?

3. Where there is a necessity to temporarily disable any building featureContingency Measures.

designed to protect users, the risks should be assessed and, where necessary, contingency measures

introduced. Were there controls established to prevent unauthorized impairment of essential fire

safety equipment?

4. Was there a fire prevention program implemented to addressLife Safety and Fire Prevention.

work practices that minimize the likelihood and consequences of fire?

5. Were buildings subjected to a required periodicTesting the Effectiveness of Arrangements.

practice fire evacuation to assess the effectiveness of arrangements, familiarize occupants with

requirements, and identify improvements?

6. Are fire wardens in place and are fire evacuation drills conducted annually?Fire Prevention.

References

1. Momboisse RM. . Springfield, IL: Charles C Thomas;Industrial security for strikes, riots and disasters

1968.

2. Kingsbury A. . Springfield, IL: Charles C Thomas;Introduction to security and crime prevention surveys

1973.

3. Washington Crime Watch. Crime prevention training manual. Security survey section, p. 8.

4. Massachusetts Crime Watch. . Waltham, MA: LEAA; 1980.Home security test booklet

5. LaFaver D. . Agenda Security Services May 2010; 16. Shell Oil Company, p. 6.The home security book

Permission obtained from Norman Mortell, BA, Director of Operations.

6. .www.tssbulletproof.com

7. .www.pacificbulletproof.com

Appendix 3.A Site Survey and Risk Assessment

Victor Harold and John O’Rourke, CPP

Crime prevention, or lessening the potential for crime, begins with a major in-depth security

analysis of the business or facility. A survey of the interior and exterior will point out security

deficiencies and potential for intrusion or the probability that a crime will occur at that spot.

After the survey, an appraisal and recommendation for action should be immediately undertaken. A

timetable for implementing the recommendations should be originated and strictly followed.

It is possible the site survey is beyond the ability of most business managements. If it is, you are

advised to obtain the services of a qualified security professional.

You are also urged to have this service performed immediately. Consider the vulnerability of your

business to imminent criminal intrusion. Many burglarized companies as well as those that were

victimized by white collar crime have suffered irreversible losses, slowdown, and even shutdown.

This appendix broadly points out the external and internal geographical areas that may requireC op yr ig ht @ 2 01 2. B ut te rw or th -H ei ne ma nn .

http://www.tssbulletproof.com

http://www.pacificbulletproof.com

immediate and long-term consideration to help prevent criminal breach of the premises.

1. Can you obtain a neighborhood crime statistics report from the local police?

2. Can you determine if there has been any labor unrest in the area?

3. Can you obtain a report that details the extent of damage a labor unrest may have had on a firm in

the area?

4. What is the prevalent type of damage done to companies during a labor unrest in the area?

5. Has your company ever been victimized by the labor unrests of other companies in the area?

6. Have prior tenants or owners of your facility ever reported a criminal incident?

7. What types of crimes are the most prevalent in the area? List by percentage and frequency.

8. Is your facility very visible from the local roads?

9. Is there easy access by emergency vehicles to your building from the local roads?

10. Do you have a chart showing the frequency of police patrols in the area?

11. Do you know how long it would take an emergency or police vehicle to reach your facility?

12. Do you have an evaluation of your building’s roof and doors that details the length of time it will

take for a break-in to be successful?

13. Do you have an evaluation of the safes, locks, and other devices to ascertain how long they can

delay being opened?

14. If you require separate storage of high-risk or valuable items, are they placed in a high security

area that may discourage intrusion?

15. Is personnel movement into and within the building controlled?

16. Have the door and window hardware been evaluated for ease of entry?

17. Have window openings been secured? (Check with local fire department codes.)

18. Are important files and computer operations secured in an area that prohibits unauthorized entry?

19. Is the lighting sufficient throughout all work areas?

20. Are vent and roof access panels and doors wired and latched to prevent intrusion?

21. Have you prevented external access to the locker rooms and vending and lounge areas?

22. Are the financial handling areas separate and secure?

23. Do you keep your safe’s contents and the combinations and the controls needed to maintain

security confidential?

24. Are the removable panels and grates in which a person or inventory may be concealed periodically

removed and checked?

25. Can these panels and grates be more securely fastened without compromising the item to which

they are installed?

26. Will you require police, fire department, or building department approval to more securely fasten

those panels and grates?

27. Are the incoming electrical lines well secured and vandal free?

28. Are the panels on all electrical items fastened?

29. Are the electrical power grids, panels, backup, power supplies, etc., kept in a separate locked area?

30. Have you conducted a walk around the property to see if trees, hedges, walls, and fences can hideC op yr ig ht @ 2 01 2. B ut te rw or th -H ei ne ma nn .

a person or goods?

31. Have you considered immediate action to correct?

32. If some visibility obstructions exist, are you taking steps to correct?

33. To prevent inventory from going out with the trash, are you keeping a secure trash collection area?

34. To prevent roof access, are trees and their branches next to buildings removed?

35. Are ladders kept secure?

36. Are you aware that noisy equipment can mask unauthorized entry?

37. Are all exterior building entry points alarmed?

38. Are you aware that certain internal and external conditions may affect the alarm?

39. Is there a log of alarm malfunctions and their causes?

40. Have all the causes of alarm malfunction been remedied?

41. Is there an alarm listing and maintenance schedule?

42. Has the police or security company’s response to an alarm been tested?

43. Are key management personnel frequently tested on alarm use?

44. Have key personnel been given specific alarm control assignments, including alarm opening,

closing, checkout procedures, and accountability?

45. Are there clearly established money handling procedures to follow for safeguarding cash deposits,

etc.?

46. Do you have a policy for reporting thefts other than security breaches? (Anonymously, if you

think it is best.)

47. Are office machines, shop equipment, and other easily movable items marked for identification

purposes?

48. Are vendors, salespeople, and repair persons logged in and out and, when necessary, given

visitor’s passes?

49. Are the employees frequently updated on security procedures?

50. Are you keeping a file of security deficiencies and a schedule for correction?

Appendix 3.B Physical Security Survey

Victor Harold and John O’Rourke, CPP

Exterior Physical Characteristics: Perimeter Grounds

1. Is the fence strong and in good repair?

2. Is the fence height (a minimum of 8 feet excluding a 1 foot top guard of 3 strands of barbed wire)

designed so that an intruder cannot climb over it?

3. Is the design of the fence from the building designed so that an intruder cannot climb over it?

4. Are boxes or other materials placed at a safe distance from the fence?

5. Are there weeds or trash adjoining the building that should be removed?

6. Are stock, crates, or merchandise allowed to be piled near the building?C op yr ig ht @ 2 01 2. B ut te rw or th -H ei ne ma nn .

7. Is there a clear area on both sides of the fence?

8. Are unsecured overpasses or subterranean passageways near the fence?

9. Are the fence gates solid and in good condition?

10. Are the fence gates properly locked?

11. Are the fence gate hinges secure and nonremovable?

12. What types of locks and chains are used to secure the gates?

13. Have unnecessary gates been eliminated?

14. Do you regularly check those gates that are locked?

15. Are blind alleys near buildings protected?

16. Are fire escapes and exits designed for quick exit but difficult entry?

17. Is the perimeter reinforced by protective lighting?

18. Has shrubbery near windows, doors, gates, garages, and access roads been kept to a minimum?

19. What are the physical boundaries of the residence’s grounds?

20. Does lighting illuminate all roads?

21. Is there a procedure to identify vendors, subcontractors, and visitors before entrance to the gate?

22. Is proper signage in place?

Exterior Doors

1. Are all doors strong and formidable?

2. Are all door hinge pins located on the inside?

3. Are all door hinges installed so that it would be impossible to remove the closed door(s) without

seriously damaging the door or jam?

4. Are all door frames well constructed and in good condition?

5. Are the exterior locks double cylinder, dead bolts, or jimmy proof?

6. Can the breaking of glass or a door panel allow the person to open the door?

7. Are all locks working properly?

8. Are all doors properly secured or reinforced?

9. Are all unused doors secured and alarmed?

10. Are the keys in possession of authorized personnel?

11. Are keys issued only to personnel who actually need them?

12. Are the padlocks, chains, and hasps case hardened?

13. Are the hasps installed so that the screws cannot be removed?

Exterior Windows

1. Are nonessential windows bricked up or protected with steel mesh or iron bars?

2. Are all windows within 14 feet of the ground equipped with protective coverings?

3. Are the bars or screens mounted securely?

4. Do those windows with locks have locks designed and located so they cannot be reached or openedC op yr ig ht @ 2 01 2. B ut te rw or th -H ei ne ma nn .

by breaking the glass?

5. Are small or expensive items left in windows overnight?

6. Is security glass used in any of these windows?

7. Are windows located under loading docks or similar structures protected?

8. Can windows be removed without breaking them?

9. Do all vents and similar openings have a gross area of 1 square foot or more secured with protective

coverings?

10. Are windows connected to an alarm system adequately protected?

11. Are windows not secured by bars or alarms kept locked or otherwise protected?

12. Have windows (doors) been reinforced with Lexan?

13. Are all windows properly equipped with locks, reinforced glass, or decorative protective bars or

sturdy shutters?

14. Are unused windows permanently closed?

Other Openings

1. Do you have a lock on manholes that give direct access to your building or to a door that a burglar

could easily open?

2. Have you permanently closed manholes or similar openings that are no longer used?

3. Are your sidewalk doors or grates locked properly and secured?

4. Are your sidewalk doors or grates securely in place so that the entire frame cannot be pried open?

5. Are your accessible skylights protected with bars and/or an intrusion alarm?

6. Did you eliminate unused skylights, which are an invitation to burglary?

7. Are exposed roof hatches properly secured?

8. Are fan openings or ventilator shafts protected?

9. Does a service tunnel or sewer connect to the building?

10. Do fire escapes comply with city and state fire regulations?

11. Are your fire exits or escapes designed so that a person can leave easily but would have difficulty

entering?

12. Do fire exit doors have a portable alarm mounted, to communicate if the door is opened, or is it

hooked up to the intrusion alarm?

13. Can entrance be gained from an adjoining building?

Exterior Lighting

1. Is the lighting adequate to illuminate critical areas (alleys, fire escapes, ground level windows)?

2. How many foot-candles is the lighting on horizontal at ground level?

3. Is there sufficient illumination over entrances?

4. Are the perimeter areas lighted to assist police surveillance of the area?

5. Are the protective lighting system and the working lighting system on the same line?C op yr ig ht @ 2 01 2. B ut te rw or th -H ei ne ma nn .

6. Is there an auxiliary system that has been tested?

7. Is there an auxiliary power source for protective lighting?

8. Is the auxiliary system designed to go into operation automatically when needed?

9. Are the protective lights controlled automatically by a timer or photocells or is it manually

operated?

10. What hours is this lighting used?

11. Does it use a switch box(es) or is it automatically time secured?

12. Can protective lights be compromised easily (e.g., unscrewing of bulbs)?

13. What type of lights are installed around the property?

14. Are they cost effective?

15. Are the fixtures vandal proof?

16. Is there a glare factor?

17. Is there an even distribution of light?

Interior Physical Characteristics

1. Name of the site.

2. Address.

3. Full name and exact title of the administrative officer.

4. Telephone number.

5. Name of the surveying officer.

6. Full name and exact title of the security liaison.

7. Describe the security problem at this site.

8. What is the general purpose of the site?

9. What is the range of hours in use?

10. Which hours and days represent high-activity use?

11. How many people have access to the site?

12. Is the site normally open to the public?

13. List the number of rooms occupied by the various departments and offices.

14. Who does maintenance?

15. On what schedule does maintenance operate?

16. List the estimated dollar value of equipment and property in each department or office.

17. What area has the highest dollar value?

18. What area contains the most sensitive material?

Interior Lighting

1. Is there a backup system for emergency lights?

2. Is the lighting provided during the day adequate for security purposes?

3. Is the lighting at night adequate for security purposes?C op yr ig ht @ 2 01 2. B ut te rw or th -H ei ne ma nn .

4. Is the night lighting sufficient for surveillance by the local police department?

Doors

1. Are doors constructed of a sturdy and solid material?

2. Are doors limited to the essential minimum?

3. Are outside door hinge pins spot welded or bradded to prevent removal?

4. Are those hinges installed on the inward side of the door?

5. Is there at least one lock on each outer door?

6. Is each door equipped with a locking device?

Offices

1. Can entrances be reduced without loss of efficiency?

2. Are office doors locked when unattended for long periods?

3. Does the receptionist desk have a clear view of the entrance, stairs, and elevators?

4. Are maintenance people and visitors required to show identification to the receptionist?

5. Are desks and files locked when the office is left unattended?

6. Are items of value left on desks or in an unsecured manner?

7. Are all computers bolted down?

8. Are floors free of projections, cracks, and debris?

9. During normal working hours, is the storage facility kept locked when not in use?

10. How many people have keys to this door?

Keys

1. How many keys are issued? How many master keys?

2. Is there a key control system?

3. What is the basis of issuance of keys?

4. Is an adequate log maintained of all keys issued?

5. Are key holders ever allowed to duplicate keys?

6. Are keys marked “Do Not Duplicate”?

7. If master key(s) are used, are they devoid of markings identifying them as such?

8. Are losses or thefts of key(s) promptly reported to security?

9. Who (name and title) is responsible for issuing and replacing keys?

10. When was the last visual key audit made (to ensure they had not been loaned, lost, or stolen)?

11. Were all the keys accounted for? (If not, how many were missing? How often do you conduct

visual audits?)

12. Are duplicate keys stored in a secure place? Where?

13. Are keys returned when an employee resigns, is discharged, or is suspended? (If not, why not?)Co py ri gh t @ 20 12 . Bu tt er wo rt h- He in em an n.

Locks

1. Are all entrances equipped with secure locking devices?

2. Are they always locked when not in active use? (If not, why not?)

3. Is the lock designed or the frame built so that the door cannot be forced by spreading the frame?

4. Are all locks in working order?

5. Are the screws holding the locks firmly in place?

6. Is the bolt protected or constructed so that it cannot be cut?

7. Are locks’ combinations changed or rotated immediately on resignation, discharge, or suspension

of an employee having possession of a master key(s)? If not, why not?

8. Are locks changed once a year regardless of transfers or known violations of security? If not, why

not?

9. When was the last time the locks were changed?

Petty Cash

1. How much petty cash is kept?

2. Are funds kept to a minimum?

3. Where is petty cash secured?

4. Are blank checks also stored there?

5. Are checks presigned?

6. Is the accounting system adequate to prevent loss or pilferage of funds accessible to unauthorized

persons at any time?

7. Are funds kept overnight in a safe, locked desk, or file cabinet?

8. Is this storage area secure?

9. Are locks in the storage area replaced when keys are lost, missing, or stolen?

10. How many people handle petty cash?

Safes

1. What methods are used to protect the safe combination?

2. Are combinations changed or rotated immediately on resignation, discharge, or suspension of an

employee having possession of the combination? If not, why not?

3. Is your safe approved by UL?

4. Is your safe designed for burglary protection as well as fire protection?

5. Where is (are) the safe(s) located?

6. Is it well lit at night?

7. Can it be seen from outside?

8. Do you keep money in your safe?

Co py ri gh t @ 20 12 . Bu tt er wo rt h- He in em an n.

9. Do you keep cash at a minimum by banking regularly?

10. Do you use care in working the combination so that it is not observed?

11. Do you spin the dial rather than leaving it on “day lock”?

12. Do you have a policy of making certain that the safe is properly secured and the room, door(s),

and windows are locked; night-light(s) is on; and no one is hidden inside?

13. Is your safe secured to the floor or wall?

14. Are combinations changed at least every 6 months? If not, when was the last time?

15. Do you have a protective theft alarm? If yes, is it local or central?

16. When was the system tested last?

Inventory Control

1. When was the last time an inventory of business equipment was made, listing serial numbers and

descriptions?

2. Were any items missing or unaccounted for?

3. Are all computers and similar equipment bolted down or otherwise secured?

4. Has the firm marked all its business equipment?

5. Is all expensive business equipment stored in a security cabinet or room?

Appendix 3.C Plant Security Checklist

Victor Harold and John O’Rourke, CPP

1. Have you obtained a list of certified protection professionals (CPP) from the American Society for

Industrial Security International (Arlington, Virginia)?

2. Have you assigned a senior executive (CSO) to act as liaison with the security consultant?

3. Have you assessed overall plant vulnerability to a variety of risks?

4. Have you checked with local police agencies about the incidence of vandalism, damage, reported

internal losses, burglaries, and other crimes in the vicinity?

5. Have you checked with fire officials about the local incidence and type of fires and extent of

losses?

6. Do you do periodic reviews of the plant security system, especially with a view toward

effectiveness?

7. Do you periodically review the efficiency and willingness of the assigned security executive to

carry out the function?

8. In many situations, the cost of security is far greater than the actual or expected loss. Have your

circumstances been analyzed for cost-effectiveness?

9. Do you maintain a list of security regulations? Is it properly posted? Is it periodically reviewed?

10. Are you certain there has been no negligence in the guard force?

11. How often do you review the methods used to screen new employees, and are you certainCo py ri gh t @ 20 12 . Bu tt er wo rt h- He in em an n.

screening is done?

12. Is there a policy to prevent laxity and indiscriminate use of badges and passes?

13. On termination of employment of a senior executive, are locks, codes, and passwords changed and

badges deleted?

14. Have you trained line supervisors to daily check the plant’s interior and exterior physical

condition?

15. Do you tell your plant engineers to daily check critical utility areas, such as sewers, telephone,

water, and electricity, for damage?

16. If security equipment is to be installed, has the installation plan been approved by a qualified

group, such as the fire department, architect, police department, or engineer?

17. Has there been a recent security evaluation of hardware, containers, fire control equipment, safety

items, locks, and bars?

18. Do you have a daily inspection of interior and exterior intrusion detection systems, fire systems,

and sprinkler systems?

19. Do you daily test and examine your alarm system for proper operation?

20. Is your alarm system of the divided type; that is, can small segments be disconnected from the still

operational main system?

21. Do you have a security communication network? Are all parts operating?

22. If you use CCTV and cameras, are all stations functioning well?

23. When purchasing new equipment, is the suitability and reliability of the items checked out by a

dependable group?

24. Do you have a study showing that your security measures can generate a return on investment

because losses are avoided and assets are recovered?

25. Has a thorough security survey identified various probable events, such as pilferage or white

collar crime, to which the company is vulnerable?

26. Can an approximate dollar amount be placed on each factor?

27. Will the survey estimate the cost versus benefit ratio of attempting to correct any security

infringement?

28. Does the security survey or audit answer the following:

a. What is the possibility of a specific occurrence?

b. What is the probability of a specific occurrence?

c. What set of circumstances has to be in place for a situation to happen?

d. If a problem occurs, how much will it cost to correct and restore?

e. Is there any personal risk to people?

f. If we do not install a security system, can we handle most situations on our own?

g. What is the correct security level required to accomplish the mission?

29. Do you minimize contact between employees and nonemployees (as much as possible)?

30. Do you keep a record of which employees have keys to specific areas?

31. Are locks changed regularly?

Co py ri gh t @ 20 12 . Bu tt er wo rt h- He in em an n.

100

32. Are doors double or triple locked?

33. Are external signs posted stating that alarm systems are in operation?

34. Because the roof is a weak spot, has it been properly protected from intrusion, such as with

sensitive sonic alarms or microwave?

35. Have perimeter entrances been minimized to prevent accessibility by key?

36. Have you determined whether you need a badge or employee pass identification system?

37. Are your employees trained to challenge an unrecognized visitor or non-pass-wearing person?

38. Are outside service vendors escorted to the job site? Periodically checked or stayed with? Escorted

out?

39. Do you retain a security consultant to annually review physical security needs and update security

devices?

40. Do your employees know you will prosecute theft offenders?

41. Have you requested that your alarm agency notify you if the premises have been visited during

unusual hours by an employee with a key?

42. Are office keys given only to those who need access?

43. Do you have a record of which key was given to whom?

44. Do you collect keys immediately from discharged employees?

45. Do you change the locks of areas in which discharged employees had access?

46. Are keys marked with “Do Not Duplicate” logos?

47. Are serial numbers ground off keys to prevent duplication by number?

48. Is a responsible executive in charge of key distribution?

49. Are spare keys kept in a secure cabinet?

50. Are duplicate records kept, indicating key distribution and date and time issued?

51. Can your telephones be locked to prevent unauthorized after-hours use?

52. Do you have a locksmith who periodically checks all lock operations?

53. Can personal items be secured in a locked desk drawer?

54. Are important papers kept in a double-locked and fireproof file?

55. When filing cabinets are unlocked for use, are keys removed and secured?

56. Are office machines bolted down and locked?

57. Are your office machines and plant equipment marked for identification?

58. Are the serial numbers of office and plant equipment recorded, duplicated, and secured?

59. Are briefcases with important documents left in a locked cabinet?

60. Are important papers removed from desks and locked when the area is not staffed?

61. When the building shuts down for the evening or weekend, are doors and windows checked by a

manager?

62. Do service personnel from outside vendors have proper identification?

63. When shutting down for the evening, are potential hiding places checked?

64. Are the police and fire department numbers posted near each telephone?

65. Are safe combinations changed very frequently?

Co py ri gh t @ 20 12 . Bu tt er wo rt h- He in em an n.

101

66. Are security officers’ rounds checked every day?

67. Have you determined if a shredder is necessary?

68. Do you avoid keeping large sums of cash overnight?

69. Do visitors sign in?

70. If the employees wear passes, do your security people check them even if the wearers are familiar?

71. If you have a facility that requires constant security, do you escort your visitors?

72. Is a vigil kept on outside maintenance people?

73. If you have a sensitive security area, is access to it kept limited?

74. Is the security area marked with signs and color coded?

75. Do you need an area where sensitive talks take place?

76. Do you periodically check offices for signs of tampering, such as moved desks, paint marks, putty

and other fillers used to seal holes, dust and scratch marks, and more?

77. Do you avoid discussing on the phone what you are going to do about your security situation?

78. Do you avoid ordering security sweeps and changes in security structure over the phone?

79. Do you test the integrity of the security service by ascertaining if they will plant a device?

80. Do your security officers observe the counter-surveillance people at work?

81. Are the items prone to tapping or targets for security intrusion sealed? Are the seals checked

regularly?

82. If a bug is found, do you continue to search for more?

83. Are all entry places alarmed?

84. Do you have a locker area for employees’ personal use? Is the facility kept secure?

85. Are your security officers routinely given polygraphs, fingerprinted, and vetted?

Appendix 3.D Security Officers Checklist

Victor Harold and John O’Rourke, CPP

1. Have you determined whether or not you have limited security requirements?

2. If you have determined that your security needs are complex, have you talked about your needs to a

select group of trustworthy agencies?

3. If your security needs are simple, are you aware that it is time consuming and a waste of

productivity to obtain a wide variety of competitive bids?

4. Have you checked with a local law enforcement official for recommendations?

5. Have you checked with colleagues who use security services for recommendations?

6. If you are analyzing a security agency, have you requested information on the amount, type, and

stipulations of their insurance coverage?

7. Have you requested information on the security agency’s clients, the names of current customers,

and the length of time the account has been with the agency?

8. Have you requested information on the agency’s financial status?

9. Is the agency willing to reveal security officer training techniques?Co py ri gh t @ 20 12 . Bu tt er wo rt h- He in em an n.

102

10. Does the agency have security officer incentive programs?

11. Does the agency have a career program for its security officers?

12. Do the guards meet educational and criminal background checks?

13. Has the agency a set of standards to which security officers are held? What are they?

14. Have you reviewed the credentials of the senior executives of the guard service company?

15. Will your account have a representative assigned who is from the highest level of management?

16. Will the agency you select have the capabilities to offer other services, such as investigations,

disaster planning, executive protection, employee screening, and polygraph testing?

17. Have you determined if the agency you are selecting has a union affiliation? Which one?

18. Will there be a union conflict if your employees go on strike?

19. Have you visited the agency’s local office?

20. Have you discussed prior clients and why they no longer are clients?

21. Have you visited current accounts and talked to management?

22. In the contractual arrangement with the guard company, have you avoided too much control over

their employees?

23. Have you double-checked the insurance liability of the agency?

24. Does the contract with the guard company assure that it is an independent contractor, relieving

your firm of joint employer liability?

25. Have you reviewed the contract’s provisions for replacing unsatisfactory guards and terminating

the contract?

26. Does the contract guarantee costs?

27. Does the contract contain penalties for nonperformance or poor performance?

28. Is there an agreement by the guard company to refrain from doing business with a competitive

company?

29. Have you assigned a senior person to monitor security services to determine that standards are

being met and the agency’s contractual obligations are being fulfilled?

30. If your plant is paying for guard services, have you discussed wages and job-related expenses,

such as travel, holidays, and supervisors?

31. Have you discussed any special training required to accomplish the assignment, such as firearms,

CPR, fire safety, and first aid?

32. If your situation requires a formal presentation and contract, have the documents been reviewed

by your legal counsel and insurance company?

33. Have you reviewed provisions for contract terminations?

Appendix 3.E Office Security Checklist

Victor Harold and John O’Rourke, CPP

The UCLA Campus Police Department put together the following office security checklist, which

deals with 30 security points pertaining to operational procedures as well as physical characteristics.

Co py ri gh t @ 20 12 . Bu tt er wo rt h- He in em an n.

103

1. Do you restrict office keys to those who actually need them?

2. Do you keep complete, up-to-date records of the disposition of all office keys?

3. Do you have adequate procedures for collecting keys from former employees?

4. Do you secure all computers and similar equipment with maximum security locks?

5. Do you restrict duplication of office keys, except for those specifically ordered by you in writing?

6. Do you require that all keys be marked “Do Not Duplicate” to prevent legitimate locksmiths from

making copies without your knowledge?

7. Have you established a rule that keys must not be left unguarded on desks or cabinets; and do you

enforce that rule?

8. Do you require that filing cabinet keys be removed from locks and placed in a secure location after

opening cabinets in the morning?

9. Do you have procedures that prevent unauthorized personnel from reporting a “lost key” and

receiving a “replacement”?

10. Is a responsible person in charge of issuing all keys?

11. Are all keys systematically stored in a secured wall cabinet either of your own design or from a

commercial key control system?

12. Do you keep a record showing issuance and return of every key, including name of person, date,

and time?

13. Do you use telephone locks to prevent unauthorized calls when the office is unattended?

14. Do you provide at least one lockable drawer in every secretary’s desk to protect purses and other

personal effects?

15. Do you have at least one filing cabinet secured with an auxiliary locking bar so that you can keep

business secrets under better protection?

16. Do you record all equipment serial numbers and file them in a safe place to maintain correct

identification in the event of theft or destruction by fire?

17. Do you shred all important papers or place them in a recycle bin for shredding?

18. Do you lock briefcases containing important papers in closets or lockers when not in use?

19. Do you insist on identification from repair personnel who come to do work in your office?

20. Do you deposit incoming checks and cash each day so that you do not keep large sums in the

office overnight?

21. Do you clear all desks of important papers every night and place them in locked, fireproof safes or

cabinets?

22. Do you frequently change the combination of your safe to prevent anyone from memorizing it or

passing it on to a confederate?

23. When working alone in the office at night, do you set the front door lock to prevent anyone else

from getting in?

24. Do you have the police and fire department telephone numbers posted and handy?

25. Do you check to see that no one remains behind hiding at night if you are the last to leave the

office?

Co py ri gh t @ 20 12 . Bu tt er wo rt h- He in em an n.

104

26. Are all windows, transoms, and ventilators properly protected?

27. Do you double-check to see that all windows and doors are securely locked before you leave?

28. Are all doors leading to the office secured by heavy-duty, double-cylinder dead bolt locks?

29. If your office is equipped with a burglar alarm system or protected by a guard service, do you

make sure the alarm equipment is set properly each night?

30. Do you have a periodic security review made by a qualified security expert or locksmith?

Appendix 3.F Home Security Checklist

Victor Harold and John O’Rourke, CPP

Exterior

1. Do you have a burglar alarm?

2. Are there stickers on your windows and doors, stating that the property is alarmed?

3. Are bicycles, garden equipment, and other items kept indoors and locked?

4. Is your mailbox locked?

5. Are front and back doors kept lighted in the evening?

6. Are shrubs and trees trimmed low, below window level?

7. Do you arrange for mail and newspaper pickup or stop deliveries if you are not at home?

8. Is your grass kept mowed while you are away?

9. Is there a neighborhood watch program?

10. Do you place lights on timers or photocells if you go away?

11. Are police notified of your extended absence?

Doors

1. Do all doors, especially to the garage and basement, close tightly?

2. Are all doors double locked?

3. Are overhead doors locked when not in use? Is there a track lock?

4. If padlocks are used, are they of high quality?

5. If hinges and hasps show, are the screws and hinge pins of the type that cannot easily be removed?

6. If your car is in the garage, are the doors locked and the keys removed?

7. Are the entrance doors solid core?

8. Is there a security plate in the lock area to prevent jimmying?

9. Are there peepholes or viewing windows in the entrance doors?

10. If the entry doors have glass, is the glass 40 or more inches from the lock?

11. Are sliding doors locked and has an anti-slide bar on the lower track, as well as bars on top of the

doors, been installed to prevent lifting the door off the track?

Co py ri gh t @ 20 12 . Bu tt er wo rt h- He in em an n.

105

Windows

1. Are the window air conditioners bolted to prevent removal from the outside?

2. Can the basement windows be locked?

3. Do you use auxiliary pins and other locks on all windows?

4. If windows are kept open for ventilation, can they be locked in the open position?

General Home Security

1. Can all exterior doors be locked from the inside?

2. Are the locks on all exterior doors of the dead bolt type?

3. If a door or window is opened while you are home, will there be a warning sound or light?

4. When you retire or leave, do you check doors and windows to be certain they are locked?

5. When repair people and utility company representatives come to your door, do you request

identification?

6. Can your basement door be locked to prevent entry into the house?

7. Are extra house keys kept isolated or hidden?

8. Do you avoid indiscriminate handing out of duplicate keys?

9. If you park your car in a public lot, do you separate the car keys from the house keys?

10. Do you have an outside light that remains on all night?

11. Are all low-level windows that are easily accessible kept doubly secure with latches and bolts?

12. Have you installed window and door devices that audibly and visually indicate that a break-in is in

progress or has occurred?

13. Are your skylights well secured, that is, not easily removed from the roof?

14. Are window air conditioners well installed and not removable from the outside?

15. Are your portable fire extinguishers kept in good condition?

16. Are they kept in easily accessible areas?

17. Are smoke and heat detectors installed near sleeping areas and on every level of the house?

18. Are the detectors tested frequently?

19. Are fire drills a regular routine with your family?

20. Do you have an emergency notification system to enable other households to know that a situation

(medical, panic, robbery) is occurring?

21. If a suspicious vehicle is in the area, is a description and the license number noted?

22. If you go away, can you get a neighbor to park a spare car in your driveway?

23. Do you have a home safe for valuable items?

24. Should you have an alarm system survey to help determine your security and safety needs?

Miscellaneous

1. Is valuable property inventoried, and is the list periodically updated and secured?C op yr ig ht @ 2 01 2. B ut te rw or th -H ei ne ma nn .