ASIS-HOUSTON CHAPTER MINUTES
The luncheon meeting was held at the Renaissance Hotel with Chairman
Prayer and Pledge: Lewis Eakins CPP
The meeting included the introduction of guests and new members.
COMMITTEE ACTIVITIES
Newsletter: Tom Hamilton CPP: the newsletter is currently being mailed. This is an expanded version with many new articles including a “Spotlight” feature on Mark Caldwell CPP.
Web: Mike Crocker CPP: The funding is almost complete. There are (2) $300 sponsorship spots still available.
Region 6: RVP Mike Crocker CPP encouraged us to visit the new regional web page at www.asisregion6.org. He hopes to model the Regional structure after the Houston Chapter, including committees, an executive committee, golf tournament etc.
Golf: Bob Cascino CPP announced the tournament proceeds will exceed $21,000 this year. In the last 5 years, the Chapter has donated over $80,000 to area universities to sponsor Criminal Justice scholarships. Randy Simpson CPP will be the 2007 Golf Chairman. Since the tournament has grown in scope and complexity, it is important to start the organization for next year’s tournament soon. He is welcoming former committee members and encouraging new members to continue growing this successful charitable program.
Treasurer’s report: Distributed.
Training
Houses of Worship: Lewis
Eakins talked about the recent increase in theft of copper tubing. Copper has high value; although it takes
large quantities to reach significant dollars.
These thieves will tear apart a $7,000 air conditioning unit to pawn $50
worth of tubing. One
Social Committee: Andrea
Laughlin announced the plans for a wine/cheese event for sometime in September
and a December
Roundtable: Charles Hutchinson stated the next meeting will be in September.
Public Service Award: Officer Mohammad A. Khan; Houston Police Department
Greg Walker, Esq., ARM, CPP introduced our honoree, who was accompanied by his wife and supervisor Lt. Walker (Homicide). Officer Khan just transferred to the Homicide Division.
On
Officer Kahn rushed to the aid of the suspect who was trapped by the steering wheel and deployed airbag. As the flames advanced toward the cab area, the officer determined that the incoherent suspect could not assist in his own escape. The officer reached inside the vehicle and reclined the driver’s seat and pulled the suspect out through the rear driver’s door to safety. Without the officer’s intervening actions, the suspect would have surely lost his life.
Officer Khan was presented a plaque in appreciation of his bravery and commitment to the safety of all our citizens, even when they are failing to obey the law.
SPEAKER: Thomas L. Norman CPP, PSP, CSC,
International Consultant
Topic: “Security Program Development-Why security programs fail and how to develop a successful program”.
Mr. Norman’s accomplished biography is available on our web
site. He moved here two years ago for a
project for the
Any single or chronic event can define both a security program failure as well as a business program failure. Organizations are established to fulfill a Mission Statement; programs support the mission; programs acquire assets and those assets must be protected. The goal of any security program is the protection of four organizational critical assets: People, Property, Proprietary Information and Business Reputation.
Tools can be high tech (electronic devices), low tech (signage, lighting, and fencing) or no tech (policy/procedures, guards, training). Disorganized programs cause failure. Some of the roots of these failures include:
Security programs are derived from security policies. Poorly defined policies equates to a poorly defined program. With vague or non-existent measurement metrics, the success of the program cannot be measured. Ultimately, this results in undefined goals, risks, proper security, metrics and not following those metrics.
Goals must include a strong deterrence to terrorism and “routine” crime. It also includes the appropriate use of assets for the appropriate users, quality of life issues, lower overall risk for the organization, assent of the users to induce appropriate behavior and creating a risk for the inappropriate user or behavior. Cultural training can often make us do things that are counter-intuitive; such as getting on an elevator with someone that makes us uncomfortable, yet fearing we will cause insult if we elect not to get on the elevator.
Establish management metrics:
Risk analysis defines the mission, program, assets, range of threat, consequences, vulnerabilities, countermeasures, likelihood and defines the target value. A simple formula is:
Risk = Consequences X Likelihood (rank of threat)
Mr. Norman used the example of an airport to demonstrate three possible methods to assess risk:
Once the assessment is complete, then additional countermeasures can be determined by ranking high, low or no technology requirement (illustration: V2 Matrix). Budget Phasing Analysis is the next step. This chart displays the criticality of the threat and the cost associated with each phase in the plan.
Security becomes a Critical Business Program that requires definable goals and adequate budget to attain those goals. Apply countermeasures appropriately to achieve the best security results and still remain culturally sensitive. Several direct metrics for success include reduction in crime, lower insurance costs, and measurable risk reduction. Indirect metrics include an improved quality of life with the least inconvenience. Get unbiased help when necessary. Defend your security program. Get commitments early and in writing from the highest management level. Assure all participants adopt the organizational mission and do not substitute their own professional or personal agendas. Take the time to do it right. Assess the risk with appropriate behavior countermeasures. Look at methods versus the tactics. Security programs, as well as any business program, will fail without proper plans and without metrics.
Mr. Norman accepted a plaque in appreciation of his well presented discussion.
The next luncheon meeting is