December 1, 2009
The Security Hospital Assessment – The Employee Perspective
November 25, 2009
What is the Backbone of a Successful Mall Security Program? - Is Your Security Planning Predicated on Outcome Based Decision Making?
November 17, 2009
How Did You Build Your Security Program? - Security Planning – Outcome Based Decision Making
November 12, 2009
Tyco’s Security Design & Technology Symposium 2009
July 18, 2009
Adding Value to Hospital Security Programs
By: William H. Nesbitt, CPP; President of Security Management Services International, Inc.
Contact Information: Phone: 805-499-3800 Email: bill@smsiinc.com; Website: www.smsiinc.com
LinkedIn: http://www.linkedin.com/in/williamnesbittcpp ; Blog: www.securitysourceonline.com
July 16, 2009
Good Security is About Behavior Modification
May 16, 2009
Security Budgets – Doing More With Less
May 12, 2009
WORKPLACE VIOLENCE PREVENTION
April 27, 2009
THE WHARTON EXPERIENCE
—Steve Chupa, Director of Security, Worldwide Security Group, Johnson & Johnson
April 20, 2009
Security Management Support For Limited Security Budgets
- The client has, or is considering implementation of an enterprise-wide formal security program and strategy.
- The program has a designated security manager or an individual responsible for oversight of the security program in addition having other managerial responsibilities.
- The security program has or intends to include the application of security measures, that may include, but is not limited to:
- Access management system
- Closed circuit television usage
- Alarm system
- Information protection programs
- Uniformed security personnel
- Contract
- Proprietary
- Investigation personnel
- The enterprise is composed of an excess of 100 employees
- An initial comprehensive security assessment. (It is important to establish a foundational basis from which to move ahead and to build upon moving forward.)
- Physical security audit
- Lighting
- CPTED (Crime Prevention Though Environmental Design)
- CCTV
- Access management
- Card system
- Locking systems
- Security personnel usage
- Pre-employment practices
- Inventory and supply chain management security
- Exterior and perimeter security
- Security training needs
- Security awareness programs
- Internal & external crime threat levels
- Physical security audit
- Development of a Security Plan
- Mission statement
- Job descriptions
- Workplace Violence Prevention
- Metrics
- RFP development if deemed necessary
- Vendor selection oversight
- Initiation of Perspective Premium Incident Management System
- Establishment of the Perspective Premium Incident Management program
- Security Management Support in setting up Perspective to ensure it meets site specific needs
- Establishment of Perspective reporting, and other output functionality
- Customized Reports
- Charts
- Graphs
- Multimedia Presentation Capabilities
- “State of the Art” Analytics
- Ensuring that security decisions are data driven
- Establishment of Perspective reporting, and other output functionality
- Establishment of Security Management Support structure
- Development and defining the support role of Security Management Services International, including but not limited to:
- Determination of Site visits per year
- Unlimited phone/online support service
- Incident management protocol
- Initiation and promulgation of Security Awareness Program
- Response to special needs protocol
- Development and defining the support role of Security Management Services International, including but not limited to:
- Investment
- A one-time modest retainer
- Contract for One Monthly Fee for Security Management Services, inclusive of the Perspective Premium monthly subscription
- Benefits
- These combined services clearly fit the description that “The whole is greater than the sum of the parts.”
- The value of these bundled services is greater than the cost of the individual components.
- The likelihood of reduced liability.
- The reduction of both internal and external losses.
- The assurance of achieving greater value and return on investment from the accumulated security vendors.
- The result of maintaining a contemporary security program that addresses the needs of today and tomorrow.
SMSI does not seek to replace the existing security program, its management and/or personnel. This programhas as a primary mission of enhancing the existing security program by improving its value added impact to the organization it serves. All too often securitydecisions areintuitively derived and may or may not sufficiently address specific needs. SMSI believes that security programs should be need drivenpredicated on hard data.
April 15, 2009
Avoiding Security Litigation in a Healthcare Setting
William H. Nesbitt, CPP is a Board Certified Protection Professional certified in Security Management and the President of Security Management Services International, Inc. He has more than 35 years of diverse security management experience. That experience includes his participation in approximately 600 security driven lawsuits as a court certified security expert covering 40 states. Bill is a longstanding member of ASIS International, IAHSS, ASHRM, and ACHE. He is also a member of the ASHRM Patient Safety Interest Network. For questions call: 805-499-3800. Visit www.smsiinc.com
April 6, 2009
Security Management Support Program
- The client has, or is considering implementation of an enterprise-wide formal security program and strategy.
- The program has a designated security manager or an individual responsible for oversight of the security program in addition having other managerial responsibilities.
- The security program has or intends to include the application of security measures, that may include, but is not limited to:
- Access management system
- Closed circuit television usage
- Alarm system
- Information protection programs
- Uniformed security personnel
- Contract
- Proprietary
- Investigation personnel
- The enterprise is composed of an excess of 100 employees
- An initial comprehensive security assessment. (It is important to establish a foundational basis from which to move ahead and to build upon moving forward.)
- Physical security audit
- Lighting
- CPTED (Crime Prevention Though Environmental Design)
- CCTV
- Access management
- Card system
- Locking systems
- Security personnel usage
- Pre-employment practices
- Inventory and supply chain management security
- Exterior and perimeter security
- Security training needs
- Security awareness programs
- Internal & external crime threat levels
- Physical security audit
- Development of a Security Plan
- Mission statement
- Job descriptions
- Workplace Violence Prevention
- Metrics
- RFP development if deemed necessary
- Vendor selection oversight
- Initiation of Perspective Premium Incident Management System
- Establishment of the Perspective Premium Incident Management program
- Security Management Support in setting up Perspective to ensure it meets site specific needs
- Establishment of Perspective reporting, and other output functionality
- Customized Reports
- Charts
- Graphs
- Multimedia Presentation Capabilities
- “State of the Art” Analytics
- Ensuring that security decisions are data driven
- Establishment of Perspective reporting, and other output functionality
- Establishment of Security Management Support structure
- Development and defining the support role of Security Management Services International, including but not limited to:
- Determination of Site visits per year
- Unlimited phone/online support service
- Incident management protocol
- Initiation and promulgation of Security Awareness Program
- Response to special needs protocol
- Development and defining the support role of Security Management Services International, including but not limited to:
- Investment
- A one-time modest retainer
- Contract for One Monthly Fee for Security Management Services, inclusive of the Perspective Premium monthly subscription
- Benefits
- These combined services clearly fit the description that “The whole is greater than the sum of the parts.”
- The value of these bundled services is greater than the cost of the individual components.
- The likelihood of reduced liability.
- The reduction of both internal and external losses.
- The assurance of achieving greater value and return on investment from the accumulated security vendors.
- The result of maintaining a contemporary security program that addresses the needs of today and tomorrow.
SMSI does not seek to replace the existing security program, its management and/or personnel. This programhas as a primary mission of enhancing the existing security program by improving its value added impact to the organization it serves. All too often securitydecisions areintuitively derived and may or may not sufficiently address specific needs. SMSI believes that security programs should be need drivenpredicated on hard data.