2013 ASIS

Boston Chapter

Leadership

David Corbin, CPPChairpersonDcorbin1@partners.org

Ashley Ditta, Vice Chairpersonaditta@partners.org

Jim Healey, Treasurerjhealey@usssecurityassociates.com

Alexis Rossetti, Secretaryarosetti@usisecurity.com

www.asis-boston.org

Editorial: Howard Communication AssociatesDesign: MSG Design

The Security Beacon

June 2013 Boston Chapter of ASIS International

In this issue...

Hotels at the Marathon 1

Chairperson’s Message 2

No Typical Days for Dorr 3

Upcoming Events 4

Wristbands at Events 5

Together, At Last 5

Manning Scholarship 9

When trouble came to Boston

How security at Boston’s hotels reacted to the MarathonBombings

By Michael Soper, CLSD, CAPP II

For many of Boston's hotel securitydirectors, April 15, 2013 startedlike so many other Marathon Mondays. The morning was calm

yet full of excitement and anticipation for the events about to begin in thequaint New England town of Hopkinton, 26.2 miles from the Marathon's fin-ish line in Boston's historic Copley Square. Hotel security departments acrossthe city prepared for the event much like they have year after year, reviewing se-curity plans, understanding road closures, and generally being ready for the un-expected.

Boston's "Marathon Monday" coincides with the Massachusetts state holiday ofPatriot’s Day. Schools are closed, state offices are closed, and hundreds of thou-sands of spectators descend on Boston to cheer for their friends and watch thescores of runners cross the finish line.

Long after the elite runners had crossed the finish line, and at a time when themasses of regular runners would be celebrating their own personal accomplishments, trouble came to Boston.

It was 2:50 pm when the first bomb went off just yards from the finish line. Tenseconds later, a second bomb exploded just a few hundred feet away.

The bombs would end some lives and shatter others. And while it’s too soon tospeculate on what security changes will result in the months and years to come,it is certain there will be many.

ILSSA acts

What is known is that within moments of the bombings, Boston's hotels wentinto high alert. Immediate email and text notifications were sent to each hotelalerting them to the incident. The notification came not from city or state offi-cials but from the intelligence network operated by Boston's hotel security asso-ciation, the International Lodging Safety and Security Association (ILSSA), apublic-private law enforcement partnership founded in 1972.

Three hotels immediately found themselves in the midst of chaos. The Charlesmark, Lenox and Mandarin Oriental Hotels were within feet of the blasts. continued on page 3

June 2

Chairperson’s Message

ASIS Boston honors its public safety partners

The Boston Chapter once again celebrated its public safetypartners on June 5, 2013, during our Annual Public SafetyLuncheon. This very special event is our way of thanking ourcounterparts and recognizing the growing cooperation between the public and private sectors. It is also our opportu-

nity to give out our Local Heroes awards to a select few individuals.

This year’s selection process for the awards was especially difficult given themany heroic actions taken by Police, Fire and EMS during and after the BostonMarathon bombings. A total of five Local Heroes were honored, ranging fromthe late MIT Police Officer Sean Collier to Trooper Allyson Powell, whodragged a man 180 feet from his burning rig to save his life. These heroes serveas an inspiration to all of us and represent the true sacrifice that public safetyprofessionals make on a daily basis. This June’s luncheon was one of the mostwell-attended in the Chapter’s history, with over 250 private and public sectorprofessionals in attendance. I believe that this figure represented an outpouringof support for our public safety partners and I don’t believe that it went unno-ticed by them. I want to sincerely thank the Public Safety Luncheon Committeewho worked hard to coordinate this great event: Rebecca Coburn, Jim Healey,Harold Murphy, Ashley Ditta, Bill Yacopucci, Alexis Rosetti, and Bob Nicol.

At our May meeting, we had a great turnout at the U.S. Coast Guard (USCG)Base in Boston, where we were graciously hosted by USCG Commander JasonSmith who provided our members with a tour of the high-tech command cen-ter that monitors Boston Harbor and beyond. During this meeting, I met apublic safety professional who was looking for advice about transitioning intothe private sector. He was very interested in the private security field, but hadno idea where to start his search. I ended up connecting him to a couple of mycolleagues in the private sector who were enthusiastic about helping him tochart his future in our field. I felt that this truly represented the symbiotic rela-tionship between the private and public sector that we continue to fosterthrough our Chapter’s and our members’ activities and values.

As we move forward into the future, these relationships will continue to grow more important as threats to our communities and our nation evolve and become increasingly complex. I believe that we, in the Boston Chapter, are doing an amazing job in building these relationships and identifying new opportunities to aid our public safety professionals in their mission.

Sincerely yours,

David Corbin, CPPChairperson, ASIS Boston

Massachusetts Attorney General Martha Coakley

spoke about the importance of public and private

sector relationships at the recent ASIS Boston Public

Safety Luncheon in June.

Boston Police Deputy Superintendent Kelly Nee and

Longwood Security's Senior Vice President for

Community Affairs and Government Relations Peter

Scott exemplified the importance of public and private

sector partnerships.

Ret. Massachusetts State Police Sgt. Dan Clark,

aka "the Singing Trooper," led the the singing of the

National Anthem at the opening of the Public Safety

Luncheon, flanked by the Randolph Police Honor

Guard.

Photos by Karen Ahern, Public Safety Manager, Newton-WellesleyHospital

June 3

Triple certification serves head

of pharmaceutical security

A Security Beacon interview with Pfizer Security Manager ChrisDorr, CPP, PCI, PSP

Chris Dorr is security manager at Pfizer’s Andover, Massachusetts site. He received his PSP and PCI certification in 2007 and became a CPP in 2010.

Q:What is a typical day like for you?

A: There is none. My day starts with checking shift logs for incidents and theusual emails in the morning. I turn off my email after this to focus on my dailytasks and projects. These include becoming more lean. Like everyone in 2013,we have to do more with less. I find myself handling tasks that I used to dele-gate. Jeff Halko (Security Supervisor) and I recently took a time managementcourse. Jeff and I are the only Pfizer security employees, the rest are through anoutside guard firm.

Committee meetings – I chair a workplace violence group, handle emergencyplanning, work with HR on new hire orientation. These occur every two weeksand we have one hour with all new hires to go over security policies.

Less frequently but equally important tasks include risk assessment twice a year,working with IT on our network security, conducting enhanced backgroundchecks with HR for potential new hiresfor personnel requesting access tohighly restricted areas, managing our guard contract, and overall innovation forsecurity practices and policies. Here we have an internal safety program calledthe Safety Samaritan program. All employees are encouraged to come up withideas, process improvements and tweaks for existing policies. Most of these in-deas and innovations revolve around safety and can be focused on identifyingrisky behaviors such as driving errors on campus. Some are caught on our cam-eras so we have a clear picture of what happened and how to fix it going for-ward.

Q: Any lessons learned from the recent Marathon events?

A: Any disaster can take on a life of its own if you are not prepared. We metwith our crisis management team and decided not to go into lockdown. How-ever, we did bring in a few extra security folks during the crisis for heightenedawareness. If need be, we have the ability to mass notify our employees.

Q:What were the certification tests like for you and have they helped your career?

A: For me, the PSP was the toughest. I had the least background in investiga-tions, so the PCI has really helped. I’ve been able to support HR and manufac-turing in some specific cases. The CPP covers the broadest topics; you need tohave a wide range of knowledge. I’ve been able to use all three in my job androutinely break out the Protection of Assets textbooks for references and guid-ance. For a bottom line, the certifications clearly help with credibility whenconvincing Finance and and the C-level about the importance of security. I wish it could be more consistent in our profession and not take another 9/11,Oklahoma City, or Boston Marathon to raise the awareness of the importanceof what we do daily.

Hotels at the Marathon

continued from page 1

Within 12 minutes of the bombing, a Boston police detective who acts asliaison to the city's hotels was onscene assessing the situation. One ofthe first orders from the Boston Policecame directly from the scene. "Insti-tute your security protocols and im-mediately shelter in place."

The order was clear and direct. Thiswas not a drill, this was not a precau-tion, the threat was real and immi-nent. It wasn’t known where thebombers were or if they had more de-vices, but the police were concernedwith large groups of people gathering.Hotels by their very nature are softtargets.

Emergency preparations in place

Shelter-In-Place procedures had beencreated in the wake of 9/11 and re-hearsed in the years since, but hadnever been implemented in a realworld situation. The Charlesmark andMandarin Oriental Hotels were evac-uated. The Lenox Hotel was evacu-ated and taken over by the BostonPolice and FBI. It would be used as acommand post for evidence gatheringand preservation. The Westin CopleyPlace became the headquarters for themany media briefings that wouldoccur. When the dust settled, a 15block area would be declared a crimescene, locked down, and strictly con-trolled by the FBI.

Throughout the crisis, timely and ac-curate information was broadcast tothe hotels, keeping them abreast ofthe situation, advising them of criticalinformation and updates regarding of-ficial press conferences and additionalorders from the city and state. Beforethe ordeal in Boston was over, theywould halt all modes of public transitand suspend taxi service for a periodof time. continued on page 8

Calendar of Events June - October 2013 4

June

13

20th Annual J.P. Manning MemorialGolf TournamentWayland Golf ClubWayland, MA

19

ASIS Int’l. Webinar: Social Media & Cloud ComputingThreats to Privacy, Security & Liberty

26

IAHSS Webinar: Preventing Violence in Healthcare.Visit www.iahss.org

July

12

Security Technology: The FutureAdobe Systems HeadquartersSan Jose, CA

15-16

Executive ProtectionHyatt Regency Toronto, ON

15-18

Managing Your Physical Security Pro-gram and Advanced TopicsHyatt Regency Toronto, ON

17

ASIS Int’l. Webinar: Recognizing &Assessing Suspicious Indicator

17-18

Security Program Design: A CriticalInfrastructure Protection ModelHyatt Regency Toronto,ON

24

ASIS Int’l. Webinar: High-Rise Class“A” Security Service

24-27ASIS 59th Annual Conference

Join your ASIS colleagues for three days of learning and networking at200+ sessions about today’s critical andemerging security issues.

McCormick PlaceChicago, IL

25

ASIS Int’l. Webinar: Practical Applications of Video Analytics

August

7

ASIS Int’l. Webinar: The Art of Security Leadership: How to Build Successful Risk-BasedSecurity Programs (Without a Budget)

September

12

ASIS Boston Dinner MeetingDetails TBD

22 - 23ASIS International PCI, CPP &PSP Review CoursesMcCormick PlaceChicago, IL

Approaches to Resilient Supply Chainsand Transportation NetworksMcCormick PlaceChicago, IL

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June 5

ID Wristbands add security layers plus

business benefits

Submitted by ASIS Boston Awards Committee Chairperson Rich Zupan, District SalesManager, Identicard

In the past we’ve looked at wristbands in the healthcare environment. Now let’svisit meetings and events. Event security wristbands can add layers of securityto the next event you host or organize. Event security wristbands come in a va-riety of styles, and have bar codes that offer numerous benefits.

Simultaneously improve operational efficiencies and prevent data entry &collection errors with bar code wristbands. Bar codes on event security wrist-bands give you the opportunity to track the number of people who attend anevent and where they spend their money. Do you have inventory that you needto keep track of, like food and alcohol? Event security wristbands are great toassist with this task. When a transaction is made, the bar code on the guest'sevent security wristband is scanned, along with the items purchased. The num-bers go directly into your system, which prevents data entry errors.

Host a cashless event with security wristbands which offer point-of-saleprinting with your direct thermal printer. Bar code-capable for concessions orother debit systems, custom printed bar codes can be created for each guest, as-sociated with their own credit card, and then entered into your data system.Guests do not have to worry about pulling out their cash or a credit card to paywhen they make a purchase. Instead, there are just two quick scans involved –one of the purchased items, and one of the barcode on your guest's wrist. In ad-dition to increasing employee efficiency and profits, these cashless transactionscan add efficiency to operations, data tracking, and analysis.

Prevent counterfeits with pre-printed bar codes for use with your bar codesoftware system. There's no way for anyone to sneak their pals into an event bypassing off and essentially reusing one ticket. Some wristbands can be slippedoff the wrist and passed off to a friend to get them into an event. Anothercounterfeiting strategy was to go to a party store and purchase cheap wristbandsto wear in an attempt to sneak in to an event.

Prevent transfer. Unlike bar code ID cards and badges, locking event securitywristbands are non-transferable. With a locking snap, it's impossible to removethem without a pair of scissors. To add a layer of security, ask your security staffto put the wristbands on your guests upon arrival. This method will help pre-vent guests from being able to adjust the wristband size.

Build your brand and promote your business while boosting crowd controlby custom printing event security wristbands. You can imprint custom logos,taglines, promotions, or dates to promote your business, sponsors, and charitiesand, at the same time, add yet another layer of security! Event security wrist-bands are essentially a walking mini-billboard. When an event is over, it's mostlikely guests will continue to wear their wristbands for a day or two, maybeeven weeks or months. If you imprint a fun tagline or an eye-catching logo onevent security wristband, chances are high that you will create intrigue amongfriends and acquaintances of your guests.

continued on page 7

Why can't we be

friends? A look at

convergence

By Alan Earls

More and more companies aremarrying their physical and logical security environments toimprove efficiencies.

Thanks to distinctly different tra-ditions, physical and logical secu-rity have grown up at odds. And,despite the best efforts of theircorporate overseers, sometimesthey still don't get along and maybarely even talk. But, that'schanging. Slowly, but surely.

Nick Nikols, CTO at Quest Soft-ware, a data protection vendorbased in Aliso Viejo, Calif., saysmany organizations have kepttheir physical and logical accessmanagement separated, oftenleaving the logical security to theIT staff and entrusting the physi-cal aspect to the facilities depart-ment or to guards. But, that's aformula for disaster, he says. Suchpractices can lead to a number ofpotential problems, such as physi-cal access cards still remaining ac-tive long after an employee hasbeen fired, simply because amechanism was not employed toupdate the physical access systemwhen the employee was processedfor termination in the HR sys-tem. “Also,” says Nikols, “withthis separation, it is nearly impos-sible to manage physical access ata finer granularity, such as by theindividual's role.”

Since much of the decision-mak-ing for both logical and physicalaccess management really stemsfrom understanding the actualidentity of individuals, he says it

continued on page 6

June 6

Together at Last

continued from page 5

also makes sense to integrate theseenvironments to leverage a commonidentity infrastructure. “There canbe tremendous cost savings – byeliminating duplicate processes andinfrastructure,” Nikols says. Further-more, integration can greatly im-prove defenses by enabling better,more real-time access enforcement.

While experts, vendors and organi-zations have a variety of experiencesand views on the topic, physical andlogical integration is at the forefrontof thinking in many organizations.For instance, in the Los Angeles Po-lice Department, the Counter Ter-rorism and Special OperationsBureau recently migrated from a mi-crowave-based analog system of mo-bile surveillance cameras to anIP-based digital system. The changenot only provided improvements in“on the spot” capabilities – in termsof running more cameras in a givenlocation with less complexity for lawenforcement personnel – it also pro-vided a new level of connectivity,data storage and analysis. Now, thecameras stream encrypted data to aserver at the command post where itcan be handled securely, like anyother media, and be made availableto multiple users in real time.

Similarly, at Port Fourchon inLouisiana, located on the GulfCoast, the Greater Lafourche PortCommission (GLPC) and securityfirm Crescent Guardian recentlycompleted implementation of an ad-vanced video analytics applicationdeveloped by BRS Labs, as part of adigital security camera installationproject. Although primarily a videosurveillance application, the systemalso helps ensure that first respon-

ders in Port Fourchon – includingharbor police, the sheriff's office andfire services – receive alerts and cancoordinate actions in real time. Ac-cording to April Danos, director ofinformation technology for theGLPC, the U.S. Department of De-fense supported the port's integra-tion initiatives by sharing theDepartment of Defense (DoD)-de-veloped capabilities of the Knowl-edge Display and AggregationSystem (KDAS) as a template forthe port's incident command-and-control system. The use of KDASalso allowed the port to network itssystem with DoD so that informa-tion could be shared if necessary.

Another indicator of how the worldsof physical and logical security arerapidly becoming one is evidencedby the ownership stake recentlytaken by Dunbar Armored, an ar-mored car services company, inTaasera, a software company focusedon cloud security. “Expanding ourenterprise in strategic partnershipwith Taasera to provide ‘digitalarmor' that expands the protectionof our financial, government and re-tail customers to digital or cyber at-tacks is simply an evolution of ourservices,” says Kevin Dunbar, presi-dent and CEO of DunbarArmored.

To achieve success, the process of in-tegrating the two disciplines must beplanned efficiently. The convergenceof physical and logical security hasto be managed by one team, saysGary Bahadur, CEO at Razient, aTorrance, Calif.-based risk manage-ment software-as-a-service (SaaS)provider. “Most companies treat thisas separate projects, but with thetechnologies in place to managephysical risk integrated with soft-ware and hardware solutions, one

risk assessment process has to be inplace,” he says.

Another key capability enterprisesshould look for when blending secu-rity is a directory-to-directory ap-proach that can deliver one unifiedview into physical and logical accesscontrol policies, reports and activi-ties, as well as the addition, editingand deletion of identities, says TerryNeely, founder, president and CTOat RedCloud, a Sterling, Va.-basedprovider of web-based, physical ac-cess control systems.

Too, convergence enables organiza-tions to automate policy enforce-ment and improve risk mitigationwithin the current IT environment,without having to endure costly andcustomized implementation andmanagement, says Neely. For exam-ple, he adds, a door held or forcedopen can automatically alert com-puters in an adjacent room to sus-pend building and network accesssimultaneously, and also send acommand to an IP camera to streamvideo to the head of security or tothe network operations center.

Neely says there is a greater chanceof achieving success where bothphysical and IT security teams to-gether report to decision makers.“Organizational convergence mustprecede security and technologyconvergence, and the greatest chancefor maximizing the benefits is wherea holistic mission or mandate drivesthe unification of physical and logi-cal security,” he says.

Reprinted from the September 2012issue of SC Magazine

June 7

Wristbands at Events

continued from page 5

You also might consider imprintingeither a website address, QR code, orboth onto event security wristbands.It's a great way to get people to "like"your business or charity on Facebookand gain Twitter followers. Socialmedia is free and hot topics seem tospread like wild fire. To take full advantage, you could tie in a promo-tion. Maybe the QR code could be aninvitation to your next event: "Bring a friend, get in free!" Or, have thescanned QR code direct guests to awebsite where they can get an exclu-sive discount on their next store oronline purchase. Imprinting QRcodes engages your guests and encour-ages them to take action.

If you'd like to cover the cost of eventsecurity wristbands or maybe evenmake a profit, sell advertising space toa sponsor. They can have their logo ortheir own special promotion im-printed onto your event securitywristbands. It's hot advertising spaceand well worth it to many sponsors.

Event security wristbands are an eco-nomical way to add layers of securityto any event. By customizing your IDwristbands, you can also boost yourbranding and marketing program.

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June 8

Hotels at the Marathon

continued from page 3

Michael Soper,who serves aschairman and lawenforcement liai-son for ILSSABoston, was responsible forkeeping the

hotels up to date. "From the momentthe bombings occurred, I knew thatour hotels would be expecting accu-rate information about what was hap-pening and guidance as we movedforward," said Soper. "We were luckyto have one of our Boston Police part-ners on the scene almost immediately.I was literally getting direction fromthe scene amidst all of the chaos andgetting that information out to ourmembers as quickly as possible." re-called Soper.

ILSSA's Execu-tive Director SkipBrandt was enroute to a na-tional hospitalitysecurity confer-ence and was inthe air as the

events in Boston unfolded. Withsome assistance from the airline,Brandt was back on the ground inBoston and actively assisting in thecoordination and dissemination of in-formation, all while directing the ac-tivities of his own 1,000 room hotel,located just outside the securedbombing crime scene.

For the next four days, Soper moni-tored the evolving situation and sub-sequent regional manhunt for thebombing suspects from a temporarycommand center outside the city,closely checking police radio transmis-sions, Twitter feeds from local, stateand federal law enforcement agencies,as well as following updates frommultiple local and national media

outlets. The events unfolded like thestory line of a blockbuster actionmovie - a terrorist bombing, a policeofficer murdered, a carjacking, a po-lice chase, gun fights, and a regionunder lockdown as SWAT teamswent door to door searching for thesuspects. The trouble was this was nomovie, this was real, and people's liveswere in danger.

Coordination & cooperation

Brandt fielded calls from outside lawenforcement agencies that were con-verging on the city to help andneeded assistance with accommoda-tions. "It was a massive effort to coor-dinate, but everyone was willing tohelp," he said.

The security restrictions imposedaround the city resulted in inconven-iences to many, and while increasedsecurity measures in the hotels re-sulted in guests not being allowed toventure out into the city, and in-cluded the implementation of luggageand bag screening, most appreciatedthe diligence of the various hotel se-curity departments and their effortsin keeping them safe. "I can't recall atime in the city's history that such awidespread lockdown was imple-mented," said Brandt. "But my col-leagues throughout the city got thejob done.”

We've heard story after story of peo-ple in the hotels going above and be-yond to care for Boston's visitors.From checking on guests in personand going door-to-door to check ontheir wellbeing to making sure they'dhad something to eat and feedingthose who hadn't. At the evacuatedLenox Hotel at the bombing site, welearned that Managing Director DanDonahue even gave one guest theshoes off his own feet and another, hisjacket. Hospitality, and the spirit ofBoston, really shined in the face of catastrophe.

"The overwhelming majority of guestswho have written reviews about theirhotel stays in Boston during thebombing and its aftermath, have been100% complimentary of the hotelsand their efforts in keeping them notonly safe, but well informed aboutwhat was going on in the city." re-marked Soper.

"We judge our successes and failureslargely upon the opinions and the ex-periences of our guests while in ourhotels,” he continued. “I can say withcertainty we were successful in ourmission of keeping our hotels wellinformed with accurate and timelyinformation. In turn, our guestswere kept safe, well informed andmore importantly, well-cared-forduring the crisis."

"We have a system and it works,"said Brandt. "We are proud to bepart of one of the best Public-PrivateLaw Enforcement Partnerships inthe country. We will learn from thisexperience and if faced again withevil in the future, we will be evenbetter prepared."

Michael J. Soper, CLSD, CAPP II, isa Board Certified Lodging SecurityDirector and a Board Certified AssetProtection Professional, Level Two, Hecurrently serves as Chairman andLaw Enforcement Liaison of theBoston Chapter of ILSSA. Michaelhas over 26 years of experience in secu-rity and law enforcement.

H. Skip Brandt, CPP, is a Board Certified Lodging Security Directorand Board Certified Protection Profes-sional. He currently serves as ExecutiveDirector of ILSSA. Skip has over 35years of experience in security and lawenforcement.

June 9

Nomination for the John P. Manning Leadership Fund Award Nomination for: ___________________________________________________________ (Choose one) • Scholarship • Mentorship • Charity Name of Person or Charity: __________________________________________________ Nominee’s Address: ________________________________________________________ Nominee’s Telephone Number (Home or School):_________________________________

1) Please explain why your nominee deserves to receive a Manning Fund Award. Additional

sheets of paper may be attached, if needed. Scholarship Please furnish nominee’s secondary school cumulative average, class rank, major, security courses taken, memberships, and community activities. Please be sure to include your relationship with the nominee (parent, spouse, or grandparent) and to which post-secondary institution he/she has been accepted. Mentorship

a) Please describe how the candidate has helped other professionals start or further their security career.

b) Explain how the nominee plans to apply the award towards the enhancement of his/her career.

Charity Please provide specifics as to why you have nominated this particular charity. Be sure to include an explanation of how the money will be used by the organization, if known. Sponsor Information (Sponsor must be an ASIS member) Name: __________________________________________________________________ ASIS Member # __________________________________________________________ Affiliation:______________________________________________________________ Address: ________________________________________________________________ Telephone Number: _______________________________________________________ Signature: _______________________________________________________________ Mail to: Security

Deadline for submission is

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