Safeguarding Cultural Properties: Security for Museums, Libraries, Parks, and Zoos

Safeguarding Cultural Properties

Security for Museums, Libraries, Parks, and Zoos

Stevan P. Layne

Table of Contents

Cover image

Title page

Copyright

Dedication

Disclaimer

Preface

Chapter 1. Emergency Preparedness

Define the Mission

The Plan

Challenges

Incident Command System

The Emergency Operations Center

Emergency Medical Response

Appendix: Bomb Threats

Business Continuity Outline

Business Recovery Procedures/Processes

Information Technology Systems

Outside Emergency Resources

Insurance Issues for Cultural Properties

Disaster Preparedness Checklist

Emergency Information and Skills Inventory

Emergency Notification Contacts

Emergency Response Fact Sheet

Emergency Preparedness Checklist

Suicide Bomber Indicators

Chapter 2. Security Officer Code of Conduct

The Officer’s Code

Chapter 3. Personnel Security: Screening, Hiring, Training, and Guard Force Management

Personnel

Background Verification

The Interview

Position Descriptions

Training

Guard Force Management

Rules and Regulations

Documenting Suspicious Activity

The Firing Decision

Conclusion

Appendix: Selecting Electronic Systems

Chapter 4. Legal Rights and Restrictions

Probable Cause

Reasonable Suspicion

Right to Search

Detention

Arrest

Trespass

Civil Liability

Criminal Liability

Use of Force

Chapter 5. Physical Security

Appendix: Alarm Systems

Chapter 6. Fire Protection

Examples of Fires at Cultural Institutions

Preventative Measures

Chapter 7. Customer Service and Visitor Relations

Chapter 8. Emergency Evacuations

Building Evacuation Policy

Chapter 9. Theft Prevention

Theft Policy

Key Control

Package Inspection

External Theft

Chapter 10. Documentation: Report Writing and Establishing a Paper Trail

Daily Activity Log

Closing Inspections

Conclusion

Chapter 11. Protecting Valuable Collections

The Importance of Patrols

Best Practices

Collection Storage

Libraries are Different!

Chapter 12. Protecting Rare Book Collections

Security vs Access and Denial vs Reporting/Acknowledgment

Chapter 13. Unruly Patrons and Conflict Resolution

First Response

Noncompliance

Ejection Procedure

Summary

Chapter 14. Use of Force

Sample Use of Force Policy

The Continuum of Force Matrix

Chapter 15. Workplace Violence Prevention

Violence Prevention Checklist Ten Warning Signs

Conclusion

Appendix: Active Shooter Response

Chapter 16. Retail Theft Prevention and Apprehension

Cash Handling Policy

Shoplifter Characteristics

Recovery

Chapter 17. Special Events Protection

Contractor Requirements

Cultural Property Protection Resources

Index

Copyright

Acquiring Editor: Brian Romer

Editorial Project Manager: Keira Bunn

Project Manager: Punithavathy Govindaradjane

Designer: Mark Rogers

Butterworth-Heinemann is an imprint of Elsevier

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Notices

Knowledge and best practice in this field are constantly changing. As new research and experience broaden our understanding, changes in research methods or professional practices, may become necessary. Practitioners and researchers must always rely on their own experience and knowledge in evaluating and using any information or methods described herein. In using such information or methods they should be mindful of their own safety and the safety of others, including parties for whom they have a professional responsibility.

To the fullest extent of the law, neither the Publisher nor the authors, contributors, or editors, assume any liability for any injury and/or damage to persons or property as a matter of products liability, negligence or otherwise, or from any use or operation of any methods, products, instructions, or ideas contained in the material herein.

Library of Congress Cataloging-in-Publication Data

Layne, Stevan P.

Safeguarding cultural properties : security for museums, libraries, parks, and zoos / Stevan P. Layne.

pages cm

Includes bibliographical references and index.

ISBN 978-0-12-420112-5 (alk. paper)

1. Cultural property–Protection–Handbooks, manuals, etc. 2. Cultural property–Security measures–Handbooks, manuals, etc. 3. Museums–Management–Handbooks, manuals, etc. 4. Library administration–Handbooks, manuals, etc. 5. Parks–Management–Handbooks, manuals, etc. 6. Zoos–Management–Handbooks, manuals, etc. I. Title.

AM141.L23 2014

025.8′3–dc23

2014005930

British Library Cataloguing-in-Publication Data

A catalogue record for this book is available from the British Library.

ISBN: 978-0-12-420112-5

For information on all Butterworth-Heinemann publications visit our website at store.elsevier.com

This book has been manufactured using Print On Demand technology. Each copy is produced to order and is limited to black ink. The online version of this book will show color figures where appropriate.

Dedication

This book is dedicated to the memory of Col. Robert B. Burke, Jr (Ret.) and LTC Jay W. Chambers, Sr (Ret.). Bob Burke was the inspirational Director of the Office of Protective Services at the Smithsonian Institution and Jay Chambers served as his Chief of Security. Upon my entry into the field of cultural property protection I was strongly influenced by the friendship, encouragement, and selflessness of these two fine gentlemen, who are greatly missed.

Col. Robert B. Burke Jr.

LTC Jay W. Chambers Sr.

Disclaimer

This book is a basic guideline for administrators, managers, security supervisors, human resources personnel, and others involved in the protection of cultural properties. The information contained herein is provided to assist in the prevention of incidents that may occur in any locale. None of the recommendations, policies, or procedures contained herein are intended, nor should they be considered, to be legal advice. Readers are advised to review all new policies with competent legal counsel who are familiar with federal, state, and local laws, before initiating these procedures.

Stevan P. Layne, CPP, CIPM, CIPI, Layne Consultants International, and their associates assume no responsibility or liability for acts resulting from the use of these guidelines. Readers should understand that no one can predict the intentional or unintentional acts of individuals, performance of electronic equipment, acts of nature, or combination of factors, and regardless, the author is not responsible for injury, loss of life, loss of property, or other damages, which may occur. Recommendations are made in a generic sense of reasonable operating philosophies, staffing considerations, and levels of training.

Preface

We are, in the practical definition, a country at war. The horrific acts of a dedicated corps of fanatics on September 11, 2001 was an introduction to what may well become a long-term siege by pockets of individuals, cells, and even groups of extremists whose stated objective is the destabilization of our country, the destruction of our government, and killing Americans. While we cannot cease to function as a free society, we must make significant changes to the way we think about our protection, how we travel, how we conduct our business, whom we hire, and how we look at our daily operations. An individual business or institution may not, in itself, be a direct target of domestic terrorism. Our public and private institutions, however, may be targeted because of their connections to government, the high value of its assets, or even the likelihood of finding a large number of Americans gathered there. The bombings at the 117th Boston Marathon point out the suspected intent of random killing, and the ease with which individuals may bypass reasonable prevention measures, especially at a large public gathering. Public institutions may also be targeted by disturbed present or former employees, criminals with a planned agenda, persons involved in domestic disputes, persons under the influence of drugs or alcohol, or mentally unbalanced persons who strike without warning.

Preventing Terrorist Acts and Armed Intrusion by Others

There is a combination of physical and procedural security measures that have been in existence for some time that every type of organization should consider. The secret to success in this effort, as in most prevention programs, is awareness. You will never have enough security officers, video cameras, or other protection measures in place to observe every act, report every violation, or bar every entry. You do, however, have a front line offense just waiting to be activated. It is not just a convenience, but a crucial responsibility, of every single employee, volunteer, and even visitor, to report any suspicious activity, person, or object found on your property. You must make everyone aware of that responsibility, to be actively alert, every hour of every day. And you must make the lines of communication open and simple to activate. Your attitude should be one of zero tolerance for any lack of immediate response to obviously suspicious or illicit activity.

I suggest you try what works for me on a regular basis. Upon entering any public facility, especially those with high value collections, I look at the obvious measures taken, (or neglected) by management, to present a visible deterrent to wrongful activity. On rare occasions, I find a sharply dressed, alert staff member who greets everyone entering. When I find entry personnel poorly dressed, talking on the phone, talking with a coworker, reading, or even snoozing, it tells me management is spending far too much time in the office.

Persons involved in subversive or illegal activities are not all rocket scientists. They make mistakes, take foolish chances, and engage in suspicious activities. It is our nature to not want to get involved. That was yesterday. For our own safety, in fact, for our very survival, it is now necessary for all of us to become the eyes and ears of our country, and to be diligent in our observations.

Some of the following pages offer recommendations for most institutions to utilize in the formation of an emergency operations plan. Every type of business or institution needs to be prepared to deal with emergencies of a traumatic nature. Do not assume anything. Be prepared to take positive actions to protect staff, visitors, vendors, and the assets of the institution. We are prudent to take positive, reasonable steps to prevent injury or loss from any perceived threat. Form an emergency action team now. It does not matter what you call it, a crisis response team, threat management team, or just the team. Whatever its designation, you need a core group to monitor, manage, and prepare to handle crisis events. These are the people who may be depended upon to handle any situation, and to help you keep a bad incident from getting worse.

And this should be no surprise: someone needs to be in charge! All the time! At 2:00 a.m., if a fire breaks out, the fire department will take charge of putting out the fire. Who takes charge of what your staff does, or does not do, at 2:00 a.m.? We are talking about the latest buzz phrase, incident command. It is the designation of one person (the incident commander) in charge of your institution’s critical decisions, every day. This designation needs to be published and distributed to the staff. Alternate leaders should also be designated if the incident commander becomes disabled or unavailable.¹

¹ See Incident Command Systems in Chapter 10.

Chapter 1

Emergency Preparedness

Abstract

This chapter offers guidelines to prepare to deal with disasters or incidents both small and large. The institution needs to be prepared to protect visitors, staff, and others from any threat. Some of the procedures necessary for protecting lives and assets are outlined. Working with emergency response agencies also needs coordination and preparation. Guidelines for forming a better working relationship with these agencies are included. Each institution needs to determine its capabilities to protect and formulate a plan for dealing with crisis. Steps in putting together a plan and formulating a mission based on realistic capabilities are offered. A description of the Incident Command System with a breakdown of its operational goals is presented. This chapter also outlines the responsibilities of public institutions in not only providing aid where needed, but in the ancillary services that accompany any medical emergency.

Keywords

Automatic External Defibrillator (AED); Cardiopulmonary resuscitation (CPR); Emergency medical response; Emergency Medical Service (EMS); Emergency Operations Center; Emergency preparedness; First responder; Good Samaritan Law; Hostage survival; Incident Command System; Mission planning

Contents

Define the Mission 2

The Plan 2

Challenges 4

Incident Command System 6

The Emergency Operations Center 8

Hostage Survival 9

Emergency Medical Response 10

Appendix: Bomb Threats 13

Bomb Threat Form 13

Business Continuity Outline 14

Business Recovery Procedures/Processes 14

Information Technology Systems 14

Outside Emergency Resources 15

Insurance Issues for Cultural Properties 15

Contractor of Choice List 16

Disaster Preparedness Checklist 17

Emergency Information and Skills Inventory 17

Emergency Notification Contacts 19

Emergency Response Fact Sheet 20

Emergency Preparedness Checklist 22

At the Facility 22

At Home 22

Suicide Bomber Indicators 23

I know you thought your job was to protect the artwork, or keep food and drink out of library stacks, or other tasks associated with protecting valuable collections. Those responsibilities have not gone away. However, in today’s increasingly violent society the possibility of a violent act taking place on your property appears to be greater than in years past. More adults, as well as children are found to be carrying weapons. Larger numbers of persons living on the streets contributes to acts, which the perpetrator may believe is an act of survival. The conduct of open public events, which many institutions present as methods of drawing attention to their collections, may also enhance the presence of persons under the influence of drugs and/or alcohol, which we are told has a direct relationship to the conduct of violent acts.

In addition to preparing for emergencies such as violent acts and hostage situations, this chapter covers recommendations for emergency medical response.

Define the Mission

Your protection program should begin with a plan. The plan should be based upon your perceived mission, further defined by the published mission, and