Brigham Young University Police Department proudly announces the retirement of Sgt. Mike Mock on 31 May 2016, completing a law enforcement career of 41 years.  Mike honorably served the department for 12 Years, including Security Supervision of BYU's Harold B. Lee Library ; and previously for 27 Years at Provo Police Department where he left with the rank of Captain.  Prior to these he started his law enforcement career as a Military Police Officer for the United States Army where he served for 2 years.  

Congratulations from all of us at IFCPP, Mike!  We'll miss you, and wish you the very best in your retirement!

By Peggy Schaller    Why can't we ignore this issue? Because it is not a matter of IF something may happen at your institution, it is a matter of WHEN and you need to be prepared. An emergency is an incident that happens in your institution that is handled well with policies, procedures and practiced plans. A disaster is an emergency that is not handled well. How do we prevent an emergency from becoming a disaster? First and foremost, have a plan. Not one that sits on the shelf in a huge binder that never gets looked at, but one that has been read and practiced by everyone in your facility--more than once! What should this plan include? Incident Command Structure: What is this? The incident command structure is a way for the institution to identify who is in charge during an emergency, in addition to other vital roles that need to be filled with at least a three deep backup for each. These roles include the Incident Commander--the person in charge of coordinating with first responders and staff; a Public Information Officer--the ONLY person that is permitted to talk with the press; Operations--those in charge of developing and executing the response; Planning and Logistics--what do you need and where and how do you get it; Financial/Administrative--the person or persons who have control over the money for needed supplies, services and salaries. Phone tree with current numbers: Make a list of current contact information for staff, volunteers, contractors, suppliers and board members. Include the best method for getting a hold of family members of staff and volunteers to let them know what is happening--if they are kept in the loop, they are less likely to tie up the phone lines needed for vital communications. Contractor and supplier contracts for recovery should be set up in advance with clear cut response and pricing built in. Emergency/Disaster Plan: What are your possible threats and how will/can they be prevented or managed? What are your assets--skill set questionnaires for staff, volunteers, and board members; the administrator may not be the one in charge during an emergency if he/she panics in such situations. What are the institutional responses to the identified threats--ex. what happens when someone slips and falls or when a fire starts or when someone calls in a bomb threat? Clear instructions for staff and visitors: What are the responsibilities of staff in evacuations or if you need to shelter in place. Do you have posted exit routes? Make sure staff understands the need for performing sweeps for stay behinds or injured persons. Do you have a plan for disabled persons assistance and/or safe areas where they can be taken to wait for assistance? Develop relationships with first responders: Invite the fire department and police/sheriff department to your facility to take a tour. Talk about their expectations in an emergency. Talk about your expectations in an emergency. Remember that life safety is everyone's priority--both the first responders and YOURS! Train, Train, Train: Practice the plan! Involve the first responders in your training. Run actual scenarios so that everyone knows how to respond to each. Evaluate the response--it will not go as planned. Use the failures to improve your plan. Run table top exercises as well as actual exercises.       Identify your most valuable collection assets: Once the emergency has been addressed and all persons are accounted for, first responders may (but are not required to) be able to assist with retrieval and protection of your priority collections. Business Continuity Planning: Plan for how you will get your institution up and running again--how will you pay the recovery bills and payroll? Identify and protect your vital documents with copies offsite in a safe, yet accessible, location. Collection Documentation: Keep copies of your ownership records and your collection documentation offsite in a safe, yet accessible, location. Be sure you have a current inventory of your collection and that the collection is insured. Both these will make it easier for the institution to qualify for FEMA assistance in regional disaster. Develop a relationship with your local Emergency Management Team: Make sure that your institution is 'on their radar' so you receive the help you need in a regional/local emergency. Develop relationships with other institutions in your area and create a mutual aid agreement so that you can help in their recovery or house their collections if something happens to them and they can do the same for you  Plan for the possibility that you may be on your own for as many as 72 hours during a widespread disaster.   With the proper planning and training you can prevent emergencies from becoming disasters and can survive widespread emergencies so that you can get back to doing what you do best--serving your constituency and protecting your collections. There is training available to help you put your plan together. Find a workshop or training course and take it. You do not have to keep your head in the sand but can stand tall and be prepared!     Reprinted from Collections Research News, Summer/Fall 2013. Peggy Schaller, founded Collections Research for Museums in 1991 to provide cataloging, collection-management training and services. She has worked with a large variety of museums and collections for more than 20 years. Peggy, who lives in Denver, Colorado, has a bachelor's degree in anthropology with minors in art history and geology from the University of Arizona in Tucson. She has a master's degree in anthropology with a minor in museum studies from the University of Colorado in Boulder and is a Certified Institutional Protection Manager II. She provides workshops and project services to museums and historical societies all across the country. The mission of Collections Research for Museums is to inspire museums to improve their professional standards, collections stewardship and service to their constituency through training in, and assistance with, documenting, preserving, protecting and managing their collections. For more information visit her web site  Collections Research for Museums. Peggy is also the Publications Manager, Certificate Program Coordinator, and Course Monitor for Northern States Conservation Center and museumclasses.org.

provided by Steve Woolley
IFCPP 2016 Leadership Symposium Workshop Series

Taking a team from ordinary to extraordinary means understanding and embracing the difference between management and leadership. According to writer and consultant Peter Drucker, "Management is doing things right; leadership is doing the right things." 

Manager and leader are two completely different roles, although we often use the terms interchangeably. Managers are facilitators of their team members’ success. They ensure that their people have everything they need to be productive and successful; that they’re well trained, happy and have minimal roadblocks in their path; that they’re being groomed for the next level; that they are recognized for great performance and coached through their challenges.

Conversely, a leader can be anyone on the team who has a particular talent, who is creatively thinking out of the box and has a great idea, who has experience in a certain aspect of the business or project that can prove useful to the manager and the team. A leader leads based on strengths, not titles.

The best managers consistently allow different leaders to emerge and inspire their teammates (and themselves!) to the next level.

When you’re dealing with ongoing challenges and changes, and you’re in uncharted territory with no means of knowing what comes next, no one can be expected to have all the answers or rule the team with an iron fist based solely on the title on their business card. It just doesn’t work for day-to-day operations. Sometimes a project is a long series of obstacles and opportunities coming at you at high speed, and you need every ounce of your collective hearts and minds and skill sets to get through it.

provided by Steve Woolley
IFCPP Leadership Symposium Workshop Series

A favorite study on the subject of kinetic leadership is Daniel Goleman’s Leadership That Gets Results, a landmark 2000 Harvard Business Review study. Goleman and his team completed a three-year study with over 3,000 middle-level managers. Their goal was to uncover specific leadership behaviors and determine their effect on the corporate climate and each leadership style’s effect on bottom-line profitability.

The research discovered that a manager’s leadership style was responsible for 30% of the company’s bottom-line profitability! That’s far too much to ignore. Imagine how much money and effort a company spends on new processes, efficiencies, and cost-cutting methods in an effort to add even one percent to bottom-line profitability, and compare that to simply inspiring managers to be more kinetic with their leadership styles. It’s a no-brainer.

Here are the six leadership styles Goleman uncovered among the managers he studied, as well as a brief analysis of the effects of each style on the corporate climate:

       The pacesetting leader expects and models excellence and self-direction. If this style were summed up in one phrase, it would be "Do as I do, now." The pacesetting style works best when the team is already motivated and skilled, and the leader needs quick results. Used extensively, however, this style can overwhelm team members and squelch innovation.

         The authoritative leader mobilizes the team toward a common vision and focuses on end goals, leaving the means up to each individual. If this style were summed up in one phrase, it would be "Come with me." The authoritative style works best when the team needs a new vision because circumstances have changed, or when explicit guidance is not required. Authoritative leaders inspire an entrepreneurial spirit and vibrant enthusiasm for the mission. It is not the best fit when the leader is working with a team of experts who know more than him or her.

       The affiliative leader works to create emotional bonds that bring a feeling of bonding and belonging to the organization. If this style were summed up in one phrase, it would be "People come first." The affiliative style works best in times of stress, when teammates need to heal from a trauma, or when the team needs to rebuild trust. This style should not be used exclusively, because a sole reliance on praise and nurturing can foster mediocre performance and a lack of direction.

       The coaching leader develops people for the future. If this style were summed up in one phrase, it would be "Try this." The coaching style works best when the leader wants to help teammates build lasting personal strengths that make them more successful overall. It is least effective when teammates are defiant and unwilling to change or learn, or if the leader lacks proficiency.

       The coercive leader demands immediate compliance. If this style were summed up in one phrase, it would be "Do what I tell you." The coercive style is most effective in times of crisis, such as in a company turnaround or a takeover attempt, or during an actual emergency like a tornado or a fire. This style can also help control a problem teammate when everything else has failed. However, it should be avoided in almost every other case because it can alienate people and stifle flexibility and inventiveness.

       The democratic leader builds consensus through participation. If this style were summed up in one phrase, it would be "What do you think?" The democratic style is most effective when the leader needs the team to buy into or have ownership of a decision, plan, or goal, or if he or she is uncertain and needs fresh ideas from qualified teammates. It is not the best choice in an emergency situation, when time is of the essence for another reason or when teammates are not informed enough to offer sufficient guidance to the leader.

A common threat shared by all public institutions is the ease by which subversive, criminal, or terror-based offenders may bring destructive items or weapons onto the property.  Management has a clear duty to protect staff, visitors, and others from these threats, and provide a safe environment for work, study, or visitation.   The best accepted method of doing so is through professional entry screening.  Options include personal inspection, physical bag searches, magnetometers, and metal detection.  Recent technology developments offer additional alternatives.

Any form of entry screening is labor intensive, and costly…the two prevalent reasons given for foregoing any form of scrutiny.   We expect, and accept reasonable screening practices, now utilized in sporting event centers, most government buildings, theme parks, and a growing number of business centers.  There are more considerations in addition to cost and staffing.  This session will outline the pros and cons, and walk attendees through the necessary preparations for initiating reasonable entry screening, for a variety of environments. Presented by Stevan P. Layne, CPP, CIPM, CIPI

The ASIS Savannah Low Country Chapter, with the Bluffton (South Carolina) Police Department, hosted a security workshop, training approximately 50 leaders from various houses of worship. The event was covered by various media outlets. The ASIS Cultural Property Council’s Houses of Worship Committee led the development of a security risk assessment process tailored to churches, synagogues, mosques, and other religious facilities. The risk analysis includes a security survey as part of an overall comprehensive process to identify critical assets requiring protection. Once the assets are known, threats, hazards, and vulnerabilities are ranked on a numerical scale of likelihood of occurrence, and mitigating security strategies are devised. Jim McGuffey, CPP, PCI, PSP, the chapter’s chair, was the instructor for the workshop.

by Stevan P. Layne, CPP, CIPM, CIPI

President, IFCPP

There has been considerable discussion and obvious concern about the controversial issue surrounding package inspections at the public entries of our cultural institutions.   Much of the discussion is around the use of metal detection or x-ray devices at points of entry.  In our considerable contacts with a number of institutions, the issue of package inspection is often on the table.  The response has on occasion been very positive, sometimes negative, based on cost of the process, lack of manpower, or concern over public relations.

Package inspection may, but does not HAVE TO involve metal detection.  The first hurdle to overcome in acquiring the institution's full support, both financially and philosophically, is the practice of performing a package inspection or bag check and an individual screening for everyone entering the institution.   The objective is to present a positive image - a strong visible deterrent to bringing weapons, explosives, or contraband onto the property.  We do not believe that to date, "active shooters" involved in documented attacks, have been checked upon entering a building, or have been subject to proper screening processes.  

Bag checks and entry screening should be performed by knowledgeable personnel, specially trained for greeting and screening visitors and staff.  It may include video surveillance at the inspection point, and should be conducted by at least two officers or staff members - one to control the queue, the other to perform the inspection.   A written plan, with detailed instructions, needs to be developed before initiating the process, outlining how to conduct the inspection, and what to do if prohibited items are found.  A supervisor must be available to respond to violations.  Coordination with local police should be completed in advance, particularly with regard to dealing with the discovery of weapons during an inspection.

The determination of what type of equipment to utilize, where to place the inspection station, how to staff, train, and monitor the process must all be completed prior to initiation.  There are several alternatives to specialized equipment to aid in the screening, including walk-through arches, hand-held scanners, electronic turnstiles, and others.  Keep in mind that each process takes a certain amount of time, and heavy pedestrian traffic, especially during opening hours, causes back-ups in waiting lines.  Waiting periods beyond 15 minutes should be avoided.  It should also be understood, that some environments are just not conducive to conducting an inspection.  There must be a controlled entry point or points for this to be accomplished.  At a minimum, bag checks policies should be in place to allow for spot checks of visitors and staff.

Only you can determine if the cost to equip, staff, train, and supervise a proper screening process is worth the return, and how such practices can reasonably contribute to safe operations and life safety for staff and visitors.  Classes are available in set-up, training, equipping, and monitoring, through IFCPP.   Contact info@IFCPP.org for additional information.

The American Hero Channel will feature an upcoming episode on Delf “Jelly” Bryce on March 23rd at 10:00 PM EST or 7:00 PM. Steven C. Millwee was honored to be interviewed about his FBI mentor. Jelly Bryce was born and raised in the same hometown of Mountain View, OK as Mr. Millwee. Bryce had around eight shootouts (kills) during his time with the Oklahoma City Police detective in the late 1920’s, including the infamous shootout with Wilbur Underhill.  Bryce was one of four lawmen personally recruited by Director J. Edgar Hoover that had no college education, much less the mandatory law or accounting degree at that time due to their experience and expertise in shootouts.  

On November 12, 1945, Life Magazine ran an unusual story. It was a photographic study of Jelly Bryce drawing and firing his .357 Magnum in two-fifths of a second, faster than the human eye can follow. In the pictures Bryce dropped a silver dollar from shoulder height with his right hand then drew with the same hand and shot the coin before it reached his waist. What the article did not say was that Bryce could not only draw fast in front of a camera, but also in front of people who were trying to kill him.

"Mr. Bryce was my mentor as a young boy growing up on our family farm, where he taught me how to shoot and avoid getting shot.  Others say he killed 18 men in his career, though he told me of 38", said Millwee.

If you do not get the American Hero Channel, you can watch the episode the day or two after it airs by going to https://www.discoverygo.com/ahc/.

IFCPP is very pleased to announce this year's featured Symposium workshop series...

Leadership: Great Leaders, Great Teams, Great ResultsTM

Do Security Managers as leaders know how to unleash the highest and best contribution of their teams toward their organization's most critical priorities? Today's leaders must be able to see their people as "whole people" - body, heart, mind, and spirit - and manage and lead accordingly. As a result, leaders spend their efforts creating a place where people want to stay and in which they are enabled to offer their best, time and time again.

THE SOLUTION

More than just your average leadership training work session, Leadership: Great Leaders, Great Teams, Great ResultsTM helps leaders discover how to inspire trust and build credibility with their people, define a clear and compelling purpose, create and align systems of success, and unleash the talents and energy of a winning team. Leaders spend their efforts creating a place where people want to stay and contribute their best effort, time and time again, helping your organization achieve its most critical priorities.

Presented by Steve Woolley, CIPM of 98-2 Enterprises
A “grass roots” leader with unique executive experience

Pioneer

•   One of the early Executives in RE/MAX International Inc. considered one of  “50 Companies that Changed the World”

•   RE/MAX International Insurance, Inc. President, of Franchise Services throughout the United States and Canada.

•   Co-founderof Maroon Fire Arabians (Genotype-Phenotype Arabian horse breeding program.)

•   The Wild Life Experience Museum: One of eight Founding Trustees.

•   Safe2Tell Initiative, Board Member and Past Chairman of the Board of  privately supported, State sponsored “not for profit” organization rising out of the Columbine High School tragedy, helping save lives every day.

Leadership Qualities

•   Visionto clarify purposes for strategic decision making.

•   Innovation that works creatively in disruptive business climates.

•   People Skillsthat blend diverse groups together to unleash talent to maximize outcomes.

•   Process Disciplinethat aligns systems for execution on core initiatives.

•   Performance Delivery to build the “dashboard” or “scorecard” metrics that marry execution and money to the bottom line.

Business Expertise

•   Business Startup:

•   Marketing and Branding:

•   Business Planning and Redesign:

•   Business Systems Development

•   Human Capital Stratigist:

Current Collateral Experience:

•   National Advisory Board Member  for IFCPP , “not for profit” association protecting cultural properties.

•   Curriculum Advisor Board Member for L.D.S. Business College

•   Selection Advisor Daniels Fund

•   Platform speakeron Leadership, Change, Business Continuity Strategy and Structure.

Certifications:

•   Member of Global Institute for Leadership Development

•   CIPS Designation

•   Franklin Covey Certified Facilitator

Key Personal Interests

•   Devoted family man married 48 years with 4 married children, 18 grandchildren.

•   Passionate about fly fishing, golf, sporting clays, and upland bird hunting

Last summer, the Denver Art Museum gave its Gallery Officer role a bit of a makeover and renamed the position “Gallery Host.” 

These staff members are still, first and foremost, responsible for object and life safety and receive the same type of training in these areas as the gallery officers previously did.  Hosts also are expected to deliver exceptional customer service and to engage with visitors in substantive and strategic ways. 

Before the transition to the Gallery Host model, many of the DAM’s Gallery Officers already were warm, friendly, knowledgeable folks who provided assistance to visitors. So what’s different now?

The Gallery Hosts’ interactions with visitors are not just reactive. Of course, Gallery Hosts help visitors who approach them with questions, but, when conditions in the gallery allow for it, they also initiate interactions with visitors and engage them in dialogue that will enrich their experiences and help them connect with the museum and its many offerings. 

To help them do this, in addition to their safety training, the Hosts also receive ongoing training about the museum’s artwork and programming. 

The Gallery Host program is part of the museum’s broader strategy to create an environment that welcomes and engages the broadest spectrum of the community.

“A lot of museums have embraced this Gallery Host approach to security, and I think we’ll see a lot more move in this direction in the next few years,” says the DAM’s Director of Visitor Services Jill Boyd. “Cultural institutions are embracing the idea that security and visitor engagement are not mutually exclusive concepts, and that, in fact, the latter can many times help bolster the former. 

“The people who work in the galleries day in and day out know these works of art intimately and, often times, they are the only team members who are with our visitors when they are experiencing the thing they came to the museum to experience. So it makes a lot of sense to train and empower them to help our visitors connect with the artwork and the museum on a deeper level.”

Boyd says that visitors have noticed the change and receive many positive comments about their Gallery Hosts.

The Gallery Hosts and back-of-house Security team work together closely every day to ensure that both people and artwork remain safe, and Boyd says that the transition to the Gallery Host model was only able to be successful because of the awesome support from and collaboration with Director of Protective Services Tony Fortunato and his team.