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Department of Computerscience & IT university of Malakand Chakdara PakistanAssignment:security management system of BISE malakand Assignment  no: 1 Submitted  by:  Irfan Ullah E no (604) Submitted  to: Dr  ajabkhansb Date of  submission: 30/1/2018 Employees and the public expect to see securitymechanisms in their healthcare services. Security management evolved from crimeprevention to one of multi-disciplined protective security working proactivelyalongside a range of agencies.  Security management sets out to: ? protect people, property and assets; Security Management Strategy  – 3 – ? plan and co-ordinate activities to protect thehealthcare environment; ? deter, disrupt and prevent deliberate and accidentalbreaches of security.

2.2 Security management has many elements and shouldunderpin all services delivered by the Trust and will reduce the likelihood ofsecurity-related incidents occurring. But security management should not impedethe public right of access or have a negative effect on privacy, dignity orquality of care, but nevertheless is vital for the safe delivery ofservices.  2.3 Security risks may affect:  ? patients, staffand visitors; ? buildings andgrounds; ? equipment; ? governance and management processes; ? services provided to patients and local communities. 2.4 Security Management aims to reduce the potential for:  ? loss of life; ? harm to staff,patients, visitors and the public; ? loss and damage to buildings, equipment and criticalassets; ? damage to organisation reputation.

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  3. SCOPE  3.1 This Strategy includes the following Trustactivities:  ? clinical; ? financial; ? non-clinical; ? health and safety; ? environmental; ? public and corporate liability. 3.2 The Strategyapplies to:  ? patients; ? carers; ? staff employed by the Trust (full-time and part-timeemployees); Security Management Strategy  – 4 – ? visitors; ? contractors; ? all Trust owned and leased premises and property; ? sub-contractors; ? volunteers; ? all otherpersons engaged in business on behalf of the Trust.

  4. DUTIES 4.1 The ChiefExecutive has overall accountability and responsibility for the implementationof this strategy.  4.2 The Director ofGovernance and Corporate Development has delegated overall responsibility andis the Security Management Director (SMD) for ensuring all security risk andassurance processes are designed, implemented and embedded throughout theorganisation. The Director will report any significant issues arising from theimplementation of this strategy including evidence of noncompliance or lack ofeffectiveness so that remedial action can be taken.  4.

3 The Executive Directors, as members ofthe Trust Board, have a corporate responsibility to ensure the Strategy is fitfor purpose, is implemented effectively and controls are in place to ensure allreasonable care has been taken to manage security proactively. This includessetting clear objectives for line managers to implement the Strategy, tomonitor performance against objectives and to act appropriately on thisinformation. 4.4 The nominated Non-Executive Director has a corporateresponsibility to ensure the Security Management Strategy is to promotesecurity management work at Board level and to challenge, scrutinise and ensureaccountability.

4.5 The Head of Corporate Business oversees the operationalmanagement and delivery of the Trust’s Security Strategy; provides advice andguidance on security management issues to the SMD, operational services and tothe Health, Safety and Security Management Group. In addition, the Head willprovides advice and guidance through submission of reports and attendance atTrust and external agency meetings on statutory, mandatory and Department ofHealth requirements. 4.6 The Local Security Management Specialist (LSMS) workson behalf of the Trust to deliver an environment which is safe and secure sothat the highest standards of clinical care can be made available to Security Management Strategy  – 5 – patients. The LSMS undertakes duties to tackle violenceand general security management; in accordance with training, securitystandards, advice and guidance provided by the NHS Protect.

This is achieved byworking in close partnership with stakeholders within the NHS, NHS Protect andexternal organisations such as the Police, Crown Prosecution Services, otherprofessional bodies and trade unions. The LSMS will work towards the creationof a pro-security culture within the Trust. The LSMS monitors violence and securityincident trends and investigate incidents through the Security IncidentReporting System (SIRS) and other sources, to ensure the Trust is takingappropriate action with respect to such incidents. 4.7 All Staff areresponsible to be familiar and comply with the Trust’s security managementprocedures and processes, to identify, assess, report and to mitigate risksover which they have control in their daily work and to cooperate with theirline managers.

They are also responsible for undertaking training identified bytheir line manager and to report known breaches of compliance with securitymanagement policies whether by others or by themselves.   5. GOVERNANCE ARRANGEMENTS 5.1 The broad securitymanagement policy framework is illustrated below:   SECURITY MANAGEMENT STRATEGY      Physical Security Incident Response Staff Protection Personnel Security Securit y Policy CCT V Polic y Patient Propert y Policy Lockdow n Policy Incident Respons e Policy Lone Workin g Policy PMV A Policy Staff Appraisal and Managemen t Supervision Policy DBS Policy  Leavers Policy ID Badge s   Security Management Strategy  – 6 – 5.2 The Trust recognises security management cannot besimply attributed to one person, but is an integral part of its normal managementprocesses.

The Trust ensures there is a governance structure is in place todeliver security management through the Trust Board, committees and groups withresponsibility for security management: Security Management Strategy  – 7 –    THE TRUST BOARD               Quality andPerformance Committee          Health, Safety,Security and Estates Group        Police Liaison Meetings ? Taunton ? Yeovil ? Wells ? Bridgwater SMD/ NED/ LSMS Meeting Operational Managers Meeting Executive Management Meetings LSMS Supervision and Appraisal NHS Protect Area Meetings All managers and staff Local Security Monitors  6. KEY PRINCIPLES 6.1 Creating a pro-security cultureamongst staff, professionals and the public ensures responsibility for securityis accepted by all and the actions of the minority who breach securities arenot tolerated: ? Deterring those who may be minded to breach security – usingpublicity to raise awareness of what the consequences of their intended actionscould be, both personally and to the NHS; ? Preventing security incidents orbreaches from occurring, wherever possible, or minimising the risk of themoccurring by conducting risk assessments, learning from operational experienceabout previous incidents, using technology wisely and sharing best practice; ?Detecting security incidents or breaches and ensuring these are reported in asimple, consistent manner across the NHS so that trends and risks can beanalysed, allowing this data to properly inform the development of preventativemeasures or the revision of policies and procedures, both nationally andlocally; ? Investigating security incidents or breaches in a fair, objectiveand professional manner, to ensure the causes of such incidents Security Management Strategy  – 8 – or breaches are fully examined and fed into preventionwork to minimise the risk of them occurring again and those responsible forsuch incidents are held to account for their actions. 6.2 Seeking redressthrough the criminal and civil justice systems against those whose actions leadto loss of NHS resources, through security breaches or incidents, and ensuringthat those who are the victims of violence within the NHS environment aresupported to seek appropriate compensation from offenders for loss of earningor for the effects of injuries sustained.

 7. CURRENT POSITION 7.1 Since the publication of theTrust’s first Security Management Strategy in 2013, significant organisationalrestructuring was realised following the completion of the Integration Phase 2project resulting in significant changes to way Trust services are organisedand managed.

7.2 The Trust acquired dental services in Dorset and the Isle ofWight, which brought fresh security challenges and the need to work with two additionalpolice forces in Hampshire and Dorset. 7.3 The Trust had an inspection visitfrom CQC in September 2015 during which security management was assessed aspart of the assurance process. The organisation will also experience its firstNHS Protect inspection visit in August 2016 and will be assessed against theNHS Protect Security Management Standards.

7.4 The backdrop to these was thecontinued budgetary pressures on the Trust and the need to formulate continuedcost improvement plans, one of which was the reduction of Trust LSMS coveravailable from 1.6 to 1.0 wte. 7.5 These financially challenging times hasmeant the Trust has necessarily had to concentrate on the direct services itprovides to patients and their families, sometimes resulting in projects notbeing able to be realised. 7.6 A SWOT Analysis of the current position is givenbelow.

       Security Management Strategy  – 9 – SWOT ANALYSIS Strengths ? new Security and Lockdown policies andassociated procedures in place ? SMD and LSMS in post ? additional seniormanagement for security available; ? security action plan and quarterlysecurity reports ? good levels of incident reporting from mental healthservices; ? the Trust is in the top 10 NHS Trusts for applying sanctions; ?local security monitors in place across services; ? the Trust recognises theimportance of security management and staff appreciate its interventions Weaknesses ? different security cultures betweencommunity and mental health services ? patchy or no mobile network coverage inparts of Somerset ? assets under £5K value not marked ? LSMS has limitedopportunity to carry out preventative work due to ongoing caseload work ? CCTVcoverage patchy, poor quality and non-existent in some services ? lack ofgeneral awareness of security issues and solutions across the Trust ?decentralised ‘security’ budget ? reduced incident reporting from communityhealth services ? regular loss of ID badges and mobile phones Opportunities: ? develop a new Security Strategy to givefurther direction and demonstrate assurance ? devolve general securitymanagement responsibilities to local managers by using the LSMS as a specialistresource ? develop stronger, more consistent relationships with partneragencies, particular with operational police officers ? develop more robustlockdown plans ? develop effective local lone working procedures includingimproved tracking Threats ? change of role for NHS Protect ? financiallychallenging economic climate ? healthcare provided in a variety of environments,not all under Trust control and with variable security arrangements ? widegeographical area of the Trust ? possible hardening position by police servicestowards mental health and prosecution of cases Security Management Strategy  – 10 – 8. THE THREE STRANDS FOR ACTION 8.1 There are three keyprinciples which will help to reduce crime and deal effectively with those whoperpetrate it against the Trust, its staff, patients and members of the public.8.

1 Inform and Involve staff, patients and others who use its services aboutcrime and how to tackle it. They should be informed and involved to increaseunderstanding of the impact of crime through communications and promotion suchas public awareness campaigns. Working relationships with stakeholders will bestrengthened and maintained through active engagement. Where necessary, theTrust will work to change the culture and perceptions of crime so it is nottolerated at any level. 8.

2 Prevent and Deter crime to take away theopportunity for crime to occur or reoccur and discourage those tempted tocommit crime. Successes will be publicised so the consequences of detection areclear to potential offenders. Those who are not deterred will be prevented fromcommitting crime by robust systems which will be put in place in line withstandards developed by NHS Protect. 8.3 Hold to account those who havecommitted crime. Crimes must be detected and investigated, suspects prosecutedwhere appropriate, and redress sought where possible.

This work will be carriedout in the main by the police and other crime prevention agencies but withappropriate support from the LSMS and Trust managers. Where recovery of monieslost to crime is viable, this will be pursued. In relation to crimes againststaff, criminal damage or theft against NHS property, investigation andprosecution should be undertaken in liaison with the police and CrownProsecution Service or where necessary NHS Protect.  9 STRATEGIC AIMS 9.

1 Security will be improved and crimereduced by targeting work effectively and building in anti-crime measures inall Trust processes and procedures and reflecting the wider NHS initiativeswhere appropriate. 9.2 The Board, Security Management Director and seniormanagers will ensure the full implementation of this strategy across the wholeorganisation. The Head of Corporate Business and the LSMS will take the lead inpromoting the strategy and will ensure proactive transition to a more effectivesecurity culture.

NHS Protect Standards 9.3 The primary aim of this strategymust be to ensure the Trust’s compliance with the NHS Protect SecurityManagement Standards. To Security Management Strategy  – 11 – achieve this the Trust will undertake ongoing workplanning and an annual review of its security work using the NHS Protect SelfReview Toolkit. The results of these will inform the effectiveness of theseactivities and future, proactive work. 9.

4 If crime is to be reduced andsecurity improved, a multi-faceted approach is needed which is both proactiveand reactive. Pro Security Culture 9.5 The development of a pro-securityculture is integral to security management and is one where the responsibilityfor security is accepted by all and whose actions minimise the risks frominjury, loss of assets, information and reputation. This leads to improveddetection, diversion and investigation of security incidents leading to reduceddishonesty, vandalism, damage and the potential litigation and improvesidentification of trends and highlight security weaknesses. 9.

6 It is the staffwho will realise this vision and they need to be prepared for potential changesto some of their practices and perhaps most importantly in terms of loneworking safety. Staff want to feel safe and secure at work. Nevertheless, theyneed to be empowered and motivated to take ownership of security and theinitiatives arising from this strategy. Security Management Work Plan 9.7 TheHead of Corporate Business, in association with the SMD and LSMS, will developan annual work plan informed by the SelfAssessment Tool to take the visionforward. This will set out the key objectives within reasonable and achievabletime-scales and a clear statement of the outcomes to be delivered and benefitsto be realised from these.

A range of targets and performance indicators willbe required to ensure effective control of resources and activities.Communication 9.8 Security management will be communicated by a variety ofmeans and must be a two-way process between the Trust and its staff. The LocalSecurity Monitors in all Trust service areas are integral to this. Methods ofcommunication will include articles in “What’sOn”, newsletters, corporateinduction, presentations, leaflets, emails, and posters.

9.9 It is equallyimportant patients and visitors are fully aware of the standards of conductexpected of them and the sanctions which may follow if they behaveunacceptably. Collective responsibility, working in partnership with otheragencies, is essential so that local ownership for security is shared. Wherethe responsibility for security is accepted by all and a strong messagecommunicated to the staff, patients and Security Management Strategy  – 12 – members of the public alike that violence, whetherphysical or verbal, will not be tolerated incidents can be reduced. 9.10 TheTrust’s primary focus must be prevention rather than punitive redress in themain regarding workplace violence. The Trust must actively build in robustaccountability regarding the protection of its assets and will take legalredress to recover losses from theft or acts of criminality.   Working in Partnership 9.

11 The Trust willneed to work in close partnership with the local police in accordance with theCrime and Disorder Act, the local authorities and community safety forums.Intelligence exchanged between the Trust and these organisations will helpinform the Trust of particular areas of concern for which crime preventionstrategies can be implemented locally. 9.12 The strategy will enable securitymanagement to support high quality healthcare by providing safe and secureenvironments which protect patients, staff and visitors and the physical assetsof the Trust. 9.13 But security management must be everyone’s responsibility.

9.14 Security management presents real challenges to healthcare where staff aretrained to put patients first. But sensible and cost effective initiatives willbe taken to reduce risks to patients, staff, carers and others environmentswhich prevent criminal activity.   

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