Department of Computer
science & IT university of Malakand Chakdara Pakistan

Assignment:
security management system of BISE malakand

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Assignment  no: 1

 

Submitted  by:  Irfan
 Ullah E no (604)

 

Submitted  to: Dr  ajab
khansb

 

Date of  submission: 30/1/2018

 

Employees and the public expect to see security
mechanisms in their healthcare services. Security management evolved from crime
prevention to one of multi-disciplined protective security working proactively
alongside 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 the
healthcare environment;

? deter, disrupt and prevent deliberate and accidental
breaches of security.

2.2 Security management has many elements and should
underpin all services delivered by the Trust and will reduce the likelihood of
security-related incidents occurring. But security management should not impede
the public right of access or have a negative effect on privacy, dignity or
quality of care, but nevertheless is vital for the safe delivery of
services. 

2.3 Security risks may affect:

 ? patients, staff
and visitors;

 ? buildings and
grounds;

 ? 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 critical
assets;

? damage to organisation reputation. 

3. SCOPE 

3.1 This Strategy includes the following Trust
activities:

 ? clinical;

? financial;

? non-clinical;

? health and safety;

? environmental;

? public and corporate liability.

 3.2 The Strategy
applies to:

  ? patients;

? carers;

? staff employed by the Trust (full-time and part-time
employees);

Security Management Strategy  – 4 –

? visitors;

 ? contractors;

? all Trust owned and leased premises and property;

? sub-contractors;

? volunteers;

 ? all other
persons engaged in business on behalf of the Trust. 

4. DUTIES

 4.1 The Chief
Executive has overall accountability and responsibility for the implementation
of this strategy.  4.2 The Director of
Governance and Corporate Development has delegated overall responsibility and
is the Security Management Director (SMD) for ensuring all security risk and
assurance processes are designed, implemented and embedded throughout the
organisation. The Director will report any significant issues arising from the
implementation of this strategy including evidence of noncompliance or lack of
effectiveness so that remedial action can be taken.  4.3 The Executive Directors, as members of
the Trust Board, have a corporate responsibility to ensure the Strategy is fit
for purpose, is implemented effectively and controls are in place to ensure all
reasonable care has been taken to manage security proactively. This includes
setting clear objectives for line managers to implement the Strategy, to
monitor performance against objectives and to act appropriately on this
information. 4.4 The nominated Non-Executive Director has a corporate
responsibility to ensure the Security Management Strategy is to promote
security management work at Board level and to challenge, scrutinise and ensure
accountability. 4.5 The Head of Corporate Business oversees the operational
management and delivery of the Trust’s Security Strategy; provides advice and
guidance on security management issues to the SMD, operational services and to
the Health, Safety and Security Management Group. In addition, the Head will
provides advice and guidance through submission of reports and attendance at
Trust and external agency meetings on statutory, mandatory and Department of
Health requirements. 4.6 The Local Security Management Specialist (LSMS) works
on behalf of the Trust to deliver an environment which is safe and secure so
that the highest standards of clinical care can be made available to

Security Management Strategy  – 5 –

patients. The LSMS undertakes duties to tackle violence
and general security management; in accordance with training, security
standards, advice and guidance provided by the NHS Protect. This is achieved by
working in close partnership with stakeholders within the NHS, NHS Protect and
external organisations such as the Police, Crown Prosecution Services, other
professional bodies and trade unions. The LSMS will work towards the creation
of a pro-security culture within the Trust. The LSMS monitors violence and security
incident trends and investigate incidents through the Security Incident
Reporting System (SIRS) and other sources, to ensure the Trust is taking
appropriate action with respect to such incidents. 4.7 All Staff are
responsible to be familiar and comply with the Trust’s security management
procedures and processes, to identify, assess, report and to mitigate risks
over which they have control in their daily work and to cooperate with their
line managers. They are also responsible for undertaking training identified by
their line manager and to report known breaches of compliance with security
management policies whether by others or by themselves.  

5. GOVERNANCE ARRANGEMENTS 5.1 The broad security
management 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 be
simply attributed to one person, but is an integral part of its normal management
processes. The Trust ensures there is a governance structure is in place to
deliver security management through the Trust Board, committees and groups with
responsibility for security management:

Security Management Strategy  – 7 – 

 

THE TRUST BOARD

 

   

     

  Quality and
Performance 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 culture
amongst staff, professionals and the public ensures responsibility for security
is accepted by all and the actions of the minority who breach securities are
not tolerated: ? Deterring those who may be minded to breach security – using
publicity to raise awareness of what the consequences of their intended actions
could be, both personally and to the NHS; ? Preventing security incidents or
breaches from occurring, wherever possible, or minimising the risk of them
occurring by conducting risk assessments, learning from operational experience
about previous incidents, using technology wisely and sharing best practice; ?
Detecting security incidents or breaches and ensuring these are reported in a
simple, consistent manner across the NHS so that trends and risks can be
analysed, allowing this data to properly inform the development of preventative
measures or the revision of policies and procedures, both nationally and
locally; ? Investigating security incidents or breaches in a fair, objective
and professional manner, to ensure the causes of such incidents

Security Management Strategy  – 8 –

or breaches are fully examined and fed into prevention
work to minimise the risk of them occurring again and those responsible for
such incidents are held to account for their actions. 6.2 Seeking redress
through the criminal and civil justice systems against those whose actions lead
to loss of NHS resources, through security breaches or incidents, and ensuring
that those who are the victims of violence within the NHS environment are
supported to seek appropriate compensation from offenders for loss of earning
or for the effects of injuries sustained. 

7. CURRENT POSITION 7.1 Since the publication of the
Trust’s first Security Management Strategy in 2013, significant organisational
restructuring was realised following the completion of the Integration Phase 2
project resulting in significant changes to way Trust services are organised
and managed. 7.2 The Trust acquired dental services in Dorset and the Isle of
Wight, which brought fresh security challenges and the need to work with two additional
police forces in Hampshire and Dorset. 7.3 The Trust had an inspection visit
from CQC in September 2015 during which security management was assessed as
part of the assurance process. The organisation will also experience its first
NHS Protect inspection visit in August 2016 and will be assessed against the
NHS Protect Security Management Standards. 7.4 The backdrop to these was the
continued budgetary pressures on the Trust and the need to formulate continued
cost improvement plans, one of which was the reduction of Trust LSMS cover
available from 1.6 to 1.0 wte. 7.5 These financially challenging times has
meant the Trust has necessarily had to concentrate on the direct services it
provides to patients and their families, sometimes resulting in projects not
being able to be realised. 7.6 A SWOT Analysis of the current position is given
below.      

Security Management Strategy  – 9 –

SWOT ANALYSIS

Strengths ? new Security and Lockdown policies and
associated procedures in place ? SMD and LSMS in post ? additional senior
management for security available; ? security action plan and quarterly
security reports ? good levels of incident reporting from mental health
services; ? the Trust is in the top 10 NHS Trusts for applying sanctions; ?
local security monitors in place across services; ? the Trust recognises the
importance of security management and staff appreciate its interventions

Weaknesses ? different security cultures between
community and mental health services ? patchy or no mobile network coverage in
parts of Somerset ? assets under £5K value not marked ? LSMS has limited
opportunity to carry out preventative work due to ongoing caseload work ? CCTV
coverage patchy, poor quality and non-existent in some services ? lack of
general awareness of security issues and solutions across the Trust ?
decentralised ‘security’ budget ? reduced incident reporting from community
health services ? regular loss of ID badges and mobile phones

Opportunities: ? develop a new Security Strategy to give
further direction and demonstrate assurance ? devolve general security
management responsibilities to local managers by using the LSMS as a specialist
resource ? develop stronger, more consistent relationships with partner
agencies, particular with operational police officers ? develop more robust
lockdown plans ? develop effective local lone working procedures including
improved tracking

Threats ? change of role for NHS Protect ? financially
challenging economic climate ? healthcare provided in a variety of environments,
not all under Trust control and with variable security arrangements ? wide
geographical area of the Trust ? possible hardening position by police services
towards mental health and prosecution of cases 

Security Management Strategy  – 10 –

8. THE THREE STRANDS FOR ACTION 8.1 There are three key
principles which will help to reduce crime and deal effectively with those who
perpetrate 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 about
crime and how to tackle it. They should be informed and involved to increase
understanding of the impact of crime through communications and promotion such
as public awareness campaigns. Working relationships with stakeholders will be
strengthened and maintained through active engagement. Where necessary, the
Trust will work to change the culture and perceptions of crime so it is not
tolerated at any level. 8.2 Prevent and Deter crime to take away the
opportunity for crime to occur or reoccur and discourage those tempted to
commit crime. Successes will be publicised so the consequences of detection are
clear to potential offenders. Those who are not deterred will be prevented from
committing crime by robust systems which will be put in place in line with
standards developed by NHS Protect. 8.3 Hold to account those who have
committed crime. Crimes must be detected and investigated, suspects prosecuted
where appropriate, and redress sought where possible. This work will be carried
out in the main by the police and other crime prevention agencies but with
appropriate support from the LSMS and Trust managers. Where recovery of monies
lost to crime is viable, this will be pursued. In relation to crimes against
staff, criminal damage or theft against NHS property, investigation and
prosecution should be undertaken in liaison with the police and Crown
Prosecution Service or where necessary NHS Protect. 

9 STRATEGIC AIMS 9.1 Security will be improved and crime
reduced by targeting work effectively and building in anti-crime measures in
all Trust processes and procedures and reflecting the wider NHS initiatives
where appropriate. 9.2 The Board, Security Management Director and senior
managers will ensure the full implementation of this strategy across the whole
organisation. The Head of Corporate Business and the LSMS will take the lead in
promoting the strategy and will ensure proactive transition to a more effective
security culture. NHS Protect Standards 9.3 The primary aim of this strategy
must be to ensure the Trust’s compliance with the NHS Protect Security
Management Standards. To

Security Management Strategy  – 11 –

achieve this the Trust will undertake ongoing work
planning and an annual review of its security work using the NHS Protect Self
Review Toolkit. The results of these will inform the effectiveness of these
activities and future, proactive work. 9.4 If crime is to be reduced and
security improved, a multi-faceted approach is needed which is both proactive
and reactive. Pro Security Culture 9.5 The development of a pro-security
culture is integral to security management and is one where the responsibility
for security is accepted by all and whose actions minimise the risks from
injury, loss of assets, information and reputation. This leads to improved
detection, diversion and investigation of security incidents leading to reduced
dishonesty, vandalism, damage and the potential litigation and improves
identification of trends and highlight security weaknesses. 9.6 It is the staff
who will realise this vision and they need to be prepared for potential changes
to some of their practices and perhaps most importantly in terms of lone
working safety. Staff want to feel safe and secure at work. Nevertheless, they
need to be empowered and motivated to take ownership of security and the
initiatives arising from this strategy. Security Management Work Plan 9.7 The
Head of Corporate Business, in association with the SMD and LSMS, will develop
an annual work plan informed by the SelfAssessment Tool to take the vision
forward. This will set out the key objectives within reasonable and achievable
time-scales and a clear statement of the outcomes to be delivered and benefits
to be realised from these. A range of targets and performance indicators will
be required to ensure effective control of resources and activities.
Communication 9.8 Security management will be communicated by a variety of
means and must be a two-way process between the Trust and its staff. The Local
Security Monitors in all Trust service areas are integral to this. Methods of
communication will include articles in “What’sOn”, newsletters, corporate
induction, presentations, leaflets, emails, and posters. 9.9 It is equally
important patients and visitors are fully aware of the standards of conduct
expected of them and the sanctions which may follow if they behave
unacceptably. Collective responsibility, working in partnership with other
agencies, is essential so that local ownership for security is shared. Where
the responsibility for security is accepted by all and a strong message
communicated to the staff, patients and

Security Management Strategy  – 12 –

members of the public alike that violence, whether
physical or verbal, will not be tolerated incidents can be reduced. 9.10 The
Trust’s primary focus must be prevention rather than punitive redress in the
main regarding workplace violence. The Trust must actively build in robust
accountability regarding the protection of its assets and will take legal
redress to recover losses from theft or acts of criminality.   Working in Partnership 9.11 The Trust will
need to work in close partnership with the local police in accordance with the
Crime and Disorder Act, the local authorities and community safety forums.
Intelligence exchanged between the Trust and these organisations will help
inform the Trust of particular areas of concern for which crime prevention
strategies can be implemented locally. 9.12 The strategy will enable security
management to support high quality healthcare by providing safe and secure
environments which protect patients, staff and visitors and the physical assets
of the Trust. 9.13 But security management must be everyone’s responsibility.
9.14 Security management presents real challenges to healthcare where staff are
trained to put patients first. But sensible and cost effective initiatives will
be taken to reduce risks to patients, staff, carers and others environments
which prevent criminal activity.