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By Mark Camillo

Tom Ridge discusses the Homeland Security Advisory System. White House photo by Paul Morse

One of the most pressing challenges we face in the aftermath of 9/11 is to become introspective as a nation, searching for any and all ways to make sure those horrific events we witnessed that infamous day never happens again.

Although we now clearly understand there are groups as well as individuals who believe the United States of America and its citizens are legitimate targets for terror, we also have grown to accept the chilling fact that in a free society, when and where they plan to strike, is theirs for the choosing.

As you look to adopt and implement means and methods to secure your venues, whether they are stadiums, arenas or convention centers, the complete package should include a preventative component as well as a reactive component.

Historically, law enforcement has been designed with an emphasis on responding to crimes or responding to suspicious situations that will likely result in a crime.

As critical as response capabilities are to law enforcement, they will not alone prevent terrorism or criminality from occurring. Preventing or “precluding” these kinds of incidents must be integral to an assembly manager’s overall operational plan. In short, a security plan limited to a response mechanism is incomplete.

The framers of the Department of Homeland Security saw the need to include protection and prevention capabilities into the Department’s mission, and did so by including infrastructure protection as part of one of its key directorates and adding the U.S. Secret Service as one its operational agencies.

The U.S. Secret Service has a long tradition of employing preventative measures in both its protective and investigative missions. The daily operations of the U.S. Secret Service are a testimony to how effective preventive measures are. In the protective mission, a thorough “advance” is key to successfully moving a protected individual through an event site. In the investigative mission, proactive anti-counterfeiting measures such as canvassing printing supply houses to get the “message out” regarding suspicious persons or purchases have long been used by the Secret Service. The preventative approach that the Secret Service employs in its daily mission fits well into the new Department’s mission.

Lessons Learned
Although the Secret Service cannot reveal the means and methods by which we protect the President and others, it is prepared to share some lessons learned that might help as you expand your venue security operations into a comprehensive plan that includes prevention and response components.

• Work with your state and local public safety agencies to form partnerships. Let them know you want to work with them.
• Have a security assessment done on your venue. It helps to start with an accurate profile from a security perspective.
• Take advantage of adding security features during the construction phase of a venue. The results may be effective yet non-obtrusive components.
• Consider a cyber-security assessment. Your venue is vulnerable to a variety of attacks from someone armed merely with a computer.
• Dynamics such as crowd size and weather directly impact security operations. A security plan should be flexible enough to adapt to conditions as they unfold.

These are just a few of the many ideas or methods that can be employed to help make your venue a “super safe” site. As mentioned before, beginning your efforts by working with your local law enforcement is a great start. The result of this kind of working relationship is generally partnership.

Partnering with local public safety officials to design security plans has been a critical part in security planning for major events in the United States. The Secret Service, through executive order, is responsible for designing, planning and implementing operational security at domestic events of national significance. Although in a leadership role, the Secret Service always strives to collaborate with local public safety officials, which is consistent with how it operates in its daily core mission responsibilities. The Secret Service stresses “one plan,” comprehensive in nature that identifies all operational security features at an event site.

Another potential partner that is being provided by the Department of Homeland Security is the Office of the Private Sector, which provides a direct line of communication between America’s business community and the Department.

The Office of the Private Sector is headed by Mr. Al Martinez-Fonts, a special assistant to Secretary Ridge. In addition to daily interaction with the private sector, Mr. Martinez-Fonts advises the Secretary on the impact of Department policies and regulations to the business community.

Any questions regarding the Office of the Private Sector can be directed to 202/282-8484 or Private.Sector@dhs.gov.

In closing, we have to face the reality that your venue is likely stationary with ample opportunities for those who harbor ill will to study it either from inside or from afar. As the Secret Service “advances” the sites they intend to protect, the criminal or terrorist will also likely “advance” the site they intend to harm or disrupt. Your goal should be to eliminate as many vulnerabilities as possible while minimally impacting routine venue activities.

When crafting a security plan, remember the most critical member of the planning effort. That is you. Who knows your venue better than you do? It all starts with those that are on site every day, having the best grasp of how all the moving parts work during its daily operation. One of the best resources to include in developing a security plan is you and your staff. The security experts can do only so much without the on-site experts. Don’t underestimate your instincts and judgment when it comes to developing a venue security operational plan.

Communicating your ideas directly to the security planners will potentially save them from creating numerous draft plans until they deliver one that works for you. This reduction in time spent on plan development might make the difference when your venue is being “advanced” by the wrong people.

Mark Camillo is deputy assistant director for the U.S. Secret Service. Special Agent Camillo began his career with the U.S. Secret Service in 1982. Special assignments have included being assigned as the Secret Service Winter Olympic Coordinator for the Salt Lake 2002 Winter Olympics and his most recent assignment as a Senior Policy Advisor to Secretary Ridge at the Department of Homeland Security.

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