UPMC Feb. 28 security status report - Pittsburgh Post

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UFE
CHANGING
MEDICINE
UPMC
UPMC Security Status Report
Feb. 28,2013
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INDEX
Background
3-5
Status of Board-Approved Recommendations
5-6
System-Wide Recommendations
7-9
Recommendations Specific to Western Psychiatric Institute and Clinic
9-10
Status of OSHA Recommendations
11-12
Recommendations of the District Attorney's Consultants
12-22
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BACKGROUND
On March 8, 2012, a person later Identified as John Shick walked through the O'Hara Street entrance of
Western Psychiatric Institute and Clinic (WPIC) and immediately opened fire, ultimately killing one WP/C
employee and wounding five others. Armed members of the University of Pittsburgh Police Department
responded rapidly to the scene and ended the crisis by killing Shick as he pointed one of his firearms in
their direction.
In the wake of this tragedy, UPMC established a Review Team consisting of Robert J. Cindrich (former
Senior Vice President and Chief Legal Officer of UPMC), Edward J. Marinzel
Services, International/Domestic),
and EIJay B. Bowron (former
(Vice President, Security
Director of the United States Secret
Service, former Inspector General of Department of Interior, and former Chief Security Officer for the
Cleveland Clinic) to review security policies, procedures, and operations,
system-wide.
That team completed
recommendations
not only at WPIC, but also
its review on August 31, 2012, and presented Its full report and
to UPMC's Board of Directors on September 12, 2012.
The breadth of UPMC's internal security review and its action plan was a product,
continued uncertainty
outpatient
psychiatric consultations-from
place In the building he attacked.
facility
facility.
UPMC, none of those services had taken
In fact, UPMC had no record of Shick ever being in the O'Hara Street
before he walked in on March 8 and started shooting.
complaints
In part, of the
over why Shick targeted the building he did. Although Shick had received various
servlces-Incfudlng
about the treatment
he had been receiving directed
Nor were any of Shick's various
at UPMC personnel located In that
It Is also worth noting that in more than 60 years of WPIC delivering mental health services at
this site, no episode even remotely similar had occurred there.
As a result, UPMC's Review Team tried to look beyond the lessons that could be learned from the March
8 tragedy Itself and reviewed UPMC's overall approach to security.
Its recommendations,
which were
endorsed unanimously by UPMC's Board of Directors, fell Into two categories and were grouped around
several themes:
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A. System-Wide Recommendations
•
Develop Lethal and Non-Lethal Response Capacity
•
Develop and Adopt Fundamental Operating Prlnclpies
•
Centralize Security Planning and Programming
•
Develop Risk-BasedStaffing Strategy
•
Conduct Comprehensive Police/Security Officer Compensation Survey
B. Recommendations
Specific to Western Psychiatric Institute and Clinic
•
Structural/Architectural/Technlcal Recommendations
•
Centralize Screening/Searching Function
•
Staffing
On September
19, 2012,)udge
Robert J. Cindrich, Edward J. Marinzet, and W. Thomas McGough, Jr.
(UPMC's Senior Vice President and Chief Legal Officer) met with Stephen Zappala, District Attorney of
Allegheny County, and briefed him on the recommendations
taken to implement those recommendations.
approved by the Board and the steps being
District Attorney Zappala was at that time conducting his
own review of security at WPIC and had retained two consultants, J.P. Hudson & Associates, Inc. (JPHA),
and Condortech Services, Inc., to assist his office In that review. UPMC agreed to cooperate with those
consultants and to consider whatever recommendations
Meanwhile, at least one other independent
they might ultimately make.
examination of the Shick incident was underway.
after the shootlngs, the Occupational Safety and Health Administration
Shortly
notified UPMC that it was
conducting an inquiry that would focus In particular upon the safety of the employees at WPIC. That
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inquiry, which involved site Inspections, the production of documents, and numerous depositions, was
concluded on September 24, 2012, and resulted in the Issuance of an Advisory letter on that date. In
that letter, OSHA recommended
several steps UPMC could take to Improve the safety and health of its
employees.
On November 27, 2012, the consultants
UPMC. Their recommendations,
retained by the District Attorney provided their report to
all of which were specific to WPIC, fell generally Into the following
categories:
•
•
•
Access Control
•
lockdown Procedures
•
•
•
Panic Buttons/Body Buttons
Video Surveillance System (VSS)
•
Workplace Violence Issues
•
Security Guards
•
Policyand Procedures Review
Security Room
KeyControl
Physical Security
Most recently, UPMC has contracted with Johnson Controls, Inc., (JCI),a global technology company and
Industry leader, to consider the technological aspects of the security recommendations,
made by the District Attorney's consultants,
including those
and to assist UPMC In developing system-wide security
technology.
STATUS OF BOARD-ApPROVED
RECOMMENDATIONS
Shortly after the shootlngs on March 8, 2012, UPMCtook Immediate steps to strengthen the security of
WPIC against the specific type of attack launched by John Shick. Included In those steps were:
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1.
Posting of an armed security officer 24/7/365 at the O'Hara Street entrance to the building.
2.
Hiring of two additional Alliedsecurity officers:
a.
One assigned to the O'Hara Street lobby to assist with 10 checks.
b.
One assigned to the
5th
level entrance Into the hospital to conduct 10 checks, searches and
hand-held wandlng.
3.
Hiring of five full-time safety officers.
4.
Securing WPIC-Presbyterlan Hospital Tunnel and elevator as "card access only."
5.
Securing main O'Hara Street entrance at 9pm Instead of 10pm.
6.
Securing DeSoto Street entrance 24 hours a day.
7.
Providing additional camera coverage for:
a.
Floors 2, 3, 4,5 garage lobbies
b.
Basement tunnel elevator
c.
loading dock
d.
Eight new cameras positioned at various points on the first floor
8.
Converting annex fire exit stairwell to "cllnic key access only."
9.
Issuing self-explrlng visitor 10 badges with mandate that a visitor must produce Identification to
obtain a badge.
10. Installing and staffing a walk-through magnetometer
to screen all non-employees and searching
all bags and belongings of all non-employees.
Implementation
of the broader recommendations
2012, commenced
Immediately upon-and
approved by the Board of Trustees on September 12,
In some cases in advance of-that
that Implementation are outlined below.
6
approval.
Examples of
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SYSTEM-WIDE RECOMMENDATIONS
A. Develop Lethal and Non-Lethal Response Capability
•
UPMC is contracting for the posting of at least one armed police officer in each of Its "urban"
hospitals located In Allegheny County 24/7/365. Appropriate contracts for Presbyterlan/Montefiore,
Shadyside, Magee, Mercy, Childrens, and WPIC are nearing completion
PIttsburgh Police.
with the University of
A similar contract for UPMC McKeesport Is nearing completion
McKeesport Pollee Department.
with the
Alternative methods for coverage at Passavant, Hamot, UPMC East
and St. Margaret are under discussion.
•
UPMC Is arranging for magnetometers to be Installed and staffed in the Emergency Departments of
each of Its "urban" campuses in Allegheny County.
Those devices are now operating at East,
McKeesport, Mercy, Presbyterian, Shadyside, and WPIC. A magnetometer policy has been developed
and Is being vetted by senior management.
•
Fitting and ordering of appropriate body armor (bullet resistant vests) is underway. All UPMC security
personnel will be fitted for and issued that protection.
A Body Armor Policy has been approved and
published on UPMC's Intranet (Infonet).
•
A Taser program has been developed. Certain officers of UPMC will be trained on and Issued Tasers. A
Taser policy has been drafted and was endorsed by the Pennsylvania Department of Health. The policy
will be presented to senior management of UPMC.
B. Develop and Adopt Fundamental Operating Principles
•
As noted, policies and procedures are either In place or In various stages of development for a 24/7
armed presence, for magnetometers, for body armor, and for Tasers.
•
In addition, a lead security officer or supervisor has been maintained on every shift at 10 of UPMC's
14 campuses and processes are underway to provide that coverage at the remaining four campuses.
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Visible securttv posts have now been Installed and staffed In the main lobbies of Chlldrens, UPMC
East, Hamot, Northwest, Presbyterian, St. Margaret, and WPIC at all times and at Magee, Mercy,
Passavant, Montefiore, and Shadyside during portions of each day.
•
A system-wide visitor management system Is currently
being vetted
by UPMC's Supply Chain
Management.
•
Annual security awareness training for employees has been designed and Implemented at Children's,
East, Magee, MCKeesport, Mercy, Presbyterian, Montefiore, Northwest, Shadyside, St. Margaret, and
WPIC.
C. Centralize Security Planning and Programming
•
In addition to the centralized functions and planning described above, UPMC Is designing two
centralized Security Command Centers, one to cover hospitals in Allegheny County (Presbyterian,
Montefiore,
Magee, Mercy, Shadyside, Children's, McKeesport, St. Margaret, Passavant, and East)
and the other to cover the "Northern Tier" facilities (Hamot, Northwest, Bedford, Horizon-Greenvllle,
and Horlzon-Shenango).
•
UPMC has signed a consulting agreement with Johnson Controls, Inc. (JCI), a global technology
company and Industry leader, to assist In Identifying the appropriate technology to Integrate the
various security systems that currently exist throughout
assist in integrating
UPMC. We will use Johnson Controls to
our security technologies with the University of Pittsburgh Police and the
Pittsburgh Bureau of Police. During this process we will also evaluate the recommendations of the
District Attorney's consultants, J.P. Hudson and Associates (JPHA)and Condortech Services, Inc.
•
UPMC designed and Implemented a system-wide "emergency alert messaging system" centered on
textmessages transmitted to mobile devices.
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D. Develop Risk-Based Staffing Strategy
•
UPMC's Security Department is currently centralizing the collection, retrieval, and analysis of
Information and crime statistics through the use of a computerized report writing and gathering
software system already In place known as D-3. This can allow a more tailored approach to the
system-wide allocation of security resources based on accurate Information and trends and will
provide a risk/functions-based methodology to set HE targets for security staffing at each hospital.
To this end, UPMChas recently hired a resource at the corporate level to administer the above tasks.
E. Conduct Comprehensive Police/Security Officer Compensation Survey & Analysis
•
UPMC's Security Department will lead an evaluation of current staffing models as they relate to the
use of proprietary security officers, contract security officers, off-duty police officers, and arrest
authority.
•
UPMC's Security Department will also Identify gaps that might negatively Influence retention or the
ability to attract the desired caliber of security personnel.
RECOMMENDATIONS
SPECIFIC TO WESTERN
A. Structural! Architectural/Technical
•
PSYCHIATRIC INSTITUTE
& CLINIC
Recommendations
UPMC has undertaken a complete redesign and ultimate reconstruction of the first-floor access to
WPIC to accommodate visitor screening, Improved flow and segregation of patients, visitors and
employees and better alignment of the physl~allayout with operational requirements Including direct
and secure access between the Diagnostic Evaluation Center (DEC- WPIC's Emergency Department)
and Inpatient units.
The current architectural drawings are In their seventh iteration and have
received the approval of UPMC'ssenior management. Among the features of that redesign are:
•
Restriction of the O'Hara Street entrance to properly credentialed employees .
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A relocation of the main visitor entrance to DeSoto Street, with provisions for visitor
screening Including lockers for personal effects of visitors to patient areas, a magnetometer,
x-ray, visitor management system, and a hardened registration/information
desk to include
armor, bullet resistant glass, and a safe room.
•
•
Bullet proof lectern for the armed police officer.
•
Moving the security room to a more strategic location.
As part of the system-wide review being performed by UPMC and Johnson Controls, UPMC will
conduct a comprehensive security survey at WPIC to evaluate and Improve surveillance camera
coverage, enhance lock-down capabilities, improve visitor control,
and centralize the security
command function. JPHA's security recommendations will be considered in the context of this review.
B. Centralize Screening/Searching
•
As part of the reconfiguratlon
Function
of the entrances to WPIC, UPMC will shift responsibility for all
screening to security personnel and conduct all screening at the newly designed DeSoto Street entry.
•
UPMC will maintain hand-held wands on each Inpatient unit for use by nursing staff on an as-needed
basis.
C. Staffing
•
As noted, UPMC Is maintaining an armed security officer at WPIC 24/7/365.
•
UPMC
will
continue
to
evaluate
staffing
recommendations.
10
needs
in
conjunction
with
the
adopted
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STATUS OF
OSHA
02-28-2013
RECOMMENDATIONS
As noted, on September 24, 2012, the Occupational Safety and Health Administration offered six specific
recommendations
•
arising out of its review of workplace safety in the wake of the March 8 shootings:
In order to reduce patlent-on-staff violence, WPIC "safety" goals as well as policies and
procedures must be expanded to Include staff safety and wellness, in addition to patient safety
and quality of care. Policies and procedures should clearly explain the organizational plan to
prevent or reduce the likelihood of workplace violence, as well as what staff members should do
to protect themselves In the event of such Incidents.
Status: Accepted and being Implemented.
•
WPIC should establish a joint labor-management health and safety committee whose primary
focus Isthe tracking, review and discussion of patient-on-staff violence. This committee should be
charged with Identifying and evaluating the Impact of:
o
Strategies designed to reduce organizational and unit level factors associated with
incidents, and
o
Measures developed to protect staff during Incidents of workplace violence.
Status! Accepted and Implemented.
•
WPICshould establish a system for written and oral communication of past and recent patlentrelated violence Incidents so that all staff members have real-time Information about risk to staff
and patients.
Status: Accepted and implemented.
•
WPIC should re-evaluate policies and procedures for patient strip search and "wandlng" of
visitors to insure greater staff security. Given that weapons have been found during patient and
visitor Intake, WPIC should re-evaluate these procedures to Insure greater staff security. The
installation of cameras where "wanding" of visitors occurs may be one enhancement to provide
additional staff safety.
Status! Accepted and implemented.
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WPIC should Implement additional security for the reception area at the entrance to WPICto
provide some separation of the reception area from the general public. A security expert should
be retained to evaluate and make the appropriate recommendations towards this end.
Status: Accepted and being Implemented.
•
UPMC should ensure that all security databases maintained by Individual facilities have crosssearching functionality between facilities. In this manner Incident searches would be more
complete to Identify trends at all facilities.
Status: Accepted and being Implemented.
RECOMMENDATIONS
OF THE DISTRICT ATTORNEY'S
On November 27, 2012, the consultants
CONSULTANTS
retained by the District Attorney of Allegheny County, J.P.
Hudson and Associates, Inc. (JPHA) and Condortech Services, Inc., provided their report to UPMC. All
the recommendations
made in that report were specific to WPIC. Those recommendations
and their
current status are summarized below.
A. JPHA Recommendation:
•
In summary,
JPHA
SECURITYROOM
recommends a series of Improvements and upgrades to the WPICSecurity Room
to Include relocation, enhanced ergonomic design, and various software application advancements.
UPMCIs In the process of a multl·mlllion dollar reconfiguratlon of the entire WPICentrance flobby
areas to Include a complete relocation and redesign of the aforementioned
Security Room.
Additionally, UPMC Is actively pursuing a variety of system-wide software enhancements, Including
those recommended
for WPIC, that Involves Johnson Controls Inc., a globally renowned and
respected provider of security related software solutions.
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B. JPHA Recommendation:
•
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ACCESS CONTROL SYSTEM
JPHA recommends several upgrades and enhancements to electronic access control systems in use
at WPICto Include deployment of "dual authentication technology" systems, an expansion of the
number of access control readers In use, and a survey of the entire WPICfacility to ascertain where
and how many access control enhancements can be made.
•
UPMC recognizes the legitimacy of this recommendation and Is actively pursuing its overall tenor.
The aforementioned reconflguratlon of the WPICentrance flobby areas Is, by Its nature, married to
any upgrade to the facility's access control system. An aggressive, systematic review and subsequent
upgrade of all access control matters are Significant portions of the reconfigured entrance flobby
project. Given the complexity of this Initiative and amount of time that Is required to complete It
this recommendation
Is still in progress. To that end, work Is continuing In this area and it Is
anticipated that most If not all of JPHA's recommendations will be addressed In conjunction with this
larger project.
C. JPHA Recommendation:
•
KEY CONTROL
JHPA makes a series of recommendations that include an audit to account for missing keys, a risk
assessment meant to analyze the risks associated with missing keys and a plan to mitigate those risks
possibly through the use of technology such as electronic access measures.
•
UPMC agrees with this recommendation.
The aforementioned reconfiguring of the entrance and
lobby areas of WPIC will, by its nature, cause an Increased reliance on the technology that JHPA
advocates.
•
Additionally, WPICAdministration is deploying an electronic key tracking and auditing tool that was
recently successfully Implemented at UPMC East as a pilot project. WPIC should have this system
operational In the spring of 2013. This system combined with newly recommended access control
design and technology will mitigate the risks, if any, associated with past practices.
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D. JPHA Recommendation: LOCKDOWN PROCEDURE
•
JPHA recommends a general evaluation of the locations of current lockdown buttons along with a
consideration of an expansion through the deployment of additional buttons throughout the facility.
Additionally, JHPA suggests that efforts should be made to assure that all button locations remain
free of obstructions.
•
UPMCagrees with this recommendation and, as such, WPIC'sentire facility lockdown procedure and
capabilities are Included in the entrance
I lobby renovation that is currently underway.
This
renovation Includes a new security operations center, a component of which Includes new and
enhanced lockdown capabilities. Hence, this JHPA recommendation will be addressed during this
renovation project.
E. JPHA Recommendation: PANIC BUTTONS
•
I BODY
BUTTONS
JPHA suggests the Implementation of new technologies that will allow for more precise location
Indicators In the event that a panic I body button is activated. Additionally, JPHAsuggests enhanced
nursing training so that they can gain a better understanding of how and where panic / body buttons
work properly. Lastly, JHPA recommends quality control Inspections of the buttons prior to each
shift to assure proper functionality.
•
UPMCmust note that all staff working within an inpatient unit must carry a body button rather than
just nursing staff. As such, In the event of an incident occurring that would cause activation of a
body button, multiple locators would be activated thus providing accurate and specific Incident
proximity. Nonetheless, the aforementioned business relationship with Johnson Controls includes a
review and potential upgrade of the panic button infrastructure as suggested by JHPA.
•
With regard to panic button testing, staff members are advised to test their issued buttons regularly
and at any time. That said, WPIC Administration will review the feasibility of creating a formal
testing protocol.
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F.
JPHA Recommendation:
•
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VIDEO SURVEILlANCE SYSTEM
JHPArecommends a variety of Improvements to WPIC'svideo surveillance capabilities to Include:
1.
Develop a plan to transition IP cameras Into the existing analog Infrastructure.
2.
Develop a template for UPMCfacllttles to use to Identify where cameras should be deployed at a
minimum.
3.
Deploy minimum resolutions cameras scaled at 1.3 mega pixels for Interior cameras and 5.0
megaplxels for exterior cameras.
4.
Install IP cameras at all Ingress and egress points of the facility, all common areas, stairwells,
nursing stations, medication dispensing stations, hallways and other areas where people
congregate.
S. Provide all nursing stations on all unit floors with the capability to view all cameras on that floor
as It pertains to patient wards.
•
6.
Incorporate both the Centraco and Praesldlum software applications at WPIC.
7.
Work with local first responders to Integrate WPICvideo feeds Into their response plans.
UPMC has engaged in a multitude of Initiatives, both specific to WPIC as well as system-wide that
wholly address JHPAsuggestions:
1. The previously mentioned reconstruction of the WPICentrance and lobby contains components
that specifically upgrade the video surveillance capabilities at WPICIn general.
2. Over the past four years UPMC has continually engaged several non-UPMC entitles to Include
the U.S. Department of Homeland Security Protective Security Division and the Pennsylvania
State Police Domestic Security Divisionto render security-related assessments at multiple UPMC
sites. All of these assessments Include a detailed analysis of video surveillance capabilities and,
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along with Internal subject matter experts, collectively form an effective template for camera
coverage with regard to both numbers and strategic placement.
3.
UPMChas constantly Included local first responding agencies In critical Incident response
planning and drills and will continue to do so.
4.
Although UPMC appreciates mention of any third-party providers that would be of value to
security enhancement, prior to the engagement of any such provider UPMC must consider a
variety of factors that could affect the feasibility of such engagements
such as existing
contractual arrangements, existing architectural platforms, and existing vendor relationships.
5. As previously mentioned, UPMC has engaged Johnson Controls concerning a system-wide
Initiative to, among other things, evaluate UPMC's video surveillance capabilities, offer
suggestions to the same, and assist with the Implementation of those Improvements If needed.
Of note, a portion of Jel's work will Include an examination of the feasibility of Integrating
UPMC's video surveillance capabilities with those maintained by local first responding agencies.
JCIwill also facilitate such Integration If deemed to be feasible.
G. JPHA Recommendation:
•
PHYSICAL SECURITY
With regard to the physical aspects of WPICsecurity measures JPHArecommends the following:
1. Redesign of the first and fifth floors of WPIC.
2.
Installation of ballistic armor to protect proposed armed security staff located at the front
entrance.
3.
Installation of armor in walls to protect reception area staff.
4.
Installation of magnetometers at the front entrance.
5.
Relocation of the Security Room.
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•
6.
Relocation of the staff entrance.
7.
Relocation of the fifth floor entrance of WPIC.
8.
Installation of physical barriers to proposed new entrance.
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Each of these points will be adopted as recommended In the aforementioned reconstruction of the
WPIC lobby and entrance ways.
It should be noted that several Interim measures have been
Implemented until the reconstruction project is complete. The interim measures include:
1. A walk-through magnetometer
has been deployed in the WPIC lobby and Is in operation at all
times.
2. An armed University of Pittsburgh police officer Is posted In the lobby at all times.
3. The fifth floor entrance has been closed save for minimal use by the handicapped. This entrance
Is posted with a security officer at all times and utilizes a hand-held magnetometer when
necessary.
H. JPHA Recommendation:
•
WORKPLACE VIOLENCE ISSUES
JHPAsuggests a variety of enhancements that are Intended to address workplace violence at WPIC.
They Include:
1. Provide training to nurses on tactics and procedures In dealing with disruptive patients.
2.
Enhancing physical security measures to help mitigate workplace violence.
3.
Review of staffing levels to Include a potential Increase of staffing levels during off-peak hours.
4. Assign a safety officer to utilize a hand-held metal detector for visitors to WPIC.
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5.
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Establish a protocol for reporting workplace violence Issues that makes It easier to report
Incidents as nursing staff find the current system problematic at times.
6.
Establish a more effective means of communication between nursing staff and management.
7.
Create alternative methods for reporting Issues to management by nursing staff which gives
management the opportunity to respond to nursing concerns via em all or other means.
8.
Seek out training programs on how to effectively communicate between management and the
working staff; leadership training.
•
UPMC recognizes the importance of workplace violence, has accepted and Implemented OSHA's
recommendations, and has the following additional measures In place to address such Issues:
1.
All WPIC clinical staff, to Include security officers, are trained In a program called Comprehensive
Crisis Management (CCM) which Involves an annual eight-hour long session that Is dedicated to
the handling of disruptive patients. CCM training Includes both verbal and physical components
and has become an Industry standard program.
2.
UPMC has a system-wide "Workplace Violence" policy that allows for a refined reporting
mechanism that, In our opinion, Is straightforward
and easy to engage.
All Incidences of
workplace violence are reported to supervision and Involve entry Into a system-wide risk
management Information database called "RlskMaster.n
All such Information
reviewed and serves as an essential element In the development
Is continually
of workplace violence
remediation steps such as staffing levels and physical security measures.
3.
With regard to communication
surrounding workplace violence Issues, WPIC utilizes several
different committees that Intend to serve this purpose.
Of note, the "Professional Practice
Council" Is comprised of representatives from the majority of WPIC's clinical and operational
departments and focuses, In no small part, on all matters Involving workplace violence to Include
communication issues.
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4.
Organizationally,
administration.
UPMC values
a strong
communication
channel
between
staff
and
All UPMC staff members are afforded email capabilities and are encouraged to
use email, the WorkPartners
(Employee Assistance Program) and the UPMC Ethics and
Compliance Hotline (which can be done anonymously) to assure that all concerns, Including
workplace violence, are addressed.
I.
JPHARecommendation: SECURITY GUARDS
•
JPHA makes the following recommendations with regard to the UPMC security officers who work at
WPIC:
1.
Implement "blind" tested processes to validate that security controls are functioning properly.
2.
Deploy an armored podium in the main lobby and make this a permanent armed guard post.
3.
Adopt PA 501 Certification with appropriate training.
4.
Implement
interdisciplinary
training
between
WPIC security
staff and the University of
Pittsburgh Police Department.
5.
Ensure a thorough and comprehensive set of post orders are published and available to all
officers.
•
UPMC is in agreement with the above points and has been compliant with most of them for some
time.
With regard to "blind" testing processes, the armored podium and the armed officer in the
lobby, these enhancements are within the scope of the WPIC entrance
I
lobby renovation.
Note
that, as previously mentioned, the full-tlme and armed presence in the lobby has already been
Implemented.
•
With regard to adoption of PA 501 Certification capabilities, UPMC has employed PA 501 certified
security staff members for several years. Additionally, UPMC maintains a very aggressive training
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----------
regime for its entire staff that maintains this certification. Training Is comprised of a minimum of 80
hours of Instruction and Includes components that are both internal and external to UPMC, UPMC
has a security staff member, who Is a former training officer for the PA State Police and who is a
current Instructor at the Beaver County Community College Police Academy, whose primary function
is security training. The training for UPMCofficers who maintain certification under PAAct 501 is
largely based upon that mandated by the Pennsylvania Municipal Police Officers Education and
Training Commission.
•
Of note, given the unique patient population at WPIC, its officers receive an additional 16 hours of
initial training and 8 hours of annual update training over and above greater UPMCstandards.
•
With regard to post orders and similar guidelines, UPMCmaintains wide-ranging security policies and
procedures on two different levels; system-wide and localized. System-wide policies are those that
apply uniformly to all UPMClocations whereas localized policies apply to specific locations. In any
event, all security staff are continually trained on their respective policies and procedures and
constantly monitored for knowledge of the same.
•
Specifically concerning post orders, UPMChas recently enhanced the functionality of Its system-wide
security management software application to allow for such orders to be published, received, and
monitored via a hand-held device Issued to all security officers. Please refer to the notes below.
J. JPHARecommendation:
•
POUCV AND PROCEDURES REVIEW
JPHArecommends that department heads review current policies and procedures to determine the
feasibility of current policy and the need for changing policy and procedures.
•
UPMCagrees with this recommendation and already has In place a refined policy review process at
both the system-wide and localized level. Both types of policies are subjected to a mandatory annual
review by a multi-disciplinary panel of subject matter experts both internal and external to security.
This practice has been place for several years at all UPMClocations.
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K. GENERAL NOTES
•
Given the exclusive focus of JPHA and Condortech on security at Western Psychiatric Institute
and Clinic, at least one system-wide technological Improvement made since the March 8, 2012
incident is noteworthy.
For several years, UPMC has used a Security operations
application provided by 0-3 Security Systems to control most security-related
software
information.
In
response to the WPIC Incident, UPMC collaborated with 0-3 to enhance the search functionality
of the system to allow for more effective system-wide identification of potential threatening
people and situations.
Additionally, UPMC has deployed a new 0-3 module, called "Guard
Tour," that affords individual security officers the ability to access 0-3 via hand-held devices
similar to "Blackberries." Such access affords officers the ability to access 0-3 in real-time while
on site of a security Incident to query information in the system.
It can also be used to issue
post orders, assure compliance to "rounding" orders, take photographs
and video while on site
of a security incident, as well as other functionality.
•
In the months following the March 8, 2012 incident UPMC recognized an opportunity for greater
cooperation between healthcare providers in the Western Pennsylvania area with regard to hospital
security preparedness.
As such, UPMC has facilitated the creation of a consortium of security
administrators from various organizations in an effort to Increase cooperation and communication
between them. Those facilities Include:
0
UPMC
0
Altoona Regional Medical Center
0
Conemaugh Medical Center
0
Excela Health System
0
Heritage Valley Health System
0
Indiana Health System
0
Jameson MedIcal Center
0
Jefferson Regional Medical Center
0
St. Clair Hospital
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"
o
Uniontown Hospital
o
Washington Hospital
o
West Penn Allegheny Health System
02-28-2013
This group meets on a quarterly basis to discuss common issues and to identify solutions to the same.
UPMC currently hosts and sponsors a website that is used for information
members.
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sharing between the group
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