From the Consumer Information Center of the U.S. Government (http://www.pueblo.gsa.gov), here is a compilation of material about improving security and preventing crime. Although focused on federal employees, the suggestions are generally helpful. ---------- What You Should Know About Preventing Thefts in the Federal Workplace Crime Free Workplace Begins With You The US General Services Administration (GSA) is the Federal agency that oversees the protection and safety of Federal Government employees nationwide. The men and women of GSA's Federal Protective Service, Public Buildings Service, want you and your fellow employees to work in a crime-free environment. We need your assistance to accomplish this. Some Federal employees seem to think that crime in the workplace is not their problem. They expect professional law enforcement officials - Federal Protective Officers, contract guards, or local police officers - to prevent workplace crimes. This attitude of "it's not my problem" is not realistic or practical - there are simply too many places to patrol and too few officers for the job. To help you as a Federal employee to keep your office crime free this document addresses one aspect of office crime - theft. There is a short quiz to help you find out what you know about theft prevention tactics. The next section provides the answers and explains what you can do to discourage or hinder office thieves. GSA's Federal Protective Service has had a national crime prevention program in place since 1979, in the succeeding years the crime rate has been reduced in Federal buildings. There still remains much to be done to continue this downward trend. For example in Fiscal Year 1989, thefts from Federal office cost the Government an estimated $1.6 million and Federal workers another $850,000. The real cost in time lost to replace stolen items, disruption of work, and the personal stress associated with the violation of ones security, is immeasurable. Everyone must work harder to become the eyes and ears that will help keep our work environment crime free. This document will tell you what you can do to help. ---------- What Is Your Theft Prevention IQ? To find out how "office smart" you are about preventing office thefts, take the following short quiz. Check the answer(s) you think are correct. Some answers may be only partially right, or all the choices could be incorrect. Take This Short 10 Question Quiz 1. | If you leave your office, what should you do with your purse or wallet? What about other valuables? a. | Put your purse under your desk or your wallet in your jacket pocket and hang it on the coat rack. b. | Keep your purse or wallet with you or locked in a secure drawer or cabinet. c. | Carry extra cash and credit cards with you. | 2. | When something happens in the office - a theft or a burglary, or an act of vandalism, what should you do? a. | Nothing, its not your problem. b. | Call the local police. c. | Call the emergency FPS telephone number for your building. | 3. | If you'll be away from your desk for a few minutes, or out of the office for lunch, what is the best procedure to follow? a. | Shut and lock your office door; let the telephone ring. b. | Arrange for someone to sit at your desk and answer the phone. c. | Leave the door open and forward your calls to another office. | 4. | To always know where office/personal money, credit cards, and travel authorizations are, you should: a. | Keep change or cash out of sight in a desk drawer. b. | Leave the coffee fund jar next to the coffee pot. c. | Lock all money in a secure desk or cabinet. | 5. | If you discover that something is missing from your office - like equipment, a purse, or a coat - what steps should you take? a. | Call the local police and explain in detail what is missing. b. | Call the building manager or send them a memo. c. | Call the Federal Protective Service and report the missing items. | 6. | When a repair person shows up to work on equipment in the office, or to remove equipment for repair or replacement, what should you do? a. | Welcome the repair person, its probably been weeks since you called. b. | Ask for company identification - unless the repair person is wearing a uniform. c. | While the work is being done, go for coffee. | 7. | What is a good method of keeping track of your office equipment and furniture? a. | Leave all small equipment on top of your desk or a file cabinet so you can see if anything is missing. b. | Mark identifying numbers or symbols on equipment and furniture. c. | Keep a list of all equipment serial numbers and furniture in a safe place. | 8. | What's the best way to remember the unclassified safe and vault combinations or computer passwords for your office? a. | Write them on a slip of paper and tape it to the phone. b. | Type the combinations or passwords on an index card and tape it to the side of the safe or computer. c. | Memorize the combinations and passwords. | 9. | How can you guard against losing your office keys? a. | Put the keys on a ring, with an identifying tag giving name, address, and room number. b. | Carry all your office keys and personal keys on one ring. c. | Always keep your office keys in the same location on top of your desk or in the top drawer. | 10. | Which of the following should you report to your FPS officer and/or building management to prevent crime in or near the building? a. | Broken or flickering lights; dimly lit corridors, stairways and restrooms; unlighted parking lot areas. b. | Doors and windows that won't lock or broken glass panes. c. | Overgrown shrubbery near doorways. You can find out your theft prevention IQ by reading the following section. The questions are repeated and the correct answers (or partially correct answers) are highlighted. Along with the answers are some common sense hints that will help you and your co-workers cut down on crime in the workplace. ---------- Answers to Short Quiz 1. | If you leave your office, what should you do with your purse or wallet? What about other valuables? a. | Put your purse under your desk or your wallet in your jacket pocket and hang it on the coat rack. b. | Keep your purse or wallet with you or locked in a secure drawer or cabinet. c. | Carry extra cash and credit cards with you. Ans: | " b" is the correct answer for the first part of the question. Many women "hide" their purses under their desk or in a file drawer. A lot of men think their wallets are safe in their jacket pockets or briefcases. Desks, jackets, and briefcases are often the first place thieves look - and it only takes a good thief a few seconds to cause you a lot of grief. Make sure to locate coat racks away from entrances or exits to minimize temptation. As for other "valuables" treat them the same as you would cash. The best location for extra credit cards, excess cash, and checkbooks is at home. When you think about the time it would take to replace your driver's license, credit cards, checkbook - a few minutes of caution could save you hours of hassles. When you travel on official business, keep your government charge card, cash or travelers checks and tickets on your person or locked in the hotel safe. Never leave valuables in the suitcase, under the mattress, or in a coat or jacket pocket. | 2. | When something happens in the office - a theft or a burglary, or an act of vandalism, what should you do? a. | Nothing, its not your problem. b. | Call the local police. c. | Call the emergency FPS telephone number for your building. Ans:. | "c" is the correct answer for most GSA-controlled buildings. Find out who has the responsibility for emergencies in your building, and keep an Emergency Calls list near your phone. "a" is never correct - crime in the work place is a problem for everyone, just because you were not directly affected, doesn't mean you won't be next. As for "b" in some locations you may have to contact your local police or your building manager. To make sure you know who to call before something happens- check with building manager. | | If you see a burglary, a theft or vandalism being committed: * Stay calm, do not try to confront the person, especially if you are alone. * Call the appropriate authority immediately, emergency numbers should be posted near every phone. * Jot down a description of the person you saw. Important things to remember are: height, weight, race, age, hair color and haircut, complexion, facial hair, eyeglasses, color of eyes, scars or unusual marks. Describe clothing, jewelry, any weapon, and if a vehicle was used, its color, make, and license number. Information on the direction of escape may help law officers find the thief or the stolen goods. | 3. | If you'll be away from your desk for a few minutes, or out of the office for lunch, what is the best procedure to follow? a. | Shut and lock your office door; let the telephone ring. b. | Arrange for someone to sit at your desk and answer the phone. c. | Leave the door open and forward your calls to another office. Ans: | "b" is the best procedure to follow. If you volunteer to return the favor, you shouldn't have much difficulty finding someone to help. Another good answer would be a combination of the first part of "a" with the last part of "c". If you simply lock the door and allow phones to go unanswered, it alerts potential thieves that your office is unoccupied. If the phone system allows, call forward to a neighboring office or activate the voice mail or answering machine. Even if you're only going to be gone for a few minutes, and you cannot find someone to office sit, forward your calls and lock the door. It only takes one lapse of a few minutes to present an opportunity to a thief. | 4. | To always know where office/personal money, credit cards, and travel authorizations are, you should: a. | Keep change or cash out of sight in a desk drawer. b. | Leave the coffee fund jar next to the coffee pot. c. | Lock all money in a secure desk or cabinet. Ans: | "c" is the correct procedure. Never leave money, credit cards, travel documents or anything else of value in an unlocked desk or cabinet. Why take chances on something disappearing, secure all valuables. If you have a coffee fund or office kitty that starts to add up to real money, open a credit union account and start earning interest. Never post a sign with the name of the person responsible for collecting the money - that leads the thieves to the right desk. | 5. | If you discover that something is missing from your office - like equipment, a purse, or a coat - what steps should you take? a. | Call the local police and explain in detail what is missing. b. | Call the building manager or send them a memo. c. | Call the Federal Protective Service and report the missing items. Ans: | All three answers may be correct depending on the location of your building. Always make sure you report anything stolen - government or personal property - to the Federal Protective Service, the local police, or the building manager. Check with your local representative to find out where you should report thefts in your building. When you find something missing from the office, call the FPS office immediately. Try to remember the last time you saw the item and its location. Describe the item thoroughly. If it is marked with an identification number or symbol, let the officer know the specifics. (See crime prevention tips for identifying property in the answers to question 7.) | 6. | When a repair person shows up to work on equipment in the office, or to remove equipment for repair or replacement, what should you do? a. | Welcome the repair person, its probably been weeks since you called. b. | Ask for company identification- unless the repair person is wearing a uniform. c. | While the work is being done, go for coffee. Ans: | "b" is partially correct. Make it a habit to visually inspect id badges, a uniform alone is not enough. Sometimes id tags are displayed around the neck - check them out. "a" is up to you how you react. "c" is always wrong, never leave the repair person in your office alone, even if it is someone you are familiar with. Always check the identification of a stranger who comes into your office to do repair or other service work. If deemed necessary, call the repair company or ask for a signed work order specifying the location and who authorized the work. Do not allow government property to be removed without a written order or a receipt including the company's name, address, and phone number, plus the name of the authorizing person. Before the equipment actually leaves the premises, verify the repair request with the person who authorized it. Never allow unauthorized repairs to alarm systems or communications equipment. Always check these work requests carefully and verify with the head office and the repair company. | 7. | What is a good method of keeping track of your office equipment and furniture? a. | Leave all small equipment on top of your desk or a file cabinet so you can see if anything is missing. b. | Mark identifying numbers or symbols on equipment and furniture. c. | Keep a list of all equipment serial numbers and furniture in a safe place. Ans: | Both "b" and "c" are correct answers. Prominently mark all office equipment and furniture "GSA Property" or "US Government Property" using a non-removable method. Model number and serial number should be prominently displayed on equipment indicating traceablity of the items. Mark personal property as well using initials and/or an identifying number or tag. Markings can be made using engraving pens, non-removable decals, or paint. Check with local suppliers to find specialized labels or decals that are difficult to remove and require scraping. Most thieves will not bother with an item that requires a lot of work before it can be resold. Without identifying marks or labels, government owned equipment and furniture is often identical to commercial items and is easy to sell. Keep an up-to-date written inventory of your office furniture and computers and equipment in a separate secure location. For each item list make and model, serial numbers, a thorough description, and how and where the item was marked. Perform regular inventories of equipment and furniture, especially that which is not used on a daily basis. Ask your FPS office about Operation ID, a program to mark and identify all valuable office equipment and furniture. Your local officials will show you what you can do to cut down on thefts and may even lend you the engraving tool, or point you in the right direction to find what you need. Remember, Never store unused equipment on top of cabinets, under tables or in other isolated areas. Lock equipment in a cabinet and make sure all items are identified. Never put office keys to locked cabinets or closets in unlocked drawers or on open hooks. Invest in a lock box for office keys and give the key to a trusted employee. For added security attach larger equipment (computer or printer) to the desk or table with a locking device. | 8. | What's the best way to remember the unclassified safe and vault combinations or computer passwords for your office? a. | Write them on a slip of paper and tape it to the phone. b. | Type the combinations or passwords on an index card and tape it to the side of the safe or computer. c. | Memorize the combinations and passwords. Ans: | "c" is the best answer. You should also have a backup system for use when a co-worker is on leave or moves to a new job and no one remembers the combinations or passwords. The best way to do this is to write or type the unclassified safe or vault combinations and computer passwords on a piece of paper and put it inside a folder. Label the folder with the employees name or code and place the folder in a lockable file cabinet. If your safes or vaults contain classified material, or you have classified information on your computer, speak to your local security officer. | 9. | How can you guard against losing your office keys? a. | Put the keys on a ring, with an identifying tag giving name, address, and room number. b. | Carry all your office keys and personal keys on one ring. c. | Always keep your office keys in the same location on top of your desk or in the top drawer. Ans: | None of the answers is correct. Never put an identifying tag on a key ring - if you lose your keys its an open invitation to thieves. Keep your office keys on a separate key ring or on one half of a snap ring, and your personal keys on a another key ring, or the other half of the snap key ring. Do not tag your personal keys either - that leads thieves right to your doorstep. Don't leave keys unattended on your desk, under a video screen or in an unlocked drawer, where they can easily be "borrowed" and duplicated. Never put office, car, or house keys in your coat and then leave it hanging on a coat rack or draped over a chair. Keep office and personal keys with you or else lock them up. Only lend your keys to persons who have a legitimate need - make sure they are returned promptly. If you discover your keys are missing, call your security representative; consider having your locks re-keyed and new keys issued if they do not turn up. | 10. | Which of the following should you report to your FPS officer and/or building management to prevent crime in or near the building? a. | Broken or flickering lights; dimly lit corridors, stairways and restrooms; unlighted parking lot areas. b. | Doors and windows that won't lock or broken glass panes. c. | Overgrown shrubbery near doorways. Ans: | "a" "b" and "c" are all correct. As a further crime deterrent, set up a notification system with your protective service and building maintenance offices to provide prompt responses to any potentially dangerous conditions. Use common sense when reporting areas in and around the building that may pose hazards. If the condition warrants immediate attention, use the phone, if it is more of a long term issue, a memo or e-mail message may serve better. ---------- Start an Office Watch Program Today ! You and your co-workers may want to establish and Office Watch Program for your building. This can be set up by office, section, or floor to help alert each other to unauthorized visitors or potential criminal activities. This program can follow the same guidelines as the Neighborhood Watch Program. Contact your FPS office for assistance in setting up such a program. Here are some simple precautions, you can use to prevent burglary, theft, or vandalism, often committed by strangers posing as repair, delivery, cleaning, or other service personnel: Simple Precautions * Challenge wandering or "lost" visitors wandering the halls and escort them to the right office, or to the "house phone" to call their intended contact. * Watch out for "head poppers" who open the wrong doors and pretend to be looking for a specific office or person. If they act nervous or head immediately for the nearest exit, remember their description, and call security. * Lock all offices, conference rooms, or storage rooms that are regularly unoccupied. * Be discreet - don't advertise vacation plans or absences by you or your co-workers when there is a stranger present in the office. * When you must work before or after business hours, keep your doors locked. Notify security of your presence and where and what hours you will be working. * Make sure to close and lock all doors and windows, activate alarm systems if present. * If you are the last to leave at night, secure all computer systems, critical files and copiers. If you use any electrical appliance, make sure they are turned off and unplugged. * The most important to remember - close and lock all doors and windows! ---------- What You Should Know About Coping With Threats and Violence in the Federal Workplace Why Threats and Violence Are a Problem News stories about violent incidents appear every day on television and on the front pages of our newspapers. Some of these stories capture national or international attention because they are about assaults on United States Presidents, Members of Congress, or other public officials. But countless other Federal Government employees are vulnerable also. These employees are "on the front-line," dealing directly with the public every day--Social Security claims representatives, Immigration border guards, Internal Revenue Service agents. Because you work for the Federal Government is no guarantee that you're protected from or immune to threats or violence from "customers" or members of the general public. People come into our Federal offices because they need our help. And, like customers anywhere, people who need the services provided by the Federal Government can become frustrated and tense. They may be nervous about their first visit to a Federal Government office. Sometimes they don't understand government procedures and regulations. When all of these stress factors are combined, a person may commit, or threaten to commit, violence. Unless these emotional, angry, or frustrated individuals are handled properly, they may harm you, themselves, or other customers. Sometimes even coworkers--perhaps under a great deal of stress because of problems at work or at home--may become threatening or violent. Many experts say there is no sure way to prevent acts of violence in a place serving customers. You, however, as a Federal "front-line" employee, can learn how to recognize the warning signs of a potentially threatening or violent situation and the specific steps to follow if you or a coworker become involved in such a situation. You and your coworkers also need to know about the enhanced security measures your office can adopt to bring your office and building up to higher standards of security and personal safety. Read this information carefully and discuss the ideas and suggestions with your supervisor and coworkers. What Should You Do? The following sections provide three fictional examples to describe the types of threatening or violent behavior that might happen in the Federal workplace. The two "front-line Federal agencies" selected for our fictional incidents (the Retirement and Benefits Administration and the Student Loan Commission) are themselves fictional. However, they represent the kinds of offices where, because of the nature of their work, employees may be vulnerable to threats or violent incidents. The actions and reactions of the Federal employees portrayed are deliberately exaggerated. This is done for emphasis and is in no way intended to represent anyone in a negative manner. The questions and multiple choice answers, after each example, are designed to help you think about what you should (or should not) do in similar circumstances. In-depth explanations of why each answer is or is not correct follow the questions. (The correct answers are also summarized for you in a handy, tear out card to keep on your desk as an emergency reminder of what you should do.) These answers are intended as guides and illustrations--not rules. There may be no "right" answers for a real life situation. But the description of these fictional incidents should help you recognize a potentially threatening or violent individual early enough to cope with the problem before he or she causes harm. The document is organized as follows: Under Armed Threat - Reporting Incidents of Threat and Violence When Hostility Turns to Violence - Victim Support Telephoned Suicide or Bomb Threat - Obscene Harassing Calls Employee Relations - Coping with Stress - Federal Employee Assistance Programs Physical Security in a Front-Line Office - Features and Surveys Points of Contact and Phone Numbers ---------- Under Armed Threat It's late Friday morning on a hot summer day in a midwestern city. The Retirement and Benefits Administration office is filled with customers waiting to file for their retirement benefits and with claimants anxious about their overdue checks. Because of a breakdown in the changeover of the agency's central office computer, monthly checks have been delayed more than two weeks. Customer Service Representatives Sally Mason and Becky Gaynor are working the counter this morning, doing their best to explain the delay to the frustrated claimants. Sally is wearing a fancy corsage on her new dress. This is her last day on the job after 30 years of Federal service. Becky is just a newcomer--she started with the agency less than a month ago and is still being trained. At 11:45, Office Manager Jim Beacon stops behind Sally. "Are you ready for your big luncheon?" he whispers to let Sally know that she can leave the counter when she finishes with her current customer. Sally notices that her next customer would probably be Bill Webber--he's already been waiting more than two hours. Webber frequently shows up with one complaint or another and he's always hard to handle. Sally doesn't know it, but today Webber is even more upset. Because of the delay in getting his check, his savings are almost gone. His wife can't find work. He's desperate and ready to do something drastic to get his money. The last time he came into the office he actually threatened to hit Sally when she said she couldn't produce his check. She now wonders if she should have reported that incident. At the time she thought that Webber was probably just having a bad day. As Sally, Jim, and other office personnel leave for Sally's retirement lunch, Assistant Manager Jeanne Franklin puts a "Closed" sign by Sally's place on the counter. Jeanne then tells Becky she's taking a lunch break in the back office. "I skipped breakfast and I'm starving," Jean says. "I'll relieve you in a few minutes." The office is stifling. Becky wipes her forehead with a tissue and looks over the waiting area. Every seat is occupied and, because it's lunchtime, even more customers are arriving. Each newcomer takes a number from the counter dispenser. Becky calls the next number, 24. Nothing happens. She calls 24 again in a slightly louder voice. Still no response. She calls 25. A man and a woman leave their seats and walk toward Becky. The woman hesitates, letting the man move ahead. Becky thinks the man looks familiar, but she's not sure. She's startled because his face is quite red and he's glaring at her. I've got 24, and I've got this, too," the man growls at Becky while patting his jacket. "Been waitin' hours in this hellhole," he says, his voice growing louder and more strident. "This is worse'n the army. This is the fifth time I've come lookin' for my check, and you'd better have a check here for Bill Webber now or else!" At that, he pulls out a large handgun, points it right at Becky's face, and shouts, "Don't anybody move or I'll blow this woman away!" What would you do? To prevent violence and injury and to discourage Bill Webber from using his gun, what should you do if you were Becky? To help avoid such a threatening incident for Becky, her coworkers, and for other customers, what should Jeanne Franklin, Sally Mason, or Jim Beacon have done? 1. When Becky sees the gun pointed at her, she should: ___a. Shout loudly, "Oh, my god! He's to a gun! Everybody run for your lives!" ___b. Grab the nearest telephone and dial 911. ___c. Freeze in place and do nothing, letting the potential assailant make the next move. ___d. Look the man directly in the eye. As she explains calmly that everyone's check is delayed because of computer problems, Becky should press the under-the-counter duress alarm to alert Jeanne Franklin, the Assistant Manager. ___e. Ask the man to put down the gun and write his name and Social Security number on a slip of paper so she can ask her supervisor to issue an "emergency check." 2. When Assistant Manager Jeanne Franklin hears the alarm, what should she do? ___a. Rush to Becky's side and try to disarm the potential assailant. ___b. After Becky signals for help, Jeanne should open the office door and look over the situation without alarming the potential assailant. ___c. Call GSA's Federal Protective Officers (FPO), the agency's security guards, or the local police immediately. 3. What should Customer Service Representative Sally Mason have done before leaving for lunch? ___a. Told Becky to brace herself for Bill Webber, a tough customer. ___b. Called Bill Webber up to the counter and waited on him first. ___c. Alerted Jeanne Franklin that Webber could cause trouble. 4. What steps should Office Manager Jim Beacon have taken to prevent this and similar incidents? ___a. Rescheduled Sally's retirement party for after office hours. ___b. Made sure two or more experienced clerks were working at the counter at all times. ___c. Consulted the Federal Protective Service, agency security guards, or the local police about what to do if a customer ever becomes violent. Confrontations with an armed man or woman are the most dangerous of all situations involving violent persons and the most difficult for inexperienced people to deal with. Let's review Becky Gaynor's predicament and find out which answers are correct and why, and why other choices are the wrong ones. l. When Becky sees the gun pointed at her, she should: a. Shout loudly: "Oh, my god! He's got a gun! Everybody run for your lives." No. This is precisely what Becky should not do. Shouts, screams, or panic reactions are likely to frighten an agitated person into taking action that could harm people or destroy property. Instead, remain as calm as possible; saying or doing nothing is better than making a bad situation worse. b. Grab the nearest telephone and dial 911. No. Dialing 911 or any telephone number in the presence of an armed assailant could frighten him or her into using the weapon. From his actions and words Bill Webber wants to scare Becky, not shoot her. If she can stay calm, time is on her side. The longer Bill Webber is kept from doing anything drastic, the less likely it is that he will. c. Freeze in place and do nothing, letting the potential assailant make the next move. Yes. This may be Becky's only practical response. Above all, she should avoid doing anything that could cause the potential assailant to take action. Simply standing still and letting the individual "talk it out" may be all she should do under these extreme circumstances. Becky shouldn't try any heroics that could cause Bill to react violently. d. Look the man directly in the eye. As she explains calmly that everyone's check is delayed because of computer problems, Becky should press the under-the-counter duress alarm to alert Jeanne Franklin, the assistant manager. Yes. Although Becky had been told to use the alarm button, she forgot all about it when she first saw the gun pointed at her. She should keep talking to gain time and calm the gunman. Becky should never feel that she is entirely helpless. She (and all Federal front-line employees dealing with the general public) should have access to a hidden alarm button under the service counter to alert a supervisor or building security. e. Ask the man to put down the gun and write his name and Social Security number on a slip of paper so she can ask her supervisor to issue an "emergency check." Yes. As long as Becky remains calm, it's possible that he may put down the gun. If he does, Becky should never try to be a hero by grabbing the weapon. Instead, she should ask him to wait while she calls her supervisor to help resolve his problem. If he lowers the gun, Becky should call Jeanne on the intercom and mention the prearranged word or phrase ("emergency check") that tells Jeanne to summon the FPS, agency security guards, or local police immediately. (The organization to call depends on what protective services are provided in your building.) Becky should keep calm until security guards can disarm the man and remove him from the premises. 2. When Assistant Manager Jeanne Franklin hears the alarm, what should she do? a. Rush to Becky's side and try to disarm the potential assailant. No. Don't try to be a hero! Such a reckless move could seriously endanger everyone in the room. b. After Becky signals for help, Jeanne should open the office door and look over the situation without alarming the potential assailant. Yes. When she hears Becky's signal, she should carefully open the door and then write down the man's description--approximate height and weight, color of hair and clothing, age, race, and any prominent features. If possible, Jeanne should estimate the number of people in the room. Next, she should quietly close and lock the door to protect herself. (If there is a "safe room" in the office area, she should alert the person who is in charge of the room to be prepared for an emergency.) As soon as Jeanne has assessed what's happening, she should immediately telephone GSA's Federal Protective Service (or the agency's building security guards or the local police). Jeanne should describe the potential assailant, emphasize that he has a gun, and estimate how many people are in the room and where they are--by windows, doors, along the wall. Jeanne should provide as many other details as possible. Jeanne should also give her private telephone number for the FPS or the police to call her back. A word of caution. If Jeane thinks that opening the door wider to get a better look is too dangerous, she should immediately call the FPS (or security guards or the local police). c. Call GSA's Federal Protective Officers (FPO), the agency security guards, or the local police immediately. Yes. Law enforcement officials can provide the expert assistance Jeanne, Becky, and the customers need. A well-managed office should have an emergency plan that has been developed in cooperation with the FPS, security guards, or the local police so that all employees know what procedures to follow until help arrives. 3. What should Customer Service Representative Sally Mason have done before leaving for lunch? a. Told Becky to brace herself for Bill Webber, a tough customer. No. Since Becky is new on the job, Sally should not have expected Becky to wait on him. b. Called Bill Webber up to the counter and waited on him first. Yes. Sally knows from her past run-ins with Bill Webber that he's an excitable, easily agitated person. To avoid further problems with him (and a potentially dangerous situation), Sally should have waited on Webber herself--but only after taking the actions described in "c" on the next page. c. Alerted Jeanne Franklin that Webber could cause trouble. Yes. In fact, Sally should have reported the previous incident involving Webber to her supervisor at the time it happened, rather than excusing his behavior. That way, office personnel would have been better prepared for his next visit. To avoid threats and violence, front-line employees must always take threats seriously and report them to their supervisors or the Federal Protective Service. 4. What steps should Office Manager Jim Beacon have taken to prevent this and similar incidents? a. Rescheduled Sally's retirement party for after office hours. Yes. While retirement parties are morale boosting and fun for everyone, Jim Beacon should have scheduled Sally's party at a time when the office was not open to the public. b. Made sure two or more experienced clerks were working at the counter at all times. Yes. A manager should never leave a new or inexperienced employee such as Becky alone in a public, front-line position. Nor is it good practice to leave only one clerk on duty, especially during the lunch hour when more people are expected to come into the office. c. Consulted the Federal Protective Service, agency security guards, or the local police about what to do if a customer ever becomes violent. Yes. The highest ranking Federal official within the agency or building should work out an emergency procedure plan with GSA's Federal Protective Service, building security guards, or the local police to be followed in dealing with an armed or potentially dangerous individual. Agency officials should also request a GSA Physical Security Survey (see Physical Security in a Federal Front-line Office). Reporting Incidents of Threats and Violence The first time Sally Mason (in "Under Armed Threat") was threatened--no matter how "minor" she thought it was--she should have immediately reported it to her supervisor and then called the Federal Protective Service, contract guards, or the local police. Incidents of threats or violence involving co-workers also should be reported--before they lead to a life-endangering situation. In addition, Federal agencies must report immediately any suspicious activities or criminal acts that occur on Federal property. Any incident should be reported to one of the following: * GSA Federal Protective Service core or satellite control centers. * FPS physical security specialists or FPS Officers, contract guards, or GSA field office managers. * Local police or law enforcement agency--where there is no GSA protective service. (In such situations, the Federal agency also must report the incident to GSA as soon as possible.) If your agency has its own internal security reporting requirements and enforcement or investigative authority, send the Federal Protective Service an unclassified report describing the threatening, violent, or criminal incident. This is especially important when GSA provides physical security and law enforcement services for your Federal building. GSA will report crimes and incidents of threatening or violent behavior to the regional offices of the GSA Inspector General, the Federal Bureau of Investigation, and local police departments--where they have jurisdiction or direct control. ---------- When Hostility Turns To Violence Francis MacRae arrives at the Student Loan Commission office a little before his 10 a.m. scheduled appointment. He always tries to be on time for meetings but especially wants to be early today. He's nervous--he's been advised of an audit of his loan-payment record and doesn't quite know what to expect. But his papers are all ready to be examined--even though he doesn't see any reason why he has to be here in the first place. My name's Francis MacRae," he says to the receptionist. "I've got a l0 o'clock appointment with Loan Officer Albert Barry." "Take a seat," the receptionist, Sarah Hollister, says rather tersely to MacRae. "He's busy right now." Sarah realizes she should have been polite, but she was up during the night with her baby and is really tired. MacRae sits down and starts browsing through some magazines. Then he gets up and starts pacing back and forth, visibly annoyed at the delay. Hollister is on the phone and doesn't notice MacRae's behavior. At 10:45, MacRae marches over to the receptionist's desk, glares at her, and asks belligerently, "What's taking so long?" "Several people are out sick today, and Mr. Barry has taken some of their appointments," she replies. "He should be free soon." A few minutes later, Barry walks into the waiting area, calls MacRae's name, introduces himself, and escorts MacRae to his desk. But just as MacRae takes his seat, Barry's supervisor asks if he can see him for a moment. After Barry leaves, MacRae turns to Mary Anne Smythe, who has a desk next to Barry's. "My god," MacRae says to Smythe, "I've been kept waiting all this time and now this guy walks off and leaves me sitting here!" MacRae gets up and starts walking back and forth between the desks, swearing to himself. Smythe assures him that Barry won't be long. When Barry returns, he pulls MacRae's file from a folder. Just then, Barry's telephone rings and he takes a call lasting several minutes. Extremely irritated by now and starting to perspire, MacRae loosens his collar. Barry completes his phone call. Then he asks MacRae for his papers, scans them, and asks MacRae about the six months in l994 when he made no payments. By now, MacRae's face is red and his hands are shaking. He grabs his papers from Barry and shoves them into his briefcase. "I'm not going on with this forced audit!" MacRae shouts. "I was out of work. I've resumed my payments. What more do you want?" Mary Anne Smythe, meanwhile, is becoming concerned about MacRae's agitated state and leaves the room to tell their supervisor about the situation. Barry remains calm. "Mr. MacRae," he says in a firm voice, "your repayment schedule was based on equal monthly payments over 10 years. Missing six payments disrupts the repayment schedule and increases the amount of interest due on the loan. There may also be a penalty involved." As Barry tries to explain the rules on loan payments to MacRae, Smythe reports to Supervisor Harry Waxton that the customer with Barry is becoming agitated. Smythe then returns to her desk and overhears MacRae shouting at Barry. "Why should I pay a penalty when the Government wastes more money in a minute than I make in a year?" MacRae shouts. "Mr. MacRae," Barry replies, "if you refuse to pay what you legally owe, the Government can take action to place a lien on your assets to recover its money." The idea of legal action and people knowing about his finances is too much for MacRae. He jumps up, reaches across the desk, and yanks Barry up out of his chair. "Why, you little punk, I'll show you!" MacRae screams. What would you do to avoid a violent confrontation if you were Albert Barry, Receptionist Sarah Hollister, Mary Anne Smythe, or Supervisor Henry Waxton? 1. What should Loan Officer Albert Barry have done to prevent such violent behavior by Francis MacRae? ___a. Called MacRae before the interview to explain what happens during an audit. ___b. Suggested that MacRae hire an accountant or attorney to help with the audit. ___c. Started the meeting on time and avoided any interruptions during the meeting. ___d. Stopped the interview as soon as MacRae raised an objection. 2. How should Receptionist Sarah Hollister have treated MacRae when he came into the office? ___a. Greeted him courteously and explained that Loan Officer Barry would be delayed for a few minutes. ___b. Interrupted Barry and told him that his 10 o'clock appointment was waiting and becoming anxious. 3. When Mary Anne Smythe realized that MacRae was upset, what should she have done? ___a. Gone to Barry's desk and tried to defuse the situation. ___b. Called the FPS Officers or local police immediately. ___c. Notified their supervisor, Henry Waxton, about MacRae's agitated behavior. 4. After Smythe alerted Henry Waxton that a customer was acting in a belligerent manner, what should Waxton have done? ___a. Immediately approached MacRae and told him if he didn't calm down, Waxton would call the police and have him arrested. ___b. Called the FPS officers immediately. Now, let's review Loan Officer Barry's and MacRae's situation to find out which answers are correct and what is wrong with those that are not. 1. What should Loan Officer Barry have done to prevent such violent behavior by Francis MacRae? a. Called MacRae before the interview to explain what happens during an audit. Yes. Barry should have called MacRae and carefully explained why MacRae was being asked to come in for an audit of his payment record. b. Suggested that MacRae hire an accountant or attorney to help with the audit. Yes. Barry should have told MacRae this when Barry called him to explain why he was being audited. c. Started the meeting on time and avoided any interruptions during the meeting. Yes. By leaving the room and taking a phone call after starting the meeting late, Barry added to MacRae's concern and anxiety. Note that Barry failed to respond early to MacRae's agitated state--his perspiring and red face, his shaking hands. These are often the first warning signs of a person who could become threatening or violent. This is the time to remain calm and explain to the customer what the procedures are and why they are necessary. If the customer is still agitated, it may be necessary to call a supervisor over to talk to the customer. In an extreme case, alert a coworker to have the supervisor call the Federal Protective Service or the security guards. d. Stopped the interview as soon as MacRae raised an objection. No. Most verbal objections, however unusual or even irrational, don't lead to physical or verbal violence. But Barry should have carefully and calmly explained, at the beginning of the interview, why MacRae had been asked to come in for an audit. When Barry tells MacRae that he could face a lien if he doesn't proceed with the audit, MacRae's violent reaction was almost certain. Barry could have advised MacRae that refusing the audit would waste time, cause extra expense in court costs and attorney fees, and create more anxiety and tension until the matter was resolved. 2. How should Receptionist Sarah Hollister have treated MacRae when he came into the office? a. Greeted him courteously and explained that Loan Officer Barry would be delayed for a few minutes. Yes. The receptionist is usually the first person customers meet and may set the tone for interactions with other people. A receptionist should be courteous to everyone--but should stay alert and notice the actions of any customer in the waiting area. In offices where customers have appointments, service representatives should consider giving the receptionist a list of customers and appointment times each morning. As the day goes on, the receptionist should be immediately notified of any changes or delays so customers can be told when they first arrive. b. Interrupted Barry and told him that his 10 o'clock appointment was waiting and becoming anxious. Yes. When Hollister noticed that MacRae was getting impatient, she should have alerted Barry (or one of Barry's coworkers) and asked him to come talk to MacRae. 3. When Mary Anne Smythe realized that MacRae was upset, what should she have done? a. Gone to Barry's desk and tried to defuse the situation. No. She should not become involved directly in her co-worker's dealings with an agitated customer. b. Called the FPS Officer or the local police immediately. No. Smythe should follow office procedures and immediately tell her supervisor what's happening. c. Notified their supervisor, Henry Waxton, about MacRae's agitated behavior. Yes. This is the standard procedure for this office. 4. After Smythe alerted Henry Waxton that a customer was acting in a belligerent manner, what should Waxton have done? a. Immediately approached MacRae and told him that if he didn't calm down, Waxton would call the police and have him arrested. No. Threatening MacRae with arrest would be the worst thing to do and would only cause him to become more violent. b. Called the FPS officers immediately. Yes. If the customer has become extremely agitated, the supervisor should notify the FPS (or building security guards or the local police) immediately. The supervisor should give the FPS officer a brief explanation of what has happened to cause the problem. The customer should be accurately described, and the exact location of the office and building should be pinpointed. If there is a "safe room," the supervisor should tell the FPS officers how to get to the "safe room" without being seen by the customer. ---------- Telephoned Suicide or Bomb Threats From time to time, Federal offices receive telephone calls from someone who threatens to commit suicide or who says a bomb has been planted in a Federal building. What should you do? How do you handle these calls? Print out the following card summarizing what you should do. Read and think about the procedures. Carefully tear out the card and tape or staple it to the inside front cover of your telephone directory--or put the card in another handy place where you can easily refer to it. Review the card frequently. Everyone in your office, including supervisors and managers, should follow these same procedures. Make copies of the card if you need to so everyone will have his or her own card. (tear here) Telephoned Suicide or Bomb Threats * Keep calm. Keep talking. * Don't hang up. * Signal a coworker to get on an extension. * Ask the caller to repeat the message and write it down. * Repeat questions, if necessary. * For a bomb threat, ask where the bomb is and when it is set to go off. * Listen for background noises and write down a description. * Write down whether it's a man or a woman; pitch of voice, accent; anything you hear. * Try to get the person's name, exact location, telephone number. * Signal a coworker to immediately call the FPS, a contract guard, or the local police. * Notify your immediate supervisor. Federal Protective Service U.S. General Services Administration Coping With Threats and Violence For an angry or hostile customer or coworker: * Stay calm. Listen attentively. * Maintain eye contact. * Be courteous. Be patient. * Keep the situation in your control. For a person shouting, swearing, and threatening: * Signal a coworker, or supervisor, that you need help. (Use a duress alarm system or prearranged code words.) * Do not make any calls yourself. * Have someone call the FPS, contract guard, or local police. For someone threatening you with a gun, knife, or other weapon: * Stay calm. Quietly signal for help. (Use a duress alarm or code words.) * Maintain eye contact. * Stall for time. * Keep talking--but follow instructions from the person who has the weapon. * Don't risk harm to yourself or others. * Never try to grab a weapon. * Watch for a safe change to escape to a safe area. Federal Protective Service . U.S. General Services Administration Obscene, Harassing, or Threatening Telephone Calls Obscene and harassing callers are primarily interested in generating fear and discomfort. The longer they keep you listening, the more satisfaction they derive from the call. Some experts say that the person who uses the phone to verbally harass or embarrass is not likely to follow up with a direct confrontation. If obscene or harassing calls continue, keep a written record of the day, date, and time; the type of voice (male/female, pitch, and accent, if any); background noise; what was said; and whether the person gave a name. Then ask the Federal Protective Service for help. The caller who makes personal threats to you or your family is another matter. Any threatening call should be reported to GSA's Federal Protective Service, agency contract guards, or the local police immediately. See the tear-out card listing suggestions on dealing with telephoned suicide or bomb threats. This card should be printed and then kept near your office telephone for quick reference. ---------- When Employee Relations Go Wrong Aaron Brunner, a computer programmer with a Federal Government agency, is running late for work again. He was drinking heavily the night before, got into an argument with his wife, and only got a couple of hours sleep. Traffic into the city is really backed up and Aaron arrives at his office 25 minutes late. What's worse, he was to meet with his supervisor, Jennifer Mason, at 9:00 sharp to go over his annual performance review. But Aaron isn't too concerned--he knows he's in line for a promotion. He saunters into Jennifer's office, sits down, and ignoring the "no smoking" regulations, lights a cigarette. Jennifer notices the dark circles under Aaron's eyes, his trembling hands, and his forehead gleaming with perspiration. She's perplexed. After three years' outstanding service, he's been late for work several times over the past six weeks and has phoned in sick on the last four Mondays and Fridays. Coworkers have complained that he gets into petty arguments with them over nothing. "I appreciate all the hours of voluntary overtime you've put in to meet our tight schedules," she says. "But I'm puzzled by the sharp decline in your performance, your excessive tardiness, even this morning. You call in sick a lot, you take extra long lunch breaks, and frankly the work you've been handing in recently is either delivered late or its incomplete and has to be done over. You get into arguments with other employees and you appear to have a drinking problem." Aaron is totally caught off guard by Jennifer's frank accusations. In his tired and distraught condition he overacts: "She's not going to promote me," he thinks. "She's going to fire me!" Aaron lights another cigarette, blowing the smoke directly at Jennifer. His eyes dart back and forth. His lips are dry, and his face is flushed. To Jennifer's amazement, Aaron abruptly starts pounding his fist on her desk. "This is the worst job I've ever had!" he screams. "You aren't gonna promote me! You want to fire me!" "Why, no, Aaron," Jennifer says. "Why would I want to fire a badly needed programmer? Please stop and think a moment--I don't want to fire you. But we must solve some of these problems. We can't allow your absenteeism and sloppy work to go on." But Aaron obviously isn't listening. "You're always complaining about my work and sneaking around to check up on me," he shouts. "You don't appreciate all the good work I've done for you. Everybody in the office is against me, including you. I might as well quit." Totally exasperated, Jennifer loses her temper. "Okay, Mr. Brunner, if that's how you feel, go ahead and quit. You come in late all the time, you cause all kinds of problems in the office, you're not worth promoting. You're not even worth talking to! Get out of my office before I throw you out!" Aaron loses all control. Yelling obscenities, he jumps up from his chair and starts toward Jennifer. What would you do? If you were Jennifer Mason, what should you have done to prevent Aaron's violent reaction? How can Jennifer turn the meeting around and get Aaron to discuss his tardiness and poor job performance? 1. When Aaron Brunner arrives at Jennifer Mason's office late and with a hangover, Jennifer should have: ___a. Rescheduled the interview. ___b. Postponed the annual performance review but discussed Aaron's tardiness and other work-related problems. ___c. Anticipated trouble and suggested that a third party be invited to the meeting. 2. When Aaron lights the first cigarette, Jennifer should have: ___a. Let him smoke. ___b. Told Aaron that Federal rules prohibit smoking and he must put out the cigarette. 3. When Aaron shouts that he wants to quit his job, Jennifer should have: ___a. Kept calm and let Aaron continue to talk. ___b. Stopped the meeting and given Aaron the rest of the day off. ___c. Listened to Aaron briefly, and then discussed his job performance and behavior problems and what can be done to help him improve. Now let's review Jennifer's and Aaron's situation to find out which answers are correct and what is wrong with those that are not. 1. When Aaron Brunner arrives at Jennifer Mason's office late and with a hangover, Jennifer should have: a. Rescheduled the interview. No. Jennifer needs to find out what's troubling a valued employee and how, by working with him, she can help Aaron get back on track. b. Postponed the annual performance review but discussed Aaron's tardiness and other work-related problems. Yes. Based on Aaron's attitude and behavior at the meeting, the annual review might only result in some form of disciplinary action. Instead, Jennifer needs to have an open discussion with discreet, but probing, questions to get the information she needs to recommend counseling. She should be conciliatory but firm in telling Aaron that his absenteeism, his poor job performance, and his argumentative behavior cannot continue. If she hasn't done so previously, she must tell him that unexcused tardiness, poor performance, and abuse of sick leave privileges could be grounds for a formal warning and, ultimately, demotion or dismissal. However, she should assure Aaron that she wants to help him find alternatives that will provide solutions to his problems. c. Anticipated trouble and suggested that a third party be invited to the meeting. No. This would only serve as a threat to Aaron and let him know that Jennifer is unable to cope with Aaron and his problems herself. But, if Aaron doesn't respond to Jennifer's suggestions and seek counseling, she may want to have another supervisor at the next meeting. (And, if his problems remain unresolved, Aaron may want to think about bringing a third party, such as a union representative, to any follow-up meetings.) 2. When Aaron lights the first cigarette, Jennifer should have: a. Let him smoke. No. This undermines Jennifer's authority as a supervisor and lets Aaron take over the meeting. Besides, smoking in Federal Government offices is not permissible, except under certain circumstances. Jennifer is responsible for reminding Aaron of this regulation. b. Told Aaron that Federal rules prohibit smoking and he must put out the cigarette. Yes. By requiring Aaron to put out the cigarette, Jennifer stays in control of the meeting and keeps it open for needed discussion. 3. When Aaron shouts that he wants to quit his job, Jennifer should have: a. Kept calm and let Aaron continue to talk. Yes. Instead of becoming angry herself, Jennifer should try to calm him down so she can try and get him to talk about his problems. She then must decide whether to refer Aaron to the agency's personnel office. That office can tell Aaron about various alternatives--counseling, medical examination, or a private organization such as Alcoholics Anonymous. Jennifer may first want to talk to the personnel office herself and ask for suggestions in dealing with Aaron's problems. b. Stopped the meeting and given Aaron the rest of the day off. No. This would reward bad behavior and prevent needed dialogue. Jennifer would definitely give up her control as supervisor and Aaron would feel he could outbluff her. c. Listened to Aaron briefly, and then discussed his job performance and behavior problems and what can be done to help him improve. Yes. Obviously, Jennifer should have been aware of Aaron's problems long before this meeting and met with him to discuss his deteriorating performance, absenteeism, and sick leave record. Because he had established a good work record, such a significant drop in his performance should have been the first warning sign. Now, she and Aaron must work up a plan of action, with a specific timetable and a commitment from Aaron to carry through on his plan. Aaron must report his progress at agreed upon intervals of no longer than once a week and Jennifer must maintain a serious interest in and concern for his welf Coping With Stress are and his return to his excellent level of job performance. Job-related stress will never be eliminated, but it can be managed. If you're feeling stress constantly, or frequently "blowing up" for no reason, you should discuss the problem with your supervisor or with a counselor. Many times, problems at home go with you to the office. Or your office itself may be causing you stress--a personality conflict with a co-worker, a heavy workload with no time off, or a noisy or disorganized environment. If the problems cannot be resolved, you may want to think about transferring to another office or to another type of work. Perhaps your supervisor can arrange for a room where you and your co-workers can "get away from it all" by taking short breaks. If you can't get away from it all at work, allow extra time by getting up earlier so you don't have to rush around to get to work on time. Physical exercise is one of the best ways to reduce stress. Try walking or jogging before or after work or at lunchtime. Take up a hobby or try volunteer work in the evening or on weekends. Federal Employee Assistance Programs Free, voluntary, and confidential short-term counseling is available for Federal employees through employee assistance programs sponsored by all Federal Government departments and agencies. Counseling is usually offered on a variety of problems: family and marital crises; mental and emotional stress; child or spouse abuse; problems with children; care of elderly or infirm relatives; money and credit management; and alcohol and drugs. To find Federal employee assistance programs, contact the personnel office in your agency or call the U.S. Office of Personnel Management, Employee Health Services Branch, at 202-606-1269. If you require long-term counseling, you can usually find help in the community where you live through city, county, or State offices or through church or private organizations. Look in the government sections of your telephone directory for "health," "social services," or "counseling" and in the yellow pages for church or private organizations. ---------- Front-line Office Physical Security in a Federal Front-line Office If your office is a Federal "front-line" office with direct "employee-to-customer" service, your office and building should be designed according to Federal Protective Service security guidelines. If your agency does not have security procedures in place, the head of your agency may want to ask a regional GSA Federal Protective Service office to conduct a physical security survey to ensure that employees are working in a safe and secure environment. (See the list of Federal Protective Service regional offices.) Before requesting a security survey, your agency may want to do a "crime assessment" of the risks you and your coworkers may encounter in your workplace. Are your customers likely to experience high levels of stress or tension? Do members of the general public who come into the office tend to be argumentative? Have there been threats or incidents of violence involving the public in the past? Or have Federal employees themselves become violent or threatening? If your front-line public service office fits this profile, your agency needs to take immediate steps to help make your workplace fully secure. Following are some suggestions on improving security in your office and/or building. Post a security guard at the main building entrance or at entrances to specific offices. Officers (or guards) should have a clear view of the controlled area at all times. Install a metal detector or CCTV (closed-circuit television) camera or other device to monitor people coming in all building entrances. Issue all employees photo identification cards and assign temporary passes to visitors--who should be required to sign in and out of the building. Under certain conditions, FPS officers (or contract guards) should be required to call Federal offices to confirm an appointment and/or to request an escort for all visitors--customers, relatives, or friends. Rearrange office furniture and partitions so that front-line employees in daily contact with the public are surrounded by "natural" barriers--desks, countertops, partitions--to separate employees from customers and visitors. Brief employees on steps to take if a threatening or violent incident occurs. Establish code words to alert coworkers and supervisors that immediate help is needed. Provide an under-the-counter duress alarm system to signal a supervisor or security officer if a customer becomes threatening or violent. Establish an area in the office for employees and/or customers to escape to if they are confronted with violent or threatening people. Physical Security Features in a Customer Service Federal Office * Single public entrance to customer service area. * Reception desk immediately inside public entrance. * Silent, concealed alarms at reception desk and on Federal employee side of service counter. * Barrier between customer waiting and Federal work areas. * Service counter with windows between Federal employees and customers. * Window in supervisor's office from which supervisor can view customer service. * Access-control combination lock on access doors. * Closed circuit television camera mounted for monitoring customer service activity from a central security office for the building. Physical Security Survey A major goal of GSA's Federal Protective Service is to provide better protection for Federal employees and visitors by pinpointing high-risk areas in Federal buildings where potential problems or emergency situations might occur. This is accomplished through a "Physical Security Survey" conducted by a certified GSA physical security specialist. The survey is a comprehensive, detailed, technical on-site inspection and analysis of the current security and physical protection conditions. When the survey is completed, a "Risk Assessment Matrix" is prepared to identify and list deficiencies and recommendations, or countermeasures, to assist Federal agency managers to reduce or eliminate potential risks. One of the most often-recommended countermeasures is the Federal Protective Service's Crime Prevention Awareness Presentation. ---------- Federal Protective Service Offices For more information on coping with threats and violence in Federal Offices, other crime prevention, security surveys, and protection assistance, write or call your nearest Federal Protective Service, Public Buildings Service, U.S. General Services Administration at one of these Regional Addresses. Washington, D.C. Metropolitan Area: Southeast Federal Center 3rd & M Streets S.E. Washington, DC 20407-0001 202/ 690-9632 Connecticut, Maine, Massachusetts, New Hampshire, Vermont, Rhode Island: 10 Causeway Street, Room 108 Boston, MA 02222-1098 617/ 565-5776 New York, New Jersey, Puerto Rico, U.S. Virgin Islands: 26 Federal Plaza New York, New York 10278-0013 212/ 264-4255 Delaware, Maryland and Virginia (except Washington, D.C., Metropolitan area), Pennsylvania, West Virginia: 100 Penn Square East Philadelphia, PA 19107-3396 215/ 656-6043 Alabama, Florida, Georgia, Kentucky, Mississippi, North Carolina, South Carolina, Tennessee: 401 West Peachtree Street, NW Atlanta, GA 30365-2550 404/ 331-5132 Illinois, Indiana, Michigan, Minnesota, Ohio, Wisconsin: 230 South Dearborn Street Chicago, IL 60604-1503 312/ 353-1496 Iowa, Kansas, Missouri, Nebraska: 1500 Bannister Road Kansas City, MO 64131-3088 816/ 926-7025 Arkansas, Louisiana, New Mexico, Oklahoma, Texas: 819 Taylor Street Fort Worth, TX 76102-6105 817/ 334-3559 Colorado, Montana, North Dakota, South Dakota, Utah, Wyoming: Building 41, Denver Federal Center Denver, CO 80225-0546 303/ 236-5869 Arizona, California, Hawaii, Nevada, Guam, US Trust Territory of the Pacific: 450 Golden Gate Avenue San Francisco, CA 94102-3400 415/ 522-3440 Alaska, Idaho, Oregon, Washington: 400 15th Street, SW Auburn, WA 98001-6599 206/ 931-7529 Crime Prevention Program (PS): 18th & F St. NW Washington, DC 20405-0002 202/ 501-0907 ---------- Handy Reference Card Everyone in your office, including supervisors and managers, should follow these same procedures. Make copies of the card if you need to so everyone will have his or her own card. (Print Out) ----------------------------------------------------------------- ------------------------------------ CHECK LIST FOR TELEPHONE BOMB THREAT * Exact Time & Date of call:___________________________________________________ * Exact Words of caller: (ask them to repeat the message, if necessary, and write as much as possible. _____________________________________________________________ ____________ _____________________________________________________________ ____________ _____________________________________________________________ ____________ * Keep calm. Keep talking. * Don't hang up. * Signal a coworker to get on an extension and/or notify FPS, contract guards, or the local police. * Ask when and where the bomb is going to explode?_______________________________ * Ask what the bomb looks like?_______________________________________________ * Ask what type of a bomb is it?_______________________________________________ * Ask what will cause it to detonate?____________________________________________ * Ask why they are doing this?________________________________________________ * Ask where are you calling from?______________________________________________ * Try to get callers full name:__________________________________________________ * Try to get callers exact location and phone number:_______________________________ * Repeat questions, if necessary. * Listen carefully to the voice; note whether it's a man or a woman; pitch, accent; circle the following: Calm | Slow | Nasal | Angry | Broken Stutter | Disguised | Lisp | Sincere | Rapid Giggler | Deep | Crying | Squeaky | Excited Stressed | Accent | Loud | Slurred | Normal * If the voice is familiar, who did it sound like?__________________________________ * Background noises heard (e.g. cars, train, etc.)________________________________ * Any other pertinent information? ___________________________________________ _____________________________________________________________ _______ * Person recieving call: ___________________________________________________ * Telephone number call received at: _________________________________________ * Notification to FPS and/or immediate supervisor (time/date):______________________ Federal Protective Service U.S. General Services Administration ----------------------------------------------------------------- ------------------------------------ Emergency Phone Numbers Carefully tear out the "Emergency Phone Numbers" card at the dotted lines. Write in all the emergency numbers for your building. Tape this card on your desk by your phone or somewhere else close to your phone for handy reference. (Copies of this card also can be made.) ----------------------------------------------------------------- --------------------------------- Emergency Phone Numbers Federal Protective Service________________________________ Building Security________________________________________ Police/Sheriff_____________________________________________ Fire Department____________________________________________ Ambulance__________________________________________________ Health Unit________________________________________________ Federal Protective Service U.S. General Services Administration ----------------------------------------------------------------- ------------------------------------- Coping With Threats and Violence The attached desk card summarizes the actions you should (or should not) take. Print out and detach the card, tear or cut along the dotted lines, fold the card into a "tent," and tape the ends together underneath so that the card will stand up on your desk with the text facing you. Review the card often. That way, if you are confronted by an angry, hostile, or threatening customer or coworker, you will know what you should do. Everyone in your office, including supervisors and managers, should follow these same procedures. You can make copies of this card so that everyone has his or her own card. ----------------------------------------------------------------- ------------------------------------ Coping With Threats and Violence For an angry or hostile customer or coworker: * Stay calm. Listen attentively. * Maintain eye contact. * Be courteous. Be patient. * Keep the situation in your control. For a person shouting, swearing, and threatening: * Signal a coworker, or supervisor, that you need help. (Use a duress alarm system or prearranged code words.) * Do not make any calls yourself. * Have someone call the FPS, contract guard, or local police. For someone threatening you with a gun, knife, or other weapon: * Stay calm. Quietly signal for help. (Use a duress alarm or code words.) * Maintain eye contact. * Stall for time. * Keep talking--but follow instructions from the person who has the weapon. * Don't risk harm to yourself or others. * Never try to grab a weapon. * Watch for a possible chance to escape to a safe area. ---------- Office Security Government offices can be targets for theft, unlawful entry, kidnapping, bombings, forcible occupation and sabotage. Effective barriers, both physical and psychological can reduce the likelihood of these threats. The following guidelines will help you analyze your office security profile and suggest measures to reduce your target potential. Conduct a Crime Prevention Assessment A complete, professional assessment of your security needs is the first step toward an effective security program. Your Federal Protective Service (FPS) office can arrange a risk assessment be performed on your government-owned or leased office or building. (See the end of this document for a current listing of FPS offices). Most crimes are directed toward individuals or offices which have little or no security planning in place. Take stock of your present measures and possible weak points. A comprehensive crime prevention assessment should ask: * What is your target potential? * What is the prevailing attitude toward security? * Who is responsible for the overall security program? * How are security policies enforced? * When was the current emergency preparedness plan developed (including fire, power failure and disaster) * What resources are available locally and how rapid are the response times for fire, police and ambulance? * What kind of physical security systems and controls are presently used? * Do the available security resources, policies and procedures meet the potential threat? Take Reasonable Precautions Once the risk assessment has been completed, follow up with the Federal Protective Service (or local law enforcement group) to act on the findings. For example, publicize phone numbers and make sure everyone knows who to contact in case of an emergency. Here are some general suggestions that may increase your security: * Install key card access systems at main entrances and on other appropriate doors. * Issue access control badges, with recent photographs, to all employees and authorized contractors. * Upgrade perimeter control systems with intercoms and closed circuit monitoring devices. * Keep master and extra keys locked in a security office. * Develop crisis communication among key personnel and security office involving intercoms, telephones, duress alarms or other concealed communications. * Have a back up communication system, like two-way radio, in case of phone failure. * Locate executive offices near the inner core of the building to afford maximum protection and avoid surveillance from the outside. * Arrange office space so unescorted visitors can be easily noticed. Have staff follow strict access control procedures, don't allow exceptions. * Keep important papers locked in secure cabinets. * Keep offices neat and orderly to identify strange objects or unauthorized people more easily. Empty trash receptacles often. * Open packages and large envelops in executive offices only if the source or sender is positively identified. * Keep closets, service openings, telephone and electrical closets locked at all times. Protect crucial communications equipment and utility areas with an alarm system. * Avoid stair wells and other isolated areas. Try not to ride the elevator alone with a suspicious person. * Don't work late alone or on a routine basis. * Keep publicly accessible restroom doors locked and set up a key control system. If there is a combination lock, only office personnel should open the lock for visitors. Keep an Executive Information File Your security office should maintain an emergency contact file for immediate access for key personnel containing personal information to be used in case of emergency. This confidential file should contain: * home address and telephone number * family members; names, ages, descriptions * school schedules, addresses, phone numbers * close relatives in the area; names, address, phone numbers * medical history and physicians name, address, phone number * local emergency services; ambulance and hospital phone numbers * any code words or passwords agreed upon Consider Setting Up Secure Areas in the Building You may wish to consider maintaining one or more "secure rooms" on your work premises. This area can serve as a retreat in case of intrusion or other danger. The room should be equipped with: * steel doors and protected ventilation system * first aid equipment * phone and backup communication equipment * fire extinguishers * bomb blankets and hardened walls * sand bags * emergency tool kit. * extra food and clothing * large flashlight and batteries * firearms (if permitted under established policy) ---------- Pome and Family Security This is a difficult area to address other than very generally. Changeable conditions and unique differences in housing, family makeup, preoccupation with social and business affairs, neighborhood demographics, and lifestyle all impact the home security profile. These factors should not take precedence over the primary consideration - you and your families personal safety. When a potential danger exists, the family must take precautions and follow the common sense security guidelines. A good approach is to concentrate on making the home a risky target for intruders, and to instill security awareness into each family member. Survey Your Home and Lifestyle Begin your home security program with an in depth security survey. Include both the residence and the habits and lifestyles of each family member. Look for possible trouble points. Let each member contribute to and feel a part of the survey and suggest ideas to minimize the risks that are identified. Every person can develop a special sense for observing surroundings, spotting potential problems, and pointing out the danger in everyday situations. The survey can point out the physical and human weaknesses that may put the family in danger. Put yourself in the place of an intruder and look for weak spots. The following checklist may help in doing the survey and developing your security guidelines. Take Precautions With Your Home When choosing a place to live, consider whether an apartment might be more secure than a house. If you live in an apartment building check: * Access control of building, elevators, and parking garages (doorman, keyed front door, receptionist, etc.). * Public areas should be well lit after dark (lobby, laundry area, parking lot, etc.). * Fire exits and doors clearly marked (possibly alarmed to preclude unauthorized entry). * Limited access to apartment balconies and porches. * Doors contain a 180-degree peephole and auxiliary deadbolt lock. * Garage doors and entry gates kept locked at all times (not propped open). If you live in a private residence: * Install metal sheathed or solid-core entrance doors and install peepholes or intercoms. less than lli>Hang doors on heavy duty hinges reinforced with non-removable hinge pins. * Secure sliding glass doors with a bar, pin the frames so they cannot be lifted off the track * Don't leave keys under door mats, in flower pots or in a hiding place near the door. * Never put identification tags on your key rings. * Have an alarm system installed by a responsible company that provides 24-hour service and has demonstrated professional security expertise. * Test alarm components routinely, ensure that if the alarm rings at a remote security office the response time is satisfactory. * Provide adequate clear lines of sight from all windows and doors. * Illuminate residence perimeters and driveway approaches. Eliminate shadows, but don't cause a glare to persons approaching or leaving the home. * Use sodium vapor and quartz lamps for security lighting for a high intensity output. * Configure lighting circuits so that the loss of one lamp will not leave an area totally dark. Locate switches and controls inside the home. * Consider establishing a well equipped "safe room" like the one previously described. Sometimes this could double as a refuge from natural disasters. Safe rooms should have metal or solid core doors, hardened walls and a secure lock. * Be sure windows are properly installed with storm windows, security glazing, locks or pins, grills or bars, shutters or alarms. * Avoid locking windows in a partially open ventilating position. Provide for quick exit, especially since bedroom windows must be able to serve as fire escape routes. * Locate water and gas shut off valves and electrical distribution boxes inside the residence. Label fuse boxes and keep them secure, with a flashlight readily available. Before Leaving the Residence for an Extended Period of Time: Arrange for mail and newspaper stoppage or ask a friend to pick them up. * Ask neighbors to put some trash in your can on pickup day. * Make sure phones do not ring incessantly, a dead give away no one is home. * Use timers to turn on and off appliances and interior and exterior lights. The timers should be staggered so that lights go on and off in a normal fashion. * Leave a set of keys to the residence, storage buildings, and codes to the alarm system with a trusted neighbor, inform police to contact this neighbor in case of a problem. * Arrange for lawn care or snow removal services to continue on a regular basis. * Upon returning, if you see evidence of a break in, do not enter, call police first. * If guard dogs are part of the security plan, arrange for professional training, do not treat the animal as a house pet. Prepare Yourself and Your Family * Never discuss home security and family emergency plans outside the home. * Make an effort to meet you neighbors and involve them in your mutual security. * Instruct younger family members to be wary of strangers. Teach them not to open the door to strangers when home alone unless there is a scheduled visitor. * If forced entry is attempted, lock the door, phone for help, and go to your safe room. * Do not attempt to confront or corner an intruder, call for help or get out of the house. * Gather important profile information for each family member and close neighbors. (names, phone numbers, ages, description, school, employer, social activities, etc.) Lock the information in s secure cabinet at home and keep a spare set at work. * Be alert for possible surveillance activities, someone may be watching your actions and daily schedule before targeting your house. * Do not display a routine pattern of leaving at the same time every day, modify your schedule, leave at different times. * Always answer the phone with a simple hello and establish the identity of the caller before giving out information such as your name and address and who is at home. Children should be instructed to never reveal if they are alone. Discuss telephone manners and harassing calls with family members. Explain that such verbal abuse is not directed at them as individuals, and they must try not to get angry, since a harassing caller is often simply trying to get a rise out of you. Your local police and the phone company can provide guidance and advice on how to handle this kind of disruption. If the harassment continues, do not hesitate to take action. When calling on the phone to report an emergency, always give your name and location first, so that help can be sent right away. Teach children to: * Report suspicious people or incidents, describing all the details they can remember. * Never travel alone, try to walk in a group. * Refuse rides from strangers. * Play in designated areas, not isolated or unsafe areas. * Let the parents know where they are going and when they will be back. * Avoid strangers and don't let them approach or touch them. * Know how to get help and call the police when needed. When a child is picked up at school, make sure the school has an established procedure for confirming the arrangement with your home or office. Children should be reminded not to change their after school plans without parental consent. Consider the implications of keeping a firearm in a home where children play. Mace or tear gas is a much safer alternative. If you do include a firearm in your home security program, a shotgun is recommended. Be sure to obtain the proper permits and train family members in firearm safety and usage. If a weapon is kept in the home, store the unloaded weapon in a locked area out of reach of children. Ammunition should be stored separately under lock and key. Residential Security Tips Exterior: * Keep shrubbery cut back from windows and entrances. * Erect a fence with a locking gate if possible. * Install lighting in a nonaccessible location, such as under the eaves. * Have the lighting controlled by automatic timers or photoelectric sensors that will turn lights on and off automatically. Interior: * Install alarm systems which ring at central monitoring stations. Locate control pad near the front door with a delay timer allowing you to exit before activating the system. Request a panic button that will silently call for help. Alarms systems can often be combined with smoke detectors to provide extra protection. * Designate a secure storage area in a closet or a small room for valuables. The door should be solid core with a heavy frame and hinges and a dead bolt lock. Incorporate intrusion alarms on the door using ultrasonic, infrared, or magnetic door contacts. * Smoke detectors are recommended for early fire warning. Two types are widely in use, photoelectric and ionization, combination detectors include both. Battery or hard wired are both acceptable, remember to change smoke alarm batteries when resetting the clock for daylight savings time. * Interior lighting should be controlled with a timer or photoelectric switch especially when you are out. In the evenings, leave a light on in the living room bright enough to silhouette an intruder. Use timers to turn on bedroom lights when no one is home. Entry Security An office or home is only as secure as its weakest point of entry. All doors and windows should be checked to see how easily they could be penetrated. Doors and accessible windows should be fitted with locks and other security devices Locks and locking devices The first line of defense in any security system is generally the lock or locking device. Locks differ greatly in appearance, function, and application. The stronger and more sophisticated the mechanism, the more secure your residence will be. An intruder cannot risk creating loud noises attempting to defeat a lock. As a greater deterrent, locks may be used in conjunction with other protection devices such as alarms or bars. How much should you spend for a lock? Get the best you can afford, with normal use and care a good quality lock will last many years. The major types of locks used in residences and offices are: cylindrical (key-in-knob), cylindrical deadbolts (key to get in, key to get out), cylindrical sets with deadbolt (key in knob with thumb-turn deadbolt), mortise (recessed into a cavity), and rim-locks (with an interlocking striker plate). Several types of electrified and magnetic locks are also available. As long as the power is on, they can only be opened with the appropriate regulating device. These include; key cards, switches, computerized controls, security keypads, telephone access, and heat sensitive devices. Cane bolts, metal bolts installed on the inside of a door that can be thrust into the surrounding masonry or door frame, provide additional security. Chain locks are often used to permit partial opening to view or speak with a caller. These may provide a sense of security, but can be forced without much difficulty. A peephole or intercom is much safer than a chain lock. Doors, Frames, and Hinges The security afforded by a lock, no matter how expensive, is only as good as the door and frame to which it is fitted. Both should be of solid, sturdy construction. Hinges should be heavy duty and protected against tampering. An iron grillwork gate bolted to the house in front of an entrance door and kept locked affords an extra level of protection. There are four major types of doors: flush wood, stile and rail (panels), metal or vinyl clad, and sliding glass. Flush doors come in two types: hollow core and solid core. Hollow core is two sheets of thin veneer overlaying a soft filler, solid core is wood all the way through. Stile and rail doors are assembled from several different pieces and mortised together. From a security perspective a steel sheathed door is superior to wood. Patio style sliding glass doors are very vulnerable and require special precautions. Their locks are designed to prevent the doors from being moved laterally. Glass doors must also be secured vertically, since the channel in which they ride may provide wide tolerances. Most locks specially designed for sliding glass doors take into account both types of movement, preventing the door from being lifted out of the channel. Some of the same devices used to secure windows can also be used with glass doors. Drill a hole through the channel and the frame, then insert a pin or large nail to keep the door from opening. The vulnerability of a door is usually defined in terms of how long it takes to break through the door itself. If breaking through the door is not possible, prying or forcing a door attached to a weak frame is the favored method. Most wooden frames constructed today have solid wood only for about an inch. Beyond this is usually a 4 to 6 inch gap before the first stud. Consider strengthening frames of this type construction by securing additional 2 x 4 studs directly behind the facing board. Long wood screws should be used to defeat a pry bar or resist a forceful kick. The security value of the hinge should not be overlooked. A well secured hinge resists two types of forced entry; forcing the door out of the frame by applying pressure to the hinged side opposite the lock, and lifting the door out of the frame after removing the hinge pins. From a security standpoint, the most important consideration of a hinge is whether it is exposed to the outside, and whether or not the pins are designed to be removable. If your door has external hinges with removable pins, consider welding the pins to the hinges. If you want a less permanent solution, drill a small hole through the hinge and into the pin, then insert a second pin or small nail flush with the surface. A locked wrought-iron storm door will also protect the door hinges. Windows Windows pose more complex security problems than doors. They come in a much greater variety of sizes and styles with emphasis on ventilation, lighting and aesthetics rather than security. Most intruders will try doors before resorting to breaking the glass in a locked window. An unlocked window is an open invitation. Louver windows are a higher security risk than double-hung since the panes are easily removable. Consider replacing the glass in louver windows with plexiglas or tempered, shatter resistant glass. The simplest measure, which works equally well on double hung or horizontal sliding windows, is to drill a hole through the sash and frame, then insert a pin or nail to prevent movement. If you use your windows frequently for ventilation, drill two holes, one for the closed position and another that allows the window to be in a slightly open position. If you have key locks on your windows, make sure they key remains accessible in the event the window is needed for escape from fire or other emergency. Storm windows provide some additional security as well as steel bars, mesh or iron grillwork. Entry Security Checklist * View locking hardware as a long term investment, match locks to sturdy, compatible doors, frames and hinges so all three components form a strong unit. * Entrance door locks should have at least a 1 inch deadbolt, a recessed cylinder to discourage forcible removal, and a cylinder guard. * Install peepholes or intercom system to identify visitors before opening the door. * Incorporate all doors and vulnerable windows into an alarm system. Include large picture windows, sliding glass doors, and any windows within arms length of locks. * Make sure all entrance door hinges are heavy duty and are made more secure with pins * Before using double cylinder locks, which require keys on both sides, consider the possible safety hazards. Check your local fire safety codes. * If you use padlocks in critical areas make sure they meet the following requirements: hardened shackle (at least 9/32" steel), double locking mechanism (locks both heel and toe), minimum of 5 pin tumbler locks, and a key retaining feature (preventing removal of the key unless padlock is snapped). * Use rim locks as an auxiliary security measure. * Consider filling hollow metal door frames with cement behind the strike plate to prevent forcing. * Restrict keys, both home and office, to those who actually need them, don't hide a spare key under the mat or in the mailbox. * Keep spare keys in a locked drawer, do not tag key chains. ---------- Travel Security Most of the security resources you can depend on at the office and at home are nonexistent when you travel. Your greatest security asset is yourself - take precautions, vary your routines, keep a low profile, and be alert to suspicious people and circumstances. Risks of Vehicle Travel Passenger vehicle travel has many inherent security risks. Vehicles are easily recognized by year, make, and model. The criminal knows specifics about how to gain entry as well as operation of security devices. Cars can be followed discreetly, with a very low risk of detection. You may not know you were targeted until its too late. Vehicles are often parked in public areas with no control or protection, affording easy access to intruders. Criminals who assault a vehicle rely heavily on the element of surprise. They aim to catch the victim "off balance" and scare them into acting irrationally. The shock of a car jacking attack is greatest at points of changing surroundings, such as entering or exiting. Daily Travel Precautions * Travel in a group whenever possible. * Never overload a vehicle, all persons should use seat belts. * Keep the vehicle in good mechanical repair. * Don't let the gas tank get too low. * Install a vehicle alarm to discourage tampering, or use a steering wheel club. * Keep the ignition key separate from other keys, never leave the trunk key or other keys with the parking attendant. * Do not hide a spare key under the floor mat or under the hood. * Always park in areas that are locked or attended, avoid parking on the street overnight. * Inspect the vehicle carefully before entering, look for evidence of tampering, but do not touch any suspicious items. Check the hood latch, exhaust pipe, trunk latch, fender wells, tires, gas cap, and finally the underside of the car. * Do not leave windows down, or doors unlocked. * If the car breaks down, raise the hood and tie a white cloth to the door handle. Remain inside with doors locked, if someone stops to offer assistance ask them to call for help. * Never pick up hitchhikers. * Know your route and the locations of secure places along that route. * Have a car phone or CB-radio. Communicate frequently, let others know your location and destination and when you are expected to arrive. * Use public transportation where available. When taking taxis, make sure the driver uses the most direct route, yet follows any directions you give. Emergency Procedures When in a Vehicle * Review mental preparations of what you would do were an attack to take place. * Be alert to possible surveillance, if you suspect you are being followed, go to the nearest secure public place. * Avoid driving in the far right-hand lane when possible to prevent being forced over. * Be aware of minor incidents that could block traffic along your route. If you see a suspicious road block or detour, take an alternate route. * Try to carry a portable phone, and have it accessible for emergency calls. * Inform another person of your travel plans, so they will expect you at a certain time. Going Out of Town * Restrict travel plans to a need to know basis. * Keep your itinerary and travel documents locked in a safe place until needed. * Provide a copy of your itinerary to your family and your office. Call in from time to time. * When traveling abroad, carry a civilian passport as well as an official one. Keep the official one in checked luggage, memorize the passport number, use the civilian one at hotels, or other places that request identification. * Never leave your luggage unattended if possible. * Know who to contact if you should lose any official documents, or credit cards or if they are stolen. Report such losses immediately. * After using a credit card, make sure you get it back, your receipt, and the carbons. Staying in Hotels * Make your choice of hotels and rental cars low key. * Keep your room key or card on your person when you leave. Inside the room always put it in the same place. * Do not give your room number to anyone you do not know well. * Keep your room and personal items neat and orderly so you'll recognize if something is out of place when you come back. * Check the locations of emergency exits and fire extinguishers. * Don't admit strangers to your room. If you must call room service, confirm when they will be arriving and ask for identification. * Know the number and location of hotel security ---------- Federal Protective Service Offices Washington, D.C. Metropolitan area Washington, DC 20407 202-690-9632 Connecticut, Maine, Massachusetts, New Hampshire, Vermont, Rhode Island 10 Causeway Street, Room 108 Boston, MA 02222 617-565-5776 New Jersey, New York, Puerto Rico, U.S. Virgin Islands 26 Federal Plaza New York, New York 10278 212-264-4255 Delaware, Maryland and Virginia (except Washington, D.C., Metropolitan area), Pennsylvania, West Virginia 100 Penn Square East Philadelphia, PA 19107 215-656-6043 Alabama, Florida, Georgia, Kentucky, Mississippi, North Carolina, South Carolina, Tennessee 401 West Peachtree Street, NW Atlanta, GA 30365 404-331-5132 Illinois, Indiana, Michigan, Minnesota, Ohio, Wisconsin 230 South Dearborn Street Chicago, IL 60604 312-353-1496 Iowa, Kansas, Missouri, Nebraska 1500 Bannister Road Kansas City, MO 64131 816-926-7025 Arkansas, Louisiana, New Mexico, Oklahoma, Texas 819 Taylor Street Fort Worth, TX 76102 817-334-3559 Colorado, Montana, North Dakota, South Dakota, Utah, Wyoming Building 41, Denver Federal Center Denver, CO 80225 303-236-5869 Arizona, California, Hawaii, Nevada 525 Market Street San Francisco, CA 94105 415-744-5090 Alaska, Idaho, Oregon, Washington 400 15th Street, SW Auburn, WA 98001 206-931-7529 Crime Prevention Program (PS) 18th & F St. NW Washington, DC 20405 202-501-0907 ---------- End of Document