Seriously consider the consequences of a burglary, cyber attack, or physical assault in your club.
Think of dealing with insurance claims and repair headaches, and imagine explaining to your membership about the theft of confidential membership records.
Think of how you would recover from the publicity of a violent attack in your club by an employee or member?
There are many more scenarios equally traumatic that occur at private clubs across the country clubs regularly. Go your favorite Internet search engine, type in the words “burglary” and “country club”; you’ll be appalled at the results.
Ignoring security concerns is a practice that has seen its time come and go, and today’s business executive knows that you do so at your own peril.
A full risk assessment for a Club would include a tailored threat assessment, an employee-training seminar, a review of security related club operations, a review of information security controls and practices, a physical security assessment, and discussions on workplace violence.
A recent risk assessment was performed for a Club with a 69,000 square foot clubhouse, 52,000 square foot sports facility with tennis, pool, and fitness center, and outstanding golf course comprise a facility that stands at the crossroads of two states, several counties, and multiple diverse neighborhoods.
My assessment included as much information about the club as possible, researching the club and surrounding neighborhoods, meeting with local police, exploring specific security concerns during interviews with club department heads, Internet studies, and conducting drive-throughs during different times of the day.
On my first day at the club, a training seminar covering a security overview, burglary and vandalism in clubs, terrorist threats, workplace violence, information security/identity theft, personal integrity, and personal security tips was conducted with staff.
Perhaps the most beneficial area of my assessment comes in the area of policy review. Many areas of the club are impacted when clear policies are not in place and enforced. Some areas reviewed were employee policies, hiring, key control, alarm code control, closing checklists, employee theft, duties of security personnel, inventory controls, cash controls, document control and destruction, emergency incident procedures, purveyor control and accounting practices.
Management at this Club had written policies and procedures in most critical areas and followed the policies to a great degree, but I was able to make some recommendations. For example, when a line employee was hired, the line supervisor did all the reference checking. While supervisors said they checked references, there were no records to confirm this. I recommended that the Club institute a formalized reference checking procedure where the supervisor would write up the check as he or she conducted the check, and then submit it to the HR director to be maintained in the employee’s permanent file.
I also recommended some very easy (some of them free) Internet searches to screen for registered sex offenders and convicted felons.
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