Physical Security in DR/BCP Scenarios

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You have been asked to give a presentation at Business Round Table Event. Attendees are owners
of small businesses and corporate managers whose employees are now working from home due to the global
pandemic. The need for physical security to protect equipment and other assets has risen in priority for these
business owners and managers as they realize that they have a gap in their business continuity planning and
response which needs to be addressed.
Background: During the global pandemic, many companies throughout the region, both small businesses and
larger corporate entities, successfully transitioned to “work from home” allowing them to continue operating
despite the issuance of “work from home” and “stay at home” orders from governmental entities. Storefronts
and offices for non-essential businesses and services were shuttered or reduced to minimal staffing. Concerns
about the potential for thefts, break-ins, and other forms of unauthorized entry have been raised in many
organizations who were not prepared for extended periods in which their facilities would be unoccupied /
unattended.
For this presentation, identify and discuss five or more technologies and countermeasures which can be
implemented to address the problem of providing physical security in an unoccupied/unattended facility (you
should not propose any measures that rely upon guards or other personnel who would need to be physically
present). Your presentation should address both preventive and detective controls for physical security, e.g.,
perimeter fencing, gates, bollards, lighting, CCTV, audio scanning, alarm systems, key-card controlled entry,
etc.

Sample Solution

Alford & Hughes are more cautious, in providing a definition of Public Value stating that ‘any attempt to list or categorize it is a hazardous enterprise’. However, in agreement with Benington, they go on to say that Public Value can be produced by government organisations, private firms, non-profit or voluntary organisations, service users or various other entities. However, they then go on to quote Moore in offering a very different definition of Public Value: ‘Public Value is value that is consumed collectively by the citizenry’. They go on to extrapolate that ‘it is not who produces it that makes value public, rather it is a matter of who consumes it’. This disagrees with their earlier definition.

To offer some guiding principles, Benington explains that public value can be ‘considered along at least three dimensions, including economic value, political value and social value. Benington goes on to cite Will Hutton in stating that some commentators argue that public value should embrace three public principles: universality, accountability, and fairness and equity. At a more operational level, Benington highlights five key features of public value: a focus on outcomes and processes; a focus on long-term perspectives; a focus on a wide range of producers; public value can be added at various stages in the value chain; and lastly, public value is co-created. Benington later adds to his original conception of public value by defining public value not just in terms of ‘what does the public most value’? but also ‘what adds value to the public sphere’? Mulgan (Benington & Moore, 2011) offers a different definition and suggests that ‘value is never an objective fact, but arises through processes of negotiation and argument’.

As can be seen from the above, there are different and at times confused definitions of the term ‘Public Value’. This in turn impacts on descriptions of how public value can be created, sustained and measured. To adopt a pragmatic approach to this difficulty, recourse is taken to Moore’s original concept whenever there are significantly divergent views proposed by other authors.

How is Public Value created?

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