Campus Security Master Plan 2026.06.23(8.5 x 8.5 Booklet Final) by sjcrh

Protecting the Mission

Framework for Campus Security

CAMPUS SECURITY MASTER PLAN 2026

Security is more than protection—it is the foundation that allows healing, compassion, and innovation to thrive. At St. Jude Children's Research Hospital, our Security Officers are more than officers; they are security professionals dedicated to protecting our patients, families, staff, visitors, and the mission we serve. Through vigilance, teamwork, and stewardship, we help create a safe environment where exceptional care and groundbreaking research can flourish.

Toney Armstrong Vice President, Security Operations

“

Ensuring a Safe and Secure Environment for Exceptional Care and Ground Breaking Research

1.The Security Plan Framework

2.Our History

3.A Solid Foundation: Current State

4.Program Pillars

5.What’s Next: Framework Moving Forward

6.Stakeholders & Contributors

Security is not the absence of danger, but the presence of measures - built on trust and vigilanceto deal with threats.

It is our duty to cultivate environments where our patients, families, visitors, and workforce members are unburdened of security risks so that they can focus on the tasks at hand be it healing, learning, pioneering, or partnering.

Maria Megdal Executive Vice President and Chief Administrative Officer Interim Chief Financial Officer

“

The Security Plan Framework

Our Security Philosophy

Our approach is grounded in a principle-driven philosophy that defines how we protect our community.

These set of guiding principles, beliefs, and attitudes that shape how our institution approaches security operations, with a focus on: ComplianceandEthics

Why security is important

What drives security decisions

The mindset and culture of the security team and leadership

Our Purpose

Program and Syste Upgrad

Maintain and upgrade secur programs and syste

Strategic Partnershi

Build collaborations w internal departme external agencies, a organizatio

Risk Anticipation and Mitigation

Proactiv d future security

Proactive Crime Preventio

Implement advanced patrolli and monitoring techniques

Professional Interaction

Engage staff, volunteers, ts, and visitors with esy and professionalism

ervice Delivery xcellence

espond promptly and ficiently to calls for sistance

onnel Development

Maintain ongoing training and professional development to meet evolving security challenges

Our Aims

This program is designed to achieve four primary aims.

COHESIVE, LONGTERM STRATEGY

integrated into daily operations and is adaptable to evolving threats to create a more secure and resilient environment

IMPROVED SITUATIONAL AWAREMESS

quickly identify and respond to potential threats, measure program effectiveness, and better understand overall risk posture

PROACTIVE RISK MANAGEMENT

get in front of potential threats with specific policies, procedures, security systems, facility modifications, and training

EFFECTIVE SECURITY MANAGEMENT

manage incidents efficiently and effectively, thereby minimizing loss of life, services, and damage to facilities

Growth Driving Security Program Evolution

Future

Present

OverTime

Expansiveness of campus footprint and increased number, complexity, and type of facilities

Growth in number of people (patients, visitors, staff, contractors,) to protect

Increase and diversity in roles and responsibilities of the Security Department

Advancements in technology systems and security practices

External Environment

Relentless increase in city crime rate requires an advanced security posture.

Crime rates have risen substantially in Memphis, at a rate much higher than the national average

Security technologies and practices have advanced and can provide benefits

Linear (US (per 100,000 people))

Linear (Memphis (per 100,000 people))

St. Jude is well-positioned to have best-inclass enterprise risk management with continued investment in practices and technology to mitigate the challenges of current and evloving threats

Internal Campus Security Risks

RISK

Act of Terrorism

Active Shooter

Bomb Threat

CONTRIBUTING FACTOR IMPACT

Symbolic institutional profile

Pediatric mission

Charitable identity

Research enterprise

Ideologically motivated violence

Emotionally charged care environment

Community gun violence

Permissive firearm environment (TN)

Extended family stays

Lack of weapons screening

Disruptive false reporting trend

Increase in swatting activity

Recent hospital bomb threats

Patient

Elopement/Child Abduction

Pediatric supervision needs

Family custody complexity

Cross-setting patient movement

Delayed event identification

Workplace

Violence/Threat

Rising healthcare violence

High-stress caregiving situations

Public-facing environments

Extended family presence

Community violence exposure

Fear and anxiety

Loss of Life

Reputational harm

Operational disruption

Psychological distress

Loss of life

Operational disruption

Psychological trauma

Reputational harm

Family and staff distress

Fear and anxiety

Operational disruption

Protective-action complexity

Evacuation complexities

Reputational concern

Patient safety risk

Care disruption

Search and response burden

Reputational harm

Family distress

Staff injury

Workforce strain

Operational disruption

Psychological safety concerns

Off-campus staff vulnerability

Expansion of Protected Facilities

How do we maintain a security posture that helps us grow larger but still feel small, intimate, connected?

Campus footprint has tripled over 30 years with increased utilization density

Addition of new, larger buildings, multiple off-campus properties, and expansion of high-tech facilities

Expanded security scope to address the complexity of the organizational growth.

Target House

Current property footprint SJCRH patrolled

ALSAC owned property footprint, not SJCRH patrolled

Peabody Place

Daycare

Ronald McDonald House

Original property footprint SJCRH patrolled

SJCRH Security Numbers*

4,250,000 Vehicles / year (11,644 /day)

Our Operating Model

Governance

Policy setting, enterprise oversight, cross-functional direction

Policies & Procedures

Procedural consistency, standards enforcement, and investigation protocols

Security Technology

Systems sensors, surveillance, automation, integrations, and hardware maintenance

Capability-building, preparedness, drills, formal instruction

Staffing

Resource deployment, personnel posture and operational capacity Physical

Current State Activities

GOVERNANCE

Policy setting, enterprise oversight, cross-functional direction

01 02 Procedural consistency, standards enforcement, and investigation protocols POLICIES & PROCEDURES

Annual Hazard Vulnerability Assessments

Security design standards for construction, remodels & systems

Policy-driven tiered access control & ID governance

Cross-functional governance partnerships (Design, Construction, Infrastructure)

After-action review governance & improvement loop

Incident investigations (Workplace Violence, theft, accidents, separations)

Crime Prevention Through Environmental Design (CPTED) based rounding & lighting guidance

Visitor management procedures

System inspection program (duress & panic buttons)

Operational system standards & installation procedures

Mandatory security training / onboarding requirements for all

Campus workforce

Advanced security training for all Security Operations personnel

Current State Activities

PHYSICAL SECURITY

Facilities hardening, patrol posture, visible protective presence

Perimeter hardening (non scalable fencing)

5 of 11 gates staffed 24×7

Critical post staffing for high risk facilities

Garage, parking & construction site patrols

Embedded plainclothes officers in patient zones

MPD armed officers at gates and campus posts 24x7

POLICIES & PROCEDURES

Systems sensors, surveillance, automation, integrations, and hardware maintenance

24×7 video surveillance & automated alerts

Integrated access control (badging, visitor management, audit trails)

Duress & panic button systems deployed and maintained

Enterprise system integrations (Workday, tube system, video)

In house installation & maintenance of cameras, card readers, intercoms

Integrated dashboards & detection algorithms in the Security Operations Center (SOC)

Current State Activities

TRAINING

05 06

Capability-building, preparedness, drills, formal instruction.

Situational awareness & safety presentations

CPI, BERT, CPR, Active Shooter formal programs (formal curricula)

Weekly drills, exercises & practice sessions

Onboarding training for new staff (new hire security preparation)

Participation in patient care conferences (training-adjacent information sharing)

STAFFING

Resource deployment, personnel posture and operational capacity

Mobile rover teams (St. Jude & MPD)

Dignitary & executive protection staffing

Home Health staff monitoring (off campus protection support)

Security Operations Center staffing for 24×7 monitoring & dispatch operations

Frontline service staffing (officer engagement with patients & families)

Current State Activities

07

COMMUNICATION

Information exchange internally/externally, crisis messaging, community coordination

Clear campus navigation & security messaging

Crisis management communications

Community engagement & coordination with city, state, federal partners

Joint investigations & participation in external professional organizations

Event communications (traffic, marathon, dignitary visits)

PROGRAM PILLARS

Program Pillars

Pillar 1

Deliver a VISIBLY SAFE AND SECURE ENVIRONMENT for all those who enter our campus

Creating a campus that feels safe, welcoming, and confidently protected

Pillar 3

Enhance RESPONDER READINESS & REALTIME AWARENESS

Delivering the expertise and tools that drive faster, more effective action.

Pillar 5

Embedding SECURITY STANDARDS INTO EVERY BUILD

Designing environments where security and safety are built in from day one.

Pillar 2

Maintain a WELCOMING front door with CONTROLLED ACCESS

Keeping the front door welcoming to those who have business being here - preventing access to those who don’t

Pillar 4

Optimize INTEGRATED SECURITY INTELLIGENCE & DECISION SUPPORT

Harnessing technology that connects information to accelerate smarter action.

Pillar 6

Strengthening GOVERNANCE to Stay Ahead of Emerging Risks

Building a proactive, policy and procedural driven foundation for campus security

Program Pillars

Pillar 1

Deliver a VISIBLY SAFE AND SECURE ENVIRONMENT for all those who enter our campus

Creating a campus that feels safe, welcoming, and confidently protected

Perimeter fencing: A continuous, wellmaintained fence around the campus grounds creates a clear physical boundary - signaling access is controlled and monitored.

Gated Access Points: Limited entry points with automated gates and security personnel reinforce the idea that only authorized individuals can enter.

Clear Signage: Signage across campus explaining security measures (e.g. “NO FIREARMS ALLOWED”) helps communicate the purpose of these controls.

Element Title Here

Pillar 2 Maintain a WELCOMING front door with CONTROLLED ACCESS

Keeping the front door welcoming to those who have business being here - preventing access to those who don’t

Staffing: Professional trained uniformed St. Jude Security and Memphis Police Officers.

Access Control Systems: Employees are required to present a hang tag or identification before entry Patient, patient parents, visitors and vendors are required to present government identification that is checked through our visitor management system, internal watch list and sex offender registry.

Surveillance Cameras: Cameras positioned along the perimeter and at gates provide real time-time monitoring, which is often visible to visitors, increasing their sense of safety.

Program Pillars

Pillar 3

Enhance RESPONDER READINESS & REAL-TIME AWARENESS

Delivering the expertise and tools that drive faster, more effective action.

Element Title Here

Pillar 4 Optimize INTEGRATED SECURITY INTELLIGENCE & DECISION SUPPORT

Harnessing technology that connects information to accelerate smarter action.

Real time incident response: Using live camera systems, access control alerts and trained officers that quickly assess threats.

Security Operations Center: Trained to understand clinical operations, pediatric risk and escalation thresholds. Single hub monitors alarms, cameras and communications allowing leadership to make informed decisions during incidents.

Local Law Enforcement Partnership: Great working relationship with local, federal and state law enforcement. Establishing communication channels, shared protocols and direct contacts.

Unified Security Platform: Integrated video, access control, intrusion, duress, and mass communication into a single command layer workflow automation (e.g., a duress button triggers camera presets, locks nearby doors, and alerts clinical leads).

Smart Lighting and Power

Resilience: Deploy uniform, glarecontrolled LED lighting with battery backup along perimeter, paths, and entries; include generator-backed circuits for cameras, card readers, intercoms, and wayfinding beacons.

Program Pillars

Pillar 5

Embedding SECURITY STANDARDS INTO EVERY BUILD

Designing environments where security and safety are built in from day one

Layered Entry Experience: Public entries follow a ‘welcome – verify –direct” sequence (canopy, vestibule, check-in, clear signage), with line of sight to security staff and camera views.

Façade Hardening: Use laminated glazing, reinforced frames, and blastaware detailing for critical areas Redundant Egress and Shelter in Place: Design dual egress paths from all public areas; identify shelter-inplace rooms on each floor with visible signage (silver dot), and lockable doors.

Pillar 6 Strengthening GOVERNANCE to Stay Ahead of Emerging Risks

Element Title Here

Building a proactive, policy and procedural‑driven foundation for campus security.

Risk-Responsive

Governance: Policies will be reviewed annually against updated risk assessments, regulatory changes, and threat intelligence to ensure relevance and compliance.

Stakeholder Engagement: Include clinical leadership, facilities, and emergency management in policy updates to maintain alignment with patient care priorities.

Continuous Modernization: Embed technology-driven practices (video analytics, automation, integrated platforms) into SOPs and or policies for access control, surveillance, and emergency response.