If staff have minimal input in policy development, they may show minimal interest in policy implementation. Getting Perspective Although finalizing organizational policy is usually a task reserved for top-level decision-makers, contributing to the development of policy should be an organization-wide activity. While every employee doesn't necessarily need to attend each security policy planning session, top-level administra-tors should include representatives from all job levels and types in the information
gathering phase (just as in the case of brainstorming during risk assessment). Non-administrative staff have an especially unique perspective to share with policy-makers that simply cannot be acquired by any other means. Meeting with staff on a frequent basis to learn about significant issues that affect their work is a big step toward ensuring that there is buy-in at all levels of the organization.
Reviewing security arrangements in other organizations might uncover information that can contribute to more effective policy development. While it makes sense to get as much input from potential users as is possible, it is also essential that voices from outside the organization be heard during the information gathering stages of policy development. Why? Because decision-makers need to be informed of security arrangements that other organizations are making that potentially impact them and the policies they will be developing. If, for example, every school but one in a
district commits to encryption software to protect messages sent over the Internet, the lone school that does not have the encryption key is going to have a very difficult time communicating with its partners. The point is that just as security planning demands coordination internally, it often requires it externally as well--a recommendation that should not be overlooked, especially by those organizations that practice site-based management.
Creating consortia, cooperatives, and other types of associations enables organizations to pool resources and share expenses as they endeavor to devise and implement security strategies. What to Include An organization's risk assessment, and not this document or any other source, informs policy-makers of their system's specific security needs. But regardless of those findings, the following general questions should be addressed clearly and concisely in any security policy:9
Writing with Proper Tone Policy should be written in a way that makes sense to its intended audience. After all, guidelines that aren't implemented foreshadow objectives that won't be met. Tips for reader-friendly policy include:10
Rewrite formal policy into a reader-friendly version that is distributed to staff. Another hint for ensuring appropriate tone is to word policy in a way that makes sense to both developers and users before giving the draft to legal counsel. The purpose for this is to keep clear and meaningful points from being transformed into incomprehensible legal jargon. If the official policy does eventually get transformed into something particularly formal, consider rewriting a distributable version designed specifically for reader-friendliness. Read Chapters 5-9 for specific security guidelines to support your policies. From the Board Room to the Break Room: Implementing Security Policy This document presents a great deal of information for policy-makers to consider. The role of an effective administrator, however, is to absorb these recommendations as appropriate and distill the results into a meaningful and manageable set of employee regulations that fit his or her organization. These rules
then serve as the mechanisms for operationalizing policy goals and objectives throughout the workplace. Although it might be tempting (and certainly possible) to create an exhaustive inventory of "do's and don'ts," formulating a short list of sensible rules that can realistically be implemented is undoubtedly a better strategy. Policies that are neither implementable nor enforceable are useless--ten security regulations that are implemented are more effective than 110 that are ignored. How can policy implementation be made realistic? Aside from keeping regulations clear, concise, and understandable, endeavor to make them as easy as possible for staff to fulfill. Remember, the goal is not to tell staff "how it is" as much as to get everyone to join in the effort. By keeping things as simple as possible, employee participation becomes a realistic aspiration. Specific actions that increase the likelihood of your policies actually being realized in the work environment include:
Expecting every employee to become a security expert is wholly unrealistic. Instead, break down recommended security practices into manageable pieces that are tailored to meet individual job duties. A single, short and well-focused message each week will be better received than a monthly volume of information that is overly ambitious. Without proof that an employee agreed to abide by security regulations, the sometimes necessary tasks of reprimand-ing, dismissing, or even prosecuting security violators can be difficult to pursue. If your institution has several types of work environments or levels of users, consider writing separate security regulations, all of which support broader policy, for each user group. Each policy can then be tailored to the specific needs of the particular environment or user type. To increase involvement and acceptance, have staff contribute to the development of their own policy guidelines and procedures. For completeness and consistency across the institution, each user group may require the services of an expert security coordinator while developing its own subset of guidelines. Personnel Issues One aim of successful security policy is that it should limit the need for trust in the system. While this may seem like a terribly cynical philosophy, it actually serves to protect both the organization's
employees and the organization itself. But before the benefits of security can be realized, staff must be properly informed of their roles, responsibilities, and organizational expectations.
Outside organizations should be expected to guarantee (via binding agreements) that they and their employees will use and secure shared information appropriately. A Special Note on Outsiders Outsiders (e.g., repair technicians, consultants, and temporary help) and outside organizations (e.g., other departments, other educational institutions, and contractors) with access to your system should also sign agreements that require them to respect and maintain the confidentiality of your information. But be careful not to share more about your security operation with outsiders than is necessary. Even apparently harmless warnings about what to expect of your defenses can give a skilled intruder an edge in tampering with your system. Instead, limit security briefings to those levels required to (1) keep them from breaching your defenses, (2) impress upon them that you are serious about protecting your system assets, and (3) ensure that they handle your assets in a secure manner. Having said this, sharing
general news with the public--parents, local organizations, business partners, and lawmakers to name few--about your organization's commitment to securing confidential information can instill a feeling of confidence throughout your organization and community. Closing Thoughts on Policy The incredible pace of technological innovations requires that all security policies be reviewed on a frequent basis. How frequently? That depends on your organization's needs and technological savvy. Generally speaking, however, each new technological change has the potential to necessitate a corresponding policy
change--so it is a good rule to review all organizational policies (security or otherwise) annually at a minimum. Policy Development and Implementation Checklist While it may be tempting to refer to the following checklist as your security plan, to do so would limit the effectiveness of the recommendations. They are most useful when initiated as part of a larger plan to develop and implement security policy throughout an organization. Other chapters in this document
also address ways to customize policy to your organization's specific needs--a concept that should not be ignored if you want to maximize the effectiveness of any given guideline. Security Checklist for Chapter 3 The brevity of a checklist can be helpful, but it in no way makes up for the detail of the text.
What is the role of management in information security?Information security managers play a necessary, pivotal role in the IT and information security departments of the organizations they serve. They operate as the brains of the organization's IT and information security teams and manage the overall operations and direction of their departments.
What are the top management's responsibilities in the implementation of security programs?Top management's involvement with the information security program includes ensuring that the intended outcomes of the information security program are achieved, which could include the following: Alignment with business strategy to meet the organization's strategic objectives.
What does a senior security manager do?Senior security managers are in charge of managing the day-to-day operations of their organization's security department. They oversee all aspects of their team's work, including training, scheduling, performance reviews, and more.
Which is a senior member of the management team responsible for information security in many organizations?CIO. The Chief Information Officer (CIO) as an executive level member of an organizational leadership group and the senior leader for IT is the typical place where you would find CISO, the security organization, and the SOC.
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