Defining Securitys Role

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Defining Securitys Role
Chapter 3
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Private Security

• Those self-employed individuals and privately
  funded business entities and organizations
  providing security-related services to specific
  clientele for a fee, for the individual or entity
  that retains or employs them, or for themselves,
  in order to protect their persons, private
  property, or interests from varied hazards.

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Protection of Life and Property
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Security Functions

• Building and perimeter protection, by means of
  barriers, fences, walls, and gates protected
  openings lighting and surveillance (guards)
• Intrusion and access control, by means of door
  and window security, locks and keys, security
  containers (files, safes, and vaults), visitor
  and employee identification programs, package
  controls, parking security and traffic controls,
  inspections, and guard posts and patrols
• Alarm and surveillance systems

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Security Functions (Cont.)

• Fire prevention and control, including evacuation
  and fire response programs, extinguishing
  systems, and alarm systems
• Emergency and disaster planning
• Protection of intellectual property/data
• Prevention of theft and pilferage by means of
  personnel screening, background investigations,
  procedural controls, and polygraph and PSE
  (psychological stress evaluator) investigations
• Accident prevention and safety
• Enforcement of crime- or loss-related rules,
  regulations, and policies

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Security Services

• Employed more than 1.1 million officers in 2000
• Approximately 107,000 companies doing an
  estimated 51 billion in business
• Primary Services
• Guard Services
• Patrols
• Consulting Services
• Investigative Services
• Alarm Response
• Armored Car Delivery and Courier Services

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Guard Services

• Provides specific services under the direction
  and control of a private employer who wants to
  exercise controls or supervision over the
  companies property or goods or to provide
  additional services that the public police, as a
  practical matter simply cannot provide.

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Guard Services - Today

• Still in demand today despite the growth in the
  use of technology
• People and companies turn to guards because
  psychologically they feel that technology or
  hardware may not be enough

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Guard Services - Future

• Public outrage will eventually force states to
  regulate training and standards
• As the field grows, it will attract
  better-qualified individuals
• There will be a trend to disarm security
  personnel

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Patrol Services

• Offer periodic inspection of various premises by
  one or more patrols operating either on foot or
  in cars.
• May be external or internal in nature, or both.
• May offer cost savings from fixed post
• Alternative to Police Response (use of resources)

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Consulting Services

• Experts who sell their expertise in the form of
  making appropriate recommendations.
• Objectivity
• May carry more influence
• Knowledgeable of current industry standards
  (benchmarking)

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Investigative Services

• Includes internal and external investigations to
  protect company personnel and assets.

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Alarm Response Services

• Intrusion signals are electronically detected and
  communicated to a central alarm station.
• Private or Police response
• Significant Cost Savings
• High false alarms rates

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Armored Delivery Services

• Provide the safe transfer of money, valuables, or
  any other goods the owner may wish to move from
  one location to another.

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Other Services

• Canine
• Bodyguard
• Executive Protection
• Polygraph Examination
• Drug Testing

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Chapter 4

• The Proprietary Security Organization

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Contract Versus Proprietary Services

• Proprietary security operations
• those that are in-house or controlled entirely
  by the company establishing security for its
  operations
• Contract security services
• those operations provided by a professional
  security company which contracts its services to
  a company

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Early Research Suggests

• More rapid growth in contract security services
  than in proprietary security
• The Prediction
• The trend would be toward increased use of
  contract employees, products, and services,
  causing the employee numbers in the contract area
  to double by the year 2000
• The Reality
• Several of the largest firms adopted contract
  security services to replace their proprietary
  systems
• However, the change has not been a clear
  departure from company control to contract

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The Debate

• Contract vs. Proprietary
• Advantages of Contract Services
• Cost - contract guards are less expensive than is
  a proprietary unit
• Administration - hiring contract guards solves
  the administrative problems of scheduling and
  substituting manpower when someone is sick or
  terminates employment
• Staffing - in-house forces rarely have the
  flexibility in laying staffing
• Unions - guards are not likely to go out on
  strike, are less apt to sympathize with or
  support striking employees
• Impartiality - more consistently impartial
  performance of duty
• Expertise a different view from a competitive
  supplier trying to create goodwill with a client
  can always be illuminating

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The Debate (Cont.)

• Contract vs. Proprietary
• Advantages of Proprietary Guards
• Quality of Personnel - employees have been more
  carefully screened and show a lower rate of
  turnover
• Control - managers feel that they have a much
  greater degree of control over personnel when
  they are directly on the firms payroll
• Loyalty - In-house guards are reported to develop
  a keener sense of loyalty
• Prestige - Many managers simply prefer to have
  their own people on the job

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Deciding on a Contract Security Firm

• A variety of issues must be considered when a
  company or organization decides to hire a
  contract security firm

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Scope Of Work

• Locations
• Hours of coverage
• Patrol checkpoints
• Duties

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Standards

• General appearance
• Age
• Licenses needed
• Physical condition
• Educational levels
• Reporting skills
• Background
• Language ability are certainly worth listing

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Guard Services Training Procedures

• Patrol techniques
• First aid
• Liability and powers
• Fire fighting
• Public relations
• Report writing

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Supervision Of The Contract

• Understand the entire chain of command in the
  guard company
• Supervisors should maintain regular contact with
  guards and make random checks on all shifts and
  workdays
• You can outsource the job, but you cannot
  outsource the responsibility!

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Wages

• Quality of personnel is often directly related to
  the wage level
• If you pay peanuts, you get monkeys
• Minimum wage to be paid to security employees
• 16,224 (7.80/hour) to 23,774(11.43/hour)
• Turnover rate of some guard services is 200
  percent annually, fringe benefits become very
  important in retaining quality personnel

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Evaluations

• The guard agencys understanding of the
  psychological factors that influence securitys
  effect on business and industrial environments
  and the firms ability to incorporate these
  tactical measures into its services
• The agencys understanding of the essential
  difference between security and law enforcement
• The agencys ability to apply creative solutions
  to security problems
• The agencys ability to involve all of the client
  firms employees in a positive effort supporting
  the overall security program
• The agencys willingness and ability to be
  flexible and modify tactical approaches to meet
  changing needs

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Hybrid Systems

• A good hybrid security operation consists of four
  components
• An engaged corporate liaison
• Consistent contract management support
• Periodic reviews
• Accurate quality measurements

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Engaged Liaison

• Someone who already knows and understands the
  basics of loss prevention/security
• Company should not assume that the contract
  security firm would run itself
• Liaison should monitor, but not micromanage, the
  security contract

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Support

• Contractor is obligated to provide a responsive
  and interested manager
• Manager must be able to
• juggle personnel
• provide adequate training
• satisfy customers
• still return a profit for the guard company

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Reviews

• Periodic review is essential
• Officers assigned to the contract should continue
  to meet the expectations set forth in the
  contract
• Company should periodically audit the
  contractors records for compliance

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Measurement

• Attainable and realistic activities should be
  expected
• Contractor should make sure that officers know
  these expectations and comply

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Private Security and Public Law Enforcement

• Vast majority of private security personnel have
  no police powers
• Power of arrest
• Contact between public and private agencies
• Lack of mutual respect
• Lack of communication
• Lack of law enforcement knowledge of private
  security
• Perceived competition
• Lack of standards for private security personnel

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Police Powers

• Jurisdictional conflict, especially when private
  problems (that is, corporate theft, arson) are
  involved
• Confusion of identity and the issues flowing from
  it such as arming and training of private police
• Mutual image and communications problems
• Provision of services in borderline or
  overlapping areas of responsibility and interest
  (that is, provision of security during strikes,
  traffic control, shared use of municipal and
  private firefighting personnel)

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Police Powers Cont.

• Moonlighting policies for public police and
  issues stemming from these policies
• Difference in legal powers, which can lead to
  concerns about abuse of power, and so on (that
  is, police officers working off duty may now be
  private citizens subject to rules of citizens
  arrest)
• False alarm rates (police resent responding to
  false alarms), which in some communities are over
  90 percent

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Source of Conflict

• Public police have often accused the private
  sector of
• Mishandling cases
• Breaking the law to make cases
• Being poorly trained
• Generally being composed of those who could not
  meet the standards for police officers
• The private security sector often views the
  public sector as
• Being self-centered
• Arrogant

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Road to Improving Relations

• Recommendations
• Upgrading private security. State-wide regulatory
  statutes are needed for background checks,
  training, codes of ethics, and licensing.
• Increasing police knowledge of private security.
• Expanding interaction. Joint task forces are
  needed, and both groups should share
  investigative information and specialized
  equipment.

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The Proprietary Security Organization

• Determine the Need
• Champion asset protection
• Identify risk for the company
• Develop programs to manage risk
• Provide business solutions to security problems
• Quantify results to the bottom line
• Must be an asset to the company, provide value
• Upper Management Support

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The Proprietary Security Organization

• Must have adequate funding
• Start up costs include
• Equipment (Examples?)
• Recruitment
• Training
• Continuing cost

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The Proprietary Security Organization

• Why emphasize quality?
• Guard is frequently first contact with visitors,
  vendors, customers and employees. Perception
  Reality
• Guard represents entire security department
  and/or company.
• Good patrols can be the eyes and ears of the
  security organization.

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Relation to Other Departments

• Every effort should be made to incorporate
  security into the organizational functions
• Management creates a new function that, cuts
  across departmental lines and enters into every
  activity of the company

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Compatibility

• The management of the security function and its
  goals must be compatible with the aims of the
  organization
• Security must provide for continued protection of
  the organization without significant interference
  with its essential activities
• Must preserve the atmosphere in which the
  companys activities are carried on by developing
  systems that will protect those activities in
  much their existing condition

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Relationship

• The relationship between security and other
  departments should present no difficulty
• The interface serves to solve potentially
  disruptive or damaging problems shared by both
  functions
• The companys goals are achieved by the
  elimination of all problems
• Conflicts will be minimized where securitys
  authority is clearly defined and understood

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The CSOs Role

• Security encompasses four basic activities with
  varying degrees of emphasis
• Managerial
• Administrative
• Preventive
• Investigative

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Managerial

• Planning
• Organizing
• Employing
• Leading
• Supervising
• Innovating

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Administrative

• Budget and fiscal supervision
• Office administration
• Establishment of policies governing security
  matters
• Development of systems and procedures
• Development of training programs for security
  personnel and security education of all other
  employees
• Provision of communication
• Liaison between departments in security-related
  matters

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Preventive

• Supervision
• Guards
• Patrols
• Fire
• safety personnel
• Inspection of restricted areas
• Regular audits
• Performance
• Appearance
• Understanding
• competence of security personnel
• Control of traffic

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Preventive (Cont.)

• Condition of all security equipment

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Investigative

• Security clearances
• Investigation of all losses or violations of
  company regulations
• Inspections
• Audits
• Liaison with public police and fire agencies
• Classified documents
• Fraud or forensic investigation involving law
  enforcement and outside specialists

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The Proprietary Security Organization Leadership
and the Security Manager

• What is leadership?
• What skills are necessary?

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The Proprietary Security OrganizationPosts and
Patrols

• Fixed Post Gate houses, building lobbies, or
  any other sensitive or dangerous location
• Patrol Duty Touring a designated area by foot,
  vehicle, or other means
• Roving Guard Generally provides relief, added
  security during peak times (shift changes, etc)

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The Proprietary Security Organization Duties of
Security Personnel

• Protect buildings and grounds
• Enforce rules and regulations
• Direct traffic (foot or vehicular)
• Report incidents

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Cost

• Crime rates currently cost businesses
  approximately 114 billion annually
• All of these losses come off the net profit
• There are companies that generate millions of
  dollars in gross sales that have filed for
  bankruptcy

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Non-integrated Structures

• Many firms continue to relegate this operation to
  a reporting activity of some totally unrelated
  department
• Security was traditionally attached to the
  financial function of the organization
• Financial control was usually the most urgent
  need in a company otherwise unprepared to provide
  internal security

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Duties of Security Personnel

• They protect the buildings and grounds to which
  they are assigned, including the contents,
  occupants, and visitors.
• They suggest and enforce rules and regulations
  governing the facility.
• They direct trafficboth foot and vehicular.
• They maintain order on their posts and help
  people who require assistance or information.
• They develop and familiarize themselves with all
  special and general orders and carry them out to
  the letter.

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Duties of Security Personnel (Cont.)

• They develop, supervise and enforce applicable
  systems of identifying personnel and vehicles,
  conduct package and vehicle inspections, and
  apprehend people entering or leaving the facility
  without the required authorization.
• They develop and conduct periodic prescribed
  inspections of all areas at designated times to
  ascertain their security and safety.
• They act for management in maintaining order and
  report any incidents that disrupt such order
• They protect intellectual property by working
  with IT professionals

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Duties of Security Personnel (Cont.)

• They investigate and report incidents of
  employees engaged in horseplay, loitering, or
  violation of clearly stated policies.
• They determine, monitor and instantly sound the
  alarm and respond to intrusions and fires.
• They log and turn in lost or unclaimed property.
  In the event that any property is reported
  stolen, they check the recovered property log
  before proceeding in the matter.
• They make full reports to supervisors on all
  unusual circumstances.
• They coordinate emergency planning with police
  and other first responders

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Posts and Patrols

• Making good use of surveillance technology,
  cameras have not in most cases completely
  replaced personnel
• Fixed posts
• Gate houses
• Building lobbies
• Any particularly sensitive or dangerous location
• Patrol duty
• Walking or riding a given route to observe the
  condition of the facility
• Reserves
• People standing by in the event that assistance
  is needed

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Patrol Personnel

• Security personnel tour guidelines
• Make sure that the area is secure from intrusion
  and that all gates and other entrances are closed
  and locked as prescribed. In interior spaces,
  check to see that all doors, windows, skylights,
  and vents are locked and secure against intrusion
  as well as possible damage from the weather as
  prescribed.
• Turn off lights, fans, heaters, and other
  electrical equipment when their operation is not
  indicated.
• Check for unusual conditions, including
  accumulation of trash or refuse, blocking of fire
  exits, and lack of access to firefighting
  equipment. Any such conditions, if not
  immediately correctable, must be reported
  immediately.

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Tours (Cont.)

• Check for unusual sounds, and investigate their
  source. Such sounds might indicate an attempted
  entry, the movement of unauthorized personnel,
  the malfunctioning of machinery, or any other
  potentially disruptive problem.
• Check any unusual odors and report them
  immediately if the source is not readily
  discovered. Such odors frequently indicate
  leakage or fire.
• Check for damage to doors, tracks, or weight
  guards. In cases where doors have been held open
  by wedges, tiebacks, or other devices, these
  should be removed and their presence reported at
  the end of the tour of duty.

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Tours (Cont.)

• Check for running water in all areas, including
  washrooms.
• Check that all firefighting equipment is in its
  proper place and that access to it is in no way
  obstructed.
• Check whether all processes in the area of the
  patrol are operating as prescribed.
• Check the storage of all highly flammable
  substances, such as gasoline, kerosene, and
  volatile cleaning fluids, to ensure that they are
  properly covered and secured against ignition.

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Tours (Cont.)

• Check for cigar or cigarette butts. Report the
  presence of such butts in no smoking areas.
• Report the discovery of damage or any hazardous
  conditions no matter whether they can be
  corrected.
• Exercise responsible control over watchman and
  fire-alarm keys and keys to those spaces as may
  be issued.
• Report all conditions that are the result of
  violations of security or safety policy. Repeated
  violations of such policies will require
  investigation and correction.

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Implementation of Security

• The image or representation of the security
  function
• Security force must have the implied approval and
  confidence of that organization

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• Q A