CPP Study Course

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CPP Study Course

• Protection of Assets Manual Guard Operations
• Presented By
• Mike Webster, CPP
• President, CEO
• Secure Concepts International

2
Presentation Overview

• THE GUARD OPERATION
• Historical Review
• General Information
• Scheduling
• Post Orders
• Guard Reports
• Selecting/Administering Contract Services
• Improving Job Performance
• Special Situations

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Historical Review

• Security originally known as Plant Protection.
• Watchman were poorly paid - often limited duty-
  performed poorly.
• Responsibilities expanded in World War II -
  caliber of personnel improved.
• Guards only one element of protection plan.
• High/Increasing cost - 30,000/yr/guard

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Public Relations

• Guard is frequently first contact with visitors,
  vendors, customers and employees.
• Guard represents entire security department
  and/or company.
• Guards must be firm on security policy, rules and
  regulations, but be fair and understanding.
• If an employee is uncooperative with a guard, who
  is performing his/her duty, supervisors should
  provide backing and support the guard.

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Basic Functions

• The number of guards required for a facility
  depends on three factors the number of
  pedestrian, automobile, truck and railroad gates
  and the hours they are open the number of
  patrols necessary to protect the buildings and
  grounds requiring policing and the amount of
  special assignments.
• BASIC FUNCTIONS
• Control
• Patrol
• Escort
• Inspection
• Special Assignments

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Basic Functions - Control

• Access Control - Movement of personnel and
  vehicles through entry control points.
• Property Control - Movement of company property
  in and out of controlled areas and facilities.

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Basic Functions - Patrol

• Good patrols can be the eyes and ears of the
  security organization.
• A Guard s primary responsibilities are always to
  observe and report.
• Patrols are often used to gather and report
  information.
• Normally either vehicle or foot patrols.
  However, video tours or patrols are becoming more
  common.

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Basic Functions - Escort

• Guards may be required to escort visitors,
  customers, individuals carrying large sums of
  money or classified property, or those with
  disabilities.
• Using guards to escort visitors and customers
  should be avoided. This responsibility belongs
  with the person being visited.

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Basic Functions - Inspection / Special Assignment

• Guards often used to inspect for fire hazards,
  unlocked doors, safes, windows, and other
  security concerns.
• Special assignments may be delegated because the
  guards may be the only personnel available.
  CAUTION! It is common to find guards serving as
  the company gofers.

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Qualifications

• The essential job qualifications for a guard
  include the following
• Character - Honesty, Courage, Alertness,
  Discipline, and Loyalty.
• Attitude - Courtesy, Restraint, and Interest.
• Appearance - A significant factor.
• Deportment - Professional Behavior (Poor
  behavior/deportment would include smoking,
  alcohol, drugs, horseplay, practical jokes,
  fraternizing, lounging or slouching, and hands in
  pockets)
• (Education, experience, training,
  certifications, criminal history, psychological
  suitability, etc.)

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Education

• The RAND Report-1972 and the Report of the Task
  Force on Private Security-1976 criticized the
  then level of education and overall competency
  of persons employed as guards. Since this time
  the education and competence of security guards
  has been continually improving.
• Why?
• Most states have minimum education training
  requirements for licensing or registration of
  guards.
• Guard wages and benefits have been steadily
  increasing due to significant competition for the
  most qualified candidates.
• Greater liability exposure - Insurance company
  involvement.

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Firearms

• At one time 50 of guards employed in the U.S.
  were armed.
• Number of armed officers decreased in the 1970s
  due to state legislation requiring minimum
  qualification training requirements for
  licensing.
• Whether or not to arm guards is increasingly
  controversial.
• Arguments often over liability exposure for
  wrongful shooting and/or limited training
  qualifications of guards.
• Argument should mostly be based on a thorough
  risk assessment to determine if there is a
  quantified risk/threat that may require armed
  officers as a specific countermeasure.
• POA states as a general rule - not to arm guards.

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In-House vs. Contract Guards

• Contract
• 1980 - 54 contract, 1985 - 59, 1995 - 70.
• Contract guard services normally less costly
  because of volume purchase power and industry
  competitiveness.
• Contract guard services generally have more
  resources for additional staffing and special
  assignments.
• Contract Guard Cost
• Direct Labor 70
• General Administrative 20
• Gross Profit 10
• Cost of Services to Client 100

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In-House vs. Contract Guards

• In-House
• Normally higher quality people.
• Less turnover 25 per year / Contract 200-500
  per year
• Easier recruiting - Company can provide better
  benefits and perks and a better image.
• Better dedication/loyalty to company interests
  and concerns.
• Compare apples to apples on costs.

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The Guard as a Peace Officer

• Typically only allowed at airports, large
  hospitals, detention facilities, etc.
• Peace officer status is 24 hours a day, creating
  off-site liability for some organizations.
• Some police chiefs have the ability to mobilize
  all local peace officers, including deputized
  guards, leaving an organization without
  protection.
• Reasons for peace officer status are often
  personal.

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Arrests

• Guards may only make citizens arrests in most
  states.
• Citizens Arrest
• Most States - When a crime is committed in
  his/her presence
• Some States - When the person being arrested
  committed a felony, although not in the guards
  presence.
• Peace officers may arrest for any crime
  committed, whether in their presence or not.
• Most states have use of force laws.
• Minimum amount of force necessary
• Deadly force only as a last resort and when the
  actor presents a life threatening risk or a risk
  of serious bodily injury.

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Scheduling

• Expenditures for private security exceed law
  enforcement by 70 (64 billion versus 35
  billion)
• Private security employs 2 1/2 times more people
  than public law enforcement (1.6 million versus
  625,000)
• The largest portion of the private security cost
  is in the guard force, which means that as labor
  costs continue to rise, so will the overall cost
  of private security.
• As a result, guard force costs will likely
  continue to be the most closely scrutinized
  security cost by senior management.
• Proper scheduling can have a significant positive
  impact on the overall cost of a guard force.

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Scheduling

• Proper scheduling will take into consideration
  the following factors
• Determining required number of guard posts
• Whether posts require human beings
• Training and competency required
• Determination of post hours
• Scheduling to provide flexible resources
• Scheduling in vacation, sick time, other absences
• Scheduling to minimize overtime
• Avoiding split days off
• Avoiding quick turn-arounds
• Computer programs can now make scheduling easier.

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Post Orders

• Every potential scenario cannot be set forth in
  post orders.
• Post orders are required to avoid inaccurate oral
  communications.
• Post orders should be brief and only deal with
  one subject.
• Post orders should be written in basic language.
  Reading time is directly related to reading
  comprehension.
• Rudolph Flesch system measure words per sentence
  and syllables per 100 words. (Easy 5/160 - Hard
  35/197)
• Keep post orders and instructions current!

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Guard Reports

• Guard reports represent the observing and
  reporting functions.
• Properly completed guard reports can be an
  invaluable tool for the asset protection manager.
• Guard reports are commonly misused -
• Commonly used to monitor, control and evaluate
  guards.
• Should be used to develop a database of security
  information.
• The security function in any organization
  competes with other functions for funding and
  approval, yet is the most difficult to quantify
  because of its intangible nature.
• A sound reporting and data collection process can
  be invaluable in showing tangible security
  results and winning budget battles.

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Selecting and Administering the Contract Security
Service

• Types of Contract Security Services
• Public Security - People and events with
  unrestricted access (shopping malls, parks, etc.)
• Semi-Public Security - Public places or events
  with some access restrictions (hospitals,
  sporting events, apartment complexes, etc.)
• Private Security - Area or facility where entry
  is limited to certain people (manufacturing
  plants, corporate offices, residences, etc.)

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Selecting and Administering the Contract Security
Service

• Evaluating a Contract Security Agency
• Determining needs - Define the scope of work,
  identify posts and duties, determine contract
  hours required, determine supervision required.
• Statement of Work - A statement of work should be
  prepared describing the nature of the security
  tasks to be performed.
• General and Special Orders - A client company
  should not depend on a contract agency to develop
  its general and special orders. General and
  special orders will define the standards of
  performance required from contract officers.

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Selecting and Administering the Contract Security
Service

• Evaluating a Contract Security Agency
• The Security Agreement - Can be termed a
  contract, security agreement, purchase
  order, or specification. Shall include topics
  such as
• Statement of Work
• General Special Orders
• Liability Insurance Requirements
• Physical Standards for Guards
• Orientation Pre-placement training requirements
• Pre-requisite Qualifications for Guards
• Type and scope of supervision
• Scheduling Equipment
• Compensation Adjustments to Compensation
• Supplemental Service Requirements
• Payment and Period of Performance

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Selecting and Administering the Contract Security
Service

• Evaluating a Contract Security Agency
• The Bidders Conference - Client companies should
  pre-qualifiy contract bidding agencies. During
  the conference the statement of work, the general
  and special orders, and the security agreement
  should be discussed. The conference should
  include a walking tour and a question and answer
  period.
• Evaluating the Bids -
• Compare Apples to Apples
• Use a weighted matrix
• Call references
• Develop unprovided references

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Selecting and Administering the Contract Security
Service

• Evaluating a Contract Security Agency
• Awarding the Contract - Client should commence
  formal negotiations with the selected vendor to
  ensure that all terms and conditions of the
  agreement are understood and are represented in
  the contractors bid.
• Administration of the Contract - POA states this
  part is a relatively simple matter - wrong!
• Start-Up is critical
• On site supervisory visits
• Regularly scheduled management meetings
• Annual Review

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Improving Job Performance of the Uniformed
Security Officer

• Behavioral Theorists
• Douglas McGregor
• Abraham H. Maslow
• Frederick Herzberg
• Chris Argyris
• Warren G. Bennis
• Maslows Hierarchy of Needs
• Psychological - (Survival)
• Safety Security - (Economic/Health)
• Social or Affiliation - (To be liked or accepted)
• Ego - (Knowledge, Independence, Achievement)
• Self-Actualization - (Inner urge to achieve
  potential)
• Hire better guards

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Special Situations

• POA chose these 4 situations because of
• They present potential for serious injury
• The legal liability is potentially large and
• Organization rated on guard performance
• 1. Issuance and use of weapons
• 2. Relations with the news media
• 3. The handling of disturbed persons and
• 4. Significant Misconduct

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CPP Study Course

• Guard Operations
• Presented By
• Mike Webster, CPP
• President, CEO
• Secure Concepts International
• QUESTIONS ANSWERS