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TRAINING THE SECURITY OFFICER
4.9 Training Strategies

4.9 TRAINING STRATEGIES

Security managers can use a number of strategies to make their training programs more
cost-effective. Examples of strategies that have been used successfully include the following:
off-duty training, tuition reimbursement, recognition programs, integrated training, videos,
selling security services, supervisory training, internships, previous experience, officer selec-
tion, job rotation, and professional memberships.

4.9.1 OFF-DUTY TRAINING

Voluntary training during off-duty hours has significant potential for both individual and
organizational development. Learners are motivated by the opportunity to learn new topics,
thereby increasing their capabilities. Mandated training classes may not be as inspiring to
the learner, since the sole purpose of the training is to meet a requirement such as
recertification of first aid or cardiopulmonary resuscitation (CPR) skills. They may be seen as
repetitious if they cover material that the employee has mastered previously (Della, 2004).
Voluntary training sessions, on the other hand, can enhance individual competencies so that
highly motivated members of the workforce have a chance to excel. A secondary result sets
the stage for positive peer group pressure when other employees see the benefits gained by
other employees through the off-duty training.

Managers, then, should seriously consider some type of voluntary training arrangement such
as Saturday seminars on such topics as executive protection, counterterrorism, and multiple-
assailant defenses. Providing lunch and a certificate for attending creates interest and under-
scores the importance of professional knowledge while eliminating overtime pay. Instructor
fees can be reduced or waived for such courses by partnering with the growing number of
protective service programs at U.S. high schools, for example. These programs can provide a
network of instructors who may be willing to teach a Saturday class in exchange for a
company guest lecturer, job shadowing opportunities for students, or facility tours for
classes.

4.9.2 TUITION REIMBURSEMENT

Training for such programs as the emergency medical technician specialty, state-certified
firearms qualification, and the Certified Protection Officer program can be paid for through
the tuition reimbursement budget instead of with security department training dollars.
Paying for the tuition is a small cost for the substantial professional growth afforded to an
employee. As long as the person is being trained at regular pay and not being replaced with
an overtime employee, the major cost associated with training is avoided. These career
milestones can be used as criteria for promotion to supervisor.

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TRAINING THE SECURITY OFFICER
4.9 Training Strategies

4.9.3 RECOGNITION PROGRAMS

The role of security officers in an organization can be reinforced through reward and
recognition programs. As a result, these programs must be carefully thought out so that the
correct image of the security organization is projected. Whether the security department
wishes to project a customer service, enforcement, or emergency response role can be
structured into the program.

For example, adding a patch to a security officer’s uniform recognizes that he or she has
completed advanced first aid training. A Certified Protection Officer (CPO) pin may be worn
by an officer who has attained that designation. Plaques with the officer’s pictures and
achievements (CPO, IAHSS Basic, CSSM, etc.) can be placed in prominent areas. Certificates
or plaques may also be placed online in an area where people will see them and recognize
the officer’s achievement. Additional recognition can be provided via the company
newsletter, dinners, or luncheons held for officers attaining training milestones. Horizontal
promotions or “promotion-in-place” programs, where the employee stays at the same job
level but receives a salary increase, rank or job title modification, or change in job duties, are
other ways to reward advancement. An added benefit can be the creation of specializations
within the security department. Safety specialists, investigators, crime prevention coordin-
ators, and field training officers are all needed by various managers to work on specific
projects. Such programs recognize officer achievement, provide something for the officers to
strive for, and structure career development.

Bonuses, a one-time reward, help to control wage costs and reinforce desired behavior.
Providing a bonus to officers who complete advanced first aid training, attain the CPO
designation, become certified to carry weapons, or complete the IFPO’s Security Supervision
and Management Program can create another tier of professional expertise within the
security force. So, too, can the IAHSS Supervisor Program for health care organizations.

4.9.4 INTEGRATED TRAINING

Integrating security officers into the training given by the parent company or client organiza-
tion can provide them with courses in customer service, communication, writing, and a host
of other opportunities on the menu of corporate training departments. Placing security
officers in these classes is also a cost-effective way to tap into the mass of computer-assisted
instruction that corporate and government organizations often provide to their employees.

Integrated training also assists in protection officer socialization. When security personnel
are in training with employees from other parts of the organization, they become exposed to
a wider range of perspectives. This integration can help keep the security organization
focused on the services it needs to deliver—and on how to deliver them effectively.

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4.9 Training Strategies

An added benefit is that the closeness of such an arrangement helps to generate trust.
Furthermore, parent company or client organization training for security officers also aids in
maintaining a high profile for the protection department, and employees gain a greater
awareness of security. Employees who witness something out of the ordinary are more apt to
confide in security personnel whom they know personally. This example of community
policing helps officers as they perform their investigative and intelligence-gathering roles.

4.9.5 VIDEO COLLABORATIONS

Many organizations have the capability to make video productions. If the time needed to
produce them can be factored into the training schedule, custom videos can be used
effectively in security force training. Kapinos (1984) discusses an example where a college’s
drama department acted out scenarios for security officer training, which were videotaped
by the media department. As an added benefit, the videotapes were previewed by college
administrators who became better educated on what kinds of situations security officers
faced. They were surprised at the difficulty of the officers’ jobs, and a subtle change in
management’s perception and interaction with the security department was noted.
Collaborations with law enforcement, fire departments, and other crisis management
partners may offer similar benefits.

The sharing of video production resources is but one example of how the capabilities of a
parent company or client can be used to mutual benefit. Printing facilities, information
technology resources, and office space may also be shared in some instances. Creativity in
resource sharing cuts costs.

4.9.6 SELLING SECURITY SERVICES

Training equipment is expensive, and finding ways to share costs with others makes good
sense. To that end, some security departments have established business relationships with
other entities and have provided their security training. The departments then use the
proceeds to fund in-house instructional efforts. As another example, York College of
Pennsylvania has offered short seminars on topics such as report writing and has saved seats
for its own protection staff. Also, some contract security providers have set up corporate
training institutes that provide instruction to clients as well as to their own personnel.
Liability concerns must be addressed with certain types of training, however, and contract
service providers will want to ensure that they are not simply training their competition.

4.9.7 SUPERVISORY TRAINING

Training security officers in supervisory topics reinforces their role as management
representatives. While not supervisors per se, protection officers must take leadership roles
during routine duties and emergencies. Employers that recognize this role of protection
officers wisely train them to perform as adjunct members of the management team.

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4.9 Training Strategies

4.9.8 INTERNSHIPS

Internships expose students to both line-officer and managerial functions. Interns can also
help recruit officers from among their college friends. From a training perspective, interns
can be used to conduct research for developing specific instruction. Innovative security
managers explore other ways to integrate interns into training efforts.

Organizations that provide internship opportunities often use them as a recruitment tool.
The opportunity to employ a college-educated officer who is trained and familiar with the
work environment is a positive outcome. This opportunity will likely increase as colleges
emphasizing internships more than ever before.

Internships can also attract older workers who are changing careers. Internships at the post-
secondary level should have a management focus.

If recruitment of entry-level protection officers is the objective, employers may wish to use
externships provided by protective services programs at many secondary schools. These
experiences are shorter than internships and consist of having a student shadow a
professional for a day or so.

Internships must be viewed as a means of mentoring and educating neophytes in the work
environment. They help the newcomer understand the operations of the sponsoring
employer.

4.9.9 FORMAL AND INFORMAL TRAINING EFFORTS

Two interesting developments in police training occurred in the early 1900s in Cleveland,
Ohio. The Cleveland Police Department Forum Club, formed in 1910 by the officers
themselves, began meeting to discuss police issues, the law, and the new field of sociology.
Then, in 1914, the Cleveland Police Department began organizing lectures by judges, the
mayor, and other officials so that officers could broaden their knowledge of criminal justice
(Wadman & Allison, 2004).

Such initiatives have been replicated today by groups of security officers with common
employers or geographic connections who wish to form professional alliances. The online
Security Professionals Site (www.securityprofessionalssite.com) and the International
Foundation for Protection Officers are current initiatives that bring line security officers
together to exchange information. According to the theory of social control, these informal
controls are more effective because they last longer.

In the same way, contemporary security managers often organize guest lectures by experts in
various fields. Speakers can be police experts discussing suicide bombers, hostage incidents,

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4.9 Training Strategies

or how to testify effectively. Attorneys can lecture on legal issues, and college professors may
provide insight on interpersonal communications and group behavior. Regular lectures of
this sort can be part of monthly training meetings.

Contract security firms have stepped into the training arena as well. In 1954, for example, the
Wackenhut Corporation was founded and its management soon established the Wackenhut
Institute. This became the G4S North American Training Institute, which provides security
training programs for internal company personnel and external proprietary security forces.
College credit can be obtained for some of the Institute’s courses.

The G4S North American Training Institute is an example of one company’s effort to
integrate training as a central corporate function, not a costly necessity. In the process, the
company used internal and external training services to enhance efficiency, generate
revenue, and market company services.

In 1972, the Committee of National Security Companies was formed. Still operating today as
the National Association of Security Companies (NASCO), the organization is involved in
setting standards for the private security industry. Its members are large contract security
service providers.

4.9.10 GOVERNMENT AND PRIVATE STUDIES

In 1972, the Rand Corporation produced Private Police in the United States: Findings and
Recommendations for the U.S. Department of Justice. The so-called Rand Report focused
national attention on the security industry in the United States. The report painted a rather
dismal picture of the security industry, at one point stating that the typical security officer
was an uneducated (possessing a 10th grade education), untrained, aging male who worked
many hours at low wages.

The Rand Report received mixed reviews from the industry. On one hand, it was important
because it added to the limited literature on the field of security and provided data for future
studies. On the other hand, it used a small research sample (Purpura, 2002), a fairly common
criticism of research on security officers since collecting data on the vast, complex, and
largely unregulated ranks of security officers is difficult.

In 1973, standardized security officer training based on real operational needs was initiated
in New Jersey when the Center for Occupational Education at Jersey City State College began
offering a 20-hour hospital security training program. In 1974, the International Association
for Hospital Security endorsed the Jersey City State College program and initiated its own 40-
hour hospital security program. This program was designed to provide security personnel
with greater insight into their specific roles in dealing with security problems. It also was

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4.9 Training Strategies

intended to provide officers with upward mobility in their careers and with national
recognition for having completed a standardized course in hospital security (Wanat, Brown
& Connin, 1977). Subsequently, the hospital security association, known today as the
International Association for Healthcare Security and Safety (IAHSS), added other training
levels for security officers. There is an advanced-level program as well as one for supervisors.
In addition, the IAHSS offers the Certified Healthcare Protection Administrator (CHPA)
credential for senior managers.

In 1976, the U.S. National Advisory Committee on Criminal Justice Standards and Goals
released the Report of the Task Force on Private Security. This report confirmed earlier
research indicating that training for security officers was either minimal or nonexistent. A
survey done for the report in the Philadelphia area revealed that only 18 percent of new
security officers and 23 percent of supervisors received classroom training. Additionally,
approximately 50 percent of respondents did not answer questions on the survey about
training or checked “do not know.”

A comprehensive study published in 1985, Private Security and Police in America—Hallcrest
Report I (Cunningham & Taylor) found that contract security firms had inadequate employee
selection and training standards. Misrepresentation of these standards to clients was a
significant source of discontent.

Also in 1985, a study conducted at York College of Pennsylvania focused on generic security
officer training curricula. A sample of 500 security managers was randomly selected from the
membership of the American Society for Industrial Security (later renamed ASIS
International). The managers were asked to check topics that should be included in security
officer training. The study found that managers did not seem to understand the
developmental progression of training. While report writing received the highest response,
97.7 percent, investigation was only selected by 76.4 percent of the respondents, leading
researchers to wonder how a report could be written without an investigation.

4.9.11 TRAINING GUIDELINES AND STANDARDS

To address deficiencies found in previous studies, individual groups and government
regulators stepped to the fore with recommendations and legislation to address security
officer training. In 1988, for example, the International Foundation for Protection Officers
was formed, in part to provide for the education and certification of protection officers as
well as to develop and maintain training standards aimed at improving the quality of job
performance by protection officers. Since its founding, according to Sandi Davies, IFPO
executive director, the Foundation has awarded its Certified Protection Officer (CPO)
designation to approximately 20,000 persons in more than 42 countries. CPOs are tested on

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4.9 Training Strategies

45 topics such as report writing, interviewing, safety, access control, emergency situations,
substance abuse, terrorism, investigation, and the use of force. These topics are found in the
seventh edition of the Protection Officer Training Manual. Recertification is also required
(Yisrael, 2004).

In 1989, the Confederation of European Security Services (CoESS) began as an umbrella
organization of national companies that provide security services in Europe. CoESS has
worked to represent joint interests as well as to gather and distribute information on the
European security services industry. The Confederation has also produced various reports
such as the three-volume Panoramic Overview of Private Security Industry in the 25 Member
States of the European Union. The report includes sections on laws and regulations, areas
covered by regulation, training facilities, and training mandates applicable to each country.

The British Security Industry Association (BSIA), formed in 1991, has also developed training
materials and standards for the security industry. Its leaders participate in lobbying efforts
and liaise with governments to ensure that regulations reflect the needs of the security
industry and its customers. In 1991, the BSIA created the independent Security Industry
Training Organization (SITO), which provides training, conferences, consulting services,
publications, and an apprenticeship program.

In 1993, 15 licensing regulators from several U.S. states formed the National (later
International) Association of Security and Investigative Regulators (IASIR). The organization
saw that state regulation of the security and investigative industries was a challenge. To assist
legislators and those needing to comply with the myriad regulations, the group tackled
numerous strategies, including the formation of model laws and regulations, reciprocity
among states, and expedited background investigations. IASIR includes members from 26
states and five Canadian provinces.

In 1996, the Joint Security Industry Council (JSIC) was incorporated to enhance the identity
and influence of the security industry in the UK. The objectives of the JSIC include advancing
the education and training of persons within, preparing to join, or entering the security
industry; cooperating with the Security Industry Training Organization regarding the
development of standards and qualifications; encouraging the development of standards;
and taking an active role in legislative or other measures affecting the interests of members.
The council’s Web site includes links to other sites where more information on training and
training providers can be obtained.

Organized labor has also helped create an impetus for increased security officer training. For
example, the Service Employees International Union (SEIU) conducted a survey of state
training requirements and assigned grades to the various states. SEIU also issued position

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papers on security workforces, and representatives of the union have testified before various
governmental bodies. In Chicago, a partnership between SEIU, the Building Owners and
Managers Association, and security service providers resulted in security officer training
recommendations.

In early 2005, ASIS International released the Private Security Officer Selection and Training
Guideline, which had been posted in draft form for review and comment the previous year
on the association’s Web site. The guideline was expanded and revised in 2010. The guideline
also includes other training topics applicable to the requirements of a specific security officer
assignment.

The Loss Prevention Foundation administers the Loss Prevention Qualified (LPQ)
designation for individuals in retail loss prevention. The foundation also offers the Loss
Prevention Certified (LPC) credential, a managerial certification process. The International
Association of Healthcare Security and Safety (IAHSS) and the International Foundation for
Protection Officers (IFPO) have similar designations. Professional certifications are
important for many reasons, including the establishment of a career path for employees. A
health care protection officer who works through the IAHSS basic, advanced, and supervisor
programs can see and demonstrate progress. Exceptional individuals may then attain the
Certified Healthcare Protection Administrator designation later in their careers. A security
officer in any work environment can become a Certified Protection Officer through the IFPO.
The officer can subsequently complete the Security Supervision and Management Program
and acquire the Certified in Security Supervision and Management designation. A few years
later the officer can complete the Certified Protection Professional process, having climbed
the career ladder.

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4.9 Training Strategies

The following organizations have created minimum criteria for training:

IACP PSLC

The Private Security Officer Selection, Training and Licensing Guidelines from the IACP PSLC
include the following minimum criteria for private security officer training:

A. Minimum basic training requirements and relevant, continuous in-service training for
private security officers should be required. A formal mechanism to establish curriculum
requirements and hours of training should be established.

B. All private security officer training should be reviewed and approved for certification by a
state regulatory agency. Instructors will also be certified by the state regulatory agency.
All training should be validated by approved testing criteria.

C. Private security officer basic or in-service training should include the following elements
based upon needs analysis related to job function:

1. Based on their job function, officers’ training requirements will be in one or more of
the following categories:
a) unarmed security officer;
b) armed security officer;
c) unarmed non-sworn alarm responder;
d) armed non-sworn alarm responder; and
e) armored car officer.

2. Security officers’ training requirements will be addressed under appropriate topic
areas:
a) legal;
b) operational;
c) firearms;
d) administrative;
e) electronic;
f) armored transport; and
g) use of force.

D. Due to the varied nature of security tasks and duties along with the proper training for
each, the demands for each specific setting should be assessed for the level of training
certification to build public trust and confidence.

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4.9 Training Strategies

ASIS International

The training specified by the ASIS Private Security Officer Selection and Training Guideline
covers the following topics:

x nature and role of private security officers
x observation and incident reporting
x principles of communications
x principles of access control
x principles of safeguarding information
x emergency response procedures
x life safety awareness
x job assignment and post orders

The ASIS guideline also suggests additional training in the following subject areas:

x employer orientation and policies
x workplace violence
x conflict resolution awareness
x traffic control and parking lot security
x crowd control
x procedures for first aid, cardiopulmonary resuscitation, and automated external

defibrillators
x crisis management
x labor relations
x basic computer skills

The guideline also recommends annual training, pre-assignment firearms training, post-
assignment firearms requirements, and annual firearms training.

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4.9 Training Strategies

Canadian General Standards Board

The Canadian General Standards Board calls for at least 40 hours of security officer training
on the following subjects:

Administration/introduction/evaluation of candidate’s knowledge 3 hours

Introduction to duties and responsibilities 2 hours

Professionalism and public relations 3 hours

Legal authority, duties, and responsibilities 6 hours

Alarm systems 2 hours

Traffic control 1 hour

Explosive devices/bomb threats 2 hours

Personnel/material access control 3 hours

Report writing/note taking/evidence 4 hours

Response to emergency situations and fire detection/prevention/safety 7 hours

Patrol procedures 4 hours

Labor disputes 2 hours

Relations with the police 1 hour

Total 40 hours

For security guard supervisors, the standard also details a minimum of 36 hours of training
on the following topics:

Administration/introduction/evaluation of candidate’s knowledge 4 hours
Supervision 7 hours
Human resources and staff relations 7 hours
Fire prevention, safety and emergency procedures 7 hours
Legal responsibilities 8 hours
Performance Evaluation Reports and Techniques 2 hours
On-the-job training theory 1 hours
Total 36 hours

The widespread use of automated access control and intrusion alarm systems has reduced
the number of security personnel required for facility protection. However, introducing tech-
nology dictates the need for better-trained officers and increases the complexity of the

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training required. In the simplest example, reports are no longer written out but are
computer-generated. The officer requires at least a rudimentary typing capability. The officer
on foot patrol no longer inserts a watch station key into the watch clock to produce a paper
tape that is read manually. The officer now records the patrol visit by touching an electronic
probe to the watch station. The patrol report is later downloaded to a computer database for
analysis. In a more challenging example, the officer performing control center duties must
recognize the importance of alarm annunciation, make a rapid decision as to the appropriate
action, and carry out a timely response.

An initial period of general security instruction should be given as soon as the officer reports
for duty. Instruction on specific duties can be given as the duties are assigned. Follow-up
instruction—an essential—may range from classroom courses in complex topics to a brief
discourse when officers report for duty each day.

Training may be accomplished in a variety of venues and a number of ways:

x classroom courses
x videos
x interactive computer programs
x home study
x on-the-job training
x written instructions
x officer manuals and post orders
x lineup time

Some jurisdictions have statutory requirements for the training of private security officers;
however, the specific training requirements vary significantly. In some jurisdictions, instruc-
tors must be certified by a designated governmental agency. Security managers should
review the training requirements of their jurisdiction to ensure that their own training
programs are in compliance.

In case of litigation or a personnel action, the employer should keep detailed training
records. The course of instruction, presenter, length of the course, date and time of the
presentation, and names of attendees should be included. A signed attendance list is
desirable. Tests indicating an understanding of the material presented should be
maintained.

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4.9 Training Strategies

To perform facility protection duties properly, an officer must know many details, such as
the following:

x regulations of the security officer force
x requirements of particular assignments
x rules of the enterprise
x layout of facilities and offices
x facility security procedures
x safety and fire regulations
x fire-fighting procedures
x vulnerable points of the facility
x locations of all departments and key personnel
x locations of all telephones, fire alarm stations, and fire and emergency exits
x locations of all stairways and doors
x locations of stocks of materials
x location of all fire-fighting equipment
x locations of light switches
x locations of elevator control switches
x locations of heating, air conditioning, and ventilating controls
x locations of all sprinkler system valves
x locations of control devices for machinery and operations at the facility

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4.10 Roles of Security Officers

4.10 ROLES OF SECURITY OFFICERS

How a company views the protection of its people, property, and information assets, the
fundamental responsibility of security, will determine how its security department is trained.
For example, the assets needing protection in a hospital setting differ markedly from those at
a manufacturing site. A nuclear power plant requires a different type of asset protection
training than a retail mall.

Through the years, security officers have adopted many roles to carry out their responsibilities.
Understanding these roles is an important component of security officer training. Once
security managers define the role of the security officers at a particular site, they can ensure
that the training schedule equips the officers to carry out all phases of their duties.

Security officer roles can include management representative, intelligence agent, enforce-
ment or compliance agent, legal consulting, and physical security or crime prevention
specialist.

4.10.1 MANAGEMENT REPRESENTATIVE

Protection officers act as agents of management when they assume a public relations role in
dealing with constituents such as visitors, customers, tenants, and vendors. To fulfill this
management role effectively, security personnel must be well versed in corporate
expectations and culture. Armed with this knowledge, protection officers can become
adjunct members of the management team.

Most security training curricula do not address security officers’ management representative
role as completely as they should. By contrast, the ASIS Guideline on Security Officer Selection
and Training shows an awareness of the officer’s management representative role, having
added media relations as a recommended topic for instruction. The eighth edition of The
Professional Protection Officer: Practical Security Strategies And Emerging Trends (the text for
the Certified Protection Officer program) contains new chapters titled “Human Relations in a
Global Environment,” “Community Relations: Making the Strategy Come Alive,” and
“Networking and the Liaison Function.” These additions reflect the growing management
representative role played by security personnel.

4.10.2 INTELLIGENCE AGENT

By collecting information for management that relates to asset protection, specifically
concerning criminal or adversary activities, security officers assume an intelligence role.
Carrying out this function may mean discovering and reporting rule violations by employees
or tenants that create the potential for losses. Security patrols are primarily focused on
discovering conditions or situations that could cause these losses.

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Fulfilling the role of intelligence agent also means assessing the potential for fire and safety
hazards. Certainly the role of intelligence agent expands in scope and increases in
importance when officers must be concerned with organized criminal activity such as the
selling of narcotics, retail theft rings, prostitution, gambling, or gang activity. The stakes are
even higher when suspected terrorist activities are the target.

To be successful in this role, security officers should be trained in the fundamentals of
investigations, interviewing techniques, and investigative report writing (Burstein,1996).
Security officers must be good at interviewing persons so that problems can be identified.
They must also record and report their observations effectively. Burstein observes that
security officers must be trained in what to look for and to whom their observations must be
reported. They need to know how to evaluate conditions so that they can prioritize whether
to take immediate corrective action or simply report the condition to the appropriate party.

4.10.3 ENFORCEMENT/COMPLIANCE AGENT

In this role, security officers ensure that the rules established by management are followed.
This role is similar to policing but must be executed within the legal and cultural framework
of a particular protected environment. In some cases, security officers will be enforcing laws
that are also management rules, especially if they are also commissioned police officers.

Ensuring officers fulfill this role appropriately provides many opportunities for training.
Obviously, officers must know the rules in order to enforce them, and they must know the
procedural side of enforcement. They must also be adept at human interaction to gain
compliance in an efficient manner, consistent with management expectations. They also
must be able to reduce and resolve conflicts. The interpersonal side of the enforcement/
compliance equation is vitally important.

An investigative aspect of this role is also apparent, as protection officers must document
and testify on rule or law infractions. In doing so they combine their roles as intelligence
agents and enforcement/compliance agents.

4.10.4 LEGAL CONSULTANT

Professional protection officers must be trained to understand the vast array of legal and
quasi-legal (disciplinary) issues they might face within the work environment. Security
officers must know and understand torts, negligence, and contracts. They also need to have a
working knowledge of criminal law procedures, which may not be binding on security
officers but do affect police officers. Therefore, a rudimentary knowledge of criminal law can
aid in police and security relations. Andersson (2001) points out that if the handling of
juvenile crime becomes a concern for private security in the future, officers will need to have

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sufficient training and authority to assume this role. Certainly the legal considerations in
dealing with juveniles could be a whole new subject for study.

Administrative or regulatory laws continue to play a major role in many protected environ-
ments, and officers must know and appreciate them. Increasingly, organizations are being
called upon to meet industry standards. While standards differ from administrative or
regulatory law, the principles behind them and the need to comply with them are the same.
Security officers must understand these issues and not detract from management’s desire to
abide by established standards.

For example, protection officers must be able to understand and comply with audit
processes imposed by governmental, insurance, and professional organizations. Labor or
employment laws that emphasize privacy rights, disciplinary processes, and union contracts
must also be understood by the contemporary security officer.

4.10.5 PHYSICAL SECURITY OR CRIME PREVENTION SPECIALIST

Physical security is at the heart of the discipline of security and has given rise to another role
for security officers: physical security specialist or crime prevention specialist. The
importance of these functions has been driven by the increased complexity of technology in
security applications. Training on the technical aspects of new security equipment can be a
lifelong pursuit.

In addition, research on physical security, highlighted in such publications as the Journal of
Physical Security, has helped foster study in this field. Also, certifications, such as the Physical
Security Professional (PSP) credential offered by ASIS International, can help security officers
wishing to pursue this technical evolution. The PSP not only helps define physical security
but also delineates a potential career path for officers adept at this specialty. Andersson
(2001) maintains that a security officer who has the knowledge to aid and advise a client on
crime prevention issues can rapidly gain respect and better cooperation.

Maggio (2009, p. 34) takes the role of the security officer a step further by defining security as
protection against danger, risk, threats, and general problems. This is saying, in effect, that
security is the grease in the machine, touching all parts of the organization and making it run
more smoothly. Palacios and Hertig (2010) point out that protection officers have a core
function of improving policies, procedures, and job-specific functions rather than simply
following them. The officers provide perspective to management that can enhance facility
operations.

Obviously, there is a wide variance in what security personnel do in different organizations
and protected environments. But it is just as obvious that their role is challenging and
dynamic.

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4.11 Future Trends in Training

4.11 FUTURE TRENDS IN TRAINING

In the survey of 500 security managers conducted in 1985 at York College of Pennsylvania,
respondents gave the potential training topic “Threats/Terrorism” the lowest ranking. How-
ever, subsequent terrorist incidents in Oklahoma City, New York, Washington, D.C., Madrid,
Beslan, Mumbai, etc. have refocused the training agenda. Security officers at many U.S.
nuclear sites and utilities have received terrorism training. Terrorism training is also
increasingly given in shopping centers, office complexes, and hotels.

Too often, initiatives in the training of security officers—who must take a proactive role in
asset protection—are themselves reactive. This conundrum raises serious questions for
leaders in the security industry concerning the role, duty, and image of security officers.
However, as the industry itself refines its view of the security officer, training efforts will
continue to be affected by government oversight, self-regulation, and emerging trends in
training delivery.

4.11.1 SHIFTING ROLES

As society becomes more complex, the role of the protection officer will become more
important, meaning training needs will increase in both number and detail. Human service
skills for security officers may receive more emphasis, for example. In their 2004 book Private
Security and Public Safety: A Community-Based Approach, Poulin and Nemeth discuss
security officers taking on a community protection role in high-crime housing developments
and apartment complexes. Andersson (2001) discusses security personnel taking on more
traditional policing roles, largely caused by economic limitations on public police
organizations.

Andersson also mentions the need for security officers in Australia to manage conflict
involving aboriginal and other ethnic groups. Obviously, situations involving ethnic conflict
among newly arrived immigrants are not limited to Australia. Historically, massive immigra-
tion has created a need for additional police and security resources. Certainly, there are
many areas of the world where demographic shifts create additional challenges for
protection departments. Suspicion about the involvement of particular groups in terrorist
activity creates tension. The need for protection officers to be proficient in interpersonal and
multicultural relations is readily apparent. This need is exacerbated by the length and
complexity of supply chains as well as the search for oil and natural gas.

These roles demand excellent communications skills, legal knowledge, and proficiency in the
use of weapons. In the future, attaining competence in these specialties will necessitate the
use of traditional classroom instruction and role playing, at least for the majority of the
teaching.

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4.11 Future Trends in Training

4.11.2 GOVERNMENT OVERSIGHT

Only a few governments in Europe, Australia, Canada, and the United States have legislated
training requirements for security officers. Andersson maintains that in Australia the
regulating body is seen as merely being a revenue generator for the government. Generally,
the legislation only relates to contract security service providers, leaving a substantial portion
of the security industry unregulated. In California and Pennsylvania, where licensing for
private detectives has been in existence for decades, the original legislation envisioned
requirements for private investigators, not security officers. While security officers certainly
serve a valued investigative function, private detectives and security officers are distinctly
different occupational groups, and their training should reflect job specifics.

Furthermore, government standards that are applied to security officers often do not address
training, only licensing and screening. Even these requirements are difficult to implement,
however, because of operational issues, economic implications, and political considerations.
The logistics involved in screening large numbers of security officers who have never been
screened before is imposing and costly. Determining who will have access to the databases
and who will exercise control over them is a major obstacle. Beaulieu (2004) discusses the
enactment of legislation in Connecticut requiring screening and training of security
personnel. The legislation went into effect on October 1, 2004. While passage of the
legislation took 10 years, the training requirement consisted of only eight hours of
instruction on basic safety and criminal justice issues.

The Connecticut experience seems to be common. Minimal training is required, and that
training may be too criminal justice-oriented to be effective in the development of a security
officer whose focus is on asset protection.

A review of contemporary laws around the world reveals huge gaps in governmental require-
ments for the training of security personnel. Certainly professional organizations should
continue to lobby for the passage of effective, responsible legislation. At the same time it may
make more sense to develop industry standards in the absence of government mandates.
Enforcement of industry standards can be via insurance carrier requirements, grant
stipulations, or government requirements that certain industry standards be met. The ASIS
Guideline on Private Security Officer Selection and Training is a good start.

4.11.3 SELF-REGULATION

In the future, standards and guidelines developed by professional organizations will become
more prominent. In Europe, groups such as the Confederation of European Security Suppliers,
the Joint Security Industry Council, and the British Security Industry Association have taken an
active role in pressing for improved security training. The United States has recently seen a rise
in security standards implementation. Also in North America, the International Association of

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4.11 Future Trends in Training

Security and Investigative Regulators (IASIR) is working to help facilitate the logistics of
regulating the security industry. IASIR has partnered with other professional organizations,
such as ASIS International and NASCO, regarding security officer training issues. ASIS
International’s Private Security Officer Selection and Training Guideline is likely to be adopted
by corporations, contract service providers, and other professional organizations.

Efforts by professional organizations outside the security industry should be monitored as
well. The Joint Commission on the Accreditation of Healthcare Organizations (JCAHO), for
example, expects security personnel to be involved in continuous education and
development programs (Gulinello & Longmore-Etheridge, 2004). The IAHSS supports this
position by providing a series of training briefs that can be used to provide short periods of
instruction.

As training standards and guidelines evolve, a second issue arises: quality control. Andersson
(2001) discusses the doubtful quality of some security training programs in Australia. Such a
concern is felt in many if not most areas of the world, particularly with security service
providers. While this feeling may be prejudicial toward contract firms, it casts a shadow on
the value of instructional programs marketed to clients by security service providers. Faced
with the dual challenge of meeting regulations and client needs, contract firms can be
tempted to embellish or fabricate training records.

To counter these claims, security service firms need to take a leadership role in enhancing
officer training. Some have stepped forward and have not only developed extensive
corporate training programs but have also surpassed governmental standards. Van Bibber
(1999) discusses the situation in Iceland where the government does not require training, but
a large security contractor provides 16 hours of basic training for new officers along with 48
hours of instruction under a field training officer. In Canada, Saudi Arabia, and India another
security provider has adopted the Certified Protection Officer program for its officers, with
other, smaller contract firms following suit, according to Sandi Davies, executive director,
International Foundation for Protection Officers.

Another player in the future of training is labor unions, which have occasionally campaigned
in favor of increased training for their members. The Service Employees International Union
(SEIU) advocates improving security officer training, elevating professional standards, and
creating career opportunities. SEIU suggested that security providers, building owners,
unions, and public safety officials create partnerships to take on workforce development for
the new security environment of office buildings in the post-9/11 era (Pero, March 2003). As
the size of security forces increases, these efforts most likely will escalate. Pressure from
organized labor may well make standards, such as those promulgated by ASIS International,
mandatory.

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4.11 Future Trends in Training

4.11.4 TRAINING DELIVERY

Training is obviously getting more complex and specialized, especially as security becomes
more international in scope. Automatic electric defibrillators, computers, detection equip-
ment, surveillance systems, and integrated access controls have become more widely used.
Concerns about evacuation and terrorism complicate training guidelines. More U.S. states
are mandating training, as distance learning opportunities become more available and
online communication increases.

A common problem facing corporate security managers is that an organization may need
only one or two people trained in a particular topic. Large organizations might develop their
own specialized instructors, but generally it is not cost-effective to set up in-house classes for
only a few individuals. Sending them to an outside resource is the best way to ensure they get
the needed training.

As a result, specialized training organizations that teach and certify individual officers in
various topics will most likely play an even greater role in the future. A security manager who
needs his or her officers trained in such topics as the use of handcuffs, oleoresin capsicum
(pepper) spray, aggression management, or interviewing will either send the officers to an
outside resource to be trained or have a trainer come to the department. Ensuring that
subordinates are certified in specialties by a credible external resource provides a high
degree of quality assurance to the organization while eliminating course development issues.
No matter how the training is delivered, outside experts will be used in some manner.

Contract security firms with their own training programs are likely to open the classes to
persons outside their organizations, thereby making a profit while training their own
personnel—a logical and effective use of resources. Using the training to showcase the firm’s
capabilities is also astute marketing.

Collaborative relationships are a logical choice when dealing with training resources.
Cunningham and Taylor (1985) note that in some states police academies have trained
security officers. Cooperative relationships between private security and public law
enforcement cut costs for both groups and create mutual understanding. Certainly firearms
training can be a shared venture, since firing ranges are expensive to build and maintain.
Training for active threats requiring extensive tactical intervention is often performed in
shopping malls after hours. These exercises involve the various entities that must interact
should an armed threat occur. They are an opportunity to be sought out, as they control
costs, enhance relationships, and test the response to given scenarios. With the increased
concern over violent action, they may also aid in tactical training for security personnel, who
are on-scene and in charge of the environment.

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4.11 Future Trends in Training

The evolution of security academies where trainees can undergo highly interactive learning
with others is another likely possibility for the future of security training. A point in favor of
security academies, which can deliver training through distance learning, is the trend toward
small staffs in many security departments. In some cases, the employing organization itself is
small; in many others the organization may be large, but the number of security personnel
within it—or deployed at one location—is small. Training providers who can quickly and
efficiently enroll one or two individuals at a time will likely develop a significant market niche.
Distance education via e-learning is growing rapidly. More and more topics are available as
Web-based instruction. Such a menu allows the learner—or his or her manager or mentor—to
pick specific courses. These courses can develop specialized expertise on such topics as retail
asset protection, executive protection, or physical security. As these programs become more
numerous, they will become more accessible to the ultimate consumer: the security officer.
How these shifting roles and resources will mesh with state-mandated training is a good
question. It is most probable that government-mandated training standards for security
personnel will increase, although at what speed and to what degree is generally subject to
local political and economic factors. Whether those responsible for delivering basic security
training through government-run resources, private academies, or community colleges can
fulfill a minimum state standard and still provide sophisticated, high-quality instruction in
emerging security specialties, such as community protection officers or personal protection
specialists, remains to be seen.
What can be assured is that the need for quality security officer training, from both in-house
and external resources, will remain at the core of any effective security management program.

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CHAPTER 5

SELECTING AND ADMINISTERING
THE SECURITY SERVICES CONTRACT

Some organizations use only proprietary security forces; others use a mixed force; and still others
use contract officers exclusively. The use of contract security services is rising. A 2010 study by the
Freedonia Group predicted a 4.9 percent annual growth rate in sales of U.S. contractual security
services from 2010-2014.

Service firms are both large and small, and they offer services beyond the core function of facility
protection. Contract firms may aid with crisis recovery, personnel recruitment, transportation of
patients or employees, or a host of other services. Security officers are also being deployed in areas
plagued by civil unrest and terrorism.

Governments, corporations, small businesses, residential communities, and private citizens all use
contract security officers. Assignments range across the spectrum of public, semi-public, and
private environments. Each setting presents different demands on the contractor and its personnel:

x Public areas. Officers deal with people and activities in areas or buildings with unrestricted
access. Examples include residential areas and public events, like parades and street festivals.

x Semi-public areas. These sites may have some form of access restriction or impose an entry
fee. Retail stores, banks, hospitals, sporting and entertainment events, and museums fall into
this category.

x Private facilities and property. These are areas or facilities where entry is limited to certain
people. Examples include manufacturing plants, warehouses, and offices.

Organizations contracting for security services should specify the service environment and
requirements and develop an express contract with defined terms and conditions rather than an
implied contract assumed from the actions of the parties. It is important to note that a contract is

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5.1 Client Responsibilities

different from a warranty because it is between specified parties. The experience of the contractor
and the skills of its personnel may not be interchangeable from one application to the next.
Choosing the contractor best equipped for the specific task is time-consuming and should not be
repeated unnecessarily.

5.1 CLIENT RESPONSIBILITIES

Generally speaking, small, informal, and simple organizations have small, informal, and
simple processes, while large, formal, and complicated organizations have large, formal, and
complicated processes. Regardless, a security services contract is a legally binding agreement
between at least two organizations, detailing the expectations, responsibilities, and obligations
of both parties. Therefore, care and attention must be paid in drafting the document.

The security manager who wishes to contract for security officers should first determine the
organization’s contracting rules. In addition, the following guidelines (Purpura, 1998, p. 203)
may be helpful:

x Buyer beware.
x Properly evaluate the needs of the organization to be protected.
x Acquire information and know the state of the art.
x Analyze the advantages and disadvantages of each service.
x Avoid panic decision making.

5.1.1 REQUEST FOR PROPOSAL

Personnel costs are generally the largest item in the operating budget of a security
department. An organization that believes it requires the services of a contract security firm
should carefully analyze its needs. Doing so is critical for preparing a request for proposal
(RFP) and for negotiating and later administering the contract. Different companies use
different RFP processes, but certain features, as described below, are common.

Security needs should be evaluated sufficiently to establish a clear case for the use of guards.
Three broad criteria that a client should consider when choosing a guard contractor are the
following:

x consistent performance
x prompt, efficient, and positive response to client concerns
x competitive pricing

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5.1 Client Responsibilities

Next it is necessary to define the scope of work, based on an examination of the site, the
layout of facilities, building design, and internal business processes. The security manager
should also consider the corporate culture—especially regarding how easily and to what
degree it will tolerate heightened security measures. Another consideration is the security
objective—is it to maintain an image of security or to establish an effective asset protection
force? The two are different. Contract length must be decided, as well. Out of this analysis
will come the scope of work, as well as a personnel schedule, which translates to total
contract hours.

A useful next step is to prepare a solicitation summary (McCrie, 2001, pp. 282–284). Its
purpose is to give vendors as much information as possible so they can produce
comprehensive proposal packages. A solicitation summary contains the following
information:

x statement of purpose that identifies the tasks to be performed by the security personnel
x client contact person
x particulars regarding the bidders’ conference
x letter of intent for vendors
x proposal submission requirements
x modification or withdrawal of proposals
x post-opening withdrawals
x late proposals, withdrawals, or modifications
x bidders’ right of appeal
x payment policies
x amendments to the RFP
x details of any proposed discussion between vendor and client
x procurement rules
x challenges based on unfairness

After the solicitation summary is released, the RFP should be distributed. The RFP provides a
tremendous amount of detail regarding the services requested by the client. The following
are suggested RFP headings (McCrie, 2001, pp. 284–296):

x nature of the security services required
x length of contract
x client background

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5.1 Client Responsibilities

x specific facilities requiring protection
x security issues
x services needed at the facility
x scope of services
x minimum specific tasks and requirements
x guidelines for officers
x requirements for incident reports
x vendor responsibilities:

— continuity of services
— possible provision of both male and female guards
— uniforms and equipment
x proposal content and details on how certain tasks will be handled
x general information such as:
— conflicts
— inspectors and tests
— supervision by contractor
— adequate and competent supervision
x additional requirements
— policies
— tour limitation rules
— overtime pay policies
— training agreement
— right to audit
x standards of the workforce
— education and background requirements
— hiring and replacing personnel
— information on the security services provider
x general guidelines for submitting proposals
— letter of intent
— application deadline

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— questions
— proposals or declinations
— restriction on contact with the client’s employees
— news releases
— proprietary information
— contract award
— reservation
— site visit
— oral presentations
— incurring costs

x selection of vendor

— method of selection

x organizational capability and quality
x understanding the need of the client
x recruitment strategy and planning
x qualifications and experience of proposer’s personnel
x training, plans, curriculum, and training capabilities
x supervisory control
— rating system

— payment

— liquidated damages/adjustment of compensation

— general provisions
— incomplete shift penalty

— improper assignment penalty

— return of previously terminated worker

— on-the-job negligence

— notification requirements

— general contractor provisions

— submission of federal (U.S.) employee identification number

x insurance

x reports

x prime contractor responsibilities

x subcontracting

x reservations

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5.1 Client Responsibilities

x length of contract
x termination of contract
x equal employment opportunity issues

Creating an RFP is a considerable amount of work, but it is necessary. If the security manager
does not detail exactly what is needed, it should come as no surprise when the selected
agency does not meet expectations.

5.1.2 SCOPE OF WORK

The client company must define the scope of work and required standards of performance
thoroughly and precisely. Calls to contractors randomly selected may find enthusiastic
responses, but this does not reflect the quality of the service received. Without a precise
definition of the services, disputes concerning acceptable performance will quickly arise. The
more specific and detailed the information a client provides, the greater the likelihood of
getting quality service at a competitive price.

The scope of work should state the security tasks, the days and hours of performance, and
the total number of hours to be worked. (Appendix A shows a sample scope of work.) This
information should be provided to all prospective contractors. With it, and with general and
special orders and the proposed operating agreement, agencies responding to the RFP
should be able to ascertain all typical and routine requirements of the contract, as well as
anticipate ongoing administrative demands. A great deal of other relevant information is
conveyed to prospective contractors during formal and informal conferences. Contractors
should be encouraged to seek as much detail as required to assist them in preparation of
their final proposal.

5.1.3 GENERAL AND SPECIAL ORDERS

The importance of preparing a detailed set of general and special orders in advance cannot
be overstated. It is also necessary to delineate special instructions for each security
assignment or post. It is the client’s responsibility to provide these orders; however, in
practice the task often falls on the contract security provider. Regardless of who actually
prepares the orders, ultimately it is up to the client to review and approve them. Orders
prepared by a contract security agency are intended for numerous, diverse clients. They are
generic and cannot address specific organizational needs or allow for the influence of
organizational culture and other local factors.

Orders should cover such topics as personal conduct, duties of each post, disciplinary action,
reporting procedures, company rules and regulations, and the authority the security officer
has on behalf of the client company. (Appendix B provides sample general and special orders.)

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5.2 Agency Responsibilities

5.1.4 BIDDERS’ LIST

The quality of the service provided by a contract agency is directly related to the quality of
local supervision and local training. Larger national or regional firms operating on the outer
fringes of their normal service area may have difficulty customizing services as well as local
providers. Smaller companies may lack the infrastructure, resources, and capital a big firm
has. Firms of sufficient size may possess greater scheduling and personnel flexibility.

Companies contracting for security services should specify hourly pay rates rather than
allowing guard agencies to do so. Proper pay is particularly important in hybrid (contract and
proprietary) security organizations. Significant disparities can lower morale and job
satisfaction, increase turnover, and eventually erode security service levels. As a general
guideline, the lowest wages received by the contract security officer should at least equal the
entry wages paid to the proprietary positions. Security managers facing bureaucratic
purchasing functions should be sure that they—and not the purchasing staff—set the
contract compensation policy.

5.2 AGENCY RESPONSIBILITIES

5.2.1 OPERATING AGREEMENT

Based on the RFP, the agency provides a detailed operating agreement, which should list
each party’s responsibilities. Contract security service agencies generally prefer a standard
agreement, which may be vague and written to limit their liability. However, the agreement
should reflect the client’s unique security requirements. Diverging from generic agreements
requires extra effort but can lead to a more customized service of higher quality, resulting in
greater satisfaction.

Another approach is to develop a detailed specification document. Its purpose is to describe
clearly and accurately the standards of performance to which the contracting parties are
held. The willingness of an agency to tailor its agreement to explicit client specifications
should be a key selection criterion. It is also an indicator of the agency’s philosophy toward
customer service and even of its future performance. (Appendix C contains a sample
operating agreement for security service.) The agreement may cover the following topics:

x liability
x insurance
x physical standards for security officers
x pre-placement and in-service training

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5.2 Agency Responsibilities

x continuity of service
x type and scope of supervision to be provided
x legal limitations
x scheduling
x equipment
x compensation
x adjustments to compensation
x short-term supplemental service requirements
x location of work
x fees to be charged
x hours of coverage
x staffing levels
x services provided
x audit and payment
x period of performance

A general statement of the client’s philosophy toward its overall security program may help
convey intentions and nuances not captured in the formal language of the agreement. A
detailed operating agreement also helps ensure that the client and contractor jointly partici-
pate in policy and procedural decisions affecting contract execution and officer
performance. The client should understand that it will receive only what is detailed in the
agreement. Also, if clients set unrealistic requirements, agencies eager for the work may
agree to those conditions, setting the stage for failure.

Clients should look for agencies that can substantiate a lower-than-average turnover rate. In
addition, the agency should itemize billing rates. Hourly wages that officers receive, general
and administrative cost (overhead), and profit should be shown separately. If needed,
overhead costs can be itemized. Periodically auditing invoices to this level of detail can be
very enlightening.

The agency should ensure that claims made in its marketing literature about officer
qualifications, screening, orientation, and training are accurate. The agency should also
ensure that new officers know about the client company and its line of business and receive
other site-specific training. It is good practice to provide a set number of pre-assignment
training hours at the contract agency’s expense. Such an arrangement may help reduce
turnover by making the agency bear the cost of training replacements.

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5.2 Agency Responsibilities

Another control measure is financial penalties for nonperformance. Areas of nonper-
formance must be clearly defined, and the financial penalty must be sufficient to stimulate
performance without causing the contract agency to abandon the account. The agency
should participate in negotiating penalties to ensure an understanding and willingness to
comply.

Other factors affecting agency performance include poor scheduling (leading to widely
variable and inconsistent hours for officers), lack of adequate supervision, limited
opportunities for advancement, and little or no recognition. To ensure adequate supervision,
there should be a single point of contact between the agency and the client. Also needed is a
means of ensuring that both parties are adhering to the agreement. Regular meetings,
possibly weekly or monthly, are important. Small and large disagreements need immediate
attention. Probably the most important aspect required here is a genuine commitment to
partnership.

5.2.2 BIDDERS’ CONFERENCE

Considerable care should be taken in compiling a list of qualified contract agencies. In most
cases, several qualified contractors should be included to ensure healthy competition for the
account. Contractors should be invited to discuss their capabilities and to provide client lists
for reference purposes.

The client security manager should check those references thoroughly. A useful technique is
to ask references in the proposal for names of other clients using the contractor. References
found in this way may provide different observations than the references that contractors
have handpicked. Benchmarking with nearby companies regarding experiences with
different security agencies is also helpful. A visit to one or more sites can provide a look at the
agency’s officers in an actual work setting.

Qualified bidders should be invited to a bidders’ conference where they can discuss the
statement of work, general and special orders, and the proposed operating agreement.
Agency representatives should be taken on a walking tour of the facility, and principal
security officer duties should be explained in detail. The group should reconvene for a final
question-and-answer session. This approach ensures that everyone attending has an
opportunity to prepare proposals based on the same information.

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5.3 Bid Evaluation

5.3 BID EVALUATION

A proper and standardized methodology is required to evaluate bids. Criteria need to be
developed that will allow a fair comparison between competing contract security agencies.

5.3.1 CRITERIA

The first criterion is the strict proposal submission deadline. The next criteria apply to the
proposal’s contents. Spelling, grammar, and accuracy in responding to specific elements of
the RFP should all be considered. Other issues include whether the proposal was customized
or comes from a template; whether all requested details are provided; and whether the
quality of the proposal package suggests that the agency is interested in the work. Additional
evaluation criteria include promptness of officer licensing, training provided, and staff
experience in providing security services in the client’s industry.
Contract security agencies often provide their own supervisors. Supervisors may be assigned
to the site or conduct periodic, unscheduled visits to check on officers. If assigned to the site,
a supervisor may fill a scheduled assignment or assume a full-time supervisory role. Supervi-
sory roles are generally determined by the number of personnel (required contract hours) at
the site. The supervisor’s role should have a bearing on the rate of pay. Unless the client
company is willing to employ someone who has a strong background in security supervision,
it is best to leave this job to the agency. Extensive orientation of agency supervisors by the
client is recommended.
Careful consideration should be given to the supervision of the contract security employees.
As a general rule, if contract personnel work more than 400 hours per week, the contracting
organization should hire its own security supervisor. Employment issues can arise if the
client’s security supervisor oversees the contract personnel too closely. This problem can be
avoided by passing client instructions through the contract agency supervisor or lead officer.
Contract security agencies can be judged on at least seven measures. Figure 5-1 shows topics
to evaluate in each of those measures (Perry, 2000, pp. 165–166).

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SELECTING AND ADMINISTERING THE SECURITY SERVICES CONTRACT
5.3 Bid Evaluation

Personnel Training Supervision Wages and Benefits

Employment and reference Pre-hire testing and Selection process for Competitive wage scale to
checks to be thoroughly training should meet state supervisors attract qualified applicants
completed or provincial standard
Training and testing Merit pay for motivation
Psychological testing where Training manuals, films and procedures
allowed by law tests; review Life and health insurance
Site supervision for contract staff
Polygraph testing where allowed Review of contractor
by law facilities Field supervision (quality
and quantity of visits)
Basic minimum qualifications Annual training
should meet state or provincial Timing of vendor
standard State, province, or college management visits and
certification assistance
Review and verification of
qualifications of top and middle Employee evaluation reports
management
Agency contact person who
Selection process will respond to issues and
concerns
Average length of employment

Insurance Operational Issues Cost of Service

General and excess liability 24-hour availability of contract Charge-out rate and how much
insurance (and amount) management the officer receives

Whether self-insured on any Emergency response capabilities Overtime fees and how much the
portions officer receives
Standard operating procedures
Automobile liability (if (examine) Holiday fees and how much the
appropriate) employee receives
Service agreement expectations
Policy exclusions Effective rate (overhead + admin.
Who provides and pays for costs)
Policy availability uniforms and equipment
Equipment fees
Cancellation notification Performance standards for
officers Billing periods and procedures
Workers’ compensation

Determination of costs

FIGURE 5-1
Measures of Contract Security Agency Suitability

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SELECTING AND ADMINISTERING THE SECURITY SERVICES CONTRACT
5.3 Bid Evaluation

5.3.2 SAMPLE ANALYSIS

In this example, the client company requires approximately 16,000 hours of contract security
services annually (308 hours per week). The client has determined that approximately 850
overtime hours will be worked and wishes to establish a five-step wage scale for officers,
including a supervisory job classification. Special rates for short-term supplemental service
and any client-requested, in-service training are also noted. The contractor is expected to
provide an electronic security tour management system, two mobile radio units, and a
bicycle for extended patrol purposes on a 24-month lease basis. Seven contract security
service agencies have responded to the RFP and submitted detailed proposals.

Base Wage and Billing Rates

Figure 5-2 contains calculations based on each agency’s rates for service. Column A lists, in no
particular order, all contractors or those still in contention. Column B shows each contractor’s
bid rates for the first step in wages. (The officer’s hourly pay rate is listed under Base Pay in the
left column. Each contractor has added to that pay rate cost factors for administrative expense,
overhead and profit.) The Billing Rate % is derived by dividing each billing rate (i.e., $12.72 for
Company 1 and so on) by the step’s basic paid rate ($7.35). In this example, Company 1 has a
billing rate that is 173 percent of the paid wage. The same calculation is shown for steps 2
through 5, in columns C through F. (Derived values are rounded to the nearest whole
number.) Column G is the sum of billing rate percentages in Column B through F. This
weighted total (or score) provides a more accurate indication of cost than billing rates alone
and can later be used as one criterion in objectively evaluating and comparing proposals.

AB C D E F G
Points
Company Step 1 Step 2 Step 3 Step 4 Step 5
Billing Billing Billing Billing Billing
Base Pay Rate % Base Pay Rate % Base Pay Rate % Base Pay Rate % Base Pay Rate %
$7.35 $7.80 $8.40 $9.00 $9.60

1 $12.72 173 $13.20 169 $13.89 165 $14.58 162 $15.30 159 828

2 11.16 152 11.85 152 12.57 150 13.29 148 14.01 146 748

3 11.76 160 12.09 155 13.02 155 13.96 155 14.40 150 775

4 11.55 157 12.09 155 12.81 153 13.50 150 14.22 148 763

5 11.31 154 11.94 153 12.66 151 13.38 149 14.16 147 755

6 13.29 181 13.47 173 14.01 167 14.67 163 14.79 154 838

7 11.67 159 12.33 158 13.23 157 14.13 157 15.00 156 788

FIGURE 5-2
Contract Security Service Straight Time and Billing Rates in Wage Step

118 Protection of Assets • Copyright © 2011 by ASIS International

SELECTING AND ADMINISTERING THE SECURITY SERVICES CONTRACT
5.3 Bid Evaluation

Supplemental Service Costs

Using the process illustrated in Figure 5-3, the client can assess service rates for overtime,
training, and short-term, supplemental personnel. Controlling these costs is critical to
staying on budget. Two base overtime rates are shown in columns B1 and B2. The first,
$12.65, is the overtime rate if the average of all the wage steps from Figure 5-2 is calculated at
150 percent of straight time. The second, $13.50, is the overtime rate using 150 percent of the
average of only the three highest steps. Both rates are used in the example because during
proposal analysis, officers’ wage distribution is unknown. The weighted total score provides
a clearer picture of actual supplemental service rates.

A B1 B2 C D E
Company Overtime Step 1 Overtime Step 2 Training Points
Short-Term
Supplemental

Base Pay Billing Base Pay Billing Base Pay Billing Base Pay Billing
$12.65 Rate % $13.50 Rate % $7.35 Rate % $13.50 Rate %

1 $18.72 148 $19.80 147 $10.98 149 $24.00 178 622

2 17.55 139 18.51 137 11.16 152 18.51 137 565

3 19.56 155 20.94 155 11.76 160 21.60 160 630

4 17.55 139 18.51 137 11.55 157 17.40 129 562

5 17.55 139 18.48 137 11.31 154 17.40 129 559

6 18.66 148 19.71 146 13.20 180 19.44 144 618

7 17.55 139 18.60 138 10.95 149 19.95 148 574

FIGURE 5-3
Contract Security Overtime, Training, and Short-Term Supplemental Service Rates

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SELECTING AND ADMINISTERING THE SECURITY SERVICES CONTRACT
5.3 Bid Evaluation

Equipment Costs

The annualized cost of required equipment, if separate from company overhead expenses,
should be added to the hourly labor rate to permit full analysis of competing bids. In this
example, the contractor was to obtain a tour management system, a bicycle, and radios.
Figure 5-4 shows the cost under a rental arrangement and under a lease-purchase
arrangement. The score is retained for tabulation following assessments of all cost factors.

A B1 B2 C
Company Rental Option Lease-Purchase Option Points

PDA Bicycle Radios Total Cost PDA Bicycle Radios Total Cost B1 B2
8
1 Not specified 1,080 Not specified 1,236 7 10
20
2 0 0 600 600 240 98 1,320 1,658 4 10
10
3 240 240 1,200 1,680 360 360 2,400 3,120 11 10
8
4 000 0 190 295 1,115 1,600 0

5 120 60 600 180 264 96 1,200 1,560 5

6 120 180 196 496 168 216 1,272 1,656 3

7 ——— — 180 120 900 1,200 —

FIGURE 5-4
Contract Security Service Annualized Equipment Cost (based on Total Cost/16,000 hours)

Fringe Benefit Costs

Another competitive cost item is employee benefits, such as paid holidays, vacation, sick
leave, health insurance, and life insurance. An agency providing few employee benefits has a
price advantage over one offering a more generous package, but those benefits are important
for officer morale. To equalize the difference for bid analysis, the client can assign an
arbitrary value of five points to each of the five benefits for a possible 25 points total. Five
points should be deducted from the total for each benefit provided. In this way, the agency
providing the fewest benefits gets the most points. In this example, a low score wins. Any cost
advantage gained by the agency offering few benefits is thereby eliminated. Figure 5-5 shows
an analysis of fringe benefit costs.

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SELECTING AND ADMINISTERING THE SECURITY SERVICES CONTRACT
5.3 Bid Evaluation

AB C D E F G
Company Paid Sick Leave Group Medical Points
Vacation Days Life
Holidays (1–3 Years) Insurance 5
0
1 10 5 15 $300 ded. 85/15 N/S 20
2 10 0
3— 5 15 $300 ded. 80/20 $2,000 5
4 10 0
5 10 — — $300 ded. 80/20 — 10
6 10
7 10 5 15 $300 ded. 80/20 $2,000

5 0 $300 ded. 80/20 $1,000

5 15 $300 ded. 80/2 $2,000

5 — N/S $2,000

FIGURE 5-5
Contract Security Fringe Benefit Costs

Results of Proposal Analysis

Figure 5-6 shows the results of this analysis. Bidder #5, with a low score of 1,329 points,
places first.

Competition Areas Bidder
1234567
1. Straight time rates (Figure 5-2)
2. Overtime, training, and short-term supplemental 828 748 775 763 755 838 788

rates (Figure 5-3) 622 565 630 562 559 618 574
3. Equipment costs (Figure 5-4)
8 10 20 10 10 10 8

4. Employee benefits (Figure 5-5) 5 0 20 0 5 0 10

5. Current contracts in country? (enter 10 if “no”) 10 10 0 10 0 10 10
TOTAL 1473 1333 1445 1345 1329 1476 1390
RANKING
6253174

FIGURE 5-6
Contract Security Bid Analysis

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SELECTING AND ADMINISTERING THE SECURITY SERVICES CONTRACT
5.3 Bid Evaluation

Calculating the estimated annual labor cost for each bid, as is shown in Figure 5-7, can
validate this evaluation process. Although the winner, Bidder #5, was $2,413 higher than the
lowest bidder, #5 already had other accounts in the same area while #2 did not. The added
weight of this local presence was of more importance than the slight money difference.

A B C D
Company Estimated Annual
Average Hourly Billing Rates Estimated Dollars*** Labor Cost
S/T* O/T** S/T O/T
$246,347
1 $14.24 $19.26 $229,976 $16,371 224,146
233,623
2 12.93 18.03 208,820 15,326 227,860
226,559
3 13.40 20.25 216,410 17,213 247,903
236,318
4 13.16 18.03 212,534 15,326

5 13.08 18.02 211,242 15,317

6 14.34 19.19 231,519 16,312

7 13.68 18.08 220,932 15,386

*Average of the $8.40 and $9.00 S/T rate (Step 3 & 4) from Figure 5-2.
** Average of both overtime rates from Figure 5-3.
*** Based on a schedule of 16,150 S/T and 850 O/T hours.

FIGURE 5-7
Contract Security Service Adjusted Base Rates (16,000+Hours)

5.3.3 INCENTIVE PRICING

Companies are increasingly negotiating direct wages and basing agency profit on a combina-
tion of the base payroll and some form of incentive. Clients must ensure that the actual paid
rate is high enough to attract properly qualified security officers.

One incentive is to agree to a higher than normal direct-paid rate and for clients to pay direct
recruitment expenses to acquire officers. This arrangement enables the contractor to attract
and hold personnel at the higher rate with no additional compensation paid to the
contractor. The client can write more-demanding specifications and expect a higher level of
performance. This practice is distinctly different from merely agreeing to a higher hourly
rate, of which only a portion goes to the officer.

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SELECTING AND ADMINISTERING THE SECURITY SERVICES CONTRACT
5.4 Contract Award

Another approach is to agree to a maximum officer turnover level based on local turnover
trends for jobs paying equivalent compensation. For each month in which the contractor
holds turnover to the agreed level, the monthly billing is based on the agreed rates. If turnover
is less than the agreed level, the contractor is paid a bonus, calculated as a percentage of the
normal billing. If the turnover level is exceeded in a month, the contractor is penalized by a
percentage deduction from the regular billing. Even if the client pays a bonus every month
for low turnover, the cost is still less than incurring the training expenses generated by
constant replacement of officer personnel.

5.4 CONTRACT AWARD

After a decision has been made to award the service contract, formal negotiations should
commence between the two parties to ensure that all general and special orders, as well as
the terms and conditions of the proposed operating agreement, are fully understood. Silently
acquiescing to terms unsatisfactory for either party is a poor way to begin a productive,
cooperative business relationship. It should be made clear from the outset that terms and
conditions of the operating agreement are strictly enforced on both sides. Professional,
reputable contractors welcome the opportunity to enter into this type of agreement because
it eliminates many of the areas of frustration that they experience with detached, less-
prepared clients. As with any business relationship, a professional approach elicits a
professional response.

5.4.1 LEGAL CONSIDERATIONS

Premises liability is a vast, complex, and often changing area of the law. The client must
determine just how much liability can be off-loaded onto the contractor through the security
services contract. It may not be nearly as much as believe or hoped. For example, the notion
of agency (that is, whether someone is acting on behalf of another person) is an important
consideration in the administration of the security services contract.

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SELECTING AND ADMINISTERING THE SECURITY SERVICES CONTRACT
5.5 Administration of the Operating Agreement

5.5 ADMINISTRATION OF THE OPERATING AGREEMENT

The day-to-day administration of a contract security service is not simple. Ensuring a strong,
mutually satisfying working relationship requires ongoing communication. A few of the
necessary checks and balances include regularly scheduled meetings to review operations,
unannounced site inspections by representatives of both the client and the contractor
(together and separately), procedural audits, and examination of invoices. If inadequate
performance is tolerated, whether among officers or by their agency employer, it quickly
becomes the new operating norm.
This discussion has examined the process of selecting and administering a security services
contract. Much effort is required by the client and the service provider for what ultimately
should be a mutually beneficial agreement.

124 Protection of Assets • Copyright © 2011 by ASIS International

APPENDIX A
Sample Scope of Work

APPENDIX A

SAMPLE SCOPE OF WORK

Security officer duties consist of routine fixed assignments and foot patrol duties as described in
the general and special orders. Officers on duty at the security control center are responsible for
monitoring fire and intrusion alarm systems, receiving incoming telephone calls, maintaining key
control, and performing other administrative tasks associated with protection service operations.
Officers assigned to roving or mobile patrol duties may carry an electronic patrol recorder and a
two-way radio for communications. The number of assignments and hours of operation are as
follows:

Post No. 1—Security Control Center Hours
Supervisor—0730 to 1600 Monday through Friday 42.5
Officer—0800 to 1600 Saturday & Sunday 16.0
Officer—1600 to 2400 Monday through Sunday 56.0
Officer—2400 to 0800 Monday through Sunday 56.0

Post No. 2—Roving/Mobile Patrol 16.0
Officer—0800 to 1600 Saturday & Sunday 16.0
Officer—1600 to 2400 Saturday & Sunday 45.0
Officer—1500 to 2400 Monday through Friday 56.0
Officer—2400 to 0800 Saturday through Sunday Total 303.5

Officer Complement 42.5
1 Supervisor—5 shifts/week—40.0 ST+2.5 OT 261.0
6.5 Officers—32 shifts/week—256.0 ST+5.0 OT Total 303.5

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APPENDIX B
Sample General and Special Orders

APPENDIX B

SAMPLE GENERAL AND SPECIAL ORDERS

SAMPLE GENERAL ORDERS

As a member of the contract security force assigned to the company, you are expected to comply
with certain requirements in the conduct of your duties. A summary of these requirements follows.
Use this as a guide in the performance of your assignment.

1.0 Security Officer Orders Are Divided into Three Categories

1.1 General Orders
General orders, as set forth in this manual, establish general operating standards of
performance for all security officers.

1.2 Special Orders
Special orders set forth the duties for individual assignments. These instructions
establish routine duties and prescribed courses of action required of the assigned
officer.

1.3 Special Instructions
Special instructions covering special events (inspections, conducted tours, etc.) will be
issued as needed in memorandum form.

2.0 Personal Conduct

2.1 Responsibilities
While on duty you are required to display honesty, alertness, loyalty, and intelligence,
all of which are essential to perform your duties.

2.2 Attitude
Complete interest in the protection of all property is necessary for the most efficient
performance of your assigned work. Interest in your position will be increased by
thinking security and acting security; by thinking protection and acting protection;
and by thinking prevention and acting prevention.

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APPENDIX B
Sample General and Special Orders

2.3 Habits
Maintain dignified behavior on duty at all times. Smoking while on duty is prohibited.

2.4 Discipline
Prompt and willing obedience to all orders of the designated representative is required
at all times.

2.5 Appearance
Personal cleanliness and neatness are basic requirements for all officers and members
of the security department. Neatness in appearance calls for properly cut, well-
groomed hair, clean fingernails and hands, and presentable uniforms.

2.6 Uniform and Equipment
The employer provides each officer with the prescribed uniform and equipment.
Proper care and maintenance of the uniforms and equipment is each individual’s
responsibility. Reasonable standards of neatness are maintained at all times.

2.6.1 The uniform is kept clean, in good repair and pressed.
2.6.2 Shoes are kept neatly polished.
2.6.3 The cap (if provided) is worn at all times while on duty. It is worn “squared,”

not tilted to the side or facing backwards.
2.6.4 The complete prescribed uniform and equipment is worn while on duty.

2.7 Cleanliness of Work Station
The assigned work station is not used for storing clothes, equipment, or personal
property. Loitering is prohibited in this area. The work station is kept neat and orderly
at all times.

2.8 Public Relations
An important aspect of your duties involves public relations. In your capacity as a
security officer, you are usually the first person contacted by visitors of the facility. The
impression created by you has a direct bearing on the opinion formed of the company.
It is your responsibility to insure that this impression is highly favorable.

Your actions should be firm and determined, yet polite in all dealings with employees
and visitors. A cheerful “Good morning,” or “Good evening,” in greeting visitors,
company executives, or employees sets a favorable impression of your performance.

Courtesy and tact are essential in dealing with company employees. Arguing with
employees is not tolerated. All violations of rules and regulations must be immediately
reported.

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APPENDIX B
Sample General and Special Orders

2.9 Telephones
Telephones are used for official business relating to performance of your duties only,
not for personal calls. When answering the telephone, immediately identify yourself by
name and assignment. If the caller does not identify himself or herself, inquire, “May I
have your name, please?”

3.0 Duties

3.1 General Duties
Duties at company facilities involve protecting company property and personnel,
traffic control, and reporting violations of company rules or regulations.

3.2 Performance of Duties Requires:

3.2.1 Knowledge of general procedures.
3.2.2 Knowledge of the special orders and special instructions of your assignment.
3.2.3 Knowledge of the physical layout of the facility.
3.2.4 A complete knowledge of all the rules or regulations that you are required to

enforce.

3.3 Familiarization with Patrol Area
Prior to assignment, you will be given a general orientation of the facilities to whichyou
are assigned. Specifically you should know:

3.3.1 Work location of key personnel.
3.3.2 Location of telephones (including emergency phones).
3.3.3 Location of fire alarm pull boxes.
3.3.4 Where all stairways and doors lead.
3.3.5 Where materials are stored.
3.3.6 Location of all fire-fighting equipment.
3.3.7 Location of light switches.
3.3.8 Location of control rooms and shut-off switches for air conditioning and

ventilating systems.
3.3.9 Location of all valves controlling the water supply to the sprinkler system.
3.3.10 Location of fuse boxes, power control switches, steam valves, hydrants, and

other control devices for the operation of machinery.

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APPENDIX B
Sample General and Special Orders

3.4 Routine Duties
Routine duties include the following actions:

3.4.1 Patrol outside of buildings and facility boundaries.

3.4.2 Patrol interior of facilities.

3.4.3 Control the entrance and movement of pedestrian and vehicular traffic.

3.4.4 Prevent theft and damage to company and employee property.

3.4.5 Report all matters of security interest, especially those related to theft and
pilferage, fire and fire prevention, espionage and sabotage, and violations of
company rules.

3.5 Patrol Duties
In performing patrol duties, it is essential that all critical areas be checked. Routine
entries at each electronic tour checkpoint are not the primary purpose for performing
patrols. The primary purpose is to report all deficiencies in building maintenance
operations and safety or fire hazards observed while touring the facility.

3.6 Theft, Fire, and Accident Prevention Duties
The protection of company facilities by security officers is primarily preventive.
Therefore, every situation that might lead to loss or damage of company property or
injury to personnel must be reported.

Such situations include, but are not limited to:

3.6.1 Careless or suspicious activities in areas where easily pilfered articles are stored
or handled.

3.6.2 Tools or other company property left unattended at the end of a shift or not
properly stored.

3.6.3 Employees in areas where they are not normally required to be, particularly in
areas where finished materials or other property is stored.

3.6.4 Persons loitering near fences or at building windows.

3.6.5 The presence of company property in areas where it is not normally found.

3.6.6 Any deficiencies in building security.

3.6.7 Suggestions and recommendations for improving security equipment or ser-
vices.

3.6.8 Defective or malfunctioning locks.

3.6.9 Misuse of locks or keys, and destruction or abuse of locks.

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APPENDIX B
Sample General and Special Orders

3.6.10 When doors that should be locked are found unlocked.
3.6.11 When opening locks and doors to permit entry (the name of person admitted,

date and time, and other pertinent information should be reported).
3.6.12 Recovery of keys found unattended.

3.7 Attention to Duties
Officers will give full attention to their duties. The reading of newspapers, books, or any
other diversion while on duty is prohibited.

4.0 Disciplinary Action
Grounds for the transfer or dismissal of an officer consist of:

4.1 Leaving the assigned post or duty without proper relief for any reason.
4.2 Failure of a scheduled officer to promptly notify the designated contract shift

supervisor of his or her inability to report for duty.
4.3 Theft or pilferage by an officer.
4.4 Accepting any fees, gifts, or gratuities in the line of duty.
4.5 Conduct unbecoming of an officer or prejudicial to discipline.
4.6 Consuming alcoholic beverages, using controlled substances illegally, or being under

the influence of either while on duty.
4.7 Making false reports.
4.8 Sleeping while on duty.
4.9 Willful disobedience of orders or neglect of duty.
4.10 Unnecessary harshness, violence, or profane language.
4.11 Willfully or carelessly permitting violations of company or facility rules.

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APPENDIX B
Sample General and Special Orders

SPECIAL ORDERS

1.0 For an emergency not covered in Protection of Assets, the company representative or
designated alternate must be notified.

2.0 Should an alleged crime or a death occur, the officer shall avoid destroying or impairing the
value of evidence on bodies, effects, and surrounding property. Unauthorized people will be
prevented from entering the scene until a person in authority arrives. Pending such arrival, the
officer will make an immediate and thorough investigation into thecircumstances of the crime;
if possible, obtain the names and addresses of witnesses;and note all other important details.

3.0 An officer shall report all violations he or she either witnesses or hears about.

4.0 Any officer desiring to call attention to matters of official business or personal grievance
against the action of a fellow officer shall do so by immediately making his complaint to the
designated company representative.

5.0 Firearms will be used only in self-defense or to defend another person against the use or
threatened use of deadly force or the infliction or threatened infliction of grave bodily harm.

6.0 Officers will not allow unauthorized persons or articles to enter or leave the facility.

7.0 The following items may not be brought into the facility unless properly authorized:

7.1 Guns, ammunition, or other weapons.
7.2 Photographic equipment.
7.3 Explosives or incendiaries in any form.
7.4 Telescopes or binoculars.
7.5 Tape recorders.
7.6 Electronic sending or receiving devices.
7.7 Controlled substances or alcoholic beverages.
7.8 Poisonous or corrosive solids, liquids, or gases.

8.0 The following articles shall not be allowed to leave the facility:

8.1 Company property unless accompanied by a property pass that has been signed and
authorized.

8.2 Blueprints, photographs, drawings, tracings, or any classified or sensitive proprietary
document.

9.0 Members of the security department will treat the official business of the department, its
officers, and the company as confidential.

132 Protection of Assets • Copyright © 2011 by ASIS International

APPENDIX C
Sample Operating Agreement for Security Service

APPENDIX C

SAMPLE OPERATING AGREEMENT FOR SECURITY SERVICE

THIS AGREEMENT, effective 12:01 A.M., _______ is between ____________________, a corporation
organized under the laws of the State of ________________________, hereinafter referred to as (the
Company), and ____________________, hereinafter referred to as Contractor.

A. GENERAL
1. Contractor agrees to furnish protective services for the protection of all personal and real
property now or hereafter owned, leased, or possessed by _______________ in the
building complex located at ______________________________ against vandalism, theft,
trespass, fire, and any other events detrimental to the security of such property. Such
protection service shall be as hereinafter described. The specific number of security
officers, the principal assignments, and hours of duty, shall be agreed upon between
_______________ and the Contractor, as described in the attached Statement of Work.

2. Contractor further agrees to furnish security officers to provide such protection service,
completely outfitted with all uniforms and necessary equipment.

3. Such uniformed officers will be employees of the Contractor, and the Contractor will pay
all salaries and expenses of, and all taxes relating to, such employees.

4. Contractor shall maintain, during the term of the Agreement, insurance of the kind
described in Attachment 1. The insurance policies shall be non-cancelable except with
fifteen (15) days written notice to (the Company). Certificates evidencing such insurance
shall be delivered to (the Company) prior to (date), and thereafter as the applicable
insurance policies are renewed.

5. Without limiting responsibility of the Contractor for the proper conduct of the officers
and the protection of the specified property, the conduct of security officers is to be
guided by a set of standard rules as agreed upon between (the Company) and the
Contractor and such other special written instructions applicable to the services as may
be issued by (the Company) from time to time through its authorized representatives. A
copy of all such instructions will be provided to the Contractor.

Protection of Assets • Copyright © 2011 by ASIS International 133


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