Lecture 1 9 sam 100-

CIPRIANI COLLEGE OF LABOUR AND CO-OPERATIVE STUDIES

CRISIS AND RISK MANAGEMENT

COURSE TITLE AND CODE SAM- 222 CRISIS AND RISK MANAGEMENT

LECTURER DEXTER BARTHOLOMEW

CONTACT INFORMATION 325-6222 / 755-6389Bartholomewdexter@hotmailbartholomewdexter2nd@gmail

The discipline of Security Administration and Management is as old as civilization. Man has always engaged in the protection of his family and assets in furtherance of his comfort and livelihood. In early times, protection of persons and property was the responsibility of the individual clans/group or tribe. The social control mechanisms that existed were maintained through the observance of customs.

When one was aggrieved, it was the individual or group that handled the dispute informally. There were no formalized laws to govern the conduct of persons and therefore the state of the social system was characterized as evil, wicked, mean, nasty and short. According to Thomas Hobbs, man lived in a “State of Nature”

It was not until the year 2100 BC, that the first set of codified rules was made. The code of Hammurabi represented the first set of written laws designed to prescribe the conduct of individuals to groups. In 1500 BC, Egypt created the first known judicial system. In 1400 BC, Egypt created the first known Customs Division with support marine or naval patrols.

The Code of Hammurabi consisted of 282 laws which placed regulations governing: Religion, Military service, Trade, Slavery, duties of workers, Code of conduct, Laws The most famous of Hammurabi's laws is: - 196.”If a man put out the eye of another man, his”

The development of the concept of territory and personal property moved humans to ascribe importance and concern for their property. Europe was far more advanced than the United States in the industrial revolution. However, the United States proved to be more advanced than Europe with respect to the protection of business assets. The American security Pioneers believed that in protecting business assets, emphasis must be placed on guarding against criminal activities. Their theory held that one of the best ways to prevent crime is to be able to quickly Identify, Apprehend and punish those responsible for the crime. That position is still observed today in some circumstances.

Allan Pinkerton in 1855 provided contractual services to the American Railroad western expansion, in order to secure property, passengers and freight. That development can be said to have marked the beginning of contract security in the industry today.

In 1858, Edwin Holms established the first Central Station Burglar Company in the United States. William J. Burns established the William J. Burns Detective Agency in 1909. He supplied in-house detectives to retail outlets to deal with incidents of robberies, burglaries, bar brawls, prostitution, larceny, shoplifting, marking the beginning of in-house security

The general theoretical foundation upon which security evolved is based on a number of assumptions.

Individuals will generally choose pleasure over pain or punishment and may often make inappropriate decisions in their search for pleasure

Individuals will commit crime when the environment and prevailing conditions exists that will promote suitable targets of opportunities and the influence of social control does not exist or control measures are not enforced.

The commission of crime and the opportunity so to do can be reduced by manipulating the environment.

In addition to the threat of criminal activities, natural phenomenon creates situations through which great harm and danger may result if appropriate prevention and intervention strategies are not implemented.

Security therefore, is intended to provide the individual and organization with a variety of prevention and intervention strategies that are intended to reduce the chances of vulnerabilities that are foreseeable reducing the chances to an acceptable level.

Today, security has grown in leaps and bounds and has become so complex that defining the subject presents problems in finding a simple definition. As a profession or occupation, Security Management is multi-faceted, multi-disciplinary and inter-disciplinary in its undertaking. Among the many skills and disciplines that engage the security professional’s attention, are:

Civil & Criminal Law Investigations Business Management

Policy Formulation Risk Management Vulnerability Assessment Loss Prevention Criticality Assessment Access Control Human resource Management & Planning Psychology Sociology Computer Science Information Technology Operations Management

Contemporary security operations focuses attention on issues such as fraud, disaster recovery, emergency management, fire prevention and detection, internet and information protection, anti-terrorism, pre employment screening, executive protection, business intelligence, environmental safety, crime and substance abuse and workplace violence prevention and intervention strategies.

It should be noted that the discipline of security is involved and interacts with every aspect of personnel, group and organizational life, as people strive to be safe and secure. Businesses and corporations are in continuous search for the best programmes in loss prevention, and to provide protection for its human, physical and information assets. In conducting security operations, there is the need for cooperation among and between Law Enforcement agencies in crime prevention efforts, and the judicial system for assistance in prosecutions. Security in some circumstances may involve management of jail houses, protection from hazardous material, fire safety and may also include the sale of security products/services protection of information systems, security of the state by Land Sea and air.

In protecting the assets of organizations, a number of measures and categories of initiatives may be employed:

Access Control Measures Watchman Services Armoured Transport Services Electronic Surveillance Alarm Systems Lighting Fixed Guard Services Armoured Services Records Protection Personal Bodyguard Service Information Protection Maximum Security Arrangement

High Level Security Arrangement Medium Level Security Arrangement Low Level Security Arrangement Minimum Level Security Arrangement

Security measures play an important roll in the functioning of business by contributing to sustainability and enhancing profit margins.

Security measures well defined and implemented contribute to the reduction and prevention, or elimination of loss, including those that may result in criminal behaviour. The end result suggests that one may find that with the employment of the ideal security initiatives considerable savings may rebound to the organization.

EXAMPLES OF SECURITY MEASURES

Access Control Measures –

"Fences although they provide a minimum security risk, they define the perimeter delay and intruder, channel employees, visitors and vehicular traffic to appropriate areas. They also act as an alarm sensor barded and secured below ground level to present lighting or crawling underneath and trying to rigid metal straps, chain-linked fences most commonly used and required little maintenance".[Ortmier 2005page 117]

Electronic Surveillance –

"Where security personnel are limited, these systems provide extra eyes, ears to the human observer. For example, miniaturized electronic monitor, reduce laws due to theft CCTV can be used for continuous monitoring of several locations simultaneously. This can be connected to a video, tape recorder for future play back and can also provide a permanent record of an excited event" [Ortimier 2005page 118]

Lighting –

"One of the best and least expensive security mechanisms to effecting lighting is that it should be considered an inner as well as an outer defence. Many crimes are committed because the opportunities for detections are limited. Light increase the likelihood of detection. Continuous lighting is necessary for secured areas. Portable light should be audible for special needs. Standby or emergency lighting, use when extra light is required, or electric power failures. ". [Ortmeier 2005 page 118]

Information Protection –

"Mandatory access control vital information only allowed to view what is needed to complete the task. Access to vital information is limited to the public. Many types of property information and intellect property can be protected through the use of copyright patterns and trade marks. A copyright seeks to prevent unauthorized use of virtually and creative writing or expression that can be physically absorb. A pate protects a novel, useful and nonobvious invention from unauthorized replication or use. A trademark protect against unauthorized use of an indistinctive mark name, word symbol or device that identifies the product of a particular commercial enterprise". [Ortmier2005 page 179]

Low Level Security Arrangement –

"Low level protection design to impeded and detect some unauthorized external threat activity. Include the use of basic local alarms, physical barriers, security lighting and high security locks."[Ortmeier 2005 page 116]

We can conclude by defining security as creating a safe and secure environment in whatever environment one may be operating within.

Burstein Harvey Security a Management Perspective Prentice Hall New Jersey1996 [Chapter 1]

Ortmeier J.P. Security Management an Introduction Stephen Helba U.S.A.2005

[Chapter 1]

1. Define the categories of security under which asset protection has evolved.2. Functional roles of security personnel in risk management.3. Briefly trace the development of security management.


INTRODUCTION TO SECURITY ADMINISTRATION AND MANAGEMENT

COURSE TITLE AND CODEINTRODUCTION TO SECURITY ADMINISTRATION AND MANAGEMENT SAM 100

LECTURER GILBERT HAMILTON

CONTACT INFORMATION 724-8111; 643-8216; 684-5472;[email protected]@ttlaw.org

LECTURE 2 – NOTES Functional roles of security personnelin risk management

Introduction to Security Administration and Management

There are no organizations or institutions that are immune against risks that will threaten their sustainability and continued existence in the world. It is the Prudent Security Management Programme of those enterprises that have kept them alive over the years and will continue to do so as long as they maintain their Security Management Programme.Risk according to J.P Ortmeier is defined as

” The Possibility of Suffering harm, or Loss Exposure or the probability that result of an action that may not be consistent with the planned or expected outcome. From a security prospective risk management is defined as the process involved in the anticipation, recognition and appraisal of the risk and the initiation of action the eliminate the risk entirely or reduce the threat of harm to an acceptable level.” (Ortmier 2003 – page77)

There are four common terms that are used interchangeably with risk, threat, probability, critically, vulnerability.Threat refers to anything that can adversely affect the organization or enterprise or its assets. It can be placed in at least three categories.

1. Natural Hazards2. Accidents

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3. Intentional Acts

Vulnerability addresses the weaknesses, exposure to flaws in the system or anything that can be conceive to have the potential to be exploited by threat. Criticality is concerned with the impact while probability, that likely is an occurrence.The success of any risk analysis undertaking, is heavily dependent on the part upper level management will play.

1. Management must support the initiative and cause their endorsement to be well known throughout the organization.

2. Management must outline the details of the purpose and scope of the risk analyst.3. Appoint a component and qualified team and delegate the required authority4. Review the team finding and decide on the priority and recommendations made

on its implementations.

The Security and other personnel will have to lend support to the risk analyst process, if the value of the undertaking is to be meaningful following.

1. They must be prepared to provide information and assistance to the team conducting the process.

2. Abide by the procedures and limitations of activities that may result from the conduct of the survey

In the literal sense, risk refers to anything that can be dangerous, or have a bad or unpleasant outcome. Risk should not be confused with the words (PERIL) which are those issues that are the cause of the risk. Eg. Floods, Fire, Earthquake and Hurricane. It should not be confused with the team hazard which is that factor that contributes to the PERIL. Risk can be classified as speculated; this is to say the chances of something occurring are based on guess work. For the intent and purpose for this subject risk will be confined to the following:-

1. Personal 2. Property3. Liabilities that have to do with conduct that could affect property and personnel

when they are errors, omission occurring in the workplace environment

Risk Assessment Analysis

Sennewald subscribes the view that a risk assessment analysis

“…. A rational and orderly approach, a comprehensive solution to problem identification and probability determination. It is also a method of estimating the expected loss from the occurrence of some adverse events. The key word is estimating, because risk analyst will never be an

exact science…Nevertheless, the answer to most if not all, questions regarding security exposure can be determined by a detailed risk assessment” (Sennewald 2003, page 194)

Risk Analysis

Risks Analysis Is a management tool used by Managers and establishes pre-determine standards, setting out in quantifiable measures, of what management will accept in terms of actual loss. That determination is arrived at, following the performance of a risk analyst which follows a logical sequential approach in four key stages

1. The asset to be protected must be identified.2. The specific risk must be identified.3. The probability of the risk occurring must be determine.4. The impact an effect of the risk must be qualified in monetary terms.

Risk analysis provides management with important and accurate information on a timely basis so that timely decisions are made or critical decision regarding the following.

1. Is it always a wise decision to prevent the occurrence of the phenomenon?2. Is it always possible to prevent the occurrence of a situation?3. Will it be a wise decision to use a policy that contains the effect of a hazardous

situation?4. Will it be explain to all recognise that an adverse potential exist and do nothing but be

aware of the hazard?

Essentially the good of risk analyst is to recognise an economic balance between the impact of the risk on the organization and the real cost of implementing prevention, intervention and protection measures. If the risk analysis is efficiently performed then four key benefits can be realise

1. The current security posture of the organization will be shown.2. The areas where greater attention is needed will be highlighted.3. The facts needed for the development and justification of cost effective counter

measure will or can be assembled.4. Awareness will be increased by assessing, then reporting the strength and

weakness of security to all levels in the organization from upper management down to the lower operational level.

Risk Exposure Assessment

“Before any corrective action can be considered, it is necessary to make a thorough assessment of identifiable risk exposure. To accomplish this, it is essential that three

factors can be identified and evaluated in-quantitative terms. The first is to determine the types of loss or risk (PERILS) that can affect the assets involved.

Here examples would be fire, flood, burglary, robbery or kidnapping. If one of there were to occur (for now we will consider only single, not multiple, occurrences), what effect would the resulting disruption of operations have on the company? For example, if vital documents were destroyed by fire or flood, what would the effect be on the ability of the company to continue in operation? There is a saying common to protection professional, “one may well survive a burglary, but one good fire can put you out of business forever.” If the chief executive officer on an overseas trip were to be kidnapped by a terrorist group (or even suffer a serious heart-attack), who would make the day to day operating decisions in his or hers absences? What about unauthorized trade secrets or other proprietary data? After all (or as any possible) of the risk exposure potentials identified, one must proceed to evaluate those identified threats, should they occur will produce loss in-quantitative terms-fire, power failure, flood, earthquakes and unethical or dishonest employees, to name a few worthy of consideration.

To do this, we will proceed to the second factor. Estimate the probability of occurrence. What are the chances that the identified risks maybe become actual events? For some risk, estimating probabilities can be fairly easy. This is especially true when we have documented historical data on identifiable problems. For example, how many international and external theft cases have been investigated over the past year? Other risks are more difficult to predict. Workplace violence, embezzlement, industrial espionage, kidnapping, and civil disorder may never occur or may occur only once.

The third factor is quantifying (prioritizing) loss potential. This is measuring the impact or severity of the risk, if in factor a loss does occur or the other risk becomes an actual event. This exercise is not complete until one develops dollar values for the asset previously identified. This part of the survey is necessary to set the stage for classification, evaluation, and analysis and for the comparison necessary to establishments of countermeasure, (safeguard) priorities.

Some events or kinds of risk with which business and industry are most commonly are:

Natural catastrophe (tornado, hurricane, seismic activity) Industrial disaster (explosion, chemical spill, structural collapse, fire) Civil disturbance (sabotage, labour, violence, bomb threats) International and Domestic Terrorism Criminality (robbery, burglary, pilferage, embezzlement, fraud, industrial

espionage, international theft, hijacking) Conflict of interest ( kick backs, trading on inside information, commercial

bribery, other unethical business practices) Nuclear accidents (three mile island, Chernobyl disaster Russia(26 April 1986)

Detroit Edison’s Fermi #1)

Some of the previously mentioned events (risk) are unlikely to occur. Also, some are less critical to an enterprise or community than others even if they do occur (example fire verses burglary) nevertheless, all are possibilities are thus deserving of consideration examples include the nuclear accidents at Chernobyl in the soviet union in 1986 (“breach of containment”) are the union carbide plant in Bophal, India in 1984. Also there exist today violence and sexual harassment, to name a few of the most current legal issues that plague the business community’. (Sennewald 2003 pg 196-197), (Broder 2000 pg4-6) (Working example about how it is done by using a Safety and Security (modified) Survey Instrument, which precedes a Risk assessment example and Analysis)

Security support staffs are important agents in the management of risk and contribute significant to that programme through the following activities. Example

1. Ensure access control measures are maintained and breaches of the system are discouraged

2. Exercise key powers of observations in their patrol and their visits.3. Take command of situations before they escalate demonstrating first responders

response4. Maintain communication linkages with key personnel in the security unit and

other important officials.5. Maintain communication with external agencies that may be called upon in times

of crisis and emergencies.6. Develop a familiar with the facility and have unquestionable knowledge of the

operations7. Maintain a list of important contact numbers.8. Be skilled in emergency management and disaster control and the use of

emergency equipment.9. Maintain continuous alertness and be familiar with the standard operational policy

in all security matters that are under their purview.10. Maintain unquestionable skills and knowledge in emergency evacuation and the

function of wardens.11. Maintain accurate records of occurrences, movement of personnel and property.12. Conduct investigations submit incident reports along with recommendations.13. Provide guidance and information to external agencies in emergencies.

NINE POINTS OF SECURITY CONCERNS:

(1) The hours over which the facility is used – the persons with access, key control,

the maintenance staff, the use of the facility for public events and its frequency –

the manager would be required to identify the significant factors and prefer

recommendations

(2) The hazards that befall the facility and its occupants listed in order of priority

a. Theft of personal property

b. The organizations assets

c. Unauthorized access to storerooms and

d. Potential hazards that may evolve in the future

(3) Officers on guard and their standard of operational policies along with their

ability to improve their responses to the facility and occupants whilst on patrol,

investigation or prevention stand points, is the operation effective and or cost-

effective

(4) Physical recommendations, inspection of doors, windows, lighting access

points, physical changes that would make the facility more secure by employing

for e.g. appropriate hinges on doors, windows and fences

(5) Lock equipment to be bolted down, the application of card and key control with

specific recommendations

(6) Alarms – would alarm systems be cost effective? And all the potential benefits

of the alarm such that the facility is partially re-designed to facilitate the use of

alarms, given the variety of systems that are available

(7) Storage: are there storage problems, or expensive items that should be given

special attention

(8) Are there adequate signs posted that provides specific instructions

(9) Custodians: can they be used in a manner that will enhance the security

standpoint

The personality of the complex that is being surveyed must be totally examined in a

variety of situations and at various times of the day so as to get a clear picture of what

occurs during the day, the night, on weekends and whenever there are special events.

The information gathered from that survey will determine positive and negative aspects

of the recommendations in the case of the positive one would generally pay close

attention to the reduction of occurrences that are negative. On the negative side one has

to look at the opposite.

KEY CONTROL – key control is a very critical element of the survey. It should

identify the strengths and weakness of the system and recommendations made for

improvement. Most organizations would employ a master key-in system given the fact

that many people are required to use the same entrance or access point to the facility or

unit within the facility.

(1) Keys should be stored in appropriate cabinets and access restricted to authorized

personnel only

(2) Access to one (key cabinet) must be controlled and two sets of keys properly

tagged and furnished with the storage unit

(3) One tag should read ‘field’ and the other ‘loan’. The second tag could also read

‘duplicate’

(4) Records must be kept on movement that is to say when issued and when returned

and to whom and by whom

(5) Have each employee sign appropriate receipt to identify holders in the future

(6) All alarm keys should be marked and coded

(7) What keys are left in the possession of watchmen, janitorial staff and perhaps

service providers

(8) Do not issue keys to employees unless necessary or directed by an authorized

person

(9) Only one person should order and issue keys in a facility

(10)Change the key cylinder when an unauthorized user is discharged for a cause

(11)Periodic inspection should be made to reconcile the records

(12)As far as is possible, keys should be coded in a language that is identifiable to

‘key’ persons

BIBLIOGRAPHICAL LISTING

Broader James F 2 Risk Analysis and the Security Survey 2 nd Edition Butterworth Heinemann United States of America 2000

Sennewald Charles A Effective Security Management 4 Edition Butterworth Heinemann United States of America 2000.

1. What are the categories in which risks and vulnerabilities may be classified?

2. How will the security personnel contribute to the management and reduction of these and risk?

3. What are the nine points of security concerns?4. What purpose will a risk analysis serve?






LECTURE 3 – NOTES INCLUDING POWERPOINT PRESENTATION

REQUIREMENTS FOR SECURITY OPERATIONS UNDER THE LAW

The requirements for the governance of security operations under the law are covered by several pieces of legislations. However, among the main legislations are The Supplemental Police Act Chapter 15 02. Which provides for the appointment, duties, powers, immunities, separation of personnel, responsibilities of employer, Estate Constables and Protective Services Agencies?

The following are important sections of the Supplemental Police Act that will inform the discussions

2. in the Supplemental Police Act.“Commissioner” means the Commissioner of Police;“Constable” means—(a) any member of the supplemental bodies of Police established under section 3 ;(b) any person appointed a special constable underSection 29;


“District” and “division” mean Police district and division defined by Regulations made under the Police Service Act; this refers to a geographical classification by areas For example Northern Division central Division Eastern Division.“Employer” includes the Government of Trinidad and Tobago, and the owner, manager, attorney or agent of any estate on which an estate constable is employed and a protectiveService agency;

“Estate” includes any plantation, lands, warehouse, storehouse, or business premises; but where two or more estates as so defined are in the ownership of the same employer, theCommissioner of Police, on the application of the employer, may by Order direct that any or all of such estates shall be deemed to be one estate for the purposes of this Act, and theEstates shall thereupon be deemed to be one estate;

“protective service agency” means a body corporate registered under the Companies Act whose principal object is the protection of persons and property by providing guards and escorts and approved for that purpose by the Minister;

“Second Division Officer” means any of the officers specified inThe Second Schedule to the Police Service Act; Inspectors downwards to the lowest office of constable

5. Subject to the general order and direction of the Minister, the Commissioner shall have the command and superintendence of the Supplemental Police, and he shall be responsible to the Minister for their efficient condition and for the proper carrying out of the provisions of this Act.

7. Subject to the provisions contained above—(a) the Rural Police in each division shall consist of such number and ranks of constables residing in the division as may with the sanction of the Minister from time to time be directed by the Commissioner. Their power and authority under this Act shall extend throughout the division to which they are appointed; (b) the Estate Police employed on any estate or by a protective service agency shall consist of such number and ranks of constables as the employer may, subject to the approval of the Commissioner, require and shall have the power and authority of members of the Police Service in respect of all offences committed on the estate to whichThey belong and throughout the division in which the estate may be situated. However, constables employed by a protective service agency shall have the power and authority of members of the Police Service in respect of all offences committed in relation to any person whom or any property which they are employed to guard or protect.

APPOINTMENT OF CONSTABLES

8. (1) Every person who is—(a) over eighteen and under sixty years of age ;(b) able-bodied; and (c) of good character, shall be deemed to be qualified for appointment as a constable; but preference shall be given to such persons as have previously served in a Police Service. (2) Every such constable appointed as above shall be required to retire on

his attaining the age of sixty-five years. However, the Commissioner of Police, with the approval of the Minister may call upon any such constable to retire at any timeafter he has attained the age of sixty years.

9. Subject to this Act, the Commissioner may appoint any qualified person to be a constable; but no estate constable shall be appointed unless provision is made to the satisfaction of the Commissioner by the employer for the remuneration of such constable.

10. (1) On appointing any person to be a constable, the Commissioner shall deliver or cause to be delivered to him a precept authorising him to act as a constable signed by theCommissioner, or on his behalf by any First Division Officer lawfully authorised by him in writing. (2) The precept may be in the form contained in the Schedule but for the purpose of section 7(b), may be in such other form as the Commissioner may determine.(3) When he receives the precept, the person so appointed shall take, before any First Division Officer or Justice, if a rural constable, the following oath of office:

I, ............of ......................... do swear that I will well and truly serve the State as a Rural Constable for the ........................Division of Trinidad and Tobago. So help me God. and, if an estate constable, the following oath of office: I, ..................... of ......................... do swear that I will well and truly serve the State as an Estate Constable on ........................Estate situated at ............................... in Trinidad and Tobago.So help me God.

(4) On receiving the precept and taking the oath, the person so appointed shall be a rural or estate constable under the provisions of this Act. –

11. Every constable shall be provided with a short manual describing the powers and duties of a constable, a badge and a baton; and the badge shall be evidence of the office of any constable and shall in all cases be displayed by every such constable when exercising the duties of his office. The cost of these articles of equipment shall be defrayed, in the case of the Rural Police or members of the Estate Police in the employ of the Government of Trinidad and Tobago from funds which may be provided by parliament for such purpose, and in the case of other members of the Estate Police by the employer.

12. (1) The Minister may make Regulations relating to all or any of the following matters:(a) the duties to be performed by members of the Rural and Estate Police, and their guidance in the performance of the duties; (b) the clothing and equipment of the Rural Police; (ba) the payment of fees for the issuance of precepts; (c) the training and discipline of the Rural Police; and (d) generally, the good order and government of theRural and Estate Police. (2) There may be imposed for the breach of any such regulation such penalty, not exceeding one hundred dollars as may seem reasonable.

13. When any fine or penalty is imposed upon any constable under this Act or of the Regulations made there under, the amount shall be satisfied out of the pay or allowance coming to the constable by the deduction of not more than half the amount which may bedue on any day of payment until the whole is paid; and any such fine or penalty shall be recoverable on summary conviction.

POWERS AND DUTIES OF CONSTABLES

14. (1) Every rural constable throughout the division to which he is appointed and every state constable throughout the division in which the estate to which he belongs is situated, and every constable employed by a protective service agency while engaged in the performance of his duties shall have all such rights, powers, authorities, privileges and immunities and be liable to all such duties and responsibilities, as any member of the Police Service below the rank of corporal now has or is subject or liable to, or may hereafter have or be subject or liable to either by Common Law or by virtue of any law which now is or may hereafter be in force in Trinidad and Tobago.(2) Every rural or estate constable may serve and execute any summons, warrant, or other process in any cause or matter, whether civil, quasi-criminal, or criminal issued by any Magistrate.(3) Every rural and estate constable shall obey all orders lawfully given to him by a Magistrate or by his superior officer.

OTHER LEGISLATIONS

The Constitution, Chapter 1:01 as at Section 04 and 05 in relation to the respect for and recognition and preservation of the rights liberties and privileges of citizens.

There are other legislations that contribute to the general operations addressing specific issues for example:-

Chapter 8:5 Compensation for Injuries Act in relation to action for compensation maintainable against persons causing death through neglect notwithstanding death of the person injured

The Debtors Act Chapter 8:07

The Absconding Debtors Act Chapter 8:08

Remedies of Creditors Act Chapter 8:09

The Bankruptcy Act 9:07

The Criminal Law Act Chapter 10:04 in relation to powers of arrestThe malicious Damage, The Riot Act Chapter 11:05The Offences against the Person Act Chapter 11:8The Prevention of Crime Offensive Weapon Act The Prevention of Corruption Act Chapter 11:11

The Larceny Act Chapter 11:12The Computer Misuse Act Chapter 11:17The Dangerous Drugs Act Chapter 11:25The Anti Kidnapping Act Chapter 11:26The Proceeds of Crime Act Chapter 11:27The Sexual Offences Act Chapter 11:28The Firearms Act Chapter 16:01The Explosive Act Chapter 16:02The Disaster Measures Act16:50The Freedom of Information Act Chapter 22:02The National Insurance Act Chapter 32:01The Highways Act Chapter 48:01The Motor Vehicle and Road Traffic Act Chapter 48:50The Motor Vehicle and Road Third Party Risk Act Chapter 48:51The Motor Vehicle and Road Traffic Enforcement Act Chapter 48:52The Collection of Taxes Act Chapter 74:01The Income Tax Act Chapter 75:01The Corporation Tax Act Chapter75:02Unemployment Levy Act Chapter 75:03The Health Surcharge Act Chapter 75:05The Company’s Act Chapter 81: 01 The Protection Against Unfair Competition Act Chapter 82:36The Registration of Business Act Chapter 82:85The Industrial Relations Act Chapter 88:01The Trade Union Act Chapter 88:02The Trade Dispute Protection of Property Act Chapter 88: 03The Workmen’s Compensation Act Chapter 88: 05The Minimum Wage Act Chapter 88:04

The Police Service Act Ch. 15:01 See [Act No7 of 2006 Sections 45 and 46]General duties of police officers

35. All police officers shall – a) preserve the peace and detect crime and other infractions of the law;b) apprehend and bring before Justices persons found committing an offence

rendering them liable to arrest without warrant, or whom they may reasonable suspect of having committed any such offence, or who may be charged with having committed any such offence;

c) summon before Justices and prosecute persons reasonably suspected of having committed offences in the following cases, namely –

i. in all cases of offences punishable on indictment where the alleged ii. offence is of a serious nature, and it is, in the opinion of the police

officer, desirable in the public interest that the prosecution should be undertaken by the Police Service; and

iii. in all cases of offences, whether punishable on summary conviction or on indictment, where an order to that effect is made by the President or the Director of Public Prosecutions;

d) serve and execute at any time (including Sundays) all process which they may be directed by competent authority to serve or execute;

e) keep order in and within the precincts and in the vicinity of all Courts of competent jurisdiction during all sittings of such Courts;

f) repress internal disturbances;g) generally, do and perform all the duties appertaining to the office of a

constable.

36. (1) Any police officer may arrest without a warrant – a) any person who is charged by any other person with committing an

aggravated assault in any case in which such police officer has good reason to believe that such assault has been committed, although not within his view, and that by reason of the recent commission of the offence a warrant could not have been obtained for the apprehension of the offender;

b) any person who commits a breach of the peace in his presence;c) any person who obstructs a police officer while in the execution of his

duty, or who has escaped or attempts to escape from lawful custody;d) any person in whose possession anything is found which may be

reasonable be suspected to be stolen property or who may reasonable be suspected of having committed an offence with reference to such thing;

e) any person whom he finds lying or loitering in any highway, yard or other place between the hours of eight o’clock in the evening and five o’clock in the morning and not giving a satisfactory account of himself;

f) any person whom he finds in any highway, yard or other place between the hours of eight o’clock in the morning and five o’clock in the morning and whom he suspects upon reasonable grounds of having committed or being about to commit an arrestable offence;

g) any person found between the hours of eight o’clock in the evening and five o’clock in the morning having in his possession without lawful excuse any implement of housebreaking;

h) any person for whom he has reasonable cause to believe a warrant of arrest has been issued. [Pgs. 19 – 20]

Power to arrest for offence committed within view

(2) Without prejudice to the powers conferred upon a police officer by subsection (1), any police officer, and all persons whom he shall call to assistance, may arrest without warrant any person who within view of any police officer shall offend in any manner against any law whose name and residence is unknown to such police officer and cannot be ascertained by him.

Power to arrest without having warrant in possession

(3) Any warrant lawfully issued by a Magistrate or Justice for apprehending any person charged with any offence may be executed by any police officer at any time notwithstanding that the warrant is not in his possession at the time, but the warrant shall, on the demand of the person apprehended, be shown to him as soon as practicable after the arrest.

The Supplemental Police Act Chp.15:02 Sec 2 defines a “protective services agency” as:

“A body corporate registered under the Companies Act whose principle objective is the protection of persons and property by providing guards and escorts and approved for that by the Minister.”

Bibliography

The Laws of Trinidad and Tobago, The Police Service Act 15:01, The Laws of Trinidad and Tobago, The Supplemental Police Act 15:02

1. What are the main requirements to operate a security firm in Trinidad and Tobago?

2. What powers do security personnel possess in relation to the Supplemental Police Act?

3. What is a precept?4. What are the powers and duties of an Estate Constable?






LECTURE 4 – NOTES

SECURITY APPLICATION FOR SELECTED RISK

The assets of an organization (tangible and intangible; physical; human; financial; technological and informational) will require numerous means and methods, deployed in specific ways with other technologies an systems, to provide the level of protection, that will bring about the greatest returns, in reducing the vulnerabilities to which they are exposed.

One of the key areas of focus has to do with access control measures. Access control is intended to zone individuals to specific areas to reduce the propensity of vulnerability and risks. If the access control measures are weak/ breached, then the entire security programme is destined to fail. The access control programme is a fundamental, if not the most important element in the security programme. The security programme begins and ends with its access control initiatives. However, that measure cannot function effectively without the assistance/aid of other supporting programmes. For example, access control measures can be enhanced through the use of proximity cards, biometrics, specialized locks, zoning personnel with required restrictions Closed Circuit Television CCTV, and grid alarm systems appropriate fences among other measures.


The greatest problems faced by organizations can fall within two main categories, natural phenomenon and human. In the case of the individual, they can also be divided into two classes, the internal public and the external public.

The internal public will include all persons within the facility with legitimate access but may have criminal or deviant intentions. In the case of the external public, their attraction will have a lot to do with acquiring unlawfully, the assets of the organization.

The natural phenomenon is those acts over which man has no control and is commonly referred to as “acts of nature or GOD”. The impact of such phenomenon such as hurricane, tsunami, floods, can have devastating effects on the organization’s assets in which case, management decisions will dictate the approach needed to recover and or protect its assets against the impact bearing in mind that the impact may be complex and or compounded based on the nature of the occurrences. The following are concerns that are considered in dealing with natural phenomenon.

Should management allow the phenomena to take its natural course? Should they implement temporary measures? Should they take action after the fact? Do absolutely nothing?

Among some of the popular measures / applications employed in organizations today, are:-

CCTV surveillance along with covert and or overt alarms. Electronic access at main points of entry. Specialized lighting. Electronic locking systems. Global Positioning Systems. Employment of contractual security personnel. Contracting an external response unit. Develop specialised training programmes to meet the organisation’s needs. Deployment of high tech computer equipment and programmes. Employment of specialised consultants Continuous security reviews and testing of its programme, Visits and inspections. Security auditing. Preparation of standard operational procedures manuals. Selection of specialise locks and locking systems. The use of burglar proofing. Specialised fences. Storage of data off sight at the close of the business day. Employment of specialized vehicle. The use of firearms. Employment of in house guard service.

Risk Management and how it can affect our Daily Lives

Risk Management plays a major role in our daily lives. There are a lot of security applications that you can use in risk management to reduce a risk in our homes or in our jobs. For example, lighting is one of the least, the cheapest and the best security recognism, it is also considered as an outer or an inner defense. Lighting helps to detect, prevent a lot of crime. Lighting is necessary for secured areas. Burglar Proofing helps to protect property and lives in so many ways. It can also be considered as an access control measure. It stops and prevents the illegal entry on your compound or at your home. CCTV provides safety on the inner and outer compound. It provides safety for the surroundings. Everything can be watched and monitored at the same time. It can also be taped and played back for evidence if a crime is committed. If a problem should arise the relevant authorities could be notified in the quickest possible time. It also makes security personnel work a lot more easily. They can monitor a lot with lease effort.

Training of security personnel should reflect the demands of the programme and the vulnerabilities that inform its application or use which must be relevant to the needs identified and not the desires of those in AUTHORITY. That is to say not all systems may be applicable to an organization’s needs however they can be upgraded and or downgraded to meet the immediate and future needs and can be merged with other systems.

1. What benefits can be derived in the use of CCTV as a risk reduction initiative?2. Identify measures that are applicable in developing the security programme of

an organization and the intent of its application.3. How important is access control measures to the security plan of an

organization?






LECTURE 5 – NOTES

Security Management Roles in Asset Protection

“Money, accounts receivable, physical and tangible property, intellectual property, proprietary information is all valuable assets to an organisation. The employees of an enterprise may also be considered among their most valuable assets. Essentially, without a skilled workforce, other assets may become useless and may not accomplish the organisation’s mission, and purpose and its vision can be lost permanently in light of the highly competitive environment in which it is operation.

This discourse is intended to identify the security management roles in asset protection. However to clearly define its parameters against which to develop the theme of this discussion there are several issues that must be clearly defined. Among them is the term security. Security essentially means in practical terms, to make safe and secure.

Management may convey several meanings, however, in this context, it refers to the planning, organizing, directing, controlling procuring budgeting and forecasting of events , so as to identify the strengths weaknesses, opportunities and threats that the organisation is facing, will encounter, and to come up with a reasonable plan strategies or solutions to those challenges. Because all organisations will face risks and vulnerabilities of varying kinds, there are a number of roles that must be performed. If the propensity of those risks


and vulnerabilities are to be reduced to an acceptable level then the sustainability of the organisation is threatened. The only ways in which such challenges can be overcome, is through comprehensive programmes of asset protection and risk management.

The effectiveness of the protection programme is grounded in the design and implementation of a systems approach. That approach is a comprehensives solution to the total problems. It is an orderly and rational approach method when executed properly and involves three critical steps:-

1. A vulnerability analysis2. Selection and installation of counter measures.3. A thorough test of the operating programmes.

Those characteristics is what will propel management to take a more closer look at how it will deal with the eventualities that threatens it future survival and or profitability

Any effective security plan or programme must involve and include a clear understanding of all the actual risks that the organisation faces. It is not until the real threats to the assets are accurately assessed that precautions will not be fully known, giving rise to the countermeasures that are applicable, and realistic. Clearly, the essentials are to understand the problems, before solutions can be advanced. And even in such a case, the value of the security programme is reliant upon the resources that are available and the high quality of those resources.

The problem at hand must be carefully defined. In defining the problems three factors must be accurately assessed.

1. The kind of threat or risk affecting the assets to be safeguarded against the particular challenges.

2. The chances that those threats can become real loss events.3. The impact on the assets or on the organisation responsible for the asset if the loss

actually occurs. [PAO Publishing 2003 page 19]

One of the ways of identifying risks is through the conduct of a loss prevention survey, which serves the purpose of pinpointing risks and vulnerabilities like inadequate access control measures, unsafe conditions, and to develop thereafter, a foundation for improvement in the protection programme. The survey should be tailored to address specific questions that focus on the needs of the facility or enterprise to be surveyed in the following areas;

Geography including climate and natural disasters The Sociopolitical situations occurring and impacting around the enterprise, as

well as criminal activities Past incidents that cause loss. Physical safety and security measures. Hazardous substances and protection measures,

Polices and procedures and their enforcement and compliance. The quality of security personnel and the level of supervision. Protection of people and assets. Protection of information systems and information protection of communication

equipment Protection of utilities Protection of parking lots

Security Survey, Phillip P. Purpura, states that

“narrowly defined as traditional methods (security officers, fences, and alarms) used to increase the likelihood of a crime-controlled, tranquil, and uninterrupted environment for an individual or organisation in pursuit of objectives.” [Purpura 2002 Pg. 7]

In the words of P.J. Ortmeier the view that security survey:

“involves the use of criminal and civil law, investigations, business management, policy formulation, psychology, sociology, and technology to protect persons and property.” [Ortmeier 2005 Pg. 3]

A security survey, Lawrence J. Fennelly, also prescribes is:

“a critical, on-site examination and analysis of an industrial plant, business, home, or public or private institution to ascertain the present security status, identify deficiencies or excesses, determine the protection needed, and make recommendations to improve the overall security.” [Fennelly 2004 Pg. 23]

The countermeasures that will be employed apply to people, hardware and software. These three variables must be interrelated in the systems design to ensure an efficient and effective integrated protection programme. Software in this context will include in addition to electronic systems programming instructions, all directives and instructional training materials, written and refer to all directives written or verbal that are needed to make an asset protection programme operate in the manner intended.

A key underlying factor is that the programmes must have the support of management and demonstrate a keen interest in seeing it implemented.

One writer on the subject argues that before a programme of security and loss prevention can be implemented careful planning is necessary to identify the threats the organisation faces. The next step in the process is to use the information collected to plan and implement the needed countermeasures. The risk analysis therefore is an important tool in the process. The risk analysis for this purpose is used interchangeably with risk assessment, and risk evaluation. It is the methods used for estimating the anticipated loss from specific risks using three steps

The loss prevention surveyIdentifying the vulnerabilitiesDetermining the probability, frequency and cost to the organisation so as to determine what budgetary allocations will be necessary and the purpose that will be served.

On the completion of the survey the vulnerabilities can be identified and isolated. Those vulnerabilities can be reduced by the adaptation of loss prevention methods and life safety strategies which must be brought up to current levels of performance and applications. Management plays an important role in deciding on the approaches and programmes that will be endorsed to treat with the particular breaches.

A helpful approach is to determine the probabilities and frequencies at which the risks can occur and the cost of such occurrence on the organisation financial assets. A statistical approach is always a predictable measure of accuracy.

The real purpose of Asset and Business Security Programme is to define responsibilities and accountabilities for protection of assets, property, and people. The Asset and Business Security program is of the utmost importance to operations and is performed to ensure (1) protection of critical infrastructure, (2) preparedness for natural and technological disasters, and intentional acts, and (3) compliance with regulatory requirements and industry standards related to security.

The Asset and Business Security programme covers physical asset protection and security for all properties and people. Properties include all facilities and assets, whether owned or leased. People include all members of the workforce, contractors, tenants, retirees, visitors, and the public on facility. The program includes responsibilities and supporting programs and processes necessary to deter, prevent, prepare, and respond from destruction of or damage to facilities, critical infrastructure, property, or equipment; theft of or damage to equipment, materials or information; threat or harm to welfare of workforce personnel or public

The Asset and Business Security program provide the following Access control - Manage authorization and authentication of credentials issued to individuals who are granted physical access to facilities. Monitor physical access to facilities and assets to prevent unauthorized access, damage, and interference to premises, equipment, systems, material, and information. Investigations and law enforcement - Investigate administrative, criminal, or civil acts to determine appropriate administrative or prosecutorial action to be taken.

Screening people - Conduct background investigations to determine suitability for employees and contractors (both initially and ongoing). Mitigate the “insider” threat by assuring only trustworthy and reliable personnel are employed and granted clearances, needed for their duties and responsibilities, to help prevent or deter potential threats to assets and security, including classified information.

Security planning and risk mitigation - In a collaborative role with SBUs, establish standards for physical security countermeasures and provide project management for implementation, including funding requests, project approval, project management oversight, and cost control.

None of the foregoing programmes will yield the desired benefits if management roles engaging the functions of planning, organizing, directing, controlling procuring budgeting and forecasting. While all of the above are important it is essential that the duties and functions to be performed must be in the hands of the right persons endowed with the required skill knowledge competencies and training to execute the program and to keep it sustained following periodic evaluations.

Bibliography

Fennelly Lawrence J., Effective Physical Security, Butterworth-Heinemman, United States of America (U.S.A), 2004.

Ortmeier P.J., Security management: An Introduction, Pearson Education Inc., U.S.A, 2005.

Purpura Philip P., Security and Loss Prevention, Butterworth-Heinemann, U.S.A, 2003.

1. Explain the role of the security manager and supervisor?

2. Discuss the real purpose of Asset and Business Security Programme.

3. What factors are focused upon to address specific needs of the facility or enterprise to be surveyed in furtherance of its security programme?;






LECTURE 6 – NOTES

SECURITY HIRING TRAINING SUPERVISION

The preliminary surveys that were conducted, to determine the risk and vulnerabilities of the organization, serves as the launching pad to establish the weaknesses in the system, the scope of the security operations, the quantity of personnel to be deployed, the skills knowledge and competencies required, and the type of training that would be needed for the organization’s security personnel. This is so, because the risk and vulnerabilities that were identified, will form the basis in determining the ranking of the asset, identifying resources necessary for the protection programme, and therefore the level and competencies necessary to execute the protection initiative, can now be available for critical and informed decision making. It is against that backdrop, that the skills knowledge and competencies needed are identified, and will inform the training needs of the personnel that will be deployed to service the security programme.

Unfortunately, training always presents negative responses in some private sector organizations against the background of its exorbitant costs. State agencies on the other hand, will train personnel fairly extensively, for periods of three months and more. In the case of the private sector organization training periods are much shorter and can be found to be conducted in periods ranging from hours to as much as three weeks.


The focus in the private sector is generally on the returns on investments. This is not to say, that training comes to an end, when the programme would have been completed. Organizations avail themselves to numerous types of training to get the best performance results. On the job training, one on one training, training simulations, training through the use of the internet, classroom exercises, field exercises, case studies, among others.

Generally, following the surveys in the organization, the training needs would normally be circumscribed by issues like;

- evacuation drills- access control - record keeping- dealing with emergency equipment- learning the departments of the organizations- developing skills in the use of equipment- Physical training - Legal training - Self defence- Driving skills- Firearms training

Coming out of that exposure, personnel are guided through the use of specialized documents intended to guide the conduct of the training. Ideally, most organizations would produce procedural manuals, which serve as guidelines for the security force. It is that manual that forms the foundation for the development of specific training issues, and can be divided into several areas. There are five basic classifications that the manual will fit;

1. Contact information for important internal and external operatives.2. Specific orders for each post.3. Emergency response procedures covering, anticipated situations that may

occur.4. General guidelines and standard for conduct of security personnel.5. A section covering issues that may not have been included in the general

sections above.

DEFINITION OF TRAINING

The goal of training is to teach a specific method of performing a task or responding to a given situation. The subject matter taught is usually narrow in scope. Training usually involved two stages: 1. Prescribed procedures are presented and explained.2. The procedures are practiced until they become second nature or reflective.

Training focuses on how most effectively to accomplish a task whenever a particular situation arises. It is experimental and goal oriented. Some of the skills associated with most training are the ability to determine, whether or not the circumstances warrant following a prescribed course of action, the physical and verbal skills associated with those actions, and the cognitive abilities needed to recall what steps should be followed and in what order for each situations covered in the training program.

According to (Carter & Snap, 1992, pg ) Training can be defined as the assimilation of the employers’ wishes to have the employee performs the job in the manner which the employer desire it be done.

“Training is an educational, informative skill-development process that brings about anticipated performance through a change in comprehension and behavior” (Sennewald 2003 pg 97)

Training is intended to change the behavior of persons, to engage them in standards of performances that would address the vulnerability of the organization. In so doing, the risk that were envisage ought to be reduced to a minimum or acceptable level.

However, environmental conditions would require assessment of the training programs on account of the frequency of changes in operations and new initiatives employed. It is through regular audits, that the organization is able to keep abreast of new developments and adjust there programs meaningfully. In so doing, the return on investment (ROI) will be improved limiting propensities for anticipated loss. It is for this reason that inspections and audits provide an important role in the organization.

ADVANTAGES OF TRAINING

1. Training prepares a person with a ready response in case of emergency.

2. “Programmed” responses can be attained through intensive training.

3. Research is used to determine the best responses.

4. Training makes people feel more confident.

5. Training leads to quicker and more efficient responses.

6. Training leads to more consistent responses that are in accordance with the authority.

7. The training process is concentrated and inexpensive.

8. Skills that require hands-on-training are acquired efficiently.

9. Training provides an alternative solution to people who do not have interest or ability to find their own solution.

10. Training decreases the likelihood of being sued because of the appropriate training to specific situations.

Sennewald also identified three things that new employees should know during the training process.

1. What management wants them to do?2. Why management wants them to do it.3. How management wants it done.

From that explanation, it can be deduced that training is a process of having someone learn new or improved systems of operation.

Training may take the various forms:-

On the Job Training, One on one training, Training through simulations Training through the use of the internet, Classroom exercises, Field exercises, Case studies among other. Demonstration, Seminars: Mentoring, Role Playing, Lecture discussions, Lecture demonstrations, Simulation drills

The employment process involves:

- Advertising the position, in which case, it may be done in the media or internally.- Recruiting - Initial interview {1st contact}- Secondary interview formal with Director, HR and other personnel. Testing.- Ranking {candidate selection}- Background check.- Psychometric testing.- Medical test.- Job offer.

Job Description

There is a direct relationship between the strength and effectiveness of an organization and the quality of the job description. The job description emphasizes:

- Accuracy and completeness of describing each job classification in the department.

- The matching of applicants to the job description.- The individual employee’s understanding of the department’s expectation

expressed in the job description.

- The department’s ability to design its training efforts to support the job description.

- Performance evaluation based on the job description.- Job descriptions that currently reflects those task necessary for the larger

organization to achieve their stated objectives.

. WHAT ARE THE GOALS OF SELECTION OF SECURITY PERSONNEL?

1. To identify the applicant who has the highest chance of meeting or exceeding the organization's standard of performance. Through the process of examination and sifting of all applications received.

2. To ensure that applicants posses the knowledge, skills, abilities and other characteristics dictated by the job. This process may also include careful scrutiny of the applicant’s academic and other qualifications.

3. To ensure qualitative and quantitative output, which involves other objectives such as quality of output, absenteeism, theft, employees’ satisfaction and career development? There may well be the need for background checks to be verifying the applicant’s character so as to avoid bringing on board persons of deviant dispositions whose conduct may be a liability to the organisation.

4. To find the applicant who may be the optimal match between the job specification and any particular characteristics he or she possess. This function is intended to eliminate those applicants who may be skillful in beating the system by misrepresenting themselves to the employer so as to command a formidable and favorable position which is far removed from the realities of their abilities and competencies

5. There are situations where on account of the voids in the labour market persons with skills knowledge and competencies apply for positions that are far beneath their level of competencies who may best serve in other capacities, and nay pose human resource problems when in the future they champion the cause for considerations in other positions which may result in some form of embarrassment. It is critical therefore to avoid or eliminate over-qualified applicants.

6...The positions to be filled must be in tandem with the organization’s needs and therefore the selection process must be able to inform and to identify objectives most important for the organizations' circumstances.

FACTORS INFLUENCE AN ORGANIZATION'S CHOICE OF SELECTION METHOD

The recruitment process in an organization can be a very expensive and intensive undertaking, if the right candidates from among its numerous applicants are not found.

Such a void can subject the organization’s goals to be frustrated by not been able to maximize its goals especially where targets are not met on account of underperformance. The choice of selection processes are generally influenced by factors both internal and external factors. In the case of the internal requirements, the question of timing, skills competencies, price of labour, training needs availability of personnel from within the organisation and other conditionality’s that exists within the organisation along with its requirements, will inform the methods that will be eventually chosen in determining which of the many processes will be employed.

The external influences will be grounded in such factors such as the number of skilled personnel that are available for consideration, the price of labour, the profile of the organisation when compared with its competitors for skills, government’s policies regarding equal opportunities and, the elimination of acts of discrimination among many others. This combination of factors that influence an organization's choice of selection can be summarized to include:-

The development and implementation of large-scale selection is another consideration that is essential. This undertaking can be very costly and even complex. However, size alone doesn't determine how the selection process is approached.

In structurally complex organizations, with many job titles, but very few occupants, the number of years needed to recover monies invested may be too great to justify its initial expense. Therefore, it is imperative that in selecting applicants there must be sufficient number of jobs for the organization to recover developmental cost in the shortest possible time.

Another characteristic of the organization that is an important determinant is the kind of selection system it develops in its attitude towards hiring from within. One of the benefits of this approach is that there does already exist, a psychological bond that will demand lee of the employer to strengthen the organisation cultural linkages with the candidate on account of his devotion, and loyalty.

Many organizations have elaborate internal posting programs designed to help fill as many job vacancies as possible from within.

These two models of filling job vacancies mentioned have some overlapping processes, but each focuses to some extent on different criteria and techniques.

EXTERNAL ENVIRONMENT ----- an equally important determinant is the kind of selection system an organization utilizes when new employees are sought Most organization are subject to state employment laws and regulations, but many state-specific regulations will affects what an organization can do in its selection system. Some states impose tighter limits on organization's ability for the testing of applicants for drug

use offenses against the person, violent tendencies and more recently sexual harassment. Some states are known to protect organizations from being sued by former employees because of information that may have been divulged during the checking of references. These state-specific issues can affect the selection system that is ultimately used.A very significant environmental influence on selection is the size, composition and availability of local labor markets which in turn, are affected by economic, social and political pressures on a community. When unemployment rates are low, at a basic level, it may be difficult for an organization to identify, attract and hire the number of people it needs, however, when there is an oversupply of qualified applicants, selection Strategies can be very different.

Some organizations are constrained by the price they will pay for the labour they require. That is to say in the midst of competition for the skills the organizations with the better corporate profile will set their minimum limits out of the reach of competitors and therefore the less of the labour stock is what is available for the competitor to choose from which may not necessarily meet fully their needs.

It is against the foregoing background that the choice of processes in the selection processes for a comprehensive review of application blanks, interviews, psychological testing, the use of an external recruitment and selection agency example will be influenced by prevailing circumstances and the resources that are available to support the initiative.

Edgar Schein, a noted organizational psychologist submits that:-

“Organisations are blueprints for human activities, but they do not function until people have been recruited to fulfill the specified roles and to provide the specified activities. Therefore, the first and perhaps major human problem of any organisation is how to recruit, how to select, train and socialize them, and how to allocate them to jobs for most effective role performance”. Schein, [1980 pages 24-25]

Supervisory Roles

The function of supervision is to facilitate getting the work done willingly, in the manner in which management wants it done, how it is to be done and when it is to be done. To achieve that object, management depends on the supervisor to perform that task .The supervisor is able to accomplish management’s goal by inspecting regularly the tasks that are to be performed by subordinates to ensure that the standards of performances are being met and to make changes as the need may warrant.

Supervisors have the responsibility to be in touch with all employees because they are different and may be performing different roles. Motivating and encouraging subordinates is important in building confidence and enhancing general performance, to get the work done, supervisor must be given the authority to act.

Supervisors are required to train and develop subordinates and afford them every opportunity to learn the job and be able to succeed him. In that context the supervisor must also be trained to carry out his role with distinction. He must be fair, unbiased, approachable, accessible, and knowledgeable in the profession.

Students are advised to read Sennewald’s The Security Supervisors Role Chapter 5 in the 4 th Edition

1. Identify the issues that will influence the training needs of a security department.

2. How will the external environment impact on training and selection of security personnel?

3. Discuss factors that will influence an organization's choice of selection method.4. What are the goals and processes of selection of security personnel?5. What are the goals of raining in the security programme?






LECTURE 7 – NOTES

SECURITY GUARD FORCE STRUCTURE FOR ASSET PROTECTION

The protection programme of an organisation can be one of the greatest hurdles that a security director or manager may encounter in getting his organisation to buy into. That is, on account of the mindset of executives who do not see security as an important and integral part of the business operations? The general feeling is that security coverage will erode profits and is an expenditure that will not yield sustainable returns to the organisation.

Therefore, the security director /manager must be competent in convincing his executives, that the assets of the organisation are constantly at risk, and must be hardened against those potential threats. In other words, the assets of the organisations must be protected against the vulnerabilities to which they are exposed, or face the consequences. The employment of a guard force is therefore critical. However that unit will not be effective if a plan of action is not established and supported by the right tools, infrastructure, policies, and ongoing assessments of performances. To realise the full potential of the security guard force or unit, it must be structured along lines that are in tandem with the assets of the organisation and the potentials for loss damage theft, and or destruction backed by a programme of continued and increasing professionalism.


One writer subscribes the view that:-

“The need for security should not be confused with the need for an established security organisation. Every business or institution, regardless of size location or the nature of its activities, must protect its assets if it hopes to survive, let alone to be successful.” [Burnstein1996 Page 14}

Determining the security guard force size is no guessing game... Senior management must recognise the importance of the need for the security unit and must agree to its establishment. It is at that juncture that the security manager /director must demonstrate his worth and professionalism in a very convincingly way. Some organisation may go the way of employing the services of consultants or professionally qualified practitioner in the field, or assign the responsibility to an existing employee at the managerial level. It is that person whom will be asked to determine the human resource requirements for the security functions.

In the case of non professional security managers, the observation of the past, is that much attention is given to the number of persons needed and perhaps equipment required, with little attention being paid to the real issue of the organisation’s needs . Other executives may tend to focus their attention on the financial allocations made to the security programme in terms of the available assets and its consequential impact on returns on investments. Whichever position the non professional decides on taking, take the fact remains that

“The need for security personnel may not be the subject of challenge, but the question of whether they alone can serve the employer’s interest should not go unchallenged” [Burnstein1996 Page 16]

The security force needed for the asset protection drive, should be considered against several other variables, like

The extent of coverage that is needed over the working day. This element of the plan must take into account the most vulnerable period, the least vulnerable period.

The critical areas that should be concentrated upon based on access control requirements, along with the strengths, weaknesses, opportunities and threats to its key assets.

1. The technology that will be needed to harden targets against the known and perceived threats, bearing in mind that in selecting equipment, consideration must be given to

2. The use of state of the art equipment available is not an indication that it may be right for their particular need and may be an act of wastage if it is purchased.

3. If the product is useful in its applications the decision makers should not be pushed into being oversold.

4. New and different products should not prevent an objective evaluation of its usefulness and worth to the organisation.

5. Technology will not always be complete and satisfactory alternative to the security officers.

The employment of technology will be a factor in determining the number of personnel required given its capabilities. For example the coverage of the external perimeters of a facility can be under surveillance by one man, however in the event of an emergency needing a response one may is a can be a far cry from what is actually needed to take control of the occurrence.

It is for that reason that security managers must be able to reconcile the value and practical application of the equipment to their security needs.

The staffing problems that will result during the day to day operations like absences for various reasons like vacation leave, sick leave sabbatical leave, training, maternity leave paternity leave , special leave, sickouts, act.

Supervisory personnel is another important consideration in that another grave error may be made, when the numbers are pulled out of a hat randomly without a realistic determination of the needs,

The structure of the department and the work load of its manager.

It is not in all cases that managers will need to have supervisory support. The number of supervisors is determined on the basis of the nature of the tasks to be performed, the quantity of personnel assigned to shifts, and the working hours

Burstein submits that:-

“Since the exclusive use of personnel is expensive and technology alone is often inadequate, it is incumbent upon security managers to carefully evaluate both the employer’s needs and the most cost effective options available to satisfy them. Certainly they should not base their decisions on the premise that the use of personnel and technology are mutually exclusive. The best approach often is a balance one, with a combination of security officers and technology proving to be the most effective and least expensive solution to a host of problems.”[Burnstein1996 Page 16]

Another important consideration is the decision to source personnel. The guard force may either be in-house, or contracted services from a protective services agency. It should be borne in mind that today; the both typologies have their peculiar benefits. Generally, where employers loyalties are critical to the operations the organisation is likely to go with its own security force. On the other hand where the tendency is to contract out the services, in some other situations the tendency is to employ a combination of both types.

The reality is that there is no one single factor or answer on the question of supervision Security managers must analyse the conditions with which they are face at their various locations. Where the organisation is decentralised the need for a site manager may be justified. In some cases there may be the need for afterhour’s supervision, in cases where a manager serves line and staff operative and engaged in a range of other related or unrelated activities, it is easier to justify the need for supervision to cover shifts

Reporting relations have the tendency in determining the numbers as is evident in military circles. In the private sector one will find that the management structure is somewhat flattened with less ranks, and by extension less supervisors. What is very important is that regardless of the structure there must be someone at the top to represent the interest of the guard force and the security programme. Another level of operatives will interpret the decisions of the board and security director or manager and another group at the lower end to execute the programme. Structure will be another factor that will help in deciding the numbers of officers that will cover the needs of the organisation. A well ordered structure and personnel can yield for the organisation considerable returns if the loss that has been experienced is properly managed to reduce the value to an acceptable level and to be proactive in developing programmes to sustain that initiative.

1. Discuss and formulate a management structure that will shape an organisation’s security programme.

2. What should be the key focal point of security managers in designing the structure of the security unit?

3. Discuss the factors that should be taken into account in designing the guard force.

4. What are some of the main challenges security managers face within the executive of organizations?






LECTURE 8 – NOTES

LIABILITY ISUES IN SECUTITY MANAGEMENT

“As the ability of law enforcement agencies to respond to requests for assistance becomes more limited, individuals and business are increasingly contracting with private entities such as alarm companies, private patrols, and guard services to provide for their security needs. The obligation of these private security services to respond and their duty to their customers and others once they have responded have become increasingly important issues” [Hakin 1997 page 241]

Further afield security personnel have been vested with legal authority that affords them to lawfully infringe upon the rights and property of others. However their actions must be supported by some legal authority that permits such infringements. For example the arrest of a person who has committed an offence, is in the act of committing an offence may be arrested for such a breach, however in the process, the force used to arrest the offender may be way outside the requirement of the use of force. They may use more force than is necessary and cause the offender injuries or damage property that may invite actionable courses


Security personnel must be mindful of the fact the while they are vested with the same powers as members of the police service they are also liable for their unlawful actions In other words, to whom much is given much more is expected.

Victims of liable acts are no longer standing by and suffer the consequences on moral grounds. There is a legal consciousness that has opened up the minds of victims to challenge almost all injustices. Further the legal fraternity is always ready to take up the challenge of representing persons free of charge especially when the actions of officers present strong cases favouring victims. It is for that reason extra time and care must be taken to properly train officers to recognise those situations that are likely to generate liabilities.

In other circumstances security personnel may misrepresent their employer and engage in activities that may cause the employer or client actionable damages.

A liability is any act for which an individual or corporation becomes answerable for by law, even though they may not have been the actual perpetrator of the act. That is to say, some one under their lawful charge, may have engaged in conduct that may have been authorised however the action that was undertaken caused a third party to be aggrieved through their inactions, or failure to act like a servant or agent engaging in behaviour that results in some form of deprivation loss or injury.In most cases liability are connected to an incident even though an individual is not at fault or did not intend any wrong to the victim. That type of liability is referred to as strict liability. In some other cases organisations or third parties may be held liable for the actions or omissions of others with whom they have a relationship. This typology of liability is called vicarious liability...

Civil liability is one of the foremost concerns of today’s organisations. It usually occurs, when the victim is harmed or injured through the actions or inactions of another. Such occurrences are the subject of costly awards to companies. Among some of the common occurrences are cases of sexual harassment, unsafe environments, negligence, wrongful deaths, privacy invasion, the use of excessive force, personal injuries, violation of legal rights guaranteed under the constitution, conspiracy to defraud, In other words they include according to Ortmeier

“Incidents that precipitate these claims involve intentional or unintentional wrongs, failure to protect, and failure to exercise a reasonable standard of care”.

Organisations mindful of the impact of proven liabilities against their organisation are challenged to reduce or mitigate liabilities through the development of comprehensive plans to prevent such occurrences, and incidents that creates the liable suit and to engage in policies that will limit and or prevent these incidents .Among some of the common approaches are the development of strategies to address physical and information security, as well as human resource management that includes policies , training, supervision, disciplinary policies, review and revision of existing policies, legal support, among many others initiatives

Off-duty officers, encounter situations in which they may be called upon, at a moment’s notice, to act. Some off-duty officers are engaged in secondary employment, including jobs in private security arrangements. Off-duty officers, like all people, also become involved in disputes of various kinds with other individuals, including physical altercations and vehicular accidents. A number of lawsuits, in the court, have attempted to impose civil liability on the officers themselves and/or on their employer, under a variety of rationales. The issue arises whether the off-duty officer is acting in their capacity as law enforcement, when they are acting on behalf of their secondary employer, such as a store or business for which they provide security or other services, and when they are acting in a purely personal capacity.

Clearly, when an officer is on-duty, in uniform, displaying his or her badge, equipped with the weaponry, lethal and less lethal, provided by the department, and engaging in the performance of their duties, there is no doubt that they are a police officer, and to be judged by the standards, laws, and rules applicable to law enforcement.. Additionally, for purposes of liability the law, such as for assault and battery, false arrest, malicious prosecution, or negligence in the operation of a vehicle, so long as they act within the scope of their employment, both they and their employer may be liable for misconduct causing injuries or damages to others, including vicarious liability for the employer. While there are circumstances under which private individuals may make a “citizen’s arrest,” and while the law may provide powers to some private security personnel, making an arrest, especially if accompanied by an assertion of police authority, has historically been a function largely carried out by law enforcement officers.

One of the commonly used buffers to liabilities is insurance coverage. Good business practice dictates that organisations, regardless of its size and type would be wise to maintain the appropriate amounts and types of insurance to protect their clients in the course of their operations. It is quite realistic that one lawsuit can totally wipe out an organisation which could have been covered by the appropriate coverage that would have absorbed the legal cost and other penalties awarded. One type of coverage is the general liability coverage. This type of coverage is fairly comprehensive and provides a variety of coverage including fire and theft, and business interruption, relocation expenses, and injuries arising out customer’s injuries occurring on the organisation’s facility. However this type of coverage will not provide coverage for malpractices.

Workmen compensation is another common coverage that security organisation should subscribe to, given the risks that personnel are generally exposed to as well as those risks that they bring to bear on their employers by virtue of their conduct and actions.

1. What factors contribute to liabilities perpetuated by security personnel?2. What impact will liability claims have against an organization?3. How can organization reduce e propensity for liability claims?

4. Identify some common practices that will lead up to civil liabilities.






Lecture 9

RECRUITING AND STAFFING

METHODS FOR SECURITY ORGANISATIONS TODAY

Security Manager, want to recruit and retain the best talent available. As security professionals, they want employees that can be trusted. Today's youngest generation of workers, known as Generation Y, have different career goals, when compared with earlier generations. What is needed to get them to pursue a security management career and work for your organisation has presented great challenges for today’s security managers.

The recruiting environment today, has to find workers that fit the organisation’s environmental needs. That involves a whole new game, as opposed to what it was just decades ago, when individuals were much more easily attracted to the security careers given the state of the economy at the time and the level of education. In 1970 a school leaving certificate or its equivalent was the minimum requirement to be enlisted into the police department in Trinidad and Tobago. However by the mid 1980”s the level of academic requirement was upgraded to include three ordinary level passes inclusive of English language. The thinking behind that policy was that the higher the educational requirement the greater the intelligence of the officer. Whether that is so or not will be the subject of research and testing. Private sector organisations in Trinidad and Tobago


appear to follow the standard set by the police department to a large extent. That is not the case in many of the protective services agencies who have kept the requirements down to attract a fair amount of applicants since the higher academic academic requirement will push them out of the market and by extension the quality of personnel they are seeking may not be reached.

Like all organizations, you want fresh talent that is smart innovative and loyal. Knowing what makes the youngest generation of employees become attracted to the industry is what will give the security manager a competitive edge over competitors, as can be drawn from observations of local competing organisations. This is especially important in today’s security environment as a greater percentage of personnel employed in the field are in the age group forty and over and may opt to be retired in the coming decade. Therefore, those "Companies that don't attract younger workers will find themselves with high levels of turnover, or may be forced to retain their older staff who may lack competencies in technology that is fast growing in the medium large and small organisations. It would appear that the younger generation is more adaptable and skilled to work in the technological environment than the much older operatives. The competition and non-attraction of the younger work force population is likely to restrict growth and development if alternatives are not found for the replacement of manpower. The spread of the multinational /transnational corporations seem to have greater attraction to the younger workers as they have been offering the better packages to their security staff. Local private sectors organisations have been losing staff to those organisations, and may continue to suffer that faith as there corporations extend themselves further. According to recent research, this generation wants money. Their number one career concern is their compensation and benefits, with salary and healthcare/retirement benefits as their top priority. Job stability and career satisfaction.

Money and job stability have always been a factor and not always something you have control over, as a hiring manager. But what can companies do to enhance that career satisfaction is the big question for today’s managers.

This discourse will be incomplete if the gender question is skirted. Local trends suggest that females appear to be more accessible to the security labour market in public and private sector organisations. A cursory glance at the major players in Trinidad and Tobago is revealing that in the recent decade more women are employed than men in the industry accounting for another reason for the low percentage of young male persons being interested in a career in the security industry. In traditional security functions women are becoming more visible as firearm officers supervisors, drivers, CCTV operators and front desk operators among many other skills. traditionally dominated by the male. Perhaps this may have a lot to do with the availibity of jobs, academic success, and the changing sociological circumstances leading to more single parent families headed by women. Again this observation must be made the subject of scientific studies in order to determine the realities of a developing trend.

One common perspective is to provide them with all of the new tools and technology they need o do their job, according to an American expert said Bill Wipprecht, chief security officer with Wells Fargo. He submitted that

“This new generation is smarter than ever….Many are so tech savvy, by the time they get here they are up and running on all of our internal systems within days."

Millennials are at ease with technology and not only expect, but demand to be able to use it, on the job. Companies that don't have the tools will be seen as archaic to a twenty-something employee. Bonus points will go to companies that are developing a technology or platform and make employee’s part of the process. After all, it was Gen Y genius that leads to Web 2.0 technologies such as Face book and YouTube. And those young entrepreneurs quickly became millionaires, rather than working for 30 years for their wealth.

"The rewards are so much greater now among the younger generations," said Wipprecht. "That has raised their expectations significantly."

Sure, most companies won't be able to offer workers the chance to get in on the ground floor of a multi-million dollar venture. But while Baby Boomers, often the parents of Generation Y, expected to work for a company for many years before getting big bucks and big promotions, these younger workers want opportunity and mobility now.

"There is the question of what can they get out of it for their career?" said Bruce Larson, security director with American Water, a Vorhees, and NJ-based tap water supply company. "And when you are talking about hiring IT security professionals that becomes paramount."

Companies may want to consider mentoring programs, as well as educational opportunities, so Millennials can feel they are getting something more than just money out of being with their company.

"Boomers wanted to make sure they weren't losing their job. Gen Hers wanted to know 'How am I doing?' at my job. Now Gen Y wants to know 'Why am I doing this job?'" said Roberta Chinsky Matuson, president of Human Resource Solutions, a Massachusetts-based firm that regularly advises corporations on generational differences.

And there may be some shock managers have to deal with among new hires who are disappointed that their new job is not what they envisioned it would be. Popular culture, including such TV programs as 'CSI' and 'Law & Order,' have given security-related fields a boost.

"Many Millennials who are in their early 20's did watch these types of programs in high school," said Orrell. "There has been more interest in younger people pursuing these types of careers."

http://www.yourhrexperts.com/

https://www.wellsfargo.com/

A number of colleges and universities have added programs to keep pace with demand for degrees in areas like forensic science and criminal justice. But the actual day-to-day requirements of the job might not be exactly what new hires had in mind when the decided to pursue the career.

Certainly the backlash is that they saw crimes being solved in 'glamorous' settings in an hour," noted Orrell. "So it will be interesting to see how many of these Millennials actually stick with their professions once they see the true reality."

Offer praise and frequent feedback

The same poll from Robert Half and Yahoo Hot Jobs also found over 60 percent of Millennials said that they wanted to hear from their managers at least once a day. This might be a very different style of performance review than experienced managers are used to. But not only do they want to know how they are doing, they want to be told in a nice way, said Orrell, who admits this often has managers rolling their eyes when she holds coaching seminars.

"The main thing to abandon is that curt approach many Boomer managers have had over the years," she said. "That does not play well with Millennials. They are looking for someone sensitive, compassionate and understanding."

Orell said Millennials have been raised in a culture of respect where there opinion was valued and have no intention of abandoning their value system on the job. For many companies, it can be a tough adjustment.

"They grew up in the 'Soccer Mom' age where every kid gets a trophy, every kid gets to be president," said Wipprecht. "Work may be the first time any one actually says no to them."

Wipprecht said while Gen Y won't tolerate harsh behavior from a manager, companies need to find a balance and make sure they aren't sugarcoating reviews either.

"False praise is phony," said Wipprecht. "Employees don't need fictious praise—it has no value to it, and they know that."

1. Are young person’s the best choice of selection foe security careers in the private sector?

2. Are the aged persons the right choice for security careers?3. Women are fast dominating the security industry. Discuss.

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