Effective building security requires these key techniques.
Does your building use all nine?
Abuilding security program has many components. In fact, security directors must apply at least nine key techniques – some may even require more. Security directors must research risks and cre- ate a comprehensive program. They must define their own role as security director and determine whether to employ security officers on staff or to utsource security to a third party company.
Then come the specifics. People, technology or both must
be implemented at all of the building’s entry points for access
control. Policies for interior common area doors are also necessary. Parking facilities need close attention too. What about the
elevators? How will you manage them? What policies will you
implement to manage the flow of visitors?
Finally, consider the logistics of enforcing the building’s
security policies. Security officers must patrol the grounds
regularly, greeting and assisting tenants and visitors as well as
deterring trouble – and stopping it when it arises. How will
they get around?
Here’s a look at how Robert Thomas, Director of Security
for the Baltimore-based Harbor East Management Group, LLC,
applies these security techniques to an eight-building portfolio
that stretches along Baltimore’s Inner Harbor.
1) Planning a Security Program
Thomas signed on at Harbor East 11 years ago, bringing 28
years of experience as a police officer. “As a former policeman, I
had quite a bit of experience handling situations and protecting
people and assets,” he says.
His assignment is to apply what he has learned about law
enforcement and crime over the course of his career to building
a security program that protects people and property.
Thomas developed a plan that began with a call for a security
assessment to analyze the existing security program, identify
new problems created by the changing nature of the city neighborhood over the years and develop a plan to bring the program
up to date. The plan would start with the most pressing security
needs and move ahead as the budget allowed. He has imple-
BY MICHAEL FICKES
mented the plan with an eye to hiring and training security
officers and applying technology to areas where the officers
2) Determining Whether to Outsource Security
Thomas doesn’t employ a security staff. Instead, he manages a contract with a security firm that provides on-site
officers and supervisors.
Why outsource? It eliminates the time required to hire
and manage personnel. If a patrol or station officer isn’t
performing, Thomas need only request a different officer
from the supervisor. Replacing an in-house officer would
likely be time-consuming and expensive.
Outsource companies can also call in more officers
to meet situational problems. Downtown Baltimore, for
instance, has recently seen a number of protest marches,
and Thomas has called upon his security firm to staff up on
those days to ensure safety.
Of course, in-house security organizations have benefits,
too. Staff security officers, for example, have a direct relationship with the company. Often, that inspires greater levels of commitment from security officers.
3) Identifying Responsibilities for the Security
Different buildings require different security programs.
The first responsibility of a security director is to commission an assessment and use the results to tailor a security
program to the needs of the tenants and the building.
What resources will be required in terms of security officers, vehicles, radios, access control and video technology,
uniforms, weapons and so on? Will the building be better
off retaining an outsource security firm or hiring its own
people and buying its own technology?
Next, the security director must determine how to deploy
resources. What routes will officers patrol? How often will
they patrol? What will the cameras watch? Which doors will
require card access? Which will offer uncontrolled access at