Layne Safeguarding Cultural Properties

Security for Museums, Libraries, Parks, and Zoos
1. Auflage 2014
ISBN: 978-0-12-420180-4
Verlag: Elsevier Science & Techn.
Format: EPUB
Kopierschutz: 6 - ePub Watermark

E-Book, Englisch, 160 Seiten

Safeguarding Cultural Properties is a step-by-step guide for creating and maintaining a comprehensive security program in any cultural facility or public institution. Author Stevan P. Layne, the leading expert in the field of cultural property protection, draws from his many years of experience providing protection training and planning to more than 350 cultural and public institutions around the world. Designed especially for those with limited security budgets, the book provides a proven and effective program for hiring the right security personnel, selecting the appropriate electronic security systems, and coordinating critical emergency response, along with all the other security issues unique to the needs of a cultural institution. For individuals responsible for the protection of the people, assets, and collections, Safeguarding Cultural Properties saves time and money by providing the essential resources needed for creating a short- and long-term protection plan. - The only how-to manual written specifically for security managers of museums, libraries, zoos, and other public and private historic sites - Suitable for both large and small cultural institutions, it covers topics such as personnel security, fire protection, physical security, emergency response, theft protection, and more - Provides actionable, cost-effective solutions for institutions with limited security budgets and resources

Steve Layne is an internationally recognized authority on the protection of cultural properties, guard force management, and training. He is the founding director of the International Foundation for Cultural Property Protection (IFCPP) and responsible for the development of its widely acclaimed certification programs. Steve is a former police chief, public safety director, and museum security director. He currently heads an international consulting firm assisting business, industry, and government, to include several hundred cultural and educational institutions. Steve served as a provost marshal in the U.S. Army followed by over 30 years in law enforcement and private security. He is a Certified Protection Professional, Certified Institutional Protection Manager and Instructor, and a Certified MOAB (Management of Aggressive Behavior) Instructor. Steve resides in Nokomis, Florida and Denver Colorado.

Autoren/Hrsg.

Layne, Stevan P.

Leseproben

Chapter 3

Personnel Security

Screening, Hiring, Training, and Guard Force Management

Abstract

A large measure of the success of your security program depends on the quality of the personnel you hire, how well they are trained, and how they perform. This chapter looks at several aspects of preemployment screening, the actual hiring process, and the best methods of training security officers to perform assign tasks. Training is not just necessary for new hires but applies equally to those already on the job. A part of the process is the measurements utilized to determine the success of the training program. The chapter also outlines steps to be taken in the firing process to reduce the potential of threats from former or present employees. The important aspects of the screening process are explained, and a close look at methods of conducting interviews for applicants is also included. The positions of security officer and security supervisor should be well defined with all requirements published. While the methods of training are important, so too are the courses which should be a part of every officer's basic training program. These are presented as represented by the International Foundation for Cultural Property Protection. Finally, this chapter discusses the best practices in guard force management.

Keywords

FiringGuard force managementHiringJob reference immunityNegligent retentionRules and regulationsScreeningTrainingWrongful termination

Contents

Personnel?29

Background Verification?33

The Interview?34

Position Descriptions?35

Security Officer?35

Security Supervisor?37

Training?37

Guard Force Management?39

Rules and Regulations?40

Substance Abuse?41

Substance Abuse Policy?42

Supervisor’s Substance Checklist?43

Documenting Suspicious Activity?44

Suspicious Activity Documentation Form?44

Visitor Rules of Conduct?45

The Firing Decision?46

Termination Letter?48

Conclusion?48

Appendix: Selecting Electronic Systems?50

Personnel

Much of what we do in security is based on the people we depend on to complete certain tasks. Security officer posts are to provide a visible deterrent to rules violations and other threats. Security officers also respond to calls for assistance, or assist in an emergency. Other staff may be involved in main entry screening, package inspections, parking controls, visitor services, or a host of needed tasks. In each of these roles, we depend on designated people to have the knowledge necessary to approach the task, the physical ability to perform the task, the energy and initiative to complete the task, and perhaps above all, the integrity to stay focused on the task.

In order to have some level of confidence in the people we trust to perform in most situations, we need to take a close look at the hiring process. While your human resources department may have the primary responsibility for screening and hiring applicants, the security manager should be a part of the process, especially where security officers are concerned. I cannot count the number of times, while investigating losses or other incidents, where it was determined that involved staff did not properly perform. In most of these occurrences, proper performance would probably have deterred the loss or avoided the incident altogether. Looking further into the circumstances, I have often found that involved staff were not really qualified for their position, and/or training was inadequate and more often, that trainers were not qualified.

This is immediately apparent in cases where incidents occur within established patrol areas, and preventing action could have prevented what took place. Patrols must be alert, and physically capable of being mobile for extended periods. When officers are physically unable to remain on their feet, and remain alert, they should be assigned other duties. For our purposes, we will address priorities for screening and hiring security officers.

You must perform what the courts consider a “reasonable inquiry into an applicant’s background and character.” What is reasonable? Time and again, this has proven to be a consideration of the level of responsibility with each position applied for, the access the applicant will have to assets, and the access to other people, especially children and “at risk” adults. For a position with relatively little responsibility, limited access, and usually under direct supervision, the level of the background screen may be reduced. However, certain elements should be included for every position. Minimal requirements for all positions include:

• completion (on site) of an objective written application;

• personal interview;

• clear criminal history (misdemeanor convictions may be acceptable if not applicable to the position, and applicant provides thorough explanation backed by court report);

• verification of employment;

• verification of education; and

• verification of citizenship status.

Many states have recently enacted statutes that affect the release of employment information by former employers. These laws are frequently called “job reference immunity,” and they protect employers who release documented information about employee performance. You need to verify the laws in each state from which you seek prior employment information. Employers have a right to know about the qualifications, character, and prior activities of persons who will ultimately be responsible for the protection of the institution, its assets, other staff, and visitors. Years ago, our employees grew up in the neighborhood in which they were employed. Someone in the institution was often personally familiar with the prospective employee. Today’s workforce is diverse in background, education, and place of origin.

In our current environment of high unemployment, concerns about security, and improved technology, there is no excuse for not exercising proper precautions in the hiring process. Keep in mind the most often applied legal concepts in employment litigation:

• negligent hiring;

• negligent retention;

• wrongful termination.

Each of these pitfalls may be avoided with sound procedures. Negligent hiring is the result of the firm’s failure to conduct an adequate background investigation. Negligent retention indicates the failure to terminate employment, once the employer is aware of an employee’s unsuitability. Wrongful termination indicates the failure to fully investigate or substantiate a personnel action.

All requests for background information should be accompanied by a waiver of liability, signed by the applicant regardless of the presence of Job Reference Immunity. Institutions are often held liable for the acts of their employees. Your duty to screen those in positions of trust should include volunteers, and even long-term vendors or contractors.

It is a misconception to think that everyone will answer honestly on an application, or that questions beyond the application form are not necessary. A primary purpose of an employment application form is to provide the employer with a basis for comparison. Information presented on the application form that cannot be verified may demonstrate the applicant’s inability to be truthful, or to provide consistent information.

The following checklist provides some steps to be taken in the application process. These steps should apply to every type of business or institution, at every level of application. In the professional/technical fields, applications are often ignored in the place of a carefully prepared resume. A resume provides the employer information that the applicant wishes to have known. It does not answer the employer’s questions about prior employment, criminal history, driving record, or other pertinent information. Every applicant, regardless of the position and including volunteers, should be required to complete an application form.

As a final comment on this subject, I am reminded of the number of times when, during the course of an investigation, an employer was asked to provide a copy of the suspected thief’s application. The answer is, all too often, “We can’t seem to locate that application.”

Good hiring procedures bring good employees into the workplace. They also reduce turnover and other workplace problems. Your minimum requirements should include:

• Require the completion of a professional application form, regardless of whether or not a resume is provided. A separate liability release waiver form should be completed to enhance the release of information from former employers.

• Assure that all questions on the application are answered with names, dates, and addresses provided. Applications should provide a section on criminal history, and a slot for indicating the reason for leaving prior employment.

• A date of birth is necessary to access criminal history files. Criminal history checks should be completed on anyone who...