星空传媒

The prescient theme for this year's SITO National Conference was 'change'. Prescient because that's exactly what's happening in the private security industry just now, with the Security Industry Authority (SIA) about to perform some surgery that will alter the way in which we, as an industry, do things.

It's surgery that's long overdue and, in tandem with the Working Time Directive and accreditation schemes for Community Support Organisations, will go a long way towards attaining that long sought-after Holy Grail of a truly professional security regime in the UK that's recognised as such by the public at large and by our partners in Europe and the US.

Change was needed for the venue, too, as the sudden and tragic fire that laid waste to much of the National Motorcycle Museum in Birmingham 鈥� the scene of last year's SITO National Conference 鈥� had necessitated a quick switch to The Quadrangle Exhibition and Conference Centre at The Kassam Stadium on Oxford Science Park, the new home of Oxford United Football Club.

Following an upbeat welcome in The Spires Suite from SITO director and general manager Stefan Hay, in which he rightly stated that the SIA will have a fundamental impact "on how this industry conducts its business", it was the turn of SITO chairman David Cowden to take centre stage and address a record number of delegates. "From our point of view," opined Cowden, "2003 has been a year of consolidation and subsequent progress. Change always brings with it new challenges. Prevarication in the past has most certainly neutralised certain facets within the security sector, but we have a clear path in front of us."

According to Cowden, for SITO the past 12 months has also represented a period of relationship and partnership building. "The record number of delegates at this conference is clear evidence of all at SITO having built stronger ties and communication links with our stakeholders," he added.

Indeed, some 16 companies were exhibiting alongside the conference, including Broadland Guarding Services (CCTV training), the BSB Group (specialists in security management), Perpetuity Research and Consultancy International (or PRCI, now offering its own specialist training courses at the same time as carrying out dedicated research into the industry's educational needs), the National Security Inspectorate and Tavcom Training.

Root and branch examination
"Those of you who attended the 2002 SITO National Conference ('Sector specifics', SMT, December 2002, pp22-25) will recall my saying that we were going to be very honest about where SITO was, and where we thought the organisation might go in the future," said David Dickinson 鈥� chief executive of both the British Security Industry Association (BSIA) and SITO 鈥� when beginning his discourse on the SITO Annual Report.

"In keeping with that pledge of honesty, I said: 'At the present time, we're not precisely sure in which direction we should head because events are unfolding daily'. Perhaps I shouldn't have been surprised, but I was nonetheless disappointed that one industry commentator immediately construed this as 鈥� and I paraphrase here 鈥� 'Poor old SITO. It doesn't have a chance because Dickinson doesn't really know where he's going'."

Indeed, as recently as January of this year, some pundits were suggesting that SITO was in turmoil, and that it's death throes weren't too far away. "There certainly were throes," said Dickinson. "The throes of a root and branch examination of the organisation in terms of its strengths, weaknesses, opportunities and threats, and the evolution 鈥� on a revolutionary timescale 鈥� of a new mission and strategy. The results of that examination have been both profound and hugely positive."

At Board level, of course, three individuals 鈥� William Taylor, Stefan Hay and George Cross of the BSIA 鈥� were invited to become directors (News Update, SMT, June 2003, p8) of SITO. "Their contributions have been positive, helpful and very welcome," added Dickinson.

For Dickinson, 2003 has been a year in which SITO has really listened to its industry stakeholders and established what it is they truly want from their sector training body. "We've embraced your suggestions and are responding by evolving SITO into a more customer-friendly, responsive and outward-focused organisation."

Dickinson went on to stress that SITO's new mission is to be recognised as the training advisor, influencer and provider of choice by leading and responding to the changing needs of the entire security community through partnership and co-operation. No surprise, given this backdrop, that the decision had been taken to promote the 2003 National Conference under the banner 'The Only Certainty is Change'.

What, though, does all of this mean in the real world? What is going to happen to SITO, and what will change have in store for the end user of its training services and educational advisory streams?

"First," suggested Dickinson, "we'll no longer build our business strategy and planning based around a reliance on Government funding initiatives. From now on we have to be a commercial organisation and accept all of the market disciplines this implies. Government education and training initiatives are notoriously responsive to political pressures, and can thus be short term and often highly restrictive in scope. While funding is obviously welcome, it cannot provide the bedrock of a successful enterprise."

SITO's budgets and results must therefore be based solely upon satisfying the needs of both the organisation's customers and industry stakeholders at large. "Past experience suggests that SITO activities have perhaps been 'flexed' to take advantage of funding availability rather than meet the longer term education and training needs of the security industry," suggested Dickinson. "With that in mind, SITO's National Training Programmes Department is working with the National Learning and Skills Council (LSC) and a number of regional LSCs to explore funding propositions that will benefit the end user."

National Occupational Standards
In the current absence of any Sector Skills Council for the industry, SITO will continue to develop National Occupational Standards for the wider security community, and work closely with representatives from the SIA to ensure that those standards are embedded into the SIA's core competency specifications.

Indeed, SITO has recently submitted an extensive proposal to the National Occupational Standards Board in relation to the 2004 standards development schedule which will expand upon the already extensive framework of standards developed at Security House in Worcester.

Next year, SITO ceases to be an Awarding Body in its own right. "The potential for a conflict of interest for a standards-setting body which is also developing the training infrastructure and acts as an awarding body is clear," stated Dickinson. "We'll not risk any such conflicts of interest. However, we will continue to work in partnership with Awarding Bodies such that we ensure relevant qualifications provision for our industry sectors."

A sound philosophy, it must be said.

Of late, many groups and individuals throughout the security sector have identified a clear need and enthusiasm for a broad-based partnership of specialist training providers who are afforded added credibility by SITO accreditation. Really, that's where industry partnerships 鈥� and, in particular, the STEPS initiative 鈥� take precedence. "STEPS has represented a major change for SITO's training delivery methods," continued Dickinson in authoritative tones. "This is the platform for providers to work in partnership with us in offering a wide range of training solutions to the security community."

As a direct result, SITO and its partners now have a combined portfolio of more than 150 courses and workshops covering areas as diverse as employment legislation, close protection, conflict management and resolution, defensive driving, private investigation and CCTV operation.

Throughout 2003, SITO has worked closely with a number of key Government-backed organisations, including ACPO (concerning the Community Support Accreditation Schemes policy document), the National Counter-Terrorist Security Office (on counter-terrorism training for the private sector) and the Association of University Chief Security Officers (to develop a Basic Job Training package for security officers working in Higher Education establishments).

Perhaps most important of all, though, is the work that SITO has been carrying out with the SIA, which is looking at core competency specifications for door supervisors and wheel clampers (as well as the first draft specifications for Cash-in-Transit operatives and manned security officers).

David Dickinson stressed that SITO had enjoyed a number of notable successes in 2003, including the launch of the new three-day Basic Job Training programme for static and patrol guarding. Approximately 200 companies have now purchased the bespoke training programme (which leads to a formal examination process and NOCN qualification).

In addition, an entirely new suite of standards has been developed for the security systems industry 鈥� testament to Dickinson's pledge when taking the reigns at SITO that he would focus on this part of the industry every bit as much as security management and manned guarding 鈥� while training standards for Community Wardens have been approved by the National Occupational Standards Board.

The SIA: progress to date
Next on the podium in the morning session was John Saunders, chief executive of the SIA, who updated delegates on progress to date with regard to regulation and licensing. "There has been some tough dialogue with industry stakeholders," suggested Saunders, "but that's as it should be. And that dialogue has been extremely valuable. It has enabled us to develop our vision, role and pattern of work."

Saunders continued: "We're not about to introduce an Approved Contractors Scheme that hinders business. Rather, we want to increase trust within the industry by drawing up standards of probity. There'll be a framework of Best Practice standards designed to engender a security industry with a strength of knowledge."

Saunders allayed any lingering suspicions among the delegates by stating that work at 50 Broadway is currently right on schedule for 'going live' with licensing of door supervisors next March. As far as manned security is concerned, there are still questions to be addressed. "What's the level of training required?" commented Saunders. "And what degree of recognition will be given to prior learning? The industry needs to know about detail such as this". Absolutely.

"We're talking about a standard, not a threat," added Saunders, who then pointed out that change (for the better) will cost money. "The licence fee has now been determined, and will stand at 拢190 per individual," he stated.

As you might imagine, at this juncture there was a buzz in the audience. Taken over three years (the duration of a licence) that obviously splits down to around 拢62 per annum, which is not unreasonable. The major question is who foots the bill, but all players in this industry must wake up to the fact that a robust security industry cannot be based on the 'culture of cheapness' that has thus far prevailed.

High staff churn in the guarding sector is certainly undermining the efforts of good guarding companies (of which there are many) to the extent that pre-tax net margins of less than 2% are not uncommon. "No less than 25% of the top guarding firms lost money last year," commented Saunders. "We desperately need to be in a situation where we're creating sustainable customer value. At our launch last April ('From aspiration springs reality', SMT, May 2003, pp20-26), we said that much of our effort at the SIA would be undermined if buyers' mindsets didn't change," he added.

Saunders continued: "The leaders in this industry are committed to change, but change will not be brought about by the regulatory style of old. The SIA is a modern regulator, and we'll make no apologies for an obsession with results. Central Government has made a significant investment in the SIA, and all of us in this industry have a duty of care to make sure that the investment pays off."

Core competencies for licensing
The SIA's competency manager 鈥� Linda Sharpe 鈥� followed John Saunders to the podium to review the development of core competencies to date, the work mainly focusing on the door supervisor fraternity (deliberations on the competencies for manned security begin just prior to the Christmas break).

"Training represents the biggest chunk of the licensing process," began Sharpe, "and necessarily has the biggest cost attached to it. Without doubt, it's the most fundamental part of transforming this industry into a professional operation."

For all, what's needed in terms of core competencies is a strategic approach. "Our task has been 鈥� and continues to be 鈥� to define the standard of competency demanded by each group of individuals, write specifications for their training, invite Awarding Bodies to develop qualifications, endorse those Awarding Bodies and subsequently leverage funding support from the Learning and Skills Council," stressed Sharpe.

"Ultimately, we have to be in a position whereby we can show people who want to work in this industry how they might build a long and worthwhile career within it."

Interestingly, a few pointers can now be drawn as to what might happen in the security guarding sector. "There are anything up to eight different job activities here," opined Sharpe. "Clearly, we need to do some mapping work with regard to national occupational standards, look at current Best Practice in the field and form industry consultation groups to make sure that we set the competency parameters at exactly the right level."

The specification for training and qualifications in the guarding sector is slated for completion by May next year, with training proper available from the autumn onwards.

Preparing for industry regulation
What, then, can the manned security industry do in the meantime to ready itself for the impact of regulation and licensing? "Continue with your training regimes and make use of existing qualifications," stated Sharpe. "Ensure that your trainers have recognised qualifications, and make sure that you register with the SIA (www.the-sia.org.uk) to receive regular e-mail updates. And ensure you budget for both training and the licence fee."

The task of closing out the morning session fell to Allison Harrop of Peninsula Business Services, who offered an overview of the Working Time Directive and its potential impact on the security industry. "The 48-hour week is an average calculated over a 26-week period," said Harrop. "It's Regulation 21(b) that offers special case exemptions for security officers". This, of course, is the opt-out clause that was due to be amended in October.

In the years ahead, Harrop is clear that shift patterns will have to change, and undoubtedly wage demands will be pushed upwards. "The main consolation for guarding companies and their clients is that this legislation affects the entire industry. It doesn't play any favourites," she stressed. The shakedown from this much talked about piece of European legislation will certainly be interesting when it happens.

Developing a Sector Skills Strategy
As ever, the afternoon session saw the delegates split into one of two rooms, with the main Conference Hall hosting discourses on the development of a Sector Skills Strategy for the industry 鈥� led by Professor Martin Gill, director of PRCI 鈥� and the launch of The Security Institute's (TSI) ground-breaking 'Guide to the Procurement and Management of Manned Security Services' (see 'Guard right', pp26-29) 鈥� with a presentation from Wilson James director Stuart Lowden.

"This industry really is devoid of any understanding with respect to the threat that it's facing". Never one to pull any punches, Professor Martin Gill energised the audience with his opening statement but, rather than painting a half-finished picture, Gill skilfully suggested ways in which the development of a Sector Skills Strategy for the industry will ramp up professional standards and change the industry much for the better.

One of Gill's tasks 鈥� as contracted by the SIA 鈥� has been to define the scope of the security sector, and then identify the likely major impacts of licensing. "Comments from overseas suggest that, where regulation hasn't worked, it's really down to the fact that it hasn't been properly enforced," urged Gill.

"At the moment there are barriers to career development and the training of security managers, and a low inward flow of investment. Buyers are unaware of what standards and certification they should be looking for when purchasing the security service, and so cheap quotes often win the job."

Procurement of manned security
"There's a real need for the TSI guidelines because the standards exhibited in this industry are, for the most part, way too low," said Stuart Lowden in his presentation. "What we really need are client-driven standards for procurement that will make a tangible difference to service levels."

Take a look at this month's Main Feature ('On Guard', pp26-29) for the first article in a three-part series on this major document.

Following on from Defence Industry Security Association chairman John Davies' excellent discussion concerning the development of client relationships with SITO (see box 'Working with SITO: developing a partnership'), assistant chief constable Peter Davies of the Lincolnshire Police then examined accreditation schemes for Community Support Organisations.

Davies is well qualified to speak on the topic, having been an active police officer for the past seventeen years. "People's perceptions of crime bear no relation to actual crime," stressed Davies. "What we're really talking about here is reassurance. The public wants to see law enforcement on the streets as an active deterrent against crime. And that deterrent doesn't have to be a police officer."

Twelve months ago, SITO was an organisation (prematurely and wrongly) written off by some. Now, it's clearly beginning to deliver on what it promised. SITO is looking outwards to embrace new industry partners and modern trains of thought. It's an organisation that belongs to the security community, and one that has rediscovered its self-confidence and self-reliance.

"Responsiveness and customer focus may well be common sense," concluded David Dickinson, "but all of us at SITO aim to make them common practice."