We undertook a study in to the procurement of security goods and services. The purpose of the project was to identify the difficulties organisations have experienced in the procurement of security and provide guidance and recommendations on how best to overcome these difficulties.
This piece of work looked at how the police and private security industry work together and how the police and corporate security work in partnership, in order to identify the barriers preventing effective partnership initiatives and to establish what opportunities exist. Cuts to public spending make this research extremely timely and the findings provided unrivalled insights.
Interviews with police chiefs suggested that while many feel there is untapped potential in using private security as a resource in this testing climate; others feel that the private security sector lacks credibility and closer collaboration could damage the reputation of the police.
A survey of Superintendents found that three quarters felt that the lack of accountability of the security sector was an impediment to closer working. Yet more than 8 in 10 saw benefits in closer partnership working.
This is a web based toolkit, freely available, which organisations can use to develop or improve a security strategy. Surprisingly few organisations have a security strategy in place – and even less have an effective strategy. This toolkit navigates the process, from strategic analysis and strategy development through to implementation and strategic review.
This study was undertaken to gain a better understanding of the view of the security function from those in senior management positions within organisations but not those specialising in security. Not only was security commonly considered as an important function within an organisation, it was felt to make an exceptional contribution to the success of an organisation.
Procurers noted that one of the problems for the security sector (and a criticism of it) was that it did not show how it added value and therefore tended to be viewed as an unwelcome cost. Thus the second year of the SRI focussed on the extent to which security could and does add value. Against a background where there is surprisingly little information on just how much value security brings to clients the study highlights the various methodologies that can be used to highlight value and security professionals' own views on their contribution to the company.
Specifically the research focussed on the economic advantages of using security; models that can be used for calculating impacts on the bottom line, and a model is presented to guide future practice.
On the back of this work the three supporting associations the British Security Industry Association, The Security Institute, and ASIS International have come together with Security Management Today to launch the 'Best Value for Business' campaign, highlighting the ways in which security can and does add value. This will include monthly features in Security Management Today to further the aims of the campaign.
The research provided a briefing on purchasing from the security sector to inform both procurement and security professionals of the common aspects of good practice in buying security services. The objective of the research was to address the gulf between the views of security and procurement professionals. The report was written by PRCI and the Chartered Institute of Purchasing & Supply. Good practice was suggested:
Develop a cross functional team through stakeholder analysis, with representation of all relevant business functions;
Build a risk profile & ensure it considers the organisational strategy;
Undertake a risk analysis to investigate the level of risk in the market place and the impact on profit;
Define requirements – but do not be overly prescriptive which stifles innovation;
Look beyond current security provision for a solution that will best protect the organisation in the future;
Ensure suppliers have the ACS accreditation or meet alternative standards;
Ensure criteria beyond cost, is used to select suppliers;
Ensure clauses in the contract are relevant to the security service being delivered;
Ensure the Service Level Agreement covers issues such as objectives, responsibilities and performance reviews;
Ensure Key Performance Indicators chosen are agreed and are relevant and proportionate to the security provision being delivered.