Safer communities

The first tranche of presentations at the Skills for Security 2006 National Conference was brought to a close by Don Randall, vice-president of the JP Morgan Chase Bank and an acknowledged architect of Project Griffin – arguably the best possible practical illustration of private and public sector security harmonisation (‘From Guards to Guardians’, SMT, May 2005, pp40-42).

Project Griffin, of course, comprises three strands – counter-terrorism ‘awareness days’, a ‘Bridge Call’ facility for security managers with live input from law enforcement agencies and the potential deployment of licensed private sector security personnel to work alongside police officers on cordon control in the event of a major incident.

Randall was intent on providing delegates at Birmingham’s International Convention Centre with a timely update on Griffin’s expansion as part of the ongoing development of an extended policing family.

“In the context of growing levels of crime and increased terrorist activity, in combination with policing numbers, it’s fair to say that the police service can no longer survive without input and assistance from the private sector,” explained Randall in serious tones. “The latter co-exists to double the number of eyes and ears on duty.”

Randall then reported that the Project Griffin ‘blueprint’ has now been extended from London (where it is backed by major blue chips including Merrill Lynch, Barclays and HSBC) to 13 English cities, in addition to operations in Scotland and Wales.

Indeed, Griffin is proving to be something of an internationally transferable ‘template’, its ethos having been implemented as far afield as New South Wales in Australia, within Hong Kong, Canada and also South Africa (where the concepts of trust and harmonisation have to be seen in the context of myriad security problems).

Interestingly, the Griffin blueprint has also been adopted in New York, where it’s branded as Project Shield. “The Americans involved like to claim they invented the idea,” joked Randall (who, along with former Metropolitan Police Service assistant commissioner David Veness, was the real founder). “I suppose that’s OK, just as long as the benefits are being realised.”

Griffin: where are we now?

Randall moved on to describe how some 70 participants in other words a 98% ‘attendance’ are now involved in the weekly ‘Bridge Call’ (arranged for 5.00 pm each Friday afternoon as this is the time when the security managers involved are, on the whole, slightly less busy).

When merited, additional ‘Bridge Calls’ can be arranged within 30 minutes. “There were five on 7/7,” said Randall, who now wants to energise ‘buy in’ from sister banks (to those already involved), more directors of security, the Risk and Security Management Forum, retailers, the utilities and the major communications companies.

The ‘awareness days’ have proven a great success. “Security officers involved are able to feel pride in their level of access to informed experience from senior police officers, members of Special Branch and SO13 bomb squad representatives,” continued Randall. “They’re also garnering valuable information on subjects including Gold and Silver-designated Command Posts, which people assume others know about when often they don’t. This makes security officers feel like they’re playing a crucial role in the community security effort, which is indeed the case.”

Moving on to the deployment of Griffin-trained staff in response to police service requests for organisations to make them available, Randall was quick to outline the legal position (which many guarding contractors have been fretting over!). Security officers would be deployed to assist police in ‘clearing’ members of the public from danger, ushering them towards safe cordon lines. Officers would be expected to persuade members of the public to move towards these safe areas, only calling in the police if individuals will not move.

“Police commanders must remain fully aware of the potential corporate liability issues in respect of a Duty of Care towards Griffin responders if they are deployed under police instruction,” confirmed Randall. “One key point well worth remembering here is that Project Griffin is a voluntary scheme designed for security personnel to assist police officers at the discretion of their employers.”

Over 4,500 security officers have now attended the ‘awareness day’ training, while in excess of 500 premises are covered by the initiative. Where to now, then? Randall duly pointed to some next steps, including additional ‘Bridge Calls’ that, perhaps, could be “more educational and less dictatorial, more strategic in context and less instructional”. He’s also keen on engaging smaller client organisations who perhaps don’t have the necessary resources to employ a full-time director of security.

“A ‘buddying’ process is now under consideration,” suggested Randall, who also alluded to plans that could see Project Griffin ‘badges’ discreetly affixed to buildings covered by the scheme such that police officers will know trained security staff operate within the company concerned.

Beyond race and diversity

Dr John Coxhead’s thought-provoking presentation – entitled ‘Beyond Race and Diversity: Total Equality’ began with several somewhat controversial remarks that certainly grabbed the delegates’ attention.

“By and large, diversity training in this country just isn’t working,” stated Coxhead, an educational psychologist by academic background. “It is hugely difficult to ‘train out’ ingrained prejudices, but some of the courses on offer are definitely flawed.”

Some of that training, he claimed, induces refined rhetoric or ‘stealth racism’. “Certain types of diversity training pay more attention to some areas than others,” he said. “In itself, this can create hierarchies and induce displacement, which is far from the desired end product we want to achieve.”

Coxhead is firmly in favour of new and innovative research. Educational psychology enquiries are now being made to assess the causes behind some of the social systems that lie in state today. “What good is a one-day course in this topic really going to have?” asked Coxhead of the attentive audience. “In my view, the security sector can learn from the mistakes made by the police service in this regard. If you don’t want to call it diversity training then badge it as performance enhancement or performance improvement.”

What benefits does salient and effective diversity training bring to the client organisation, though? “For a start, companies can set performance outcomes that, when realised, will meet and enhance current work priorities. Less friction in the workplace will lead to reduced staff churn, better integration and a more contented and therefore productive workforce. This is not window dressing. Let me be clear that good quality diversity training is shown to enhance core performance. Invest in that and the return will be tangible.” Food for thought, it seems.

The Security Practitioner

Rob Baker Skills for Security’s project and development manager delivered an impromptu ‘citation’ on The Security Practitioner, a brand new security qualification that began its life in the hands of the Security Industry Authority and the Qualifications and Curriculum Authority but which has now been passed over to Skills for Security.

“It is very much a developmental programme of education wherein learning outcomes are the most important element,” stressed Baker. The initial model has been piloted by 500 operatives working across six security companies and has brought “a very positive response”.

So who’s involved? “The learner is the security officer,” stated Baker. “The skills coach, who must be trained and qualified for their own role, then supports the learner, using a mixture of coaching and mentoring skills. The last part of the equation is the assessor, which is the Awarding Body.” What does the course entail? “320-plus guided learning hours, with much ‘tuition’ in the workplace.” For the time being, it’s really a case of: “Watch this space...”

“By 2010, we want all young people and adults alike right across England to have the knowledge and skills at their fingertips that will be the best in the world and thus realise a far more competitive workforce.” A bold statement to make, but Jan Topping interim senior policy manager at the National Office of the Learning and Skills Council (LSC) backed up the rhetoric by placing on record the fact that, during 2007-2008, the LSC will be “investing £11.2 billion” to realise this goal.

Topping’s organisation is fully committed to meeting the long-term workforce needs of employers through qualifications devised by Skills for Security.