2018

PRIVATE SECURITY OFFICER BASIC

TRAINING PROGRAM

John F. Lemon SMSgt USAF (Ret.)

145 South 400 East, Heber City, Utah 84032
1/1/2018
 PRIVATE
SECURITY OFFICER
BASIC TRAINING PROGRAM

Introduction
The purpose of this training program is to instruct individuals who may be new to your
industry in the general history of your profession, state licensing rules, and regulations, the
fundamental skills of observing, report writing, public relations, and emergency response.
Additionally the program gives advanced training on the issues of first aid, emergency
procedures, post operational techniques, fire prevention, and criminal/civil incident
documentation reporting. It is based on the Utah PASCO program.
Our emphasis on training helps strengthen the professional image of your security
officers. In the private security industry, more than a million officers contribute daily to crime
prevention and reduction. Private security is becoming recognized as an important resource
available to complement police efforts.
The PACSCO training program was written to be in complete compliance with the
Department of Occupational and Professional Licensing training requirements, as established on
October 30, 2008. The PACSCO program also has the training elements suggested by National
Association of Contract Security Companies, National Association of Security and Investigator
Regulators, the Private Sector Liaison Committee of the International association of Chiefs of
Police, ASIS International’s Private Security Officer Selection and Training Guidelines, and the
Security Officer Dacum developed by the Law Enforcement 2000 Subcommittee, and Salt Lake
Community College.
Training must be subject to and under the direction of an instructor who is qualified
under R156-63a-602(5) the training must be given in a classroom style or self-paced program
utilizing any of the following:
 Computer
 Lectures
 Multimedia
 Videos
 Workbooks

Training must include the topics as specified in R156-63a-604 for a total of 24 hours,
followed by the examination to demonstrate competency. The examination is 50 questions and
covers all specified topics. 80% or (40) is required for passing. Armored Car Security Officers
must meet the 24 hours of basic classroom instruction as stipulated in R156-63b-603 and 604.
The user of this training program is required to strictly follow the requirements of R156-63a-603
and 604 and R156-63b-603 and 604. Failure to do so will result in revocation of permission to
use the PACSCO Training Program.
Our overall training objective is to provide adequate training in the basic elements of
security training to all individuals so employed in the state of Utah. Each module, of the training
program, includes both basic and advanced training material. Each module was developed as a
stand-alone lesson. It is hoped that the advanced material will be used for on-going training.
Each module may in-part duplicate core or basic security officer duties found in other modules.
This was done specifically to make each lesson a complete lesson and to reiterate the basics of
report writing, public relations, and response to emergencies.

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DISCLAIMER: The PACSCO Training program is comprised of generally acceptable standard
practices currently used by most contract security companies. Previous training, experience,
company policy as well as state and federal laws should be considered in using this training
material.

This Training Manual has been created IAW R156-63a-602. Operating Standards:
Approved Basic Education and Training Program for Armed and Unarmed Private
Security Officers
To be designated by the Division as an approved basic education and training program
for armed private security officers and unarmed private security officers, the following standards
shall be met.
(1) The applicant for program approval shall pay a fee for the approval of the education
program.
(2) There shall be a written education and training manual which includes performance
objectives.
(3) The program for armed private security officers shall provide content as established in
Sections R156-63a-603 and R156-63a-604.
(4) The program for unarmed private security officers shall provide content as established
in Section R156-63a-603.
(5) An instructor is a person who directly facilitates learning through means of live in-
class lecture, group participation, practical exercise, or other means, where there is a
direct student-teacher relationship. All instructors providing the basic classroom
instruction shall have at least three years of training and experience reasonably related to
providing of security guard services.
(7) All approved basic education and training programs shall maintain training records
on each individual trained including the dates of attendance at training, a copy of the
instruction given, and the location of the training. These records shall be maintained in
the files of the education and training program for at least three years.
(8) In the event an approved provider of basic education and training ceases to engage in
business, the provider shall establish a method approved by the Division by which the
records of the education and training shall continue to be available for a period of at least
three years after the education and training is provided.
(9) Instructors, who present continuing education hours and are licensed armed or
unarmed private security officers, shall receive credit for actual preparation time for up to
two times the number of hours to which participants would be entitled. For example, for
learning activities in which participants receive four continuing education hours,
instructors may receive up to eight continuing education hours (four hours for preparation
plus four hours for presentation.

Revised by John F. Lemon, (SMSgt USAF (Ret.)

Former Training NCO and Investigator, Pride Investigations, and Security

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 TABLE OF CONTENTS
Unit 1: THE NATURE AND ROLE OF PRIVATE SECURITY 08
(R156-63a-603a)
History of Security
Company or Agency History
The Private Security Officer's Role in Today's Society

Unit 2: UTAH STATE LAWS AND RULES APPLICABLE TO PRIVATE SECURITY: 18

(R156-63a-603b)
Limits and Scope of Authority
Legal Authority
Common Law
Case Law
Civil Law
Criminal Law
Constitutional Law
Bill of Rights

Unit 3: LEGAL RESPONSIBILITIES OF PRIVATE SECURITY 25

(R156-63a-603c)
Civil and Criminal Liability of a Private Security Officer
Search and Seizure
Detention
Citizen Arrest
Handcuffs and Handcuffing

Unit 4: SITUATIONAL RESPONSE 38

(R156-63a-603d)
Introduction
Situational Response Evaluations
Protecting and Securing Crime and Accident Scenes
Preserving Evidence
Notification of Internal and External Agencies
First Aid
Homeland Security
Bomb Threats
Natural Disasters
Civil Disturbances
Workplace Violence
Strikes

Unit 5: ETHICS 81
(R156-63a-603e)
Definition
Examples of Ethics

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Difference between Ethics, and Morality

Unit 6: USE OF FORCE and DE-ESCALATION OF FORCE 86

(R156-63A-603f)
The Use of Force
The De-Escalation of Force
Alternatives to Using Force
Excessive Force
Use of Deadly Force
Utah Code Section 76 Criminal Procedure

Unit 7: REPORT WRITING 97

(R156-63a-603g)
Protection of Information
Reporting and Handling Emergencies
Taking Witness Statements
The Control of Information
Log Maintenance,
Basic Writing Skills
Basic Skills of Report Writing
Elements of Information
Practical Report Writing
Report Preparation
Field Notes
Interviewing Witnesses
Daily Activity Report
Investigations
Incident Reports
Accident/Injury Reports
Bomb Threat
Miscellaneous Report Forms
Security Forms
Bomb Threat Report Form
Vehicle Inspection Report Form
Equipment Checkout Form
Police Assistance Form
Medical Assistance Form
Witness Statement Form

Unit 8: OPERATIONS 114

(R156-63a-603h)
Introduction to Duties and Responsibilities
Appearance
Reporting For Work
Basic Duties
Post Orders

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Post Equipment
Client Equipment
Key Control
Security Officer’s Manual
Continuity Binder
Memos
Maps
Protection of a Crime Scene
Alarm Systems
Responding To Calls and Alarms
Security Breeches
Preliminary Investigations
Additional Duties
Communications:
Telephone Procedures
Radio Procedures Radio “10" Codes
Radio Alpha Codes
Parking and Vehicle Control
Parking Enforcement
Court Room Testimony
American Flag Etiquette

Unit 9: FIXED POST 143

Mobile vs. Fixed Posts
Fixed Post
Security 101
Site Familiarity
Enforcing Client Policies and Regulations
Access Control
Badges (Check, Issue and Recovery)
Visitor Control and Escorts
Package Control
Lost and Found
Logs and Log Keeping
Security Breeches
Enforcing Facility Policies
High Rise Security
Retail Security
Special Event Security

Unit 10: MOBILE PATROL OPERATIONS 181

(R156-63a-603h)
Purpose of Patrol
Using the Five Senses on Patrol
Importance of the First Patrol of the Shift
Conducting Surveillance

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Supervised Tour Systems
Patrol Equipment
Vehicle Pre-Check
Patrol Techniques
Traffic Control

Unit 11: SAFETY 200

(R156-63a-603h)
The Security Officer’s Responsibility for Safety
Accident Prevention
General Hazards and Unsafe Acts
Hazards on Patrol
Occupational Safety and Health Administration (OSHA)
Hazardous Materials (HAZMAT)
Industrial Accidents
Blood Borne Pathogens
First Aid
Americans with Disabilities Act
Helicopter Safety
Oil Field Safety

Unit 12: FIRE PREVENTION AND CONTROL 212

(R156-63a-603h)
Basics and Classes of Fire
Fire Prevention
The Dirty Dozen
Sprinkler Systems
Classes of Fire Extinguishers
Fire Fighting Equipment
Fire Equipment Inspections
Emergency Procedures
Controlling Fires

Unit 13: POLICE AND COMMUNITY RELATIONS 225

(R156-63a-603i)
Public Relations
Police Relations
Community Relations

Unit 14: SEXUAL AND WORKPLACE HARASSMENT 238

(R156-63a-603j)
Sexual Harassment
Definition
Examples
Workplace Harassment
Suicide

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Unit 15: FINAL EXAMINATION 241
(R156-63a-603k)
On-The-Job Training (OJT)
A final examination approved by the Division, which competently examines the applicant on the
subjects included in the 24 hour program of basic education and training and which the student
passes with a minimum score of 80%. After you pass the examination, the Background Check,
and pay your fees, you will receive On-the Job Training for the site you will be assigned.

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 UNIT 1: THE HISTORY, NATURE, AND ROLE OF PRIVATE SECURITY
(R156-63a-603a)

Goals: History of Security

Company or Agency History
The Private Security Officer's Role in Today's Society

Learning Objectives:
 1. Briefly describe the history of security including the feudal system, The Magna
Carta, Sir Robert Peel, American Policing, Federal Law Enforcement Agencies,
Private Security Companies, and Post 9-11 War on Terrorism.
 2. Explore the meaning of the Rule of Law
 3. Define the role of Private Security
 4. List the sources of law from which Private Security Officers receive their authority
 5. Review the Criminal Justice system
 6. Review the Constitution and the Bill of Rights
 7. Identify types and categories of criminal offenses.
 8. Discuss the most common crimes encountered by security by private security.
 9. Define Search and Seizure
 10. Define Arrest and Detention

HISTORY OF SECURITY: The security profession, as you know it today, developed

slowly over a long period of time from its beginning in England. Before AD 1200, England's
political, social, and economic system was Feudal.1 The Feudal system2 was based on land
distribution. All land was the King's to dispose of as he saw fit. The King usually divided the
land among his many subordinates. These were called vassals. Each vassal, whether his title was
Earl or Baron, had control over a specific territory, which was usually quite large. The vassal
was Lord of his land. The people who worked on the Lord's land were bound to it and considered
a part of the land. These people produced all of the necessities of life for themselves as well as
the Lord of the land.
Territories or districts were often subdivided into sections, called manors. Each manor
was under a vassal who was responsible to the higher-level vassal or Overlord. On his manor, the
vassal was also called Lord and the people bound to his land were called serfs. Each manor was
self-sufficient; each manor provided all necessaries of life. Any outside intrusion to steal or
damage the manor's resources hurt all who lived there.
The Middle Ages were times of trouble. There were many small, local battles in addition
to large territorial wars. Furthermore, each manor had to be protected from roving bandits and
marauders. The serfs in particular had to be protected. Their environment had to be kept safe and
stable in order for them to perform their work. The overlord guaranteed the safety of their serfs
and that of the manor vassal. The overlord provided the manor vassal with the arms and wealth
to assure protection. This system of protection provided the first concept of organized security.
Notice that the person who held title to the manor guaranteed protection for himself, his family,

1
Latin word feodum or feudum; feudalism describes a set of reciprocal legal and military obligations among the
warrior nobility, revolving around the three key concepts of lords, vassals, and fiefs.
2
François Louis Ganshof (1944). Qu'est-ce que la féodalité. Translated into English as Feudalism by Philip Grierson,
foreword by F.M. Stenton. 1st ed.: New York and London, 1952; 2nd ed: 1961; 3d ed: 1976.

9
and his workers. He was given the means of protection, but he had to devise ways to implement
the actual protection himself. He could also call on the overlord if he was unable to manage
security in the face of great odds, such as an invasion of a foreign army. In France, the “Frank-
Pledge” system developed during the 7th to 12th centuries. This was a method of establishing the
responsibility of each man for his neighbor, and the group for each man.
Because of the French Invasion from Normandy in 1066, the Frankpledge system
developed into the English “burg” or “borough” system. (Old English beorg (Mountain)> Middle
English: borough (fortified town). A borough was a fortified town that once had special
privileges granted to it by royal charter. Also, they developed the tithing system (Old English
teoþung (tenth)> Middle English: tithing). This was a system used to ensure local justice and to
protect the community from raiding tribes. Freemen, in the Middle Ages, were those individuals,
who were not serfs. A freeman was a citizen of a town or city and usually a fully qualified
craftsman who had successfully completed his apprenticeship in the city or town concerned.
They were required to group themselves into a tithing, or group of ten families, for the purpose
of maintaining peace and sharing the duty of protecting the community.
A borsholder (borges+ ælder) or tithingsman was elected from the group and given the
responsibility for raising “hue and cry,” and meting out punishment. "Hue and Cry" came by the
statute of Winchester, during the reign of Edward I (1285). It was provided that “…anyone,
either a constable or a private citizen, who witnessed a crime shall make hue and cry, (with horn
and with voice. From the Latin=hutesium et clamor) and the hue and cry must be kept up against
the fleeing criminal from town to town and from county to county, until the felon was
apprehended and delivered to the sheriff. All able-bodied men, upon hearing the shouts within
hearing distance, were obliged to assist in the pursuit of the criminal on horse or on foot, which
made it comparable to the posse comitatus rule you have still today.
And to begin pursuit; everyone was under the same obligation. It was a punishable
offense not to join in the chase and capture the perpetrator who was promptly brought into court.
If there was evidence of his having been caught red-handed, he was summarily convicted
without being allowed to testify in his own behalf. It was moreover provided that a “hundred”
that failed to give pursuit on the "hue and cry" would become liable in case of any theft or
robbery. Of course, those who raised a "hue and cry" falsely were themselves guilty of a crime.
The main statutes and amendments (1285, 1585, and 1735) were repealed in 1827. Modern
survivals include the obligation to serve on a sheriff's posse and to assist a police officer in
pursuing a suspected culprit. Such activity was the origin of your current process of citizens’
arrest.
The tithingman was mentioned as a peace official in the Laws of Edgar (959-975
AD).Ten tithings were called a hundred. The headman of a hundred was called a reeve. These
hundred eventually began to meet every month. The word constable comes from the Late Latin
“comes stabuli” or “officer in charge of the stables.” The Constables of France had the duty of
raising and maintaining the armies. They were also given the duty of supervising the weapons
and equipment of the hundred. Later, High Constables were appointed over hundreds and petty
constables for towns and parishes within the hundred. Originally a military figure, the constable
later emerged as a peace (security) officer.
Several hundred formed a shire, a geographical area equivalent to a county. The headman
of the shire was called a “shire-reeve” (from which the word “sheriff” was derived) and became
a powerful military and judicial official appointed by noblemen, or even by the king himself in
areas not owned by noblemen. Shire-Reeves held powers of “posse comitatus” (power of the

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county) by which they could call upon all able-bodied men in the shire for assistance. Even today,
in the United States, the County Sheriffs of most counties have these same general powers.
This system of sheriffs came into existence between the seventh and ninth centuries.
Alfred the Great, who made one nation of England in the later part of the ninth century, found
the system of great benefit in unifying the nation. Later, William the Conqueror refined the
system to a greater degree. Then beginning with King John's (1215 AD) some important changes
took place.
First, certain fundamental laws were established.
Second, settling disputes by law was established.
Third, Rule of Law was to replace the King's word in settling arguments and claims
among the manors.

Most of all, certain individual rights and responsibilities were established to settle
disputes between the State and the people as well as individual private disputes. This document
is the forerunner of the US Constitution and every constitutional form of government since. It
was called the “Magna Carta3.” The English Lords were upset at the harsh rule of King John.
They met with King John in the small village of Bury-St-Edmunds after the battle at Runnymede
in June 1215. There they forced King John to sign the Magna Carta (Latin=Great Charter), thus
becoming the first document in history to guarantee certain basic inalienable political and civil
rights to anyone.
Beginning in 1285, through the 1300's to the 1500's great changes took place in English
jurisprudence history. As Guilds and Crafts began to develop, people began leaving small towns
and established themselves in cities. As the number of cities grew, security became an ever-
growing problem. Crimes increased more rapidly in the cities where no public law enforcement
agencies existed. By 1650, different private agencies were formed to act as police to enforce the
law. Also, night watchmen were employed to make rounds throughout the city. Here, security, in
private form, began to compete with law enforcement as a means to provide a safe and stable
community for the people.
By now, the manorial system had developed to a point that justice by law supplanted
justice by armed conflict at the King's whim. The whole idea was that communities and
individuals were guaranteed protection by the law as well as protection by arms and wealth from
the Overlord. To execute the guarantee of protection by law, several local offices were
established:
 Local Juries: a group of people, usually twelve people, chosen to give a verdict on a
legal case that is presented before them in a court of law
 Circuit Judges: a judge who travels from one court to another within a region on a
regular schedule
 Coroners: a public official formerly responsible for investigating deaths that
appeared not to have natural causes.
 Justices of Peace: (in Britain) a magistrate who is authorized to act as a judge in a
local court of law (especially one who conducts a court dealing with minor offenses)

All of the above offices are still with us today and are just as important now as they
constitute an important security component of the criminal justice system. These agencies
3
"Magna Carta: a precedent for recent constitutional change". Judiciary of England and Wales Speeches. 15 June
2005. Retrieved 7 September 2010.

11
function to ensure the two fundamental necessities of general protection: safety and security of
all the external factors influencing the life and activities of people within their jurisdiction. With
the major idea of law established, methods of handling local law enforcement developed.4
Among those developments were such laws as "watch and ward." By the law of watch and ward,
every man was to chase, capture, and bring in those who committed felonies such as robbery,
murder, or rape. All towns were required to close the town gates at nightfall. All strangers were
required to explain themselves and their activities to local law officials. Brush and other growth
were cleared from the highways and roads for a space of 200 feet on both sides to protect
travelers from attacks by robbers. As a result of these new laws and procedures, the basics of
security organizations were established in England. Later these practices were brought to the
American Colonies. These basics were:
1. The Rule of Law is the supreme authority in settling disputes and keeping order in the
community.
2. One of the duties of the State is to provide arms and financing for public safety.
3. Set the Basic rules for local security procedures such as closing the town gates at
sundown.
4. Individuals who committed acts that threatened the local peace and security were to be
captured and brought before the local officials.

The new security agencies and their rules were general in scope. Local crime was
difficult to control because no local law enforcement agency existed. Remember, each man was
to “watch and ward.” This was the law that provided for the charge and care of local officers to
keep a watch by night and a guard by day in towns, cities, and other districts, for the preservation
of the public peace. At this time, privately established night watches and patrols were set up by
the citizens to protect themselves from criminal acts against citizens and property during the
hours of darkness. Note here that private security agencies came before formal police
departments.
In 1788 a permanent, professional, security force to patrol highways on foot and
horseback, as well as Police Officers, and courts were proposed, but nothing came of the plan
until the 19th century. By 1801, the security situation in English cities was out of control. Crime
grew too great for any security system to handle. The chief reason for excessive crime was the
tremendous growth of factories drawing people from the countryside to settle in the London
slums. Family life fell apart and the new industrial way of life caused a breakdown in spirit
among the working people. To make matters worse, the government felt that the factory working
class should be left alone and allowed to live their life their own way. This government policy
led to greatly increased crime among the workers already broken in spirit by the hard life in the
factory. There the community lacked safety and stability, the two essential requirements for the
peace and security of the people. The security situation got so bad that people began carrying
arms to protect themselves. Also, they continued to hire private bodyguards to secure their
homes and businesses.
In 1872, Sir Robert Peel, who served as England's Home Secretary, started criminal law
reform. He tried to get each community to develop responsibility for its own security, similar to
the protection system of the Middle Ages. Sir Robert developed the London "bobbies." The
"bobbies" were not too successful at first. People continued to hire private police as private
guards who had now expanded their activities to include the recovery of stolen property. Even so,
4
Evans, Eric J., Sir Robert Peel: statesmanship, power, and party, London; New York: Routledge, 1991.

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Sir Robert's efforts were not wasted in that they laid the foundation for the modern public police
force. Our American police organizations were modeled after Sir Robert Peels’ Metropolitan
Police of London.
While security practices were evolving in England, protection systems were also
developing in the United States. In the early 1600's, the American colonies used the old English
security system, which they brought with them to the New World. The chief security concern in
the American colonies was the Indians. To meet the Indian security threat, the American colonies
used the old manor system. They built stockades or forts, like the old fortified towns of the
Middle Ages. If there was a security threat, an alarm sounded, and the people left their homes
outside and went into the stockade. In the stockade, every able-bodied man became involved in
defending the fort. This same system was used by the Utah pioneers as they settled the state.
As towns grew in population, the structure of the English security system was used to
protect people and property. Watchmen were hired to patrol the streets at night, but these
watchmen had no police powers. After the American Revolution in the Colonies (1775-1783),
the US Congress ratified (1790) the newly written (1787) Constitution. The Congress gave each
state its own police powers resulting in several serious problems such as where did state police
powers begin and federal police powers end. Who settled disputes between states? Who settled
disputes between citizens of a state where constitutional rights were a concern? These problems
caused different security developments in each state and caused serious problems among the
states and the Federal Government in Washington. D.C.
In spite of those organizational questions, police and security agencies did develop in the
major cities. In 1844, New York City patterned the first police department after Sir Robert Peel's
English system. Several other major cities, including Boston, Chicago, Los Angeles, and
Philadelphia, developed centralized police forces over the next sixty years. In time, the Federal
Government began to develop law enforcement agencies as well. There are now eight agencies
in the Federal Government. They are known as the “Big 8.”
1789: US Marshalls Service - On September 24, President George Washington
appointed the first 13 U.S. Marshals following the passage of the first Judiciary Act thus
becoming the first federal law enforcement agency. Their mission is the enforcement arm of the
federal courts, and as such, it is involved in virtually every federal law enforcement initiative.
Among their many duties, they apprehend more than half of all federal fugitives, protect the
federal judiciary, operate the Witness Security Program, transport federal prisoners, and seize
property acquired by criminals through illegal activities
1865: The Secret Service Division was created on July 5, 1865 in Washington, D.C. to
suppress counterfeit currency. Chief William P. Wood was sworn in by Secretary of the Treasury
Hugh McCulloch. In 1902, The Secret Service assumed full-time responsibility for protection of
the President. Two operatives were assigned full time to the White House Detail.
1867: U.S. Department of Justice - In 1867, the U.S. House Committee on the
Judiciary, led by Congressman William Lawrence, conducted an inquiry into the creation of a
"law department" headed by the Attorney General and composed of the various department
solicitors and United States Attorneys. On February 19, 1868, Lawrence introduced a bill in
Congress to create the Department of Justice. This first bill was unsuccessful; however, as
Lawrence could not devote enough time to ensure its passage owing to his preoccupation with
the impeachment proceedings of President Andrew Johnson. A second bill was introduced to
Congress by Rhode Island Representative Thomas Jenckes on February 25, 1870, and both the

13
Senate and House passed the bill. President Ulysses S. Grant then signed the bill into law on
June 22, 1870. The Department of Justice officially began operations on July 1, 1870.
1882: The Border Patrol was set up in 1882. As early as 1904, the U.S. Immigration
Service assigned a token force of mounted inspectors to patrol the border to prevent illegal
crossings. The officers were untrained and few in numbers, and authorities were unable to stem
the tide of illegal aliens crossing U.S. borders. In March 1915, Congress authorized a separate
group of inspectors called mounted guards or mounted inspectors who operated from El Paso,
Texas. These guards, who never numbered more than 75, rode on horseback and patrolled as far
west as California. The focus for these inspectors was Chinese immigrants trying to avoid the
Chinese exclusion laws.
1790: United States Coast Guard (USCG): An independent military service,
established 4 August 1790, when the first Congress authorized the construction of ten vessels to
enforce tariff and trade laws and to prevent smuggling. It was known variously through the
nineteenth and early twentieth century’s as the Revenue Marine and the Revenue Cutter Service.
The service received its present name in 1915 under an act of Congress when the Revenue Cutter
Service merged with the Life-Saving Service. It began operating the nation's lighthouses, when
President Franklin Roosevelt ordered the transfer of the Lighthouse Service to the Coast Guard
in 1939. In 1946, Congress permanently transferred the Bureau of Marine Inspection and
Navigation to the Coast Guard, thereby placing merchant marine licensing and merchant vessel
safety under your purview.
Since 2001, it reports directly to the Secretary of Homeland Security to safeguard U.S.
coastal waters. Its stated mission is to protect the public, the environment, and the United States
economic and security interests in any maritime region in which those interests may be at risk,
including international waters and America's coasts, ports, and inland waterways. The USCG has
a broad and important role in homeland security, law enforcement, search and rescue, marine
environmental pollution response, and the maintenance of river, intra-coastal and offshore aids to
navigation.
1862: Internal Revenue Criminal Enforcement Division is the enforcement arm within
the Internal Revenue Service of the Department of Treasury. The roots of the IRS go back to the
Civil War when President Lincoln and Congress, in 1862, created the position of commissioner
of Internal Revenue and enacted an income tax to pay war expenses.
1900: United States Fish and Wildlife Service - Office of Law Enforcement is the
Department of Interior's law enforcement office in charge of protecting and preserving wildlife
including travelers’ tips, public bulletins and regional office contact information. In 1900, The
Lacey Act took effect as the first federal law protecting game; it prohibited the interstate
shipment of illegally taken wildlife, and the importation of injurious species. Enforcement of this
Act became the responsibility of the Division of Biological Survey, U.S. Department of
Agriculture.
1908: Federal Bureau of Investigation (FBI): The Department of Justice organized the
Bureau of Investigation in 1908, but the Federal Bureau of Investigation, which grew out of the
Bureau of Investigations, did not become a national police agency until 1921. The FBI originated
from a force of Special Agents created in 1908 by Attorney General Charles Bonaparte during
the Presidency of Theodore Roosevelt. Since its beginning in 1870, the Department of Justice
used funds appropriated to investigate federal crimes to hire private detectives first and later
investigators from other federal agencies. By 1907, the Department of Justice most frequently
called upon Secret Service "operatives" to conduct investigations. These men were well trained,

14
dedicated, and expensive. Moreover, they reported not to the Attorney General, but to the Chief
of the Secret Service.
The following month, Attorney General Bonaparte appointed a force of Special Agents
within the Department of Justice. Accordingly, ten former Secret Service employees and a
number of Department of Justice investigators became Special Agents of the Department of
Justice. On July 26, 1908, Bonaparte ordered them to report to Chief Examiner Stanley W. Finch.
This action is the official beginning of the FBI.
When the Bureau was established, there were few federal crimes. The Bureau of
Investigation primarily investigated violations of laws involving national banking, bankruptcy,
naturalization, antitrust, peonage, and land fraud. Because the early Bureau provided no formal
training, previous law enforcement experience or a background in the law was considered
desirable.
The first major expansion in Bureau jurisdiction came in June 1910 when the Mann
"White Slave" Act was passed, making it a crime to transport women over state lines for
immoral purposes. Over the next few years, the number of Special Agents grew to more than 300,
and these individuals were complemented by another 300 Support Employees. However, several
field offices were located near the Mexican border where they concentrated on smuggling,
neutrality violations, and intelligence collection, often in connection with the Mexican revolution.
With the April 1917 entry of the United States into World War I during Woodrow
Wilson's administration, the Bureau's work was increased again. As a result of the war, the
Bureau acquired responsibility for the Espionage, Selective Service, and Sabotage Acts, and
assisted the Department of Labor by investigating enemy aliens. During these years, Special
Agents with general investigative experience and facility in certain languages augmented the
Bureau.
The years from 1921 to 1933 were sometimes called the "lawless years" because of
gangsters and the public disregard for Prohibition, which made it illegal to sell or import
intoxicating beverages. Prohibition created a new federal medium for fighting crime, but the
Department of the Treasury, not the Department of Justice, had jurisdiction for these violations.
The new Bureau of Investigation Director, William J. Burns, who had previously run his
own detective agency, appointed 26-year-old J. Edgar Hoover as Assistant Director. Hoover, a
graduate of George Washington University Law School, had worked for the Department of
Justice since 1917, where he headed the enemy alien operations during World War I and assisted
in the General Intelligence Division under Attorney General A. Mitchell Palmer, investigating
suspected anarchists and communists.
In 1923, Coolidge appointed attorney Harlan Fiske Stone. Stone then, on May 10, 1924,
selected Hoover to head the Bureau of Investigation. The 1929 stock market crash and the Great
Depression brought hard times to America. Hard times, in turn, created more criminals. To
combat the crime wave, President Franklin D. Roosevelt influenced Congress in his first
administration to expand federal jurisdiction, and his Attorney General, Homer Cummings,
fought an unrelenting campaign against rampant crime. During the early and mid-1930s several
crucial decisions solidified the Bureau's position as the nation's premier law enforcement agency.
Responding to the kidnapping of the Lindbergh baby, in 1932, Congress passed a federal
kidnapping statute. Then in May and June 1934, with gangsters like John Dillinger evading
capture by crossing over state lines, it passed a number of federal crime laws that significantly
enhanced the Bureau's jurisdiction.

15
 The Bureau of Investigation was renamed the United States Bureau of Investigation on
July 1, 1932. Then, this led in 1935 to a permanent name change as the Federal Bureau of
Investigation.
1947: Central Intelligence Agency (CIA) is the independent federal agency charged
with gathering intelligence to assist national security. The United States has carried out
intelligence activities since the days of George Washington. Only since World War II have they
been coordinated on a government-wide basis. President Franklin D. Roosevelt appointed New
York lawyer and war hero, William J. Donovan, to become first the Coordinator of Information,
and then, after the US entered World War II, head of the Office of Strategic Services (OSS) in
1942. The OSS, the forerunner to the CIA, had a mandate to collect and analyze strategic
information. After World War II, however, the OSS was abolished along with many other war
agencies and its functions were transferred to the State and War Departments.
It did not take long before President Truman recognized the need for a postwar,
centralized intelligence organization. To make a fully functional intelligence office, Truman
signed the National Security Act of 1947 establishing the CIA. The National Security Act
charged the CIA with coordinating the nation’s intelligence activities and correlating, evaluating,
and disseminating intelligence affecting national security.
On December 17, 2004, President George W. Bush signed the Intelligence Reform and
Terrorism Prevention Act, which restructured the Intelligence Community by abolishing the
position of Director of Central Intelligence (DCI) and Deputy Director of Central Intelligence
(DDCI) and creating the position the Director of the Central Intelligence Agency (D/CIA). The
Act also created the position of Director of National Intelligence (DNI), which oversees the
Intelligence Community and the National Counterterrorism Center (NCTC).
1947: United States Intelligence Community is the top-level government directory for
locating many other federal government agencies, services, bureaus, or organizations that play a
role in national intelligence and security. "The United States intelligence effort shall provide the
President and the National Security Council with the necessary information on which to base
decisions concerning the conduct and development of foreign, defense and economic policy, and
the protection of United States national interests from foreign security threats. All departments
and agencies shall cooperate fully to fulfill this goal."
1971: United States Postal Inspectors is the primary law enforcement arm of the United
States Postal Service responsible for fighting mail fraud, identity theft, and other criminal
activity. In 1737, Postmaster Benjamin Franklin of Philadelphia was given the task of
“regulating the several post offices and bringing the postmasters to account.” In 1880, Special
Agents become known as “Post Office Inspectors” by Act of Congress. In 1971, with the Postal
Reorganization Act of 1970 (effective 1971), the Bureau of the Chief Postal Inspector became
the “United States Postal Inspection Service.” A uniformed security force was added to assist in
carrying out the Inspection Service’s mission.
1972: Bureau of Alcohol, Tobacco, Firearms, and Explosives (ATF) is the law
enforcement organization within the United States Department of Justice dedicated to
enforcement of federal laws and regulations governing all sales of alcohol, tobacco, firearms, and
explosives. In 1952, the IRS renamed the Miscellaneous Tax Unit, to the Alcohol, and Tobacco
Tax Division. This name lasted until the 1968 passage of the Gun Control Act, which gave to the
laboratory, among other things, responsibility for explosives. The division title shifted again to
Alcohol, Tobacco, and Firearms (ATF) Division. Title XI of the Organized Crime Control Act in
1970 (Title XI) formalized the ATF Division explosives expertise. In the same year, moved by a

16
growing perception that the IRS's revenue-collecting bias did not reflect ATF Division's
enforcement skills, Treasury Department Order No. 120-1 (originally No. 221), effective 1 July
1972, transferred to ATF from IRS those functions, powers and duties related to alcohol, tobacco,
firearms, and explosives.
1973: United States Drug Enforcement Administration (DEA) - The Drug
Enforcement Administration was created by President Richard Nixon through an Executive
Order in July 1973 in order to establish a single unified command to combat "an all-out global
war on the drug menace." The agency is within the United States Department of Justice and is
responsible for enforcing U.S. controlled substances laws and regulations.
1977: Bureau of Industry and Security-Export Enforcement Program is the United
States Department of Commerce's bureau charged with enforcing the regulations of exports,
Advance U.S. national security, foreign policy, and economic objectives by ensuring an effective
export control and treaty compliance system. The agency also promotes continued U.S. strategic
technology leadership. In 1903, The Department of Commerce and Labor was created by the Act
of February 14 (32 Stat. 826; 5 U.S.C. 591). In 1977, DOC realigned some of the bureaus of the
Domestic and International Business Administration resulted in the establishment of the Industry
and Trade Administration by the Secretary.
1989: Department of Veterans Affairs Security and Law Enforcement - President
Reagan signed legislation in 1988 to elevate the VA to Cabinet status and, on March 15, 1989,
the Veterans Administration became the Department of Veterans Affairs. Edward J. Derwinski,
VA administrator at the time, was appointed the first Secretary of Veterans Affairs. This agency
is responsible for the VA police, the enforcement agency responsible for security on Veteran's
Administration property.
2001: Transportation and Security Administration (TSA): This administration
protects the nation's transportation systems and oversees such security as air cargo and passenger
safety and is part of the Department of Homeland Security. TSA was established by the Aviation
and Transportation Security Act in the wake of the terrorist attacks of Sept. 11, 2001 to secure
your nation's transportation systems.
2003: Immigration and Customs Enforcement was established in 2003 after the
Homeland Security Act of 2002. Prior to 2003, many of the functions of ICE were performed by
elements within United States Customs Service (Treasury), Immigration and Naturalization
Service (INS-Justice) and the Federal Protective Service. ICE works with components of
Department of Homeland Security and federal, state, and local organizations to secure the
country and preserve your freedoms.
2003: United States Department of Homeland Security is the department created to
unify the vast network involved with efforts in securing the U.S. against terrorist attacks and
infiltration. Its establishment occurred on January 24, 2003, under the Homeland Security Act of
2002 (Public Law 107-296).
The above information is given to illustrate how slowly police security developed in the
United States. Because of that slow development, crime grew steadily in your cities, just as it had
grown in England. As a result, citizens were forced to seek private security services to provide
safety and stability for their families, businesses and their possessions. Professional security
services in the United States began in the 1850's, about the same time Los Angeles was
developing its police department. The first professional security services were:5
1. Allan Pinkerton: 1850 Pinkerton Detective Agency
5
Contact Support". Advancedsecurityguardservices.com. Retrieved 2010-03-25.

17
 2. Edwin Holmes: 1858 First Burglar Alarm
3. Brinks Inc.: 1859 First Armored Transport
4. William J. Burns: 1909 Burns Detective Agency

Pinkerton had become famous when he foiled a plot to assassinate president-elect

Abraham Lincoln, who later hired Pinkerton agents for his personal security during the Civil
War. Later During the labor unrest of the late 19th century, businessmen hired Pinkerton agents
to infiltrate unions, and as guards to keep strikers and suspected unionists out of factories.
Pinkerton agents were hired to track western outlaws Jesse James, the Reno Gang, and the Wild
Bunch (including Butch Cassidy and the Sundance Kid). On March 17, 1874, two Pinkerton
Detectives and a Deputy Sheriff Edwin P. Daniels encountered the Younger Brothers (associates
of James Gang); Daniels, John Younger, and one Pinkerton Agent were killed.
Edwin Holmes was an American inventor. He is credited with inventing the burglar alarm,
at his factory in Boston, Massachusetts, having begun to sell them in 1858.
Founded in 1859, Brink's Incorporated evolved from an armored transportation service to
the premier provider of logistics solutions and secure transportation around the world. Thousands
of companies across the globe entrust Brink's with secure armored transportation and asset
management.
As a young man, Burns performed well as a Secret Service Agent and negotiated his
reputation into the William J. Burns International Detective Agency, now a part of Securitas
Security Services USA.
Most industrial organizations of the U.S. have used private security companies to provide
security since 1870. Railroads once used private security but later received authorization to
establish their own in-house or proprietary security forces early in 1900. Dramatic developments
in private security came during World War II. American industry all over the nation expanded
greatly to meet the production needs of the battlefields. The greatest fear of industry was
sabotage and espionage. These two elements gave rise to the phrase "national security.” More
than any other time in your history American industry became security conscious.
During World War II, the Federal Government insisted that factories working on
government war contracts have security. War plant security was chiefly concerned with the
protection of classified information and war materials production. However, the usual concerns
of security, safety of people and security of property were still a high priority. When World War
II ended, more than 200,000-trained people were in the security force throughout the nation.
Those experienced people were professionally trained, usually by the local police department
and government security specialists. In fact, those people were capable of a level of security
function that industry had never before utilized.
Following World War II, the Cold War with Russia caused American industry to
continue the use of trained security personnel developed during the war. In fact, as American
technology developed, it became necessary to develop sophisticated training for security people
who would protect that technology from espionage and sabotage. In addition, crimes of violence
and crimes against property continued to increase. It became clear that the need for high-level
security would continue.
The need for private security would continue to grow and change. The public police
agencies simply cannot handle the increased police needs of the people. The general trend in
cities is toward fewer law enforcement officers and more private security guards. One reason for
this trend is that the private industry, since World War II, has come to realize that security in

18
facilities is the best defense against criminal actions. Besides in-plant, security can prevent
criminal actions. This ounce of prevention lightens the load on law enforcement people who
have the responsibility for tracking down and bringing criminals to justice.
In your Post 9-11 world, you are faced with the problem of heavy crime in addition to the
threats of terrorism. Society must still act to protect itself and provide a safe, stable community.
This is not always easy. The difficulty in providing a secure community becomes obvious when
you look at these security statistics:6
1. There are 15.34 million commercial businesses in the United States.
2. There are 850,000 law enforcement personnel at all levels of government costing $30
Billion annually.
3. There are 2,250,000 Private security officers making this a $52 Billion industry

Law enforcement officers have been forced to concentrate on maintaining order in public
places and apprehending criminals. Property crimes are a low priority as a result. It is becoming
more and more the responsibility of private security to secure and protect businesses and in
recent months the government has increased the outsourcing of physical protection contracts for
state and federal facilities to private security.

Company History: This is where you would receive a briefing on your own company’s history.

6
^ The Arizona Republic: Private security guards play key roles post-9/11 22 January 2006

19
 Unit 2: UTAH STATE LAWS AND RULES APPLICABLE TO PRIVATE SECURITY
R156-1
Utah Administrative Code
Issued March 11, 2013

Unit Goal: Understand the legal requirement for licensure in the State of Utah, including ongoing
educational requirements and ethical and moral standards for continued licensing.
Limits and Scope of Authority
Legal Authority

"58-63-102. Title” Security Personnel Licensing Act"

(12) (a) "Security officer" means an individual who is licensed as an armed or unarmed private
security officer under this chapter and who:
(i) is employed by a contract security company securing, guarding, or otherwise
protecting tangible personal property, real property, or the life and well-being of human or
animal life against:
(A) trespass or other unlawful intrusion or entry;
(B) larceny;
(C) vandalism or other abuse;
(D) arson or other criminal activity; or
(E) personal injury caused by another person or as a result of an act or omission by
another person;
(ii) is controlling, regulating, or directing the flow of movements of an individual or
vehicle; or
(iii) providing street patrol service.
(b) "Security officer" does not include an individual whose duties are limited to custodial
or other services even though the presence of that individual may act to provide a service set
forth under Subsection (12)(a).

(14) "Specialized resource, motor vehicle, or equipment" means an item of tangible personal
property specifically designed for use in law enforcement or in providing security or guard
services, or that is specially equipped with a device or feature designed for use in providing law
enforcement, security, or guard services, but does not include:
(a) standardized clothing, whether or not bearing a company name or logo, if the clothing
does not bear the words "security" or "guard"; or
(b) an item of tangible personal property, other than a firearm or nonlethal weapon, that
may be used without modification in providing security or guard services.

(15) "Street patrol service" means a contract security company that provides patrols by means
of foot, vehicle, or other method of transportation using public streets, thoroughfares, or property
in the performance of the company's duties and responsibilities.
(16) "Unarmed private security officer" means an individual:
(a) employed by a contract security company;
(b) whose primary duty is guarding personal or real property or providing protection or
security to the life and well-being of humans or animals;

20
 (c) who does not wear, carry, possess, or have immediate access to a firearm in the
performance of the individual's duties; and
(d) who wears clothing of distinctive design or fashion bearing a symbol, badge, emblem,
insignia, or other device that identifies the individual as a security officer.

All officers in the State of Utah are required by the Security Personnel Licensing Act of
2013 to be properly trained and licensed before they perform the duties of a contract security
officer. The Division of Occupational and Professional Licensing of the Department of
Commerce administer security officer licensing. Security Officers must be aware of the
following sections of the Licensing Act and Rules:

58-63-301. Licensure required -- License classifications.

(1) A license is required to engage in the practice of a contract security company, an
armored car company, an armored car security officer, armed private security officer, or unarmed
private security officer, except as otherwise provided in Section 58-1-307, 58-63-304, or 58-63-
310.
(2) The division shall issue to a person who qualifies under this chapter a license in the
following classifications:
(a) contract security company;
(b) armored car company;
(c) armored car security officer;
(d) armed private security officer; or
(e) unarmed private security officer.

R156-63a-302a Qualifications for Licensure - Application Requirements

(1) An application for licensure as a contract security company shall be
accompanied by:
(a) a certification of criminal record history for the applicant's qualifying
Agent issued by the Bureau of Criminal Identification, Utah Department of Public Safety,
in accordance with the provisions of Subsection 53-10-108(1)(f)(ii);
(b) two fingerprint cards for the applicant's qualifying agent, and all of the applicant’s
officers, directors, shareholders owning more than 5% of the stock, partners, proprietors,
and responsible management personnel;
(c) a fee established in accordance with Section 63J-1-504 equal to the cost of conducting
a check of records of the Federal Bureau of Investigation, and Bureau of Criminal
Identification, Utah Department of Public Safety, for each of the applicant's qualifying
agent, officers, directors, shareholders owning more than 5% of the stock,
partners, proprietors, and responsible management personnel; and
(d) a copy of the driver license or identification card issued by a state or
territory of the United States or the District of Columbia to the applicant's qualifying
agent, officers, directors, shareholders owning more than 5% of the stock, partners,
proprietors, and responsible management personnel.
(2) An application for licensure as an armed or unarmed private security officer shall be
accompanied by:

21
 (a) a certification of criminal record history for the applicant issued by the Bureau of
Criminal Identification, Utah Department of Public Safety, in accordance with the
provisions of Subsection 53-10-108(1)(f)(ii);
(b) two fingerprint cards for the applicant;
(c) a fee established in accordance with Section 63J-1-504 equal to the cost of conducting
a check of records of:
(i) the Federal Bureau of Investigation for the applicant; and
(ii) the Bureau of Criminal Identification of the Utah Department of Public
Safety; and
(d) a copy of the driver license or identification card issued by a state or territory of the
United States or the District of Columbia to the applicant.
(3) Applications for change in licensure classification from unarmed to armed private security
officer shall only require the following additional documentation:
(a) the required firearms training pursuant to Section 58-63-604; and
(b) An additional criminal history background check pursuant to Section 58-63-302 and
Subsections R156-63a-302a(2).

R156-63a-302b Qualifications for Licensure - Basic Education and Training Requirements

In accordance with Subsections 58-1-203(1)(b) and 58-1-301(3), the basic education and training
requirements for licensure in Section 58-63-302 are defined, clarified, or established herein.
(1) An applicant for licensure as an armed private security officer shall successfully complete a
basic education and training program and a firearms training program approved by the Division,
the content of which is set forth in Sections R156-63a- 603 and R156-63a-604.
(2) An applicant for licensure as an unarmed private security officer shall successfully complete
a basic education and training program approved by the Division, the content of which is set
forth in Section R156-63a-603.

R156-63a-302c Qualifications for Licensure - Examination Requirements

In accordance with Subsections 58-1-203(1)(b) and 58-1-301(3), the examination
requirements for licensure in Section 58-63-302 are defined, clarified, or established herein.
(2) An applicant for licensure as an armed private security officer or an unarmed private security
officer shall obtain a score of at least 80% on the basic education and training final examination
approved by the Division and administered by each provider of basic education and training.

R156-63a-302e Qualifications for Licensure - Age Requirement for Armed Private Security
Officer
An armed private security officer must be 18 years of age or older at the time of
submitting an application for licensure in accordance with Subsections 76-10-509(1) and
76-10-509.4

R156-63a-302f Qualifications for Licensure - Good Moral Character - Disqualifying

Convictions
(1) In addition to those criminal convictions prohibiting licensure as set forth in Subsections 58-
63-302(1)(h), (2)(c) and (3)(c), the following is a list of criminal convictions which may
disqualify a person from obtaining or holding an unarmed private security officer license, an
armed private security officer license, or a contract security company license:

22
 (a) Crimes against a person as defined in Title 76, Chapter 5, Part 1;
(b) theft, including retail theft, as defined in Title 76;
(c) larceny;
(d) Sex offenses as defined in Title 76, Chapter 5, Part 4;
(e) any offense involving controlled dangerous substances;
(f) fraud;
(g) extortion;
(h) treason;
(i) forgery;
(j) arson;
(k) kidnapping;
(l) perjury;
(m) conspiracy to commit any of the offenses listed herein;
(n) hijacking;
(o) burglary;
(p) escape from jail, prison, or custody;
(q) false or bogus checks;
(r) terrorist activities;
(s) desertion;
(t) pornography;
(u) two or more convictions for driving under the influence of alcohol within the
last three years; and
(v) any attempt to commit any of the above offenses.
(2) Where not automatically disqualified pursuant to Subsections 58-63-302(1)(a),
(2)(c) And (3)(c), applications for licensure or renewal of licensure in which the
applicant, or in the case of a contract security company, the officers, directors, and
shareholders with 5% or more of the stock of the company, has a criminal background shall
be considered on a case by case basis as defined in Section R156-1-302.

R156-63a-304 Continuing Education:

(1) In accordance with Subsections 58-1-203(1)(g) and 58-1-308(3)(b), there is created a
Continuing education requirement as a condition of renewal or reinstatement of licenses Issued
under Title 58, Chapter 63 in the classifications of armed private security officer and unarmed
private security officer
(2) Armed and unarmed private security officers shall complete 16 hours of continuing
Education every two years. Such education shall include:
(a) Company operational procedures manual
(b) Applicable state laws and rules;
(c) Legal powers and limitations of private security officers;
(d) Observation and reporting techniques;
(e) Ethics; and
(f) Emergency techniques.
(3) In addition to the required 16 hours of continuing education, armed private security officers
shall complete not less than 16 additional hours of continuing firearms education and training
every two years. The continuing firearms education and training shall be completed in four-hour
blocks every six months and shall not include any hours for the continuing education

23
requirement in Subsection R156-63a-304(2). Firearms education and training shall include as a
minimum:
(a) Live classroom instruction concerning the restrictions in the use of deadly force and
firearms safety on duty, at home and on the range and;
(b) A recognized practical pistol re-certification course on which the licensee achieves a
minimum score of 80% using regular or low light conditions.
(3) The applicant has not had a license to practice an occupation or profession denied, revoked,
suspended, restricted or placed on probation.

R156-63a-303 Renewal Cycle - Procedures

All licenses expire on November 30 of every even-numbered year. Renewals can be submitted
after September 1 of the expiration year.
(1) In accordance with Subsection 58-1-308(1), the renewal date for the two-year renewal cycle
applicable to licensees under Title 58, Chapter 63 is established by rule in Section R156-1-308a
(2) Renewal procedures shall be in accordance with Section R156-1-308c.

R156-63a-304 Continuing Education for Armed and Unarmed Private Security Officers as
a Condition of Renewal
(1) In accordance with Subsections 58-1-203(1)(g) and 58-1-308(3)(b), there is created a
continuing education requirement as a condition of renewal or reinstatement of licenses issued
under Title 58, Chapter 63 in the classifications of armed private security officer and unarmed
private security officer.
(2) Armed and unarmed private security officers shall complete 16 hours of continuing education
every two years consisting of formal classroom education that covers:
(a) Company operational procedures manual;
(b) Applicable state laws and rules;
(c) Legal powers and limitations of private security officers;
(d) Observation and reporting techniques;
(e) Ethics; and
(f) Emergency techniques.
(3) In addition to the required 16 hours of continuing education, armed private security officers
shall complete not less than 16 additional hours of continuing firearms education and training
every two years. The continuing firearms education and training shall be completed in four-hour
blocks every six months and shall not include any hours for the continuing education
requirement in Subsection R156-63a-304(2). The continuing firearms education and training
shall include as a minimum:
(a) Live classroom instruction concerning the restrictions in the use of deadly force and
firearms safety on duty, at home and on the range; and
(b) A recognized practical pistol recertification course on which the licensee achieves a
minimum score of 80% using regular or low light conditions.
(4) An individual holding a current armed private security officer license in Utah who fails to
complete the required four hours of continuing firearms education within the appropriate six
month period will be required to complete one and one half times the number of continuing
firearms education hours the licensee was deficient for the reporting period (this requirement is
hereafter referred to as penalty hours). The penalty hours shall not be considered to satisfy in

24
whole or in part any of the continuing firearms education hours required for subsequent renewal
of the license.
(5) If a renewal period is shortened or lengthened to effect a change of renewal cycle, the
continuing education hours required for that renewal period shall be increased or decreased
accordingly as a pro rata amount of the requirements of a two-year period.
(6) Each licensee shall maintain documentation showing compliance with the requirements
above.
(7) The continuing education course provider shall provide course attendees who complete the
continuing education course with a course completion certificate.
(8) The certificate shall contain:
(a) The name of the instructor;
(b) The date the course was taken;
(c) The location where the course was taken;
(d) The title of the course;
(e) The name of the course provider; and
(f) The number of continuing education hours completed.

In accordance with the requirements of Title 58, Chapters 1, 63, 64, and 65, all applicants
who apply for licensure and renewals must be of "Good Moral Character." This means that the
applicant has not been convicted of a felony, a misdemeanor involving moral turpitude, or any
other crime that when considered with the duties and responsibilities of the position that the
applicant will hold, the best interest of the public is not served by issuing a license.

Note: The Law and DOPL Rules stipulate that DOPL shall not issue a license to anyone
who has been convicted of a felony. This is without regard to when the felony was committed.
Misdemeanor convictions are generally not considered if the conviction was more than 10 years
ago and if there is not a “moral character” issue. In addition to being of good moral character,
following is a list of additional crimes, which may disqualify a person from obtaining or holding
an unarmed or armed security officer license, or be an official of a security organization:
 Any crime committed using a gun or knife,
 Any offense involving assault and battery,
 Any offense involving controlled dangerous substances,
 Any sex offense,
 Arson,
 Assault and battery,
 Burglary,
 Conspiracy,
 Desertion,
 Domestic violence,
 Escape from jail,
 Extortion,
 Forgery,
 Fraud,
 Hijacking,
 Inciting or involvement in a riot,

25
  Kidnapping,
 Larceny,
 Perjury,
 Receiving, or possession of stolen property,
 Resisting arrest,
 Shoplifting,
 Swindling,
 Tax evasion,
 Theft,
 Treason,
 Any attempt to commit any of the above offenses.

Company policies vary between agencies, but generally, commission of any of the
following acts would normally result in termination of employment with the employer filing a
formal complaint with DOPL requesting the revocation of the guard’s card. These acts are
carrying an unauthorized weapon of any kind, commission of any crime on or off the job,
willingly allowing another person to commit a crime at the job site and impersonating a law
enforcement officer.

Title 58, Chapter 1 UCA 1953: 58-1-501 Unlawful and unprofessional conduct (General)
(1) "Unlawful conduct" means conduct, by any person, that is defined as unlawful under this title
and includes:
(a) Practicing or engaging in, representing oneself to be practicing or engaging in, or
attempting to practice or engage in any occupation or profession requiring licensure
under this title if the person is:
(i) Not licensed to do so or not exempted from licensure under this title or
(ii) Restricted from doing so by a suspended, revoked, restricted, temporary,
probationary, or inactive license
(b) Impersonating another licensee or practicing an occupation or profession under a false
or assumed name, except as permitted by law
(c) Knowingly employing any other person to practice or engage in or attempt to
Practice or engage in any occupational or a profession licensed under this title if the
employee is not licensed to do so under this title
(d) Knowingly permitting the person's authority to practice or engage in any occupation
or profession licensed under this title to be used by another, except as permitted by law or
(e) Obtaining a passing score on a licensure examination, applying for or obtaining a
license, or otherwise dealing with the division or a licensing board through the use of
fraud, forgery, or intentional deception, misrepresentation, misstatement, or omission.
Title 58, Chapter 1, UCA 1953: 58-1-501(2) Unprofessional Conduct (Specific)
“Unprofessional conduct” means conduct, by a licensee or applicant that is defined as
unprofessional conduct under this title or under any rule adopted under this title and includes:
(a) Violating, or aiding or abetting any other person to violate, any statute, rule or order
regulating an occupation or profession under this title
(b) Violating, or aiding or abetting any other person to violate, any generally accepted
professional or ethical standard applicable to an occupation or profession regulated under
this title;

26
 (c) Engaging in conduct that results in conviction of, or a plea of nolo contendere to, a
crime of moral turpitude or any other crime that, when considered with the functions and
duties of the occupation or profession for which the license was issued or is to be issued,
bears a reasonable relationship to the licensee’s or applicant’s ability to safely or
competently practice the occupation or profession;
(d) Engaging in conduct that results in disciplinary action, including reprimand, censure,
diversion, probation, suspension, or revocation, by any other licensing or regulatory
authority or profession if the conduct would, in this state, constitute grounds for denial of
licensure or disciplinary proceedings under Section 58-1-401;
(e) Engaging in conduct, including the use of intoxicants, drugs, narcotics, or similar
chemicals, to the extent that the conduct does, or might reasonably be considered to,
impair the ability of the licensee or applicant to safely engage in the occupation or
profession
(f) Practicing or attempting to practice an occupation or profession regulated under this
title despite being physically or mentally unfit to do so
(g) Practicing or attempting to practice an occupation or profession regulated under this
title through gross incompetence, gross negligence, or a pattern of incompetency or
negligence
(h) Practicing or attempting to practice an occupation or profession requiring licensure
under this title by any form of action or communication which is false, misleading,
deceptive, or fraudulent;
(i) Practicing or attempting to practice an occupation or profession requiring licensure
under this title beyond the scope of the licensee's competency, abilities, or education
(j) Practicing or attempting to practice an occupation or profession requiring licensure
under this title beyond the scope of the licensee's license; or
(k) Verbally, physically, mentally, or sexually abusing or exploiting any person through
conduct connected with the licensee's practice under this title or otherwise facilitated by
the licensee's license.

58-63-502 Unprofessional conduct

"Unprofessional conduct" includes:
(1) Failing as an armored car company or a contract security company to notify the
division of the cessation of performance of its qualifying agent or failing to replace its qualifying
agent, as required under Section 58-63-306;
(2) Failing as an armed private security officer, armored car security officer, or unarmed
private security officer, to carry or display a copy of the licensee's license as required under
Section 58-63-308;
(3) Employment by an armored car company or a contract security company of a
qualifying agent, armed private security officer, armored car security officer, or unarmed private
security officer knowing that the individual has engaged in conduct that is inconsistent with the
duties and responsibilities of a licensee under this chapter; and
(4) Failing to comply with operating standards established by rule.

R156-63a-502 Unprofessional Conduct

"Unprofessional conduct" includes the following:

27
(1) Making any statement that would reasonably cause another person to believe that a private
security officer functions as a law enforcement officer or other official of this state or any of its
political subdivisions or any agency of the federal government;
(2) Employing an unarmed or armed private security officer, as an on-the-job trainee exempted
from licensure pursuant to Section R156-63a-307, who has been convicted of:
(a) A felony;
(b) A misdemeanor crime of moral turpitude; or
(c) A crime that when considered with the duties and functions of an unarmed or armed
private security officer by the Division and Board indicates that the best interests of the
public are not served;
(3) Employing an unarmed or armed private security officer who fails to meet the requirements
of Section R156-63a-307;
(4) Utilizing a vehicle whose markings, lighting, and/or signal devices imply or suggest that the
vehicle is an authorized emergency vehicle as defined in Subsection 41-
6a-102(3) and Section 41-6a-310 and in Title R722, Chapter 340;
(5) Utilizing a vehicle with an emergency lighting system which violates the requirements of
Section 41-6a-1616 of the Utah Motor Vehicle Code;
(6) Wearing a uniform, insignia, or badge that would lead a reasonable person to believe that the
unarmed or armed private security officer is connected with a federal, state, or municipal law
enforcement agency;
(7) Being incompetent or negligent as an unarmed private security officer, an armed private
security officer or by a contract security company that results in injury to a person or that creates
an unreasonable risk that a person may be harmed;
(8) Failing as a contract security company or its officers, directors, partners, proprietors or
responsible management personnel to adequately supervise employees to the extent that the
public health and safety are at risk;
(9) Failing to immediately notify the Division of the cancellation of the contract security
company's insurance policy;
(10) Failing as a contract security company or an armed or unarmed private security officer to
report a criminal offense pursuant to Section R156-63a-613; and
(11) Wearing a uniform, insignia, badge or displaying a license that would lead a reasonable
person to believe that an individual is connected with a contract security company, when not
employed company, when not employed as an armed or unarmed private security officer by a
contract security company.

R156-63a-502 Unprofessional Conduct (Impersonating Law Enforcement)

"Unprofessional conduct" includes the following:
(1) Making any statement that would reasonably cause another person to believe that a private
security officer functions as a law enforcement officer or other official of this state or any of its
political subdivisions or any agency of the federal government;
(2) Employment of an unarmed or armed private security office by a contract security company,
as an on-the-job trainee pursuant to Section R156-63a-307, who has been convicted of a felony
or a misdemeanor crime of moral turpitude;
(3) Employment of an unarmed or armed private security officer by a contract security company
who fails to meet the requirements of Section R156-63a-307; and

28
(4) Utilizing a vehicle whose markings, lighting, or signal devices imply or suggest that the
vehicle is an authorized emergency vehicle as defined in Subsection 41-6a-102(3) and
Section 41-6a-310 and in Title R722, Chapter 340;
(5) Utilizing a vehicle with an emergency lighting system which violates the requirements of
Section 41-6a-1616 of the Utah Motor Vehicle Code;
(6) Wearing a uniform, insignia, or badge that would lead a reasonable person to believe that the
unarmed or armed private security officer is connected with a federal, state, or municipal law
enforcement agency;
(7) Incompetence or negligence by an unarmed private security officer, an armed private security
officer or by a contract security company that results in injury to a person or that creates an
unreasonable risk that a person may be harmed
(8) Failure by the contract security company or its officers, directors, partners, proprietors or
responsible management personnel to adequately supervise employees to the extent that the
public health and safety are at risk
(9) Failing to immediately notify the division of the cancellation of the contract security
company's insurance policy
(10) Failure of the contract security company or an armed or unarmed private security officer to
report a criminal offense pursuant to Section R156-63a-613.
(11) Wearing a uniform, insignia, badge, or displaying a license that would lead a reasonable
person to believe that an individual is connected with a contract security company, when not
employed as an armed or unarmed private security officer by a contract security officer.

58-1-502 Unlawful conduct - penalties

Unless otherwise specified in this title, any person who violates the unlawful conduct
provisions defined in this title is guilty of a Class A misdemeanor.

R156-63a-601. Operating Standards – (Firearms)

(1) An armed private security officer shall carry only that firearm with which he has
passed a firearms qualification course as defined in Section R156-63a-603.
(2) Shotguns and rifles, owned and issued by the contract security company, may be used
in situations where they would constitute an appropriate defense for the armed private
security officer and where the officer has completed an appropriate qualification course
in their use.
(3) An armed private security officer shall not carry a firearm except when acting on
official duty as an employee of a contract security company, unless the licensee is
otherwise qualified under the laws of the state to carry a firearm.

R156-63a-602 Approved Basic Education and Training Program

To be designated by the division as an approved basic education and training program for armed
private security officers and unarmed private security officers, the following standards shall be
met.
3. The program for unarmed private security officers shall provide content as established in
Section R156-63a-603 of these rules.
4. All instructors providing basic classroom training shall have at least three years of training and
experience reasonable related to providing of security guard services.

29
6. All approved basic education and training programs shall maintain training records on each
individual trained including dates of attendance at training, a copy of the instructions given, and
the location of the training.

R156-63a-602 Operating Standards - Approved Basic Education and Training Program for
Armed and Unarmed Private Security Officers.
To be designated by the Division as an approved basic education and training program for armed
private security officers and unarmed private security officers, the applicant for program
approval shall meet the following standards:
(1) The applicant shall pay a fee for the approval of the education program.
(2) The training method is documented in a written education and training manual which
includes training performance objectives and a four hour instructor training program.
(3) The program curriculum for armed private security officers includes content as established in
Sections R156-63a-603 and R156-63a-604.
(4) The program for unarmed private security officers includes content as established in Section
R156-63a-603.
(5) An instructor is a person who directly facilitates learning through means of live in-class
lecture, group participation, practical exercise, or other means, where there is a direct student-
teacher relationship. All instructors providing the basic classroom instruction shall: (a) have at
least three years of supervisory experience reasonably related to providing contract security
services; and
(b) Have completed a four hour instructor training program which shall include the
following criteria:
(i) Motivation and the learning process;
(ii) Teacher preparation and teaching methods;
(iii) Classroom management;
(iv) Testing; and
(v) Instructional evaluation.

(7) All approved basic education and training programs shall maintain training records on each
individual trained including the dates of attendance at training, a copy of the instruction given,
and the location of the training. These records shall be maintained in the files of the education
and training program for at least three years.
(8) In the event an approved provider of basic education and training ceases to engage in
business, the provider shall establish a method approved by the Division by which the records of
the education and training shall continue to be available for a period of at least three years after
the education and training is provided.
(9) Instructors, who present continuing education hours and are licensed armed or unarmed
private security officers, shall receive credit for actual preparation time for up to two times the
number of hours to which participants would be entitled. For example, for learning activities in
which participants receive four continuing education hours, instructors may receive up to eight
continuing education hours (four hours for preparation plus four hours for presentation).

R156-63a-603 Operating Standards - Content of Approved Basic Education and Training

Program for Armed and Unarmed Private Security Officers (2013)
(1) An approved basic education and training program for armed and unarmed private

30
security officers shall have the following components:
(a) at least 24 hours of basic classroom instruction including the following:
(i) one hour covering the nature and role of private security, including:
(A) the limits of a private security officer's authority;
(B) the scope of authority of a private security officer;
(C) the civil liability of a private security officer; and
(D) the private security officer's role in today's society;
(ii) three hours covering state laws and rules applicable to private security;
(iii) three hours covering the legal responsibilities of private security,
including:
(A) constitutional law;
(B) search and seizure; and
(C) other such topics;
(iv) four hours of situational response evaluations, including:
(A) protecting and securing crime or accident scenes;
(B) notifying internal and external agencies; and
(C) controlling information;
(v) one hour covering security ethics;
(vi) three hours covering the use of force, emphasizing the de-escalation of force
and alternatives to using force;
(vii) two hours covering documentation and report writing, including:
(A) preparing witness statements;
(B) performing log maintenance;
(C) exercising control of information;
(D) taking field notes;

R156-63a-603: Operating Standards - Content of Approved Basic Education and Training

Program for Armed and Unarmed Private Security Officers (2008)
An approved basic education and training program for armed and unarmed private
security officers shall have the following components:
(1) At least 24 hours of basic classroom instruction to include the following:
(a) The nature and role of private security, including the limits of, scope of
authority and the civil liability of a private security officer and the private security
officer's role in today's society;
(b) State laws and rules applicable to private security
(c) Legal responsibilities of private security, including constitutional law, search
and seizure and other such topics;
(d) Situational response evaluations, including protecting and securing crime or
accident scenes, notification of internal and external agencies, and controlling
information;
(e) Ethics;
(f) Use of force, emphasizing the de-escalation of force and alternatives to using
force;
(g) Report writing, including taking witness statements, log maintenance, the
control of information, taking field notes, report preparation and basic writing
skills;

31
 (h) Patrol techniques, including mobile vs. fixed post, accident prevention,
responding to calls and alarms, security breaches, and monitoring potential safety
hazards
(i) Police and community relations, including fundamental duties and personal
appearance of security officers;
(j) Sexual harassment in the work place; and
(k) A final examination which competently examines the student on the subjects
included in the eight hours of basic classroom instruction in the approved program
of education and training and which the student passes with a minimum score of
80%; and
(2) An additional 16 hours of basic education and training in the classroom, on-the-job or
a combination thereof to include the following:
(a) Two hours concerning the legal responsibilities of private security, including
constitutional law, search and seizure and other such topics
(b) Two hours of situational response evaluations, including protecting and
securing crime or accident scenes, notification of internal and external agencies,
and controlling information
(c) Three hours covering the use of force, emphasizing the de-escalation of force
and alternatives to using force
(d) Two hours of report writing, including taking witness statements, log
maintenance, the control of information, taking field notes, report preparation, and
basic writing skills
(e) Four hours of patrol techniques, including mobile vs. fixed post, accident
prevention, responding to calls and alarms, security breaches, homeland security
and monitoring potential safety hazards;
(f) Two hours of police and community relations, including fundamental duties
and personal appearance of security officers
(g) One hour regarding sexual harassment in the work place; and
(h) A final examination approved by the Division, which competently examines
the applicant on the subjects included in the additional 16 hour program of basic
education and training and which the student passes with a minimum score of
80%.

58-63-307 Use of firearms

(1) An individual licensed as an armored car security officer or an armed private security
officer may carry a firearm only while acting as an armored car security officer or an armed
private security officer in accordance with this chapter and rules made under this chapter.
(2) An individual licensed as an armored car security officer or an armed private security
officer is exempt from the provisions of Section 76-10-505 and Title 53, Chapter 5, Part 7,
Concealed Weapon Act, while acting as an armored car security officer or an armed private
security officer in accordance with this chapter and rules made under this chapter.
Amended by Chapter 246, 2008 General Session

R156-63a-605 Uniforms
All unarmed and armed private security officers while on duty shall wear the uniform of
their contract security company employer unless assigned to work undercover. Uniforms

32
 worn by armed or unarmed private security officers shall be easily distinguished from the
uniform of any public law enforcement agency.

R156-63a-606 Badges - Badges may be worn under the following conditions:

(1) They do not carry the seal of the State of Utah nor have the words "State of Utah"
(2) They shall contain the word "Security" and may contain the name of the company
(3) The use of a star badge with any number of points on a uniform, in writing,
advertising, letterhead, or other written communication is prohibited.

33
R156-63a-608 Operating Standards - Implying an Association with Public Law
Enforcement Prohibited.
(3) No person licensed under this chapter shall use words or designations, which would
cause a reasonable person to believe he is associated with a public law enforcement
agency.

R156-63a-609 Operating Standards - Proper Identification of Private Security Officers

All armed and unarmed private security officers shall carry a valid security officer license
together with a valid Utah identification card issued by the Division of Driver’s License
or a current Utah driver’s license whenever he is performing the duties of an armed or
unarmed private security officer and shall exhibit said license and identification upon
request.

R156-63a-610 Operating Standards - Vehicles

(1) No contract security company or its personnel shall utilize a vehicle whose markings,
lighting, or signal devices imply that the vehicle is an authorized emergency vehicle
pursuant to Subsection 41-6-1(3).
(2) The word "Security,” either alone or in conjunction with the company name, shall
appear on each side and the rear of the company vehicle in letters no less than 4 inches in
height and in a color contrasting with the color of the contract security company vehicle.

R156-63a-613 Operating Standards - Standards of Conduct

All armed and unarmed private security officers licensed pursuant to Title 58, Chapter 63
if arrested, charged, or indicted for a criminal offense above the level of a Class C
misdemeanor, shall within 72 hours, notify the contract security company they are
employed with of the criminal offense. The contract security company shall notify the
Division of the criminal offense within 72 hours of notification by the licensee, in writing,
including name, name of the arresting agency, the agency case number, and the nature of
the criminal offense. As the license is the property of the security officer, it is their
responsibility to keep their address current with DOPL. This is especially important, as
DOPL will not forward returned mail.

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 Unit 3: LEGAL RESPONSIBILITIES OF PRIVATE SECURITY
(R156-63a-603c)

Unit Goals: Constitutional Law

Civil and Criminal Liability of Private Security Officers
Provide the security officer an understanding of the legal issues regarding security
work, Including the source and limitations of a security officer’s legal powers,
The legal restraints of rights and duties
Detention
Citizen Arrest
Search and Seizure
Handcuffs and Handcuffing

This module will help to:

 Explore what is meant by law
 Review legal sources that limit private security work
 Examine typical crimes encountered by security officers
 Review the criminal justice system and offender processing
 Discuss law in terms of process by which society defines itself
 Review the 10 Amendments to the US Constitution (Bill of Rights)
 Identify the types and categories of criminal offenses
 Review the criminal justice system
o Law enforcement
o Courts
o Corrections
o Arrest
o Indictment
o Trial
o Sentencing
o Release from prison if incarcerated (parole)
 List some of the most frequent crimes dealt with by private security
 Identify the most common problems encountered by the security officer
 Understand security officer rights and limitations
o Search and Seizure
o Detention
o Citizen Arrest
o Handcuffs and Handcuffing

LEGAL AUTHORITY
Laws are the way in which your society governs the behavior of individuals and actions
taken by representatives of organizations. Laws establish the rights and duties that individuals
have within a community. Through your legal system, your morals and values form the basic
framework by which people can coordinate the actions they take in society. Without laws and the
enforcement of those laws, people may end up doing anything they please without respect or
consideration for others. This is a condition known as anarchy or the absence of any formal
system of government in a society. An example of this is Somalia.

35
 Security officers must adhere to all laws that pertain to their activities. At the same time
they are asked to enforce the laws and policies as these pertain to the particular organization that
employs them. If a security officer is confused regarding the law that governs his or her activities
as a citizen and as an employee with private security duties, there is likely to be some liability
exposure both for the individual involved and for his or her employer.
Security officers are not law enforcement officers. Security officers are citizens employed
by a private company to protect people and property as designated by their employer. They must
never act as law enforcement officers. A security officer's powers to arrest are the same as any
other citizen. A security officer’s license does not entitle them to carry a weapon. It is illegal for
an unarmed security officer to carry a firearm while on duty, even if he/she has a Concealed
Carry Permit. A security officer's main responsibility is prevention by being a visual deterrent to
crime. To accomplish they must observe and report anything out of the ordinary.

Sources of Law
There are three sources of law in the United States. Most references to laws are to those
that are the declared and written statutes of local, state, and federal governments. The second
source, common law, is the tradition of unwritten procedures, practices, defenses, points of view,
customs, and ways of interpreting written laws. Case law is the third source of laws in the U.S.
Case law is established based on decisions made in precedent setting court cases. What a security
officer can or cannot do is dictated by these laws. Contract security organizations should always
refer to the state and local laws and ordinances to determine the exact extent of their legal
authority.
The mix of these three sources of law keeps the U.S. legal system in constant fluctuation.
Written law becomes easily modified or less applicable as worded based on the outcome of
significant cases that may provide new interpretations that have an impact on security practices.
This also complicates the legal system in that confusion can be a natural outcome of a legal
structure that at times is based on the ability to create subtle interpretations and the ability to
manage and create impressions made to a judge and jury. While this may not be an optimum
system it is the basis of your existing legal system. For every complaint, there are many
examples of the success of the legal system in preserving the rights of many individuals and
organizations. Obviously, nothing is perfect. If the world were perfect, a legal system would not
be needed.
When speaking about legal issues in the context of private security it is also very
important to distinguish between criminal and civil law. Criminal law refers to public rights.
Civil law refers to private rights. A security officer can be found guilty of a violation of public
rights and then found guilty a second time for violation of private rights. Criminal guilt usually
implies a penalty of imprisonment and private rights a payment or a compensation for damages
resulting from the violation of someone's private or civil rights. A security officer may also be
accused criminally but not civilly or vice versa.
This is an extremely brief explanation of the legal system. Lawyers spend years learning
the system academically and then a career learning it in practice. Those in the security profession
must be aware before being allowed to work of some legal distinctions. Without this
understanding, a security officer may be endangering the organization that hires him or her. At
the same time, those in the security profession should focus on what they do best in respect to
security and have an attorney be just a phone call away for legal advice and clarifications. The

36
scope of legal authority for private security cannot be found in any particular body of law it is
found indirectly in various forms of law:
 The Constitution including the Bill of Rights
 Common Law
 Criminal Law
 Legislated law ( Regulatory Law)
 Administrative rule-making
 Substantive areas of law:
 Case Law
 Tort (Civil) Law
 Contract Law

Law is usually a source rather than a definition of authority for the security officer.
Unless otherwise instructed, authorized, and trained, the unarmed security officer, under the law,
has no more power or rights than any other private citizen to:
 Arrest, search, or seize
 Carry firearms
 Defend himself/herself and others
 Investigate

THE LAW: Definitions

The Law: The law is often defined as an ordinance of reason, direction to the common
good, or as a rule which should be obeyed, and which can be disobeyed. The source of your
criminal and civil law system is English Common Law; unwritten or traditional law as modified
and supplemented by statutes and court decisions over the years. The major categories of law are:
o Case Law: law based on judicial decisions or precedent.
o Common Law: traditional, unwritten laws, conventions, customs, and courtesies.
o Constitutional Law: the fundamental law that creates and regulates government by
popular consent.
o Statutory Law: laws made by legislative enactment such as statutes, codes, and
ordinances, or by executive orders.
o Written Law: customary laws such as the 10 Commandments

CONSTITUTIONAL LAW
The US Constitution was written in 1787 and ratified in 1790. The Constitution of the
United States of America is the supreme law of the United States. It is the foundation and source
of the legal authority underlying the existence of the United States of America and the Federal
Government of the United States. It provides the framework for the organization of the United
States Government. The document defines the three main branches of the government: The
legislative branch with a bicameral Congress, an executive branch led by the President, and a
judicial branch headed by the Supreme Court. Besides providing for the organization of these
branches, the Constitution carefully outlines which powers each branch may exercise. It also
reserves numerous rights for the individual states, thereby establishing the United States' federal
system of government. It is the shortest and oldest written constitution of any major sovereign
state.[1]

37
 The Articles of Confederation and Perpetual Union was actually the first constitution of
the United States of America.[4] The U.S. Constitution replaced the Articles of Confederation as
the governing document for the United States after being ratified by nine states. The others
ratified it later, the last being Rhode Island in 1790. The United States Constitution was adopted
on September 17, 1787, by the Constitutional Convention in Philadelphia, Pennsylvania, and
later ratified by conventions in each U.S. state in the name of "The People;" it has since been
amended twenty-seven times, the first ten amendments being known as the Bill of Rights.7 The
Constitution has a central place in United States law and political culture.
Several of the ideas in the Constitution were new, and a large number of ideas were
drawn from the literature of Republicanism in the United States, from the experiences of the 13
states, and from the British experience with mixed government. The most important influence
from the European continent was from Montesquieu8, who emphasized the need to have
balanced forces pushing against each other to prevent tyranny. This also reflects the influence of
Polybius'9 2nd century BC treatise on the checks and balances of the constitution of the Roman
Republic. John Locke10 is known to have been a major influence, and the due process clause of
the United States Constitution was partly based on common law stretching back to the Magna
Carta of 1215.11

BILL OF RIGHTS
In the United States, the Bill of Rights is the name by which the first ten amendments to
the United States Constitution are known.[1] They were introduced by James Madison to the First
United States Congress in 1789 as a series of articles, and came into effect on December 15,
1791, when they had been ratified by three-fourths of the States. Thomas Jefferson was the main
proponent of the Bill of Rights.12
Most of these restrictions were later applied to the states by a series of decisions applying
the due process clause of the Fourteenth Amendment, which was ratified in 1868, after the
American Civil War. The Bill of Rights plays a central role in American law and government,
and remains a fundamental symbol of the freedoms and culture of the nation. The Text of the Bill
of Rights follows below:

First Amendment:
Congress shall make no law respecting an establishment of religion or prohibiting the free
exercise thereof; or abridging the freedom of speech, or of the press; or the right of the people
peaceably to assemble, and to petition the Government for a redress of grievances.
Elements of First Amendment:
1. Freedom of religion
2. Freedom of speech
3. Freedom of the press
7
United States Constitution is the supreme law of the United States of America.
8
Montesquieu: He is famous for his articulation of the theory of separation of powers
9
Polybius: a Greek historian, who is renowned for his ideas concerning the separation of powers in government,
later used by Montesquieu's The Spirit of the Laws and in the drafting of the United States Constitution
10
John Locke: An English philosopher, whose writings influenced American revolutionaries, and are reflected in the
United States Declaration of Independence.
11
Magna Carta: 1297: Widely viewed as one of the most important legal documents in the history of democracy.
12
The Bill of Rights is the collective name for the first ten amendments to the United States Constitution. These
limitations serve to protect the natural rights of liberty and property from government tyranny.

38
 4. Right to peaceably assemble
5. Right to petition government

Second Amendment:
A well-regulated Militia, being necessary to the security of a free State, the right of the people to
keep and bear arms, shall not be infringed.
Elements of the Second Amendment:
1. right to own firearms

Third Amendment:
No soldier shall, in time of peace be quartered in any house, without the consent of the owner,
nor in time of war, but in a manner to be prescribed by law.
Elements of Third Amendment:
1. No housing of soldiers in private homes unless there has been consent by the owner or
authorized by law.

Fourth Amendment
The right of the people to be secure in their persons, houses, papers, and effects, against
unreasonable searches and seizures, shall not be violated, and no warrants shall issue, but upon
probable cause, supported by oath or affirmation, and particularly describing the place to be
searched, and the people or things to be seized.
Elements of Fourth Amendment:
1. Protection against unreasonable searches and seizures
2. Search warrants cannot be issued unless:
a. Based upon probable cause
b. Supported by oath
c. The place to be searched is described
d. The person or things to be seized are described

Fifth Amendment:
No person shall be held to answer for a capital, or otherwise infamous crime, unless on a
presentment or indictment of a grand jury, except in cases arising in the land or naval forces, or
in the Militia, when in actual service in time of war or public danger; nor shall any person be
subject for the same offense to be twice put in jeopardy of life or limb, nor shall be compelled in
any criminal case to be a witness against himself, nor be deprived of life, liberty, or property,
without due process of law; nor shall private property be taken for public use, without just
compensation.
Elements of Fifth Amendment:
1. No person can be charged with a capital crime unless there has been a presentment or
indictment by a grand jury
2. Prohibition against double jeopardy
3. Prohibition against self-incrimination
4. Due process of law
5. Legal process of eminent domain

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Sixth Amendment:
In all criminal prosecutions, the accused shall enjoy the right to a speedy and public trial, by an
impartial jury of the state and district wherein the crime shall have been committed, which
district shall have been previously ascertained by law, and to be informed of the nature and cause
of the accusation; to be confronted with the witnesses against him; to have compulsory process
for obtaining witnesses in his favor, and to have the assistance of counsel for his defense.
Elements of Sixth Amendment:
1. Right to a speedy and public trial
2. Right to be heard by an impartial jury selected locally
3. Right to be informed of the charges
4. Right to confront accusers and to cross-examine them
5. Right to be able to subpoena defense witnesses.
6. Right to have the assistance of counsel

Seventh Amendment:
In suits at common law, where the value in controversy shall exceed twenty dollars, the right of
trial by jury shall be preserved, and no fact tried by a jury, shall be otherwise re-examined in any
court of the United States, than according to the rules of the common law.
Elements of Seventh Amendment:
1. Right to a jury trial if over $20 involved
2. Jury decides validity of facts and evidence, which can only be changed by the judge
under certain limited circumstances.

Eighth Amendment:
Excessive bail shall not be required, nor excessive fines imposed, nor cruel and unusual
punishments inflicted.
Elements of Eighth Amendment:
1. No excessive bail
2. No excessive fines
3. No cruel and unusual punishment

Ninth Amendment:
The enumeration in the Constitution, of certain rights, shall not be construed to deny or disparage
others retained by the people.
Elements of Ninth Amendment:
1. People have rights in addition to those listed in the Constitution, which do not have to
be spelled out specifically.

Tenth Amendment:
The powers not delegated to the United States by the Constitution, nor prohibited by it to the
States, are reserved to the States respectively, or to the People.
Elements of Tenth Amendment:
1. The federal government is one of limited powers.

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 2. The states can have those powers not reserved to the federal government as long as
those powers are not prohibited to the states by the Constitution.

Fourteenth Amendment:
Section 1. All people born or naturalized in the States, and subject to the jurisdiction thereof, are
citizens of the United States and of the state wherein they reside. No state shall make or enforce
any law, which shall abridge the privileges or immunities of citizens of the United States, nor
shall any state deprive any person of life, liberty, or property, without due process of law; nor
deny to any person within its jurisdiction the equal protection of the laws.
Elements of Fourteenth Amendment:
1. Dual citizenship, both federal and state
2. State cannot reduce or take away privileges or immunities of citizens
3. Due process of law for actions by state governments
4. States must apply law equally to all citizens.

CIVIL LAW
Civil law, as opposed to criminal law, refers to that branch of law dealing with disputes
between individuals and organizations, in which compensation may be awarded to the victim for
damages. If a private offense is committed against an individual, civil actions may be initiated by
the victim for court action the object being the redress of personal injuries.
CONTRACT LAW - Refers to that portion of civil law, which deals with transactions
between private entities.
TORT LAW - refers to that portion of civil law, which deals with redress of grievances
of a personal nature.

Civil Liability
1. Respondeat Superior: the master is responsible for the acts of the servant while acting on the
master's behalf.
a. For contract security, this is a significant determining factor in who exercises control
over the officer. "Non-delegable duty" reduces this defense for those contracting for
services.
2. Negligence: failure to exercise a reasonable amount of care or perform duties. This standard is
higher when professionals are involved. As a general rule, to establish a breach of duty, it must
be shown that the security officer failed to act as would a reasonable security officer confronted
with a similar situation.
3. Vicarious Liability: holds an innocent employer liable for the acts of an employee.
4. Tort liability principles
a. Compensate victims for losses
b. Deterrents against future conduct
c. Evidence of society's disapproval

In your society today, law enforcement officers execute and enforce the law, attorneys
provide representation and interpretation, and judges provide inquiry, application and the
imposition of sanctions. The legal system provides the vehicle for legal process. The adversary
system, which you use in America such as, Jones vs. Smith, is clearly a battleground where the

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issues are distinguished, processed, and eventually settled, rarely to the satisfaction of all people
involved.
In order that justice might prevail, the strict letter of the law is not always satisfactory,
often equity must be considered, and legal justice corrected or supplemented by reference to the
spirit of the law rather than to the letter of the law.

CRIMINAL LAW
The term criminal law, sometimes called penal law, refers to any of various bodies of
rules in different jurisdictions whose common characteristic is the potential for unique and often
severe punishment for failure to comply. It is also those laws that regulate conduct for the health,
welfare, safety, and protection of the citizenry. All criminal law comes from English common
law, which did not recognize a difference between civil and criminal laws. Criminal can also be
found in Federal and State Constitutions, statutes and court decisions. A crime is an act of either
omission or commission forbidden by law for which a governing body prescribes a punishment.
Criminal punishment, depending on the offense and jurisdiction, may include execution,
loss of liberty, government supervision such as parole or probation, or fines. There are some
classic crimes, like murder. However, the acts that are forbidden are not wholly consistent
between different criminal codes, and even within a particular code, lines may be blurred as civil
infractions may give rise also to criminal consequences. Criminal law typically is enforced by
the government, unlike the civil law, which may be enforced by private parties. The purpose of
criminal is to control behavior through punishment. Punishment may consist of restriction of
movement, or fine, or imprisonment, or death or a combination of the above.

Figure 1: US Criminal Justice System

Crime Classifications and definitions:

1. Mala en se: bad by nature
2. Mala prohibita: bad by virtue of prohibition, no criminal intent required.
3. Misdemeanors: punishment less than one year in jail.
4. Felony: Punishment may be 1 or more years in jail, or death.

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 5. Treason is the only crime mentioned in the Constitution.

Elements of a crime:
1. Corpus delicti: The body of the crime
a. Mens rea: Guilty mind (criminal intent)
b. Actus rea: A forbidden act
c. Joining of the intent and act
2. Mala prohibita: Require no proof of criminal intent

Criminal Defenses
1. Insanity: In criminal trials, the insanity defenses are defenses by excuse, an affirmative
defense by which defendants argue that they should not be held criminally liable for
breaking the law, as they were legally insane at the time of the commission of alleged
crimes.
2. Alibi: Defense of impossibility, but must cover entire time of crime
3. Infancy: <age 7, not capable of forming intent, 7-14 presumed incapable, >14
presumed capable.
4. Statute of Limitations: A statute of limitations is a statute in a common law legal
system that sets forth the maximum period, after certain events, that legal proceedings
based on those events may be initiated. In civil law systems, similar provisions are
usually part of the civil code or criminal code and are often known collectively as
"periods of prescription" or "prescriptive periods.” While there may be statutes regarding
most crimes, there is usually none on murder, because the clock does not run while the
accused is a fugitive.
5. Mistakes Of Fact; the offender believes a set of facts in good faith, which, if true,
would be no crime.
6. Entrapment: agents of the government inducing a person to commit a crime he or she
has not yet contemplated.
7. Consent: Consent refers to the provision of approval or assent, particularly and
especially after thoughtful consideration.[1] [2]. Consent can be either express or implied.
8. Duress: Those who commit crimes do so because the defendant has a reasonable and
genuinely held fear of death or serious harm, usually in the form of specific threats
directed at the defendant, his immediate family, or someone for whom he feels
responsible. The threat need not be immediate, only imminent.
9. Necessity: Defendants argue that they should not be held liable for their actions as a
crime because their conduct was necessary to prevent some greater harm.

CASE LAW
Case law incorporates courts' decisions from individual cases and encompasses courts'
interpretations of statutes, constitutional provisions, administrative regulations and, in some
cases, law originating solely from the courts. Case law is often published in law reports and
increasingly on court websites to establish precedent. Court decisions often change the
interpretation of statutes, but in your industry, it changes the application of Civil Law.
In recent years, courts have found security officers negligent in their duties because a
crime was committed on the premises. The ability to foresee the commission of a crime, then
being proactive in preventing the crime from being committed had often been the basis for

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negligence. This along with previous incidents also determines the property owner's security
responsibility. Granted you cannot stop every crime from taking place. You must however be
mindful of the liability facing you when you "protect” a client's property.

LEGAL RESPONSIBILITIES OF PRIVATE SECURITY

While it is not necessary for security officers to become lawyers, it is important for all
security professionals to understand the fundamentals of torts, contracts, criminal law, and
regulatory requirements. The specifics of this training should be approved by each security
company's legal counsel. Officers need to thoroughly understand liability issues such as
inadequate security claims, false arrest, battery, wrongful detention, slander, negligence, and
discrimination.
Other legal issues that should be covered in the recurrent training are the issues of
citizen's arrest, search, and seizure, probable cause, rules of evidence, criminal statutes, and due
process. Remember, the unarmed security officer is NOT a sworn law enforcement officer. An
awareness of the rights, duties, and limitations of security officers will result in reduced liability
for the organization, and the prevention of injuries and damages that result from lawsuits.

The Security Officer's Legal Powers

Security officers are not police officers. Therefore, their legal powers are within the same
scope as those of a private citizen, with the additional authority that they act on the behalf of the
client while on duty. To assist the trainees in having a better understanding of their legal
limitations, the following comparison is made between police officers and security officers:

Nature of the job:

Police officer: The nature of the police officer's job is law enforcement. They have authority to
compel people to adhere to lawful activity and to restrain from unlawful activity and apprehend
those who disobey the law.

Security officer: The nature of the private security officer's job is preventive. They attempt to
prevent the interruption of the operation by fire, natural causes, theft, or sabotage. This is a
preventive job, rather than a policing job. This is very important that private security officer
understand this. Their job is preventive where you observe and report. You are NOT law
enforcement. You are the eyes and ears of law enforcement.

Source of authority:
Police officer: The authority of a police officer derives from the fact that they are deputized or
commissioned by a legally established public law-enforcement agency.

Security officer: The authority of the security officer is limited to that of any other ordinary
citizen in the protection of property and in self-defense. In addition, they are authorized by their
client to act in their behalf in the protection of the client's property. However, these powers are
still limited to those of a citizen and the duties as spelled out in the contract. The security officer
is a citizen, nothing more. Citizens have the right to protect their life and property. Business
concerns have the same right, but since they can only act through their agents, their rights are
usually exercised in their behalf by security officers. A citizen also has the power to prevent or
stop the commission of a criminal act. However, if in so doing, they restrain the liberty of

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another person, they must be able to prove that the person was committing a criminal act. It is
from this ordinary power as a citizen and the authorization to act in behalf of the client as a
citizen, that the security officer derives his/her powers.

CIVIL AND CRIMINAL LIABILITY

Arrests
Definition of Arrest:
The Definition of Arrest comes from Black’s Law Dictionary: “The apprehending or
detaining of a person in order… to answer an alleged or suspected crime." An arrest is also
defined, “…as the stopping, seizing, or apprehending a person by lawful authority; or the act of
laying hands upon a person for the purpose of taking their body into custody of the law or the
restraining of the liberty of a person.”
Utah law permits citizen's arrest, but explicitly prohibits deadly force. (Utah Code,
Chapter 76-2-403.) Making citizen's arrest maliciously or without reasonable basis in belief
could lead to civil or criminal penalties. It would obviously be a violation of a suspect's civil
rights to use excessive force, to torture, to hold in unsafe or cruel conditions or to invent a reason
to arrest for the ulterior motive of settling a private score.
Anybody who makes a citizen’s arrest should not use more force than is necessary,
should not delay in turning the suspect over to the proper authorities, and should never mete out
any punishment unless willing to face the consequences. The following are important
considerations to take into account before making a citizens’ arrest. Touching the person’s body
is not required to constitute an arrest. It is sufficient if the party is within the power of the officer
and submits to restraint or to words of arrest. If the liberty of a person is restrained by threat of
force, they are submitting to arrest.
So what is a security officer's job, regarding citizen’s arrest? A security officer is
assigned to protect specific people and property. This may include detecting some of the same
offenses that would cause a peace officer to act, such as a fight or burglary. However, it would
not include other offenses such as motor vehicle violations. If you were, for example, on duty at
an industrial facility and observed two teenagers having an auto race down a public road, you
would not try to arrest them. You may decide to report it to the police if a telephone is nearby.
you were hired to protect the property, not to arrest speeders. In fact, you should be
suspicious of any activity that may draw you away from your post. It could be a diversionary
tactic to draw your attention away from your duties. It is important to remember that a private
security officer is not considered a peace officer, and your powers of arrest and detention are no
more and no less than those of a private citizen. Our contractual responsibility to the client is to
observe and report. There may be an occasion, due to your job assignment, and as directed by
your employer, that an arrest may be necessary. Generally, an arrest by a security officer or
private citizen has to meet the following requirements:
1. The crime must have been committed beyond reasonable doubt
2. The person arrested must have committed it beyond reasonable doubt
3. It must have been committed in the citizen's or security officer’s presence.

Probable cause, mistake of fact and applicable laws are not permissible defenses open to
the private citizen or the private security officer. Failure to make an arrest legally will expose the
security officer to both civil damages and criminal charges. Play it safe. One rule, that is always

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sure, is, “If you actually see a crime committed or attempted, and you know it is a crime, you
may consider making an arrest, subject to the policies of your employer and the client's written
instructions.”
Many times the client's policy will control whether or not actual criminal action is
brought against those people caught committing a crime. The guidelines say that you MAY make
an arrest, not that you must make it. The client has the right to set a policy for arrests. Many
times employees caught stealing their employer's property are just fired from their jobs rather
than charged with the crime. You must have a clear understanding of the policy of the client at
which you are assigned.

Detention and Citizen’s Arrest

The definition of an arrest is very broad, One need not advise someone that they are
“under arrest” for an arrest to take place. Any action that limits the movement of an individual
can be classified as an arrest. Failure to understand this broad definition has led to many false
arrest lawsuits. Unless unavoidable, security officers should not make arrests. If an arrest is
necessary, either a police officer or the client representative should make the arrest.
Security officers must exercise caution even when asking questions of an individual when
those questions involve wrongdoing. The questions should be asked in a firm but polite manner
away from the public and other uninvolved people. Questioning an individual in public can result
in a defamation of character suit. The person being questioned, unless having already been
placed under arrest by a police officer or client representative, must also be told that he is free to
leave the scene of questioning at any time. Otherwise, his detention for questioning may be
classified as an arrest. Security officers are never to engage in a personal search of any individual.
Searches should be conducted by law enforcement officers or client personnel only.

Who may make an arrest?

1. A peace officer with a warrant
2. A peace officer without a warrant, if a crime is being committed or attempted in their
presence; or when they know that the individual whom they are arresting has actually
committed a crime, or a crime is committed or attempted in their presence, or when they
know that the person they are arresting has, in fact, committed a felony.
3. A citizen or security guard

Private Citizens, including security officers, have similar powers of arrest except:
1. A citizen cannot arrest on a warrant
2. Miranda Warning does not apply to citizen's arrest.

Confessions and Admissions

1. Admissibility depends on circumstances
a. Promises made to suspect
b. Threats made against the suspect
c. Brutality against the suspect
d. Failure to bring before a magistrate

Security officers, unless they must act promptly to prevent a serious crime, must never
make an arrest or attempt to make an arrest without consulting his/her supervisor. By a serious

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crime, you mean a felony--a crime punishable by imprisonment in a penitentiary--such as,
murder or attempted murder, robbery, rape, and arson. Theft and pilferage are not always
felonies, particularly when the item stolen is of small value. If an arrest becomes absolutely
necessary, the security officer must be able to prove that a serious crime was being committed or
attempted.
This means that officers must have witnesses or very strong evidence to support them
should a charge of false arrest be made against them. The security officer should turn over all
matters of arrest to regular police authorities. In so doing, the security officer will avoid legal
pitfalls. The security officer must not sign a complaint against any person without permission
from a supervisor, and the client. Generally, the client will be the one to file a complaint. The
security officer should never make an arrest or cause an arrest to be made solely on suspicion.
Security officers are being required to further their professional education in an ever-
increasing number of technical areas. Few professionals, in any field, are routinely asked to
unerringly apply as much technical knowledge to a variety of situations every working day as
much as security officers.
With this in mind, it is important to make officers more aware of the problem of civil and
criminal liabilities. The initial purpose of this is to provide the security officer with a full
description of the present trends in civil litigation and criminal charges against security officers.
Secondly, the following explanations of misdemeanor and felony arrest will, hopefully,
familiarize the officer with the primary areas of potential civil and criminal liability within the
scope of his enforcement functions.

Misdemeanor Arrest: A private person making a misdemeanor arrest may be found

criminally liable for a false arrest if the arrest is made and the arresting party did not actually
observe the suspect commit the misdemeanor in his presence.

Felony Arrest: A private person making a felony arrest may be found criminally liable
for a false arrest if he makes the arrest is or he causes the arrest to be made by others and the
arresting party does not have reasonable cause to believe that the person arrested actually
committed the felony. Finally, the following are a relatively simple set of guidelines to aid the
security officer in avoiding actions, which may later lead to civil liability or criminal charges
1. Prior to any probable cause arrest, carefully assess all information known to you upon
which your probable cause is based:
1. Determine first whether or not a crime has been or is being committed.
2. If your answer to (a) is not an unqualified "yes"... do not make the arrest, rather
investigate and report.
3. If your answer to (a) is an unqualified "yes"... then consider whether or not your
suspect is the person who committed the crime.
4. The security officer must then reasonably consider all factors pointing to the guilt of
the suspect and should make an arrest only when his objective analysis clearly indicates
the suspect's criminal involvement.
5. As soon as possible after making the probable cause arrest, the arresting officer should
record the primary factors upon which the arrest was based.
6. Security Officers should use extreme caution in making a "group arrest.” The arresting
of "fringe suspects" should be made only after applying the aforementioned qualifications
to each person arrested, individually.

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 7. Whenever possible, let a private citizen make a formal citizen's arrest where the
dispute involved is primarily civil in nature.
8. Never allow personal prejudices, malice, or bad faith to enter into your deliberation as
to the existence of probable cause.
9. Finally, if at any time you realize that you have mistakenly arrested an innocent person,
you should immediately and personally take all available steps to insure the suspect's
release from custody at the earliest possible time.

Search and Seizure

The legal requirements for a valid search and seizure come from the Fourth Amendment
to the Constitution.
“The right of the people to be secure in their people, houses, papers, and effects, against
unreasonable searches and seizures, shall not be violated, and no warrants shall issue, but upon
probable cause, supported by oath or affirmation, and particularly describing the place to be
searched, and the people or things to be seized.”
Elements of Fourth Amendment:
1. Protection against unreasonable searches and seizures
2. Search warrants cannot be issued unless:
a. Based upon probable cause
b. Supported by oath
c. The place to be searched is described
d. The person or things to be seized are described

Law enforcement can search an individual, his home, and his /her personal belongings
but only with a search warrant that has been obtained from a magistrate. It is very important to
remember the Exclusionary Rule. Evidence obtained in an unreasonable or illegal search is
inadmissible in court. A private citizen and a private security guard may search in order to
recover stolen property and to check for weapons or contraband. This is only done on
instructions of the client.

Body Searches:
The same cautions as those above also apply to general searches, plus the following:
1. Never conduct a search of a person’s body, pockets, or clothes without express
permission of the client.
2. Never conduct a search unless the person to be searched gives their full consent.
3. Never conduct a search unless it is based on a well-founded suspicion of theft.
4. A female search must be conducted by a female and male search must be conducted by a
male.
5. Always have least one a reliable witness, preferably two.
6. Do not make accusations of theft.
7. As mentioned previously, what you may believe is a legal act may in fact may open you
and your employer to serious civil actions. Be absolutely certain of your employer and
client’s policies regarding arrest, and search, and seizure before attempting an arrest. This
is the one single area where most lawsuits against the client, security organization and the
security officer are based.

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 Unit 4: SITUATIONAL RESPONSE
(R156-63a-603d)

Course Outline
Two (2) hours of situational response evaluations, including protecting and securing crime or
accident scenes, notification of internal and external agencies, and controlling information.

Introduction to Situational Response

Typically the Post On-the Job Instruction Manual should be used as a reference for those
situations that occur on the job site when a question of policy or procedure exists. Again, it is
most important to recognize that when an emergency situation exists, the security officer must be
so practiced as to response that, if the manual is not readily available, he or she may be able to
provide the correct response/actions in the most timely manner.

Crime and Incident Scene Investigations

Unit Goals:
Situational Response Evaluations
Protecting and Securing Crime and Accident Scenes
Preserving Evidence
Notification of Internal and External Agencies
First Aid
Homeland Security
Terrorism
Bomb Threats
Natural Disasters
Civil Disturbances
Workplace Violence
Strikes

Learning Objectives
Upon successful completion of this training session, security officers will have a working
knowledge of the following:
1. The officer’s role in protecting evidence at a crime and incident scene
2. Safety and first aid response at a crime scene
3. How to support law enforcement at a crime scene
4. Basic elements and usage of a crime or incident scene kit
5. Process for documenting accident, incident, and crime scenes through the use of sketches
and both still and video photography.
6. The 12 Response Reminders for accident, incident, and crime scene investigations.
7. Demonstrate professional communication.
8. Define communications, the elements of communication, the four communications
medium, telephone courtesy and radio operations.
9. Explain the importance of personal and environmental Safety
10. Explain proper Reporting and Handling Procedures for Emergencies
11. Have a working knowledge of Crime and Accident Scene Investigations

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 12. Explain how to properly notify Internal and External Agencies
13. Explain how to respond to Automobile Accidents
14. Explain how to properly respond to Bomb Threats and Attacks
15. Explain the Protocol for Responding to Hazardous Materials Accidents
16. Explain how to Conduct Surveillance Operations
17. Explain the importance and function of Homeland Security
18. Explain the meaning and objectives of Terrorism
19. Explain the procedures for Building Evacuation, Search and Rescue

Introduction
Security officers respond to many incidents, including:
• Crime
• Safety
• Accident
• Policy violations

These incidents require a systematic approach by security officers in order to maintain

scene security and safeguard evidence for any possible future court proceedings.
While no one can predict when, where, or how many natural disasters will affect a
community, first responders must make swift, informed decisions that protect people, property,
and resources. State and local governments are responsible for response within the first 72 hours
of an emergency. As such, they must prepare for all types of disaster situations, ranging from
tornadoes to terrorist attacks. With Utah located in the mountains, and high desert as well as a
state-wide history of flooding, avalanches, earthquakes, draught, blizzards, wild fires, forest fires,
and tornadoes your state profoundly understands the requirement to make emergency
preparedness a top priority. Utah cities and counties recognize that early warning and
coordinated regional response are critical to successful emergency management. Private Security
companies have a part to play in this disaster preparedness enabling communication and
collaboration among various jurisdictions preparing for and responding to emergencies.
Security officers may be called upon to work jointly in a unified command system.
Therefore, it is necessary that they be trained in various aspects of the response, such as Medical
Assistance and First Aid, hazardous materials spills, hostage situations, or disaster relief. Ideally,
those in command of the incident response have already defined a protocol or set of actions to
perform or mitigate the negative effects of the incident. Examples of Incidents where security
officers may be involved include:

 Natural disasters (avalanches, tornados, blizzards, earthquakes, floods)

 Public health threat such as the outbreak of an epidemic such as the flu
 Power grid outage or other infrastructure failure
 Travel system interruption such as significant air or semi-truck accidents
 Hazardous material spills
 Food or drug contamination
 Terrorist attacks

On a smaller scale a single company or organization, may also prepare for:

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  A computer incident such as theft of files
 Accidental exposure to sensitive customer data
 Theft of intellectual property or trade secrets
 Accidental or intentional product contamination
 Bomb threats
 Alarms
 Any incident which creates significant public relations or legal liability

Situational Response Initial Assessment: When coming upon an accident or crime scene the
security officer must conduct an initial assessment to determine if the area is safe, to determine if
there are any victims, and if they need first aid, and to identify and protect evidence.
1. The following are the procedures to take in assessing the crime or accident scene:
2. Assess the area for safety to responders and for any injuries at the scene.
3. Administer first aid if needed.
4. Call for emergency services: Police, Fire, EMS
5. Every car has a crime scene, first aid incident kit.
6. First Aid takes precedence over crime scene integrity.
7. Secure the area to protect evidence.
8. Observe anything out of place, witnesses, and people who are normally in the area.
9. Take pictures
10. Assist law enforcement and paramedics as needed.
11. Security Officers do not take fingerprints.
12. Document observations and actions on an incidence form.
13. Call first line supervisor to report the situation and receive any instructions

Initial Assessment
Security officers should determine the following when responding to a crime or incident scene:
 Has a crime has been committed?
 Does anyone need medical assistance?
 Is the scene safe?
 Is the perpetrator still at the scene or in the area?
 Officers should never simply “rush” into an incident scene.
 Officers should stay out of the area until the scene is “released”
 Officers should not allow anyone else to enter the scene without permission
 Secure the area with yellow caution tape, posting at the door, and the use of chairs or
other “expedient” barriers.

Officers should be ready to respond quickly after the initial assessment and make appropriate
calls to their supervisor and 9-1-1. If there is a victim of a violent crime, officers should
determine if the person needs medical assistance.
• Medical care takes precedence over crime scene integrity.
• If the victim is “obviously” deceased, maintain crime scene integrity.
• If the officer is unsure, call 9-1-1 for medical assistance and follow training and company
polices for the appropriate response.

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A security officer’s duties at a crime or incident scene include:
• Secure the area in order to preserve possible evidence.
• Do not touch anything.
• Take care of any victim.
• Document everyone who enters and exits the area.

During your initial assessment, observe or “take in” the full scene and be prepared to relay the
following information to law enforcement and your supervisor:
• Anything “out of place”
• Any items left behind that are “out of the norm”
• List of any potential witnesses
• List of people who normally work in and maintain control over the area

Protecting and Securing Crime and Accident Scenes Protecting the Scene of a Crime
More often than not, a security officer is one of the first people to arrive at the scene of a
crime. While the security officer is not usually responsible for the investigation or for solving
that crime, he or she will play a critical role in protecting the crime scene so that the crime can be
properly handled by the authorities. When you come upon a scene of a crime or an accident, your
first job is to protect the scene from being altered, either by natural forces or the actions of any
individuals who may be present. You should do nothing to disturb the area. Immediately contact
the client representative and your supervisor. If other people are in the area, keep them away
from the crime scene until the authorities arrive. Also, try to note the names of the other people
in the area.

Stabilizing the Situation: If activities of any kind are still going on, you must stabilize the
situation, as conditions will vary. You may need to assist a victim, call for police or emergency
personnel, or preserve evidence that is in imminent danger of being destroyed by fire or water.

Securing the Scene. Clear everyone out of the area that has no immediate need to be there. This
includes reporters and curiosity seekers. Witnesses should be segregated, if possible, so they
don’t speak with each other and influence each other’s recollection of the incident. Protect the
scene by cordoning off the area with police tape to keep unauthorized people from going in the
area after it has been cleared. Avoid any action of your own that might affect evidence in any
way. Cooperate fully with the police or emergency personnel. Securing the immediate scene may
not be enough. Evidence may be found some distance away. A mugger may discard cigarette
butts as he lays in wait. A burglar may drop a tool in his flight. If was injured in any way, he may
leave bloodstains or footprints. A hit and run driver may leave tire impressions. Try to secure all
areas that may contain evidence.

Preservation of Evidence
Since the patrolman is usually the first officer to arrive at the scene, he has a great responsibility
in preserving all evidence from contamination and damage. He need not know a lot about
investigation or evidence in order to perform this task. He should first determine the reasonable
limits of the crime scene and then protect it from:
1 The patrol officer, himself (Patrol officers often unwittingly destroy evidence.)
2 Relatives and householders. (They feel that they have the right to free access.)

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 3 Neighbors and onlookers. (Curiosity is a strong driving force.)
4 The perpetrator may want to destroy incriminating evidence. In protecting the scene,
the officer can either call for more assistance, or use physical barricades such as rope, or
furniture. The individual situation will determine whether one or both methods should be
used.

Dos and Don’ts

There are a few things a good preliminary investigator must do and a couple of things he must
not do:
 Don't jump to conclusions about an incident. Keep your mind open to all clues and
information.
 Don't become lax in responding to incidents. There is always the temptation after a while,
to take your calls lightly, because there are so many where nothing happens. Nevertheless,
patrol work is dangerous. Never forget it. Every case is important to someone. That
someone may be the victim. It may be a wrongly accused suspect. It might even be you.
As they say, the life you save may be your own.
 Do use your intelligence and good judgment. They are your best tools. Think before you
jump into a situation or to a conclusion.
 Do develop your powers of observation. You have five senses. You can see evidence,
you can hear it, touch it, smell it, and taste it. Train your senses to help you find and
protect evidence.
 Do maintain your interest in your work. Each call or assignment will bring a fresh set of
circumstances. No two calls are ever exactly the same.
 Crime Scene Fingerprinting
 The collection of fingerprinting data is critical to the investigation of a crime scene. Due
to the thousands of prints located at a typical crime scene, the technicians usually limit
their evidence gathering to specific items such as:
• Tools used in gaining access
• Items likely left behind by the perpetrator
• Items likely touched by the perpetrator

 Therefore, the security officer should notify law enforcement of any items that he
touched when first arriving at the crime scene. It should be noted that security officers
DO NOT typically dust for fingerprints. While law enforcement will dust for prints, even
with a database it is not an easy process to find and match a usable print with a known
criminal.

 Crime or Incident Scene Kits

 The following items should be readily available to the security officer because of their
usefulness at crime scenes:
 • Latex gloves to protect against blood borne pathogens and to keep from leaving the
officer’s prints at the scene (Officers should keep gloves with them at ALL times.)
 • Yellow incident or barrier scene tape for securing the area
 • Evidence bags (paper, Ziploc®, pre-printed or generic)
 • Evidence labeling tape for securing bags (date and initial the seal)
• Property tags for larger items
53
• Measuring tape
• Recording device
• Camera, digital or film
• Camcorder (NOTE: Video recording is intended to augment, not replace, still
photography.)
• Objects for size comparisons (coins, pens, business cards, 8.5” x 11” paper)
• Protective suit (check with supervisor to ensure compliance with OSHA ratings)
Crime and Incident Scene Investigations
Introduction
Basic investigative and incident response strategies include:
• Processing crime scenes
• Sketching crime scenes
• Crime scene photography
• Accident reports
It is important to document an incident scene because security-related incidents are as
likely to end up in court as crime incidents.

Sketches:
• Two types, rough and final
• Helps with memory and shows location and orientation of found evidence
• “Sign” your sketch
• Include a “legend” and dimensions
• Show “NORTH”
• Better to be over detailed
• Remember; make your sketch worth of your signature
Photography:
• Video augments, not replaces still photography
• Video offers perspective (places viewer “into” the scene) that still photography might
miss
• If using digital photography, check with legal counsel to ensure that its use is widely
accepted in your state courts.
Processing a scene with still photography:
• Photograph the approach and include the room or door number if available
• Move clockwise around the room in a systematic approach, hitting every angle
• Then, focus on the “elements” of the incident
• Point of entry
• Evidence
• Anything out of place or out of the ordinary
Processing a scene using video photography:
• Process in the same fashion as still photography
• Start with the approach and move systematically around the room or area
• Focus on the “elements” of the crime
Automobile Accident:
• Assess for any injuries and call for medical assistance if needed
• Take a quick “mental” snapshot of the scene

54
 • Use your departmental report format for documentation of the scene and involved
parties
• Photograph the point of impact, area layout, vehicles from a distance
• As with any incident, be systematic in documenting the scene
• Point of impact from several angles
• Weather and skid marks
• Tag information
• Surrounding area

Security officers play a key role in preserving evidence, documenting incidents, and
preparing for future civil or criminal court action. When it comes to preserving and
documenting evidence, security is a partner with law enforcement.

12 Response Reminders
1. Don’t rush in – Stop … Assess … Respond.
2. Provide first aid as appropriate.
3. Secure the scene and document everyone who enters.
4. Document any possible witnesses and provide to law enforcement and management.
5. Depending upon the situation touch nothing and allow no one else to touch anything.
6. Inform law enforcement and management of anything that appears “out of place.”
7. Be familiar with evidence gathering techniques and follow internal policies regarding
documentation and safeguarding of all evidence.
8. If your department has an evidence kit, be sure to be familiar with it and know how to use
it. If no kit is available, security officers should know the evidence gathering principals as
discussed and use them as appropriate.
9. REMEMBER: Do not touch any evidence unless instructed to do so by management or
law enforcement.
10. Scene sketches show the location of found evidence, orient report readers to the scene,
and act as a future reminder to officers testifying in court proceedings.
11. Be systematic with processing a crime scene, securing evidence, and using photography.
12. Video photography is intended to supplement/augment, not replace, still photography

NOTIFICATION OF INTERNAL AND EXTERNAL AGENCIES

Reporting and Handling Emergencies

The typical incidents that security officers face are fire and explosions, bomb threats, medical
emergencies, work related accidents, workplace violence, severe storms, and earthquakes. Pro-
active prevention is the key to eliminating a need for response Pro-active prevention includes
anticipation (Mitigation) and prevention (Avoidance), detection and early intervention, yearly
risk analysis, security policies and procedures and constant training and practice drills.

Emergency Planning
Emergencies are never planned nor are they precisely predictable. The three vital
concerns, in order of importance are:
1. Protection of lives
2. Protection of property

55
 3. Restoration of normal activities and operation

As a basis for considering emergency plans, various types of threats must be evaluated in relation
to the facility. The threat may be one or a combination of the following:
1 Earthquake
2 Fires
3 Explosion (accidental or intentional)
4 Civil Disturbances (strikes and demonstrations)
5 Other

The actual contents of an emergency plan will be governed by the client’s specific
concerns and needs. The success or failure in responding to a disaster will largely depend upon
the thoroughness and attention to detail one spends in the formulation of the disaster plan.
Preparing an efficient plan is not an easy task. The aim of such a plan is to preserve flexibility in
an emergency. If the plan is thoroughly prepared, it will enable an employee to adapt to meet the
situation in an intelligent manner. Security’s role in an emergency is vital to the client’s ability to
handle the crisis and recover as quickly as possible. Security is usually at the forefront in a
response by notifying key personnel in the event of an emergency and making the initial call for
fire or police assistance. Access control becomes a major problem in an emergency, where once
again security is assigned to handle this problem.
In Utah, the most likely disasters are fire and earthquake. Although protection of people
is without a doubt the first priority in planning for emergencies, protection shutdown procedures
must be thorough and done by those who are trained to do so. A disaster plan should have such
shutdown procedures assigned to maintenance employees on each shift who handle these
procedures on a regular basis. In some instances, security officers are the ones responsible for
these tasks, especially if the emergency takes place when the facility is closed.

Critical Items in a Disaster Plan

Identifying the individual to assume responsibility for the plan and act as its coordinator
is essential to the success of the plan. The plan must be in writing. All individual responsibilities
must be clear and concise. The disaster plan must have succession of management built in such
as who is in charge should the primary point of contact be unavailable. Security’s place in the
emergency plan needs to be specific and concise. Security Officers must be trained beforehand
regarding the disaster operations.
Public Relations personnel should be identified in order to provide all statements to
media. Company policy should set up an orderly release of information by designated
representatives and prohibit line employees and security officers from making statements to the
media.
Security officers should be able to identify the closest sources of medical care. Ofttimes,
security officers are trained in First Aid and CPR as a requirement to work for that specific client.
Security and Fire protection procedures for security personnel and their response to fire and
related emergencies are usually specified in the Post Orders for emergencies including their part
in emergency shutdown and restoration procedures.

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MEDICAL EMERGENCIES
First Aid is the medical aid rendered at a crime or accident scene by a citizen or first responder.
The procedures given here are the basic steps for rendering first aid. A more detailed description
of first aid will be given in Unit 10. When coming across an accident victim the following
procedures must be taken:
1. Render First Aid.
2. Get medical help ASAP.
3. Be prepared to transport if necessary.
4. Know the appropriate agency to notify.

Getting immediate medical attention can take several forms. Some plants designate a specific
employee who is trained in first aid. There will be one or more of these employees assigned to
each shift to render the immediate medical attention. Other plants retain a resident nurse on all
shifts. Some plants even retain a physician. In some cases, the security officer must be trained to
render the immediate first aid attention. Determine the specific procedure for your site and be
sure to know in advance what to do in the event of an accident.
In general, a person involved in an industrial accident will go into shock (see section on
first aid). He or she may not be fully able to talk or think rationally. Never discuss the extent of
the injury with the person involved as you may cause further problems. Instead, be calm and
reassuring. Be helpful and comforting. Always treat for shock if you are the first person to see
the injured person. Getting the person transported to a medical facility is a matter that you should
be thoroughly familiar with from your post emergency procedures. In general, don't allow an
injured person to drive himself to a medical facility. Remember, he or she is apt to be in shock
and could become involved in a traffic accident because of the shock condition. If there is no
other way, a taxi can be used. Most plants designate a specific ambulance service to be called to
transport injured people to medical facilities. If this is the case at your facility, keep the phone
number with you at all times with your other emergency numbers. Of course, you can always call
the police or sheriff's department and ask for an ambulance. The law enforcement agencies will
provide for transportation by calling and ambulance service. The important thing to remember is
to follow your post order procedure. If there is no post order procedure, then follow the
principles outlined here. About rendering first aid, you should not do so unless you have been
properly trained. You must obtain a Red Cross First Aid card if you plan to remain a professional
security officer. It's really your professional obligation to do so. Each emergency may present
major problems that would be difficult to plan for. You must keep calm, seek emergency
assistance and remember your primary concern is to protect life and property.

Basic First Aid

Step 1 Recognize Medical Emergency
A. Choking -- Breathing Difficulty
B. Severe Bleeding
C. Heart Attack
D. Poisoning
E. Serious Industrial Accident - burns etc.
Step 2 Number to call - 911
Step 3 Know What to Say

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Information You May Need to Provide When Calling EMS
Calling Party
• Our name
• Call back telephone number
Nature of the Emergency
• Extent of injuries and/or type of illness
• Number of patients
Location
• Location and grid coordinates
• Provide large landmarks if possible

PROCEDURE TO FOLLOW IN THE EVENT OF INJURY

Because of the liability involved, contract security personnel should refrain from rendering first
aid unless the situation dictates that it is absolutely necessary. If arrangements are made with the
client to supply personnel with first aid training, special training is then required of Security
Officers assigned. You must
use the greatest care and refrain from any practices that would (1) jeopardize the well-being of an
injured person or (2) increase the company's liability.
It is usually against company procedures to transport an injured person in your private vehicle or
a company vehicle. If the injury is minor, assist by calling a taxi to take the injured person to the
posted medical treatment center. In all cases first determine the proper response as specified in
the Post Orders.

EMERGENCY ACTION PRINCIPLES

1. Survey the scene, is it safe?
2. Do a primary survey. Check for unresponsiveness, then A B C.
 Airway
 Breathing
 Circulation
3. Call for emergency medical assistance
4. Do a secondary survey
 Interview
 Vital signs

Head-To-Toe Assessments
Determine, as clearly as possible, the extent of injuries.
Determine what type of treatment is needed.
Document injuries
Conduct on all victims, even those that are awake.
Conduct your head-to-toe assessment systematically, checking body parts from the top to the
bottom in the following order:
1. Head
2. Neck
3. Shoulders
4. Chest

58
 5. Arms
6. Abdomen
7. Pelvis
8. Legs
9. Back
Use verbal skills if patient is able to speak. Ask about any injuries, pain, bleeding, or other
symptoms. Try
to reduce anxiety. Use hands on after permission from victim; the victim has the right to refuse
treatment.
Pay careful attention. Look, listen and feel for anything unusual. Try to determine the
mechanism of injury.
 (How the victim got hurt).
 Watch for signs of shock, airway obstructions, labored, shallow, or difficulty breathing.
 Watch for excessive bleeding, bruising, swelling, severe pain, disfigurement.
 Check your own hands periodically during the assessment for bleeding on your gloves.
Step 1 Recognize Medical Emergency
 Choking -- Breathing Difficulty
 Severe Bleeding
 Heart Attack
 Poisoning
 Serious Industrial Accident - burns etc.
Step 2 Number to call - 911
Step 3 Know What to Say
 State calmly, " This is a medical emergency "
 State calmly, " I need an ambulance at_______________ "
 State calmly, “Our name, location of the victim, nearest crossroad, number you are
calling from.”
DO NOT HANG UP!! FOLLOW ALL INSTRUCTIONS!!
Step 4 Know What to Do
A. Contact additional help if the situation dictates and it is possible to do so.
B. Remain with the victim until help arrives.
C. Unless necessary, do not move the victim (fire, immediate danger)
D. Keep the victim warm and comfortable.
E. Practice first aid only if you have the ability and then only to the extent that the
emergency dictates, severe bleeding, stoppage of breathing, shock.
F. Contact your Supervisor as soon as possible.

FIRST AID PROCEDURES

SHOCK
In almost every case of injury, there is some degree of shock. Often the victim feels weak and
wants to sit or lie down. Sometimes, he or she becomes nauseous. When found in such a
condition, the victim is usually described as being shaken-up. Actually he or she is suffering
from shock. Shock is defined as "a state of depression of the vital processes of the body, which
occurs as a result of wounds, crushing injuries, blows inflicting pain, burns, poisoning and other
similar injuries." The severity of shock may vary from merely a moment's weakness to death. It
is important to remember that the condition of shock may be more dangerous to the victim than

59
the injury, which caused it. In most instances, the condition of shock can be recognized by one or
more of the following symptoms:
- Pale face
- Cold, clammy skin
- Perspiration on the forehead and palms of the hands
- Weak but a rapid pulse
- Shallow and irregular breathing
-Nausea
- Fright or apprehension on the part of the victim
When administering first aid to a seriously injured person, always treat for shock even if the
symptoms are not apparent.
The proper treatment for shock is:
- keep the patient lying down with his head lower than his feet (except in the event of a head
injury)
- Stop bleeding
- Keep patient warm, but not sweating
- Send for medical aid
- Give small amounts of water if the patient is thirsty. Do not give the water if the patient is
nauseated, unconscious or has a penetrating abdominal wound. In review, remember these two
important points:
a. Shock can cause death
b. Always treat a seriously injured person for shock.

CHOKING
If the person is choking but can breathe, speak or cough, DO NOT interfere with the person
unless the choking continues without lessening. In that case, call immediately for emergency
medical help. If the person is choking and CANNOT breathe, speak or cough, have someone call
immediately for emergency help while you:
1) If the person is conscious:
A) Ask if the person wants your assistance. Officers will state their Red Cross
Certification
before performing any first aid procedure.
B) Position yourself behind the person wrapping your arms around his middle just above
the
navel. Make a double fist with your hands and press in and up quickly, several times.
Repeat this action several times.
2) If the person is unconscious:
A Place person on floor and begin artificial respiration. If the person does not seem to be
getting air in this manner,
B Place the person on his back. Place one hand over the other with the heel of the bottom
hand placed slightly above the navel and below the rib cage. Press into the person's
abdomen with a quick upward thrust. Repeat four times as needed. Then,
C Clear the person's air passage by holding his mouth open while using your thumb to
depress his tongue.
D Use your index finger to reach into his throat and feel for a foreign object, which might
be blocking his air passage. Repeat all of # 2, above, if necessary.

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PERSON WHO IS UNCONSCIOUS
Before assisting someone, who is unconscious, check around the person to see if there may be
any external reason for his condition (electrical current, for example - if so, shutoff electricity).
1 Speak to the person. See if he or she will respond to either your voice or by shaking his
shoulder. If he or she does not respond, check to see if he or she is breathing.
A Place person flat on his back and loosen any clothing around the neck and chest area.
B Lift his neck with one hand and tilt head back by hold the top of the head with your
other hand.
C. Listen and watch his chest for any signs of breathing.
D If breathing is faint or nonexistent, have someone immediately call for emergency
medical help while you begin artificial respiration.

ARTIFICIAL RESPIRATION
1 Adult
A Pinch the person's nose while holding his head back. Hold the head back by placing
your hand on his forehead. Our other hand should be supporting his neck while lifting
slightly to help keep his air passage open.
B Take a deep breath and place your mouth over the person's mouth. Blow air into his
mouth until you see his chest rise.
C Remove your mouth and let the person exhale while you take another deep breath and
repeat (b and c) until help arrives.
D Repeat every 5 seconds, using 12 breaths per minute.
2 Child
A Tilt child's head slightly back while holding the forehead.
B Take a breath and blow air in small puffs into child's nose and mouth.
C Listen for the child to exhale
D Repeat once every 3 seconds using 20 breaths per minute until help arrives.

HEART ATTACK
1 If the person is experiencing:
A Severe chest pains
B Pains from the chest to the arm, neck or jaw
C Vomiting, weakness, sweating or nausea, or;
D Pain extending across the shoulders
CALL FOR EMERGENCY MEDICAL HELP IMMEDIATELY!
2 If the person is not breathing:
A Start artificial respiration immediately
3 If you cannot find a heartbeat:
A CPR may be required and should only be applied by someone who is properly trained,
you should know who, if anyone, in the building has had CPR training.

BLEEDING
1. Apply direct pressure over the wound using:
A. Sterile gauze pads, if available, clean handkerchief, etc.

61
 B Apply steady, direct pressure for approximately 5 to 10 minutes. Most bleeding
will stop within a few minutes.
C If bleeding is from a limb (arm/leg), slightly elevate the limb.
2 Head injuries
A. Apply gentle pressure to would so as not to press any bone chips that may be present
into the brain.
B Immobilize the neck and head.
C Call immediately for emergency medical assistance.
D NEVER give drugs or alcohol to someone with a head injury.
3 Internal Bleeding
A. If suspected (usually indicated by coughing up blood), keep person lying flat and
breathing deeply.
B Call immediately for emergency medical help.
C DO NOT give any liquids or medicine to the person.

BURNS
1 Minor Fire Burns
A. Apply cold water for 20 to 30 minutes to relieve swelling and pain. NEVER use any
type of greasy substance on a burn.
2 SERIOUS BURNS
A Call immediately for emergency medical help.
B Wrap person in a clean towel that has been dipped in room temperature water.
C Keep person lying down and calm. DO NOT try to clean the burns or remove any of
the person's clothing.
3 EYE BURNS
A Flush with cool water from the inside of the affected eye to the outer corner to avoid
contaminating the other eye unless both eyes are involved and then cover the eye with a
damp clean cloth.
B Seek medical attention immediately.
4 ELECTRICAL BURNS
A Person must seek IMMEDIATE medical attention.
5 CHEMICAL BURNS
A Flush with cool water (a shower if possible).
B Remove any clothing that was subjected to chemicals (avoid it yourself).
C Wrap person in clean, wet sheet and seek immediate emergency medical care.

ELECTRICAL SHOCK
1 Be sure all electrical currents to the person are shutoff (use a dry stick to move away a "live
wire").
A Check for breathing (apply artificial respiration, if necessary).
B Call immediately for emergency medical help.
C Keep person warm.
D Do not administer any liquids.

SEIZURE
1 DO NOT try to stop the seizure, instead:

62
 A Call for medical help.
B Let the seizure run its course. It will usually stop after a few minutes.
C Do not restrain, slap, or douse the person with water.
D If possible, help the person to lie down to help prevent injury and remove any objects
in the area that might injure the person.
E When the seizure has ended, help the person lie down and remain calm until medical
help arrives, loosen any restrictive clothing.
2 AFTER THE SEIZURE
A Be sure to check the person's breathing.
B If necessary, start artificial respiration immediately.
C Look for a medical emergency bracelet, necklace, or card that can provide further
medical information or requirements.
D Keep the person calm and quiet and then wait for medical help.

BROKEN BONES
Broken bones are not usually fatal. If safe to do so, DO NOT move the injured person. If the
person is in immediate danger, move them carefully and only as far as needed to find a safe area.
1 If the person is not breathing, immediately start artificial respiration.
2 If the person is bleeding, apply direct pressure to wound
3 Keep the person calm and quiet
A Immediately call for emergency medical help.
B If the broken bone is protruding from the skin, apply a damp dressing to protect the
wound.
C Keep the person lying down.
D If necessary, apply splints to prevent the person from moving. This will also help to
prevent added pain.

HEAD, NECK, AND SPINAL INJURIES. - Possible signs may include:

 Change in consciousness.
 Inability to move one or more body parts.
 Severe pain or pressure in head, neck, or back.
 Tingling or numbness in extremities.
 Difficulty breathing or seeing.
 Heavy bleeding, bruising, or deformity of the head or spine.
 Blood or fluid in the nose or ears.
 Bruising behind the ear. (Also known as battle signs)
 "Raccoon” eyes (bruising around eyes).
 Seizures.
 Nausea or vomiting.
Victim found under collapsed building material or heavy debris. (Mechanism of injury).
If victim exhibits any of the above signs you may want to treat as if that person had a closed head,
neck, or spinal injury.

RESOURCE MATERIALS: Red Cross Basic First Aid Book

MEDICAL EMERGENCIES

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Work Accidents
Industrial accidents are often called work accidents. Accidents range from minor cuts and
bruised to severe injury and death. Each industrial plant will have a specific procedure to handle
accidents.
Regardless of the specifics, the general principles are the same:
1 . Get immediate medical attention.
2. Be prepared to transport the injured person to a medical facility.
Getting immediate medical attention can take several forms. Some plants designate a
specific employee who is trained in first aid. There will be one or more of these employees
assigned to each shift to render the immediate medical attention. Other plants retain a resident
nurse on all shifts. Some plants even retain a physician. In some cases, the security officer must
be trained to render the immediate first aid attention. Determine the specific procedure for your
site and be sure to know in advance what to do in the event of an accident.
In general, a person involved in an industrial accident will go into shock (see section on
first aid). He or she may not be fully able to talk or think rationally. Never discuss the extent of
the injury with the person involved as you may cause further problems. Instead, be calm and
reassuring. Be helpful and comforting. Always treat for shock if you are the first person to see
the injured person.
Getting the person transported to a medical facility is a matter that you should be
thoroughly familiar with from your post emergency procedures. In general, don't allow an
injured person to drive himself to a medical facility. Remember, he or she is apt to be in shock
and could become involved in a traffic accident because of the shock condition. If there is no
other way, a taxi can be used.
Most plants designate a specific ambulance service to be called to transport injured
people to medical facilities. If this is the case at your facility, keep the phone number with you at
all times with your other emergency numbers. Of course, you can always call the police or
sheriff's department and ask for an ambulance. The law enforcement agencies will provide for
transportation by calling and ambulance service. The important thing to remember is to follow
your post order procedure. If there is no post order procedure, then follow the principles outlined
here.
About rendering first aid, you should not do so unless you have been properly trained.
You must obtain a Red Cross First Aid card if you plan to remain a professional security officer.
It is really your professional obligation to do so.
Each emergency may present major problems that would be difficult to plan for. You
must keep calm, seek emergency assistance and remember your primary concern is to protect life
and property.

The Americans with Disabilities Act (Section iii) states in effect that those individuals
employed as representatives of a company or business are to aid the handicapped whenever
possible. This means Officers are required to introduce themselves to apparent disabled
individuals and provide any necessary to make that individual more comfortable with their
surroundings. This Act is enforced at every federal, state, and city level, and must be continually
remembered by security officers.

Handling the Physically Disabled

Guidelines - evacuation assistance to wheelchair users

64
A basic method of assistance shall be derived from one of the Following: (Always ask the person
first, how best to handle their situation)
1. Can the person and the appliance be handled easily and effectively?
2. Can the person be physically lifted and carried the distance required? (Take into
account weight, physical harm, and restrictive appliances).
3. Can temporary relocation by another device work better?
a. Office chair
b. Blanket
c. Stretcher
d. Other means

Personal contact and physical practice is necessary to afford safety to both parties.
Always use correct body mechanics in Lifting! (Bend at knees, back straight, etc.) Know and
advise the disabled person that they will be entering evacuation lines last. This is done so as not
to impede already moving foot traffic and to avoid the risk of injury. If stairwell movement
becomes threatened in any way, the person and device may be placed in the corner of a stairwell
landing. The aides will then send word of the situation and remain with the person until arrival of
fire department or other assistance.
An alternate procedure would call for the disabled person being wheeled to an elevator
lobby for removal through fire department operated car. This operation should be utilized only if
the situation is not immediately hazardous and an emergency stairwell is not in close proximity.

HOMELAND SECURITY
Course Objectives
Virtually all of the Homeland Security training promotes self-preparedness. The reason for this
emphasis is that in an emergency/natural disaster, past experience indicates that when a security
officer’s family is being taken care of, the officer will be available for work. In a major disaster,
assistance may be days away....so it best to be prepared. Upon completion of this training activity,
officers will possess knowledge of Homeland Security and the Homeland Security Advisory
System, as well as the important role they play in Homeland Security and how to prepare for this
role.

In addition, officers will gain an understanding of the following:

A. The foundational security guidelines that are a hallmark of Homeland Security
B. The five levels of the Homeland Security Advisory System
C. The usefulness of a Homeland Security Advisory response matrix as a check-off,
reminder, and a training tool
D. The Homeland Security Department's preparedness guide for the survival basics
E. Homeland Security guidelines for an incident at a high-rise office

STUDENT PERFORMANCE OBJECTIVES

Upon completion of this training activity, officers will possess knowledge of Homeland Security
and the Homeland Security Advisory System, as well as the important role they play in
Homeland Security and how to prepare for this role. In addition, officers will gain an
understanding of the following:
A. The foundational security guidelines that are a hallmark of Homeland Security

65
 B. The five levels of the Homeland Security Advisory System
C. The usefulness of a Homeland Security Advisory response matrix as a check-off,
reminder, and a training tool
D. The Homeland Security Department's preparedness guide for the survival basics
E. Homeland Security guidelines for an incident at a high-rise office

LESSON SUMMARY
1. Homeland Security is simply another extension of what Security Officers do in malls, office
complexes, industrial plants, hospitals, and resorts every day.
2. President Bush stated that the mission of Homeland Security is to “secure the American
homeland and to protect the American people.”
3. The role of a security officer is to secure property and to protect all staff, visitors, and others.
This is the same role of Homeland Security.
4. At its most basic form, away from intelligence gathering and special operations, the means of
protecting America still follow foundational security guidelines such as:
a. Awareness
b. Training
c. Communication
d. Preparedness
e. Testing
5. So, what is Homeland Security? You will start first with a discussion of the Homeland
Security Advisory System.
6. The advisory system is designed to provide a quick reference to the populace, law
enforcement, and security at all levels of the threat potential for a terrorist attack. While the color
codes are almost self-explanatory, the proper response to them is not.
7. As a review, the Homeland Security Department makes the following recommendations for
actions to be taken at each threat level.

Low Level GREEN

 Refine and exercise as appropriate preplanned Protective Measures.
 Ensure personnel receive proper training on the Homeland Security Advisory System and
specific preplanned department or agency Protective Measures.
 Institutionalize a process to ensure that all facilities and regulated sectors are regularly
assessed for vulnerabilities to terrorist attacks, and all reasonable measures are taken to
mitigate these vulnerabilities.

Guarded Condition BLUE

 Check communications with designated emergency response or command locations .
 Review and update emergency response procedures.
 Provide the public with any information that would strengthen its ability to act
appropriately.

Elevated Condition YELLOW

 Increase surveillance of critical locations.
 Coordinate emergency plans as appropriate with nearby jurisdictions.

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  Assess whether the precise characteristics of the threat require the further refinement of
preplanned Protective Measures.
 Implement, as appropriate, contingency and emergency response plans.

High Condition ORANGE

 Coordinate necessary security efforts with Federal, state, and local law enforcement
agencies or any National Guard or other appropriate armed forces organizations.
 Take additional precautions at public events and possibly consider alternative venues or
even cancellation.
 Prepare to execute contingency procedures such as moving to an alternate site or
dispersing their workforce.
 Restrict threatened facility access to essential personnel only.

Severe Condition RED

 Increase or redirect personnel to address critical emergency needs.
 Assign emergency response personnel and pre-position and mobilize specially trained
teams or resources.
 Monitor, redirect, or constrain transportation systems.
 Close public and government facilities.

8. Does your workplace have duties outlined that help you to understand your specific
responsibilities at your duty station for each threat level?

EVENT
A Terrorist Attack has occurred
If the event has occurred locally or within the Operational Area:
1. All actions in previous levels plus:
2. Increased measures should be taken according to existing internal emergency
management (disaster) plans. Such as bomb threats, evacuations, traffic control,
crowd control, and assisting first responders, or direction from law enforcement, EMS
Agency, or local health officer.
3. Review shelter-in-place procedures for employees.
4. Prepare for possible decontamination of victims including inventory of PPE and
review of procedures.
5. Provide mental health services for employees, patients and families to allay fears and
anxiety.
6. Cease non-essential operational functions and redirect personnel to critical
duties/functions.
5. Communicate with local Operational Area Emergency Operations Center on situation status
damage report, and head count.
6. The common theme in this response plan is that, at their basic level, these are common tasks
that security professionals do every day.
7.. Protection is based upon preparedness. According to the Department of Homeland Security,
when preparing for a possible emergency situation, it's best to think first about the basics of
survival: fresh water, food, clean air and warmth.

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a. Water
• One gallon of water per person per day, for drinking and sanitation
• Children, nursing mothers, and sick people may need more water.
• If you live in a warm weather climate more water may be necessary.
• Store water tightly in clean plastic containers such as soft drink bottles.
• Keep at least a three-day supply of water per person.
b. Food
• Store at least a three-day supply of non-perishable food.
• Select foods that require no refrigeration, preparation or cooking and little or no water.
• Pack a manual can opener and eating utensils.
• Choose foods your family will eat. Be sure to include the following:
— Ready-to-eat canned meats, fruits and vegetables
— Protein or fruit bars
— Dry cereal or granola
— Peanut butter
— Dried fruit
— Nuts
— Crackers
— Canned juices
— Non-perishable pasteurized milk
— High energy foods
— Vitamins
— Food for infants
— Comfort/stress foods
c. Clean Air
Many potential terrorist attacks could send tiny microscopic "junk" into the air. For
example, an explosion may release very fine debris that can cause lung damage. A
biological attack may release germs that can make you sick if inhaled or absorbed
through open cuts. Many of these agents can only hurt you if they get into your body, so
think about creating a barrier between yourself and any contamination.
d. Nose and Mouth Protection
 Face masks or dense-weave cotton material that snugly covers your nose and
mouth and is specifically fit for each member of the family. Do whatever you can
to make the best fit possible for children.
 Be prepared to improvise with what you have on hand to protect your nose, mouth,
eyes and cuts in your skin. Anything that fits snugly over your nose and mouth,
including any dense-weave cotton material, can help filter contaminants in an
emergency. It is very important that most of the air you breathe comes through the
mask or cloth, not around it.
 Do whatever you can to make the best fit possible for children. There is also a
variety of facemasks readily available in hardware stores that are rated based on
how small a particle they can filter in an industrial setting.
 Given the different types of attacks that could occur, there is not one solution for
masking.

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  For instance, simple cloth face masks can filter some of the airborne "junk" or
germs you might breathe into your body but will probably not protect you from
chemical gases. Still, something over your nose and mouth in an emergency is
better than nothing. Limiting how much "junk" gets into your body may impact
whether or not you get sick or develop disease.

e. First Aid Kit

In any emergency, a family member, co-worker or you yourself may be cut, burned or
suffer other injuries. If you have these basic supplies, you are better prepared to help your
loved ones when they are hurt. Remember, many injuries are not life threatening and do
not require immediate medical attention. Knowing how to treat minor injuries can make a
difference in an emergency. Consider taking a first aid class, but simply having the
following things can help you stop bleeding, prevent infection and assist in
decontamination.
Essential items for a first aid kit:
• Two pairs of Latex or other sterile gloves (if you are allergic to Latex).
• Sterile dressings to stop bleeding.
• Cleansing agent/soap and antibiotic towelettes to disinfect.
• Antibiotic ointment to prevent infection.
• Burn ointment to prevent infection.
• Adhesive bandages in a variety of sizes.
• Eye wash solution to flush the eyes or as general decontaminant.
• Thermometer (Read more: Biological Threat)
• Prescription medications you take every day such as insulin, heart medicine and asthma
inhalers. You should periodically rotate medicines to account for expiration dates.
• Prescribed medical supplies such as glucose and blood pressure monitoring equipment
and supplies.
Helpful items to include in a first aid kit:
• Cell Phone
• Scissors
• Tweezers
• Tube of petroleum jelly or other lubricant
Non-prescription drugs to include in a first aid kit:
• Potassium Iodide (Read more: Nuclear Blast)
• Aspirin or non-aspirin pain reliever
• Anti-diarrhea medication
• Antacid (for upset stomach)
• Syrup of Ipecac (use to induce vomiting if advised by the Poison Control Center)
• Laxative
• Activated charcoal (use if advised by the Poison Control Center)

8. These items are just as needed in case of a tornado, hurricane, flood, fire, or other natural
or manmade disaster and can prove the difference between survival with little more than
inconvenience or serious injury or even death.

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 9. The Department of Homeland Security further outlines guidelines for response to a
threat or incident for high-rise offices. These guidelines, direct from the Homeland
Security Website, are outlined on the following page.

GUIDELINES FOR RESPONSE TO A THREAT OR INCIDENT

AT HIGH-RISE OFFICES
Department of Homeland Security
AT WORK AND SCHOOL
Like individuals and families, schools, daycare providers, workplaces, neighborhoods and
apartment buildings should all have site-specific emergency plans. Ask about plans at the places
where your family spends the most time: work, school and other places you frequent. If none
exists, consider volunteering to help develop one. You will be better prepared to reunite safely
with your family during an emergency if you think ahead and communicate with others in
advance. For more information on working together, visit Citizen Corps.

NEIGHBORHOODS AND APARTMENT BUILDINGS

A community working together during an emergency makes sense.
• Talk to your neighbors about how you can work together during an emergency.
• Find out if anyone has specialized equipment like a power generator, or expertise such
as medical knowledge, that might help in a crisis.
• Decide who will check on elderly or disabled neighbors.
• Make back-up plans for children in case you can’t get home in an emergency.
• Sharing plans and communicating in advance is a good strategy.

SCHOOLS AND DAYCARE

If you are a parent, or guardian of an elderly or disabled adult, make sure schools and daycare
providers have emergency response plans.
• Ask how they will communicate with families during a crisis.
• Ask if they store adequate food, water and other basic supplies.
• Find out if they are prepared to “shelter-in-place” if need be, and where they plan to go
if they must get away.

For more information on developing emergency preparedness plans for schools, please visit the
U.S. Department of Education at http://www.ed.gov/emergencyplan.

EMPLOYERS
If you are an employer, make sure your workplace has a building evacuation plan that is
regularly practiced.
• Take a critical look at your heating, ventilation, and air conditioning system to
determine if it is secure or if it could feasibly be upgraded to better filter potential
contaminants and be sure you know how to turn it off if necessary.
• Think about what to do if your employees cannot go home.
• Make sure you have appropriate supplies on hand.
10. There are five things that you, as security professionals, can do to prepare for your role in
Homeland Security:

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 a. Stay informed – Utilize industry sources such as The Department of Homeland
Security (www.dhls.gov) ASIS International (www.asisonline.org), the media, and the
Internet to keep up with changing threat concerns. Google™ is an excellent research tool.
Type in HOMELAND or HOMELAND SECURITY RESPONSE PLANS and see all of
the information that you can retrieve.
b. Stay alert – The federal government calls this VIGILANCE. Vigilance, put simply, is
awareness. Remember, that suspicious activity is suspicious activity, whether it is a car
break-in or terrorist activity. However, don’t kid yourself into thinking that the
competency level of a well-trained terrorist is the same as a car thief. To be an active
partner in Homeland Security, officers need to match the professional level of terrorists.
c. Stay trained – Take advantage of all company training, online training, and
community training. Community colleges and technical schools are beginning to offer
courses on homeland security. Other classes are available online.
d. Stay involved – Defeating terror will require a cooperative effort between the public
and private sectors. Take part in community drills, volunteer to work with emergency
responders, and do anything that you can to support your country’s efforts. The payoff is
not only increased security but also career advancement.
e. Stay open-minded – It is easy to stereotype terrorists as all Middle Eastern males.
While Law Enforcement agencies can “profile” based upon the threat and criminal
activity, this is done with extensive research and planning. Security officers typically do
not have these resources. Also remember this, profiling terrorist activity as a Middle
Eastern male-dominated problem would have missed:
• Timothy McVeigh
• The Unabomber
• The D.C. Snipers
• Eco-Terrorists
Introduction to Emergency Response
Typically the site manual can be used as a reference manual for those situations that may
be referred to when a question of policy or procedure exists. However, security officers must
know the proper response in cases of emergency situations. Again, it is most important to
recognize that when an emergency situation exists, the security officer must be so practiced as to
response that if the manual is not readily available, he or she may be able to provide the correct
response/actions in the timeliest manner.

Department of Homeland Security

Homeland Security is a Cabinet Department that is tasked with coordinating all agencies and
organizations associated with:
 Intelligence gathering,
 Contingency planning,
 Training,
 Border patrols,
 Response to terrorist attacks,
 Natural disasters

Terrorism

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 Since September 11, 2000, the threat of domestic and international terrorism has become
real for every American. However, few really understand what it is, how it works, and how it
carries out its operations. The following describes the information that most security officers
need to know about the basics of terrorism.
 Terrorism is the use of force or violence against individuals to:
 Intimidate, or coerce governments or societies
 To achieve political, religious, or ideological objectives.
 Terrorism is either domestic or international depending on origin, base, and
objectives.
 Terrorists operate in cells of 5 to 10 people.
 They operate like a paramilitary organization.
 They conduct intelligence gathering activities, fund raising, logistics, planning,
training, exercises, command and control, support, and operations activities.

Terrorism - 7 Signs and Signals

It is more important than ever for all security officers to be able to detect and deter possible
threats of terror. It is vitally important for all of you to realize that incidents do not occur in a
vacuum. They are planned, organized, and carried out by individuals acting alone or in groups.
There are seven categories, of suspicious activities:

Intelligence Activities
A. Surveillance
If there is a specific target that terrorists have chosen, that target area will be most
likely be observed during the planning phase of the operation. They do this in order to
determine the strengths, weaknesses, and number of personnel that may respond to an
incident. Routes to and from the target are usually established during the surveillance phase.
Therefore, it is important to take note of such things as someone recording or monitoring
activities, drawing diagrams or annotating on maps, the use of vision-enhancing devices,
having in one's possession floor plans or blue prints of places such as high-tech firms,
financial institutions, government, or military facilities. Any of these surveillance-type acts
MAY be an indicator that something just is not right. No questionable activity is unimportant.
If in doubt, report it. It is better to report it, and then find out it was nothing than to ignore it
and find out that it was essential information that could have prevented a terrorist attack.

B. Elicitation
The second sign or signal is elicitation. This means anyone attempting to gain
information about a person, place, or operation. An example is someone attempting to gain
knowledge about a critical infrastructure like a power plant, water reservoir, or a maritime
port. Terrorists may attempt to research bridge and tunnel usage, make unusual inquiries
concerning shipments, or inquire as to how a military base operates. They may also attempt
to place "key" people in sensitive work locations.

C. Exercises that Test Security

Exercises that tests security are another area in which terrorists attempt to gather data.
These are usually conducted by driving by the target, moving into sensitive areas, and
observing security or law enforcement response. They would observe the time it takes first

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responders to react to an incident or the routes taken to a specific location. They may also try
to penetrate physical security barriers or observe procedures in order to assess strengths and
weaknesses. They often gain legitimate employment at key locations in order to monitor day-
to-day activities. In any event, they need this information in order to plan the final operation.

D. Acquiring Supplies and Logistics

Another area to be cognizant of is acquiring supplies, training, documents such as
passports and ID cards, disguises, one-way tickets for a particular airline. It may also be
someone purchasing or stealing explosives, weapons, or ammunition. It could also be
someone storing harmful chemicals or laboratory equipment. Terrorists also find it useful to
have in their possession law enforcement equipment and identification, military uniforms,
and decals, as well as flight passes, line badges, employee badges and other secure items to
impersonate and infiltrate protected areas. Other items they may acquire would be flight
manuals.
If they cannot find the opportunity to steal these types of things, they may try to
photocopy ID's, attempt to make passports or other forms of identification by counterfeiting.
Possessing any of these would make it easier for one to gain entrance into secured or usually
prohibited areas. In 1999, terrorist organizations were ordering supplies from a food storage
and survivalist company, by mail. Besides food supplies, they also ordered military special
forces manuals, gas masks, and night vision goggles. One of the employees became
suspicious and reported the transaction to the FBI. They had already been watching this
company for some time and were able to move in and shut it down.

E. Suspicious People Who Do not Belong

A fifth pre-incident indicator is observing suspicious people who just "don't belong." This
does not mean you should profile individuals by race but what it does mean is that you
should profile suspicious behaviors. This includes strange border crossings and stowaways
aboard a ship or people jumping ship in a port. It may mean having someone in a workplace,
building, neighborhood, or business establishment that does not fit in because of their
demeanor, their language usage, or unusual questions they are asking.
Al-Qaeda used to plant operatives at USO centers to ask service members about their
destination, jobs, home stations, ranks, and troop movements. Security officers may have to
respond to a complaint that may appear to be a routine investigation but results in something
much bigger in scope. Some organizations also have a secure compound with guards,
concertina wire, and very secretive operations. This could be a training camp, a base of
operations, or a storage facility for their stockpile of weapons and ammunition.

F. Dry Runs
Another sign to watch for is the "dry run.” Before executing the final operation, the
terrorist operatives will conduct a practice session (dry run) to work out the flaws and
unanticipated problems. A dry run may very well be the heart of the planning stage for a
terrorist act. If you find someone monitoring a police radio frequency and recording
emergency response times, you may very well be observing a "dry run." Another element of
this activity could include mapping out routes and determining the timing of traffic lights and
flow or trying to test security by trying to crash a gate to a gated community, a military
installation, or any other secured facility. It is during this stage that you have your best

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 chance to intercept and stop an attack. Multiple dry runs are normally conducted at or near
the target area.

G. Deploying Assets and Marshaling Into Position

The seventh and final sign or signal to look for is someone marshaling or deploying assets to
get into position to carry off the attack. This is a person's last chance to alert authorities before
the terrorist act occurs. The reason there were not more casualties at the terrorist attack at Khobar
Towers was because an observant airman saw the fuel truck parking by the perimeter fence. He
sounded the alarm for everyone to evacuate the dormitories. Unfortunately, he could not save 19
airmen who were killed in the attack. However, for his attention to detail he save the lives of
many others. It is also important to remember that pre-incident indicators may come months or
even years apart. Therefore, it is extremely important to document every fragment of information,
no matter how insignificant may appear, and report this information to the proper authorities.

Figure 5: Bomb Threat Checklist

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 Bomb Threats
An emergency of another sort is the bomb threat. Security Officers may receive bomb
threats against their clients. The potential loss of life and property makes it mandatory you react
properly. Do not panic! Act with careful, calculated, and quick responses.
Bombs and threats of bombs have traditionally been the primary weapons of choice by
international terrorists and criminal extortionists. Some companies and organizations are more
commonly targets of bomb threats than others due to the controversial nature of their business or
their involvement in emotional public issues. However, no company, organization or building is
immune from the dangers and disruptions of a bomb threat.
The FBI in its annual SUMMARY of Bomb Incidents points out that the use of bombs
and employees, former employees, or others with a gripe against the company are increasingly
using threats as a means of retaliation. For the retaliatory person, the inconvenience and cost to
the targeted company for evacuation a facility may satisfy their need for revenge. In all
likelihood, you may receive a bomb threat call during your career as a security officer.
Analyzing the threat, responding to the threat, and implementing a response to a bomb
threat must take place in a matter of minutes.
 First it must be determined if the threat is credible. A telephone call from a youngster
giggling on the phone will be less credible that one from an adult who sounds serious
about their threat.
 Bomb threats can be made by pranksters, political terrorists, cranks, criminal extortionists,
disgruntled employees or an employee looking for a few hours off work, to name a few
of the types.
 The threat can arrive over the telephone, in the mail, by written message left in a public
place, scrawled on a wall, in person, or by means you haven't seen yet.

In any case, ALL THREATS MUST BE TAKEN SERIOUSLY!!! Whether to react to a

threat and how to react are decisions for the highest level of management to make. In some cases,
a policy is established to guide lower level decision makers, but rarely is it up to the individual
security officer what action to take in response to a bomb threat.
It is possible that you will receive a bomb threat via the facility telephone. Try to keep the
caller on the line as long as possible. There is a slim, but real, chance the call can be traced. If
there is caller ID take note of the source of the call. Keep trying to get the most vital information.
If the threat comes to you on a piece of paper, do not handle it any more than necessary and use
gloves, a handkerchief, tongs or forceps in order to avoid ruining fingerprints. Remember, it is a
significant clue and potentially very important evidence. Someone else in the facility may also
receive information regarding a bomb threat. In this case, use the bomb threat checklist to obtain
as much information as possible.
The initial steps for the officer to take in the event of a bomb threat are usually spelled
out in the post orders, the building’s emergency procedures manual, or some other such reference.
If you have standing instructions, by all means, learn them and follow them exactly. If you have
no prearranged instructions, follow the orders of your supervisor or management representative
exactly. If you are alone on duty and learn of the threat, here are some guidelines to follow:
If you receive a bomb-threat call, your first concern is to get as much useful information
as possible. Various forms of "Bomb-threat Checklists" are sometimes used and should be kept
so that the person taking the phone can immediately find and refer to them. In some buildings,
the switchboard operator, who is usually the one to receive a bomb-threat call, will have such a

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checklist. In addition, a tape recorder might be attached to the phone line to be used in the event
of such a call.
Notify those in authority immediately - your supervisor, building management, police,
people in charge of threatened areas. Tell these people only. If word of the threat gets out before
a proper response can be arranged, panic and stampede can result. In case of a threat, when it is
not known if a bomb is present, decisions must be made whether to notify the building's
occupants, how to notify them, whether to evacuate the building or a part of the building, where
to evacuate to, whether to search for a bomb or wait, and more. The police will not make these
decisions, and neither should the security officer. The senior supervisor or manager of the
building's occupants must decide what to do. Be prepared to assist in crowd control, in search for
the bomb, and to guide police or bomb technicians in the building.
Keep the caller on the line as long as possible. Ask the caller to repeat the messages if
necessary. Write down as many of the words spoken by the caller as possible. This may help
identify the severity of the call. Listen for anything distinctive about the caller’s voice,
background noise, such as animals, machinery, traffic, voices or background music. Immediately
contact your client’s representative and your supervisor. In a case where an actual or suspected
bomb is found, people must be evacuated from the immediate area right away. Have them move
out of the building entirely and two-hundred yards away.

Purpose
1. The threat of a bomb as well as the actual presence of an explosive device is disastrous
to the morale of both management and employees. For this reason, it is imperative that
preparations are made for the preservation of order and the protection of life and property
in the event of real or threatened danger.
2. The majority of bomb threats are the work of pranksters or of those who are mentally
disturbed. Even so, the seriousness of this type of threat should never be underestimated,
because there is always a possibility that it might be legitimate. You must, therefore, treat
the information as confidential and make sure that it is transmitted to the person
responsible for control during crises.

Responsibility
1. The client will designate a Security Director who has the responsibility and authority
to implement the plan outlined as follows:
2. The person who receives the call (it may not always be the operator) should observe
the following outlined procedures.

Implementation
1. Know the specific instructions for handling bomb threat calls. (Operator or receiver
of the call)
2. Keep the caller on the line as long as possible. Ask the caller to repeat the message.
Record EVERY word spoken by the person making the call.
3. If the caller does not indicate the location of the bomb or the possible source of
detonation, the person receiving the call should ask the caller to provide this
information.
4. Inform the caller that the building or area is or may be occupied and the detonation of
a bomb could result in death or serious injury to innocent people.

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 5. Pay particular attention for any peculiar background noises, such as: motors running,
background music and the type music and any other noises which might give a
remote clue as to the place from where the call is being made.
6. Listen closely to the voice (male-female), voice quality, accents and speech
impediments. Was the caller rational? Was foul language used? Immediately after the
caller hangs up, the person receiving the call should report this information
immediately to the client contact.
7. The Security Director should report this information immediately to the Police
Department. (911)
8. Assist the client with evacuation of the facility when instructed to do so.

General Instructions for Handling Bomb Threat Call:

1. Remain calm, friendly, and congenial.

2. Encourage conversation.
3. Listen for voice identifying characteristics and background noises.
4. Turn off all two-way radios and other transmitting devices.
5. Report the threat to the appropriate manager(s).
6. Do not announce or discuss the threat with anyone else unless instructed to do so by
the client
7. Ask questions (who, what, when, where, why and how?)
8. What does it look like?
9. What size is it?
10. What shape is it?
11. What type is it?
12. Why was it put there (motive)?
13. When will the bomb go off?
14. Where is the bomb placed?
15. How was it placed?
16. What floor is it on - what side of the building is it in?
17. What type of explosives does it contain?
18. What is the reason for the bomb?
19. What is your name?
20. Do not hang up the phone

The large majority (80-90%) of bomb threats are not backed up with an actual explosive
device. The usual motive, even when a bomb has been placed, is attracting attention. The person
or group making the threat wants a visible reaction and publicity. If a bomb threat is connected
with a real desire to injure or kill people, the bomber usually will not give a warning.
It should be part of your routine to be alert for possible bombs. This means that on patrols
of the building, pay particular, and cautious, attention to suspicious packages and disturbances in
the normal arrangement of things - ceiling tile out of place, and closets, fire cabinets and other
potential hiding places that show signs of tampering, for examples.
A bomb can come in the mail or by delivery service. Be suspicious of packages that are
over-wrapped, with excessive string or tape, stained, incorrectly addressed, without a return
address, or with strange messages on the outside. Even a letter can contain enough explosive to

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kill or maim. Look for the same telltale characteristics on letters. In addition, be suspicious of
any letter that is bulky and rigid, especially if it has a bulge.
It is not a good idea to store packages and letters at the security desk. If you must accept
them, it is better to store them in a separate room or closet that can be locked and is not near
occupied areas.
If the threat is against a specific area, floor, or tenant, the usual first step is to have the occupants
look around their own spaces for strange objects, call someone if they find something, and do not
touch it under any circumstances.
If there is no specific information on where to look, start in those areas to which the
public has access -lobbies, hallways, stairwells, toilets, restaurants, swimming pools, fitness
rooms, or elevators. Be particularly alert to those places where an object could be hidden. Search
a room in sections starting at floor level and going around the room in one direction. Then search
at waist level around the room again. Finally, search the upper walls and ceiling areas around the
room. Each member of a search team should be responsible for searching a particular part of the
total area. Do not turn on the lights, throw any switches or use the telephone in a search area; a
bomb could be attached. Turn off radio transmitters in the area, as some bombs can be triggered
by radio waves. Bombs that are the most dangerous are those that have a proximity trigger.
If you find a suspicious object, announce it to others in the immediate area, mark it with
special markers or use cloth or paper tape, but do not touch it at all. Be sure everyone is
evacuated a safe distance. Handling the situation from this point is the job of technicians. Do
what specially trained bomb technicians say. The guidance in this lesson should be an indication
to you of ways that you can prepare yourself to do the best you can in the event of natural
disasters and bomb-threat situations.
It is, of course, important to be prepared. In the best-organized buildings, careful
advanced planning has been made and detailed procedures are established and rehearsed.
Nevertheless, in many cases, formal plans are nonexistent or inadequate. As a working security
officer, you must have a contingency plan for what you are going to do before these emergencies
occur. You need to mentally rehearse your actions, and if possible walk through them, so that
you will be able to respond when the emergency actually happens.

Procedures for Evacuation

Evacuation procedures of a building would be in order where a major disaster renders a
building as unsafe, gas leaks occur, fire is imminent, etc. The decision whether to evacuate or not
to evacuate a plant is the responsibility of the client’s representative. If a determination to
evacuate is made, the following procedures are recommended for evacuation. The signal for
evacuating the building in the event of a bomb threat should be similar or the same as that used
for evacuation in the event of a fire. It may be necessary to walk through the areas with a
portable loud speaker to inform the employees of the evacuation. Emergency shutdown
procedures already in existence should be utilized if evacuation is determined necessary. All
electricity, gas and fuel lines should be cut off at the main switch or valve. Priority of evacuation
would be determined by suspected location of the bomb, i.e., whether in a building, outside, etc.
It is recommended to evacuate the floor levels above the danger area in order to remove those
personnel from the extremes of danger as quickly as possible. When the Police and Fire
Department arrive at the plant, the contents, operation, floor plans, etc. will be strange to them.
Thus, it is extremely important that the evacuation unit be thoroughly trained and thoroughly
familiar with the areas being evacuated.

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 If the area or building is evacuated, controls must be established immediately to prevent
unauthorized access to the building. Police and other agencies may assist in establishing controls
to prevent the re-entry into the area or building until the danger has passed Remove the personnel
a safe distance (200 yards) from the building to protect them against debris and other flying
objects in the event there is an explosion. Wait until the device has been declared safe or
removed by explosive disposal specialists. The person ordering the evacuation will issue the all
clear and recall employees when the area is pronounced safe by the law enforcement officers in
charge. While you must assist law enforcement personnel, you must also remember that on 9-11
many deaths could have been prevented if there had been a pre-emergency plan, training, a
command post with one person in charge, coordination between law enforcement and the fire
fighters, and complete evacuation of both buildings. However, there was radio communications
with everyone on different channels, turf wars between agencies, unauthorized people telling
everyone to remain in the building, and off-duty showing up so that no one knew who was on
duty and who wasn’t so that there was no good accounting of who was on site.

Evacuation Checklist
Based on information available, evaluation considerations and urgency, the client will use the
following checklist in deciding whether or not to evacuate the facility:
1. Is there a pre-emergency plan?
2. Advice from local law enforcement agencies
3. Should someone declare a fire drill?
4. Inform key personnel.
5. Avoid panic at all costs.
6. What kind of statement should you make to the occupants?
7. Is the threat limited to a specific area or floor?
8. Is immediate emergency evacuation of specific areas or floors needed?
9. Do you use elevators and small groups or the stairs?
10. Is there enough time and adequate personnel to conduct a search?
11. What is the critical time period?
12. Does time permit an orderly evacuation?
13. How much time is left in workday?
a. What to do with a shift change?
b. Should employees be dismissed to return to their homes?

Procedures for Search

While you should ideally leave searches to law enforcement or the fire department bomb
squads, there may be a time bomb, which may need to identify immediately so that when the
bomb squad arrives you can take them straight to the location. The problems with bombs
especially with today’s technology, is that there are all sorts of triggers that can detonate an
explosive or incendiary device. There are motion sensors, proximity sensors, trip wires, pressure
sensors, electrical sensors, and those triggered by remote control. Therefore it is important that
you take extreme caution when searching for a bomb or if possible leave it to the professionals.
The evacuation team or a separate search team should be trained in bomb search
techniques, but not in the techniques of neutralizing, removing or otherwise having contact with
the device. The search team should be thoroughly familiar with the area, floor plans of the
buildings, exits, fire extinguishers, and busy sections of the building such as all walkways,

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hallways, restrooms, locker rooms, false ceiling areas and every conceivable location in the
building where an explosive or incendiary device might be concealed.
During the period of the search, a rapid two-way communication system is essential. The
existing telephone system would probably be the most efficient nut telephones can be wired to
trigger and detonator. The use of radios during the search can be dangerous because the radio
signal could cause a premature detonation of an electronic detonator.
During the search, particular attention should be given to such areas as elevator shafts,
ceiling areas, restrooms, locker rooms, access doors, crawl spaces in restrooms and other areas,
which are a means of immediate access to plumbing fixtures, electrical fixtures, utility and other
closet areas. Other areas to search would be under stairwells, in boiler or furnace rooms,
flammable storage areas, electrical rooms with main switches and valves and fuel storage areas
such as gas, fuel oil, propane, kerosene and motor oil. If there is a swimming pool, check the
storage areas for the pool chemicals. Check indoor trash receptacles, record storage areas, mail
rooms, ceiling lights with easily removable panels, and fire hose racks. Obviously, this list is not
very complete. However, it does put emphasis on the high traffic areas where a time-delayed
explosive or incendiary device might be concealed.
If a strange or suspicious object is encountered, it should not be touched. Its location and
description should be reported to the client’s security representative immediately. If the danger
zone is identified as located, the area should be blocked off or barricaded with a clear zone of
three hundred yards until the object has been removed or disarmed or the danger has otherwise
passed. Individual Search Teams will be formed to search specific areas. They will be small (5-
10 people) to prevent confusion and will change from time to time as events dictate. Prevent the
bomb, suspected bomb, UXO, or anything attached to it from being jarred, moved, or touched in
any way. Notify the Client Representative and your Supervisor. The person directing the
evacuation will issue the all clear and recall employees when the area is pronounced safe by the
law enforcement officers in charge. Only a designated client official will discuss the incident
with the press or media. Report the incident in the Log Book/Daily Activity Report and an
Incident Report.

UXO Search Checklist

1. If a search is called follow the instructions of law enforcement or fire fighters.
2. If you find a UXO DO NOT TOUCH!
3. Turn off all two-way radios as they may set off the bomb
4. Other triggers are proximity triggers, motion triggers, wire triggers, telephones, timers
and clocks.
5. If the bomb threat area is identified, help police or fire fighters cordon off the area.
6. There must be a minimum200-300-yard circle of safety.
7. If a bomb detonates assist police or fire fighters in response and recovery.
8. Do not discuss the incident with media or outside spectators.
9. Refer them to the incident commander of the media liaison

Procedures to Follow if a Bomb Explosion Occurs

Notify the Police and Fire Departments. An employee should be assigned to meet and
direct them to the scene. Assist in rescue, recovery, crowd, and traffic control as directed by the
client and emergency crews. In any explosion, call fire and police departments at once.

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Depending on the intensity of the explosion, expect the worst regarding injury to people,
extensive property damage, broken water and gas lines. Also, expect the following:
 Fire to follow explosions
 People will panic and run
 To see people bleeding as they run
 To see people lying about injured or dead
 A secondary explosion to follow meant for 1st responders
 A power outage and broken gas lines

The chief responsibility of security officers will be to assist the injured. Naturally, they
will be called upon to function in all other emergency conditions that are the result of the bomb
attack. Their duty is to remain on their post as long as is necessary to assist in getting the
situation under control. The only defense against a terrorist attack is preparation. The authorities
who investigate a terrorist threat have to be right every time. The terrorist only has to be right
once. If your post has a terrorist preparedness plan, study it carefully. That plan can save your
life and the lives of many people under your protection.

NATURAL DISASTERS
Natural forces such as hurricanes, tornados, blizzards and earthquakes present security
and safety concerns in your buildings by causing damage to the building, injury to people and
possible isolation from outside help. The best defense for these emergencies is good disaster plan,
including designated disaster teams, established and rehearsed procedures for every possible
situation, stockpiles of equipment, food and medical supplies. Disaster planning on this scale is
beyond the scope of these lessons. If your building or post orders have such a plan, it is
understood that must learn it and follow it. There are a number of basic considerations you
should be aware of whether or not your building has a disaster plan. These considerations are
both short and long term and include effects both the building itself and, on the people,
occupying it.
In the event of severe weather, the concern, generally, will be the effects wind, rain,
lightning, or snowfall on building. If you receive a storm warning, you want to be sure the
building is prepared to weather it - windows closed; doors secured, outside furniture and
equipment brought in or tied down and covered. As the storm progresses you should check the
building frequently to find and repair water leaks, damage, and doors blown open, it is important
to make careful inspection of the building to find any structural damage
After the storm, it is important to make a careful inspection of the building to find any
structural damage that might cause an unsafe condition - erosion of walls or foundation, sagging
ceilings or roof, buckled flooring. The effects on people of a severe storm can vary widely. In the
short term, experience has shown most people will cooperate. A spirit of camaraderie sometimes
develops among strangers who are caught in an unpleasant situation that is not too threatening. If
the storm produces a true disaster with fearsome effects and injury, you can expect some panic.
The most important function of the security force in such a situation is to maintain order,
to control irrational behavior and to keep people informed on what is happening what is being
done and what is expected of them. If a security officer has first aid training, he or she should
certainly assist the injured. However, if others are capable of handling the injured the security
officer's time is best spent looking after safety and security in the building.

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 One of the most important items of equipment for a security officer to carry is a flashlight.
If the lights go out, under any circumstances the officer will need it to find his or her way around
the building, to lead people to safety, and to direct crowds. Large building and small windowless
buildings may become dark if the electricity goes out, even in broad daylight, so a flashlight
should be carried at all times. In the event of an earthquake, the security officer's first concern
should probably be to protect himself or herself and others in the immediate vicinity. Here are
some basic rules to follow in an earthquake: Stay inside and keep others inside. Modern
buildings are not likely to collapse and running outside may expose you to falling debris. Take
cover under heavy furniture, inside doorways or at least against inner walls.
Earthquakes usually come in several waves, so be cautious after the first shock is over.
When things settle down, check the building for damage. Look for gas and water leaks, exposed
electrical wires, fire hazards, and structural damage. Try to exert a calming influence on people
by knowing what to do, acting decisively, and taking charge of crowds to direct them. While the
short-term effects of disaster on people can range from joyful camaraderie to panic, the long-
term effects, over the following hours and days, can range from mental disturbance to criminal
acts like robbery, assault, rape, and looting. These problems can only be dealt with as they occur
and in whatever ways seem practical considering the situation (availability of medical personnel
and police, for examples). In any case, you should not be surprised that these problems arise.
Sometimes, you know that a major natural disaster, such as an earthquake, will strike
somewhere in the State of Utah. What you do NOW to prepare for such a disaster will ultimately
determine how catastrophic the event will be. Knowledge of what to do and how to prepare is the
key to surviving such a disaster and lessen the hardship that will follow.

Before The Earthquake

(These Home preparedness steps should be shared with your family)
1. Most injuries incurred during the initial shaking are due to obstacles falling or
windows shattering. Secure heavy bookcases, tall cabinets, appliances, and water heaters
to the wall with brackets, hooks, or bolts. Place heavy or large objects close to the ground.
2. Practice family emergency drills.
3. Have sufficient food storage and water to last at least three days. A two-week supply is
even better, as it can alleviate uncertainty and give a feeling of security during the post
disaster period.
4. Store approximately 2 gallons of water per person per day.
5. Have a basic First Aid Kit and two or more flashlights with spare batteries.
6. Have a portable radio with spare batteries.
7. Know where main gas and water valves are and have pipe and crescent wrenches to
shut them off.

(These disaster preparedness steps should be implemented at Work)

1. Check for possible hazards in the work environment; such as tall file cabinets that
could fall and heavy obstacles placed overhead. Make note of discrepancies on your DAR.
2. Be completely familiar with emergency procedures in your Post Orders.
3. Have a mini-survival kit available at work. A car survival kit is an excellent idea. It
should contain such things as nonperishable food, water, extra clothes, flashlight, radio,
and sleeping bag and blankets.

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 4. Be familiar with any disaster plans the client’s facility may have. Help other officers
and employees to be aware of earthquake preparedness.

During The Earthquake

1. Moreover, in a severe earthquake, police and fire rescue may be unable to render aid.
2. Stay calm, do not panic, and help to reassure others.
3. People always look to those in uniform for help and for confidence.
4. Stop what you are doing. Identify where your location and determine directions to the
nearest exit.
5. Move away from hazardous areas and equipment.
6. Find a safe place to stand or lay, such as a doorway inside the building, under a desk,
inside a bathroom, or against a corner in an outside wall, so as protect yourself from
falling objects. Stay clear of windows, bookcases, hanging plants, and glass. Do not
attempt to evacuate the building. Never try to use an elevator or a stairwell during the
shaking.
7. If outside, move to an area clear of power lines, poles, walls, or go to an empty field.

After The Earthquake

1. Stay on the job! you'll have great difficulty in trying to return home anyway.
2. Assist injured any people.
3. Conduct a facility damage assessment
4. Comply with Client Emergency Procedures.
5. Check for any life-threatening hazards such as gas leaks, fires, chemical spills, and
shorting electrical wires.
6. Try to maintain contact with your area office.
7. Do what is possible to protect yourself, employees, and the facility.

Remember, public services in the impacted area will not be available for an indefinite
period of time, depending on the severity of the damage. Security officers on duty at the time of
the earthquake will have the responsibility of lessening the damage at the client’s facility. A
security officer may find him/herself remaining at work for an extended length of time to ensure
safety of the facility and employees. A catastrophic earthquake will affect every aspect of the
business community in the impacted area, including your employer. Steps should be taken by
management to get relief personnel into the field as soon as possible.
However, many off-duty officers will not be able to respond into the field due to road and
structural damage or injury sustained during the earthquake. Standard forms of communication
will be unavailable several hours to several days after the disaster. Alternative forms of
communication will need to be used. By working together, helping each other to prepare, and
being aware of the major disaster that is inevitable, the number of lives lost, and damage suffered
can be greatly reduced

Procedures to Follow in the Event of Other Emergencies

Other emergencies in Utah would likely include floods, avalanches, mudslides, tornados,
riots, demonstrations, strikes, and domestic terrorist attacks. Our responsibility for the protection

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of life and property of your client includes familiarizing yourself with all fire and safety
equipment as well as any other special emergency response procedures for the facility that you
are assigned to. The major concern is to protect human life and limit or prevent property damage.
The main concern of a security officer is to get qualified help and assistance to the scene of the
disaster as soon as possible.

CIVIL DISTURBANCES
Crowd and Mob Control
Large-scale rioting isn't as common as it was in the 1960s. It was devastating then. After
six days in 1965, the toll of the Watts riot in Los Angeles was 35 dead, 864 injured, and property
damage of more than $200 million, with 600 buildings destroyed by fire. Looting was rampant,
and thousands were arrested. However, crowd control and prevention of violent mob action are
still matters of serious concern for private security forces, as well as the police. The most
common potential for a riot that you're likely to encounter is a striking workforce. Peaceful
demonstrations against business firms sometimes get out of hand. Therefore, security precautions
are necessary to prevent riots or to help control them once they start. Other demonstrators who
could be dangerous are anti-war protesters lined up around a defense plant or a recruiting office
or a federal government building.
Anyone, who has ever seen a riot, will never forget it. The specter of a mob running wild,
buildings ablaze, vehicles overturned, windows shattered and bloody personal violence such as
fistfights, clubbing, stabbing, shooting and bombing are terrifying. Such melees must be nipped
in the bud.
There is a difference between a crowd and a mob. Crowds are a large assembly of people
lacking personal identity such as that you would find at a county fair, a sports event, a movie, a
parade, or curiosity seekers at a fire or accident. A mob is an angry, disorderly, and lawless
crowd bent on destruction. The usual crowd has no leader. Each person is on his own. As long as
everyone is orderly, the crowd is peaceable.
Crowd control requires that security personnel and police know these four things:
1. The reason for the gathering
2. The area occupied
3. The traits of the people comprising the crowd
4. The identity of potential troublemakers

Usually, the first three items above are no problem. The fourth, however, can be difficult.
At a football game, for example, the purpose of the gathering is obvious. Security officers know
the stadium and grounds well. Individuals and families are typical sports fans. It's easy to
identify spectators who are for, or against, each team. However, spotting agitators takes
observation and advance tip-offs. Mobs can be either organized or spontaneous. Typical old-time
mobs were lynching parties and early strikebreakers. Unfortunately, cults that thrive on turmoil
are still with you. As a security officer, you'll probably have little to do with organized mobs.
Law enforcement agencies and the National Guard usually control such groups. However, you
may become involved with a crowd that becomes a mob. Such a transition can occur very
quickly, unless proper security procedures are employed. Our objective in crowd control is to
prevent the crowd from becoming a mob. To realize that objective, great self-control is necessary.
Here are some do's and don'ts in this situation:
DO'S

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 1. Observe the crowd, not the event for which the crowd is gathered.
2. Note changes in the mood or attitude of the crowd.
3. Look for troublemakers and mob leader types.
4 Whenever possible, keep outside the crowd.
5. Show respect for religious symbols, the American flag, and state flags.
6. Keep agitators and leaders under constant surveillance.
7. Allow yourself to be seen, but don't swagger or strut. Maintain a relaxed posture.

DON’T’S
1. Don't swear, argue, or be dictatorial.
2. Don't engage in unnecessary conversation, even with friends.
3. Don't have body contact with crowd members.
4. Don't take sides.
5. Don't respond to baiting or gibes but keep those people under observation.
6. Don't be a decoy.
7. Don't run to a reported trouble spot unless ordered by your supervisor. Walk quickly
but calmly.
8. Don't permit loitering. Loiterers often become troublemakers.
9. Don't be fearful of noise, shouting, profanity, threats, and the like. Mere noise is not
mob action. In fact, noise making helps rowdy people to expend energy.
10. Unless ordered to do so, don't carry any kind of weapon. Weapons cause resentment,
which is a dangerous emotion in a crowd. Besides, a weapon is of no use to you,
alone in a crowd. . (Also, unless you are a certified armed security guard, by law you
can’t carry or use a weapon, anyway.)

The reason for your presence in a crowd is to maintain order. Our uniform is a sign of
authority and makes you stand out. Don’t take anything personal. Take jeers in stride. People in a
crowd are more likely to tease than when alone. Even if taunts are brutal, that doesn't mean that
mob action is imminent, unless you cause it by losing your head. Be on the lookout for changes
in crowd behavior that spell danger. Troublemakers should be removed.
That's not an easy task. First, be sure of the person or people who are causing trouble.
Warn them gently but firmly. Sense the crowd mood in relation to the agitators. Only when you
feel that the crowd is unsympathetic to the rabble-rouser can you remove him/her. Even then, be
very careful. If the crowd is conspiring with the troublemaker and you sense a shift in mood to
anger, call the police at once. They will assess the situation and use whatever tactics are needed
for mob control. Our role then is to assist the police. First aid crews should be on hand to tend
any injuries but avoid physical conflict. Leave that to the police. If you are not otherwise
occupied, assist first aid efforts.

Workplace Violence
Workplace violence is any violent acts, including physical assaults and threats of assaults,
written aggression directed toward individuals at work or on duty, with the intent to cause
physical or psychological harm to an individual or to property. Violence can be committed by
Strangers, Customers, Clients, Co-Workers, or an Employee’s Personal Relations. Attacks can be
anyone who has a grudge against the company. This can be employees, who have been fired, or
laid-off. They may return to wreak vengeance against the company for wrongs real or imagined.

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Attacks can be acts of terrorism, especially eco-terrorists. Attacks can be a spillover from a
domestic dispute where a spouse who is going through a divorce and goes to his wife’s
workplace to kill her and anyone who gets in the way. There are many scenarios, so the
important thing is to remain vigilant in any environment where this is a possibility.
Violent Crime Strikes 2 Million People In the American Workplace Each Year. Incidents
of workplace violence are on the rise across America and employers should start taking
preventative steps. Every workday, nearly 8,000 Americans are violently attacked or threatened
with a violent attack at work, according to federal data. Three-fourths of these attacks are simple
assaults, but nearly one-fifth are aggravated assaults. The U.S. Justice Department's Bureau of
Justice Statistics (BJS) revealed in a new statistical report that an average of 2.8 people are
murdered every day in the workplace.” Further, 12 % of all victims of workplace violence suffer
from injuries. From 1973 through 2005, an average of 2.011 million people per year were
victims of workplace violence (about 7,880 daily based on a five-day workweek plus holidays;
5,500 daily when averaged for a full 365-day year). This total was broken down as follows
(percentages are rounded):

Violence type Average per year Percent

Simple Assault: 1,480,000 74%
Aggravated Assault: 395,500 20%
Robbery: 83,700 4%
Rape, Sexual Assault: 50,500 3%
Homicide 1,023 -
Source: 2008 U.S. Bureau of Justice Statistics

People working for private employers accounted for 56 % of the victims of violent crime,
more than 1.1 million people, while state and local government workers accounted for 34 %. The
self-employed were subject to nearly 7 % of all the violent attacks; and federal workers
accounted for roughly 3 percent.
On the positive side, violent attacks in the workplace decreased between 1994 and 1996,
which mirrored the 17 % decline in violent crime nationwide during the same period.

Violence-Prone Occupations
The number of violent crimes in the workplace declined 21% from its peak of 2.2 million
in 1994 to 1.7 million in 1996. The people most likely to be attacked, not surprisingly, were
police officers and those in related occupations, according to the statistics. Each year, nearly
234,000 police officers were subjected to a violent crime while on duty, along with about 71,000
prison guards and 58,000 private security officers. Retail sales proved to be another violence
prone occupation, with 330,000 clerks victimized annually (including convenience store clerks
and bartenders). Other occupations particularly prone to violence include:

Occupation Annual Cases of Violence

Nurses 69,500
Convenience/liquor clerks: 61,500
Mental health professionals: 50,300
Elementary teachers: 35,400
Junior high teachers: 47,300

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High school teachers: 33,300
Bartenders: 26,400
Medical technician: 24,500
Bus drivers: 17,200
Taxi driver: 16,100
Gas station attendants: 15,500
Source: U.S. Bureau of Justice Statistics

Law enforcement officers faced the highest odds of being attacked, according to the
bureau. Each year, 306 out of every 1,000 officers were subjected to violence during the 1992-96
periods. This figure dropped to 68 out of 1,000 for convenience or liquor store clerks and to 16
out of 1,000 for elementary school teachers.

Identifying the Victims

Following are additional predictors of workers who may be victims of violence on the job:
Gender: Two-thirds of the victims are men, one-third women. While women are victims
of 83 percent of the rapes and sexual assaults, men are subject to 74 % of the aggravated
assaults, 72 % of the robberies, and 66 % of the simple assaults.
Race: Nearly 90 % of the victims are white and 9 % are black. The Bureau of Justice
Statistics notes that 6 % are identified as Hispanic.
Age: Roughly 70% of the victims are between the ages of 25 and 49, while 18% are 18 to
24.
Location: 57 % of workplace violence victims work in cities, 1 % in the suburbs, 11% in
rural areas, and 18% live in more than one place.
Time: Most of the offenses (62%) occurred in the daytime.
Relation to Offender: In about one-third of the workplace violence incidences, the
victim was acquainted with the offender, that is to say, a disgruntled current or former
employee. Domestic disputes were a minor factor. Fewer than 2% of the cases involved a
current or former spouse, boyfriend, girlfriend, or another relative.

Identifying the Offenders

Perpetrators of workplace violence are predominantly male, white and older than 21. 83%
are men; 58 % are white and 29% are black; 29% are between 21 and 29 years old, and 47% are
30 or older. About 30% of workplace violence involved a weapon, but firearms were used in less
than all violent workplace crime. Armed attacks were more prevalent against transportation
workers (34% of the attacks against them) and retail sales workers (27%). (Source: The BJS
Special Report: National Crime Victimization Survey: Workplace Violence)
As security professionals you must be able to effectively deal with this ever-growing
problem. Most clients have in-place procedures to handle these situations. Their managers have
training to spot trouble and respond immediately to those incidents. Be sure to follow the
directions of the client’s representative. According to the US Department of Justice, Law
enforcement was first in workplace violence with 306 per 1,000 officers. Private Security
Officers have the second highest rate of non-fatal victimization in the workplace of all
occupations examined for the years 1992-1996. The rate of violence was 218 per 1,000 workers
totaling 58,300 security officers per year.

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 Clients’ corporate policy instructs employees on how and where to report threats. After
every workplace violence incident, employees knew that there was a problem long before the
incident took place. Client supervisors are now trained to respond to these reports and deal with
someone who is becoming overly confrontational. There is no standard "profile" for
troublemakers. The universally recognized warning signs are:
 History of violence,
 Obsession with weapons,
 Verbal or physical threats made to employees,
 Extreme ongoing depression, PTSD, neurosis, or psychosis,
 Frustrations in their personal life
 Sense of helplessness,
 A romantic obsession, stalking,
 Does not take criticism well,
 Drug/alcohol dependency,
 Holds a grudge,
 Loner

If you are involved in a confrontational situation it is generally advisable to request

assistance from the client's personnel office, and ALWAYS be courteous and non-
confrontational yourself. Problem employees can be a greater or lesser of a problem depending
on how they are handled. Generally speaking, if there is a threat of immediate danger:
 Leave the area,
 Don’t try to control a violent person,
 Call 911,
 Notify client’s representative
 Assist co-workers as you are able.
 Meet law enforcement personnel upon arrival and
 Give them what information and assistance you can.

If there is no immediate threat of violence you should:

 Notify client,
 Keep away from threatening person,
 Monitor the situation as much as possible.

If you are in a situation that you cannot escape, the best way to diffuse or deal with a
violent person is to:
1. Calm them down (de-escalate)
2. Listen to them
3. Maintain a calm reassuring voice,
4. Communicate at their level
5. Speak with respect
6. Make a connection
7. Ask them what they want.
8. Ask them what will help.
9. Don’t expect a violent person to be rational but ask for their help.

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 10. Give them options.
11. Remember you must be sincere,
12. Remain professional not personal,
13. Focus on improving the situation.
14. Try to get them thinking,
15. Ask open-ended questions.
16. Take what action you can,
17. Don’t make promises that you cannot keep.
18. Get them to sit down or walk with you.
19. Use “you” and call them by their name, avoid using “you.”

Recognizing verbal aggression:

1. The person’s face is red
2. Lips pushed forward
3. Direct and prolonged eye contact
4. Breathing is quicker and deeper
5. Excessive salivation
6. Eyebrows frown
7. Voice is loud
8. Body language is visibly agitated

STRIKES
General Operations for Labor Disturbances
When providing security during a labor disturbance, Security Officers shall bear in mind
at all times that they must remain neutral. Their primary purpose is the protection of client’s
assets and their employees while on that property. The Security Officer do not engage in any
arguments or discussion of any matters coming to his attention with pickets. He must never take
sides in a labor dispute. Report for work in a clean uniform, clean-shaven, with hair neatly
trimmed and combed, to give a clean cut appearance at all times. Even though you may not be
wearing a complete uniform, you must always present a neat clean appearance. Report for shift
change in uniform and ready to work at the time assigned for change of shift. Check with your
Supervisor, prior to going on post, for any new instructions concerning security problems.
On reporting for duty, Security Officers shall sign the daily Sign-In Log for their
appropriate shift, giving your name, badge number and the time their shift begins. Security
Officers shall not resort to any violence unless they are personally attacked, at which time they
shall defend themselves in such a manner as is deemed necessary. However, bear in mind that
"overkill" on their part can create further serious incidents. No efforts shall be made to draw a
weapon (if authorized as an armed security guard) unless all other methods of protecting oneself
against forceful attack have been utilized. If the office is an unarmed security guard, he/she must
never possess or use a weapon. It is most important that the client be kept informed of security
activity and incidents. To do this the following forms should be utilized: Security Officers "Daily
Activity Reports" which shall include an hourly count of picket participants as well as an
inventory of their vehicles by license numbers.” Incident Reports"
Any unusual incident will be reported on your DAR, additionally, an incident report shall
also be prepared which shall include the 5 W's and 1 H: WHO, WHAT, WHEN, WHERE, WHY
and HOW? All incident reports must include the time, number of people involved, including

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names, if possible. If the names of the, individuals responsible are not known, give an accurate
description of the individuals, their automobiles and license numbers, if possible. If unable to
obtain a license plate number provide a complete a description of the vehicle and its occupants as
much as possible. If any threatening words are spoken or curse words used by pickets to anyone,
the exact words shall be quoted in your report.
Reports shall include any peace officers in the area of your post. Show the times, the
agency represented, the number of officers and if possible their names. All Security Officers
shall be particularly alert to follow these instructions during those periods when employees are
coming to or leaving work, since this is the time when most violent incidents occur. These
reports shall be turned in to your Supervisor at the end of your watch. If an incident report has
been prepared, call your Supervisor’s attention to this fact by stapling the Incident Report to the
DAR. All security officers on duty shall report on their DAR's any changes in the number of
pickets by listing the time and the number of pickets changed. For example, if two pickets, are on
duty at 10:00 and are relieved by four other pickets, your report should show that the two pickets
who had been on duty at the start of your watch, left at 10:00 and were replaced by four other
pickets. If possible, attempt to secure the names of the pickets from a company employee or
supervisor. Any unusual increase in the number of pickets shall be reported to your Supervisor
immediately.
Security officers, while on post shall remain alert at all times in order to prevent
unauthorized people from gaining access to or causing any damage to Client Company’s
property. If a situation develops where help is required, you must remain at your post and notify
your Supervisor by phone, radio, or through another security officer or client employees. If this
is not possible, use your automobile horn or blow a whistle to attract attention. Security officers
assigned to gate positions shall ensure the entrances to their client’s property are kept free of any
obstacles, which could delay access. As a Security officer, you may only remove those obstacles
that are on their client’s property. If any of the pickets attempt a blocking maneuver such as a
roadblock, the officer’s Supervisor shall immediately be notified so that the appropriate law
enforcement agency can be called to remove that roadblock. As a security officer, you do not
have any authority off your client’s property to remove such obstacles. As a security officer, you
must maintain your professional bearing, shall not fraternize with pickets and shall stay on
client’s property at all times.
In addition, you will not permit any pickets to wander on to company property, at any
time, including those times when, cars are being checked in to the plant area by the security
officer. Pickets shall not be allowed onto client’s property without the express permission of the
client management. Never allow the picketers to corner you or box you in where you have no
means of escape. Remember if you need to be alert, aware, and safe. If you becomes
overwhelmed call you supervisor and law enforcement immediately.
If a camera is provided on your post, you will carry the camera in plain view at all-times
and will make photographs of any incidents that occur. The information concerning the
photographs will be marked in the appropriate photo log, showing the date and time of the
incident, general information concerning the incident, the name of the officer taking the
photograph, and the number of the photograph as it appears on the back of the camera. It is
extremely important that the photo log remain with the camera until the entire roll of film is
exposed, at which time the photo log, will be placed with the film when it is taken from the
camera and turned over to your Supervisor. It is the duty of the Supervisor to see that the film
and the accompanying photo log are turned over to the responsible client representative. If you

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use a digital camera download it as soon as possible and e-mail a copy to your supervisor and the
designated company representative.
At the end of your watch you will sign out on the Sign-In/Out Log. When signing out,
you will show the time that your watch ended in 24-hour clock, such as 1600, 2400, or 0800.
You should protect your own vehicle by parking it in such a location that the pickets cannot
damage it. You should keep in mind that your off duty time should not be spent in an area that is
frequented by striking employees. When Security Officers are allowed to come and go through
the pickets lines every effort should be made to prevent any incidents between themselves and
the pickets. If you are stopped by the pickets, identify yourself as a member of the security force
and request permission to enter or leave the premise. If this permission is denied, notify your
supervisor immediately, and stand by for further instructions. Return to the safety of the
company property immediately. DO NOT attempt to force your way through the picket lines. If
you are harassed while off duty or while coming to, or leaving your post, report this information
to your supervisor immediately.
At no time should any vehicle, owned or operated by you, escort client officials or
employees through picket lines or upon a public highway for ours and their safety. BE SURE
TO KEEP THE FOLLOWING ITEMS WITH YOU AT ALL TIMES WHILE ON DUTY:
 Emergency Phone Numbers
 Client’s Security Office Number
 Law Enforcement Agency’s Number
 Fire Department Number

Strike situations require that the security officers adapt themselves to this unique situation.
Generally duties, rounds, and operations do not change except where contact is made with the
picketers and access control. These specialized operations are:

Access Control
 Maintain a professional bearing and appearance.
 Look directly at the person entering.
 As the person approaches, greet him or her and ask, in a friendly manner, if you can help.
 Listen carefully to the visitor's request.
 Be considerate and polite.
 Ask for clarification if you do not understand.
 Ask for ID if there is any doubt as to the person’s identity.
 Provide assistance within the limits of your Post Orders and Strike Plan.

Procedure Changes
During a strike, you will probably receive requests from people that will not be in
accordance with your Post Orders. Our responsibility will be to follow the instructions in your
Post Orders without allowing any exceptions. Some examples of these requests may be:
 Unauthorized people wishing to enter or leave the facility
 Requests to use Rest Room facility
 Requests to bring material into the facility to be delivered to someone inside
 Requests to use the telephone

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  You must not allow any exceptions to your stated Post Orders; however, you should not
aggravate the situation either.
 If a person asks you to make an exception:
o Explain the security policy
o Try to help, consistent with your Post Orders
o Call for assistance, if necessary, as directed by your Post Orders
o
Special "Do Not" Instructions: The following list contins miscellaneous items to consider
when dealing with picket lines:
o DO NOT allow pickets into the facility for any reason. If you have any doubts, notify
your supervisor and a client official.
o DO NOT ATTEMPT ARREST.
o DO NOT become friendly with pickets.
o DO NOT carry firearms or other weapons.
o DO NOT engage in any unnecessary conversations with the pickets.
o DO NOT file a complaint against an arrested person unless you are, or have been,
attacked; but first discuss report of same to your Supervisor. If property damage has
occurred, it is incumbent on client management to file such a complaint, as they are
the damaged parties.
o DO NOT leave the facility for any reason, unless directed by your Supervisor.
o DO NOT make derogatory remarks to the pickets or the strikers.
o DO NOT permit personal feelings to enter into the performance of any duty.
o DO NOT react to antagonistic or belligerent attitudes -in other words, KEEP CALM.
o DO NOT say anything, which is likely to be misinterpreted, such as threats of arrest
or violence.
o Use force only in the protection of yourself or company employees from unprovoked
attack.

HAZARDOUS MATERIALS INCIDENTS:

There are 9 categories of haz mat:
1. Explosives,
2. Flammable/Non-flammable Gas
3. Flammable Liquids
4. Flammable Solids
5. Oxidizers
6. Poisons
7. Radioactive
8. Corrosives
9. Dangerous NOS (Not Otherwise Specified)
All hazardous materials in the US are regulated by CFR 49. International haz mat
shipments are regulated by the UN Dangerous Goods Book. Every haz mat has a number which
is a number assigned by the UN for each type and category of hazardous material. For example,
1203 is the UN number for gasoline. In case of a chemical spill or an accident involving a semi-
truck carrying dangerous material, follow the guidelines:
1. Do not touch!
2. Call for help
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 3. Isolate the material
4. Try to identify the material
5. Use MSDS if possible
6. This will help 1st responders with clean up and disposal
7. Follow instructions of emergency responders

Personal safety is important because you can't do any good if you are out of the picture.
Therefore, if personal protective gear is available you must use it. Environmental safety is
important for everyone and everything that lives in the immediate area or downwind of the spill
site. The appropriate authorities need to be notified as soon as possible. You need to follow the
directions of the agency in charge. You should only take the initiative if it is a matter of life and
death and the emergency responders have not yet arrived. When approaching a chemical spill,
follow these safety steps:
 Approach Cautiously: Resist the urge to rush in; you cannot help if you become a
victim.
 Avoid the Suspected Hazardous Material: Do not walk into or touch any spilled
material. Avoid inhalation of gasses, fumes and smoke even if no hazardous material is
involved. Do not assume that gasses or vapors are harmless because of lack of smell.
Extinguish all flares, smoking or flames in the hazard area. Avoid using any electric
switches (including flashlights, lights, overhead doors, and radios) in the hazard area.
 Isolate the Hazard: Without entering the immediate hazard site, isolate the area and
assure the safety of people and the environment. Move and keep people away from the
incident scene and outside of the safety perimeter.
 Identify the Hazard: Placards, container labels, shipping documents or client’s
personnel on the scene are valuable information sources. Identifying the material
immediately will greatly help the client respond to the incident.
 Obtain Help: Call the client’s response person for mechanical or engineering problems
or any other designated individual and tell him exactly what is leaking or has been spilled,
and how much. If the first person you call doesn't answer, try another until you get a
responsible person to assist.
 Follow Instructions: On-the job instructions may specify that the security officer first
notify public emergency response agencies, chiefly fire fighters, in event of any
hazardous materials incident. These instructions must be understood and followed where
they apply.

SUMMARY: Haz mat incidences can occur even in the most unlikely places: kitchens,
swimming pool chemical storage areas, construction sites, hospitals and clinics, and parking
garages where maintenance tools and materials are stored. As security guards the important thing
is to protect ourselves as well as the people you are hired to serve. Never put ourselves in a
dangerous position. Leave the clean-up and disposal to the professional emergency response
teams. Finally, always document the incident in case there are casualties and the incident goes to
court.

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 Figure 3: Fire 704 Symbols

Figure 2: Hazardous Materials Classifications

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 Unit 5: ETHICS
(R156-63a-603e)

Unit Goal: To develop an understanding of the necessity of ethical and professional

conduct in Private Security
Objectives: Ethics in Security
1. Develop an understanding of the necessity ethical, moral, and professional behavior
2. Describe proper workplace behaviors expected of private security guards
3. Given various training scenarios demonstrate proper professional etiquette
4. Given various training scenarios demonstrate proper procedures concerning post duties
5. Demonstrate proper bearing expected of a security guard.
6. Demonstrate the proper wear of the company uniform.

Introduction to Ethics, Deportment, and Professional Conduct

Upon completing the ethics program of study, security officers should be able to:
1. Define ethics,
2. Describe the relationship between ethical behavior and law,
3. Describe the connection between ethics and perception,
4. List five core ethical values,
5. Explain the relationship between ethics and civil rights,
6. Describe what is meant by the loss prevention concept,
7. List three items from the security professional's code of ethics,
8. Cite two questions one can ask oneself to test the ethics in a decision
9. Explain why supervisors have special responsibilities regarding ethics above those
who report to them.

Definitions:
1. Ethics is behavior.
2. Professional behavior is the conduct one would reasonably expect of someone in that
occupation.
3. Moral standards: Standards of conduct that are generally accepted as right or wrong
as judged by acceptable standards of conduct
4. Morality: the self-discipline to do what is necessary or sensible, exhibit ethical
behavior without needing to be urged by somebody else
5. 2 types of discipline:
a. External Discipline: Discipline coming from outside forces
b. Internal Discipline: Discipline involving or existing within the mind or spirit,
where one exhibits ethical behavior through self-discipline
6. Values: The intrinsic system for recognizing right from wrong, shaped by
environment and society.

Ethics is a system of moral principles governing the appropriate conduct for a person or
group. It is the study of how moral standards affect your professional conduct. It is the study of
good and bad behavior within a profession. Ethics and professional conduct are expected by
fellow officers, employees, customers, clients, members of the public and any other group of
people with whom security officers interact. Their conduct at work should always be

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professional. They must be respectful to all they meet. They must be facilitators of professional
conduct. The rapport they develop with their fellow officers, client personnel and the public
helps to maintain positive relations with those with whom they work. They should always make
eye contact with those they meet on patrol. Inappropriate humor and flirtatious behavior is not
welcome in today’s workplace. Security professionals should always to “do the right thing”
when performing their duties. They should always give an honest day’s work for an honest day’s
pay. They must always do and complete the tasks required during their shift.
An occasional nodding off, a post not covered, a rare theft from a client or other person
by a security employee gives all of you a bad reputation. Even though minor in comparison, it is
quickly leading to a major problem of credibility and trust in the security industry today. In
recent years, security officers nationwide have been arrested for burglary of complexes that they
were supposed to be guarding. Officers are caught red handed by police stealing items from their
contracts. A dishonest security officer was accused of stealing more than 100 copies of
unreleased sequels of video games from a business he was supposed to be guarding.
Security officers, much like their counterparts in law enforcement, are entrusted with
authority and trust by those who employ them. They are put into situations and places where
there are millions of dollars’ worth of business assets and money all there for the taking if the
officer is unfortunately so inclined. Sometimes sadly, this temptation turns into a crime. Those
charged with enforcement of rules and policies should be held to a higher standard. However,
people sometimes think of those in such places as being flawless. There is no argument that the
private security officer whether employed to stand guard at a factory or apprehend shoplifters at
a big box store or patrol businesses at three in the morning needs to be honest and trustworthy
and have the highest standards, integrity and understand the meaning and need for ethics in their
job. The simple fact is that they are human and as such must guard against the temptation to see
themselves as above the law.
Sometimes people who are employed in positions of trust have a sense of entitlement
because of low pay or lack of benefits or a rich man, poor man syndrome where they think that
their employer is already too wealthy and won't miss a few bucks here and there. In a town in
Pennsylvania, seven security officers including the loss prevention manager for Nordstrom's
Department Store was charged in a large-scale theft ring. Police called the manager the
ringleader and said she and other security personnel shoplifted items from the store and returned
the merchandise for cash refunds. Other retail security officers across the country have also been
charged with similar theft schemes and this trend doesn't seem to be slowing down.
Over the last 30 years, you have seen that many companies do not abide by laws,
regulations, and codes. Some believe that rules are for “the little people.” They call what they do,
"cutting corners," when in actuality they are engaging in the "the black market," and "illegal
activities." These are people who live by their own ethics and morals, which they brought to their
"business." These ethics and morals as defined by them are questionable at best, and quite often
illegal. Therefore, for many in business, today, including the private security occupation, laws,
and codes are not a sufficient incentive for them to be honest in their business dealings.
Society establishes the laws; but individuals will choose to follow the rules and
regulations based on their own philosophy of right and wrong. Even if lawmakers could find a
code of ethics and morals for all by which to do business by, there would still be someone who
would not adhere to them. You must hold ourselves to a higher ethical code than even the law
requires. Just because something is legal, does not make it ethical or moral. A phrase used to be

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quite common, “Legally right, but morally wrong,” isn’t heard much anymore. Security Officers
are in a perfect position to not only be legally right but travel on a morally high road as well.
Therefore, ethics and morals must have a place in business, simply because the decisions
or actions of the people in charge will affect many people. Because of this, the security
profession must provide more oversight of their personnel and place more checks and balances
into place to detour such personal shortcomings and dishonesty. More importantly, there should
be a system to monitor, control, and correct misbehavior, as required. Moreover, security officers
must realize that regardless of their circumstances used by many to excuse their ethical behavior,
ethics must always take top priority and must be the guide to the conduct of each person in this
field. Security Officers cannot separate who they are from what they do. They have to conduct
their business governed by their personal ethics and morals. Many in society lack the positive
values that help you recognize right from wrong. With the disintegration of the family and the
increase of those who believe in relativism where there is no black or white, right or wrong, but
everything is a shade of gray and right or wrong is dependent on personal belief.
For example, you have seen many times what happens when business leaders or the
enterprises they run get greedy or do unethical things. They may escape the law now, but
eventually they will be arrested and receive their punishment later. However, the people who
may be affected because of these leaders’ and employees’ immoral, unethical, and illegal
behavior will take a long time to restore the trust they once had in the company. When a
company commits fraud, it is not only its stock that takes a nosedive, but the hard-earned
reputation of the company will as well. The market will also wipe away the hard-earned wealth
of millions of people in a very short while. What a mistake!
Their credibility also suffers in the court of public opinion. It is not only money people
invest in a company, but they also invest their trust. It takes many years to develop trust in a
company. However, it can take mere seconds to betray or compromise that trust all because
someone wanted to be greedy for the money, power, position, or real estate they thought they
could obtain through dishonest business dealings. Once the security company or individual
security officer loses the trust of their customers, it will take double the time to rebuild that trust
as it did to build it initially; if ever. Moreover, even then, there will always be a lingering doubt
about whether that company or officer is being honest.
Mutual respect and observation of generally expected ethics are important. The simplest
code to apply in any situation is the “Golden Rule,” that has been largely forgotten today. “Do
unto do to others, what you would want them to do unto you.” Every business relationship or
transaction is based upon expectation that when a company signs a contract both parties have the
expectation that both will deliver the terms of the contract. Whether those expectations are
carried out will be determined by the values, morals, and ethical behavior of both parties.
It is common practice for various training programs in ethics to present scenarios where
the security officer must confront his own personal values and morals and his demonstration of
those values would be his/her own philosophy of ethical behavior. Therefore, the following
scenarios present various situations to test the officer’s professional etiquette and bearing and
knowledge of proper procedures concerning post orders.

Given various training scenarios, demonstrate proper professional etiquette and

bearing:
 A guest at a hotel that you guard mistakes you for a bellman and asks you to help him
carry his luggage to his room.

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  You receive a phone call where the caller yells at you for something he thinks you did.
 A female homeowner accuses you of inappropriate behavior.
 At a fixed post, tourists approach you for directions. They have no map, but they have
an address.
 You are doing security at a dance where there are many pretty girls. They think
you’re cute and ask you to dance.
 You are doing security at a bar frequented by celebrities. One of them comes to you
very drunk, to ask you where the restrooms are. He staggers down the hall and enters
the woman’s room.
 You are doing security for a wedding. After the wedding festivities have ended, in the
process of performing your rounds, you come to the hot tubs and see several women
enjoying the water. One of the women comes to you and asks you to take off your
clothes and join her.
 You are tasked to guard an abortion clinic from demonstrators.
 You are tasked to guard a peaceful march of skinheads through town.

Given various training scenarios, demonstrate proper procedures concerning post

duties:
 A belligerent drunk homeowner has left the golf club visibly intoxicated and is
driving over the speed limit.
 A car runs off the road and buries the hood in a snow bank. They don't speak English
and the wife is 8 months pregnant. The husband is drunk. The car has street tires and
is a convertible.
 You spot someone entering a client's business and attempt to steal their ATM
machine. You aren’t sure if they are armed and dangerous.
 An outdoor water pipe breaks at a client’s fitness center. The fire alarm is going off
and is quite loud.
 A movie company is filming at one of your client's buildings. They have finished for
the day but are having a problem trying to pull out of the parking lot to enter the road
because of the traffic.
 You are doing celebrity security. You have paparazzi and fans trying everything
possible to sneak into a venue where the celebrity is having a private dinner.
 A memo has gone out that all construction sites must be done by 1900 hrs. You are
conducting your first patrol. You see a construction crew still on the job site and the
time is 2030. You know that they have been warned, cited, and still they insist on
breaking curfew.
 Even though you are an unarmed security guard, a homeowner asks you to kill a
rattlesnake in her yard.
 You are guarding a site where there are cases of 100-year-old dynamite. In that same
area, there are hikers and bikers. They try to go through the restricted site. When you
ask them to leave, they give back attitude.
 You are doing a spot check on a parking lot. You see a black truck parked in a dark
corner of the lot. You approach, the window goes down, and you notice there are a
man and woman in the front seat in various phases of undress.

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  You are at a lodge checking the pools. You are about to walk in on a couple in the hot
tub. You notice from behind that the woman is nude.
 You guard a lodge where the fire alarm goes off every other day.
 You guard a gated community where the gate is locked open.
 You catch two hunters inside your gated community. They not only are trespassing
for hunting, but they also have in their possession a 12 pack of beer.
 You are doing hospital security and you get a request from Triage to talk to a man
who is upset because the hospital will not give him any patient information over the
phone because of the HIPPA law.

It has become the popular thing to do for many commercial enterprises to write mission
statements, statements of core values, and vision statements. Some professions also write
codes to remind those in that profession the ethical behavior that is expected of all of you
who practice that occupation. The following is the Code of Ethics for Private Security
Officers:

CODE OF ETHICS FOR PRIVATE SECURITY OFFICERS

In recognition of the significant contribution of private security to crime prevention and
reduction, as a private security officer, I pledge:
1. To accept the responsibilities and fulfill the obligations of my role: protecting life and
property; preventing and reducing crimes against my employer’s business, and other
organizations and institutions to which I am assigned; upholding the law; and respecting
the constitutional rights of all people.
2. To conduct myself with honesty and integrity; and to adhere to the highest moral
principles in the performance of my security duties
3. To be faithful, diligent, and dependable in discharging my duties and to uphold, at all
times, the laws, policies, and procedures that protect the rights of others.
4. To observe the precepts of truth, accuracy, and prudence, without allowing personal
feelings, prejudices, animosities, or friendships to influence my judgments.
5. To report to my superiors, without hesitation, any violation of the law or of my
employer’s or client’s regulations
6. To respect and protect the confidential and privileged information of my employer or
client beyond the term of my employment, except where their interests are contrary to
law or to this code of ethics.
7. To cooperate with all recognized and responsible law enforcement and government
agencies in matters within their jurisdiction.
8. To accept no compensation, commission, gratuity or other advantage without the
knowledge and consent of my employer
9. To conduct myself professionally at all times and to perform my duties in a manner
that reflects credit upon employer, my private security, and myself.
10. To strive continually to improve my performance by seeking training and educational
opportunities that will better prepare me for private security duties.

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 Unit 6: USE OF FORCE and DE-ESCALATION OF FORCE
(R156-63A-603f)

Unit Goals: The Use of Force

The De-Escalation of Force
Alternatives to Using Force
Excessive Force
Use of Deadly Force
Utah Code Section 76 Criminal Procedure

Security officers are not expected to use force of any kind to accomplish your duties. You
are not to physically touch anybody. Don't grab anybody, push them, or even "jab" your finger
against their body.
You could be charged with Battery. The above is not intended to prevent you from protecting
yourself from the aggressive acts of another person, or from using REASONABLE FORCE to
protect yourself or another person from harm, or in order to affect an arrest.

Guidelines in use of force:

1. Most common suit against private security
2. Use only the force necessary to protect yourself
3. Never use deadly force against a person committing a misdemeanor.
4. Deadly Force is justified only when you are in fear of your life.

Guidelines for avoiding liability for use of excessive force

1. Never, allow your temper or emotions to guide your actions in making an arrest or in
carrying out any of your enforcement responsibilities
2. Use physical force only when necessary and discontinue the use of force immediately
when resistance stops.
3. Use deadly force only when the use, or threatened use of deadly force, is necessary to
protect yourself or a third party from physical harm. The use of deadly force is warranted
ONLY as a last resort. You will be held civilly and criminally liable for the use of deadly
force!
4. Never, use deadly force to defend property or to prevent the destruction of evidence.
5. Extreme care should be taken in using physical force of any nature when innocent
bystanders are in the area.
6. Never, fire warning shots.

Use of Force: The use of force is a legally acceptable possibility in certain circumstances.
In fact there will be many times when the use of force is necessary to accomplish legitimate
purposes. These include self- defense, defending others, protecting property, preventing other
criminal acts, carrying out an arrest, preventing escape of an arrestee, ejecting someone, and
overcoming resistance to arrest. The use of force is accepted and recognized as justifiable when
it is immediately necessary for these legal purposes.
The term "use of force" is often confused by using other terms simultaneously or
interchangeably such as "excessive force," "deadly force, " "unreasonable force,” "aggression,”
or "violence." The repetition and confusion of terminology elicits subtle judgments and

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influential impressions on those listening. In the courtroom the most important listeners are the
members of the jury who have rarely if ever before had to make these distinctions. By using
certain terms interchangeably and simultaneously, the implication tends to develop that "use of
force" in itself is illegal or irresponsible. This is ridiculous. Use of force is legally acceptable. In
fact, under certain circumstances it would be irresponsible and negligent not to use force.
Force may be used no more than is reasonably necessary under the circumstances.
"Definitions" of "use of force" are often sought by attorneys in court but understanding the
reality of the circumstances is more important. Instead of general definitions, references should
be made to state law. State laws often restrict the use of force in different ways. Sometimes they
refer to the seriousness of what is taking place or to the amount of force required to prevent a
crime. In court, definitions are too often developed to suit one position or another. Stick to what
the law says or otherwise there will be much too much room for interpretation that distracts from
the reality of the circumstances. Definitions don't make a circumstance more or less reasonable.
The circumstances at the moment of the occurrence must dictate that first, force itself was
necessary. In other words, the use of some force was reasonable, and that there was a reasonable
appearance of the right to use force. Secondly, that only as much force as necessary was used is
also based on the circumstance. No more than necessary force is reasonable. In most cases this
implies the force needed to restrain or stop someone from acting dangerously as opposed to
attempting to hurt or punish someone.
Force continued after a person has been restrained is excessive or unreasonable.
Reasonable force is the minimum of force needed to accomplish what is legally acceptable in
resolving a circumstance.
The use of force must be in response to an illegal action or an action in violation of event policy.
No one is ever permitted to provoke another person in such a way as to subsequently be able to
use force. This means, a security guard can't pick a fight provoking the other person into
physically starting it. In understanding a specific circumstance reference is often made to "equal
force.” This means that the same degree of force or a proportionate amount of force may be used
as the force being used or threatened against the security guard or another person.
Naturally this can only take place up to the moment that the circumstance is resolved.
Continuing to equalize the force used afterwards is not legal. For example, although a person
attempted to kill someone it is not permissible to use deadly force after that person has been
restrained. In fact, no force can be used towards anyone no matter what they did once they have
been restrained and controlled.

Arrests: The bottom line of the subsequent discussion is that, from a liability point of
view, arrests should be avoided and reserved as a last resort. And in these cases whenever
possible let a law enforcement officer perform the arrest. From a security point of view, arrests
should also be a last resort but don't be shy or gun (lawsuit)-shy about doing it when necessary.
There's little room for error in this issue of arrest because each citizen's rights are protected by
law. Know what private security can or cannot legally do in your state.
An arrest is a legal action granted both to law enforcement and to private citizens as
stated in state and local laws. Security officers are not law enforcement officers. Security officers
are considered private citizens and therefore can conduct a citizen’s arrest. This is allowed by
law. There is a difference in arrest authority between a law enforcement officer and a private
citizen. An arrest is possible with or without a warrant. Law enforcement officers utilize arrest

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warrants for many of their arrests. At other times they will arrest someone immediately based on
actions observed, and witness statements.
Being suspected alone is not enough. A security officer must never arrest someone if they
did not see what happened! They can only report to law enforcement officers what they did see,
what witnesses say, and who they suspect. This same information must NEVER be given to
newspaper, radio, or television reports. If law enforcement does that, it's their decision. Event
organizers and security officers should never do that!
Citizen’s arrests are almost always immediately based on a specific incident. Each state
has laws which govern citizen’s arrest. These must be reviewed in order to be able to train
security officers appropriately. An arrest itself does not only mean that a person is handcuffed,
tied up, locked in a room, put into a squad car, escorted to the local police station, or locked in
jail. Yes, these may all be part of an arrest. But an arrest can be much more simple. This is
important because a security officer may inadvertently arrest someone or interact with someone
in a way that it can be interpreted, both by the individual in question and a court, that an arrest
had taken place.
If a security officer "orders" a person to sit down or wait in a particular spot until the
police arrive, this can be considered an arrest in some states. If instead a security officer "asks"
or "suggests" that a person wait until the police arrives, this might not be considered an arrest.
The difference is in two areas. First of all, the legally sanctioned authority that a security officer
utilizes makes a difference. Secondly, "ordering" is different than "asking." These are not word
games.
An arrest is sometimes a matter of interpretation. Sometimes a person will "feel" under
arrest because he or she is surrounded by security officers and doesn't "feel" free to go even if
nothing is said to him or her. If this person claims that he or she was illegally arrested or
unlawfully detained based on that "feeling" a court may agree. If a person is not told that he or
she is free to leave if they want to and at the same time is intimidated by the mere presence of
security officers, a court may allow this to be considered an arrest situation.
If someone wants to dismiss these as simple matters of interpretation, it is very important
to note that a court will recognize that a person's legal rights were violated because of this
misinterpretation. It doesn't matter whether the arrested individual willingly complied with the
security officer. An arrest is an arrest whether the person complies or resists.
One general guideline for event organizers is that they establish a policy where security
officers must give people a clear option, witnessed by others, on whether they are free to stay
and free to go. When an arrest is made a security officer is not giving the person any choice. The
person is being ordered to stay where told on the basis of the authority granted by state and local
laws for a security officer on that particular property and as a private citizen in that particular
state to make a citizen’s arrest. The security officer should clearly say "I am placing you under
citizen’s arrest for_______.”
Event organizers must also be very clear that they are permitted to conduct business on a
particular piece of property which has boundary lines. Beyond those boundaries an employed
security officer has no authority other than a private citizen. Therefore no person is to be taken
under arrest off the property. Stay on the property! Turn anyone that has been arrested over to the
law enforcement on the property. If a person is being ejected let them go at the boundary line of
the property. Once the person is off the property security officers must back off. Law
enforcement must be called if anyone is being problematic or unsafe off the property.

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 Another general guideline is that security officers should not make an arrest without
permission or authorization from a security supervisor. In fact, let the supervisor make the arrest.
The only exception to this is obviously when there is an emergency situation. All security
officers must understand is that a citizen’s arrest is for the purpose of turning the person over to
law enforcement. The arrested person should not be questioned or asked to confess to anything.
That's the job of law enforcement officers not security officers.
It is especially important to note how state laws define misdemeanors, felonies, breach of
the peace, indictable offense, reasonable grounds, probable cause, presence, immediate
knowledge, and witnessed actions. The difference between a misdemeanor and felony does not
focus so much on the action itself but on the maximum penalty allowed by law in punishment for
that action. Reasonable grounds may refer not so much to the type of evidence a person has, but
to what a reasonable citizen would have done under the same circumstances. There is a
difference from state to state on whether reasonable grounds are necessary if a misdemeanor or
felony was committed and whether the security officer can make an arrest for actions not
committed in his or her presence.
When law enforcement officers work off-duty or after they retire and work in a role of a
private security officer the employer must be very careful in assuming what they can or cannot
do. First of all never assume that they are well trained in the laws pertaining to private security or
citizen’s arrest. They may be well trained in law enforcement and may respond to arrest
situations from that point of view without stopping to think that they do not have the same power
of arrest anymore. He or she may be exceeding their authority. This can lead to expensive civil
lawsuits where a person, instead of being found guilty of a crime committed, will win a civil suit
for having been falsely arrested. Literally, the bad guy wins, and the good guy may go to jail!
As a final word, security officers should always use arrest as a last resort. The only time
when there should be no doubt about arresting someone is when the person has physically
assaulted another security officer. The primary reason for this is for liability purposes. If law
enforcement encourage that the violator be given a break, don't do it. In most states law
enforcement officers have to take custody of someone that has been arrested by security officers.
It is extremely important in these cases that all the information necessary is provided to law
enforcement before the security officer(s) involved leave. In these cases always call for help
from a supervisor if the supervisor is not already there.

Detention or Detainment: Closely related to the topic of arrests are the actions that are
referred to when speaking about detaining someone for a short period of time but not actually
arresting them. Laws related to detention or unlawful detainment in most states refer to the right
of a private citizen or employees of an organization to detain someone who is believed to have
stolen something. It can also be in the context of other types of crime.
Although theft is possible in many environments, it is most often discussed in the context
of retail or merchandise stores. Unlawful detainment is a constant concern with shoplifters.
Obviously, theft can take place in hotels, schools, hospitals, museums, office buildings, and
special events as well. Property can be rightfully protected and, in these cases, an individual
suspected of theft can be briefly detained without arrest and without turning the person over to
law enforcement. Detaining is not arresting. It is simply considered a brief and temporary delay.
There is no physical control over the person. But this is where particular care must be taken.
People have a right to freedom of movement. If this is denied someone then these actions
may constitute unlawful detainment or an arrest. Among the many elements that must be

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considered in each circumstance there are two that are often discussed: due process and probable
cause. Restricting an individual's freedom of movement must be done in the way determined by
the state to be lawful (due process) and for a valid and legal reason as defined by the state
(probable cause). Again, review state laws that pertain to your event location. First of all, no one
should detain anyone except security officers who are trained to do so without confusing a
detainment with an arrest. Everyone else should be required to note the description of the
suspected person and report it either to the nearest security officer or law enforcement officer.

Searches: While searches by private citizens (security officers) of others seem acceptable
if conducted with the consent of those being searched, state laws are not always clear on the
authority granted for this. State laws usually only refer to search by law enforcement officers. In
respect to security officers, the authority to search is granted or consented to by individuals as
their choice to be allowed to be searched. No one can be forced. People must freely consent.
On private property and places of business there are other elements that make searches
legally acceptable at certain times. While consent is still important an organization can declare
consequences for not consenting to being searched. Some companies make it an employment
policy or rule that all employees can be searched at any time. This may include their vehicles,
lockers, handbags, etc. If someone does not want to consent to this, they are advised not to take
the job. At special events one of the conditions for entering the property where the event is
taking place is that they consent to an admission check and search. If they do not want to consent
to this then they should not purchase a ticket or attend the event. Therefore if someone refuses to
be searched the primary thing to do is to inform the person of the policy or rule and of the
appropriate consequences of not complying. They may not be admitted, or they may be asked to
leave the event. Signs should be visibly posted at locations where searches are most likely to take
place.
An admission search is an easier procedure to discuss because it takes place at many
events all the time. Conducting a search during the event once people have already entered is
another issue. If an item that is in violation of event admission policy is observed in plain view
by a security officer this is not considered a search. An illegal action and a prohibited item have
been observed in plain view. For example, if cameras or cans are not allowed and an individual
is observed taking pictures or holding a beer can, the security officer can then take the
appropriate enforcement actions which may vary depending on the item and circumstances. If
however a person is being interacted with, ejected, or arrested for unacceptable or illegal
behavior, conducting a search of that person if no prohibited item has been observed previously
will lead a security officer into dangerous liability waters.
When law enforcement conducts a search of a suspect they are looking for evidence of
guilt in relation to a specific offense. Unlike law enforcement officers, security officers are not
looking for evidence for an offense. That's not their job and they are not granted the authority to
do so by most state laws. They may approach a problematic person primarily due to the person's
unacceptable behavior. The fact that a person has consented to an initial search at the admission
gate may not necessarily give security officers the right to search anyone at any time they want.
In addition, it must be recognized that even once inside an individual may revoke his or her
consent to be searched at any time.
Therefore event policy must state clearly that a person who does not comply with a
security officer's request to consent to being searched may be ejected. The search might not
actually be conducted since there is no consent, but an ejection may take place. Seek the advice

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of your attorney in order to determine whether or to what extent this is legally acceptable
according to state law.
The admission gate policy of search should be clearly broadened to the entire event site at
any time if security officers are going to be asking people for consent to search them inside the
event site. But at all times security officers have to keep in mind that consent must be given
voluntarily by the person being searched and that it must be done within the event perimeter
where consent is given. If an individual withdraws their consent, a security officer and the
employer may be liable for invasion of privacy. Any unlawful search of an individual and his or
her property can result in the possibility that a security officer and the employer can be charged
criminally and sued in civil court.

ALTERNATIVES TO USING FORCE

One the greatest attributes that a security officer can possess is the ability to diffuse
conflicts and resolve conflicts. It is far better to de-escalate a potentially violent situation.
Always try to remain calm and project an air of confidence but be careful not to appear arrogant.
Body language and non-verbal communication always are important in diffusing a potentially
dangerous situation. Another section deals with dealing with aggressive people, the alternatives
to using force, and the “use of force continuum.” Generally, a security officer can match the
force used against him/her for self-protection. It is better to first avoid a dangerous situation and
second to immediately extricate one’s self from a dangerous situation, rather than to chance
escalating the situation. The use of force starts with relative non-lethal applications and methods.
The use of the hand is the lowest level followed by a closed fist. Next is the use of impact
weapons: PR-24, baton, Asp, straight sticks etc. including flashlights. Next, there are electrical
incapacitators such as stun guns and Tasers.
Edged weapons including knives, both metallic and non-metallic, and other improvised weapons
such as a screwdriver or tire iron. Finally there is the use of firearms - deadly force.

EXCESSIVE PHYSICAL FORCE:

When an arrest is made, and if the suspect is resisting the arrest, the law only allows the
use of physical force, which is reasonable or necessary to restrain the suspect in order to make
the arrest. Where more force is used than that which the law allows, the arresting party is said to
be using "excessive force" and may be held criminally as well as civilly liable. An example of
excessive force is the discharge of a firearm in shooting a suspect in order to protect personal
property. By law, deadly force is allowed only to protect lives.
Becoming licensed as a security officer DOES NOT ALONE entitle you to carry a
weapon. Some weapons such as knives, brass knuckles, or numb-chucks should not be carried by
security officers.

USE OF DEADLY FORCE

A security officer should not use any force, except in situations where such use is
necessary in defense of his own life or the life of another. Even in these latter instances the
officer is expected to exhaust ALL other means of retreat or defense before resorting to deadly
force. Policy covering the use of deadly force by security officers is usually more restrictive by

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company policy, than the State law. Company policies usually state that deadly force be used
only to protect the officer's life or the life of another.

UTAH CODE OF CRIMINAL PROCEDURE (Use of Force)

76-2-402. Force in defense of person - Forcible felony defined.
(1) A person is justified in threatening or using
force against another when and to the extent that
he or she reasonably believes that force is
necessary to defend himself or a third person
against such other's imminent use of unlawful
force. However, that person is justified in using
force intended or likely to cause death or serious
bodily injury only if he or she reasonably believes
that force is necessary to prevent death or serious
bodily injury to himself or a third person as a result
of the other's imminent use of unlawful force, or to
prevent the commission of a forcible felony.
(2) A person is not justified in using force under
the circumstances specified in Subsection (1) if he
she:
(a) Initially provokes the use of force against
himself with the intent to use force as an excuse to
inflict bodily harm upon the assailant;
(b) Is attempting to commit, committing, or fleeing
after the commission or attempted commission of a
felony; or
(i) was the aggressor or was engaged in a combat
by agreement, unless he withdraws from the
encounter and effectively communicates to the
other person his intent to do so and,
notwithstanding, the other person continues or
threatens to continue the use of unlawful force; and
(ii) for purposes of Subsection (i) the following do
not, by themselves,
(a) Voluntarily entering into or remaining in an ongoing relationship; or
(b) Entering or remaining in one place where one has a legal right to be.
(3) A person does not have a duty to retreat from the force or threatened force described in
Subsection (1) in a place where that person has lawfully entered or remained, except as provided
in Subsection (2) c
(4) For purposes of this section, a forcible felony includes aggravated assault, mayhem,
aggravated murder, murder, manslaughter, kidnapping, and aggravated kidnapping, rape, forcible
sodomy, rape of a child, object rape, object rape of a child, sexual abuse of a child, aggravated
sexual abuse of a child, and aggravated sexual assault as described in Title 7, Chapter 5, and
arson, robbery, and burglary as defined in Title 7. Chapter 6.Any other felony offense which
involves the use of force or violence against a person so as to create a substantial danger of death
or serious bodily injury also constitutes a forcible felony. Burglary of a vehicle, defined in

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Section 76-6-204, does not constitute a felony except when the vehicle is occupied at the time
unlawful entry is made or attempted.
(5) In determining imminence or reasonableness under Subsection (1), the trier of fact may
consider, but is not limited to, any of the following factors:
(a) The nature of the danger;
(b) The immediacy of the danger;
(c) The probability that the unlawful force would result in death or serious bodily injury;
(d) The other's prior violent acts or violent propensities; and
(e) Any patterns of abuse or violence in the parties' relationship

76-2-403. Force in arrest

Any person is justified in using any force, except deadly force, which he reasonably believes to
be necessary to affect an arrest or to defend himself or another from bodily harm while making
an arrest.
76-2-404 Police officer's use of deadly force
(1) A peace officer, or any person acting by his command in his aid and assistance, is justified in
using deadly force when:
(a) The officer is acting in obedience and in accordance with the judgment of a competent
court in executing a penalty of death;
(b) Effecting an arrest or preventing an escape from custody following an arrest, where
the officer reasonably believes that deadly force is necessary to prevent the arrest from
being defeated by escape; and
(i) The officer has probable cause to believe that the suspect has committed a
felony offense involving the infliction or threatened infliction of death or serious
bodily injury; or
(ii) The officer has probable cause to believe the suspect poses a threat of death or
serious bodily injury to the officer or to others if apprehension is delayed;
(c) The officer reasonably believes that the use of deadly force is necessary to prevent
death or serious bodily injury to the officer or another person.
(2) If feasible, a verbal warning should be given by the officer prior to any use of deadly force
under Subsection (1) (b) or (1) c
76-2-405 Force in defense of habitation:
(1) A person is justified in using force against another when and to the extent that he reasonably
believes that the force is necessary to prevent or terminate the other's unlawful entry into or
attack upon his habitation; however, he is justified in the use of force, which is intended or likely
to cause death or serious bodily injury only if:
(a) The entry is made or attempted in a violent and tumultuous manner, surreptitiously, or
by stealth, and he reasonably believes that the entry is attempted or made for the purpose
of committing a felony in the habitation and he reasonably believes that the force is
necessary to prevent the assault or offer of personal violence; or
(2) The person using force or deadly force in defense of habitation is presumed for the purpose
of both civil and criminal cases to have acted reasonably and had a reasonable fear of imminent
peril of death or serious bodily injury if the entry or attempted entry is unlawful, or in a violent
and tumultuous manner, or surreptitiously or by stealth, or for the purpose of committing a
felony.

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76-2-406 Force in defense of property
A person is justified in using force. other than deadly force, against another when and to the
extent that he reasonably believes that force is necessary to prevent or terminate criminal
interference with real property or personal property:
(1) Lawfully in his possession; or
(2) Lawfully in the possession of a member of his immediate family; or
(3) Belonging to a person whose property he has legal duty to protect.

77-7-6. Manner of making arrest

(1) The person making the arrest shall inform the person being arrested of his intention, cause,
and authority to arrest him. Such notice shall not be required when:
(a) There is reason to believe the notice will endanger the life or safety of the officer ore
another person or will likely enable the party being arrested to escape
(b) The person being arrested is actually engaged in the commission of, or an attempt to
commit, an offense; or
(c) The person being arrested is pursued immediately after the commission of, an offense
or an escape.
(2) (a) If a hearing-impaired person, as defined in Subsection 78-24a-1(2), is arrested for
an alleged violation of a criminal law, including a local ordinance, the arresting officer
shall assess the communicative abilities of the hearing-impaired person and conduct this
notification, and any further notification of rights, warnings, interrogations, or taking of
statements, in a manner that accurately and effectively communicates with the hearing-
impaired person including qualified interpreters, lip reading, pen, and paper, typewriters,
computers with printout capability, and telecommunication devices for the deaf.
(b) Compliance with the subsection is a factor to be considered by any court when
evaluating whether statements of a hearing-impaired person were made knowingly,
voluntarily, and intelligently.

77-7-7 Force in making an arrest

If a person is being arrested and flees or forcibly resists after being informed of the intention to
make the arrest, the person arresting may use reasonable force to affect the arrest. Deadly force
may be used only as provided in Section 76-2-404.

HANDCUFFS AND HANDCUFFING: Even though handcuffs are used commonly by

security and law enforcement officers, a considerable degree of misunderstanding of their
limitations still prevails. Too often-and once is too often-officers have been lulled into a false
sense of security after handcuffing prisoner. This moment of relaxation has resulted in the escape
of a suspect or in a seriously injured officer. Every officer must remember a most fundamental
fact- handcuffs do not immobilize. A prisoner can still kick and if the cuffs are improperly
applied, they can become a lethal weapon in the hands of a desperate individual. The training
module will discuss various situations, which may merit the use of handcuffs. Accepted methods
of restraining a prisoner will be explained and illustrated. The module will also point out
common errors to avoid when handcuffing a prisoner.

TYPES OF HANDCUFFS: Handcuffs are generally recognized as the most dependable

restraining devices. The most effective are the double-locking handcuffs. They are easily carried

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by an officer and are more difficult to pick. Two principal types of double-locking handcuffs are
normally used by police and security officers. One model is double-locked by inserting the key
in the lock and then turning it counterclockwise. The other type is double-locked by inserting the
small tip at the top of the key into a small hole in the handcuff stem (Fig. 3). This type of
handcuff is unlocked by turning the key counterclockwise until the double lock is released. The
key is then turned clockwise to disengage the handcuff jaw.

ALWAYS DOUBLE-LOCK: Handcuffs should always be double-locked whenever

they are used. This precaution prevents or reduces the possibility of picking or slipping the
locking mechanism. Cuffs, which are not double locked, can be tightened by the prisoner - as a
way of luring the officer into adjusting them. It is during such close contacts that prisoners attack.
Also, if the prisoner struggles the cuffs may tighten and cut into his wrists, thus providing the
injuries for accusations of "police brutality." An officer can determine if the mechanism is
double-locked by applying pressure on the handcuff jaw. If the handcuff becomes tighter with
the application of pressure it is single-locked, but if the jaw cannot be moved, it is double-locked.

CARE AND USE OF HANDCUFFS: Handcuffs are carried in a variety of ways - in

pockets, special pouches, hung over the belt, glove compartment, etc. They may become exposed
to the elements, dirt, lint, or other conditions, which may reduce their efficiency or make them
inoperative. Handcuffs must be checked frequently, cleaned and lubricated to prevent any
malfunction in times of emergency.
Company policy normally specifies circumstances, which call for the use of handcuffs.
The final decision as to their use, however, is most often based on the arresting officer's
judgment. Such a decision is made in the light of his responsibility to protect himself, the public,
and the prisoner. Poor exercise of judgment has resulted in the injury or death of both police and
security officers who underestimated the emotional instability or the recklessness of their
prisoners. The fact that a suspect is cooperative at the time of his arrest is no guarantee he will
not attempt to escape when he believes the opportunity presents itself.
To protect themselves against the possibility of such attacks, law enforcement officers
have generally adopted the policy of handcuffing every felony suspect at the time of his arrest
regardless of age, sex or race. Security officers however must strictly adhere to their company
policy regarding the use of handcuffs. An officer's judgment should not be swayed by the
apparent change of the prisoner's attitude. If a suspect is violent at the time of his arrest and
becomes cooperative. After the handcuffs are applied, the suspect must remain under restraint
until he/she is placed in police custody. It would be embarrassing to say the least for an officer to
have to explain the need to recapture a prisoner who had his handcuffs removed.
An officer arresting a violent male suspect seldom deliberates as to the need for
handcuffs. Yet, the arrest of a female offender or a juvenile often brings a hesitancy or reluctance
to use the handcuffs. The age or sex of the prisoner should not influence the officer. If the
arrested female or juvenile is suspected of committing a felony, the officer should use his
handcuffs if he believes the prisoners will harm themselves or others. Normally a person arrested
for a misdemeanor charge or for violating a city ordinance is not handcuffed. On the other hand,
the use of restraints is a wise precautionary measure if, in the arresting officer's judgment, the
suspect may be reasonably expected to offer resistance either at the scene or en route to jail.

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 SEARCHING THE PRISONER: Suspects usually are handcuffed after being searched
whenever two officers are conducting the arrest. However, when a single officer is making the
arrest unaided, cuffing prior to the search offers greater safety to the officer. When a prisoner is
cuffed prior to being searched a more comprehensive search is required during the booking
process. Dangerous or violent prisoners are usually handcuffed before they are searched. When
the prisoner is searched, close attention must be given to apparently innocent appearing items
such as paper clips, bobby pins, a small metal strip or an altered ink container of a ball point pen.
Criminals have been known to hide a handcuff key on their person. The waist band either in the
front or in the back is commonly used to secrete such articles. An adhesive bandage placed near
the wrist or on the hand is also an excellent hiding place for such devices.
Alert arresting officers have recovered small strips of brass edging from a ruler, bobby
pins, and the like concealed under the belt or the wrist band of a prisoner. Such-items are used to
disengage the ratchet of the handcuff jaw. They are inserted between the ratchet and the locking
cam. By concealing these devices in several places on his person, a suspect is capable of
releasing the handcuffs whether his hands are restrained in front or in track. Occasionally in ink
cartridge of a ball point pen having a small tip soldered near its end is found during the search of
a suspect. This device can be used as a key since the diameter of the ink cartridge is
approximately the same as the stem of a handcuff key.

THE PROPER USE OF HANDCUFFS: Handcuffs are used to restrain a suspect to

give the arresting officer greater control of the situation. However, this is only achieved if the
handcuffs ire properly applied. A common error is the bad habit of handcuffing a prisoner with
his hands in front. This can transform a most helpful tool into a lethal weapon Another improper
practice is to use the handcuffs as a "come along"-one cuff is secured to the prisoner's wrist
while the other end is held by the officer. It is also very dangerous for the officer to handcuff
himself to his prisoner. Tactics such as these must be avoided if the handcuff is to fulfill its
intended purpose.

Handcuffs are properly applied when the officer follows certain safeguards:
1 He must remain alert for any unexpected moves.
2. He approaches the prisoner from the rear or the side.
3 He maintains control of the prisoner and keeps him off balance.
4 The prisoner is thoroughly searched.
5 The prisoner is handcuffed with hands behind his back and palms facing outward.
6 The handcuffs are double-locked.
7 They are checked by pulling or pushing on the handcuff jaw.

HOW TO HANDCUFF A PRISONER: The prisoner is placed against a wall or vehicle using
the wall search position. After the prisoner has been thoroughly searched, he is ordered to bring
his right hand in back of him and to support his weight with his left hand. One handcuff is then
placed on the right wrist in such a manner as to have the prisoner's palm facing outward (Fig. 1).
This phase of the operation is the most critical. It is of utmost importance that the prisoner be
kept off balance and under control. The suspect must be closely watched to prevent him from
turning and striking the officer with the handcuff.
After the right wrist is secured, the prisoner is ordered to place his head on the surface
against which he has been placed (police vehicle, wall, fence, truck, etc.) and to bring his left

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hand back of him. The free end of the handcuff is then slipped under the suspect's belt before
being attached to the left wrist. When both wrists have been restrained, the officer double-locks
the handcuffs and checks to make sure they have been properly secured.
The handcuff is passed under the belt to further limit the movements of the suspect. It
also prevents an agile criminal from stooping down and stepping through his arms and bringing
them in front of him. If a prisoner has a deformity or is suffering from an injury which prevents
him from bending his arms to the back of him, he must be handcuffed with his hands to the front.
This is accomplished by removing his belt, turning it around and buckling it from the rear. The
handcuffs are then passed through the belt and the handcuffs applied.

TWO PRISONERS' AND ONE PAIR OF HANDCUFFS: There may be occasions in

which only one pair of handcuffs is available to restrain two prisoners. Although two pairs of
handcuffs provide better prisoner control, the task can be done safely with only one pair if an
officer uses proper safeguards. Handcuffing the right wrist of one prisoner to the left wrist of the
other must be avoided. Handcuffed in this fashion the prisoners are given excessive freedom of
movement. It permits them to swing their arms. If the prisoners are desperate enough and the
officer is off guard, they can very well strike the officer with their manacled hands. They could
also seize the officer with their free hands and over-power him.
After the suspects are searched in a wall search position, the prisoner on the right is
ordered to bring his right arm to the rear. The officer turns the prisoner’s palm outward and
attaches the handcuff to the right wrist. The free end of the handcuff is then passed through the
belt. The second suspect is then ordered to bring his right arm behind him, palm facing outward.
The handcuff is attached to the right wrist. The two prisoners are then handcuffed right wrist to
right wrist. This position places the prisoners in an off balance position making it more difficult
to run or to coordinate arm movements.
QUICK QUIZ
1. Many law enforcement officers must carry handcuffs as a regulation part of their uniform
because:
(a) If properly applied, they can immobilize a prisoner.
(b) They prevent the prisoners from escaping.
(c) They always help to protect the officer.
(d) If properly applied, they help to restrain a prisoner.
(e) All of the above.
2. The deciding factor determining the use of handcuffs:
(a) The seriousness of the crime.
(b) The age and sex of the offender.
(c) The officer's judgment.
(d) The time and location of the arrest.
3. An arresting officer can better control his prisoner if
(a) He handcuffs himself to the prisoner.
(b) He uses the handcuffs as a "come along."
(c) He handcuffs the prisoner with his hands to the front.
(d) He handcuffs the prisoner with his hands behind him.
4. When two felony suspects are arrested, an officer:
(a) Need not handcuff them if they are not violent.

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 (b) May remove the handcuff while in transport if the prisoners are pleasant and
cooperative.
(c) Places the handcuffs on the left wrist of one and the right wrist of the other.
(d) Should have each prisoner handcuffed separately with his hands behind him.
Answers: 1 (d)
2 (c)
3 (d)
4 (d)

SUMMARY: The main idea for private security guards is that you avoid using force unless you
must defend ourselves or the person you are hired to protect. Maintain your distance in case the
perpetrator decides to assault you, you will have an avenue to escape. Because you are unarmed,
leave the use of force to law enforcement. Do not put yourself and your client in unnecessary
danger. Handcuffs require specialized training. Therefore the use of handcuff by private security
is not warrented because of liability and safety issues.

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 Unit 7: REPORT WRITING
(R156-63a-603g)

Basic Skills of Report Writing

Basic Writing Skills
Elements of Information
Log Maintenance
Practical Report Writing
Protection of Information
Reporting and Handling Emergencies
Taking Witness Statements
The Control of Information

Report Preparation
Accident/Injury Reports
Bomb Threat
Daily Activity Report
Field Notes
Incident Reports
Interviewing Witnesses
Investigations

Miscellaneous Report Forms

Bomb Threat Report Form
Equipment Checkout Form
Medical Assistance Form
Police Assistance Form
Security Forms
Vehicle Inspection Report Form
Witness Statement Form

Instructional Goal: Provide security officers with a basic understanding of the need for writing
accurate and complete reports and forms. Know the keys to gathering information for a report
understand the steps to writing a good report and know the advantages of good report writing.

Instructional Objective After completing this module the officer will be able to:
Define a report or form
1. Define PAR: Problem, Action, Result
2. Define the five requirements of a report (the 5 C's)
3. Define what is meant by field notes
4. Explain why reports are important
5. Identify the seven essentials of a completed report
6. List at least four common problems in report writing

Report Writing Basics

 Contains facts, never judgments or opinions

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  May serve as basis for legal proceedings or other actions
 Report writing is an essential part of the routine that officers must master.
 Reports and forms are critical:
o To keep a permanent record of events and actions
o To help management become aware of security-related events
o To ensure that certain requirements of organizational policies and procedures are
being followed.

Report Essentials:
 Who?
 What
 When?
 Where?
 Why?
 How?
 Action Taken.

Basic requirements of a report - 'THE FIVE C's':

 Complete
 Concise
 Clear
 Correct
 Courteous

Importance and technique of field notes

 Determine whether to use sequential or critical to describe the scene.
 Good reports make investigations easier and more thorough.
 Keep small notebook with you at all times.
 Make notes as events occur; you cannot rely on memory
 Save your notes
 Use active and avoid passive voice to describe action.
 Use simple phrases and avoid security "jargon.”
 Write legibly

Most organizations have their own sets of security reports and forms. A security officer
must be familiar with all company security reporting policies, procedures, and forms to function
effectively and efficiently. It is important that all relevant security-related reports and forms be
reviewed and understood by the new security officer.

Normal reports and forms include:

 Activity reports,
 Alarm reports
 Expense and mileage reports
 Fire and accident reports,
 Incident reports,

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  Package permits,
 Parking permits,
 Parking violation citations
 Safety violation notices
 Visitor logs,

After providing instruction on security reports and forms used at a client’s site, learning
should be reinforced by requiring the new security officer to complete samples of each report
form. This will help the security officer to demonstrate understanding of basic report writing and
the requirements and skills needed to complete each form.
The Daily Activity Report can be of great value to the client, or it can be of no value at
all, depending on the detail and accuracy of the report written by the security officer. As defined
by Webster, a report is "an account of some matter specially examined or investigated; an
official statement of facts." when applied to the security business of your company. A report is a
written account of the conditions found to exist within a client's facility by the security officer."
If the security officer does not examine the conditions within the facility- there will be nothing to
report. If the security officer does examine the conditions, but fails to report them, the daily
report will be of little value to anyone. On the other hand, when the security officer
conscientiously examines the entire facility and faithfully reports all conditions which are
hazardous or unusual, or which cause suspicion, the report will be of great value to the client.
From the client's standpoint, the report serves these purposes:
 It tells what is wrong at the facility, and what has happened during the client's absence.
 They inform the client’s personnel of maintenance and safety problems.
 They allow the client to be aware of all security issues.
 It also reflects what the security officer was doing during the shift.
 The security service report is also of value to your company.
 Of course, it provides a record of the security officer who was on duty at a client's facility
during any time period.
 It provides a permanent record of events.
 It also helps to evaluate the security of the facility and to make recommendations to the
client how to improve the security.
 It tells of hazards and dangers that can be corrected to prevent injury to employees or to
the security officer.
 It gives the employer a means of evaluating the officer's performance.
you know that a security officer who regularly reports "all secure," "nothing to report," or
"no unusual incidents" is not a good representative of the company, unless there really isn’t
anything to report. In effect, the security officer not only reports on the conditions at the facility.
However, the report indicates how the officer carried out the duties of the post. In some cases
these reports and the facts you record becomes a very important tool involving liability from a
specific incident.
The following is a listing of examples of safety and fire hazards and the violations that
are to be reported. This listing is Not to be considered all encompassing. When in doubt as to
whether something should be reported, write it on your daily activity report or contact a field
supervisor.

A. Safety and Fire hazards

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 1. Broken fixtures
2. Burned out lights
3. Down or malfunctioning elevators
4. Equipment and material blocking entrances, exits or passageways, and stairwells
5. Equipment and material improperly stored
6. Exit doors that are not functional.
7. Flammable liquid containers improperly stored.
8. Improperly maintained and missing fire extinguishers
9. Improperly stored flammable or other hazardous materials
10. Overflowing trash containers
11. Smoking in "no smoking" areas
12. Unattended vehicles (engine running)

B. Violations
1. Abandoned, unknown or illegally parked vehicles on company property
2. Improperly secured entrances and exits
3. Property removed without authorization
4. Unauthorized access into files, desks, offices, etc.
5. Unauthorized dumping of trash
6. Unauthorized equipment on company property
7. Unauthorized individuals on site property
8. Unauthorized use of secured entrances and exits
9. Vandalism, theft, civil disturbances

Upon reporting to work, the officer should begin the preparation of the report by filling in
his/her name, the name of the operation, the date, the time, and the name of the officer relieved.
At this time, any equipment and keys assigned to the post should be accounted for and recorded.
The condition of the equipment should also be noted in the report. Also, note receipt of special
instructions or directions given regarding your shift. After completing each round, the security
officer should immediately enter a report of any unusual conditions observed by listing the
particulars on the report. The report should not be completed until the end of the shift, nor should
the officer report that a clock round has been made until it in fact has been made. Near the end of
the shift, the officer should examine the report for completeness. The report should be evaluated
to make certain that what has been written is a true account of what was seen and encountered
during the tour of duty.
The evaluation should determine that the report contains only the necessary information
in as few words as possible. The report should be easily understood by the person who reads it.
The report should adhere to the facts. It should not be based on hearsay or speculation. If a
personal opinion is given, it must be identified as such. Upon completion of your shift, indicate
the transfer of equipment and instructions onto your relief as the last entry in your log. The log
should be kept up to date, never more than one (1) hour behind and never filled out in advance.
Remember when you prepare your report; it is the only remaining evidence of the event and the
quality of your work.

The Daily Activity Report

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1. At the beginning of each shift, your sign-in entry should include:
a. The exact time
b. Our name in printed letters and the words "on duty"
c. The number of keys and any equipment received
d. Our signature
2. At the end of each shift, have your relief comply with #1 before you sign off by recording:
a. The exact time
b. Our name in printed letters and the words "off duty"
c. Our signature
3. Print entries in black or dark blue ink as legibly as possible, incidents are written in red ink.
4. Write your signature immediately after each Log entry you make.
5. For patrols, record start and completion times with separate entries.
6. Record any routine or non-routine situation that affects either safety or security.
7. Provide sufficient details to identify each incident.
8. Maintain the Log Book as a valid legal document:
a. Enter each event in order - do not enter routine activities in advance.
b. Write on both sides of each page and do not tear out pages for any reason.
c. Do not skip lines except a single line between one day and the next.
d. Draw a single line through erroneous entries and initial it. Do not erase or blot out.

Obviously, the first requirement, that the report be factual, is the most important element.
It is far better that a report be verbose and contain all of the facts than to be brief and omit
essential facts. It is just as easy to write a good report as it is to write a poor one. There really is
no need to sacrifice any of the requirements in order to attain others.
The report should be complete. If it is necessary to ask any further questions after reading
it, it is not complete. It should be clear. There should be no room for doubt as to what the writer
means. Even if the writer is no longer on the case, is dead or unavailable, the report should speak
for itself. A report should be written chronologically, i.e., explaining and listing each action as it
occurs. Slang, profanity, and strictly police/security-type terms not understandable by the layman
should be avoided. in reports. The single exception is, of course, if someone connected with the
case is being quoted. In this case, the subject's exact words should be used. Quotation marks
should also be employed, as should identification of who made the statement.
Clarity should be kept in mind, particularly with the use of pronouns.
Wrong: "He said it was raining when he skidded out of control" raises the big question,
"Who is HE?"
Correct: "John Jones, a witness, stated that it was raining when Richard Roe, driver of
vehicle #1, skidded out of control" is much clearer.
Abbreviations should normally be avoided in reports. Exceptions are those abbreviations
that are so well known as to leave no chance for confusion, such as St. Dr. Ave, etc. If the terms
noon or midnight are used, it is better to spell them out. However, because of the confusion that
comes with AM and PM many agencies use the twenty-four hour clock to avoid any chance of
error in transcribing or recording time.
No article can hope to teach the various rules of grammar, spelling, and punctuation that
are a part of your language. If the reader feels that he is lacking in these areas, he can purchase
any of a number of inexpensive books, which should lead him to greater proficiency. At a very
minimum, each officer should buy an up-to date dictionary such as the Merriam-Webster New

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Collegiate Dictionary (latest available edition.) Writing good reports is no secret, but it takes
practice.
The officer who consistently writes good reports, reports that are professional and that do
the job for which they are intended, will be noticed favorably by his superiors. It is up to you
how professional you want to be. In note taking and report-writing, a little extra study and effort
can pay big dividends--to your employer, to you and the client.

BASICS OF REPORT WRITING

Order: A report should tell what happened in the order that things happened. Do not skip
around. Tell just what happened in sequence.

Detail: A good report will contain all of the details of the incident. It will answer the
questions, who, what, when, where, why and how. Short and to the point: A good report
should be short while still being complete. Do not make the report any longer than it has
to be. At the same time, do not shorten the report by leaving out any important
information. Remember just the facts. Don’t editorialize, offer opinions, or judgments
though you may be tempted to do so.

Neatness: A good report should be neat. Remember, you will be judged by the reports
that you write. It will pay you to take a little extra time to make your report look good.

Spelling and Punctuation: If you do not know how to spell the word, look it up in a
dictionary. You will be judged by the reports that you write. So, take some extra time to
show that you care about your work.

The Elements of Information

The following "Who, What, Where, When, How and Why Questions" will give you some idea of
the
DETAIL you need to be thinking about when you prepare security Incident Reports.

Who Questions Name, address, telephone number and social security number (Verify by
driver’s license)? If the name is not known, and cannot be obtained, a physical description must
be provided. This should include Height, weight, build, (heavy, slim, medium), color of hair,
length of hair, moustache, beard, sex, nationality, distinguishing marks and features.
Who was the victim(s)?
Who caused the incident?
Who reported the incident or problem to you?
Who witnessed the incident?
Who first discovered the incident or security problem?
Who came upon the incident scene shortly after your involvement?
Who might have been involved because of special access?
Who did you report the problem to (Client Contact)?
Whom did you report the problem to?
Whom did you deal with from local law enforcement?

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What Questions - The incident, event, or accident by type or category
What exactly happened?
What crime was committed?
What actions were taken by suspects, victims, and witnesses?
What evidence was found?
What was done with the evidence? (If a crime scene, ALL evidence should be left
untouched for police investigators).
What weapons by type, caliber, and workplace number were involved?
What transportation was involved and in what way?
What was the crime or accident scene situation? (Draw, sketch if necessary for clarity).
What other FACTS may have had bearing on the incident?

Where Questions - The location in terms, anyone can understand.

Where was the incident reported?
Where were you when the incident happened?
Where were all the "participants" during the event?
Where did each "participants" arrive from just prior to the event?
Where did the "participants" move from/to during the event?
Where did each "participants" depart for after the event?
Where were weapons and tools relating to the event positioned?
Where was evidence found?
Where was the evidence taken after the event?
Where was any criminal apprehended?
Where was any suspect taken by law enforcement?

When Questions - Be precise with times, to the minute; keep a running log.
When did the crime, accident, or event occur?
 If the time was determined by someone other than yourself, by whom and what
means was the time established?
When did you find out about it?
When events lead up to the incident?
When did the situation change from innocent to criminal?
 Be specific, what happened, when?
When did each of the "participants" become involved?
When did each of the "participants" leave the incident scene?
When did each witness arrive on the scene?
When did you report the event to law enforcement?
When were any apprehensions, or arrests made and by whom?
When did you first notify Management?
When did you relay the preliminary Incident Report to the Client Contact?

How Questions - The "mechanics" of the incident or event be careful to separate FACT from
your opinion!
How did the incident, accident, or event happen?
How was the incident, accident, or event discovered?
How did all the "participants" arrive and depart the scene?

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 How were security systems breached?
How many people were injured and what was their disposition?
How much damage was done? (Be specific or state as you estimate).
How much property was lost or stolen?

Why Questions - As an early responder to any crime or accident scene, your "reasoning" and
sense perceptions ARE important. Keep in mind the importance of separating FACT from
personal assessment.
Why was the crime committed? (Personal gain, malicious mischief, revenge)?
Why is one particular "participant" a suspect of wrongdoing?
Why was a particular entryway, or point of access used?
Why were other "participants" in the vicinity of the incident?
Why were certain tools used? (Suggesting what is needed to do to tighten up security in
the future.)
Why might the event have happened WHEN it happened?

Every Security Officer needs to sharpen the skills of alertness and attention to detail.
Officers must also have an inquiring mind. Search out the answers to every question your mind
can generate. Make notes continuously as you progress through an incident investigation, so you
do not loose vital information.

Field Notes
It has been proven that the human memory is not sufficiently reliable. You can't possibly
record and remember everything about an incident. Even if you were to presume that
immediately after an incident you could totally and accurately remember everything you saw and
heard (which you can't) within twenty-four hours, you would remember accurately only about
twenty-five %of what transpired. At the end of forty-eight hours, you could be sure of only about
ten percent. When you consider that months or even years may pass between the original
investigation and the final courtroom session, it becomes obvious that properly taken notes and
well-written reports are vital to any case.
A report, to be effective, should tell a "story," legibly, clearly, and completely. It should
contain all facts that are pertinent. When the report is read, there should be no need to ask further
questions.
What then should go into the officer's notebook? What types of notes should he/she keep? What
information should be recorded? The answer, simply, is to record every fact available, no matter
how insignificant it may seem. Not every fact so recorded will be of value. Not all of these data
will be incorporated into the reports to be written. Any story must answer the basic questions:
who, what, why, when, where, and how. If the answer to any of these questions is missing, the
story is incomplete, and potentially valueless. The notebook is the basis for the report that is to
be written. As stated above, the report should leave no question unanswered. For this reason,
everything that may be of value in report writing should be included in the notebook.
One last comment is in order on the officer's notebook. It is commonly accepted that an
officer, while testifying in court, may use his notebook to refresh his memory concerning details
about which he is testifying. In this case, however, the defense attorney may request to see the
notes for, the purpose of examining them. If they are unclear, inaccurate, unreadable, or
incomplete, they may be used by the defense to try to discredit the officer's testimony.

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 With your adversary system of courtroom procedure, it is important both to strengthen
your own position and to take care not to provide aid to the other side. The main purpose of the
security officer taking field notes is to provide accurate information for subsequent reports. After
a security officer learns something about an incident, he should start recoding notes and continue
note taking as he obtains new information. Field notebooks should be spiral bound and retained
as a permanent record. Field notes are used for reports, which transmit information to the next
shift, provide information for criminal or civil legal action - assist subsequent investigations and
perhaps most importantly to assist the client and to update or modify the post orders for better
effectiveness.

Sign-in Log or Visitors Register

Security officers use sign-in logs to record that is granted access to facilities. A visitor’s
register is usually located in a company's lobby. At some industrial plants, sign-in logs also are
kept at gates. It is good security practice to require all visitors to sign in or be registered by the
officer on duty. The same holds true for employees who show up before or after normal working
hours.

Vehicular Traffic Log

A vehicular traffic log records movements of cars and trucks in and out of company
premises. The log shows date, time in and out, description of vehicle or license number, and
sometimes the name of an outside firm that owns or uses the vehicle. Often an employer has a
fleet of passenger cars operated by chauffeurs or other personnel, such as salesmen. These autos
should be checked to ensure that only authorized people are driving them. The vehicular log
usually includes the identity of the driver, passengers and destination within the facility.

INCIDENT REPORTS
An Incident Report elaborates on an event noted on your DAR. Details should include a
description of the incident, action taken, and comments and recommendations. To make sure all
facts are recorded, the officer needs to ask the basic questions of How, What, When, Where,
Why and How. The action taken should include who investigated, who discovered, who was
notified and if some follow up action has been taken. An Incident Report must be completed as
soon as possible after the initial response. A notation in red ink should be made on the DAR
referring to the incident. Also keep in mind the acronym, PAR: Problem, Action, and Result.
What was the problem? What action did you take? What was the result? Organization and
presentation of reports can be best accomplished by providing answers to the following questions:

Who? FURNISH COMPLETE IDENTIFICATION

1. Full name(s)
2. Complete address (es)
3. Badge or clock number
4. Home address, if necessary

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PRIVATE SECURITY OFFICER BASIC TRAINING PROGRAM

Physical Description Age

Clothing
Eye Color
Hat Hair Color
Scarf Height
Blouse/Shirt Make-Up/Facial Hair
Sweater Race
Jacket/Coat Scars/Tattoos
Dress/Slacks Weight
Jewelry Other Remarks
Purse/Backpack

Belt

Skirt/Shorts Method of Escape

Suit On Foot

Stockings Vehicle Make

Shoes/Sandals Vehicle Model

Weapon License Plate Number
Left/Right Handed

Carrying Any Items

Passengers

Figure 7: Criminal Description Checklist

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If the name is not known, and cannot be obtained, a physical description must be provided. This
should include: Descriptions of individuals should contain the follow information IN ORDER:
1. Name
2. Race
3. Sex
4. Age
5. Height
6. Weight
7. Color of hair
8. Color of eyes
9. Complexion
10. Physical imperfection that would aid in identification i.e. tattoos, scars, teeth etc.
11. Description of clothing from HEAD DOWN omitting those items the individual is not
wearing.
12. Other pertinent information

Descriptions of vehicles, in order:

1. Color
2. Year
3. Make
4. Body Type
5. License Number
6. Any other information which will aid identification

Include names of all people involved in the incident.

1. People injured
2 People called and those who arrive at the scene of the incident (time called, and time of
arrival is important)
3. Witness (es)
4. Person(s) consulted
5. Person(s) having any responsibility directly or indirectly with the incident.
6. Each person completing a report should, of course, properly identify himself/herself.

Which? This part of the report should be so complete in every detail that anyone reading the
report could go directly to the exact scene of the incident. As an example, details should include
which:
1. Building
2. Machine
3. Section
4. Switch
5. Department
6. Wire
7. Aisle

What? This phase of the report should include precise details as to what happened, what series
of events took place, what combination of incidents led to the situation. Example - In case of fire:

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 1. What burned?
2. What caused the fire?
3. What evidence is left to help evaluate total damage?

When? This should be the simplest part of the report since a witnessed incident is relatively easy
to time. When reporting the incident, it is important to include and record accurate time data
related to the important details. That is, who was contacted? What did they say? When did they
arrive on the scene?

Where? This will include the location of objects, areas, and people involved that might or might
not be directly concerned with the incident. When describing the "where" phases, sometimes
there can be overlapping of the "which" part of the report.

Why and How? Since these phases overlap, they can generally be included as a single incident
on a report.

Cause of Incident
Examples - If a person slipped on an oily floor:
1. How did the oil get there?
2. Where did it come from?
3. How long had it been there?
4. How was the area lighted?
5. How did the person who fell happen to be in the area at that time?

While the "why" and "how" parts of the report will not necessarily show conclusively
how or why the incident occurred, it can offer valuable evidence that will support preventive
measures against a recurrence of such an incident. Else Always add “else” to the six elements to
be certain that you have all of the available information. Just ask yourself “Who Else,” “What
Else.” For certain if an incident occurs on your shift, you will be asked about it. Our report is
your way to be prepared to answer questions intelligently. If you are not prepared to provide
answers, you and your employer w will be embarrassed! Do it and do it well. It is a matter of
pride. This report is used to record in detail special events or serious incidents that occur during
your shift. It is used to draw special attention to an event when an expanded explanation is
necessary. The security officer must respond to all incidents prepared with a notebook, a pen,
and a watch. Insure all notes are legible.

What to Record
1 The type of incident
2 The date and time of the incident
3 The exact location of the incident, including a diagram
4 The people involved in the incident full names with correct spelling address with
apartment number and zip code - phone number with area code
5 A step-by-step description of what happened

Incidents Involving a Motor Vehicle The security officer must record the following:
1. Color and other distinct characteristics

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 2. Make and model
3. Year of the vehicle
4. Vehicle identification number
5. Distinguishing characteristics

Incidents Involving Stolen Property The security officer must record the following:
1. Brand names
2. Exactly what was stolen?
3. Method to secure the property
4. Model, color and distinct characteristics
5. Property owner
6. Serial numbers
7. Status of property (missing, recovered)

Taking Notes from Oral Statements

1. Do not attempt to write while you are listening. Listening and doing something else
reduces the accuracy of your listening.
2. Take notes after a witness has finished his statement or a portion of it.
3. Read your notes back to the witness to insure accuracy.

Preparing a Report from Notes

1. Get It All: Include all facts from your notes.
2. Get It Right: Cross Check your information. Provide what people have observed, not their
opinions.
3. Make It Clear: Organize your information around: Who What When Where Why How?

INTERVIEWING WITNESSES
If the individual wants to terminate the interview, the investigator should attempt to learn
the reason and to dissuade the individual by addressing the concerns. If the individual persists,
the investigator should conclude the interview.

Interview Techniques:
This section contains questioning, listening and observing techniques and suggestions.

Questioning Techniques: Questioning usually proceeds from general areas to specific

issues. For example, comments on the dates and location of the incident are usually obtained
before comments on the surrounding the event. The investigator should usually frame questions
that require a narrative answer. Soliciting "Yes" or "No" responses restricts the individual from
providing information. Such responses are helpful when summarizing or verifying information,
but they should be avoided when seeking to elicit new information. The investigator should use
questioning techniques that result in the most productive responses from the person being
investigated. This requires the investigator to exercise judgment based on observation of attitude,
demeanor, and actions during the interview. These may change at times during the interview.
The investigator should be continuously alert to such changes and should modify questioning
techniques accordingly.

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 Non-confrontational approach: The non-confrontational approach is best. Here are
some examples of the non-confrontational approach. If a person refuses to answer follow-up
questions about an issue, the investigator notes the refusal to answer and moves on to the next
area of questioning. However, the investigator then comes back to the issue later. If the person
raises his or her voice in the interview, the investigator maintains a calm, level voice, or lowers
his or her voice.

Direct and non-direct questions: A direct question calls for a factual or precise answer.
Direct questions are ordinarily used when covering background data. Here are some examples of
direct questions.
 Who told you that he made a threat?
 When did you notice that he had a gun?
 What were the circumstances surrounding the argument?

Non-direct questions are usually more appropriate in discussing opinions and feelings
because they allow more latitude in responding. Here are some examples of non-direct questions.
 What led you to say that?
 What made that unusual?
 Has this happened before to anyone?
 What was your reaction when he yelled at you?

Assumptive questions: Assumptive questions assume involvement in the activity under

discussion. The investigator can use assumptive questions when involvement has already been
admitted, either at some other time or earlier in the interview. Assumptive questions allow the
investigator to assist the individual in describing the degree of involvement, particularly when it
is difficult to respond as a narrative. The investigator puts the individual at ease when using
assumptive questions by demonstrating that the investigator is not shocked by the conduct being
discussed. Here are some examples of assumptive questions.
 Have you made similar statements to others?
 Is it routine for you to carry a knife to work?

Summarizing questions: Summarizing questions are used to verify what has been said
in SUMMARY form. The investigator uses summarizing questions to give the individual an
opportunity to hear what the investigator understood. In concluding each segment of the
interview, the investigator should pause after asking a summarizing question to allow the
individual to respond and verify, correct, disagree with, or amplify a previous response. Here are
some examples of summarizing questions.
 In other words, it was not what he said, but the tone of his voice that scared you?
 you are telling me that you were only joking when you said you'd blow up the place?
 Have I got this straight? you did not think he would actually carry out his threat.

Listening Techniques: Investigators should not be intent on listening for the end of an
answer only so that they can get to the next question. The meaning and sense of the answers will
be ignored and lost. Careful attention to each response is what provides the basis for the next
appropriate question, not a checklist of questions.

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The person being interviewed may be signaling a problem with the area under discussion by not
immediately responding to a question. The investigator should be patient and let the person
respond. The urge to complete a statement for the person with an assumption of what the person
was going to say should be suppressed. Listen to the whole response for its substance, inferences,
suggestions, or implications that there is more to be said, or some qualification to the answer.
Answers that are really non-answers, such as that is about right, or you know how it is, are not
helpful because they are not definitive. Do not accept this type of response. Follow these
responses up with another question.
Press for more a precise quality of detail. Some people may attempt to avoid responding
by blaming a faulty memory. Follow-up questions that can stimulate responses are, “Do you
mean you're just not sure?” or “But you remember SOMETHING about it, don't you?”
Investigators should both listen and think intensely throughout the interview, measuring
what is being said with what is known from a review of what is already known. Compare new
information to other statements made in the interview, and any other information in the
investigator's possession.

Observing Techniques: Questioning and listening are not the only communicative
aspects of the interview. Actions may strengthen the credibility of the spoken word or contradict
it. Body movement, gestures, and other observable manifestations provide clues to truth and
lying.

Deception: The investigator should be alert to behavior changes throughout the interview
and assess the significance of those changes. While no single behavior indicates truth or
deception, clusters of behavior patterns may be valuable clues to the truth of what is being said.
These patterns should prompt the investigator to pursue a certain or broader line of questioning.
They are:
1. A witness' bias, or lack of bias
2. Any prior inconsistent statement by the witness
3. The contradiction of the witness' version of events by other evidence or its
consistency with other evidence
4. The inherent improbability of the witness' version of events; and
5. The witness' character
6. The witness' demeanor
7. The witness' opportunity and capacity to observe the event or act in question

Every step of the investigation should be objective, impartial, and unbiased. The
investigative report should contain Statements of witnesses and Documentary evidence. The
investigative report generally does not include an analysis of the report. The investigator’s report
should be objective, impartial, and unbiased. Remember, just the facts!

CONDUCTING A THOROUGH MISCONDUCT INVESTIGATION

When an employee is accused of stealing employer property, sexual harassment, or some
other form of employment-related misconduct, it is often falls upon supervisors or the security
officer to conduct or at least participate in the investigation of the alleged wrongdoing.
Generally security officers and most line supervisors are not specifically trained in the art of
misconduct investigations, yet they must navigate a legal minefield of the accused employee’s

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rights, most of which are easily violated if the investigation is conducted improperly. In order to
stay within legal boundaries, the following are some basic investigation guidelines that apply to
most job-related misconduct investigations.

1. Conduct interviews while memories are still fresh. Speak to the accused fast and first.
Once you have the details of the exact allegations (Insist that the complaint and
allegations are in writing), ask the accused employee to accompany you to a private
office. It is important to confront the employee as soon as you are comfortable that the
accusations have some merit and preferably before the employee learns of the allegations
indirectly. As with all interviewees, you want memories to be fresh. Never talk to co-
workers or witnesses before you speak to the employee. You do not want the employee to
hear about the allegations from co-workers, as this is sure to cause embarrassment and
may be slanderous as well.

2. Catch every detail. Always make sure that another security officer, preferably a
supervisor or member of management is present when speaking to an accused employee.
If the accused sues the employer (and the contract security company), there will be
confirmation of what the employee said and how he/she reacted to the allegations. It is
always recommended that if the accused is a female, a female security officer or
supervisor also should be present during the interview. It is also recommended that one
person ask the questions while the other person writes down the answers. It is always
advisable that two supervisors or security officers are present in the event the employee
becomes threatening or violent.

3. Conduct separate interviews. Never interview the employee and a witness, or two or
more witnesses at the same time. Every good detective knows that people posture and say
things based on who is present and listening to them. What a witness will say in
confidence to two management officials may be completely different from what is said in
the presence of co-workers or strangers.

4. Be objective and professional. Our tone and demeanor must always remain
professional. Never give the impression of being partial to one side or the other, If you
give the impression that the investigation is a mere formality or that the employee has
already been judged and has his/her fate sealed, then the investigation is a sham in the
employee’s eyes. A possible grievance or lawsuit is then the likely result. Come to your
conclusion only after all the evidence is in and all of the witnesses have been interviewed.
Most importantly, do not make threats - especially threats of discharge, arrest or
imprisonment. This most certainly will lead the employee to sue for negligent or
intentional emotional distress. You may also be under scrutiny for ethics violations and
unprofessional conduct under the Security Officer Licensing Act.

5. Maintain privacy to the extent possible. Try your best to keep a low profile during the
investigation and only tell those with an absolute need-to-know about the charges against
the employee. Tell witnesses you interview that nothing has been proven against the
employee and that anything they say must remain private. It is reasonable to use your
authority to let co-workers and witnesses know that they are subject to discipline if they

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 do not comply with the confidentiality requirement. Despite your best efforts, word about
the allegations may leak out. However, doing your best to respect the accused employee’s
privacy will be helpful if the employee later commences litigation claiming harassment or
defamation.

6. Document, document, document!!! Follow through with complete documentation. If it

is not written down, then it never happened. Document everything that is said or done in
connection with the investigation so written evidence will exist to substantiate the
conclusion. If possible, tape-record the employee and witness conversations. Under
current Utah State Law, it is permissible to record conversations as long as one party of
the conversation is aware of the recording.

SUMMARY: When writing an Incident Report, it is important that you be complete. Collect
your thoughts and review your field notes. Ensure you have all the details in order before you
start. You may be required to interview victims, witnesses and other personnel before starting. If
necessary, ask witnesses and others to write statements to attach to your Incident Report.
Remember, your report MUST answer six basic questions: Who-- What--Where--When-- Why--
How
1. WHO: Includes (l) witnesses, (2) victim(s), (3) suspect(s), (4) who reported the
incident, (5) who investigated and (6) who responded
2. WHAT: Write a brief narrative of what happened.
3. WHEN: Includes (1) when did it happen, (2) when was it reported, (3) when did you
call 9ll and (4) when did the ambulance, police arrive on site, (5) when did you report
to the client and (6) when did you report to your employer?
4. WHERE: Includes: (1) where the incident happened, (2) where did you call 9-l-l and
(3) where did the police or security arrest suspect (if there was a crime)
5. WHY: Why did this incident occur? NOTE: Report only the facts, do not speculate.
6. HOW: How did this incident occur? NOTE: Report only the facts, do not speculate.
Additionally you will want to supply the following information after the body of the
report:

 ACTION TAKEN: WHAT DID YOU DO? (Investigate? Call somebody at home?
Correct the situation? Report to Supervisor? Call for assistance: Police, Fire Dept.,
and Ambulance?)
 COMMENTS and RECOMMENDATIONS: Any added information to that
recorded above? Any suggestions for preventing it from happening again? Any
"leads" to further action to be taken?

7. REPORTING OFFICER: Our signature and date you made the report.

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 PRIVATE INVESTIGATIONS AND SECURITY
ALARM RESPONSE REPORT/STATEMENT

OFFICER: DATE: START TIME: END TIME:

NAME AND PHONE NUMBER OF REPORTING/ CONTACT PERSON:

LOCATION OF ALARM:

ADDRESS: CITY: STATE:

FIRE DEPARTMENT: YES NO IF YES, WHO:

POLICE DEPARTMENT: YES NO IF YES, WHO:

LIST OTHER PEOPLE WHO WERE PRESENT:

DESCRIBE EVENTS: (WHO, WHAT, WHEN, WHERE, WHY, HOW, ACTIONS TAKEN, CONTINUE ON
REVERSE)

I swear the information contained herein is true and correct and to the best of my knowledge
and has been given voluntarily.

SIGNATURE: DATE:

Figure 1

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 INCIDENT REPORT/STATEMENT

DATE: Hour of Incident: Day Of The Week:

Location of incident:

OFFICER:

NAME OF REPORTING PERSON:

ADDRESS: CITY: STATE:

GENDER: DATE OF BIRTH: PHONE: ( )

DESCRIBE EVENTS: (WHO, WHAT, WHEN, WHERE, WHY AND HOW)

I swear the information contained herein is true and correct and to the best of my knowledge
and has been given voluntarily.

SIGNATURE: date:

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Figure 2: Example:

Project Check Log

Guard: ____Cpl John Lemon

Date: __________ ____________________

Project: ____Deer Crest____ ___________

Time: ________ Notes: _______

Time: Notes:

Project: Main Street Mall

Time: ________ Notes: _______

Time: Notes:

Time: Notes:

Project: Black Bear

Time: Notes:

Project: The Lodge

Time: ________ Notes: _______

Time: Notes:

Figure 3

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 Unit 8: BASIC OPERATIONS
(R156-63a-603h)

Upon completion of this unit, the officer will be able to identify and describe the proper
workplace behaviors expected of a security officer in terms of manners, post duties, dress, and
deportment.
 Personal appearance, be where you are supposed to be when you are supposed to
be here, doing what you are paid to do.
 Observe and report, protect all of your client's assets: people, property, and
information. Prevent losses due to pilferage, fire, accidents, vandalism, falsified
records, and shrinkage.
 Remember you are not police so you don't enforce law and order.
 Observe and report fraud, waste, abuse, and violations of safety, security, and
policies. Demonstrate the proper hand signals for Traffic Control

Concept of Security Operations: Clients utilize a process called defense-in-depth-

security to safeguard their facility, personnel and proprietary information. Security means
different things to different people. You each have a personal view point as a result of a unique
inner feeling about what constitutes security. All too often, decisions as they pertain to security
are based on these inner feelings rather than hard facts. Many of your clients "know" exactly
what they want from a security program, but these desires are sometimes unrealistic when
viewed from the standpoint of the professional security specialist, who has made a critical and
unbiased examination of the operation. When this occurs, the professional must present what he
perceives as a reasonable security solution to the problem.
The security specialist always recognizes and takes into account that a perfect "security
program" could bring the clients' operation to a halt, while too loose a program would make
possible and even probable, excessive profit drains. To further complicate the task, the
professionals must deal with the security program in its broadest sense, and take into account that
sometimes conflicting demands made by the organization's need to maintain:
 A good public image,
 Good employee relations, and
 Cost effectiveness.

In addition they must try, in so far as good security practices will allow, accommodating
the stated desires of the clients as reflected by the client’s corporate philosophy. It is obvious that
a good security program for any operation is a compromise between several apparently and
sometimes real opposing forces. The security program must find ways to accommodate these
varying points of view in a flexible security program and document the reasoning with hard facts.
The key to solving this apparent dilemma lies in the analysis of the critical and vulnerable
factors of the operations. The critical factor is determined by answering a simple question, "If
this person, machine, building, raw material or finished product, were suddenly lost to me, how
would it affect my operations?" The critical factor has nothing to do with the probability of the
event occurring. It is looking at the end result of, if something were to happen to my business,
how critical would it be?
Vulnerability is the answer to the question, "How likely is it that the operation will suffer
the loss of any one of its critical items? What the weaknesses or hole in my operation?" It is the

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combination of the critical and vulnerable factors for each part of the operation that forms the
most basic element in a security evaluation. To this must be added the mitigating factors of
corporate philosophy, public relations, employee relations and, of course, cost. The result is a
security recommendation.
Security programs are developed from analysis of the following applications:
 Procedures: The least expensive but most difficult to implement because it is difficult
to change people's behavior. Procedural changes fail if not "sold" by management.
 Capital Improvements: Hardware, fences, CCTV, alarms, lighting, and cardkey
systems.
 Personnel: Security Officers or company employees are the most expensive, but the
most flexible.

When properly combined, a Gestalt-like synergism is created in which two or more

people or organizations work together and the result is greater than the sum of their individual
effects or capabilities and also produces a higher level of security than any one part alone. The
development of a security program is not an attempt to create a prison atmosphere or police state,
but rather an effort to arrive at a workable program that takes into account the needs and
requirements of the operating staff, while adhering to good security practices as perceived by an
unbiased security specialist. Generally clients programs include the desire to:
 Control all accesses into and exits from the facility by identifying all employees,
contract personnel and visitors who enter the facility after hours and monitor their
movement while on the premises.
 Protect and prevent theft of equipment, products, supplies and proprietary information
by maintaining security patrols to monitor and enforce established policies.

Perimeter Barriers: Perimeter barriers form the outermost protective element of a

physical security system. Its function is to exclude unauthorized personnel from entering an area.
Barriers, such as fences and gates, will not deny entry to determined adversaries. Properly
designed and positioned barriers should delay criminals long enough for other elements of the
physical protection system to function. In other words, a fence or alarm merely provide a
deterrence to criminals or at least delay them long enough for detection and some kind of
intervention to occur. The most common type of perimeter barrier is decorative fencing with
gates of compatible materials.
This includes the usual cyclone fencing seen at many locations. This type of fence
primarily serves as a legal barrier. Tests conducted by the Sandia National Laboratories show
this type of fencing will not keep a determined advisory, with a pair of wire cutters, out for more
than 10 seconds. Providing adequate perimeter protection for a facility is the first step in the
formulation of a professional security plan. This barrier, augmented by proper controls,
immediately reduces overall vulnerability.
The perimeter of a facility is usually established at the property line. Therefore, the fence
or building which is generally used at those points performs several fundamental functions. It
defines the perimeter of the area being secured and provides the first line of defense. Assuming
that other protective measures have already been established at critical locations within the
perimeter, this first protective line provides the required defense in depth. In addition, a
perimeter line in the form of a fence, building wall, or equally secure barrier establishes:
 The property line of the facility.

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  A physical and psychological deterrent to innocent entry.
 Delay to intruders, and assistance in their detection and apprehension by security
personnel.
 A means to facilitate the effective and economical use of security officers.
 An effective method for directing the flow of personnel and vehicles through
designated openings

Area Security: Area security is generally defined as the security of the area outside of
the structures and between them and the perimeter barrier. It encompasses the open storage areas,
parking lots, and pedestrian access routes not necessarily under a special security control system.
There are three primary methods of securing these areas:
1. Foot or motor patrols of the areas,
2. Closed circuit TV surveillance,
3. Combination of both

It is necessary that these open areas be secure not only for the protection of the facility,
but for the protection of the employees and visitors that may be required to pass through them.
As these areas generally do not receive the same security attention as other prime areas of a
facility, people are assaulted; vehicles, material, structures, and product are vandalized, stolen or
destroyed. Also, security systems developed for area protection themselves must often be placed
under surveillance to be effective. Security systems developed for area protection must be
monitored to determine if there is a problem and then react to that problem. It does no good if
there is a CCTV, but no one monitors it. By the same token if an alarm goes off and no one
monitors or investigates it, the money spent on the alarm was wasted.

Building Security: Building Security is generally defined as the primary protection

program for the structures that house the administrative and functioning divisions of an
organization. The security program for the buildings can be considered a first, second or third
defensive level of security, dependent upon the perimeter barrier and area security programs in
effect. Who enters and leaves, how they enter or leave, what is taking place in the building and
the barriers in place, in addition to bureaucratic, procedural, and physical difficulties encountered
all influence the degree of security required.

Protective Lighting: For many years, it has been axiomatic in the security field that the
cheapest and many think one of the best, forms of security anyone can buy is adequate lighting.
Since ancient times, darkness has been a necessary part of the operation of the highwayman and
thief. The same is true today.
Darkness means concealment. Darkness gives the thief a sense of security; it gives him
the element of surprise and most of all, anonymity. It has been shown statistically in almost
every kind of situation that an increase in the average illumination of an area has resulted in a
major drop in the incidence of criminal activity. From ghetto streets to suburban parks, from
college campuses to industrial parking lots, the story is always dramatically the same, raise the
level of lighting; reduce the crime rate. Even with today's high electrical rates, security lights are
very inexpensive; they work from dusk to dawn, seven days a week and require very little
maintenance. The security benefits alone would warrant the installation of high levels of exterior
lighting, but this versatile security tool provides other dividends that are of equal importance:

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  Adequate lighting usually results in less vandalism and criminal activity.
 Adequate lighting will almost certainly result in a lower accident rate.
 Adequate lighting buoys up Employee morale by properly lit parking lots and work
areas.

Keys and Lock-Down Devices: From earliest times locks have been the most basic form
of security. Locks and lockable containers are found at every level of the "defense in depth"
concept of security. They form not only part of your outer perimeter barriers but protect
valuables in the most secure areas of the facility.
In general, locks can be classified by cost, such as inexpensive, moderately expensive and
expensive. They can also be classified by degree of security offered such as low, medium and
high. Cost and degree of security are in most cases directly related, but not always. This means
that while there is no such thing as a cheap high security lock, there certainly are expensive
medium and low security locks.
The use of a master key locking system is common throughout many businesses.
Although the master key system has a tendency to somewhat reduce the security provided by a
key lock, the convenience that is derived from master keying is of sufficient value to justify the
marginal security loss.
The safeguarding of master keys is of paramount importance to the security officer and
the contracting agency. Not will losing keys cause you to lose your job but lost master keys have
resulted in the contract agencies paying thousands of dollars to have a facility rekeyed. Not only
is there a financial cost but the embarrassment of the security agency being negligent in
performing their duties. In some cases clients have sued the security company for damages due
to failure to safeguard client assets.

BASIC DUTIES
Personal Appearance: Our appearance is one of the most important aspects involved in
creating a professional image. You will be judged, as will your employer, many times on the first
impression you make on a client or their customers. An excellent way of projecting a good image
is by your appearance. The traditional image of security guards is the guy in wrinkled ill-fitting
uniform, with a coffee cup in one hand and a pastry in the other. There is also the image of the
security guard sound asleep at his post. The time has come that you as security officer must
change that image.
If you dress and speak unprofessionally, people will not view you as a professional. How
many times have you seen a security officer in a mall or other public places that have their shirt
hanging out? Their hair is two-toned orange and green. Their baggy pants are hanging six inches
past their waste with their underwear exposed to the whole world. Except for the wrinkled
uniform, is there any way to tell what that person does? In addition, how many times have you
driven by a construction site only to see the security officer in the front seat of his unmarked car
sound asleep?
On the other hand, if you take pride in your appearance and yourself, people will treat
you with the respect you deserve. Remember, respecting others will help you obtain their respect.
Respect also must be earned the old-fashioned way. No one can demand it. Security Officers
must maintain their uniforms and equipment. Uniform items, which are in need of repair or are
ill fitting, should be replaced. Security officers must wear the complete prescribed uniform:

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 1. Trousers: should have a sharp crease, and the length should be one inch below the
top of the shoe, with a slight break.
2. Shirts: should always be crisp looking, particularly around the collars. Pockets should
not be overloaded, and flaps should lie flat. A tie for long sleeve shirts adds to the
officer's professional appearance. Short sleeve shirts should be worn with the collar
open and with a white undershirt.
3. Shoes: Should always be black with a professional shine. Leather is preferable.
4. Coats: Should be well fitting and clean.
5. Good personal grooming standards are an absolute must. Personal hygiene must be
excellent at all times.
6. Hair for male officers must be neat and trimmed to not exceed the collar or ears.
7. Hair for female officers may be worn in any style or length so long as:
a. Safety is taken into consideration
b. Hats must be worn properly.
c. Color and style is consistent with conservative and professional standards.
8. Jewelry will be of a conservative and professional nature; female employees will not
wear dangling earrings. Male employees should not wear any earrings while on duty.
No pierced nose studs should be worn while on duty and tattoos should be covered.
9. You should not substitute any personal items for company issued items without first
consulting your supervisor.

Professional Bearing: Maintain a professional bearing. Professional bearing is the

behavior, attitude, and posture one would expect from that occupation. When you see someone
in the military, even in civilian clothes, how can you tell they are in the military? First, it is their
military bearing. Second, it is their haircut. Usually they will have a high and tight. Next is their
posture. They stand up straight and they do not slouch. Next is the way they dress. Even if they
are not in uniform, you can tell because they still look sharp. Finally the way they talk, yes,
ma’am, no ma’am, yes sir, no sir, please and thank-you. They show respect to everyone. They
know that they represent their nation’s fighting forces and their behavior, attitude, and posture
must show that they are proud of what they do. That is the military or professional bearing.
The same idea should apply to private security guards. How can you tell a security officer
who is proud of what they do? It is their professional bearing. Their attitude, behavior, and
posture show it. Keep in mind that your main task is protecting the assets of your client. Our
attitude should let everyone know that you intend to follow the rules, and that you expect
everyone else to do the same. However, do not be so stern that you are abrasive. Exhibit take-
charge, no-nonsense control, but also display courtesy and kindness. It is essential to be friendly,
but never to the point where someone might expect you to bend the rules or accuse you of
fraternization. If you make the mistake of being too friendly, someone might try to put
something over on you. Treat everyone alike. Be friendly but keep everyone at a professional
arm’s length.

Reporting For Work: Security officers are required to be at the job location, in proper
uniform and ready to work, at the starting time of the shift. The professional security officer
usually will report to work a few minutes early. At the beginning of each shift, the oncoming
security officer must receive a shift briefing as to the activities that have occurred on the
previous shifts. This should be accomplished by receiving all necessary information from the

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security officer being relieved and reviewing the previous shift’s reports. Any messages and
information to be passed on should be done verbally and in writing, in the Shift Log Book, and
acknowledged on the DAR.
The professional security officer should report to work with a flashlight, notebook, and
pens, one with black ink and one with red ink. The security officer's license card must be carried
at all times while working. (This is important because it can cost you $10,000 if you are caught
without it.) Check all post equipment when first arriving at the post to determine if your
equipment is in good working order. Always count the keys! If your company has a policy to
sign for keys, make sure you fill out the necessary paperwork.
Basic Duties: Security officers have many duties and responsibilities. However, the most
important thing to always remember is that a security officer is not a peace officer. The security
officer is not public law enforcement. The security officer is a private employee who works for a
private security firm and is hired by a private enterprise to safeguard personnel, property, and
proprietary information of the client and to enforce the client's safety, security rules, and
regulations. This is your primary and most important duty. This is accomplished mainly by
observing hazards and violations and reporting these matters to the designated client
representative. Security officers serve as the client's "eyes and ears" for safety and security
matters.
The main role of a security officer is prevention. If prevention is not possible, the role of
the security officer is to observe and report, serve and protect. Observing and Reporting are two
of the security officer’s most important functions. The security officer should always be alert for
anything that might pose a threat to the client's property or personnel. The security officer will
use all of his/her senses, physical presence or defensive actions to prevent company rule
violations and unlawful acts.
In order to do your job you will need three important skills:
1. The powers of observation: you should always be aware of your surroundings.
2. Exercise good judgment: Don’t be in a hurry. Think before you act.
3. The ability to communicate effectively, especially in written reports, is important
because your reports communicate to others all of the events that took place during your
shift.
4. Report writing is a process, not a singular event. Continually take notes.
5. Fully, understand the mission and purpose of each post assignment. Know your post
orders.

Post Orders: you will find written orders at each job assignment. Our specific orders
will differ from job to job. Be certain that you read the post instructions for each assignment and
thoroughly understand what the client expects of you during your shift. The purpose of written
post orders is to establish policies and procedures for the security officer to use in protecting
personnel and property. A complete understanding of the post orders by the security officers will
help them properly evaluate problem situations, make sound decisions, and assure that their
actions are reasonable and inoffensive. It is the duty of each security officer to read and
understand the provisions of this document and other authorized written communications
directed to him/her. If any item is not understood initially, the security officer should obtain
clarification from their supervisor or from the client.
All security officer duties will be directed by your post procedure manual unless specific
exceptions are requested by the client. In this case follow the new instructions and make an entry

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on your DAR (Daily Activity Report) detailing the instructions and notify your supervisor as
soon as possible. If you are faced with a situation that is not covered in the post procedure
manual, use common sense and contact your supervisor. He or she will assist you in making a
decision on what course of action you should take.
IHC Alarm Procedures (Alarm Only)
Park City Surgical Center
1234 Sidewinder Dr, 2nd floor
Park City, Utah 84060
Ray S 801-657-xxxx POC in the case of any alarms
POST ORDERS:
Monday – Sunday Alarms only
This post requires us to check the IHC bldg. as soon as you get a call stating the alarm is going off
1. you will receive a recorded phone call from alarm at IHC:
"This is 615-xxxx. Power is off. Alarm is on. Enter acknowledgement code:"
If there is a particular zone this message will also say the zone where the alarm is
going off, such as zone 2.

2. Next enter 555 to acknowledge that alarm and call Ray S

If you are in Heber when you get the call swing by and pick up Ray to go with you.
3. Next go to the IHC in the building behind Pizza Hut
4. When you get to the building drive to the underground parking
5. Input the code: *1234#. This will raise the gate.
6. Park and go up the elevator to the 2nd floor.
7. As you come out of the elevator go right and with the IHC card swipe it
past the red light on the black boxes.
8. As soon as you go through the door the alarm will go off.
9. To turn off the alarm enter 7xxxx> command. It will ask you if you want all. Enter yes.
10. Go in and check around to make sure no one has tried to enter illegally and check
the
refrigerators. They must be cold. They keep specimens and they need to stay cold
11 After you are satisfied that everything is secured, exit the sterile area back to the
elevators.
12. Before you leave you must re-arm the alarms.
Enter command>7xxxx>it will ask to arm or disarm. Choose arm. Then it will ask you
all choose yes. Then it will give you 45 seconds to exit the room.
13. As you exit the sterile area make sure the door closes behind you.
14. Then exit the building. Call Ray Sweat to let him know that the alarm is armed and
everything is secure.

Report/Record on the Alarm Report

Sgt. Russell Rose at 435-671-xxxx or Sgt. Jake Taylor at 435-671-xxxx or Cpl. John Lemon at
435-962-xxxx. If they cannot be reached, call Bill at 435-671-xxxx or Perry at 801-420-xxxx
Figure 4: Example of Post Orders
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 Memos and Pass-Down Book or Shift Log: Memos are short-term instructions given
directly to the security officer by the client. These instructions should always be in writing. If the
client gives such directions verbally to an officer, he, or she should immediately record the
instructions on his/her Daily Activity Report (DAR). If such verbal instructions affect more than
just the officer's shift, write the instructions in the Pass-Down Log so officers can be made aware
of the new/special instructions. Officers should initial the instructions after they read them. On
some posts, there may be a specific memo file for these special instructions. If the client should
have inadvertently forgotten to include the time and date when instructions will no longer be
effective, ask the client for this information, and write it with the instructions in the Pass-Down
Log. If the client uses a memo form of communication; when the memo becomes outdated and
no longer in effect, it should be stapled to the security officer's Daily Activity Report (DAR) and
turned back in to the client.
All changes, modifications, alterations, or additions to the security officer's duties, as
may be required by the client, are to be brought to the attention of your Supervisory personnel as
soon as possible. You are required, prior to starting your tour of duty to review the Pass Down
Book and initial every entry made since the last tour you worked. You will then indicate in your
DAR that you have reviewed the Pass Down book. At the beginning your tour you will enter into
this book all special instructions you receive, who gave you the instructions, and any information
that you need to pass on to your relieving shift and supervisor. Always indicate on your DAR
whenever an entry is made to Pass Down book.

Security Officer Manual: Most security companies provide officers with an Officer's
Manual, also known as a Continuity Binder. The manual must be on the post and in the
possession of the assigned security officer at all times. Security officers should refer to it
frequently for general rules, regulations and established policies of their employer. Other items
that can be placed in this manual, a copy of the officer’s license, maps, extra forms, any
reference material the officer might need to help him or her do their job.

Post Equipment: Officers are held accountable for all post equipment entrusted to their
care during their shifts. The officers, to protect him/herself from liability or disciplinary action,
should report to the office or Field Supervisor immediately any lost or damaged equipment found
at the start of his or her shift.
Generally, the security officer should sign the Daily Activity Report with the statement,
“All keys and equipment received.” Officers are always responsible for the keys and equipment
that belongs to the client. The officer having the keys is a representative of the security company.
Thus, the security company is financially responsible for damages resulting in the loss of the
keys and equipment.
1. Before signing for equipment, check it to ensure it is clean, dry, and serviceable.
2. It should be in your possession or close by at all times.
3. Be sure that all the keys are on the ring. - Count them!
4. Be sure all equipment is in good working order such as flashlights, radios, pagers, Clock
Tour System
5. If your employer has issued you rain gear, it should be clean, dry, and serviceable.

Duty Station: The appearance of your duty station is almost as important as your
appearance. You and your work environment go together. If you're stationed at a gate or an out-

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of-the-way place, you still come under scrutiny. In your work area, are the walls papered with
risqué photos and calendars? Are telephone numbers scrawled at random around the interior? Is
the desk or counter cluttered with miscellaneous junk in which official business sometimes gets
misplaced? Is your station well equipped or cluttered with cooking and coffee-brewing utensils?
Do you have a radio or television set that doesn't belong there? Are your post orders handy and
neat or "dog-eared"? Does the roof leak? Are the windows clean? Does the woodwork need
cleaning, polishing, or painting? Take a hard look at your station. I hope that it makes a good
impression on those whose respect is valuable to you.
If your duty station is a motorized patrol, what does your vehicle look like? Does it
comply with the marking a labeling standards in the Utah Code? Is it clean, inside and out? Have
you checked the oil, tires, belts, transmission fluid, brake fluid, washer fluid, and other things
under the hood? Does everything work properly? Remember your vehicle is your office. Do you
have everything you need to do your job? Our vehicle is a moving advertisement for your
company.

Client Equipment and Property: Security officers should be extremely careful about
disturbing desks, drawers, papers, lockers, cabinets, materials, anywhere in the client's facility,
except those specific areas assigned to the security officer for use and storage of post equipment.
Personal use of the client's equipment including telephone, typewriters, fax machines, copying
machines, computers, or any other equipment is usually grounds for removal from the client
location. Of special interest to the client is misuse of computer and network privileges. Most
clients track Internet usage and sites visited. It is a very serious matter when a security office
abuses client property; usually resulting in the officer’s discharge for misconduct. Client
equipment authorized for use by the security officer is that which is specifically necessary for the
proper performance of the post duties.
Security officers are strictly forbidden from operating forklifts or similar equipment on
duty. You are concerned with security not heavy equipment operation or warehousemen duties.
The only exception would be a written request by the client to management, who must determine
that the individual is qualified and authorized specifically to use the equipment.
Key Control: Key control is one of the most important duties you have. Most facilities
have keys assigned to security. These keys will be to buildings, offices, or gates. You will need
them to do your patrols. Loss of these keys is most serious and may expose the client’s property
and you to liability. Never lend a key to an employee or unauthorized person. Never take the
keys home after your shift. If it is a requirement to allow access to a locked area you should do it
personally and remain present until the person leaves. Always make an entry in your DAR with
an explanation who, what, where, why etc.
When you receive or transfer the keys to another officer or the client representative check
to ensure all keys are accounted for. Note on your DAR you have received or passed all keys. If
you are issued a special key make sure you log it in your DAR and notify your supervisor as to
reasons, purposes, etc.
Never take keys home or duplicate a key. If a key or keys are lost, report this
immediately to your supervisor. If you relieve an officer who cannot produce all keys it should
be noted in the DAR and your supervisor notified immediately. Officers are held accountable for
all post equipment entrusted to their care during their shifts. The Officers, to protect him/herself
from liability or disciplinary action, should report to the office or Field Supervisor immediately
any lost or damaged equipment found at the start of his or her shift.

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 In many of your operations, the security officer is entrusted with a number of keys to the
facility. It is vitally important that these keys be safeguarded. It is not only embarrassing to you
and to your employer if these keys are lost--it is very costly. Every lock to which the security
officer had keys will have to be replaced with a new lock. When master keys are involved it
becomes even more costly, since all locks will then have to be changed. In some instances, the
cost could be in the thousands of dollars. In addition to that the client may even sue the security
company for damages which could put your company out of business and you out of a job.
When you accept the position of a security officer, you are also accepting the
responsibility to protect a facility, its employees who work there, and the equipment issued to
you that includes, among other things, the keys to the facility. If they fall into the hands of the
wrong person, irreparable damage may be done before the locks can be changed.
Keys can be carried on a retractable clip-on key holder. The key holder is to be fastened
to your belt and worn throughout your tour of duty. If you are assigned to a post that requires that
you carry keys, and you do not have a retractable key-holder, ask your supervisor for one. Even
with a retractable key-holder it will still be possible to misplace or lose keys unless care is
exercised. You should not remove the keys or key holder from your belt, except to turn them
over to your relief, the client, or to put them in a designated place for safekeeping. Most security
service report forms provide a place for recording:
 Number of keys received:
 Received keys from:
 Keys turned over to:_____________ and Time received:_______________
When each security officer to whom keys are entrusted accurately record the information
listed above, it helps maintain control over these keys and assist in their recovery if they are
misplaced. From the time the Officer signs the Daily Activity Report, which states "All keys and
equipment received.” He is constantly responsible for the keys and equipment that belongs to the
client. The Officer having the keys is a representative of the security company thus; your
company is financially responsible for damages resulting in the loss of the keys and equipment.
 Be sure all equipment is in good working order including but not inclusive: flashlights,
radio, pager, Deter Clock, rain gear in wearable condition, etc.
 Be sure that all keys are on the ring. Count Them!
 Before signing for all keys and equipment they should be physically in your possession.
 Check to see if ring or device holding keys has been tampered with.
 If keys are lost the Supervisor must be notified immediately so a search may be started.
 If the post is not 24 hours around the clock, the last officer on duty will return the keys
and any client equipment to the client’s representative, in person. They should also be
picked up in person by the starting officer. Verify it is the right set and right number of
keys.
 Keys and equipment must be kept in the Officer’s possession at all times. They are not to
be lent to anyone at any time. The Security Officer will open doors when necessary and
authorized. Record this information on your DAR.
 Keys should be attached to large ring, stick, or other device designed to prevent loss or be
inadvertently taken home.

Receptionist Duties: Officers assigned to reception lobbies must display exceptional

finesse in dealing with people. A neat appearance and good manners are "musts." The ability to

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handle a maze of situations promptly and smoothly also is invaluable. It's a showcase role. If you
look sharp and communicate efficiently, you'll make an immediate favorable impression.
One of the first things you should do as a receptionist is to put visitors at ease. You do
this with a smile and a cheerful "Good morning (afternoon or evening)" which makes the visitor
feel welcome. Then express a sincere desire to help in any way.
Most people who enter a business lobby come to buy or sell. It's important to direct a
customer to the proper manager or department at once. Also, help salesmen make the right
contacts as soon as possible. Much of your day as a receptionist is spent on the facility telephone.
Here's a suggested way to announce a visitor:
"Mr. Smith of the Smith Brothers Company is in the lobby to see Mr. Johnson."
That short message gives Johnson's secretary all the information she needs to alert her
boss that someone is waiting to see him. It is considered bad public relations to ask a visitor,
"What do you want?" He feels uncomfortable explaining the purpose of his visit (which may be
confidential) in the presence of strangers. A better technique, if the visitor is unexpected, is for
someone to come to the lobby and address him privately. A secretary or assistant of the person
the visitor wants to see should do this. To save time and avoid embarrassment, the organization's
policy on this matter should be explicit in your post orders.
Following are pointers to help you create a good impression and to perform well as a
lobby receptionist:
 Be pleasant, but businesslike.
 Be sure all visitors sign the register, if a register is kept by the company you are
protecting.
 Be sure proper visitors' badges are issued and returned, if required as a security measure.
 Be sure the lobby is neat at all times.
 Be sure you look presentable.
 Don't be overly familiar with employees or visitors.
 Don't disclose privileged information of any kind.
 Give all visitors your complete attention.
 Have current magazines or company literature on hand to make waiting less boring for
visitors.
 Keep the reception desk uncluttered.
 Make them feel welcome.
 See that business cards and messages left for executives get to the right parties as soon as
possible.
 Wear a smile as if it fits you.

Good public relations are not complicated, nor should they be. It boils down to the
application of common sense by each officer, in his or her own way, to each day’s routine. An
excellent starting point is a professional attitude toward your job. That makes it easier for you to
do a good job. You'll find consistent development of these qualities extremely rewarding in your
work.

Neat Appearance: Our appearance is a subtle, silent form of visual communication. It

conveys to other people a quick “reading” about you. How you look sparks an instant impression,
positive or negative, in the mind of a beholder. Is your uniform clean and neat? Cap brim
polished. Is your hair well groomed? Are your buttons buttoned? Are you wearing a proper

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uniform tie and stockings? Shoes shined. Take a hard look at yourself. If you were a stranger or
one of your own supervisors, would you be pleased with your appearance? The man or woman
who looks sharp gets the most respect from the start.

Courtesy: Some people think professional bearing and courtesy don't go together. While
you are on duty, they must go hand in hand. Since you're employed to protect the lives and
property of others, you must enforce certain control. To do so, you must look the part in
appearance and bearing. Nevertheless, you cannot forget the value of being courteous at all times.
Being courteous is neither puzzling nor difficult. It means having a sincere desire to please. It
means being cheerful with company personnel and the public. However, don't be overly talkative.
Strive for disciplined politeness. Learn to control your temper, no matter what the provocation. If
someone gripes about something, listen to the complaint. Explain the company rules pleasantly
but firmly. Show a willingness to help in any way you can.

Attentiveness: Attentiveness is the art of being a good listener. This is a capability you
should master to handle people successfully. When someone is explaining a problem to you, do
not interrupt before he has defined the problem. If complex information is being given to you,
ask the speaker politely to bear with you while you write down the main points. Continue to
listen to an unusual inquiry, even though you know you'll have to bow out of the situation. Listen
to the person even though they may talk fast or have an accent that makes it difficult to
understand. Remember the gist of what he said. Read back your notes to make sure you have
understood what has been said. If you can do these things, then you're a good listener.

Patience: Patience is the quality of calm and self-control. Patience is keeping your "cool"
when you're coping with an obnoxious person, a line of impatient people, a tangle of frustrating
details, or any departure from easy routine. Patience is calming down a distraught mother who
has lost a child in an airport terminal. Maintaining your composure and professional bearing is
needed when conducting a thorough search. Patience is excusing yourself to answer the phone
while you are signing-in and carding a VIP. His patience also may be sorely tested in this
situation!

Tact: It has been said that tact is the art of telling a person where to go in such a way he
looks forward to the trip. The textbook definition is, “Tact is the ability to deal with others
without offending. Tact entails sensitivity to other people's feelings and helps them save face. It
rounds out patience. A more common way to define tact is “the art of telling a person where to
go in such as a way as he looks forward to the trip.” Ether you prefer the textbook or the
common version, tact is important in handling your customers.
A classic example is illustrated by a story told by Tom Wathena of California Plant
Protection, who learned of security guard’s tact through a complimentary letter from the board
chairman of a large client company. The VIP had to meet the manager of one of the firm's
suburban branches on a Sunday morning. They agreed by phone to get together at the manager's
office. The plant was closed that day. At the factory, only one gate was open. The security
officer on duty didn't know the visitor but greeted him pleasantly. The stranger gave his name.
He said he was an executive in the company (without revealing his position) and that he had an
appointment with the plant manager.

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 The officer said that no one was in the facility. Nevertheless, he phoned the manager’s
office. There was no answer. The visitor asked if he could wait in the lobby. He said he was sure
it would be all right. "I'd hardly spoken the words before I realized there was no way for him to
know I was telling the truth," the VIP wrote. The security officer said that company rules
required him to keep all visitors at the gate until he got permission for them to enter. He
courteously asked the stranger to park near the gate and wait there. "It occurred to me that the
officer had done exactly the right thing," the VIP continued. "He'd been both polite and firm. By
phoning the manager’s office when he knew there would be no answer, he was trying to be
helpful as well." In a few minutes, the tardy manager arrived and explained that he'd had a flat
tire and couldn't get to a phone.
The VIP closed his letter by praising the outstanding performance of the security officer.
That officer demonstrated a classical example of tact. He obeyed the rules, even though it meant
keeping the chairman of the board outside one of his own facilities.

Discretion: One of the most important things a security officer must do is keep buttoned
lips. You must watch what you say, when and where you say it, and to whom you say it. That's
discretion. The dictionary defines discretion as prudence, especially cautious reserve in speech.
Unlike talkative people who can't resist telling all they have seen, heard or done, security officers
cannot reveal information loosely. Being gabby is contrary to the basic purpose of protecting.
High on the list of people to whom you shouldn't disclose information are polltakers, market
survey researchers, union organizers, and phone callers requesting unusual information. Also,
don't talk freely with the press (see Media Relations). Be courteous, be businesslike, but be wary
of what you say to others. Avoid unauthorized disclosures. Always be sure to report any attempt
to get information from you.

Impartiality: Our responsibilities require strict impartiality. Treat everyone alike. It's
closely related to discretion. A prime example of when to be impartial is during political
campaigns. Avoid discussing politics with employees at the facility to which you are assigned.
Our functions include being in charge of others. Our uniform is a symbol of authority. Our words
and actions demand impartiality. Don't wear political buttons on your uniform. However, don't
criticize employees who display such things on their clothing. On the positive side, it's
commendable to take an interest in the issues and candidates. Exercise your priceless heritage to
vote but don't let your political opinions interfere with your work. Our own sound judgment will
tell you how far to go without impairing your effectiveness on the job. Our impartiality while on
duty makes you a more skillful manager of people and a better officer.

Reliability: The single most important quality demanded by your position is reliability.
you must be completely trusty worthy. You’re expected to be on duty when you are supposed to
be. If not, you can’t protect the client’s assets. Security officers must be completely trustworthy.
Desirable traits include attention to details, vigilance, promptness, loyalty, documentation,
cautious curiosity, inventiveness, and temperance. Reliability ties them all together. You are paid
to be dependable.

Interpersonal Communications: Security officers must maintain a formal but a pleasant

manner when dealing with employees or visitors. Security officers should attempt to be helpful
at all times. The use of "please" and "thank you" will assist in carrying out assigned duties by

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soliciting cooperation from others. Security officers must avoid being overly familiar with client
employees, as to do so makes the enforcement of security regulations more difficult. Diplomacy
rather than rigid inflexibility is desirable. Security officers should make a written report of non-
compliance instead of confronting an employee to comply. If immediate corrective action is
necessary, telephone the client's security representative or your company supervisor for
instructions.

Rapport with Fellow Officers: No other human relations are more vital to your function
than harmony with your fellow officers. Often recognition from them is the only "pat on the
back" you get for a job well done. Hopefully, your colleagues will relay such compliments to
your supervision. You should cooperate with your fellow officers because, as a team, you
provide superior security service. You depend on each other. Without esprit de corps and
comradery, group enthusiasm and overall efficiency drops dramatically. The reason is very
simple. When people feel isolated, when they feel they can’t trust their fellow officers, their self-
esteem is mirrored in disregard for co-workers, who in turn wonder, “What’s up with him?”
Remember that people go where they feel welcomed and stay where they are appreciated.
Because a rapidly growing number of females have become security officers, there has
been a corresponding increase in incidents between the sexes. Male officers especially must be
careful not to touch, make lewd remarks, use foul or blasphemous language, or even make
amorous advances to their fellow female officers. Such conduct could be considered sexual
harassment, violating state and federal laws. Supervisors are urged to watch for such infractions.
When it comes to the opposite sex, remember your professional bearing and the arm’s length rule.
you'll find that rapport with your fellow officers, or lack of it, actually affects your
disposition. Think about that. Do you want to be characterized as pleasant or sour? The choice is
entirely up to you. Our disposition has a direct bearing on everything you do. If you practice
positive attributes, the biggest benefactor will be you. Another thought worth remembering is
that you and your fellow officers protect each other. Doing your job right aids those officers who
follow you, your supervisors and your employer. A sociable organization strengthens job
security for all.

Dealing with Aggressive People and Stressful Situations: Confrontation means that
one or more people will meet you face-to-face in an unfriendly manner. Sometimes a single
person will approach you with a problem and rave at you with hostility and threatening gestures.
Sometimes a group of people will rave and threaten. As a rule, individual confrontation involves
a person with a gripe or complaint. Groups that confront people are usually demonstrators who
want to broadcast their feelings about something the group is strongly for or against.
Most confrontations you will encounter will be of the individual type and you will be the
person to bear the brunt of his/her hostility. You will experience group confrontation when you
work with labor disputes and strikes and group demonstrations for political or social causes. In
any case, expect anger, threats, foul language and demands for justice. A group is often more
volatile and intimidating and is more likely to develop into a mob which can turn ugly on you at
a moment’s notice.
Confrontational situations must be met and handled with great care. Great calmness and
patience are required on your part. Don't cause the confrontation situation to escalate. Learn to
recognize signs of confrontation. The sooner you realize that you are being confronted the
stronger is your position to control the confrontation. People begin a confrontation in various

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ways. In all cases, the person or people involved are upset, emotional, and ready to cause
disagreement. If you fail to recognize the early signs of confrontation, you may escalate the
situation unknowingly and put yourself in unnecessary danger.
Security officers deal with people from diverse social, economic, and cultural
backgrounds. People with these different backgrounds and life experience respond to stress
differently. The ability of a security officer to recognize and respond to these different situations
is critical to his/her success as a security officer.
In dealing with a “stressed individual” it is important to be observant of the behavior of
the person being confronted and the professional security officer must manage his/her own
behavior. During any confrontation, it is vitally important to remain calm and neutral. Avoid any
arrogant attitude and do not challenge the individual especially in the areas of race, age as this
could open you and your company to class action law suits for violating the person’s civil rights.
Therefore, it is important to recognize the 3 stages of aggression and aggressive behavior:
1. Anxiety
2. Verbal Aggression
3. Physical Aggression

Anxiety - Usually anxious people will frown, lose or increase eye contact by staring, or
lowering their heads. Their faces will be flush; Veins are more noticeable especially in the face
and neck. They become restless and fidgety, breathing will deepen. Visual agitation becomes
more obvious.
Verbal Aggression – As these people become more and more agitated, they will
demonstrate increased animation and may become belligerent and demonstrate verbal aggression
with yelling or screaming, swearing, perhaps making threats.
Physical Aggression occurs when dialog and communication fails. Signs include:
Verbalization and communication stops. The aggressor will break eye contact and look at you as
a target. The shoulders will shift, and he/she will take a frontal stance. He or She may bounce or
rock, then stop and lower the body mass preparing to strike out.
The use of verbal diversions such as firm commands causes the person to re-focus their
attention away from the aggression. Always remember that drugs and alcohol can cause
unpredictable behavior and exacerbate the aggressive behavior. The security officer’s response
should be the same as other acts of aggression. However, it is important to take every extra
precaution for ours and their safety due to the poor judgment of the impaired or intoxicated
person.
In handling a confrontation it is important to maintain a calm atmosphere and be assertive
but not aggressive in your responses.
1. The first response is always to identify yourself and ask if you can assist the
person.
2. Maintain a calm reassuring voice.
3. Communicate at their level with respect.
4. Be courteous.
5. Be an active listener; use the person’s name if you know it.
6. Focus on the person’s needs, be empathetic and respectful.
7. Smile. Be positive in your attitude.
8. Set and enforce reasonable limits - try to find a way to mean no, without saying
“no.”

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 9. Use open ended questions like:
 “How may I help you?”
 “Tell me more about the situation” and
 “How can you make the situation better?”
 Always LISTEN.

What Do You Protect? You protect assets - mainly people, property, and information.
Facilities and assets vary. They are different for a bank, a factory, a hospital, an office building,
airport, a construction site, a pipe line, an oil field equipment yard, or even a herd of livestock.
Classified and proprietary information also may be entrusted to your care. However, the business
owner values employees and patrons (human life) more than money, information, equipment, or
supplies more than anything else.
Protecting assets involves controlling losses. You protect profits, which enable the
company to grow, to hire more people, to buy more equipment, to produce more goods or
increase services, and to pay higher wages. You must ensure, in large measure, that this chain of
progress is not broken. Losses due to pilferage, fire, work accidents, vandalism, or even
falsifying time cards shrink profits. Any losses diminish job security for the client’s employees,
and to some extent the continued presence of contract security personnel.
Business management recognizes the necessity to minimize losses. Our presence on the
property serves notice that the client has taken precautions to protect its personnel, property,
trade secrets, and profits. You should be extra curious, observant, and quick to report anything
and everything that might represent a loss or potential loss. The greatest source of corporate
losses is internal stealing. This widespread abuse, called economic crime, costs the nation an
estimated $67 billion annually. Everyone picks up the tab: business owners, employees and the
public.
Protection of Client Information: The whole issue of protecting sensitive information
has become more critical in recent years. American businesses are under assault by foreign
intelligence agencies, foreign businesses, domestic competitors, and industrial spies of all kinds.
One in ten business failures results from employee theft of information. Often, secrets worth
millions, even billions, have been sold for relatively small sums. Huge amounts of data
concerning vital operating plans, products and prospects have literally been given away.
Businesses are quickly recognizing their vulnerability in this area and are taking responsible
action to limit their exposure to the threat.
Every year Western technology with military applications worth millions of dollars
disappears beyond the borders of the Soviet Union and its allies. Sometimes the Warsaw Pact's
procurement effort is so effective that the embargoed equipment is even returned to the West for
repairs. Sometimes the equipment is stolen: often purchased illegally through Communist or
Islamic owned trading companies. Sometimes, a third party is induced, willingly or not, to
purchase the desired equipment for transshipment to a Communist country such as China, Cuba,
or North Korea or Islamic countries such as Syria, Egypt, Iran and others. High tech companies
must protect themselves by action in several areas such as computer security, information
security, and corporate espionage.
A recent survey of retired business managers concluded that industry has not been able to
regulate and control abuses such as industrial espionage. The survey was supported by a grant
from the National Institute of Justice, and all those surveyed had retired from senior positions
with Fortune 500 listed companies. These managers were asked how they view corporate ethics,

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illegal behavior, and their relationship with government regulations. Their responses indicated
that Industrial espionage is very common in many sectors. While they generally rated their
former employers higher than the industry whole, they still regarded only 25% of businesses as
"very good."

Industrial Espionage is the secret removal, copying, or recording of confidential or

valuable information in a company for use by a competitor. The Targeted information
includes:
1. Manufacturing data
2. Design manuals
3. Plant operating instructions
4. Test results
5. Production reports
6. Raw materials specifications
7. Customer and price lists

Threat of espionage may come from:

1. Industrial Spies
Undercover Operatives
Surveillance
Trespassers
Visitors
Customers
Subcontractors

One of the most vital areas security officers help companies protect are trade secrets:

Elements
1. Secret, not known to others
2. Used in the business of the owner in order to gain an advantage over
competitors
3 Continuous or consistent business application

Determining factors
1 To what extent is it known to outsiders?
2 To what extent is it known by your employees?
3 What protective measures have you taken to preserve it?
4 What is the value of it to you and your competition?
5 How much time and money was expended in developing it?
6 Can it easily be legitimately acquired by others?

Reasonable Precautions
1. Restricted access
2 Warnings and markings
3 Advise people that information is secret
4 Secure storage and disposal

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 5 "Need To Know" access
6 Non-disclosure agreements
7 Exit interviews with employees to remind them not to divulge trade secret
information
8 No time limit when certain is no longer secret

Patents
1. A grant made by the government to an inventor for the exclusive rights to an invention
for 17 years
2. To be granted a patent must
a. Relate to new technology
b. Useful and novel
c. Result from actual invention

Proprietary Information
Common law
a. Treated as property with independent value
b. Those entrusted with it are in a fiduciary relationship
c. Risks
d. Inadvertent disclosure
e. Theft by insider
f. Theft by outsider
g. Relief for Damages
h. Injunction (maintains value)
i. Award of damages (payment for use or punitive payment)
j. Proprietary Information is information a company considers private and
confidential that is not to be revealed to competitors

You are responsible for the protection of such information. You must recognize that you
are exposed to many business matters that are private in nature. You are obligated to be discreet.
Things you see and hear on duty should be reported to your supervisor or the security manager.
But never tell others about operations and happenings at the company to which you're assigned.
It's nobody else's business, and that's the key. Guarding your tongue is acting in everyone's best
interests. Doing so is expected and respected. During WWII they had a saying, “Loose lips sink
ships.” In the world of private security officers, “Loose lips, may sink your client and put you out
of a job.”

Typical Proprietary Matters: Here are some of the things corporations, particularly
manufacturers, want to keep out of the hands of their competitors:
 New product designs
 Product performance
 Experimental models
 Advance product or service prices
 Unique research and development
 Pending bids on new contracts
 Concepts for new advertising campaigns

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  Advance knowledge of imminent financial ventures
 Personnel records

You must protect the confidentiality of everything in this list and more. Even the
knowledge of unusual visitors, in some cases, must be kept hush-hush. If you're aware of any
leak in company trade secrets, report it to your supervisor, who will relay the indiscretion to
proper management. Remember, part of your job is protecting proprietary information because
such knowledge is nobody else's business.

Classified Information and Security Clearances: Companies that have contracts with
any branch of the Department of Defense (DOD) are often required to use and safeguard
classified information-military secrets. If you're assigned to protect such a facility, you'll need a
security clearance. It's your access authorization. You cannot properly serve a defense contractor,
according to federal regulations, without such a clearance. Appropriate clearance is mandatory
for such duties as checking safes or file cabinets, inspecting restricted areas, burning classified
waste or guarding the passage of classified data through gates.
You must have a clearance equivalent to the degree of information you're protecting. That
is, if the highest level of information you're handling is secret, you must have a secret clearance.
Before or right after you're assigned to a defense facility, you’ll be required to fill out a long
federal security questionnaire to apply for your clearance. This questionnaire, which bares much
of your life's history in detail, must be answered completely and truthfully. You will be
thoroughly investigated by one or more federal agency to confirm the accuracy of your answers.
Omissions or lies will delay your clearance and may result in your dismissal.
Clearances are not automatically transferred from one company to another. If you are
cleared and are employed by a different defense contractor, you'll have to apply for the transfer
of your clearance to the new company. Contract security officers may be assigned to a different
client without having to transfer clearances. If your work at the second firm requires a higher
level of authorization than you previously held, you'll have to apply for a higher level of security
clearance. Most security officers assigned to defense plants have a secret clearance.

Need to Know
A security clearance is a respected trust. It doesn't, by itself, permit you to handle
classified information. But if you have a “need to know” such information because of your duties,
the clearance, in effect, verifies that the Federal Government considers you reliable and
trustworthy enough to protect that information.

Classified Information
Pentagon regulations change constantly. Keeping the lid on sensitive information is
always rigorous. Our 'bible" for protecting defense information is the U.S. Department of
Defense National Industrial Security Program. The manual for Safeguarding Classified
Information is called the NISPOM. The NISP goes into infinite detail on every aspect of
protecting classified information. Classified information is divided into three general degrees, as
are security clearances. They are:

Confidential - The lowest classification of information, which could be prejudicial to the

United States if lost or disclosed to the wrong people. The government grants security

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 clearances to companies and their facilities, as well as to individuals. It's wise for you to
keep in mind that persistent carelessness in protecting classified information can result in
a firm's losing its security clearance. The same applies to a person.This type of
information is also covered by the Privacy Act of 1974 which includes personnel
information and also the HIPPA Act which includes

Secret - Information, which could cause serious damage to the United States if disclosed
to the wrong people. You will usually get to have this level of clearance if you work in a
defense facility.

Top Secret The most sensitive defense information, the unauthorized disclosure of which
would imperil the nation's security. Most security officers are not required to have this
level.

What to Safeguard: In the broadest sense, there are two things that constitute military
secrets: data (information) and hardware, such as a weapon or part thereof. Data can be in many
forms: Written words, formulas, codes, ciphers, maps, charts, diagrams, paintings, sketches,
photographs, films, and recordings. Computer programs and data are another type of data.
Hardware is divisible into systems and subsystems. As soon as you are assigned to a defense
facility, familiarize yourself as soon as possible with the exact nature of the classified materials
you're expected to protect and the specific procedures for safeguarding them at that plant. Each
defense company usually has its own security manual, applying provisions of the NISP to that
firm's products and services.

Individual Responsibility: Protecting classified information is basically the

responsibility of those to whom it is given in the course of their work. You are often that
responsible person. Our duty is very clear or should be. Accountability, for classified data,
entails round-the clock control of it. Typical activities include guarding storage vaults, safes and
locked files; receiving, forwarding, handling, reproduction and destruction. If, for any reason,
you cannot personally stand guard over classified information, lock it up. If you pass it along to
another cleared person, be sure he/she has a need to know. Get a receipt from that person, the
same as you would for money. Mailing requires a specific procedure, and again a receipt is
mandatory.
You also are responsible for helping other people, such as employees, keep secrets secure.
Our duties may include checking vaults, safes, files, and desks to ensure that classified matter is
locked up. You'll want to make sure that windows and doors to restricted areas are not left open.
You will be on the lookout for lock combinations employees carelessly scribble on their desk
calendars. You almost certainly will be asked to inspect wastebaskets where secrets sometimes
land as discarded sheets of paper, carbon paper, typewriter ribbons, and tapes. You may be in
charge of destroying classified waste deposited in special, locked containers. You also will
examine things people carry. You may be responsible for classified hard drives that must be
removed and stored in the classified safe at the end of the duty day.
Whatever your responsibilities, do them carefully and well. You are making an important
contribution to your country’s national security. The organization you serve may have made a
spectacular breakthrough in technology. That firm and its customer, your government, have a
commitment to the people of the United States to shield advanced military systems from the

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spies of unfriendly nations and terrorist operatives. You all depend on a strong national defense
as deterrence against powers that would destroy or enslave your society. Be proud of your
nation's scientific resources. They bolster your freedom.

Legal Precedents: you have a legal obligation to safeguard classified information. The
following types of federal laws regulate classified data, with stiff penalties spelled out for
unauthorized disclosure:
 Espionage and sabotage acts
 Nuclear Energy, Title 10, Code of Federal Regulations)
 Mutual security pacts with foreign nations
 Internal Security Act
 Export Acts
 Patent Secrecy Act
 Federal Criminal Statutes.

Be certain that you know your duties. Be sure they are properly described in your Post
Orders. Don't run the risk of a possible security violation because of ignorance. If you have any
doubts about a problem involving classified matter, call your supervisor or the security manager
promptly. Our sense of responsibility must match the confidence shown in you by the federal
government in granting your security clearance.

Handling Computer Incidents: The Department of Homeland Security’s Federal

Computer Incident Response Center suggests the following guidelines for security officers
responding to computer security incidents: The purpose of the outline is risk mitigation. At the
time of an incident or potential incident is identified, these actions are intended to minimize
damage and exposure and facilitate an effective recovery. Within the risk mitigation goal, the
incident response priorities are:
 Damage to systems or data
 Disruption of access or services
 Human life and safety
 Other systems and data
 Sensitive or mission-critical systems and data.

A computer security incident is defined as: “A real or potential violation of an explicit or

implied security policy.” FedCIRC categorizes incidents into five types, based on the results of
the incident:
 Corruption of information
 Denial of service
 Disclosure of information
 Increased access
 Theft of resources

The incident response process is composed of 10 sequential high level steps, which are
grouped into three phases:
 Phase 1: Detection, assessment and triage

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  Phase 2: Containment, evidence collection, analysis, investigation and mitigation
 Phase 3: Remediation, recovery and post-mortem

Handling Communications in a Crisis: In an emergency, there is a problem of seeing

that people with essential duties, are able to move to locations where they must assist with the
crisis. Security can control the movement of people. Duties in this category include:
1. Control access doors and vehicular traffic to facilitate access to the complex
by the fire and police department, and off duty management personnel in case
of fire, and emergencies.
2. Security shall carry out patrol observations for the orderly conduct of the
operations in the complex, including procedures for fire loss prevention both
by personnel employed by the company and outside contractors.
3. Control pedestrian and vehicular traffic during evacuation of the property or
parts of it during emergencies.
4. Control the activities of people authorized to be on the property, but who may
not be aware of procedures established for the prevention of fire.
5. Detecting conditions likely to cause a fire, such as leaks, spills, and faulty
equipment.
6. Detecting conditions likely to reduce the effectiveness with which a fire may
be controlled, such as portable fire extinguishers not in place, sprinkler valves
not open and water supplies impaired.
7. Making patrols over routes chosen to assure surveillance of all the property
8. Monitoring signals due to the operation of protective signaling systems
provided, such as alarms from manual fire alarm boxes, signals for water flow
in sprinkler systems, signals from systems for detecting fires and abnormal
conditions.
9. Operating equipment provided for fire control and extinguishing after giving
the alarm and before the response of other people to the alarm.
10. Prevent entry of unauthorized people.
11. Promptly discovering a fire and giving the alarm.

Generally the Post Orders will provide a list of things to do after calling emergency
response personnel:

1. Call the proper emergency response agency - fire department, bomb disposal unit
- whatever is appropriate.
2. In any emergency, always notify the local police.
3. Notify the proper plant authority, security manager, duty manager or whoever is
designated by the client security representative.
4. Notify your supervisor.
5. Prepare to open perimeter gates for emergency response personnel vehicles.
6. The greater the emergency, the more people you need to get involved. Don't be
afraid to call anyone. It is better to call and find out later that you didn’t need to,
than to not call and regret that you didn't when the emergency ends.

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 7. Keep yourself calm at all times, especially when you are phoning or sending radio
messages. Speak slowly and give the basic facts clearly and accurately. This is
extremely important. Remember, you don't want to panic the people you call.
8. Remember why you are there -- to protect people and property. Do whatever you
can to aid and assist in helping people to safety. Keep your voice calm and
reassuring.
9. Don't panic the people you are trying to help. If you do, you may well cause them
to injure themselves or even die from the rush of the crowd.
10. Do what you can to provide security for the property not yet touched by the
emergency.
11. Don't try to be a hero. Act intelligently and wisely. Follow the directions of those
who arrive to assume command.
The chief document that you must be familiar with is the part of the post orders called
emergency procedures. Sometimes this document is a separate book. Sometimes it is part of the
post orders. In whatever form, you must continually review this document. The emergency
procedures manual provides you with appropriate responses and procedures to all emergencies
that the client has anticipated. The emergency procedures section of your post orders will tell you
who to call, how to call and under what circumstances you are to call. Know these directions in
advance. There may be little time to check them in a sudden emergency because a crisis is no
time to learn your job.
A good plan is to have a few of the common emergency numbers written on a card. Carry
this card with you at all times when you are on duty. If you do, you can make calls from any part
of the plant saving the time it takes to return to your guard station to look them up. Police and
fire department numbers should be memorized although the telephone operator can always
connect you if you forget these important emergency numbers.

Telephone Procedures
1. Identify the client company.
2. Identify yourself: "Security Officer .
3. Ask, "May I help you?"
4. Assume that all calls are important.
5. Restate the message to be sure you understand.
6. Do not give out any information relating to personnel, equipment, or the present
strike situation.
7. Requests of this nature will be forwarded to the designated individual for handling.
8. Complete the call by explaining what action you will take.
9. Say: 'Thank you for calling."
10. Handle outgoing calls as prescribed in your Post Orders, unless otherwise advised by
your Supervisor.

Telephone Etiquette: Handling of the telephone traffic may be a primary function at

your duty assignment. If you are working an afternoon, evening, or weekend shift, you can be
certain that you will be required to handle some telephone traffic. In some cases, you may be the
initial representative of your client to be contacted by customers, potential customers, or his
higher headquarters. At other times, you may be the recipient of employee call-offs or
emergencies. If you have telephone responsibilities at the job site, you are the primary link

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between your client and the rest of the world. The way you handle the telephone traffic can
directly affect the image that the client maintains with the public and the relationship he
maintains with his employees.

Rules for Telephone Use: There are some basic rules to be followed when handling
telephone traffic. By following these rules, you will be able to perform this function well at any
location.
First, you must know the telephone system. There are many different types of systems in
existence today. Knowing how to pick up calls or transfer calls on one system does not guarantee
that you can do it on all systems. With some systems, procedures change after the switchboard
has closed. Make sure you fully understand all aspects of the telephone system. Do not allow
your trainer to leave until you are comfortable with the telephone. As a minimum, you should
learn the following:
1. How to answer
2. How to place a call
3. How to put a call on hold
4. How to transfer a call
5. How to page an individual
6. Extensions of key personnel

Know what your responsibilities are. You must know what calls you can accept and
which you cannot. At some locations you will be given the responsibility to accept and log
employee call-offs. At other locations you will be required to transfer the individual to a
supervisor. In some locations you may be required to take complaints or emergency calls from
customers. Make sure you know what disposition to make with these calls.
Be courteous and speak clearly. Answer the telephone promptly, within three rings if
possible. When answering, identify your company and yourself. EXAMPLE: “ABC Trucking,
Security Officer Jones, may I help you?” Put a smile in your voice. Always address men as “sir”
and ladies as “ma’am.” Use proper English. Say “yes” and not “yeah,” and “no” not “uh-uh.”
When talking on the telephone, you must make an extra effort to speak clearly and be
polite. The caller can only judge you by your voice. He does not have the ability to read your
facial expressions and therefore is limited in his ability to read your attitude. If you are going to
transfer the call or page someone, let the caller know. If you have to place the caller on hold, ask
if the caller will hold. Obtain all required information before placing the caller on hold. Don’t
forget them; explain delays every 20-30 seconds. Stay online until the call is completed.
Record all calls accurately on your telephone log or message form. Ask for proper
spelling of the caller’s name. Make sure you detail not only the subject of the call, but who you
passed the message on to. Read the message back to the caller to insure it is accurate. If it is an
emergency, inform the caller as to what steps you going to take.
Treat all calls as if they are important. They are. You must insure that all messages are
passed on to the appropriate person as quickly and as accurately as possible. Many clients have a
home office or a branch office in some distant part of the country or even from another country.
Be extremely careful to handle these calls properly. The caller's message is invariably important.
Take special care to see that the message is directed to the proper person. Don't be the cause of
your plant management's missing an important after-hours call.

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 Personal Calls: you are never authorized to make personal calls from your duty station
phone or from any other phone at your facility. However, it is sometime necessary to make an
emergency call to your home. If you make such a call, enter the fact on your log. If it is a toll call,
arrange to pay for the call. In any case, limit personal emergency calls strictly. Never make a
long distance call, not even an emergency call unless you have specific permission from your
security manager. Client’s facility management studies all phone charges. They receive a
printout from the telephone company that tells where a call was made to and where it was made
from. The time the call was made is also recorded. Making long distance calls and concealing the
fact is an act of theft. Needless to say, theft of any sort cannot be tolerated in a security officer.

Telephone Message Forms: All security officer stations that receive calls regularly
should have telephone message pads on hand at all times. If you have none at your station and
you regularly take messages, ask your supervisor to furnish these pads. They are absolutely
necessary for effective message transmittal. Be certain that you fill out the telephone message
form completely. Time and date are important, as is the message and proper spelling of the
caller's name. Some facilities require you to keep a telephone log during your shift. Be certain
that these logs are complete. Don't leave blank spaces.
Often you will need to transmit messages to plant personnel and supervisors. Be certain
that messages get passed on immediately if quick response is required. Closely follow the
message transmittal policy of your facility. There are hundreds of reasons for timely transmittal
of messages.
The chief reason is that messages are often related to production, which in turn is related
to cost. Undelivered messages can be costly. For example, you may receive a call-off message
from a production worker at 11 p.m. If this message is passed on at once, the production
supervisor can arrange to cover that person's position on the graveyard shift. If you hold the
message until midnight, it may be too late and a whole shift's production can be affected.

Calls Placed on Hold: Beware of putting callers on hold. Callers hate to be put on hold.
Don't ever answer a line by saying: "Hold a moment, please." Always identify the caller first,
then explain you are busy on another line and ask if you may place him/her on hold for a minute.
Don't simply say "just a minute" and snap the caller on hold. Often a call on a second line while
you are on the main line will turn out to be a higher priority call. In that case you may need to
put your main line caller on hold. So, be sure you are not placing a high priority call, or an
emergency call on hold. To be sure of this you must get a notion of the message before you place
a caller on hold.

Initiating Calls: Always assume that calls you make to other people are interruptions for
them. Identify yourself at once, apologize for the interruption, and state your message in brief.
Give only the necessary facts related to the message, then wait for questions. Let the person you
call end the conversation.

Receiving Calls: Always use the same format for answering telephone calls. A standard
format is: "Security Post 1, Officer Smith speaking." Then proceed to identify your caller and get
the message.

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 Radio Use and Procedures: you may be given an assignment where you will carry and
operate a portable radio. Generally, you will carry radios when two or more security officers are
assigned to the same client on a particular shift. However, there are a few situations where a
single security officer may carry a radio so that he can communicate with the client. You may
use radios when telephone communication is unavailable or impractical. If it is necessary for a
central command post to communicate with an officer on his rounds or if it is necessary for the
officer to be able to communicate quickly with another officer, radios may be used.
Radios provide extra safety for the security officer as they enable him to quickly summon
assistance. Therefore, it is important for the officer to know how to properly use the radio so that
he can be easily understood. Radios are expensive items that are relatively difficult to replace.
Therefore, it is very important for the officer also to know how to properly care for and maintain
the equipment. The Federal Communications Commission (FCC) is the federal agency
responsible for monitoring radio communications in the United States and enforcing federal laws
in regard to radio communications. Therefore, it is important for the security officer to know the
basic rules of radio communications, so he can comply with the law.

ABC’s of Radio Communication:

a. Accurate,
b. Brief,
c. Clear.

Accuracy is necessary to get the desired information to the receiving party without
having to repeat or explain the message. The major cause of inaccuracy is haste and impatience.
Brevity means no unnecessary or repetitious words in the transmission. Half of the words
in the English language are not needed in order to understand the message. The important point
is understanding and clarity. Sometimes a simple message can be made confusing by saying too
much. Remember the acronym: KISS (Keep It Simple, Stupid!)
Courtesy in communications is more of a form of respect than it is flowery words.
Brevity demands that courtesy not be expressed in words. Someone who says “Thank you very
much” is taking up valuable air time. Courtesy can be shown in your tone of voice. Remember to
speak with a smile in your voice. Some points to remember:
 Speak slowly
 Enunciate carefully
 Use the phonetic alphabet when a word is likely to cause trouble
 Think before speaking
 Use proper radio etiquette.
 Don’t use the radio without first checking to see if someone else is using the channel.
 Don’t “walk” over another’s transmission.
 Pronounce dispatch words slowly - the normal dispatch rate should be between 40 and 60
words per minute.
 Make your voice as emotionless as possible, regardless of the situation.
 Avoid humor - it is often misunderstood
 Code words and numbers can be used for both brevity and clarity but can be confusing if too
many code words are used. Some agencies use plain language in their radio communications
to overcome this issue.

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 Care and Operation of the Equipment: First, as portable radios are expensive, they
should never be left unattended unless properly secure. Many radios cost more than $1,500 each.
If left unattended, they are a tempting target for someone. Many security officers have been
embarrassed by leaving his radio unattended and finding it missing. This creates a significant
security breach as anyone who steals a radio can listen in on the security communications.
Be careful not to drop the radio or let it become wet. Even though radios are
manufactured to assure long life, unnecessary shock, or moisture can cause severe damage. One
common problem item is the antenna. Frequently, they are bent or broken by careless use. Don’t
play with the antenna or try to remove it from the radio. Do not hold the radio by the antenna.
Portable radios operate with rechargeable batteries that must be maintained. Make sure
your radio is properly charged so that it will work when you need it. If a radio has been used on a
previous shift, it will generally need recharging. There will be detailed instructions available on
how to exchange batteries and recharge them. Radios may have one or more channels. If your
radio has two or more channels turn the channel selector switch to the proper channel you are
using.
Generally, the off/on switch is also the volume control. Turning the switch or knob in a
clockwise direction will turn the radio on. Turning further to the right will raise the volume.
There is generally a “squelch” switch on the radios. Turn the knob to the right until the squelch
sounds, and then back to the left until the sound stops. Newer radios use an automatic squelch
control in conjunction with privacy options and channels.
Be sure to check the radio at the beginning of the shift to verify it is working properly.
Recheck communications periodically during the shift. Portable radios are operated by holding in
the transmitter control generally located on the side of the radio. Make sure the control is
depressed before you begin to speak. Speak directly into the front of the unit. Release the control
after transmission in order to receive a message.

Rules for Radio Use: These are some basic rules to be followed when using the radio.
These same rules apply at all locations.
l. First, never use profanity or other obscene language. This is a violation of FCC rules
and federal laws.
2. No unnecessary conversations or transmissions will be tolerated. Keep conversations at
a minimum.
3. Never discuss confidential material on the radio. You never know who may be
listening. Not only the walls have ears but so do the airwaves.
4. Make sure you pronounce your words clearly. Radios sometime distort your speech, so
it is essential that you speak clearly.
5. Radios are not toys, so you shouldn’t play with them and make jokes using them.
6. Always use company approved 10 codes or plain speech; whatever your company
policy.
7. Always identify the unit you are calling and who you are.
For Example: “Unit 10, this is Unit 3. 10-20, over.” “Unit 3, this is Unit 10. My l0-20 is
4th and Main. Over.”
8. Be careful not to “step on” someone else‘s transmission. Be certain they are not talking
or have completed transmitting before you transmit. One way to assure this is to use the
word “over” to indicate you have finished speaking and are waiting a reply. “Out” means
you have finished and do not anticipate further conversation.

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 The Ten Codes: The “10 Codes” is a list of code numbers used to shorten conversations
and avoid miscommunications. Following is the sample “10 Code.” Additional codes may be
added for specific clients.
Phonetic Alphabet: A phonetic alphabet is used to avoid any misunderstandings when
spelling names or reporting vehicle license plate numbers.
Numbers: All numbers should be given first as individual numbers and then repeated as
a whole number. Example: 186,750 would be transmitted as: one, eight, six, seven, five, zero:
one hundred eighty six thousand, seven hundred fifty.

STATE OF UTAH 10 Codes

10-0 Caution
10-1 Signal Weak
10-2 Signal Good
10-3 Stop Transmitting
10-4 Affirmative (OK)
10-5 Relay (To)
10-6 Busy unless Urgent
10-7 Out of Service
10-8 In Service10-9 Say
Again
10-10 Negative
10-40 Silent Run, No Lights
10-41 Beginning Tour of Duty
10-42 Ending Tour of Duty
10-43 Shuttle
10-44 Permission to leave
10-45 Animal Carcass at
10-46 Assist Motorist
10-47 Investigate Suspicious
Vehicle
10-48 Disturbing the Peace
10-76 Meet Complainant
10-77 Return to
10-78 Back Up
10-79 Notify Coroner
10-80 Chase in Progress
10-81 Breathalyzer Report
10-82 Prisoner in Custody
10-83 Confidential
Information
10-84 Visitors Present

10-11 On Duty 10-49 Traffic Light Out at 10-85 Victims Condition

10-12 Stand By
10-13 Existing Conditions
10-14 Information
10-15 Message Delivered
10-16 Reply to Message
10-17 En route
10-18 Urgent
10-19 In Contact
10-20 Location
10-50 Accident (F, PI, PD) A. Fair
10-51 Wrecker Needed B. Poor
10-52 Ambulance Needed C. Critical
10-53 Traffic Control. D. Possible Fatality
10-54 Change to Channel E. Obvious Fatality
10-55 Intoxicated Drive
10-56 Intoxicated Pedestrian
10-57 Hit and Run (F, PI, PD)
10-58 Airplane Crash

10-21 Call ( ) by Phone 10-59 Reckless Driver 10-86 Crime in Progress

10-22 Disregard
10-23 Arrived at Scene
10-24 Assignment Completed
10-25 Report to (Meet)
10-26 Estimated Time of
Arrival
10-27License/Permit
Information
10-28 Ownership Information
10-29 Records Check
10-60 Out of Car on Violator
at-
10-61 Motor Inspection
10-62 Request Permission
Car/Car
10-63 Prepare to Make
Written Copy
10-64 Vandalism
10-65 Juvenile Problem
10-66 Major Crime Alert
10-87 Abandoned Car
10-88 Man With Gun
10-89 Bomb Threat
10-90 Bank Alarm at
10-91 Burglary
10-92 Theft
10-93 Unnecessary Use of
Radio
10-94 Contact your Home
10-95 Out at Home

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10-30 Danger/Caution 10-67 Net Message 10-96 Mental Subject
10-31 Pick Up 10-68 Runaway Juvenile 10-97 Test Signal
10-32 Units Needed 10-69 Missing Person 10-98 Prison Break
10-33 Quick 10-70 Fire Alarm 10-99 Wanted/Stolen
10-34 Time 10-71 Nature Of Fire Indicated
10-35 Reserved 10-72 Progress Report on Fire
10-36 Security Check 10-73 Rape
10-37 Reserved 10-74 Civil Disturbance
10-38 Reserved 10-75 Domestic Problem
10-39 Urgent Use Light and
Siren

A Alpha N November 1 One 6 Six

B Bravo O Oscar 2 Two 7 Seven
C Charlie P Papa 3 Three 8 Eight
D Delta Q Quebec 4 Four 9 Niner
E Echo R Romeo 5 Fiver 0 Zero
F Foxtrot S Sierra
G Golf T Tango
H Hotel U Uniform
I India V Victor
J Juliet W Whisky
K Kilo X X-Ray
L Lima Y Yankee
M Mexico Z Zulu

In recent years, cell phones are replacing radios in many cases. The most important thing
to remember about cell phones, if on duty don’t use them for personal calls. If your supervisor
calls you answer it. If you are not available such if you are driving, call back as soon as possible.
If you are out of range, text messages will usually work. However, don’t rely on text messages
only. Call your intended party as soon as possible. When I was training new officers, they had a
cell phone but they never called me if they were going to be late for work, or had a problem
where they couldn’t show up for work. They relied on their text messaging which didn’t always
go through. Don’t just not assume your suprvisor will understand.
PARKING AND VEHICLE CONTROL: It may be part of your responsibility to
monitor and control parking at your client’s location. Vehicle control is important for both
security and safety reasons. Vehicles are a security concern because they provide an individual a
quick and easy way to conceal and remove some of your client’s property from the job site. They
are a safety concern because if their speed and movement are not controlled, accidents can occur
that can cause injury or property damage. If vehicles are improperly parked, they could restrict
access by emergency vehicles or interfere with plant operations. Designated parking areas are
one of the best ways of controlling vehicle movement on the property.
Often employees are required to park in designated spots outside of a fence surrounding
the property, or within a specified fenced-in area. This prevents an employee from getting his

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vehicle close enough to the building to conceal stolen property. It also makes it difficult for
employees to sneak into parked cars during break periods to sleep or drink alcohol. If the client
has a large employee force, parking areas may be designated to aid the flow of traffic at shift
change, enabling the off-going shift to depart without interfering with other business traffic. If
your client has designated employee parking, you should watch for suspicious activity in the lots.
Things that may tip you off to security problems are:
 Vehicle movement into or out of a lot during shift hours.
 Forklift or other client vehicles or equipment going into the parking lot without authority.
 Employees or strangers in or around the cars during shift hours.

Visitors and vendors very often must be permitted to park close to the building in areas
not authorized for employees. Out of business necessity, the client must expose himself and his
property to potential loss. It will be your responsibility to control these vehicles and protect the
client. You must insure that visiting vehicles go only in the appropriate parking areas. No vehicle
should go beyond the visitor’s area without permission.

Parking Enforcement: Often the client will have systems in place to help you
administer and enforce the parking system. Parking stickers or passes are often used. Employees
may be given a special, usually colored, sticker for their vehicle, which identifies the area; they
are allowed to be in. Visitors may be given a special vehicle pass to place in their windshield.
This enables you or another person in authority to identify them and determine if they are in the
proper location. No matter what the parking system is, it is only as good as its level of
enforcement. This is your job. When enforcing parking, as with anything else, courtesy is very
important. You must be firm, but polite. Avoid confrontations. If an individual parks improperly,
inform him that he is parked illegally. Then explain to him why he is not authorized to park in
that area. If he still refuses to comply, notify the client or your supervisor and note the incident
on your DAR. The client has the right to establish vehicle control rules on his property that range
from tickets to towing. Follow your instructions accordingly.
Generally speaking, if you witness a criminal act, it is best to obtain a detailed description
of the suspects along with their vehicle, completing an Incident Report and notifying the police,
the client's representative, and your supervisor. Consult your Post Procedures Manual or your
company's policy manual for instructions concerning the proper handling and response to
specific criminal acts, and guidelines for client and police notification. Above all else,
remember... you are not police officers.
Security officers’ primary duty, whether you are working on the dayshift or on the
nightshift, on a fixed post or moving patrol, is to protect the client’s assets. You don't enforce
law and order. Security officers prevent security breaches within their assigned area by being
visible in order to deter crime and report violations of safety, security, and client policy.
Anytime you answer the telephone at your job site, you are becoming directly involved in
the operation of that client’s business. It is important that you handle these calls professionally,
confidentially and accurately. You never know when you may receive a call that will have
significant impact on your client’s business. Remember, the caller perceives you not as a security
officer from a contracted service, but as a representative of the client. Our response to him will
affect his image of the client’s organization.

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 Telephones are not to be misused by making calls to personal friends, making calls to
services that charge a fee, etc. The customer has the ability to trace calls back and will know
where to go for reimbursement for unauthorized calls.
As a professional security officer you will be provided with professional tools. You will
be expected to use the radio and care for it as a professional. You must assure proper
maintenance of equipment. You must know how to operate the equipment. You must be
professional in all radio communications. The 10 code is designed to help you keep your
communication short and to the point

SUMMARY: Security officers’ primary duty, whether you are working on the dayshift
or on the nightshift, on a fixed post or moving patrol, is to protect the client’s assets. You don't
enforce law and order. Security officers prevent security breaches within their assigned area by
being visible (to deter crime) and to report violations of safety, security, and client policy.
Anytime you answer the telephone at your job site, you are becoming directly involved in
the operation of that client’s business. It is important that you handle these calls professionally,
confidentially and accurately. You never know when you may receive a call that will have
significant impact on your client’s business. Remember, the caller perceives you not as a security
officer from a contracted service, but as a representative of the client. Our response to him will
affect his image of the client’s organization.
Telephones are not to be misused by making calls to personal friends, making calls to
services that charge a fee, etc. The customer has the ability to trace calls back and will know
where to go for reimbursement for unauthorized calls. Cell phones are to be used for official
calls only when on duty.
As a professional security officer you will be provided with professional tools. You will
be expected to use the radio and care for it as a professional. You must assure proper
maintenance of equipment. You must know how to operate the equipment. You must be
professional in all radio communications. The 10 code is designed to help you keep your
communication short and to the point. However, if your company uses plain speech sue that but
be professional.

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 SECURITY OPERATIONS
Unit 9: FIXED POST OPERATIONS

Instructional Objective: The security officer will learn the purposes of the fixed security post.
The officer will identify and describe the key components of post orders. In addition, he/she will
be able to demonstrate knowledge of safety measures to be taken on post and identify solutions
to problems, which may occur at fixed security posts.

Lesson SUMMARY: Fixed Posts: The Professional Approach Introduction

Fixed posts are in existence at virtually all protected environments. A fixed post is simply a
location to which an officer is assigned. As officers spend a considerable amount of time
manning posts, it is essential to study how posts are established and manned. A problem with the
literature in asset protection is that there is very little written about fixed posts.

History: Fixed posts originated in military environments. From castle walls to rifle pits
to foxholes; the concepts used in fixed security posts are evident. Today, you apply these
concepts to fixed posts in a wide array of applications. Manufacturing and distribution centers
have truck gates. Office complexes have officers stationed in lobbies. Retail stores have
“perches” to monitor shoplifters. Special events have officers stationed in front of the stage, at
back doors, and entrances, and other critical locations.

Post Orders: Written, detailed instructions should be prepared for each post--whether it
is permanent or temporary in nature. These orders specify the following at each post:
• Area of responsibility of the officer manning the post (specific area in or about the post)
• Equipment assigned to the post (detailed list of all equipment to ensure accountability)
• Location of the post (specific location)
• Manning requirements (hours of operation, types of officers manning it)
• Mission or objective of the post (why it exists and what it is designed to accomplish)
• Specific post duties (list of general instructions regarding what the officer on duty is
supposed to do). Anything that needs to be discussed that is not on the post orders should
be covered in the shift change briefing.

Problems on Post: There are several problems associated to both fixed and moving
patrols.
• Boredom – fight this with “constructive daydreaming.” When you get qaa case of the
drowsies, do a patrol. Walk it off.
• Equipment problems – check equipment when assuming the post
• Failing to brief relief officers – have a systematic means of doing this. They need this
communication in order to effectively do their job.
• Falling asleep – manage health, have periodic calls to the post. This can cause an
officer to lose his or her job immediately!
• Fraternization – “Familiarity breeds contempt” Getting too friendly with people at
your post will cause you to lose the authority of your position.
• Horseplay – Is not tolerated. You need to take your jobs seriously.

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 Communications: Post communications should be checked at the beginning of each shift.
All means of communications should be checked. Periodic checks should also be made
throughout the shift.
Safety on Post: Safety on post can be an issue in higher threat level situations. Safety can
be enhanced by utilizing cover, concealment, and good communications; checking on posts by
supervisors and other officers; and having concealed routes of approach and exit. Posts may be
bullet-resistant to provide cover and have tinted windows to offer concealment of the officers.
The POST acronym is useful for understanding fixed posts.
P – Position of the Post
O – Orders of the Post
S – Safety Measures to Be Employed While On Post
T – Technology Used On Post

Site Familiarity: Knowledge of the property protected. Security officers should be

thoroughly familiar with the property protected, including name or number designation of yard
areas, buildings, parking areas, employee entrances, public entrances, shipping/receiving docks
etc. Officers must also be familiar with manufacturing equipment including individual electrical
control switches, shut-off valves for gas, oil and process water.
Security officers should know the location and operation of portable fire extinguishers,
hand hose, standpipes, hydrants, sprinkler control valves, sectional valves, fire pumps and other
parts of the property’s own fire protection system.
Materials and Processes: Security officers must know the locations of hazardous materials or
dangerous processes, especially those processes in operation when the security officers are in
sole custody of the property. When construction or repair operations are in progress in the
facility, security officers must know and enforce the client’s rules governing outside contractors.
Security officers shall be familiar with pre-planning, for dealing with fires and related
emergencies and know their specific duties under such plans. Post assignment may include:

Gate Security Officer: Assigned to a property entrance controls ingress/egress for the
facility. They must know who is allowed in the facility, what materials can be removed from the
property. Usually the gate officer will check-in or badge visitors, contractors and vendors. The
officer must know how to direct the fire apparatus responding to a fire. He shall be familiar with
the plans especially which entrances are to be opened to admit emergency personnel and
equipment. He shall know how to direct traffic - within the facility to expedite movement of
apparatus.
Know who may be admitted in an emergency. He/she should direct outsiders such as the
press and interested public officials to the prearranged information center where management
will deal with the release of information. Participate in fire drills and exit drills. He shall know
his responsibility to control traffic during such drills so as to function properly during an actual
emergency.

Lobby Security: Officers assigned to these posts control access to the facility, or in high
rise public buildings are thought of as “Lobby Ambassadors” who greet visitors and tenants.
They may monitor security consoles, elevator intercoms, answer the telephone, provide
information to tenants and visitors in a professional manner. If you are doing hospital security
you will need to available at all times to assist medical staff with problem patients, help upload

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and download patients from lifeflight. You may even need to spot the helicopter in landing qand
take off procedures. Hospitals have strict security procedures on the patient wards, in the birthing
center, and in the ER. Know what those protocols are and be available to assist. Also remember
HIPPA. Never discuss patient information outside of work or on the phone. Understand the
building’s emergency procedures including:
Bomb Threat, and an overview of emergency procedures.
Civil disturbance procedures,
Duress alarm indicator;
Elevator emergency response;
Emergency phone numbers;
Fire alarm response,
Trouble alarm response,

Additional duties may include:

 After hours sign-in and sign-out procedure;
 Checking out keys;
 Dealing with cleaning crew –
 Dealing with vendors:
 Elevators,
 Enforcing “fire lane" no parking rule;
 Parking attendants
 Parking gates once cleaning crew has left;
 Patrol rounds are generally made by the lobby officer after business hours and on
weekends.
 Placing elevators (freight) to "independent" status

Policy Enforcement: One of the duties of a security officer is to assist the client in the
enforcement of company rules and policies. When dealing with a policy violator, you should
identify yourself, speak firmly but politely, explain the violation and answer any questions the
violator has. Always, no matter what the violator says or does, stay calm! If the situation
becomes heated, back off. Always thank the person for cooperating. Note the incident on your
Daily Activity Report.

SECURITY OFFICER’S AUTHORITY TO QUESTION PEOPLE: A security

officer is an agent of the owner of the private property and, in this role, can exercise the owner's
right to ask people on the client’s property what they are doing there, who they are, etc. If they
refuse to answer the questions or if their answers are not satisfactory, the guard may ask them to
leave. If they do not leave, the officer may arrest them for trespassing, but ideally, they should
call local law enforcement without unreasonable delay. Our right to question is greater than that
of an ordinary citizen when you are acting as the agent of the property owner.

What Are the Property Owner’s Rights? The owner of the property has the right to
establish certain rules on his property that may not be a part of the Criminal Code. For instance,
if an employee shows up for work drunk, he may be violating a company rule. The client may
want the employee sent home or may intend to fire him. How this situation is handled is between
the employer and the employee and has nothing to do with the police or public law.

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 Security officers must know what the client’s company policy states. Trying to enforce
company policy could however, result in a violation of public law, by you or by the employee.
For example, if the employee is asked to leave and refuses, he may be arrested for violating the
public law against trespassing. On the other hand, if the officer uses unnecessary force in
removing the employee from the premises, the security officer may be arrested for violating the
public laws against assault and battery.

How Should You Handle Violations? As a security officer, acting as a representative of

the owner on the owner's private property, you can physically prevent a person from entering an
area but only as a last resort! Be sure to check with your employer regarding the way to handle a
violation of company rules, as well as how to handle a violation of public laws.

FIXED POST OPERATIONS

Site Familiarity
Knowledge of the property protected. Security officers should be thoroughly familiar with the
property protected, including name or number designation of yard areas, buildings, parking areas,
employee entrances, public entrances, shipping/receiving docks etc. Officers must also be
familiar with manufacturing equipment including individual electrical control switches, shut-off
valves for gas, oil, and process water.
Security officers should know the location and operation of portable fire extinguishers, hand
hose, standpipes, hydrants, sprinkler control valves, sectional valves, fire pumps and other parts
of the property's own fire protection system.
Materials and Processes: Security officers must know the locations of hazardous materials or
dangerous processes, especially those processes in operation when the security officers are in
sole custody of the property. When construction or repair operations are in progress in the
facility, security officers must know and enforce the client’s rules governing outside contractors.
Security officers shall be familiar with pre-planning, for dealing with fires and related
emergencies and know their specific duties under such plans.
Post assignment may include:

Policy Enforcement: One of the duties of a security officer is to assist the client in the
enforcement of company rules and policies. When dealing with a policy violator, the security
officer should identify him/herself, speak firmly but politely explain the violation and answer
any questions the violator has stay calm. If the situation becomes heated, back off. Always thank
the person for cooperating. Note the incident on your Daily Activity Report Security Officer’s
authority to question people. A security officer is an agent of the owner of the private property
and, in this role, can exercise the owner's right to ask people on the (owner's) property what they
are doing there, who they are, etc. If they refuse to answer the questions or if their answers are
not satisfactory, the guard may ask them to leave. If they do not leave, the officer may arrest
them for trespassing, and should call local law enforcement without unreasonable delay. Our
right to question is greater than that of an ordinary citizen when you are acting as the agent of the
property owner.
What are the property owners’ rights? The owner of the property has the right to establish
certain rules on his property that may not be a part of the Criminal Code. For instance, if an
employee shows up for work drunk, he may be violating a company rule. The client may want
the employee sent home or may intend to fire him.

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 How this situation is handled is between the employer and the employee and has nothing
to do with the police or public law.
Security officers must know what the client’s company policy states Trying to enforce company
policy could however; result in a violation of public law, by you or by the employee. For
example, if the employee is asked to leave and refuses, he may be arrested for violating the
public law against trespassing. On the other hand, if the officer uses unnecessary force in
removing the employee from the premises, the security officer may be arrested for violating the
public laws against assault and battery.

SPECIAL EVENT SECURITY: The following topics discussed are some of the more
important and common legal issues raised in the special event security profession. Special events
present security officers with unique situations and circumstances that should be considered both
from the point of view of liability management and security management.
Altercations (Fighting): Before discussing ejections and arrests it is important to speak
about altercations. An altercation is a verbal fight, noisy argument, or heated disagreement.
These can take place among spectators and unfortunately at times between spectators and event
staff. The moment that these turn physical there will be little question that someone may be
injured and that there may be a lawsuit.
Altercations must always be prevented and avoided whenever possible. People who are
intoxicated or borderline intoxicated can be very argumentative. However being argumentative
isn't restricted to these individuals. Other people have a tendency to argue and fight without
being under the influence of alcohol.
At least between event staff and spectators, the bottom line is that there should be nothing
to argue about. The focus of speaking with those who are the cause of potential or actual
problems is to be clear on policies and laws. An argument signifies that either something else is
being talked about other than policies, or, a person is not being cooperative.
Problematic individuals should simply be requested to comply with policies. It does not
matter if they agree or like it. If they do not comply or cooperate, then crowd managers or
security should not argue with them. They should stay calm and speak clearly. They should also
avoid being officious, condescending, or aggressive with people. These attitudes can lead to or
provoke fights. If someone does not comply or cooperate, a security guard should ask for help
and begin the process of ejection or arrest. Whether someone is ejected or arrested will depend
on what has taken place.
If it appears that an altercation may take place between spectators, all event staff, and
even a security guard should call for help. Event staff should never worry about a false alarm,
that is, what appeared to be likely to occur didn't. Security guards should call for help at the
slightest appearance of danger. Fights usually happen very quickly and don't last very long.
People are often injured with the initial physical contact. This can take only a few seconds.
No event staff or security guard should ever get physically involved in fighting among
spectators. The only time it would be acceptable is in self- defense if attacked. In these cases
reasonable force or the force necessary to defend oneself should be used. The force necessary to
restrain and break up a fight should be used. Any individual who attacks or fights with a security
guard or event staff member should be arrested. The action warrants it and in addition it is the
best way to manage the liability. Any physical contact will without a doubt be referred to as
assault and battery in the courtroom. A person is likely to claim that it was the security guard
who started it.

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 Arresting these individuals must take place especially if anyone has been injured. Not
arresting someone in these cases may appear as if admitting guilt for what took place. A full
report should be taken of the incident and of any injuries. If there is a law enforcement officer
available let this individual complete the ejection and arrest process. They are usually more
experienced in the proper procedures for doing so and will be judged as being more objective
than the security guard involved even if this is not always the case.

EJECTIONS: Deciding to eject someone from a special event is based on many factors
involving a problematic individual and the circumstance created because of that individual's
behavior. For the most part an ejection is the judgment call of one or a few security officers. The
involvement of a supervisor is suggested from a liability point of view but not necessary from
strictly a security point of view. The basis of any ejection is that it is a privilege to be at an event
not a right. Event organizers strive to assure that everyone attending enjoy the event and do so in
a safe and secure environment.
When an individual does not abide by the policies, rules, and standards of behavior that
are consistent with enjoyment, safety, or security for themselves and everyone around them, an
ejection is an appropriate course of action. In most circumstances, an ejection is an action to be
taken after other actions have been taken in order to prevent something or to minimize additional
serious circumstances. The position often expressed and taken is that 99% of ejections can be
avoided if handled properly. This is a positive approach and reflects the commitment by event
organizers to serve the guests present in an amicable and cooperative manner.
Another positive approach for security officers to take in certain circumstances is to
readily admit to themselves and to the problematic person that they are not sure how to help the
person and that a supervisor will be called for assistance. This makes it clear to the individual
that the emphasis of the intervention is on policy and it is not a personal battle. The short period
of time that it will take for a supervisor to arrive may be enough time for the individual to think
about the consequences and comply with security requests.
Unfortunately, and realistically, in the other 1% of circumstances problematic individuals
themselves are not amicable and cooperative. These individuals are irresponsible for their
behavior and lack the awareness or concern that their behavior ruins the enjoyment of others. In
addition, they may be unaware or not care that their behavior is unsafe for themselves and others.
Taking a positive approach does not water down in any way the seriousness or strictness
with which ejections should take place, if they must take place. This will often depend on the
nature of the crowd. There are times when the fact that an ejection takes place and the way in
which an ejection is observed to take place makes a big difference to the other spectators for the
remainder of the event. However no individual should ever be used as an example to others or as
a scapegoat. Any individual that is ejected must be ejected on the basis of his or her own
inappropriate or unsafe behavior. An ejection of an individual must be based on the behavior of
that individual as opposed to teaching that person or the crowd a lesson.
But the crowd too is a factor that must be kept in mind when there is a commitment to
assuring that everyone enjoys an event in a safe and secure environment. Ejections always take
place within the context of crowd management. Security officers may "lose a crowd" if an
ejection is or is not effected, and if it is affected unprofessionally or improperly.
Security officers must keep a level head about what is taking place that would warrant an
ejection. Verbal abuse is never a valid reason alone. At some events verbal abuse is common. If

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security guards find themselves under pressure and with a short fuse, they should immediately
ask to be re-assigned to a position where they will be not subjected to verbal abuse.
In your litigious society ejections are the seeds for the possible growth of potential claims
and lawsuits. Many in your society will sue others readily. Sometimes their reasons are valid and
sometimes they are merely playing a litigation and settlement game. In either case they may win
and attorneys know this. They may not win a case in court, but they often win a settlement out of
court. One rule of thumb related to proper ejections is that whenever possible they be conducted
without touching a person. This hands-off policy is an important starting point. Obviously, the
use of force is a legal option when necessary, and in cases of ejection it is often necessary.
This physical restraint should reflect restraint in other actions and words as well. An
ejection must be implemented as calmly and matter-of-factly as possible. Whenever possible, the
policy, regulation or law involved must be the focus of any talk. A person will be less likely to
resist being ejected if they understand why they are being ejected. It happens many times that an
ejection can be observed, and it merely appears as a group of security guards walking away next
to someone. This is the ideal. This is usually not possible with someone who is intoxicated and
belligerent.
What is implied in many of the previous comments is that an ejection should be a team
approach. Security guards should be looking out continually for the need of support from others.
All it takes sometimes is for another security guard simply to approach the individuals
interacting and stand there without saying anything. Apart from the moral support this may
generate for the security guard, it is often a way of eliciting cooperation so that an ejection may
not be necessary.
For liability reasons, even if a person being ejected appears to be cooperative, the ejection
should always be conducted by more than one person. People are unpredictable and the mistake
of assuming someone is being cooperative cannot be made during an ejection when a security
guard is alone with a problematic individual.
If a person becomes violent the key way of restraining someone is by restraining arms
and legs. Grabbing someone's head, hair, or neck, in addition to not restraining them effectively,
may injure the person and escalate the situation. This is definitely a time when help is needed. A
supervisor must always be called when a person becomes violent. It doesn't matter how big or
small the person may be. A person who becomes violent towards a security guard must be
arrested whether or not they inflicted any actual injury.
After all the actions of ejection are taken, security guards must be instructed not to leave
the event without filing an incident report. Every ejection should have an incident report!

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HIGH-RISE BUILDING SECURITY
Instructional Goal: The security officer will learn the nature of security in a high-rise building
and the elements of professional security services in this environment. After completing this
module officers should be able to understand and implement the following elements of high-rise
security:
1. The importance of security officers in a high-rise building;
2. Areas of security and patrol in a high-rise building;
3. The security officer’s role in the safety of high-rise building occupants.
Lesson SUMMARY:
1. A high-rise building is a unique environment and offers several challenges to the security
officer.
A. There are a many lives at risk due to:
1. Physical violence
2. Fire
3. Earthquake and
4. Natural Disaster
B. There is a high concentration of assets.
1. Computers, merchandise, and high-value portable items
2. The personal effects of hundreds of employees
3. Proprietary information
C. High-rise buildings are often multi-tenant, meaning: you may have a number of
"bosses.” Each tenant has varying security requirements and policies: and there may be
no standard form of identification to authorize access both during and after hours. High
rise building can be office buildings, hospitals or hotels.
D. Security officers are often the first level of contact for employees and visitors. The
image you project reflects on all tenants. You will have a number of public relations-type
duties. Our interactions will range from loading dock personnel to high level executives.
E. There are a variety of additional duties as well:
1. Access control:
2. Life safety.
3. Personal protection; and
4. Theft prevention
2. Effectively patrolling a high-rise building requires an understanding of the various types of
facilities that may be called upon to guard. There are several parts of a high-rise building that
must be secured.
A. Public areas
 Lobbies and common areas
 Parking lots and exterior areas
 Public restrooms and telephone banks
 Stairs and elevators
B. Tenant areas
 Banks
 Office suites
 Retail and restaurants
C. Physical plant areas
 Loading docks

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  Mechanical, power, telephone, and data rooms
 Roof
3. In addition to physical security in a high-rise building, there is the issue of personal safety for
building occupants.
A. Eliminate potential problems by creating a security presence and, as required,
implement an effective visitor and employee screening policy.
B. Be familiar with and be able to use fire extinguishing and alarm equipment as well as
life safety equipment.
C. Be able and ready to assist the fire department or other responding authorities.
D. Understand and be able to implement security procedures during fire alarms and
emergency evacuations.

Introduction: The lessons in this series cover commercial building security. By

commercial buildings I mean all buildings other than private homes. The lessons are designed to
teach the principles governing such security, specific methods for improving security in
commercial buildings and basic procedures for using the kinds of equipment the security officer
normally has available. These lessons are for the working security officer, and as much as
possible the information taught is practical. It is nevertheless important for you as a security
officer to understand the principles behind your security program. It will help you become more
flexible in your ability to anticipate and handle problems and will help prepare you for advanced
responsibilities as a security supervisor and manager.
As a supervisor you may be called upon to help improve security using the resources
immediately available. As a manager you may conduct security analyses and make
recommendations for establishing or altering entire security programs. Now is the time to begin
preparing yourself to handle these responsibilities.
The purpose of any security program is to protect life and property through identification
of threats to security and safety and prevention of any problems resulting from these threats.
Basically, you have five means to improve security and safety in any type of facility.
1 Use of trained security personnel
2 Use of special equipment and devices such as alarms, closed circuit TV, and electronic
door locks.
3 Structural changes such as special barriers, bars on windows, and reinforced doors
4 Procedural changes such as closed building hours, I.D. card, and pass systems
5 Public relations and information programs to encourage cooperation for security and
safety

Commercial buildings can be used for many purposes, and security in each case has
particular characteristics and particular problems. Security efforts in a hospital and in an office
building, for example, can take quite different approaches. But you are concerned here with the
problems common to security of all buildings and ways these problems are handled.
Before you can discuss building security generally, you must note some important
distinctions in the way buildings can be occupied and used. Commercial buildings can be single-
tenant or multiple-tenant. A building can be occupied by one company or organization, which
controls it entirely, or it can be rented out to any number of tenants who control only the space
each occupies. A building can be single-use or multiple-use. Examples of single-use are office

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buildings, apartment buildings, and hospitals. Multiple tenant use might be offices, shops,
restaurants, apartments and a public parking garage in the same building.
A building can also be any combination of:
1. single-tenant/single-use
2. single-tenant/multiple-use
3. multiple-tenant/single-use
4. multiple-tenant/multiple-use

An example of the first would be a company occupying an entire building and using it for
administrative offices only. An example of the second could be that same company also using
the building for public parking, a public cafeteria, research labs, and a computer center. The most
common example of the third is a medical building in which many physicians and dentists
maintain separate offices for the same purpose. The fourth arrangement, multiple-
tenant/multiple-use, is the most difficult to secure because often there is no unified control of the
premises (each tenant makes his own rules), and a wide variety of people commonly enter and
leave the building for many different reasons. The greater the number of separate tenants and
separate types of activity the more difficult the building is to secure.
You can see that the type of tenancy and the pattern of use are important factors to
consider when you plan and carry out a security program. In the lessons that follow you will also
see how security programs use the means available to handle particular situations. For example,
an employee was discharged the day before, then returns and sets a fire in the parking garage. Of
all the threats to security and safety in any building, anywhere, the majority involves people –
either as causes or as victims. The only way to secure a building completely is to get all the
people out, lock the doors, board up the windows and post heavily armed guards at all corners.
But a building is constructed to be used, and the activities that go on inside represent the
livelihoods of a lot of people. People have to have access. Who should have access, when, where,
how, and for what purposes? These are questions that must be answered in planning a security
program.
Clearly, you want to let in people who have legitimate business in the building, and you
want to keep out thieves, muggers, rapists, arsonists, bombers, vandals, kooks, sightseers,
peddlers, kids on a lark, people who are just lost and anyone else who presents a direct threat to
security or whose presence disrupts normal business. In later lessons you will discuss means you
have to screen out unwanted visitors (intruders) while minimizing restrictions on legitimate
employees and visitors. First, it would be useful to understand what kinds of threats your security
program should guard against and in what ways your building may be vulnerable to these threats.
For convenience you consider threats in two categories: security threats and safety threats.
Security threats can be:
 To the building itself - vandalism, arson, bombs.
 To removable property - tenant property or personal property of people working or
visiting in the building.
 To personnel - from robbers, muggers, rapists, disruptive people.

Safety threats can be from:

 Fire - a threat to people and property.
 Accidents

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  Mechanical damage to buildings or equipment such as walls damaged by hand trucks,
equipment damaged from carelessness, overheating and burning out, and elevator
malfunctions.

Whether you are making a security analysis for planning a comprehensive program or
simply making an on-the-spot risk assessment as working security officers, you must consider all
areas of your building in the light of their particular vulnerability to the above threats. The areas
you should pay particular attention to are:
 Banks, vaults, credit unions, ATM’s
 Building equipment and machine areas
 Building street-frontage and exterior areas
 Cafeterias and restaurants
 Corridors and other areas used in common
 Elevators
 Fire escapes
 Garages
 Lobbies, entrances, and exits
 Roof
 Security areas such as computer rooms, alarms, cameras
 Tenant spaces
 Washrooms

In examining these areas you must ask ourselves if they are vulnerable to intruders and to
internal security breaches and safety threats such as fire or accident. Once you have determined
that an area of your building is indeed vulnerable, you must decide which of the means available
to you, alone or in combination; you should use to protect that area. The necessary means are
trained security personnel, special equipment, structural changes, procedural changes, and public
relations. As a security officer, you report your findings and perhaps your suggestions to your
supervisor. You certainly exert greater vigilance in guarding these areas and, of course, pass the
information on to your fellow officers.
Normally your greatest effort is directed toward keeping intruders out. To do this you
must have some control over people who come and go and move around within your building.
This necessarily means some restriction to people's freedom of movement. Our original question
of security vs. access can be seen also as a question of control vs. freedom. The ideal security
program minimizes restrictions on people's freedom yet controls access to sensitive areas and
allows you to protect your client’s assets.
At the same time, controlling the security environment improves working conditions, dispels fear
and provides a feeling of protection through visible deterrence of crime. Thus, it helps to
increase efficiency and productivity on the part of the people you are protecting. No one program
can do this by itself. Any security program always needs skilled, knowledgeable, and alert
security officers in order to succeed.

Visitors: Intruders are one of the main threats to security in a commercial building. You must
consider every person an intruder who can't show that he or she has a legitimate reason or
specific authorization to be in the building. Detecting and barring intruders is a major goal of any
security program. Dealing with intruders is therefore a principle duty of the security officer.

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 An intruder is one type of visitor to your building - an unwelcome visitor. Besides
legitimate visitors and intruders you can expect to see two other categories of people entering
your building: Current employees and trades people meaning repairmen, construction workers,
delivery people, and in apartment buildings, residents. Anyone who does not fall into one of
these categories must be considered an intruder. Someone who is just lost might be called an
“unintentional intruder" but an intruder nevertheless.
The security rules and regulations for your building will determine:
 Who falls into each category - for example, in many buildings unsolicited sales
people and peddlers are unwelcome.
 How people are authorized to enter such as by ID card, visitor’s pass, an employee or
resident vouching for an individual, or having one’s name on an entry access list.
 When each category may enter and where they may go in the building. For example
most people don’t belong in a building after business hours. Some visitors may have
permission to enter construction sites. Others may be friends or family just visiting an
employee during business hours.
 How you keep track of who comes and goes and remains in the building. In most
buildings you will keep a visitor log. Its purpose is generally two-fold. It is a way to
keep a record of who has been in the building, especially after normal working hours
when the building is more vulnerable to crime. It is also a way to know who is in the
building in the event of an emergency such as a fire, so you can have an accurate head
count for evacuation purposes, or so you can mount rescue efforts if they become cut
off from evacuation.

Some security programs are stricter than others. Some speak of "loose" security and
"tight" security. If you think of measures to keep out intruders as a screen, loose security would
be a screen with a large mesh, and tight security would have a fine mesh. If you are a security
officer for the DoD, you will hear the terms closed bases, and open bases. A closed base has very
tight security. Intruders and unauthorized personnel especially in secure areas are taken very
seriously. Hill AFB is a closed base. The flight line is especially tight. There are signs that read,
“Use of Deadly Force Authroized.” On an open base people can come and go without having to
check in with security. Ft. Douglas is an open base. It is impossible to keep all intruders.
If someone with an ulterior motive wants to infiltrate an establishment, a gated
community, or a government installation, they will find a way. However, your security program
should be designed just tight enough to screen out the obvious intruders and reduce problems to a
level you can accept. A properly trained officer will be able to tighten the screen where and when
it is necessary. In a system that is already tight, the officer's responsibility is to see that the
system is maintained. This is especially true when a comprehensive ID card and pass system is
used such as the colored passes at construction sites and line badges at government installations.
No matter what systems are used, the security officer plays a key role in making them
work. The following duties are commonly part of the officer's responsibility:
 The officer may function as a security receptionist in the lobby, at an entrance or near an
elevator.
 Normally the officer will direct visitors to the places they want to go and explain the rules,
such as the availability of public phones or public toilets.
 The officer will be alert for suspicious behavior and challenge those people who arouse
suspicion.

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  The officer may check identifications of people entering and leaving.
 The officer may log people in and out of the building.
 The officer may have additional duties related to, but not directly involving, visitor
control such as inspecting briefcases, purses, and lunch boxes of people entering and
leaving. The officer may hold messages and packages for later pickup.

Whatever your specific visitor control duties, you should carefully monitor the flow of
people. In this way you will learn the normal patterns of movement and find out what kinds of
people normally enter your building. Some officers develop an almost uncanny knack for
spotting those people who do not belong. In fact, this skill depends on close observation of
everyone who comes and goes over a period of time. The officer notices manner of dress, items
normally carried and subtle facial expressions and body posture, which can indicate whether the
person fits in or not.
Challenging people to discover specific information about who the person is and why he
or she is in the building is a skill, which is basic to security work everywhere. Through
challenging you want to find out what category of visitor the person falls into such as employee
or resident, authorized visitor, delivery or business, or intruder. You use as resources the security
rules in effect for the building you are guarding.
 Are employees required to have special ID cards or building passes?
 Are visitors supposed to be cleared with an employee or resident?
 Are trades people supposed to use a certain entrance, be cleared in writing in advance, or
be cleared by a phone call to a particular office?

If such rules as these exist, then you can legitimately ask employees to show their special
ID’s or passes and require visitors and trades people be formally cleared to enter. If security is
considerably looser than this, you can still follow up on your suspicions. Remember, the point of
challenging someone is to find out if the person has a legitimate reason for being in the building
and if he or she is authorized to be there. It is not necessary to learn the details of the person's
business in the building, simply if the person is an employee, is visiting an employee (if so, who?)
has repair work to do (where?) or is making a delivery (to whom?).
In some buildings, anyone in workman's clothes carrying tools can go anywhere without
arousing suspicion. Such people, if they are not known to you, should be stopped and asked to
explain where they are going and why. Telephone company and public utility employees
normally carry identification cards issued by their company. Ask to see identification if their
answers are not satisfactory.
The basic approach while challenging is to be polite but firm. Offer to help if appropriate.
Ask as many questions as you need to ask in order to satisfy yourself that the person is probably
not an intruder. The questions you need to ask should fit the "who, what, when, where, why and
how" pattern. Who is the person? Who is he visiting? Who authorized entrance? And so forth. As
a representative of the building's owner you have a right to ask these questions and to receive
satisfactory answers. You do not, of course, have a right to treat people with arrogance, to bully
them or to talk down to them. You must be concerned with the rights of the people you challenge,
too. No one is required to answer your questions - which is why a smooth, polite and friendly
approach tends to produce better cooperation. But on the other hand, no one has an unconditional
right to enter or remain on the property. Any person who refuses to answer as to his or her reason

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for being in the building or refuses to show that he or she is authorized to be there can be asked
to leave and be escorted from the building.
Refusal to leave can be considered trespassing and is grounds for arrest. Unless the
intruder has broken in, climbed a fence or ignored clearly posted no trespassing signs, the officer
normally has no grounds to arrest for trespass if the person is willing to leave. Usually arrest is
not necessary (except perhaps when some other legal violation is involved such as burglary,
assault, vandalism or breaking and entering. Normally, if you detect an intruder your
responsibility is to escort the person out of the building and off the property. In some cases you
may issue a warning not to return. Usually, if your questioning is careful enough, you can
establish clearly that the person has no right to be there, and he or she will leave voluntarily. The
key to the security officer's effectiveness in controlling visitors is close daily observation of
people and events. The ability to deal with people fairly and with neither arrogance nor timidity
is invaluable.

Package and Delivery Control: In many commercial buildings some control is

maintained on packages and property carried from and delivered into the building. Control may
be casual or strict, but in all cases, it serves three basic purposes:
 To prevent contraband or other unauthorized items from leaving the building. An
unauthorized item might be something like a sensitive or classified document which is
not to be removed from a certain area or from the building.
 To prevent dangerous items from entering the building. Bombs are the usual concern, but
other items such as cameras or fire arms might be prohibited inside the building.
 To prevent unnecessary or disruptive delivery traffic. By keeping out misdirected
deliveries you avoid unnecessary traffic in your building. By routing them through the
proper entrance you avoid disruptive traffic in certain areas and in some cases protect the
building and elevators against damage from hand trucks and bulky crates. By intercepting
deliveries at the door you may be able to detect intruders posing as delivery people.

In many buildings a property pass system is used. In such a system, everyone who wants
to remove company property must have a property pass on a specific form, signed by someone
who is authorized to release the property. Two problems for the security officer often crop up in
these systems:
1. How to identify company property
2. How to identify authorized signatures

In the best systems, all company property of value is clearly marked, or the officer has
explicit instructions on what types of property need a pass to be released. A current list of
signatures from those authorized to sign property passes is also helpful. In cases when the
security officer's instructions require it and when the rules are established and known to
everyone, the officer may routinely inspect packages, briefcases and purses of people entering
and leaving. This inspection is a form of search, and it can be a touchy situation for the officer
both from a legal and from a human relations point of view.
The property owner can require everyone who wants to enter the building to be subject to
some degree of search as a condition of entering. Anyone who does not want to be searched is
free to stay out. It may be clearly posted that everyone who enters does so on the condition that
he or she submit to search on leaving. In this case a person entering has given permission to be

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searched on leaving. This permission is revocable at any time. In other words a person can refuse
to be searched on leaving and the officer has no legal grounds to insist, use force, or detain the
person, unless of course, the officer knows the person is carrying contraband.
For example, if the officer sees valuable company property sticking out of a pocket, purse
or briefcase he or she may question the individual. In this case the officer may take steps to
recover the property or immediately notify the company and your supervisor of your suspicions
because in attempting to recover the stolen items you may discover the suspect is armed and
dangerous.
An employer may require employees to submit to search on leaving as a condition of
employment, and an employee grants permission to be searched by accepting employment. This
permission is also revocable at any time by the employee. However, the person's employment is
also subject to termination for noncompliance with this agreement. Again, the officer may act to
recover company property he or she knows to be illegally in the possession of the employee.
The security officer has three courses of action open if it is suspected that a person is
removing contraband from the building and he refuses to be searched or to surrender the property.
1. Arrest, if the officer knows the person has committed a crime and is able to recover the
contraband as evidence. Again be careful as the individual may be armed. The suspect
may also sue the secruity officer, the company and the client for fqalse arrest so be very
careful.
2. The property owner of personal or company property can swear out a criminal
complaint later if possible in order to gather sufficient evidence to press charges.
3. The employer can take disciplinary action, such as suspending the employee without
pay for a period of time up to termination.

These latter two courses of action are more usual, since they avoid false arrest through
hasty action or insufficient evidence. In any case, it is important to identify the suspect as
completely as possible, so follow-up action can be taken. The other area of concern for the
security officer who is charged with conducting searches of personal belongings is human
relations. No one is likely to enjoy such a search.
The officer's approach and his or her conduct are crucial to willing cooperation. Some
rules of thumb to avoid antagonizing people needlessly in a routine search:
 Ask permission to search.
 Ask the owner to move or remove items if they block your view of the contents.
 Avoid touching the contents of the container to be searched.
 Do not let it get personal.
 If permission is refused explain the consequences: the person may not enter, the
employee will be reported, and the visitor will be barred from re-entering the building in
the future, if that is the rule.
 Make it clear the search is simply a standard procedure and it doesn't mean the person is
under suspicion. Never comment on the personal contents of a person's purse or briefcase,
no matter how harmless or friendly your intention.

In some security programs the officer will hold in a secure sterile area, packages,
briefcases, or specific items such as cameras when they are prohibited in the building or in some
secure area of the building. In such a case a receipt should be issued to the person giving up the
container or item. It should be logged, with a complete description, and when reclaimed the

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owner should be required to sign for it. This last step protects the officer from claims that the
item was not properly safeguarded.
All of the above procedures pertain to searches incidental to entering or leaving a
building. Searches of employee lockers or desks and personal searches incidental to arrest have
legal implications that are beyond the scope of this lesson. Therefore leave these types of
searches to law enforcement. In buildings where there are no rules for package and delivery
control and no formal policy on inspecting packages, briefcases, purses and such, security
depends on the officer's judgment. An alert security officer always investigates suspicious
circumstances and asks to see the contents of a suspicious package or inspect the briefcase of a
suspicious person might be a logical follow-up to challenging in some cases. The information
given in this lesson should serve as a guide to initiating and conducting a search.
As always, an important part of the security officer's responsibility is to report accurately
and promptly the details of any incident. In other than routine situations, when the officer finds it
necessary to ask to search a person's belongings, and especially if the search is conducted, a
complete written report on the circumstances must be made to the officer's supervisor. This
procedure will help considerably in following through on the officer's initial suspicions, but more
importantly this record will help protect the officer in the event of a claim that he or she acted
improperly.

Elevators: With this lesson on elevators you begin a discussion of the more technical
aspects of the building security officer's job. This lesson and following lessons on safety and fire
equipment will not be too technical, but rather introduce the equipment, describe its operation
and show how it can be used to help the security officer.
First, you need to discuss the role of the security officer in relation to some of the people
he or she will normally work with. In earlier times, and to some extent yet today, a building
custodian took care of cleaning up, repairing, and securing a building and its equipment. Modern
buildings are often too complex for one person, even for a jack of all trades, and these jobs are
now usually divided among the maintenance, engineering, and security staffs.
In well-run buildings these staff members support and assist one another. It is very
important for the security officer to develop a good working relationship with building engineers
and custodians, to help them whenever possible and to avoid interfering in their areas of
expertise. Cooperation of this kind is especially important in the operation and maintenance of
building equipment like elevators. As a security officer you must know exactly how much you
can do yourself and under what circumstances you should call an engineer or other technical
expert.
The following discussion on elevator functions and controls is quite general because
elevators often vary, especially in capabilities, layout of controls and labeling of switches and
indicators. In fact, differences occur from model to model in the same manufacturer's line. There
are, however, enough basic similarities in all elevator equipment to make study of their common
functions and controls worthwhile. To avoid confusion over different terminology and different
labels used from manufacturer to manufacturer, you will adopt either the most commonly
encountered or the most descriptive terms and labels. So, the labels on switches and the names of
functions in your elevator system may differ from those you use here, yet the actual controls and
their purposes are most likely the same.
An elevator system may consist of one car, several cars, or groups of cars called "banks."
Very tall buildings usually have a separate bank of elevators for the upper ("high-rise") and for

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the lower ("low-rise") floors. In this case a floor halfway to the top is served by both banks of
elevators and is called a "crossover" floor. Low-rise cars will go to this floor and return to the
lobby. High-rise cars start at the bottom, skip intervening floors, and can stop at this floor or any
higher floor. The crossover floor usually has heavier traffic than other floors, because some
passengers will cross from one elevator bank to the other.
Elevator cars are suspended by cables, which pass over a pulley arrangement at the top
and are balanced by counterweights at the other end of the cables. As a car rises, its weight
comes down. As the car comes down, its weight rises. Cars can be summoned to a floor by
pushing a button in the wall at that floor. The button completes an electrical circuit, either
mechanically, like a doorbell, or by sensing heat from the finger, or by electrical induction which
means the finger or other object affects an electrical circuit by its presence. Whatever the type of
call button, once it has been pushed, the call is registered, and repeatedly pushing the button has
no effect.
Inside the car, various controls are available to the passengers. A floor is selected by
pushing a button of the type, which was used to summon the car. Other controls are the
emergency stop button, which stops the car and sounds a buzzer at the ground floor or in a
control room; and the emergency call button, which rings a bell. Normally, these are the only
controls available to passengers.
Most elevator systems with more than one car regulate the floor at which cars “rest"
when not in use. This control, called “phasing," enables cars to be positioned near the top
between trips to pick up heavier traffic heading down at day's end and near the bottom in the
morning to carry heavier traffic going up. In other phases the cars are positioned evenly from top
to bottom or grouped near the middle. Phasing is usually governed automatically by a clock
mechanism, which can be overridden manually from a panel in the lobby or control room.
Each elevator car has an intercom, so passengers can communicate to the outside. It
might be a telephone, which rings in the elevator company's office in another part of town. More
often the intercom provides one or two-way communication with the ground floor lobby, with a
control room in the building or with an alarm company central station.
The most common problems with elevators involve stuck doors, stalled cars, and
misalignment of the car with the floor and slippage (the car falls rapidly for a few feet). None of
these problems are in themselves of great danger to passengers, although the experience can be
frightening. It is practically impossible for a modern elevator to crash to the bottom. Every
elevator car is equipped with automatic brakes activated by the car's motion. As the car speeds
up, its brakes grip rails at the sides of the elevator shaft tighter and tighter. If the cable should
part (an extremely unlikely event) the brakes would stop the car within a couple of floors and
hold it.
When an elevator stops unexpectedly with a passenger inside, the most likely cause is
that the passenger forgot to select a floor and the car moved to its phased position and is waiting
to be summoned. Occasionally a car's motor will stop, and the usual remedy is to switch it off
and on again at the lobby control panel. Stuck doors can usually be opened from the main control
panel, too. If not, the car's inner doors may be pried open from the inside. If the car is at or near a
floor the outer door at the floor station may be opened by a release handle on its inner side. At
worst, passengers could be evacuated through the trap door in the car's ceiling by ladder to the
next higher floor.
Occasionally an elevator car will slip or lurch or fail to line up properly with the floor.
Although they could cause a passenger to fall and be injured, these problems are rarely serious.

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The usual procedure when this slippage or misalignment is discovered is to shut down the car
and call a supervisor, an engineer or the elevator company.
Elevator cars have a built-in safety feature, which prevents the door trapping an arm or
leg. If the door meets any resistance while closing, it will automatically re-open. After a short
period, the door will close again and, if blocked, open again. Usually this action will repeat
several times and then a warning buzzer will sound. Many elevator cars are equipped with an
invisible photoelectric beam, which crosses the doorway and holds the door open as long as
someone or something is in the doorway interrupting the beam.
Some additional controls, functions, and features available to the building staff personnel.
Modern elevator systems have a control panel located apart from the individual cars, either in the
bottom floor lobby or in a special control room. The panel shows where each car is at any
moment (in this case by lighted numbers). The panel also has a number of keyed switches:
In order to take a car out of service, a key is inserted in the IND GROUP SERVICE
switch for that car and turned to the IND (for independent) Position. The car will no longer
respond to its floor selection buttons on the panel inside the car. If it is carrying passengers to
one floor or several floors, it will continue to the floors they have selected, and afterwards return
directly to the ground floor lobby.
The car may be shut down by inserting the key in the numbered GENERATOR STOP
START switch and turning it to the STOP position.
In elevator systems that have a switch labeled FIRE BYP OFF ON ("fireman's return
override") all elevators return automatically to the lobby in the event of a smoke or fire alarm.
They remain shut-down at the lobby level so ordinary passengers cannot use them. By inserting a
key in the fire bypass switch and turning it to BYP, the elevators will be available for
independent service. Some elevator cars, usually the freight cars, have keyed fire bypass
switches near the door outside the car. This switch enables firefighters to use the elevators
selectively.
Many elevator systems have a riot lockout capability. If so, there will be a button labeled
RIOT either on the external control panel or at the lobby security station. Pushing this button
will prevent any elevator cars returning to the lobby. In some systems cars continue to operate
for the upper floors (2 or 3 to the top) and in others they all move to the second or third floor and
stay there. This function can be overridden only by turning a key in the switch labeled RIOT
BYP or OVERRIDE. There is one switch for all cars, and the riot function cannot be overridden
selectively.
The purpose of this function should be obvious. If a mob floods into the building lobby
and tries to get to the upper floors, it won't be able to use the elevators. Normally the riot button
has some type of cover or guard to prevent it being pushed accidentally. In some elevator
systems individual floors can be locked off from access by elevator. The illustration on page
shows an external control panel with elevator lock off switches. These switches are keyed and
are numbered to correspond with the floors. They have two Positions - OFF and ON. Floors are
usually locked off selectively, according to security needs, after hours to prevent anyone going to
those floors without knowledge of the security officer on duty.
Each elevator car normally has a locked internal control panel. The car may be brought to
the lobby from the external control panel as described above or it can be "captured" at any floor
by summoning it with the floor call button and holding the door open until the panel is unlocked
and the independent service controls activated.

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 To use an elevator on independent service or “manual operation" turn the switch on the
internal panel labeled IND GROUP SERVICE to the IND Position; then the floor selector
buttons can be used to take the car directly to any floor. It will not respond to calls from other
floors but move directly to the floor selected. Usually, the floor selector button must be pushed,
and the DOOR CLOSE button held until the car begins to move. The car will stop at the floor
selected and the doors open automatically. There is some variation in this procedure from system
to system.
To shut down an elevator on independent service, turn the GENERATOR switch on the
internal panel to OFF. This switch may be labeled OFF INSP CAR TOP. If the panel door is
then locked, the car cannot be used without the key.
Additional controls usually found on the internal control panel are a light switch and a car
ventilation fan switch. Sometimes there is also an emergency door open switch, which opens the
inner car door no matter where the car is positioned in relation to the floor level. This control is
useful if the car is stalled just above or just below a floor so that the door would not normally
open.
As a working security officer, you will probably find yourself using the elevators
frequently, both in normal operations and on independent service. It can be one of your most
useful tools, In order to gain the most from your elevator system, you must understand it
intimately, its quirks and its strengths. If you are able to place an elevator car on independent
service quickly and operate it surely, you can use it to move rapidly to a floor where there is
trouble, to evacuate a medical emergency victim, to transport a prisoner unobtrusively, or to
investigate a suspected fire on an upper floor without endangering yourself needlessly.
Our skill and experience with the elevators is most important during emergencies.
Problems with the elevators themselves will probably come to your attention when an alarm
buzzer or bell rings because a door is held open or because you are called by a passenger. When
talking to passengers over the intercom, it is important to speak clearly, politely and reassuringly.
The greatest danger to a passenger when an elevator intercom functions is emotional - anger or
panic. Imagine the difference in how a passenger stuck in an elevator feels when he or she
suddenly hears a disembodied voice say, "What’s a matter?" compared with, "This is security,
are you having a problem?"
There is no need to assure the passenger there is no danger if you are not asked, but if the
passenger seems frightened, you should assure him or her that the elevator is quite safe and that
he or she will be freed in a few minutes. Then take prompt steps to solve the problem or call for
technical assistance immediately. Always stay on the intercom with passengers until they are out.
Say something every few minutes or so to let them know you are still there and working on the
problem - "How are you doing?" or
"The elevator mechanic is on the way."
If an earthquake has occurred, even if it is a minor temblor, shut down the elevators until
they can be checked by a technical expert - unless your instructions say otherwise. Under no
circumstances should anyone use the elevators during or immediately after an earthquake. They
will probably still run, but safety mechanisms may have been damaged.
In case of fire, there are some very important things you should know and do regarding
the elevators. Occupants must not use the elevators in event of a fire. Evacuate by the stairs only.
Normally the elevators will return to the lobby if smoke or heat is present in the elevator shaft.
But this may not happen, and there are a number of serious dangers to passengers if it doesn't.
The elevator shaft exhaust fans may be overwhelmed, and the shaft will fill with smoke, choking

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elevator passengers. If the elevator call button on the fire floor is the type activated by heat, a car
may be called to the floor by the fire and when the doors open, exposing the passengers to
searing flames. Smoke can block the photoelectric beam, holding the door open and preventing
the car from leaving the fire floor.
Normally only firefighters and building engineers are authorized to activate the fire
bypass switch and to use the elevators during a fire. In some buildings it is the security officer's
duty to investigate smoke or fire alarms initially, and in such cases, you may have to use an
elevator. The car must be put into individual service. You should take the car to a floor one or
two below the suspected fire floor and then use the stairs. In no case should you ever take an
elevator directly to or past a suspected fire floor.
This lesson has covered some basic information about elevator systems, their functions,
controls and operations and their use in emergency situations. The instructions for your building
govern exactly what you may do, should do, and must do in any situation. If these instructions
are not clear to you, discuss them with your supervisor. It is important for security and for your
own well-being that you understand and practice in using your elevator system.

Client Request Procedures: If the c1ient contact or a client employee asks you to do so
respond willingly, as long as the task is reasonable and does not conflict with the Post Orders. If
the request conflicts with the Post Orders:
1. Explain that you'll be glad to do what the client has requested, but it will require an
exception to your Post Orders.
2. Record the request in the Log Book and the Daily Activity Report.
3. Call the Site Supervisor if there is one currently on the facility, or the client contact if
the request is from a client employee.
4. Do what the client has requested promptly.
5. Notify your Supervisor if you have not already done so.

How Should You Handle Violations? As a security officer, acting as a representative of

the owner on the owner's private property, you can physically prevent a person from entering an
area but only as a last resort! Be sure to check with your employer regarding the way to handle a
violation of company rules, as well as how to handle a violation of public laws.

Surveillance Operations
Conducting Surveillance
Surveillance is a form of observation you use when you expect something in particular to happen.
Usually, surveillance is of people. Most often it's used to detect criminal activity or obtain
evidence of it. In surveillance you focus your attention on a specific person, place, or thing. It
can be momentary, as you stop on your patrol to check something out. It can be planned. You
may receive orders before you begin your patrol to observe for a particular activity. Sometimes a
surveillance effort is quite elaborate. It can involve several observers, vehicles, and special
equipment. Surveillance can be general or specific, open or discreet, stationary or moving, or it
can involve a combination of these approaches. General surveillance takes place when you
expect something to happen in a certain area, although you might not know when or by whom.
Specific surveillance is called for when you can narrow it down to a specific person, place, or
thing. If there is reason to suspect stolen goods are leaving a building over the loading dock, you
would perform a general surveillance of the whole loading dock area. If you suspect that one

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worker or one truck was involved, you would perform specific surveillance on the worker or the
truck. Open surveillance occurs when you make no secret about what you are doing. The usual
reason for open surveillance is to discourage undesirable activity. In a retail store, if you suspect
someone intends to shoplift, you might watch the person openly, expecting him or her to take the
hint and leave. Discreet surveillance is an attempt to hide or disguise your observation. If you
watched the shoplifter from behind a two way mirror, or pretended to be interested in something
else, in order to catch the person in the act, this would be discreet surveillance. An elaborate
version of this technique is undercover surveillance. The observer dresses to blend in with the
surroundings or even takes on a false identity. If you stay in one place while observing, you are
conducting stationary surveillance. It can be casual or planned. A "stakeout" is a carefully
prepared surveillance post that may continue for some time and be manned around the clock by
shifts of observers. Common names for moving surveillance are "tailing" and "shadowing." It
can be conducted on foot or in vehicles. Successful moving surveillance generally requires
careful planning. It usually also requires more than one observer, especially if it must be lengthy
and discreet. You could use various kinds of special equipment. Instruments to extend your
senses include binoculars and telescopes, microphones, night viewing devices, and closed-circuit
television. Cameras and tape recorders are useful recording devices.
The primary instruments, however, are your eyes and ears. Our memory of what you
observed, aided by your handwritten notes are the primary records you will usually make. In
principle, it is far better for you to see and hear what happens directly. Our firm recollection of
what happened based on your actual notes taken at the time can serve as a very credible record,
even in court.
If you can't get close enough to see and hear what's happening first hand, or if you can
see and hear better with instruments, by all means use them. Use cameras and recorders mainly
to back up personal observation, although pictures and sound recordings can serve as powerful
evidence in a court of law. And slow-motion film or video-tape replays often reveal what the
naked eye may have missed. In any case, you usually won't have special instruments for
surveillance, and you will have to depend on careful planning and execution to get the
information you seek.
Our first consideration is position. In a moving surveillance, you continually change
position in relation to the subject and the surroundings. In a stationary surveillance, you will
probably have more time to select a position from which to observe. You want to find a position
from which you can see (and possibly hear) clearly what is going on. For general surveillance, a
high position is often an advantage because you can see farther. A specific surveillance generally
works better if you can get close to the subject. If you must observe discreetly, a concealed
position or a position that enables you to appear to be doing something else is necessary.
The situation under which you conduct your surveillance must be taken into account.
This includes weather, surroundings, number of people present, noise level, potential danger
from the subject, and personal discomforts - anything that can interfere with accurate observation.
If you expect to be observing for a long period (over fifteen minutes or so) consider your ability
to maintain concentration. Extended surveillance usually requires at least two observers who can
relieve each other. Of course, it depends on what you are looking for, whether it is a major
change in the field of view or a subtle change.
Recognition of the key sign or signs (that the event you are expecting has happened) is
essential. You must know what you are waiting for and how to recognize it when it occurs.

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Finally, the response you are supposed to make to the event (what you do when it happens) must
be clear.When conducting surveillance operations follow these procedures:
1. Identify suspects, activities, friends, family residences, and places of business,
hangouts, and other relevant locations to develop intelligence, patterns of behavior
and identify evidence.
2. Identify sources of information
3. Corroborate source information to make sure it is valid,
4. Provide security to undercover operatives,
5. Gather data for site surveys.
6. Information obtained from surveillance operations can provide the probable cause
necessary for obtaining search warrants for other investigative techniques
7. Always use the team approach or “buddy” system
8. Be alert! One moment of being inattentive may be your last
9. Keep radio transmissions brief as they may be monitored
10. Keep A low profile

Electronic Security: The advances made in electronic technology as applied to security

in recent years has been substantial. Unfortunately the great leaps forward have led some to
believe that electronic technology could solve every problem; that is it could be a universal
solution to all problems. This false belief has led to costly errors and often to disillusionment
with all types of alarm systems.
The only correct application of electronic technology must result in either increased or
tighter security or a reduction in security personnel with no decrease in efficiency. The cost, both
initial and long term must be in keeping with the benefits derived. Electronic sensing devices can,
and do, extend the presence of a security officer. They can inform the officer of an emergency
condition remote from their location and can allow the officer to observe several remote areas
simultaneously.
However, each application must be examined very carefully to determine if that benefit is
real or only apparent. One of the best security hardware devices in wide spread use is the card
key system. The card key can replace a security officer at a door or gate and electronically
monitor who comes and goes through that enter/exit point. The card key can:
1. Track ingress and egress by employee name/number.
2. Lock out terminated employees and former tenants.
3. Enhanced security would suggest that ALL tenant's employees be restricted to after
hour access, except where the employee may reasonably need after hour access.
4. A higher level of security is generally incorporated in the way of an anti-pass back
feature that not allow access if the card has not been logged out first. (This prevents the
card from being passed to another person outside the perimeter who would then use the
card to gain access)

Alarms: The introduction of electric alarms early in the 20th century started a new era in
the protection of banks and retail stores. However, the old-time burglar alarms were more often
set off by unwary people, animals and defective wiring than by burglars. Today many efficient
electronic sensors and detectors are used for security protection, fire prevention, safety, process
control, and environmental control. There are six general types of sensing devices: electro-

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mechanical, sound wave, microwave, capacitance, vibration, audio, infrared and light. These
sensors can be grouped into three categories based on location. An integrated system protects:
1. The perimeter or point of entry (fence, door)
2. An area (room)
3. An object (safe, vault)

Alarms allow the security officer to extend him/herself in safeguarding a facility or

multiple facilities. Alarms may be monitored off site by a central station or they may ring only at
the premises. The Central Station will notify the client’s representative and law enforcement or
the fire department if required. Since a Local Alarm also rings at the business, the security
officer is usually the one to do the notifications.

Identification and Control of Personnel and Vehicles: People steal! People aided by
vehicles can steal much more. Properly designed identification and control systems expose a
would-be wrong doer to a greater possibility of detection. Therein lies their benefit. Ideally the
control techniques should be inoffensive to personal dignity, easily accomplished, difficult to
circumvent and easy to maintain and update.
Personal recognition aside, there are two basic identification systems suitable for use as
employee/visitor control measure:
1 Photo Identification Badges - A badge's purpose is to permit control of the employee or
visitor first through the entry portal and secondly (since the badge must be worn on the
outer clothing at all times within the protected area) limits the individual to specific areas
within the facility.
2 Photo Identification Cards - Cards are usually carried in the wallet or handbag, being
shown only at the time a person is being admitted to a restricted area. Thereafter, since
the card is not being displayed, it is assumed that the person has equal access to all areas
within the circle of protection.

Basic to the theory of personnel and vehicular control is the isolation of the employee and
their automobile, and, by implication, will keep company materials from their cars. From a
practical standpoint in most cases, it is generally not possible to have a 100% vehicle inspection,
therefore, random vehicle inspections together with good entrance, exit, and loading area control
instill a fear of apprehension that is a satisfactory if not a complete deterrent.

Theft Control: Pilferage and theft are not only the most common and annoying hazards
to security, but they may become so costly that they represent a financial menace. Clients are
aware of the fact that even if their pilferage and theft problem is considered negligible, it should
not be overlooked. Minor problems caused by this hazard will almost always grow to proportions
if no action is taken to check them in the early stages.
Pilferage is accomplished by carrying company property in the form of products, tools,
raw materials, documents, and files out of the facility, using a variety of methods. These include:
1. In pockets or underneath clothing.
2. Addressing shipments by USPS mail, FedEx, DHL, UPS, and other commercial
carriers, to themselves or confederates.
3. Carrying out packages, in briefcases and lunchboxes.

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 4. Concealing items in trunks, glove compartments, under seats, in wheel wells, in
private automobiles, trucks, trailers, and containers.
5. Dropping items over perimeter fences for later pick-up.
6. Secreting items in trash or garbage containers with or without the knowledge of
those removing them.
7. Taping items to truck bodies, private vehicles, and railroad locomotives.

Access Control: Most security problems are caused by people whether it is by fires,
thefts, safety hazards, or vandalism. Because of this, security must monitor people who enter and
leave the client's property. A security officer may prevent someone from entering private
property by standing in his way but should never touch the individual or their personal property.
One of the most practical means of controlling an entrance or exit is to place a security
officer there to monitor the flow of people and traffic. The officer assigned to a location like this
must use tact, good judgment, common sense, and courtesy.
The most common system for access control is the use of identification (ID) cards. Client
employees are issued a card or badge with their name, photo, and employee number. The
employee must display their identification to the security officer to be allowed access.
It is easy to be lax in checking badges. Employees will flash the badge or card or paste a cartoon
character over their picture or even flash a credit card. You must be alert to these things. The
proper display will have the employee show his/her badge, so you can compare the picture to the
individual.
You must be firm but courteous in your insistence on a clear display of the ID card.
Premises using electronic or photo readers remove some of the responsibility of the officer
viewing a card. You must, however, be alert to an unusual person attempting to gain entrance. A
person unfamiliar with the equipment is one to visually check. You will have to issue temporary
badges in facilities using them. Always follow post procedures when issuing a temporary or
visitor badge. Also most facilities, which use ID cards, will notify security of an individual who
has been terminated. Pictures may be issued to security to enable the officer to prevent access by
these people. Be alert, do your job.
If assigned to an exit there may be procedures you will have to follow to ensure company
material is not being carried out. Our post procedures will describe your responsibility on
package, briefcase, purse checks, etc., whether they require property passes.
Vehicle gates offer unique problems. Most companies only allow authorized vehicles
within the perimeter or near shipping/receiving docks. Visitors are usually logged in and directed
to specific areas. Departing vehicles should be checked (refer to your post procedures for
direction). Obtain proper authorization for any property to be removed from the premise. If you
see something suspicious in a departing vehicle and are not instructed to search, record the
license number, vehicle description and describe suspicious items. This should be done on an
incident report form as it is an unusual occurrence. Truck gates will have their own instruction.
You will, in most cases, log them in and out. The log will usually provide for identification of
the driver, invoice check as well as seal inspection.
Officers will transact all business in a courteous, businesslike manner, calculated to give
all the best impression your company. Do not tolerate loitering in or around the lobby area. No
one including employees should linger without cause. Permit no use of post property unless it is
business related (Document all activity). If problems persist, contact the field office for
assistance. However, remember to be courteous at all times. Maintain the necessary paperwork

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such as registers/logs, Daily Activity Reports in a neat and legible manner. Make expedient use
of incident reports to describe any serious occurrences, which include but are not limited to:
Physical Attacks, fire alarms, accidents, break-ins, fires, leaks, burglaries, suspicious trespass,
and malfunctioning elevators. All must be documented and relayed to supervision.
Upon reporting for work, the officer will remain at his Post, performing the prescribed
duties until properly relieved by the next officer on duty or until the end of the assigned shift, if
no relief is planned. An officer may be asked or directed to escort employees or visitors to
parking areas upon request needed in the interest of safety if such courtesy does not seriously
interfere with the normal operations of the post to which assigned.
Officers should stand and greet all individuals while in a lobby. Sitting is only permitted
to process daily paperwork when absolutely necessary. Officers on duty are responsible for
ensuring that all duties of the post are fulfilled. If two officers are on duty, both officers are
responsible for these duties. Each officer’s performance will be assessed by looking at the
performance of the "team" as a whole. In short, officer #1 is responsible for the performance of
officer #2, and officer #2 is responsible for the performance of officer #1.
Officers must deter of all vagrants and transients from entering onto the client's property.
Usually in an office building, in order to protect the lobby and elevators, allow no freight entry
of any kind (i.e., dollies, boxes, heavy equipment, etc.) to be delivered through the lobby. All
deliveries must go to the receiving dock or freight elevator.

Employee and Visitor Control: Employees and visitors can, if uncontrolled, expose
your clients to significant loss or expose themselves to serious injury. They can purposely or
inadvertently create fire and safety hazards. They can cause loss through theft or property
damage. All employers have the right to establish rules and procedures to control the movement
of people in, out and through their property. The tightness of control will be determined by the
type of activity the client is involved in. A facility dealing in defense contracts or highly valued
items will have much stricter control than a foundry or machine shop. A construction site or a
company dealing in dangerous substances will have more limits on movement than an apartment
complex or office building.
No matter what type of facility you are assigned to, there will be rules of control to
protect the client from loss or liability and to protect the people from injury. As a professional
security officer, many of your duties will involve enforcement of these rules.

Visitor Control and Escort: An extremely important part of your responsibility will be
to identify and control the access of visitors to the facility. Some systems are much more
elaborate than others, but they all accomplish the same goal. That goal is to know who is on the
property at what time and for what purpose. There are very few locations where visitors are
permitted to roam freely throughout. The two most common methods of visitor control are the
use of a log or the use of a pass system. In both cases, you are required to record the following:
1. Visitor name
2. Time of visit
3. Whom he is visiting
4. Time of departure

It is very important that this information is legible and accurate. It is very embarrassing to
have a member of the client’s staff ask the proper spelling of a visitor’s name or what time he

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left, only to find out that the log is incomplete or unreadable. Visitor escorts are a third method
of control used at many facilities. The escort may be provided by you or by a client employee. If
you are required to escort the visitor, you must take him the most direct route to his destination.
You are not conducting a guided tour and should not allow the visitor to go anywhere other than
to the person he is visiting. If he requests to see any other area of the plant, you should politely
refuse. If the individual is insistent, you should report this to the person to be visited. You are
responsible for that individual while he is in your care. You must do everything possible not to
expose him to injury or confidential company information.

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 Lost and Found: All lost, stolen, or abandoned property coming into your possession
must be tagged showing where found and by whom and secured according to your post
procedures.

Reporting Lost Articles: As a security officer you may be approached by an individual

who informs you that he has lost or misplaced some person property or by a client who tells you
of “missing” company property. When this occurs, it is very important that you prepare a
thorough report concerning the lost article. This is very important because their insurance
company may receive a claim concerning this property. Also if this property is found, the report
will help identify it and return it to the proper owner. A report of lost property should contain the
following information:
1 What is missing?
2 Description of what is missing
3 Who owns the article?
4 Where it was lost (if known)
5 When it was last seen
6 Any ideas on how it was lost

Description of Lost Articles: It is very important that an accurate description of the lost
article be given. This will expedite recovery of the item if it is seen. A description should contain
the following information:
1. What is missing?
2. Brand name
3 ID and model numbers (if known)
4. Value
5. Dimensions of the article
6. Shape of the article
7. Color of the article
8. Size of the article
9. Distinguishing marks
10. Distinguishing characteristics

It is important to not only identify general characteristics but to also identify specific
characteristics. The more specific the report is, the more likely the lost property will be identified
and recovered. This description should be given to each security officer at the location and to the
client contact to whom you report.

Discovery of Lost Articles: If you should happen to find a misplaced or lost article, there
will generally be procedures established at your location, which you are to follow. There are a
few words of caution. When making your rounds at a client facility, do not pick up any personal
items unless you are absolutely certain that the owner is not in the vicinity and will not be
returning. If the owner is in the vicinity or returns for the item, you could possibly be accused of
taking the item. It is always best to ask around and inform a supervisor that you are securing lost
property. Make sure that you immediately note the discovery in your log.

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 If you happen to discover company property at an unusual location such as a product
outside the fence line or tools at the trash disposal, you should notify the client before gathering
the material. This material may be part of an overall theft problem or it may have been
accidentally dropped or misplaced. The client will decide whether to leave it where it is in order
to establish surveillance or to simply secure it.
When you receive found property, it is important that you write a report indicating where
it was found, who found it, time and date, and a detailed description. If it is a purse, billfold,
briefcase, or other similar personal item, you may need to open it to determine ownership.
Whenever possible you should have a witness present when you do this. You then must
inventory the contents with the witness present.
All found material should be marked or tagged with the time, date, location, and person
who found the property. The property should then be kept secure until you are able to return it to
the rightful owner or it is otherwise disposed of according to procedures at your location.

Release of Property: The general rules for releasing found property are as follows:
1 You must establish ownership of the property.
2 You must properly identify the person to whom you release the property.
3. The person receiving the property should sign a receipt for the property.

You may establish ownership in a number of ways. If it is company property, you may
release it to any authorized representative of the company. If it is personal property and there is
an identification card or other evidence of ownership such as an engraved name this generally is
sufficient to compare with the identification of the person claiming ownership. However, in
many cases it will be necessary for someone to identify the property. Do not show it to them.
Have them describe what they lost. A general description is usually not sufficient. The owner
should be able to provide a specific description indicating brand name, color, distinguishing
marks and characteristics. You will generally have detailed procedures on how to handle such a
situation. When releasing property to someone, obtain their name, address and phone number. It
is appropriate to request identification. Do not forget to obtain a receipt and to write a report.
As a security officer, there will be times when you are notified of lost property or you
discover lost or misplaced property. It is very important that you write a detailed report
describing the property and who lost it or to whom it was released. When describing lost or
found property be sure to include both a general and specific description. You must properly
secure it. Do not release property until you establish ownership, identify the person who is
claiming it, and have them sign a release for the property. You must exercise extreme caution in
dealing with a lost or found article so that you will not be accused of any impropriety. The best
way to assure proper handling is to have a witness available whenever possible, report the
situation in writing immediately and notify your supervisor.

RETAIL SECURITY: Retail security must be directed toward preventing three common types
of crimes: Fraudulent checks/credit cards, employee theft, and shoplifting. Although retail outlets
are subjected to other crimes, such as burglary and robbery, the greatest loss is suffered through
these three crimes. The losses incurred through shoplifting, bad checks, and employee theft can
often make the difference between success and failure of retail outlets. The smaller, independent
stores are hardest hit by these crimes, since they do not have the volume to make up such losses.

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Fraudulent Checks: The necessity of a business cashing checks is obvious; the economic
structure of the United States relies heavily upon checks and credit. Because of this reliance, the
representation of money has become the next best thing to hard cash. Checks and credit cards are
an integral source of capital for the businessman but check cashing procedures to prevent fraud
must be used.
The biggest reason for fraudulent check cashing is lack of proper identification, and without this
identification, the check writer cannot be prosecuted in court. The most important rules to follow
in cashing checks include:
 Do not cash checks indiscriminately
 Examine every check
 Record identification information on every check
 Requite identification of person cashing check

In Utah, many banks have adopted check guarantee, which insures that the check will be
credited, even in the case of insufficient funds. A card with the holder's name and bank account
number are issued to each person having check protection. Requiring check protection and
picture identification is one of the simplest and best methods for preventing bad checks.
However, because many people do not have check protection cards, a retailer may lose business
from potential customers. The possible loss from loss of customers and bad checks must be
weighed. But in any case, two forms of identification should be required.

Check Cashing Procedures: Proper identification is not enough to avoid bad checks.
Established procedures for check cashing must be followed by all employees. These procedures
should be consistent and in written form. All employees need to be trained in check cashing
procedures. The following procedure should be followed-by all retail outlets when cashing
checks:
 Central Check Cashing Station: If possible set up a central check cashing station manned
by the same person daily. Limit the amount that may be cashed from a personal check.
 The Amount That Will Be Cashed: Establish a firm policy regarding the cashing of
checks for amounts over the cost of merchandise or services.
 Employee Responsibility: Assign the responsibility of cashing checks for amounts higher
than a purchase only to certain employees.
 Examination: Examine all checks carefully to insure that all entries are completed, legible
and accurate. Compare signatures of check and identification. Identification: Require at
least one form of corroborating identification.
Valid forms of identification are:
 Driver's license
 Company identification cards
 Credit cards
 Local charge cards
 Military ID Cards (DD form 2)
 Passports
 Student identification cards (College)
 Any photo ID

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Look at all identification for signs of tampering: suspicious type, torn edges of laminated
identification, pictures doesn’t match the bearer, information on the card doesn’t match the
bearer, and the markings on the ID look forged.

Questionable and Invalid Forms of Identification are

 Check cashing courtesy cards
 Community organization cards
 Fraternal identification cards
 Insurance identification cards
 Letters
 Library cards
 Selective service cards
 Social security cards
 Any card without a photo ID

The employer should establish a company policy of checking addresses and phone
numbers. This can be done through requiring a form of identification with the same address as
the checks, using a crisscross directory, phone listings, or checking with accounting or
bookkeeping departments of banks the checks are drawn on. The most important days for check
writers are Friday evenings, Saturdays, and Sundays.
Special attention should be given when cashing checks after banking hours because the
businessman has no way of checking customers late in the afternoon and on weekends.
Customers cashing checks for large amounts after normal banking hours know the bookkeeping
and accounting sections are closed.
Another technique of the fraudulent check writer is to find a young employee for cashing
checks. The new or young employee is often scared to keep customers waiting. The
inexperienced employee also is careful not to ask too many questions. They do not know if the
check writer is a regular customer.
The Adequacy of Information means that you require that such information as the name and
address of the endorser be presented on the check along with the individual's home phone, and
business phone.
The cashing of all checks should be approved by a designated manager before a sales
clerk can complete the transaction. Approval authority should not be assigned to a new or young
employee unless they are under the supervision of an experienced superior. All people cashing
checks should place their initials on checks for identification later.
The Bad Check List: The merchant should be advised in the use of a bad check list, if one
is available. Such lists will help detect people known or suspected of being bad check passers.
Local Better Business Bureaus, trade association or your police department should have such a
list.
Types of Fraudulent Check Writers:
Amateur Check Artist: The amateur is responsible for approximately 50 % of all
fraudulent checks. However, the checks are usually for small amounts. Three types or purposes
of fraudulent checks are used by amateurs. The borrower writes checks with the knowledge that
he has insufficient funds to cover the amount. Eventually, the amount will be made good. But in
the interim, the person uses the target business as a loan company with no interest. A policy of
charging a returned check fee (usually $10 to $25) can discourage this type of bad check writer.

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 Petty Thief: The third type is the petty thief. This person will usually try to use counter or
two-party checks. Overall, he lacks the initiative to perfect any method of stealing professionally.
By accepting only two-party checks, this situation can be avoided.
The Professional Check Writer: The professional check writer is anyone who
continually cashes bad checks. There is no stereotype of the professional, who crosses all social
and economic levels. Often, the professional will use complex methods of check cashing. He
also plans every step carefully to facilitate the check cashing process. One of the best deterrents
against the professional check writer is the use of a camera recording system. Each person
cashing a check is photographed, which can identify the person. This is effective since a
professional works on the basis of hiding his true identity. However, the cost of such a system
can easily be cost prohibitive. Also, the majority of check writers is honest and would not
appreciate such an invasion of their privacy.
The Transient: A more serious type of bad check writer is the transient. This person
moves frequently, leaving a trail of bad checks. An apartment address is usually given by the
transient.

The Presence of Unusual Items on a Check: The Small Business Administration has
outlined a number of extraordinary or unusual features on checks that the businessman should be
aware of and that should spark preventive action. These features include:

 Beware of checks that have a company name stamped with a rubber stamp or typewriter.
 Beware of people who cash checks for money orders.
 Beware of personal checks bearing unusually high sequence numbers or checks with 101-
300 numbers.
 Beware of the big name dropper.
 Don't be misled if passer waves to someone, particularly if it is another employee.
 If a check is cashed for a juvenile, be sure he or his parents are well known to the person
cashing the check.
 It is not good business to cash a check for an intoxicated person.
 Never assume a check is good because it looks good.
 Refuse to cash a check that has the word "hold" written anywhere on it.
 Watch out for the "I'm an old customer" routine.

Banks now imprint the date the checking account was opened to better deter check fraud
by identifying newly opened checking accounts. A person cashing a check should mark it with
his initials so that it can later be identified in court if necessary. Report all check violators to the
proper law enforcement agency. Follow through with prosecution on all check cases after a
complaint has been signed. The businessman should protect his own blank checks, cancelled
checks, bank statements, and check protector from theft and misuse. The businessman should
frequently review his own cancelled checks for unauthorized signatures or altered amounts.
Every businessman who cashes checks should be familiar with Utah law governing
fraudulent checks. Small business payroll company checks should be checked by calling the
company during weekends or late Friday afternoon. Never assume that because a person is
wearing a "uniform" with a company name and a personal nickname that he actually works for
the company whose check he is trying to cash.

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 Some check writers will cash fraudulent checks at small businesses and purchase money
orders. The employee thinks that since no money is exchanging hands, only paper, that this is all
right, and the employee is not careful in checking the identification of the customer or checking
with the bank or company the check is drawn on. The check writer can then cash his money
order at the next store or business nearby.

Signature Comparison: At least one type of identification required to cash a check should have
a signature on it. The signature on the check and the identification can then be compared.
Signatures, which are not legible, should be reprinted by the customer below the signature line.

Common Errors: A lack of procedure in check cashing or inadequate policies often lead to bad
checks. Some of these common errors, which can easily be avoided, include:
 Acceptance of counter checks
 Acceptance of post-dated checks
 Checks are not endorsed, or are improperly endorsed
 Improper or no identification
 Missing signature
 No address on checks
 Written and numerical amounts or checks differ

Conclusions
Retail outlets often rely on checks from customers for purchases. Because of this, some loss from
bad checks will always be realized. However, simple and consistent procedural controls can
minimize the losses. Bank Employees need training in check cashing. Such training should
include necessary elements of a check (signature, correct date, current address, home number);
requiring two forms of identification
(Preferably a check protection card and picture identification), cross checking signatures and
addresses. Basic policies procedures should be established, such as allowing checks only for
amount of purchase (or for minimal cash) and requiring the same type of identification from
everyone. The key to avoiding bad checks includes common sense practices. However, a
surprisingly large number of retail establishments fail to enact such procedures.

Credit Cards: The use of credit cards is becoming the most popular means of purchase
power. Like checks, a business has to accept credit cards to compete for the customer's business.
Credit card procedures are often determined by the companies, which issue the cards. Also,
credit card companies have toll-free numbers for businesses to call for authorization numbers.
Safeguards on credit cards should be included in the training for fraudulent checks. Identification
and comparison of signatures are the same for each. All employees should be cognizant of the
ten reasons for obtaining authorization:
 The card has been altered.
 The card has evidence of tampering.
 The card holder has no other identification.
 The card holder refuses to produce backing identification
 The card is expired.
 The card is invalid.
 The card number appears in the cancellation bulletin.

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  The purchase is over limit charge.
 The signatures do not match.
 There are any other suspicions.

Shoplifting: Shoplifting accounts for the source of the greatest financial loss for retail
merchants. In Utah, the problem was severe enough to institute a statewide program to combat
shoplifting. In 1974, the Utah State Legislature enacted a law making parents financially
responsible for shoplifting committed by their children. In 1975, the Anti-Shoplifting Program
began with funding from the Utah Council on Criminal Justice Administration. The problem was
attacked through a mass media campaign and presentations to public schools. 'With the slogan
"Shoplifting Doesn't Pay--you Do,” the campaign emphasized that shoplifting is a crime and
would lead to a police record if caught. Because of the alarming increase of juvenile shoplifters,
the campaign focused on reaching youth. After two years of operation, shoplifting in Utah was
reduced by 15 percent; one of the reasons for the decline was attributable to the campaign.
However, shoplifting is still the most common retail crime, and the crime prevention officer
should provide merchants with preventive tactics to curtail shoplifting.

The Shoplifter: The motivation for shoplifting is seldom actual want or need. Most
offenders can easily pay for the items stolen. Perhaps, the popularity of the crime is due to the
relative ease in which the crime is committed. Shoplifters, like bad check passers, are from all
economic and social backgrounds. Certain stores will suffer their greatest loss from juvenile
shoplifters, while others will be victims of older and more professional shoplifters. The type of
shoplifter in any given store depends upon the items and type of customers to which the store is
directed.
However, there are certain peak hours for shoplifting; between 3 and 6 p.m. (1500-1800)
The most popular days are Thursday, Friday, and Saturday. With these peak hours in mind,
stores should be encouraged to assign all available personnel to the sales floor from 1500 to 1800
every Thursday, Friday, and Saturday. However, conditions differ with each store and coverage
of the highest period of vulnerability should be adjusted to local conditions. The most effective
deterrent to shoplifting is well-trained, alert personnel who pay close attention to the needs and
wants of customers.

Booster Bloomers: merchandise can be hidden in these oversized bloomers, which use
heavy tie strings. Usually used by females. The bloomers are usually worn under a large gathered
skirt.
Booster Box: An empty box, usually gift wrapped, contains a false end held closed by an
internal string. The technique used with the box includes setting the device on a sales counter
with the shoplifter inspecting merchandise on the counter. Articles are then quickly slipped into
the box by way of the false end.
 Customers who reach into display counters or walk behind sales counters
 Fussy customers who don't seem to know what they want or interchange articles
frequently
 Individuals who leave a sales area with undue haste
 Individuals with unusual walks, who tug at a sleeve, adjusts socks, rubs the back of their
neck or who are observed in various other unusual actions that might assist in hiding
articles

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 People who don't appear interested in articles about which they have inquired
 People who frequent washrooms
 People with bundles, bags, boxes, and topcoats over their arms; briefcases, newspapers,
umbrellas, or have an arm in a sling.
 People wearing heavy outer garments out of season, baggy clothes, or full pleated skirts
should sound off mental alarms. All of these props provide the opportunity for
concealment of merchandise. As well as their tools and props, shoplifters can be
identified by their actions. Sales clerks should be trained to watch for the following
characteristics:
 Poaching Coats: These are regular coats altered to meet the specific needs of a shoplifter.
Oversized pockets, metal hooks inside the coat, and pockets removed to allow
merchandise to fall into the lining are common characteristics of this device.
 Several people who are obviously together "swarming" a department trying on items or
handling merchandise. These people may be part of a flash mob.
 The Amateur: Surprisingly, the greatest loss is realized by amateur rather than
professional shoplifters. Within this classification of the amateur, certain types, each with
different motives exists.
 The Disinterested Roamer who claims to be waiting for a companion or friend
 The Housewife: The housewife comprises the largest portion of the adult amateur
shoplifters. Because the housewife usually does most of the grocery shopping for the
family and because the cost of food and household is increasing constantly, the housewife
believes that the store "owes her something.” The items usually taken by the housewife
are small packages of food, cosmetics, and other household goods.
 The Juvenile: Experience has shown that the majority of teenage shoplifters are girls.
They frequently work in small groups but not necessarily informal gangs. Such
merchandise as CDs, DVDs clothing, and make-up and recreation goods are commonly
the objectives of the juvenile shoplifter. Boy shoplifters usually work alone.
 The Kleptomaniac: This type of shoplifter steals compulsively whenever the urge strikes.
Such people are normally quite nervous and shy. There are, however, very few true
kleptomaniacs.
 The Narcotics Addict: Such people usually steal because they need money to support
their habit. They frequently take things in a brazen manner, and, when desperate, exhibit
a condition of being frantic.
 The Nervous, flush-faced, or dry-lipped person or someone who appears to be perspiring
profusely in a room with a normal temperature.
 The Professional: The professional shoplifter is more sophisticated in his attempts than
an amateur. To him, shoplifting is a way of making a living. He is usually most interested
in small, highly valued items for which he can easily find a resale. They are also cool-
headed and cautious. Unlike the amateur, the professional uses certain tools for his
profession.
 The Vagrant or Drunkard: Probably the most clumsy type of shoplifter and easiest to
detect, this type normally steals out of need for such things as food, alcohol, tobacco, and
articles of clothing.

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 Combating the Shoplifter: Although the best policies and procedures will not eliminate
all shoplifting, significant reductions can be affected through the adoption of some standard
practices as follows:
When busy with another customer and someone enters the store, or department, a sales person
should acknowledge his presence by saying something like, “I’ll be with you in a moment.”
Special cash register procedures should be instituted to deter "till tappers.” These are clerks who
keep registers open while ringing up a sale; close drawer before wrapping merchandise; do not
allow a customer to distract a cashier while another person is being waited on; and, keep
registers locked while not in use.

This will also serve as a psychological deterrent of a potential shoplifter. Customers

should be served as promptly as possible. Shoplifters will be scared off by sales personnel who
approach them promptly; customers will be happy to receive such service.
 A procedure should be developed whereby employees can notify the office or some
clerical locations when they suspect thieves are present.
 A sales person should not turn his back on a customer. In such cases, if a customer is so
inclined, this action serves as an open invitation to shoplifting.
 A store or department should never be left unattended.
 A store's intercom or telephone system should be placed in such a position so that when
sales people are using it, they can easily view their sales area.
 A warning system such as a code word or other technique should be developed so that all
employees can be alerted when the presence of a shoplifter is suspected.
 All customers should be acknowledged.
 An item found on a completely different shelf may indicate that a shoplifter is present
and believing that he was observed, disposed of the item on another shelf.
 Articles should not be stacked on corners at such height that they block the view of sales
people. Merchandise should be arranged so that customers must physically "pick it up" in
a manner, which will not allow a thief to push it off the counter into some type of
container.
 Clothes on hangers should be placed in an alternating array so that every other hook faces
the same way in order to lessen the opportunity of the "grabber" to steal more than one or
two articles.
 Expensive merchandise should be locked in a show-case display in a position where it
can be viewed by more than one sales person.
 For stores that have self-serve cash registers, should be watched for those customers who
go back and forth to return merchandise or those who conveniently forget to ring up
several items.
 If items are sold-in two parts or are made up of pairs, only one part of the pair should be
displayed. Whenever possible, merchandise should be attached in such a way as to make
its removal difficult.
 If possible, each customer should receive a receipt for every purchase--this will help
prevent shoplifters from obtaining cash refunds for stolen merchandise.
 Keep camera monitored, cleaned, focused and aimed at high risk areas of the store.
 Large bulky items such as coolers, should be physically examined to insure that other
smaller items are not about to be carried out while inside the larger item.
 Loiterers or wanderers should be carefully watched.

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  Price marking equipment should not be left unattended for obvious reasons.
 Sales areas should be kept clear of discarded sales checks, shoplifters may use them as
apparent evidence of purchase.
 Sales people should be instructed to return to stock promptly any merchandise that is
inspected and not sold.
 Service should be kept fast and efficient as a deterrent to shoplifting, especially when
waiting on juveniles.
 Tables and aisles should be kept neat and orderly.
 The clerk should visually check the customer’s basket to make sure there are no items on
the bottom that the customer neglected to have rung up.

INSPECTIONS: What is an inspection? As a security guard, your employer may enlist

your assistance in conducting inspections of plant employees. This is not a search. Always make
sure the employer has notified the employees first. Such inspections are often conducted at the
end of the work day by looking into employees' cars, lunch pails, purses, or tote bags to make
sure unauthorized items are not being taken off the premises. An inspection is always conducted
with the employees' cooperation. If you are on rounds, for example, and see what looks like
company equipment in a locked vehicle, you should enter a description of the materials in your
report along with make, model and license number of the vehicle. For example, when you want
to look inside a lunch pail, purse, or tote bag--ask the employee to open it up for you to look
inside. If you can't see the contents because something is in the way, ask the employee to remove
the obstruction. If the employee tries to hand the item to you, politely refuse.

 NEVER TOUCH THE EMPLOYEE OR HANDLE THE EMPLOYEE'S

PROPERTY!!!
 Understand company policy. Generally, if an employee does not cooperate, you should
record: date, time, and location name, physical description, badge number, license
numbers of any vehicles involved. Then make a full report, in writing, to the client and
your employer.

Security Breeches
 Broken alarms
 Broken fences
 Inoperative locks
 Lost keys
 Open or broken doors, gates, or windows
 Unauthorized Personnel
 Unauthorized Vehicles

Unidentified Person Procedure

1. Identify yourself as the security officer on duty.
2. Ask the person for identification.
3. If the person has proper identification:
a. Ask for the person's phone extension and explain that you need it to alert him or
her in case of an emergency.
4. Report the incident in the Log Book and Daily Activity Report.

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 5. If the person does not have proper identification:
6. Ask why he or she is there.
7. If there is a good reason: ask for his phone extension and explain why you need it.
8. Call for authorization if needed.
9. If there is no good reason to be on client property:
10. Request that the person accompany you to the nearest phone. Call the client contact or
your Supervisor for instructions.
11. If the person refuses to accompany you, get a description and call the client and the
police immediately. Do not use force, except to protect yourself from clear and
immediate bodily harm.
12. Report all instances of improper identification in the Log Book, the Daily Activity Report
and an Incident Report.

Employee Theft: Employee theft is a more serious a problem as shoplifting. Also, an

employee will usually take merchandise of a much higher cost than items taken by a shoplifter.
The accessibility to merchandise provides the dishonest employee the opportunity to steal large
and expensive items, such as televisions and stereos. No-one can definitely say what causes one
employee to steal and another to remain honest. But, for the majority of cases, the proper
environment, and controls will prevent honest employees from becoming dishonest. A study of
actual cases leads to the conclusion that there are three basic factors that are prominent in most
instances of employee theft. These are:

Mental Justification: While there is often a feeling of need for money among workers,
most employees must rationalize their dishonest activities to avoid anxiety. Usually, he does not
think of himself as a thief, but as an employee with a grievance. Often, this includes the attitude
that he is underpaid or unappreciated. Often, an employee will rationalize his stealing when he
sees other employees stealing. The employee may feel he is merely doing as others do.
Need or Desire: The need, which motivates the thief, may not appear to be pressing in
the eyes of the rest of the world. However, to the thief, it is an absolute essential.

Opportunity: Opportunity is the one element of theft that can be controlled almost
completely by management. Regardless of the need or mental rationalization of the employee,
there cannot be wrongful taking without opportunity. Opportunity for theft is made possible by
management's lack of controls, failure to enforce or verify controls, or by an inadequacy of
established controls.
In the case of employee theft, procedural controls are the most effective method to
preventing this crime. While each business is different, there are general procedures, which apply
to almost any establishment faced with the problem of employee theft. Employee theft is either
cash or merchandise theft. By realizing the methods in which employee theft occurs, managers
will be better prepared to eliminate the opportunities.

Employee Theft Checklist:

1. "Under-ring" the cash register. The clerk does not give the customer a sales receipt and
pockets the money later.
2. Cashing bad checks for accomplices.
3. Failing to record returned purchases and stealing an equal amount of cash.

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 4. Failing to ring up sales. The clerk leaves the register drawer open, puts money into the
register without ringing up certain sales and takes out the stolen money later.
5. Forging checks and destroying them when returned by the bank.
6. Giving fraudulent refunds to accomplices or putting through fictitious refunds.
7. Invoicing goods above the established prices and getting a kickback from the supplier.
8. Issuing checks on "returned" purchases actually not returned.
9. Making false entries in store's records and books to conceal thefts.
10. Overcharging customers so that cash overcharges can be stolen.
11. Padding payrolls as to rates, time worked, or number of employees.
12. Paying creditor's invoice twice and appropriating the second check.
13. Pocketing collections made on presumably uncollectible accounts.
14. Pocketing unclaimed wages
15. Raising the amount on checks, invoices or vouchers after they have been officially
approved.
16. Ringing up "no sale"' on the register, voiding the sales check after the customer has left
and pocketing the money.
17. Stealing checks made payable to cash.
18. Taking cash from a "common drawer" register.

Merchandise Theft:
1. Clerks spurring sales with unauthorized markdowns, in order to get kick-back from
manufacturers.
2. Employees stamping own mail with store postage meter.
3. Getting stolen goods through the mail room by replacing a customer's mailing label with
one directing the merchandise to themselves or a confederate.
4. Giving employee discounts to friends.
5. Hiding goods in stairways, public lockers, or corridors for later theft.
6. Hiding merchandise on person, in a handbag or in a parcel, and taking it out of the store
at lunchtime, on relief breaks, or at the end of the day.
7. Intentionally soiling of garments or damaging of merchandise so employees can buy
them at reduced prices.
8. Making false entries to pad inventories so shortages will not be noticed.
9. Passing out merchandise across the counter to an accomplice.
10. Picking up by sales clerk of a receipt discarded by a customer and putting it on stolen
goods, which the clerk keeps or turns in for refund.
11. Printing of own tickets for stolen goods by marking-room employees.
12. Putting on jewelry, scarves, or jackets to model; then wearing them home and keeping
them.
13. Putting return to manufacturer label on goods and sending them instead to the employee's
own address.
14. Shipping clerks sending out stolen goods to their own disguised post office boxes.
15. Shoplifting during lunch hour or relief periods.
16. Smuggling out stolen goods in trash and refuse containers.
17. Stealing from returned-goods room, lay-a-way, and similar places where goods are kept.
18. Stealing from the stockroom by putting goods on person or in packages.
19. Stealing from the warehouse with co-operation of warehouse employees.

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 20. Stealing special "property passes" to get stolen articles out of store.
21. Stealing trading stamps.
22. Taking sales slips from training room or supply area to put on stolen goods.
23. Taking unlisted packages from delivery truck.
24. Trading stolen merchandise with friends employed in other departments.

Preventing Employee Theft: As previously stated, employee theft can be controlled by limiting
the opportunity. While the honest employee should not be offended by measures to prohibit theft,
the dishonest employee will find it difficult to steal if confronted with an effective system of
control and detection. The following checklist outlines basic procedures any business should take
to prevent employee theft:
1. Beware of "theft contamination." Dishonesty, once it gains a foothold in a business, can
spread.
2. Change all locks and combinations when you change custodial personnel.
3. Check employees who arrive early or stay late when there is no need to do so.
4. Double check all merchandise received at docks to assure that everything is there that
was paid for.
5. Failure to take decisive action or failure to be consistent can have an adverse effect on
other employees.
6. Give each sales person his own cash drawer but permit no-one to do final tally on his
own cash register.
7. Give special attention to employees who appear to have financial or other personal
problems, which might increase the temptation to be dishonest.
8. Have a good system of controls, including an effective internal audit system.
9. Have a sound refund system and be sure it is being followed.
10. Have a tight control of employee packages. Also check packages found on delivery
platforms, loading docks and similar locations, to see if they have correct shipping labels.
11. Have employees sign for all tools and equipment issued to them
12. Have fixed policies about discipline for dishonesty.
13. If confronted with a theft problem, do not completely eliminate the possibility that
relatives of management are involved. They, too, may have personal problems and
resentments, which will provoke them to dishonesty.
14. Inventory all supplies, equipment, and merchandise systematically and periodically.
15. Investigate carefully all inventory shortages, remembering it is possible that thieving
employees will attribute these losses to shoplifters.
16. Keep interchangeable items, such as butter and margarine, in separate cases.
17. Keep valuable items locked up, with the manager in possession of the keys. Also keep all
storerooms locked.
18. Make all deliveries through the store.
19. Permit no employee to make sales to himself.
20. Probe all losses, even minor ones, at once, bearing in mind that most embezzlers start
with small thefts
21. Require all employee purchases to be checked in the package room.
22. Restrict all employees to a single exit if possible.
23. Screen new employees carefully, insisting on references that can be checked.

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 24. See that supervisors set a good leadership example, alerting them to the employee theft
possibility.
25. Set up retraining classes for employees who make numerous sales check errors.
26. Use care about allowing employees free access to storerooms.
27. Use tamper-proof packaging with all price tags inside the wrapping.

PACKAGE CONTROL
Searching of people and property
Package inspection:
1. Package inspections usually are of one or more of the following types: routine daily
inspections of lunch pails, laundry, paper bags, packages, or tool boxes. Employees are usually
familiar with the procedure and automatically open such containers as they pass through the gate.
2. Occasional spot checks of the above containers. The security officer asks the employee to
open containers as they pass by the officer's post.
3 Inspections of packages, boxes and other containers are not normally carried out in the plant.
Usually when clients require such inspections, a property pass system is also used, and
employees must have a pass authorizing them to remove the property.
4 Inspect packages only when theft is suspected. This is the system under which the security
officers must use the most caution because anytime they ask to inspect a package they alert the
employee to the fact that they are under suspicion. The security officer must not say or do
anything which could be interpreted as an accusation of theft.

Cautions To Be Observed During Package Inspections:

1. Do not detain the employee against His consent. Doing so may lead to charges of false
arrest. If the employee refuses consent, allow him/her to leave, but report their name,
badge number and the circumstances of the incident to the client.
2. Do not personally touch the articles in the employee's possession. Merely ask the
employee to expose the articles for view.
3. Do not say or do anything, which can be interpreted as an accusation of theft.
4. Do not use force to compel the employee to submit to package inspection.
5. When theft is suspected, conduct the inspection out of the sight of other employees and
have a witness, preferably the client's representative, or another security officer.

If an employee is removing property apparently without authority, politely ask them who
gave them permission to remove the property. If the employee supplies the name of the proper
authority, ask him/her to wait while you verify the authorization. Then check by telephone with
the person who supposedly gave permission. If verification cannot be made immediately, one of
two things may be done, depending upon the client s instructions:
Either (1) ask the person to leave the package with you and issue a receipt for the property
(keeping a copy for yourself) or (2) allow the employee to remove the property but make a report
for the client of the employee’s name and description of the property taken.

SUMMARY: In small stores one person frequently performs several functions. Such as
the bookkeeper who performs collections and disbursing funds. Good internal control requires
that work be divided to avoid employee thefts. However, this is not always possible in small

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businesses. The following suggestions are directed toward the actions a small business can take
to prevent employee theft:
1. All cash receipts should be deposited intact daily.
2. All disbursements should be by check, countersigned by the manager.
3. Each month, the manager should personally reconcile the bank accounts.
4. During the first few days of each month, the manager should receive and open all the
incoming mail.
5. The manager should compare all cash receipts with the deposits shown on his bank
statement.
6. Someone other than the bookkeeper should do all the receiving and shipping of
merchandise.
7. The mail should be opened by someone other than the cashier or cash receivable
bookkeeper.
8. Cash registers should be locked so that employees cannot read the totals.
9. All refunds and sales checks should be numbered.
10. A control should be kept of all sales books and all refund books.
11. Rigid control should be maintained on petty cash disbursements.

Conclusions: No matter how high and extensive a business security and controls, some
employees, if determined enough, will find a way to steal. However, good controls will stop
most employees from becoming dishonest. While controls are necessary, employers should avoid
creating an atmosphere of distrust. If the business acts or treats all employees as potential thieves,
then the chances are that they will become dishonest. Employees see the need for controls and
will not be offended by practical common sense controls. But management has the responsibility
of making employees aware that the controls are for the few dishonest employees not in
existence for surveillance of honest employees.

OTHER DUTIES: THE AMERICAN FLAG: An important function performed by the

security officer at many client locations is the raising and lowering of the American flag.
Although sometimes considered a simple task, it is a very important function and should not be
taken lightly. As a symbol of your country, respect and proper care for the flag is mandated by
law. It can be as important to your success on the job as properly performing rounds, accurately
reporting incidents, or handling of emergencies. Many people take strong offense to the
mishandling of the flag. If the flag is displayed, it is always displayed in a prominent place. If
improperly displayed, it is immediately noticeable to passers-by and presents a very poor image
for your client and for you as a security officer. There are many rules for the proper handling of
the flag. The first and foremost rule is to always treat it with respect.

When to Fly the Flag: The American flag may be flown on any day when the weather is
good, sunrise to sunset. Unless otherwise instructed, it should definitely be flown on all National
and State holidays and any other days proclaimed by the President. While there are
circumstances when the flag can be flown in inclement weather, your general guide should be to
fly the flag only when the weather is good. If you have any questions as to whether or not the
flag should be raised, you should consult your general instructions or call your Allied office.
The flag should never be flown if it is ragged or torn. Before raising the flag each morning, you
should examine it. If you see that it is severely frayed or damaged, you should notify the client.

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The flag is to be flown from sunrise to sunset. If it is your function to raise the flag, you should
do it between 0600 and 0730 depending on the time of year. If there is not a specific time listed,
you should schedule this task between your other duties at or after daylight before the major flow
of client employees begins. It should always be up before 0730.

How to Fly the Flag: On occasion, you will be required to fly the American Flag, along
with other flags such as a state or company banner. If this is the case, the American Flag should
go up first, and come down last. The flag always takes the dominant positions. If two flags are to
be flown on the same halyard, the American Flag is always at the top. If flags are displayed on
adjacent halyards, the American Flag always flies to its own right. In other words, as you face
the flag, it will be on your left.

Raising the Flag: As previously stated, the flag should be treated with the utmost respect.
During raising and lowering, it should never touch the ground. When raising the flag, follow
these steps:
1. Untie the lanyard from the pole.
2. Locate the two snap hooks on the lanyard.
3. Pull on the lanyard to determine which direction will cause it to go up.
4. Hook the uppermost snap hook into the eyelet in the blue section of the flag.
5. Begin raising the flag slightly allowing it to unfold until the eyelet in the striped
portion of the flag shows.
6. Attach the lower snap hook into the eyelet in the striped section of the flag.
7. Raise the flag briskly to the top of the halyard.
8. Tie off the lanyard.
9. Step back and look at the flag. Insure that it is all the way to the top of the halyard.
10. Insure that it is right side up. If it is not flying correctly, lower it and make the
appropriate adjustment.
11. Under no circumstances should you allow the flag to fly incorrectly.
12. If you are in uniform, you salute the flag.

Lowering the Flag: Lowering of the flag should be handled with equal care and concern
as raising. It should always be lowered before sunset. Follow these steps:
1. Loosen the lanyard from the halyard.
2. Slowly bring the flag down. Do not let it come down by force of its own weight.
3. As it approaches the bottom, catch it before it hits the ground. If you are alone, gather
it in one arm as you unhook the snap hooks from the flag.
4. Tie the lanyard to the halyard. Do not allow it to swing free. It may become tangled
and cause problems the next time the flag is raised.
5. If there are two of you, fold the flag properly. If you are by yourself, take the flag out
of public view for folding.

SUMMARY: The American Flag is the primary symbol of your country and therefore deserving
of special care and respect. Most clients are extremely sensitive about the handling of the flag.
Knowledge of the proper method of handling this important function is an indication of a truly
professional security officer.

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 Unit 10: Mobile Patrol Operations
(R156-63a-603h)

Motorized Patrols
Motorized patrols are an extension of the foot patrol and conducted in generally the same manner.
Be watchful for safety and security violations, signs of trespassing, vandalism and property
damage. The added skill that patrol officers must have is the ability to safely operate a vehicle
while on patrol.

Instructional goal: Provide patrol officers with a basic understanding of the components of a
safe driving program and the challenges those components provide.

Instructional objectives: Officer will be able to:

 Describe the four major items on the driver’s personal safety checklist.
 Explain how to prepare for obstacles and special hazards.
 Identify the key elements of the vehicle checklist.
 Identify the two components of a safe driving program.
 Identity the five challenges provided by the two components.
 Understand the science of patrol driving.
 Understand what to do in the event of an accident.

Lesson SUMMARY:
Introduction - Driving is a skill you take for granted. The two major components of safe driving
program are the driver (you) and the vehicle.
Component #1 - The driver: Must have a current, valid driver’s license, be in good physical
shape (Avoid being tired or on medication) be familiar with the vehicle, be alert to new
situations
Component #2 - The vehicle: Create a checklist; don't assume the vehicle is operating properly,
look for yourself; if it is not, report it, then follow-up. Vehicle Walk-Around (each shift):
1. All gauges and indicators
2. Automatic transmission fluid level
3. Body panels
4. Brakes, engine performance, steering and transmission
5. Check Fluids:
o Battery water level
o Brake fluid level,
o Coolant levels and
o Engine oil,
o Power steering fluid level

6. Clean windows
7. Flares and emergency equipment
8. Headlights and turn signals
9. Horn
10. Mirrors
11. From the driver's seat

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 12. Seat adjusted
13. Seat belt fastened
14. Spare tire and jack
15. Tires
16. Two-way radio or cellular phone
17. Windshield wipers

Moving Inspection - When Car Is Underway

Component #3 - The science of patrol driving patrol driving is an extension of foot patrol each
stop requires a secure vehicle. General rules stay on assigned property stay on surface roads obey
all laws, traffic signs, etc. stop for closer inspections don’t use flashlight or spotlight when
moving always drive defensively be courteous

Component #4 - Obstacles and special hazards backing up (turn your head, check behind you,
etc.) obstacles (watch for narrow ways, pipes, beams, construction, curbs) watch for pedestrians -
your safety is your responsibility watch for bad weather (the result is usually poor visibility and
control) always be alert

Component #5 - Handling an accident - render assistance, warn other cars - to avoid another
accident, notify the police and your security supervisor/manager, and make a full written report

Patrol
What You Should Know About Patrolling
Instructional Objectives: After finishing this unit, the security officer will have a better
understanding of patrol, its major elements and purposes.
In addition, the security officer will learn:
The types of patrols and the purposes of patrols
Additionally the officer will learn about patrol tactics, observation skills and special situations.

Lesson SUMMARY: What you should know about patrolling

A security officer must constantly look for unsafe conditions.
All equipment must be checked prior to patrol.
Always maintain radio discipline. Think about communications and its possible
failure.
Always test and inspect the physical security systems.
Check and audit physical security systems constantly.
Don't intervene alone.
Don't make yourself a victim when responding to emergencies.
Examples of unauthorized activity could be smoking or trespassing.
Examples of unsafe conditions are fire lanes that are not open and handrails that are
not secured.
Handle trespassers by interviewing and communicating with them
Inspect the patrol environment thoroughly. Assess and diagnosis the environment.
Maintain light and noise discipline. Avoid being silhouetted.
Make sure alarms are turned off.

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 Make sure doors are opening and closing safely.
Make sure your appearance and equipment are in order.
Officers compensate for security systems outages by standing by and making sure
there is no unauthorized access to the facility.
Officers should be inspected and briefed by supervisors.
Officers should look up, down and around.
Patrolling has to be time well-spent.
Patrolling is often overlooked as a means to prevent & control loss
Patrols are the catalyst and backbone of physical security systems.
Presence and eye contact can deter unauthorized activity.
Proper patrol preparation ensures professional job performance.
Protection officers must immediately respond to emergencies.
Report all discrepancies. There has to be complete documentation.
Talk to people in the patrol environment, but don't fraternize. Get to know what
everybody does in the area.
The command post will direct the officer to investigate power outages, water leaks,
smoke or flame
The officer must be intimately familiar with the environment.
The officer must ensure compliance with the corporate culture.
The officer should know the patrol environment.
The protection officer has to be the manager of human behavior.
There are several purposes of patrols:
a. Detection of unauthorized activity,
b. Detection of unsafe conditions and
c. Deterrence of unauthorized activity.
d. Reporting.

Unauthorized activity is any activity that property management deems unauthorized.

Use voice commands and communicate to control a possible fight situation.
(Armed Officers) Youapons must also be checked before patrolling begins.

SECURITY PATROL TECHNIQUES

Unit Goals:
Develop the knowledge and understanding of the procedures, methods and purpose of
private security patrols.
Develop an awareness of how the patrol function fits into the overall mission of a client’s
security program.
Understand the importance of the first patrol.

Introduction: The main function of security is to prevent and control loss. The patrol is
the backbone of security. The purposes of patrol are: detection, observation, prevention,
reporting, and any related services that a security officer does while performing his rounds.
There are three types of patrols: foot, mobile and fixed. Vehicles, bicycles, motor
scooters, golf carts, horses, all-terrain vehicles and watercraft fall into the category of mobile
patrol. CCTV, desks and entry/exit doors fall under fixed patrol or fixed post operations.

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 Patrol duties are carried out in order to ensure the integrity of the facility. During foot
patrols, security officers must be alert at all times in order to detect safety and security problems
and take immediate measures to reduce the impact from any incidents. Patrolling is one of the
most basic duties that a security officer performs. A patrol is more than just walking or driving
around. Officers must make complete patrol rounds on a regular basis. Patrols are conducted as
directed in the Post Order Manual. The one exception to this being an unusual circumstance
requiring the officer’s full attention.
Before leaving on a patrol, make sure you have all of the equipment you will need to
complete your rounds. You should have a pen, a note pad, a flashlight (if patrol is made at night
or includes dark areas), and proper clothing (foul weather gear if needed). It is important to
check with the previous shifts or officers to get a briefing about unusual events or occurrences,
suspicious people or activities, problems around the facility and expected VIP’s, vendors and
contractors. It is also a good idea to get a safety brief concerning a safety issues such as icy roads,
high winds or drifting snow.
Officers should be totally familiar with the facility, the grounds, and know the quickest
route from any location to any other in case of an emergency. Familiarity with the facility layout
will include entrances, exits, and control points for gas, water and electrical systems, the location
of portable fire extinguishers, hand hose, standpipes, hydrants and valves controlling sprinkler
systems, inside riser valves, post indicator valves and sectional valves in the facility's water
system. Officers may also need to know the location and purpose of valves controlling water
other than for fire protection and valves controlling steam, gas, and other services. Security
officers should know the locations of dangerous machinery or materials and identify them for
hazardous conditions, especially those continuing during the night, on holidays or weekends.
Take action to correct any situation within your control. Make a note on your security
service report of your actions and any conditions requiring correction which are not of an
emergency nature. If an emergency is indicated, refer to your emergency list of instructions and
immediately contact the proper person.
In case of fire, remember the advice of fire fighters everywhere: "the first five minutes at
a fire are worth the next five hours." if the fire is so small that you are completely sure of your
ability to control it immediately with available equipment, put it out--but be doubly sure it is out.
If there is the slightest doubt in your mind, turn in the alarm calling the fire department, open the
proper gates and wait for the fire department at that point in order to direct them to the fire. In all
cases pertaining to fires, make certain you follow the client's instructions on action to be taken.
Officers must be able to utilize common sense to recognize an emergency when it arises
and be able to respond promptly and properly. Machines left on should not be turned off unless
directed by client or your post orders.

Patrol Routes: Each route to be covered by the patrol is laid out by the client and agency
supervisor. The security officer responsible for each route should be provided with instructions
as to all details of the route, and what is expected of him in covering it. The routes are laid out so
that the security officer is required to pass through the entire area the patrol is to cover, and, as
much as possible, to prevent short cuts from being taken.
Patrolmen should make rounds at intervals determined by the client and the security
agency management. When operations in a facility are normally suspended, security officers
should make rounds as often as possible. When there are special conditions, such as the presence
of exceptional hazards, additional rounds by security officers may be required.

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 Patrol Rounds: The first round of a shift should begin as soon as possible after the
complex is locked for the day, or after the end of activities of the preceding work shift. Patrolling
is the act of surveying an area for the purpose of protecting or inspecting. Alertness for
conditions which are out-of-the-ordinary, such as fire hazards, unsafe conditions, violation of site
rules and regulations, improperly secured doors and windows, blocked aisles, etc. are of main
concern.
1. When fire hazards or unsafe conditions are observed, make every effort to have these
conditions corrected. If the situation can be corrected by contacting supervision of the
area concerned, you should do so. Otherwise, contact your employer and report the
condition in detail. Report immediately all leaking steam or water pipes, clogged drains,
electric or telephone wires that are defective. Log each incident in the daily activity
report.
2. Challenge employees that are observed apparently pilfering, or tampering with
supplies, boxes, computers or anything which appears suspicious. If the condition appears
serious enough, contact the client immediately.
3. Report and log any unnecessary burning lights. Also, report any lights that are out.
4. Do not disturb supplies or equipment found out of place on your patrol But report this
immediately as stipulated in your post orders. Keep the area under observation until
action is taken. Report any contractor supplies or equipment left in open common areas.
5. Know the location of fire equipment including fire hydrants, hoses, and the various fire
extinguishers in the facilities. Know the location of gas and water main shut-off valves
for each level of the building. Additionally, familiarize yourself with location of breaker
boxes in the building.
6. Be alert for prowlers or transients. Aim to deter all trespassers and any unauthorized
dumping of trash. Alternating your patrol pattern will assist you in this regard.
7. Develop a "nose for trouble.” Investigate strange odors, specifically smoke or gas. If
the odor persists, but you cannot find the source, immediately call the proper client
representative.
8. If for a good cause you are forced to deviate from your patrol round, make a written
report of the occurrence detailing the reasons why the patrol was not completed as
required.

Supervised Guard Tour Systems: Some accounts will use a portable key/tour system to
ensure that all areas of the facility have been checked. These systems are usually referred to as
clock tour devices. You may be using a Detex, Amano or one of the newer electronic “button”
reader systems.
Tour system stations are mounted at specific locations to insure that security officers visit
those particular areas. Security officers should not merely go to each key station for the purpose
of turning the key or reading the button but should remember that the location of each key station
was carefully selected so that security officers would check for fires, unauthorized people or
other hazards while enroute to and from each key station. An immediate written report should be
made to the client and your supervisor if a key is missing, broken or inaccessible for any reason.
Patrol rounds are never canceled without authorization by the client or your agency’s
supervisor. Clients use the tour reports to document patrols for insurance purposes. Always
remember, if rounds are not made or if the tour system does not record the patrols properly, there

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is no proof that you did your job! You should check the tour equipment at the beginning of the
shift and at the start of each patrol. Any damage should be reported immediately.

Using the 5 Senses on Patrol: The professional security officer uses all of his faculties
and equipment available to him while conducting patrol rounds. The best equipment an officer
has, are the 5 senses:
Sight: The most used sense. The officer must look for physical hazards such as loose
hand rails, leaks, lighting. He or She “sees” movement, shadows and details on equipment,
vehicles, people and can compare the status of situations round after round.

Hearing: Security officers may detect malfunctioning equipment, such as heaters and air
conditioners by the unusual sounds they sometimes make before they break down. Early
detection of such malfunctions may prevent major damage to the equipment and can prevent
serious fire losses. Security officers should be alert to other sounds, such as the crackling of an
unseen fire or the sound of other people in a supposedly unoccupied building.

Smell: Security officers can develop a keen sense of smell which can be used to detect a
smoldering fire, chemical spill, gas leak, scorching coffee pots, or even the presence of another
person nearby. The sense of smell is especially useful when entering a building from the fresh
outdoor air. Accordingly, security officers should routinely sniff the inside air each time they
enter a building.

Touch: Officers can detect over heated equipment by touch. In the fire safety module,
officers are taught to touch doors to determine if there is fire behind the door. Care must be taken
with touch to avoid the possibility of injury. Hot things burn! It is usually best to feel with the
back of the hand. So if the object is hot enough to burn the hand, the hand can be moved faster
than if the palm/fingers are used.

Taste: Is not a sense used by officers very often, for obvious reasons.

Importance of the First Patrol: The first patrol of a shift is the time for the security
officer to be especially vigilant and aware of his/her surroundings. The first patrol establishes the
“status” of the facility: who is in the facility, what areas are open or closed and note any unusual
situations which the security officer may need to monitor during subsequent patrols. The Daily
Activity Report should be updated after each patrol, listing safety or security issues and anything
out of the ordinary observed during the patrol.

Fire Protection Inspection: Officers are routinely assigned to conduct an inspection of

fire protection equipment as part of a patrol tour. Officers should be trained to recognize fire
hazards, and defective fire equipment and how to complete the inspection forms provided and
what corrective action he is expected to initiate. The fire equipment inspection serves as an
excellent means to train security officers in the location and functioning of equipment they may
be called upon to operate in an emergency. It may also help him/her to recognize hazards
common to the property including process equipment, hazardous materials and waste removal.
Officers must report promptly any fire equipment that needs service or attention. Reports of this
nature are usually submitted on an Incident Report or in some cases a special client form.

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Reports cover situations where sprinkler system valves are found closed, where freezing could
cause damage, process or service equipment is believed to be out of order and like matters.
Remember that the rounds have a very definite purpose. They are to make sure that you
are in a position on a frequent basis to observe developing problems and to be observed by others
so that they will know that the property is being protected. If you walk past a water leak and do
not take corrective action, you have missed the entire point of the round and have not performed
your duties properly.
Security officers must be alert to prevent, if possible and, discover committed or potential
acts of vandalism, burglary, or theft. Suspicious conditions, such as room or building lights
turned on where lights usually are not on; doors open where doors usually are not open; or
vehicles parked in unusual places, must be investigated. Assistance should be requested from the
local Police Department 911 and your company supervisor if warranted by the situation. A
written description of suspicious people (and vehicles, if applicable) should be made whether or
not suspicious people were confronted by the security officer.

Safety Hazards: The prevention of accidents and injury to personnel is a prime duty of
all security personnel. Security officers should be especially alert to notice and take corrective
action to correct such hazards as wet spots on floors, broken or cracked glass in doors or items
on which people may trip or fall. Written reports of hazards should be rendered by the security
office. Guidelines for avoiding liability for negligent vehicle operation:
1. Never disobey traffic signals or signs.
2. Do not engage in high speed chases.
3. Remember, no property, or theft of any property is worth a human life.
Either ours or that of a suspect. You are not police officers. If you try to chase a suspect
at high speed, running red lights and stop signs, and the suspect or you are involved in an
accident, you are responsible for the civil liability and possible criminally for any property
damage, death or injury to any person. This especially true of officers functioning as alarm
response runners.
If you are involved in an accident or are cited for speeding or disobeying traffic laws,
you’ll not make the alarm response in time and would be subject to severe disciplinary action by
your employer.

Responding to Calls and Alarms: Most alarm calls are false alarms, usually set off by
employees who are unfamiliar with the security system. But a certain percentage of alarms are
real. These alarm calls are ones that must be handled properly to safeguard the responding officer
while giving the client the benefit of a prompt and professional response. With more and more
municipalities passing non-response ordinances, private patrol operators will handle more
responses and will be the first ones on site.
Most law enforcement professionals caution against searching buildings where there is a
good indication of forced entry or evidence that the perpetrator is still inside. Most police
officers will not search a building without plenty of backup and usually with the assistance of a
police dog.

Alarm Response: If the alarm is a residence burglary alarm, and is an alarm after the fact,
it will be handled the same as a business burglary of the same type. If it is a burglary in progress,
then the unit assigned the burglary call should respond as quickly as possible. Remain alert as

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you approach the scene of the call. It is an easy rule to remember if you always consider that
your investigation begins the moment you arrive at the call or hear an alarm ringing.
In approaching the address of the burglary call, it is a good idea to coast to a stop several
doors away from the actual call. The better you know the area, the better you can plan your
approach. You should be as silent and unobtrusive as much as you can make it. Avoid making
noise when you engage the emergency brake of your vehicle. Close the doors quietly. If you're
carrying keys, or anything else that jingles, on your belt, remove them and put them in your
pocket. All radio transmissions should be completed before you exit the patrol vehicle.
Most burglaries occur during hours of darkness. Single dwellings are the number one
target of burglars, followed closely by businesses and apartments. During daylight hours
burglary calls are usually made by victims who have just discovered a crime, which was
committed sometime, during the previous night. In these cases, there is little likelihood that the
suspect is still at the scene. But don't assume that all burglary calls during daylight hours are of
this variety. Many burglars operate strictly during the daytime. Use caution on all calls. Discover
for yourself what the call is all about, don't make assumptions.
As you approach the scene, notice pedestrians and vehicles in the area, particularly those
moving away from the location of your call. Most of these people or vehicles will not appear to
you to be "hot" suspects. That is, their only interest to you will be that they were in the vicinity at
the time. Jot down brief descriptions, license plate numbers, drivers, passengers, pedestrians and
so forth. Occasionally, you'll discover a hot suspect; that raises suspicions. In such a case, you'll
want to stop him immediately. If you do so, be sure to notify your dispatch or duty officer on-call.
Tell dispatch where you are and that you have a possible suspect related to your assigned call.
This will provide you with back-up protection.
After dark, many experienced officers turn off their vehicle's headlights when they near
the scene, and when it is safe to do so. It is also a good idea to turn your patrol radio down;
undoubtedly preventing transmission at the wrong moment. Don't drive over manhole covers or
other noise making objects. Close the doors of your vehicle quietly. Park away from the scene.
Familiarity with the area can't be overstressed. You know that other vehicles will be
approaching from all directions, using the normal streets and avenues. If you know your area,
you may wish to approach through an alley, or to park your patrol car on the next block and walk
through the alley to the crime scene.
There is one common weak spot among patrol officers. It is a dangerous weakness and
should be overcome. For some reason, patrolmen often fail to look above eye-level. They search
under things and in things. But seldom over or above things. Check rooftops, fire escapes, trees,
or any other object above eye-level. Many criminals have discovered this among inattentive
patrolmen and have taken advantage of it to the detriment of the officer.
If the burglar has left the scene, put yourself in the burglar's place. How would you leave
the scene if you knew the police were approaching? Where would you hide? Take great care in
checking hiding places. Always consider the possibility of more than on suspect or that the
suspect may be armed and dangerous.
When approaching the scene, don't hesitate to look in windows or other openings before
entering. This advice goes for any call of any kind. A quick look through a window can be vitally
important to the police investigation and your safety. In some instances, looking before you
knock or enter will not be possible, but if it is possible, look first. If in doubt wait for law
enforcement. This could save your life.

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 If and when you use the flashlight is the subject of some controversy. Some officers
approach a scene with their flashlight on, illuminating every nook and cranny. Others approach
in the darkness, using the flashlight only when necessary and then only momentarily. You will
undoubtedly develop your own techniques as your experience expands, but here are a few
suggestions.
Use your light only sparingly. Use it to see into places you can't see into any other way.
Flick it on and then off. Hold the light away from your body in the event the suspect is armed. If
he fires he will fire at the light. If you're holding it in front of you, you'll be hit. Hold it away. If
there are two officers, one officer should cover his eyes when the light comes on and uncover
them when the light is turned off. This way only one officer will be temporarily night-blinded.
Carry your flashlight in daytime as well as night. You can make good use of it in dark buildings,
alleys, and tunnels.
The argument against using the light sparingly is that the suspect is just as likely to see
the light for a moment and spot your position as he is if you use it continuously. This is not true.
Yes, he may see it flash on and off, but when it's off, he has no idea where you've moved to.
Obviously if you leave it on, he'll know your whereabouts and direction all the time. Carry your
flashlight in your left hand if you're right handed, in your right if you are, left-handed. Do not
hesitate to use your light to identify yourself to other officers who may have mistaken you for the
suspect.
Our deployment plan with your partner (Should you have a partner) should be set before
you reach the scene so there should be little need for conversation once you get there. Take your
flashlight but use it as little as possible. The less obvious your approach, the more likely you are
to apprehend the burglar in the act. Also, where possible, deploy diagonally.
When there is the slightest opportunity to apprehend the burglar during the commission
of the crime, or as he is leaving the scene you should make the best of it. Once the burglar has
escaped, you will have to depend upon the evidence at the scene to identify him and bring him to
justice.
Alarm calls or observations sometimes present legal problems for the officer. The
question is whether to enter the location immediately (if that is possible) or to wait for the police
or the alarm company official. This problem occurs only because patrolmen have been accused
of stealing when they have entered a closed business without the owner or other official present.
This is an unfortunate but, under the circumstances a necessary consideration. (This is one more
good reason to change the image that some people have of private security officers.
Many security companies have the policy of waiting for the owner or responsible
representative to be on site before the building is entered. Others require their officers to wait for
the arrival of the police. Still others tell their officers to go ahead and search the building
immediately upon arrival. Most law enforcement professionals advise waiting (unless there are
compelling circumstances, such as immediate endangerment to the life of the officer or an
employee. Surround the structure. Cut off major avenues of escape. Wait for the owner or other
official. Once the suspect is trapped, there is no real hurry, and embarrassing, false accusations
can be avoided.

Tips from the Adversary -The Criminal

The following are a few observations and techniques from a residential burglar who committed
nearly 800 burglaries and avoided arrest for over a year:

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1. Nearly all patrolmen follow a similar or fixed pattern. You don't have to watch an area too
long to see how much coverage it gets and how really attentive the officer is when he checks out
the beat.
2. It is easy to tell the progress of a patrolman's search by the noise. Tires squealing, backing out
of a driveway to make a turn and so on.
3. I never worried about foot searches because first of all patrolmen seldom leave their cars;
especially if it is cold out.
4. In observing officers searching an area, it appeared that either they believed that I had already
left or that the call was a phony. They seemed to be just going through the motions of a search
because it was expected by the person calling. Many times a flashlight passed across me without
the officer seeing me.
5. When the officers left, I always listened for the car doors to slam shut. If only one slammed, I
knew that one officer was staying behind, so I stayed put.
6. A good hiding place is where it is dirty, officers don't like to get their uniforms dirty, and so
they avoid these places.
7. For some reason the patrolmen look under everything, they never look up. Whenever I heard
the patrolman coming, I would go up the nearest tree or try to get on a flat roof.
8. The average patrolman really doesn't carefully check things out when he stops a car.
9. I always dressed nice, so I wouldn't look out of place in a good neighborhood.
10. I wore shoes with thick rubber soles that were about two sizes too big so that they wouldn't
match me to any footprints.
11. All I carried in the way of tools was a three bladed knife and a small flashlight. The
patrolmen expect burglars to carry a big jimmy.
12. I liked patio doors the best, other doors next, and then side windows. I found that many
people don't even lock their doors.
13. If I had to flee, I never used alleys or streets. I would go over fences and hedges for blocks,
always paralleling the streets being searched.
14. I would always figure what the police would probably do, and I would do the opposite it
seemed to work.

Intrusion Procedures:
1 If there is evidence that an intrusion has occurred, call the client contact, your supervisor and
the police as directed by your Post Orders.
2. Never look for an intruder by yourself, wait for assistance.
3. Observe the area closely until the proper authorities arrive.
4. If you encounter a person on the client’s premises who may be an intruder, follow the
Unidentified Person Procedure.
5. Report all suspected intrusions on the Daily Activity Report and an Incident Report.

Reports and Administration:

Report Procedure:
1. If the situation requires immediate attention, report to the client point of contact and then your
supervisor by telephone.
2. If there is a clear and immediate threat of bodily harm, call the police.
3. Record routine occurrences on the Daily Activity Report
4. Record the details of unusual or threatening incidents and all hazards on an Incident Report.

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Also record a brief description of the incident on the Daily Activity Report.

Key Control Procedure

1. At the beginning of your shift count your keys.
 Log in number of keys.
 Sign to accept responsibility.
2. Refer to Post Orders for Key Control Procedures. All keys will be signed in and out, there will
be no exceptions.
3. At the end of your shift have your relief:
 Count the keys.
 Log in number of keys.
 Sign to accept responsibility.

There are any number of ways for an intruder to obtain a legitimately issued key. You cannot
control the use of keys that have been lost, stolen, or simply not turned in by departing
employees. One way to minimize uncontrolled keys is to change locks or pin combinations
periodically and issue new keys.
But because this procedure can be expensive, it is done infrequently. If an intruder can get his
hands on a key for only a matter of minutes, it can be duplicated on a machine hidden nearby. It
is not really necessary for him to hold the key for more than a second if he can make an
impression of it in some soft material like putty or clay or even the inside of his wrist! Using this
impression as a pattern, he can cut a duplicate key.
A remarkable fact, which every security officer should know is that someone who is
often experienced with locks can often “read" the key at a distance. In other words, he can note
the depths of the key's cuts and the pattern of its blade. Knowing this information he can make a
duplicate of it.
It's not surprising then that a critical step in lock security, after insuring that locks themselves are
adequate for their purposes, is key control.
Key control is all those efforts made to insure that keys or duplicates to those keys do not
fall into the hands of people not authorized to open the locks they fit. As a security officer you
will probably have little control over those keys carried by various employees and trades people.
The keys you will have control over are those you carry yourself and those you keep for
temporary issuance to others. You can take a number of steps to insure the keys you are
responsible for are not misused.
Keep your keys on your person at all times and preferably out of sight. Do not loan your
key ring to anyone for even a few seconds. If you are required to open a lock for someone, do it
yourself.
Remember, it takes but a second for someone to make an impression of a key. Do not unlock any
lock for another person unless it is specifically authorized, and you have positively identified that
person.
Keep careful records of all people who handle the keys you are responsible for. If you are
required to issue and receive keys, they must be logged in and out. If your security system has no
official key log, make a record on your daily report. Include who has received what key (by area
it opens or key number) when and by what authority. Be sure to note the time the key is returned.
It is also a good idea to require those receiving keys to sign for them. If you pass keys on to your

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relief, they should be counted by both of you and a note made in your daily report of how many
keys were passed on.
In most large buildings locks are keyed to a master system. In such a system "change"
keys open only one or a few locks, “master" keys open groups of locks, such as all those master
keys open on a floor, and grand master keys open a larger group of locks, usually all lock all of
the locks in a building. Master and grand master keys are extremely sensitive items from a
security point of view. Often the security officer who must enter in of the building will carry a
master or grand master key. Janitors and building engineers usually also carry master or grand
master keys. Certainly building management and security management will have master or
grand master keys as well.
Normally, no other people are authorized to use these keys. Everything written above
about key control applies especially to master and grand master keys. Checking and inspecting
your locks is something that must be done regularly and systematically. In checking a lock you
want to find out if it is locked or not. It should be a matter of habit that you check every lock that
you see while on patrol. Checking is a simple and quick procedure. It takes but a second to push,
pull and twist a door knob or handle.
Window latches can often be checked visually, if not they must be checked physically,
too. A brief inspection of a lock takes a little longer than a check. At least once every shift you
should make a point to inspect those locks protecting critical areas and those locks you lock and
unlock yourself. When you inspect a lock you should examine it, the door, the door frame, and
the hinges for evidence of tampering. Look for scratches, marks, small holes, bent parts,
anything irregular. Try the lock. Lock and unlock it to see if it operates smoothly. Any time you
find evidence of fresh tampering or breakage, you must assume an intruder has passed through.
He might still be in the area, so be cautious. In this situation, you should promptly search the
immediate area for other evidence of intrusion. If you have good reason to believe an intrusion
has happened, especially if you think or know an intruder is in your building, call your
supervisor or the police depending on your situation.
Learn the peculiarities of, the locks in your building. Unless you know how they work
you cannot effectively check them. Two examples of peculiarities you should understand are
double doors and panic bars. If only one of a pair of double doors has a keyed lock, the other
must latch in such a way it can't be opened from the outside. In order to check these doors, you
must check them both - to be sure the one is locked and the other is latched. You cannot assume
a door is locked because it looks locked. You must push or pull on it to check it. The same holds
true for a panic-bar door. You cannot check such a door by observing that it's shut tight or even
by pulling on the bar to be sure it's shut tight. If the spring bolt is taped or jammed, the door will
still shut tight. The only way to really check such a door is to push on the door itself (not on the
panic bar). If you have scheduled times to lock and unlock doors in your buildings, follow the
schedule carefully. A door that is not locked when it should be presents an opportunity to an
intruder. A door that is locked when it should be open presents an inconvenience to people and
possibly a safety hazard (if it is a fire exit, for example).
Learning about the locks in your building, understanding their strengths and weaknesses,
knowing what they protect and why, keeping careful control of your keys, checking and
inspecting locks regularly and keeping them locked and unlocked on schedule will help you
immensely in providing security for your building. It can also help prevent you being surprised
by an intruder. Locks can be made strong, but they cannot be made smart (even computerized

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locks cannot be called intelligent). They must be supervised closely, and that is a responsibility
of the security officer

Motorized Patrols

Instructional goal: Provide patrol officers with a basic understanding of the components of a
safe driving program and the challenges those components provide.

Instructional objectives: Officer will be able to:

1. Identify the two components of a safe driving program.
2. Identity the five challenges provided by the two components.
3. Describe the four major items on the driver’s personal safety checklist.
4. Identify the key elements of the vehicle checklist.
5. Understand the science of patrol driving.
6. Explain how to prepare for obstacles and special hazards.
7. Understand what to do in the event of an accident.

Lesson SUMMARY:
Introduction - Motorized patrols are an extension of the foot patrol and conducted in generally
the same manner. Be alert for safety and security violations, signs of trespassing, vandalism, and
property damage. The added skill that patrol officers must have is the ability to safely operate a
vehicle while on patrol.
Driving is a skill you take for granted. The two major components of safe driving
program are the driver (you) and the vehicle.
 Component #1 - The driver must have a current, valid driver’s license be in good
physical shape, be well-rested and avoid medication that makes you drowsy, be familiar
with the vehicle and be alert to new situations
 Component #2 - The vehicle: Create a pre-operating checklist; don't assume the vehicle
is operating properly, look for yourself; if it is not, report it, then follow-up.
 Vehicle Walk-Around: This should be performed at the beginning of each shift,
tires, body panels, spare tire, and jack flares; emergency equipment, the driver's
seat belt, adjusted headlights and turn signals, windshield wipers, horn, all gauges
and indicators, mirrors, two-way radio or cellular phone, clean windows.
 Check Engine Oil: coolant levels, battery water level, brake fluid level, power
steering fluid level, automatic transmission fluid level;
 Moving Inspection: when car is underway, brakes, engine performance, steering,
and transmission.
 Component #3 - The science of patrol driving is an extension of foot patrol each stop
requires a secure vehicle. General rules: stay on assigned property, stay on surface roads,
obey all laws, traffic signs; avoid tight places, stop for closer inspections, don’t use
flashlight or spotlight when moving, always drive defensively, be courteous.
 Component #4- Obstacles and special hazards: backing up (turn your head, check behind
you, avoid tight, unlit places, obstacles: watch for narrow ways, pipes, beams,
construction, curbs, dumpsters; watch for pedestrians: their safety is your responsibility,
watch for bad weather: the signs are usually poor visibility and control, the result can be
deadly, always be alert for the unexpected.

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  Component #5 - Handling an accident: render assistance, warn other cars to avoid
another accident, notify the police and your security supervisor or manager, and make a
full written report.

Driving Safely: According to a National Highway Traffic Safety Administration (NHTSA)

study, driver inattention is a factor in 25%-50% of highway collisions or 4,000 to 8,000 crashes a
day. Distractions vary and are not just caused from cell phone use. Other distractions include:
 Adjusting the radio
 Adjusting vehicle controls
 Eating and drinking
 Events outside the vehicle
 Fumbling with objects in the vehicle
 Reading
 Smoking
 Talking on a hand-held radio

The consequences of a distraction can be disastrous. For example, if your attention is

diverted for just one second while traveling at 30 mph, your vehicle would travel 44 feet before
your attention would return to the traffic picture. If a vehicle pulled out in front of you at the
same moment you diverted your attention, seeing the vehicle and avoiding an accident would be
delayed by 44 feet. It would take you approximately ¾ of a second to see the vehicle, decide
what to do and move your foot from the accelerator to the brake. This is known as “reaction
time” which would require another 33 feet. After you apply your brake, you would travel another
45 feet before stopping. The total distance including the distraction is close to 122 feet or
roughly 7 car lengths. The same example at 55 mph would require roughly 310 feet to the final
stop. Think about that the next time you are tempted by a distraction!

Whenever you allow your mind to be distracted by a situation outside the traffic scene,
you are taking a calculated gamble that nothing will change until you return to the task of driving.
There are actions you can take to avoid becoming a distracted driver: Remember that your
number one priority is operating the vehicle in a safe manner. Ask yourself one simple question,
“Would you be concerned if you saw someone else driving the way you are?”
Plan your trip. Know where you are going and how to get there. Allow plenty of time for
personal grooming and eating at home. If you must eat or drink on the road, choose easy-to-
handle foods and drinks that are in spill-resistant containers and placed in the vehicle’s cup
holder. Keep reading materials, maps, organizers, brief cases and other items that may cause
distractions in the trunk. Adjust the vehicle controls and radio before you leave. Take a break if
you are tired or have trouble concentrating on the road.
Use cell phones safely by pulling over in a safe area to make calls. Hands-free devices
are good, but the conversation can still be a distraction. It is still best to pull over to make or take
calls. Keep conversations short and simple. Do not use or answer the phone especially during
difficult driving situations. Do not take notes while driving.

Defensive Driving for Security Officers: The three major causes of accidents are
mechanical, environmental and driver error. The five most common accidents are: right angle
collision, rear-end collision, side-swiped, backing, and fixed object. Right angle and rear-end

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collisions outnumber all other common accidents. To avoid the common patrol vehicle accidents
understand the turning radius of the patrol vehicle and where the fenders are located on the
vehicle. Most fixed-object accidents can be avoided if the officer is paying attention while
backing and understand the concept of wheel tracking. If you suspect you might have a vision
problem, get it checked out by an eye doctor so that you can make compensation. Also get your
eyes checked so your supervisor can deploy you where you will be less likely to have problems.

Preliminary Field Notes: List the basic facts of the situation. Note time, date, and type
of crime or emergency. Write a general description of the scene as you found it. Note any
apparent disturbances in the general area (furniture, equipment, windows and doors, debris, or
graffiti. Record signs of damage. List items that seem to have been brought in from the outside.
If articles that you would expect to find there are missing, make notes of this as well. List the
names of those present including their address and telephone number if possible. When a victim
is present, describe him/her completely. Give name, sex, race, age, height, and weight. Also,
include the types and colors of the victim’s outer garments. If wounds or injuries are visible,
describe the nature and extent of such.

Traffic Control: It is not unusual anymore for security officers to direct traffic in
conjunction with their duties at special events or similar assignments. Effectively moving traffic
is an important concern to the client along with the safety of all of those involved. To start traffic,
place yourself so that your side is towards lane of traffic to be started. Point with your arm and
finger toward the car you want to start. Hold it until you get attention, and then, with your palm
up, swing your hand up and over to your chin. Bend your arm only at the elbow. If you get the
attention of the driver first by pointing you won't have to make the signal a second time. After
traffic has been started from one side, drop that arm and start traffic from the other side in the
same way. Use the same signal to give go-ahead to slow and timid drivers.
Right Turn: Signals for a right turn movement are not usually required at an intersection.
When it is necessary, the arm you signal with will be determined by the car's direction. If it
approaches from the right, point toward the driver with your right arm. Give the driver time to
see you gesture and then swing your arm to point in the direction he is going. Keep pointing in
that direction until he begins to turn. If the car approaches you from the left, point with your left
arm. When the driver sees your point, swing your arm in the direction he is to go. Because of
your position you will not be able to make a complete swing with your arm. If you prefer and
find it more comfortable, bend your arm at the elbow and with your thumb and forearm indicate
the direction the driver is to take. Halt opposing traffic - signal with right hand.
Left Turn: In helping a driver make a left turn you may first have to halt traffic in the
lane or lanes through which the turning car must cross. If the car is approaching from your left,
give the stop signal with your right am to stop traffic in the lane through which the turning driver
is to pass. Hold the stop signal with your right arm and then give the turning gesture with your
left arm. If the car approaches from your right, turn around so that you face toward the direction
the car making the turn, is to go. Halt traffic with your right arm and give the turning gesture
with your left arm as described.
On a street with only one available lane in each direction, one driver wishing to make a
left turn can delay many cars behind him unless you handle his movement properly. If traffic is
approaching the left-turn vehicle from the opposite direction, he cannot make his turn until there
is a gap in it. While he is waiting, signal him to move into the intersection close to you so that

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the cars behind him can continue straight through or make right turns. Point your finger at him,
motion him to move forward, and then point to the place on the pavement where you wish him to
stop. As soon as he begins to move, signal to the cars behind him to move straight through or
turn right. Permit the left turn when there is a natural break in the opposing traffic and signal for
the left turn as indicated.

Two Officers Signaling: There is sometimes need for more than one officer at a busy
intersection or control point. One of the two officers must originate all signals and gestures. In
other words, one man is leader and makes all decisions as to change in traffic flow. His
companion assists him by helping to make those decisions known.

Signaling Aids: The whistle is used to get the attention of drivers and pedestrians. It is used as
follows:
1. One long blast with a STOP signal.
2. Two short blasts with the GO signal.
3. Several short blasts to get the attention of a driver or pedestrian who does not respond
to a given signal.
4. After Dark officers may need to use glow sticks or flashlights with illuminated ends on
them. Use proper hand signals so thaqt the drivers don’t become confused.

Be judicious in the use of your whistle at all times. Whistle blasts directed to pedestrians
usually need not be as shrill as those to command attention of motorists. The voice is seldom
used in directing the traffic. Arm gestures and the whistle are usually sufficient. There are
numerous reasons why verbal commands are not used. Verbal orders are not easy to give or
understand and very often lead to misinterpretations, which are dangerous. An order, which is
shouted, can antagonize the motorist. Occasionally a driver or pedestrian will not understand
your arm signals. When this happens move reasonably close to the person and politely and
briefly explain your command. In all instances, address such people properly as Sir, Madam, or
Miss. Don't shout or lose your temper, even though you may be provoked.
A flashlight can be used to halt traffic in an emergency. To stop traffic, slowly swing the
flashlight at arm’s length across the path of the approaching car. The beam from the flashlight
strikes the pavement as an elongated spot of moving light, which is readily seen by the motorist.
Do not stand directly in front of the approaching car. After the motorist has stopped, give arm
signals in the usual manner. Illumination from headlights will make them visible.

Traffic Control Checklist:

 Halt opposing traffic,
 Left turn,
 Move straight through,
 Remember your professional bearing
 Remember: don't shout or use verbal commands,
 Right turn,
 Stay calm,
 Using a flashlight,
 Using a whistle,

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 Courtroom Testimony: You may be called to testify in court regarding your
involvement in arresting a suspect, your involvement in responding to an accident or other
matters requiring the court to decide the matter. Our evidence is very important to the case.
Review your court testimony before your court appearance. Picture in your mind what occurred,
so that you recall all of the details. You may make notes, but don't memorize your testimony
because it will appear staged.
Remain alert and calm, and never lose your temper. Our testimony will have greater
impact if you maintain composure. Think before speaking and answer all questions slowly and in
a loud and clear tone. If you do not fully understand a question, ask that it be rephrased or
explained. Always tell the truth and never exaggerate. Remember that you are under oath. Courts
are interested in facts, not opinions; the more objective your testimony appears, the greater its
value.
Testifying in Court: Considering the topic of testifying in court, it is important to
remember that every investigation can, and hopefully will, lead eventually to a trial or a hearing.
The primary purpose of a police investigation is the identification and apprehension of people
suspected of violating the various laws of the state and the community The purpose of the
apprehension is to enable a court of proper jurisdiction to evaluate the circumstances of the
offense to determine whether or not the individual on trial did in fact commit the offense as
charged. Testifying in court is not a major part of the security officer's job for two basic reasons.
They are:
1. The presentation of evidence in a court of law marks the final step taken by the police
in a given case.
2. The quality and the quantity of evidence as well as the effectiveness of its presentation
serve as a major test of the completeness of the investigative efforts of the police.

Pre-Trial Responsibilities: In considering how to prepare for testifying in court, bear in

mind that the entire investigation process should be considered as preparation for courtroom
presentations. The duties which are performed at the scene to assure that evidence is properly
identified and labeled, that witnesses are located and interviewed and that the specifics of the
incident such as time, place, weather, etc., are properly recorded all go towards measuring the
adequacy both of the investigation and the preparation for testifying. In addition to underlining
the importance of writing complete, accurate reports on each incident regardless of the apparent
chances of a subsequent trial or hearing each officer should review his personal notebook to
assure that it contains sufficiently comprehensive notations as to make its use in court an asset
rather than a liability.
One of the procedures regarding case presentation which varies considerably from place
to place is the extent to which prosecutors make use of the "pretrial conference." This meeting,
between witnesses and counsel enables the attorney to become aware of the scope and the
specifics of a witness' knowledge of the case. With such information, the attorney is better able
to ask meaningful questions of the witness on the stand too often, officers are reluctant to admit,
on cross examination by defense counsel, that they have discussed their testimony with anyone.
This reluctance should be abandoned since the pre-trial conference is an acceptable procedure
used by both prosecution and defense alike as a means of directing their examination of
witnesses to the subjects which are within the area of knowledge of the witness. Where the pre-

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trial conference is used, officers should treat it with the same degree of professional concern as
they do a summons to appear in court.
Personal Appearance: How important is the personal appearance of a witness? Perhaps
the best answer is to recall how most suspects appear in court as compared to how they appeared
when arrested. Despite the common warning against judging a book by its cover, many people
form what may be unchangeable impressions on the basis of personal appearance.
Whether in uniform or in civilian clothes, officers on the witness stand should present an
appearance marked by cleanliness, neatness, and concern for the details of their appearance. The
basic nature of testimony is not altered by outward appearances however the weight which is
given to that testimony by the jury may be greater or lesser depending upon their impression of
physical appearance.

Testifying: When called to testify remember that the jury's first impression of you will
occur as you walk to the stand and accept the oath. The fact that you consider your courtroom
appearance as an important duty should be readily apparent in your manner and bearing. After
taking the oath, be seated in the witness' chair. The position taken should be one that gives you a
full view of the jury and the attorneys. Sit with both feet on the floor and your hands in your lap
or on the chair arms. Refrain from rattling change or keys. Don't make any movements or sounds
that will distract the jury's attention from your testimony.
Procedures and Rules of Evidence: The more familiar you are with courtroom
procedure and the rules of evidence the better witness you will be. The objections raised by
counsel, based on rules of evidence, can become disconcerting especially if you are not familiar
with some of the technical reasons for the objection. If you have a working knowledge of the
rules of evidence, you may avoid many objections through the language you use in replying to
counsel's questions. When an objection is made, stop your testimony until the court has ruled on
the objections or instructs you to continue. Judges generally look with disfavor upon witnesses
who blurt out an answer to a question that is objected to by counsel. Though the answer itself
may not be grounds for a mistrial, it may contribute to it, and the trial judge tries to protect the
record from any such happening.

Direct Examination: The prosecution presents its case during direct examination. This
is when you normally will be called to testify. When you take the stand you will be asked first to
state your name and occupation. Care should be given to answer in a polite and courteous
manner. This is the first time the jury has had an opportunity to hear you speak no matter how
many times you may have testified in court before.
After either counsel asks a question, carefully consider the question and then give
deliberate answers. If you did not hear or do not understand the question, ask that it be repeated.
Speak in a conversational tone of voice but loud enough so the entire jury can hear. The jurors
must ultimately weigh the testimony and arrive at the verdict. Be certain they have at least heard
what you have said. If the hearing or trial is other than a jury trial, answers to questions should
be directed to the counsel asking the question. In either case the witness should look directly at
the attorney asking the question. Our position in the witness stand should allow you to alternate
your attention between the requiring attorney and the jury without a great deal of movement back
and forth.
Rarely, if ever, should you volunteer information. The prosecutor must be relied upon to
ask the questions he wants answered and at the time that he wants them answered. Even if you

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know the prosecutor is leaving out an important point, wait until you have been excused from the
stand and then inform him of the point. If the prosecutor thinks it is of sufficient importance he
will recall you to the stand. When you are not on the witness stand and you wish to speak to the
prosecutor, write a note and hand it to him, don't whisper, or make gestures that will distract the
court.
Never guess what an answer to a. question is. If you do not know the answer simply say,
"I don't know." If you answer by guessing, you are providing information which not only has no
legitimate place but also which indicates either bias or -personal inadequacies on the part of the
officer. Unless you are called as a qualified expert witness, you may not testify as to conclusions
or opinions. Our testimony must be in reference to facts, which you possess regarding the case or
trial. Indications of improper testimony are terms such as "I think," "I believe," "in my opinion,"
etc.
The trial process in the United States is as follows: Arraignment: The accused is brought
before the court to be charged with a criminal offense. The formal complaint is read, and the
defendant is asked how he or she pleads. The plea of the accused must be made in open court,
and several alternatives are open to him/her. Guilty: The accused may plead guilty to the
offenses charged, or with the approval of the court and prosecutor plead guilty to a lesser offense.
The court may refuse to accept a guilty plea and enter a plea of not guilty. Nolo Contendere (No
contest): The accused, in federal courts and some state courts may plead nolo contendere which
is not an admission of guilt, but an indication of readiness to accept conviction and sentence
rather than go to trial. If civil action against the defendant is forthcoming, he or she can avoid a
guilty plea to the criminal offense becoming a part of the trial for the civil offense.
Stand Mute: The accused can stand mute, that is, not say anything. The court will, in that
event, automatically enter a plea of not guilty. The legal effect is that the accused waive no
irregularities which have occurred up to the time of the arraignment.
Not Guilty: The accused may plead, not guilty. Certain defenses may be raised under this
plea, such as insanity, self-defense, alibi, a statute of limitations, or double jeopardy.
Trial: If the defendant has elected a jury trial, the jurors must be selected. Generally,
jurors for trials are selected from the rolls of registered voters in the county. Both the prosecutor
and the defense counsel examine jurors for their suitability to serve on the jury. They can be
challenged for cause or on a peremptory basis. Peremptory challenges arbitrary challenges for
which no reason needs be given generally limited to five to thirty challenges. Challenges for
cause have no limit and can be general ( prior convictions, failure to qualify, and unsound mind)
or particular (bias or prejudice). After the jurors have been selected, along with alternates, the
trial is ready to begin. Opening statements are first made by the prosecutor broadly sketching out
the general facts of the case and his proposed course of action in presenting the case for the
people. The defense counsel prepares the judge and jury for the defense methodology.
The prosecution then begins the case and presents the first witness. Witnesses will
establish the prosecution's case and in so doing present the physical evidence. The defense
counsel will cross examine the prosecution's witnesses, but only on those facts presented during
the prosecution's examination.
After the prosecution has concluded his presentation, the defense counsel usually will make a
motion to dismiss the case claiming that the prosecution has failed to prove guilt "beyond a
reasonable doubt.” If the motion is granted, the defendant is released. If the motion is denied, the
defense will then present their case. The first witness is presented and examined; the prosecution
has the right to cross examine the defense witnesses. After the defense counsel has presented his

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witnesses and experts and has done as much as possible to prove the innocence of the defendant,
the defense counsel rests his case.
The prosecution and defense will then present their rebuttals followed by a summation by
both the prosecutor and defense counsel. The judge will then instruct the jury and give written
instructions as to the legal principles, which should be applied to the facts of the case. The jury
will deliberate the issues and upon reaching a verdict will return to the courtroom. The jury may
find the accused guilty, not guilty or they may return with a "hung jury" meaning that they could
not reach a majority decision. If a mistrial is declared, the defendant will be placed on bail or
remanded to custody until the time of a new trial.
If the jury finds the defendant guilty, the judge will set a date for sentencing. When the
guilty offender appears for sentencing the judge usually, has a wide variety of punishments that
are his to impose, depending upon the offense, the pre-sentence investigation, and statutory
demands.
The offender may be sentenced to a period of incarceration in a jail, or prison; be ordered
to pay a monetary fine, be sentenced to make restitution, or pay damages, be sentenced to
forfeiture of public office, forfeiture of property, be placed on probation, be sentenced to a
combination of the aforementioned penalties. The guilty person may be sentenced to death or be
committed to a state mental hospital.

SUMMARY:
1. Prepare the case completely and thoroughly. Make complete notes of facts and evidence at the
scene. Use these notes to refresh your memory for the trial.
2. Appear on time for the trial or hearing. Our personal conduct and physical appearance should
be exemplary.
3. In the witness stand, take a position that gives you a full view of the courtroom. Sit erect and
still, speak in a conversational voice to the jury and in tones and language that they can hear and
understand.
4. Answer all questions truthfully and honestly. Do not "editorialize" or offer information.
Answer specifically the questions asked. Do not hesitate to say you don't know an answer or that
you don't understand the question. Be confident in your responses. During cross-examination,
pause after questions to give the prosecutor time to offer any appropriate objection.
5. Do not argue with defense counsel or allow yourself to be badgered. Remain calm and polite
regardless of the tactics used by the opposing counsel.
6. Tell the facts as you know them. The best testimony is frank, honest, and impersonal.
7. Do not allow personal feelings to enter into your testimony. However, allowing personal
feelings or prejudices to color your testimony is both improper and potentially damaging.

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 Unit 11: SAFETY
(R156-63a-603h)

Safety
The Security Officer’s Responsibility for Safety
Unit Goal:
Develop a basic understanding of safety hazards usually encountered by security personnel and
how to safeguard oneself while on duty.
Know how to properly report safety issues to the client.
Know the critical information a security officer should give to assist law enforcement, fire
service and emergency medical service personnel.

General Hazards and Unsafe Acts

Safety is everyone’s responsibility. According to the National Safety Council, each day
nearly 5,000 workers are involved in work place injuries, which results in an annual cost to
business of over $60 Billion. Security officers must always be observant for all types of
dangerous activities and conditions. Security officers can also become workplace accident
victims themselves. Slips and falls are the leading accidents involving security officers.
As a security officer you will be asked to enforce safety rules that are designed to protect
the people who work at or visit the client’s facility. Most facilities have established safety
programs, including written rules. You should familiarize yourself with these rules as soon as
possible. Equally important, you will be required to follow these safety rules for your own
personal safety.
Security officers are trained observers. You must rely upon the powers of observation to
detect unsafe acts and unsafe conditions. You must help others avoid unsafe areas and conditions.
You are expected to be alert at all times for any safety hazard or action that might lead to an
industrial accident. As your responsibility includes prevention, you must report safety hazards,
no matter how small they may be, to protect employees and property. The prevention of an
accident, is, of course the primary objective of any safety program. Accidents cannot be reduced
unless hazards are first identified. Identifying a safety hazard by having a security officer “tour”
the facility is only part of the job. The hazard must be reported in a timely manner to the
appropriate client representative. A major safety hazard should be reported immediately, where a
minor hazard is usually documented on the Daily Activity Report.
Do not perform tasks that are not part of the duties specified in the post orders. Some
examples of tasks that may appear helpful but are in fact safety risks are: climbing ladders,
lifting or moving boxes or equipment, assisting client employees with their jobs, operating
machinery, handling chemicals, powders, solvents, and repairing equipment. Do not operate
vehicles unless specifically authorized by your employer and the client. If your duties include the
operation of a vehicle, perform a safety check before operating the vehicle. Do not operate a
vehicle if it is unsafe.
Use handrails when using stairs or walking in elevated areas. Avoid elevated areas that
do not have handrails or other protection. Do not climb over material blocking exits or key
stations. Watch your step! Falls are the most common injury among security officers. Wear
safety equipment as required including hard hats, safety shoes, hearing and eye protection. Use a

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flashlight in poorly lighted areas. Stay alert for moving vehicles, forklifts and moving machinery.
Do not confront intruders except from a safe distance. Use care in darkened areas and approach
corners from a wide angle. Most industrial accidents don’t just happen. They are caused by
people not following established procedures, not wearing required safety equipment, removing
safety guards from machinery or involving themselves in horseplay.

OSHA:
The law assigns the administration of the legislation to the Secretary of Labor, who in
turn created the Occupational Safety and Health Administration. One important aspect of the law
is that individual states may assume the responsibility for the administration and enforcement of
safety and health standards.
In some organizations employee accidents are reported to the security department. A
security officer then responds to the scene of the accident and is responsible for the investigation
and the reporting process. This system produces generally better handling of the accident. The
Security Officer’s Responsibility for Safety are the following:
o General Hazards and Unsafe Acts
o Hazards on Patrol
o Occupational Safety and Health Administration (OSHA)
o Hazardous Materials (HAZMAT)
o Explain how to properly respond to Medical Emergencies and First Aid
o Explain Fire Prevention and demonstrate the proper use of a fire extinguisher
o Industrial Accidents
o Blood Borne Pathogens

The Security Officer’s Responsibility for Safety: Unit Goal: Develop a basic understanding of
safety hazards usually encountered by security personnel and how to safeguard oneself while on
duty. Know how to properly report safety issues to the client. Know the critical information a
security officer should give to assist law enforcement, fire service, and emergency medical
service personnel.
According to the National Safety Council, each day nearly 5,000 workers are involved in
work place injuries, which results in an annual cost to business of over $ 60 Billion. Security
officers must always be observant for all types of dangerous activities and conditions. Security
officers can also become workplace accident victims themselves. Slip and fall accidents are the
leading accidents involving security officers.

Accident Hazards
o Spilled liquids
o Loose board
o Tears in carpet
o Loose handrails
o Objects falling from above
o Non operative warning lights
o Missing barriers

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 HAZARDOUS MATERIALS: Hazardous materials are any materials that are otherwise
toxic to humans or animals, or to the environment. Hazardous materials include:
1 Explosive
2 Gasses (compressed, liquefied or dissolved under pressure)
3 Flammable liquids
4 Flammable solids or substances
5 Oxidizing substances
6 Poisonous and Infectious substances
7 Radioactive substances
8 Corrosives
9 Miscellaneous dangerous substances

Hazardous materials pose an ever present danger. They are stored in all types of locations
and are transported by a variety of means. They are commonly found in such places as industrial
and commercial districts, highways, harbors, airports and railroads. The Federal government has
identified more than 2,000 different materials as hazardous. A hazardous material may be
defined as any substance or material which, when discharged, may be harmful to the public
health. There are 56 different procedures used by emergency response crews when they react to a
hazardous material emergency. The procedures vary greatly, and an improper procedure may
compound the emergency. This is why it is vitally important to properly identify the hazardous
material involved.
Many security officers are assigned to facilities that use hazardous materials. There is no
problem as long as the materials are properly used for their intended purpose with adequate
safeguards. But, in the event of a spill, leak, or accidental discharge, these materials can be
extremely dangerous. How can you identify hazardous materials and what should you do if there
is a leak or spill? Fortunately, identification of hazardous materials is easy, thanks to strict
Federal requirements on labeling containers of these materials. Our actions as security officers
during a leak or spill will vary slightly from post to post depending on your client's wishes, but
the following instructions will give you the basics of what will be expected of you in such an
emergency.

The Hazardous Identification System: Since November 1, 1981, Code of Federal

Regulations, Title 49 required that each vehicle transporting hazardous materials must display a
designated four digit identification number. The Hazardous Identification or UN number is
different for each hazardous substance. The numbering system was developed by the United
Nations Committee of Experts on the Transport of Dangerous Goods. The numbering system is
in world-wide use. For example, number 1294 will always signify Toluene which is a common
industrial solvent. Toluene is also used in high octane fuels, such as for airplanes, and is used in
making dye and explosives. Transport vehicles containing hazardous materials must display the
proper four digit UN number in black numerals four inches tall on an orange background on all
four sides of the vehicle or tank. As an alternative, the four-digit number can be placed on a
diamond shaped placard previously required. The only exception to these requirements for the
display of the UN code is tank trucks that are used solely to transport gasoline or fuel oil. Those
vehicles can use the proper diamond shaped placard with the word "gasoline" or "fuel oil"
prominently painted on the vehicle.

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 Figure 4: 9 categories of hazardous materials

The diamond shaped Department of Transportation (DOT) placards may be white with
black lettering, or may be yellow, orange, red or green. These placards are required on both the
vehicle used to transport hazardous materials, and on the shipping container or package. These
color coded labels bear a hazard symbol, or pictograph and the name of the hazard. In addition,
the package must be marked with the name of the contents. The shipping name of the contents
must be close to the Hazardous Material Warning Label.

NOTE: The orange and black number panel is only used on transport vehicles.
Packages, drums, and smaller containers have DOT Hazardous Materials Warning Labels affixed
to them. The warning labels are similar to the vehicle placards but are smaller. On compressed
gas cylinders, the label may be attached to a wire-tied tag.

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 The shipping label will have the Proper Shipping name, the Hazardous Materials Class
and the UN Number. There are nine classes IAW CFR 49. These class numbers generally appear
in the lower-bottom--corner of warning labels and placards.
1 Explosive
2 Gasses (compressed, liquefied or dissolved under pressure)
3 Flammable liquids
4 Flammable solids or substances
5 Oxidizing substances
6 Poisonous and Infectious substances
7 Radioactive substances
8 Corrosives
9 Miscellaneous dangerous substances

Warning Labels on Fixed Industrial Facilities: Fixed installations, such as chemical

processing equipment, storage and warehousing rooms and laboratories may be marked in
accordance with National Fire Protection Association standard 704 system. This system warns of
hazards, which may be present under fire conditions even though the materials may be
nonhazardous under normal conditions. This system is also based on warning signs that are
diamond shaped. The sign is divided into four smaller diamond shaped areas or quadrants. A
number appears in each of the upper three diamonds. The number tells emergency responders
(fire fighters) what hazards are associated with materials stored or used there.
The top diamond tells fire fighters how flammable the material is. The center diamond on
the left side indicates whether there are any special health hazards and how severe they are,
should the material be involved in a fire. The center diamond on the right side indicates the level
of self-reactivity or stability of the material. The bottom diamond, when it is used, should contain
one of three symbols. If the material has a hazardous reaction to water, this bottom diamond will
have a letter W with a bar through it. This does not necessarily mean that water cannot be used in
fighting a fire, but it alerts the fire fighter to a dangerous situation. In many cases, a fine spray or
fog of water is the best means of extinguishing fires involving water-sensitive or reactive
material.
If the hazardous materials have oxidizing properties, that is they can react with a
combustible material (called oxidation), and expand the fire at a rapid rate, the letters OX are
placed in the bottom diamond. If the materials are radioactive, the radioactive pinwheel" appears
in the bottom diamond. There are five hazard levels, which can be represented by each of the
three upper diamonds. These hazard levels are represented by the numerals zero through four (0,
1, 2, 3, and 4). The numeral four represents the most hazardous condition, and the numeral zero
represents the least degree of hazard. The general meaning of each of the numerals appears in the
table below:

NFPA 704 Diamond Hazard Level Meaning:

4. Too dangerous to approach with standard firefighting equipment and procedures. Withdraw
and obtain expert advice on how to handle.
3. Fire can be fought using methods intended for extremely hazardous situations, such as
unmanned monitors or personal protective equipment which prevents all contact.
2. Can be fought with standard procedures, but hazards are present which require certain
equipment or procedures to handle safely.

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1. Nuisance hazards are present, which require some care, but normal procedures can be used.
0. No special hazards are present, so no special methods are required.
The numbers are assigned on the basis of the worst hazard expected in the area,
regardless of whether the hazard comes directly from the original material or are hazards which
can be expected to arise as a result of burning or decomposition (breakdown). Another factor to
be considered is the effect of local conditions. For instance, a drum of carbon tetrachloride sitting
in a well-ventilated storage shed presents a different and far less dangerous hazard than it would
in an unventilated basement.

HAZARD IDENTIFICATION NFPA --704 DIAMOND

FLAMMABILITY: Red or white background with contrasting (white or black) numeral.

HEALTH HAZARD/ SELF-REACTIVITY: White or yellow with black numeral.

SPECIAL INFORMATION: (white background if this diagram is used.)

W May have a hazardous reaction with water.

Nuclear pinwheel indicates radioactive materials are stored or used here.

The NFPA "704" Diamond is used to identify fixed locations where hazardous materials
are used processed or stored. "704" refers to the NFPA "Standard" guideline for labeling of these
facilities. During the past several decades NFPA has developed industry "standards" for the
control of all types of fire hazards. While compliance with NFPA standards is not required,
NFPA standards are often adopted by State and Federal legislatures and regulatory agencies.
When so adopted, the standards acquire the force of law and must be complied with. Other
private standard setting organizations include Factory Mutual and Underwriters Laboratories.

Leaks and Spills "Of Unknown Material:” Unknown material that has leaked or spilled
should be treated as if it is hazardous pending certain identification. If you or one of your
security officers encounters leaked or spilled material, you should not enter into it, or touch it
until you identify it. You are not trying to alarm you. You merely suggest that a cautious
approach be taken when you encounter an unknown substance. You and your security officers
are familiar with most of the materials that are commonly leaked or spilled at your operations
and know how spills are handled there.
For example, in a machine shop, it is common to find small spills of lubricating oils and
coolant. Usually, if you kind a puddle of oil or coolant, you simply cover it with absorbent
granulated clay to reduce the slipping hazard and report your action on the Daily Activity Report.
In some facilities, the proper response is simply to notify maintenance, and note the condition
and your action on the DAR. The problem arises when you aren't sure what the material is. Leaks
and spills of any nature should be traced back to their source, and the source identified.
In an operating facility, maintenance should be promptly notified of any unusual leak or
spill. If the source is labeled or placarded as hazardous, action must be taken quickly by properly

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trained individuals. If you can safely stop a leak of hazardous materials, you should do so. These
would be situations where closing a valve or turning off a nozzle is all that is required. If other
action cannot be taken, you should isolate the area of the hazard and summon assistance
immediately. An example of this situation would be an unknown liquid leaking out of a truck
trailer that has DOT hazardous materials warning placards on it. Hazardous materials warning
labels, similar to the placards required for the exterior of trucks are affixed to the exterior of each
package or container. The label is located close to the proper name of the hazardous material
inside. If there is a leak or spill from a container so labeled, you should read the name of the
material so that you can report exactly what substance is involved.

Safety Guidelines for Security Officers

What guidelines should you or your security officers follow if confronted with a spill, leak, or
fire, which may involve a hazardous material? As a general rule, the following steps should be
followed:

Approach Cautiously
Resist the urge to rush in; you cannot help if you become a victim.

Avoid the Suspected Hazardous Material

o Avoid inhalation of gasses, fumes and smoke even if no hazardous material is
involved.
o Avoid using any electric switches (including flashlights, lights, overhead doors, and
radios) in the hazard area.
o Do not assume that gasses or vapors are harmless because of lack of smell. No flares,
smoking or flames in hazard area.
o Do not walk into or touch any spilled material.

Identify the Hazard

Placards, container labels, shipping documents or client’s personnel on the scene are valuable
information sources. Identifying the material immediately will greatly help the client respond to
the incident.

Isolate the Hazard: Without entering the immediate hazard area, isolate the area and assure the
safety of people band the environment. Move and keep people away from the incident scene and
outside of the safety perimeter.

Obtain Help
Call the clients response person for mechanical/ problems or engineering or other designated
individual and tell him exactly what is leaking or has been spilled, and how much. If the first
person you call doesn't answer, try another until you get a responsible person to assist.

Follow Instructions
On-the job instructions may specify that the security officer first notify public emergency
response agencies, chiefly fire fighters, in event of any hazardous materials incident. These
instructions must be understood and followed where they apply.

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MATERIAL SAFETY DATA SHEETS
The MSDS is often called the key to hazard communication. The MSDS is the one place where
you can find all the important information on the chemical.

Always Get Additional Information When Dealing With a Hazardous Material

Because labels do not provide you with all the information you may need when dealing with a
hazardous material, you should turn to the Material Safety Data Sheet (MSDS) for that
chemical. What are MSDSs? MSDSs provide vital information about the hazardous materials in
your workplace. Our supervisor can help you find the MSDSs for the chemicals in your work
area.

Important: The MSDS forms used in your work area will generally contain most or all of the
information outlined on these two pages. However, the information may be grouped differently
under different headings. Ask your supervisor for help if you have trouble finding the
information you need.

MSDS Generally Contain The Following Information:

Chemical Product and Company Identification: This includes the address and telephone
number of the manufacturer. The names of different grades of the material and any generic
names can also be found here. This section also includes emergency phone numbers to use in the
event of an accident or accidental release of this material.

Composition and Information on Ingredients: All ingredients that are hazardous individually
or in combination with other ingredients are listed here. Some MSDSs list only the hazardous
ingredients. Some list the hazardous ingredients plus other significant ingredients. Others list the
hazardous ingredients present as 1% %or more of the total formula (0.1 %if they are
carcinogenic). Permissible exposure limits for ingredients may also be listed.

Hazards Identification: This section describes the color, shape, odor, and vapors of the material.
Also listed are potential health effects to the target organs such as eyes and skin, as well as the
effects of Inhalation, ingestion, or skin contact. Information about flammability, combustibility,
and explosibility is also listed here.

First-aid Measures: How to treat overexposure to a chemical Is covered in this section, along
with antidotes that can be administered to a victim. This section may also include information for
physicians about clinical testing and treatment.

Firefighting Measures: These sections cover fire and explosion hazards, the use of appropriate
fire extinguishers, and basic firefight procedures, upper and lower flammable limits,
flammability classification, auto ignition temperature (flash point), and the release of flammable
vapors.

Fire Extinguishers:
Remember PASS when using fire extinguishers:
 Pull the pin,
 Aim,

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  Squeeze the trigger,
 Sweep the hose at the base of the fire.
 Stoke embers to make sure fire is out.

Accidental Release Measures: Information on containment techniques, cleanup procedures, and

emergency equipment required for spills and other releases of the chemical are included here.
This section is primarily for the benefit of emergency responders.

Handling and Storage: This section emphasizes precautions that are proper for the unique
properties of the material. Listed here are practices that minimize contact between the worker
and the material, as well as risks of fire, explosion, and spills.

Exposure Controls and Personal Protection: Ventilation and other necessary controls required
for working safely with this hazardous material are listed in this section. This section also
recommends proper PPE (personal protective equipment) to avoid exposures.

Physical and Chemical Properties: Characteristics of the hazardous material are listed: odor,
physical state, pH level, vapor pressure, vapor density, boiling point, freezing or melting point,
solubility in water, specific gravity or density. You may also find some of the following
Information about a chemical (when appropriate): heat value, particle size, volatile organic
compounds content, softening point, evaporation rate, viscosity, bulk density, molecular weight,
molecular formula.

Stability and Reactivity: This section describes conditions that could result in a hazardous
chemical reaction. Also included here is information about chemical stability, Incompatibility
with other chemicals, hazardous polymerization, and hazardous materials created as the material
decomposes.

Toxicological Information: Background data used to determine the hazards presented by this
chemical will appear in this section, which includes the results of tests and studies involving the
chemical.

Ecological Information: Information included in this section is intended to help environmental

professionals determine the impact of the chemical on the environment in the event of a release.

Disposal considerations: This section provides information about chemical classification under
the waste disposal laws, chemical and physical properties of the material, and special disposal
instructions.

Transport Information: Listed here are the hazardous materials description name, hazard class,
and Identification number. Also included in this section you may find other Department of
Transportation requirements as well as classifications under international transport regulations.

Regulatory Information: In this section you will find information about the regulatory status of
the materials, including its components and regulated uses. In addition to OSHA regulations, this
section may discuss the regulations of other federal agencies.

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First-Aid for Victims: What action should you or a security officer take in giving first-aid to a
person who has been in contact with hazardous materials? As is true with guides for emergency
response for leaks, spills and fires, certain basic first aid actions are called for:
o Move victim to fresh air; call emergency medical care.
o If not breathing, give artificial respiration.
o If breathing is difficult, give oxygen.
o Remove and isolate contaminated clothing and shoes.
In case of contact with a hazardous material, immediately flush skin or eyes with running
water for at least 15 minutes (there are two exceptions to this, and they are discussed below).
Keep victim quiet and maintain normal body temperature. Effects may be delayed, keep victim
under observation. The exceptions involve radioactive materials, and certain materials, such as
phosphorous and magnesium, which react violently with water. Water reactive materials must be
immediately wiped from the skin, or picked off, and then the skin must be flushed with running
water for at least 15 minutes. Speed in removing these materials from the skin is of extreme
importance since human flesh contains such a high percentage of water. Radioactive materials
are generally removed by taking a thorough shower using plenty of soap. Medical personnel
should be advised if the victim may have been contaminated by radiation.

Keep the Hazard Area Isolated: Keep everybody not directly involved with the
emergency response or rescue operations away from the hazard area. Do not let unprotected
people back into the area. Conduct any rescue operation as quickly as possible. Enter the scene
from the upwind approach. Isolation of the scene of the spill, leak or fire is an essential first step
to be taken whenever there is a hazardous materials incident. The client probably has specially
trained and equipped personnel available to handle any emergency and will appoint a responsible
person as the on-scene leader. It is important that you know who this leader is and follow his or
her instructions for isolating the accident scene and other actions.

Initial Evacuation and Isolation of Selected Materials: DOT publishes recommended

distances to ISOLATE or EVACUATE people from spill areas during the initial phase of an
accident involving volatile, hazardous liquids or gasses. (Volatile means that the liquid will
readily evaporate. Gasses, shipped under pressure as a liquid, will generally vaporize--return to
the gaseous state--readily). Security Officers must stand ready to comply with the Incident
Commander’s instructions and aid an evacuation if so ordered.
The conditions existing at the time of an initial evacuation or isolation of an accident
must be watched continually. Changes in wind direction or other circumstances may alter the
danger area. Good judgment must be used in evacuation procedures to avoid placing people in
greater danger (generally, low-lying areas should be avoided, and personnel should remain up-
wind from the spill). If a hazardous material cloud goes between several tall buildings in an
urban area, or down a valley in a rural setting, the cloud may-affect people much farther away
than is specified in these tables. Emergency response agencies will make necessary
determinations in these cases. These local conditions --- contour of the land and large nearby
buildings---are referred to as microenvironments by weathermen.
Anyone who has walked in peace and calm along one side of a skyscraper, only to turn a
corner into a raging gale will readily understand how important these local conditions are.
Actually, in certain circumstances, the occupants of a building may be better off staying where

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they are during an emergency that will last a relatively short time. This is a decision for the
emergency response officials to make. For example: The occupants of the upper floors of any tall
building in the evacuation area may be safer remaining where they are if the heating and air
handling equipment can be shut down so that the hazardous vapors or gasses will not be
circulated in the building. Also, a short-term spill cloud may be deflected or reflected by such a
building and pass by it without affecting the occupants or the equipment within it.
Fire may also affect the decisions made concerning evacuation or isolation. If a fire
begins to involve the spilled material, the poisonous effect of gasses on those nearby may be
reduced considerably, as may the evacuation distances. On the other hand, if undamaged
containers are involved in a fire, the potential fragmentation hazards would require isolation in
all directions for one-half mile which may be more or less than the suggested evacuation distance.
Again, these are decisions that will be made by emergency response personnel who have the
necessary training to do so.

SUMMARY
This section of the training program manual contains a lot of information on a subject foreign to
most of you. What are you as a security officer responsible for in a hazardous emergency? If
possible, you are expected to:
1. Obtain information that will be useful to response teams.
2. Prevent people from accidently contacting the hazard.
3. Contain the hazard (if you have the equipment to do so safely).
4. Make appropriate notification in accordance with your client's wishes.
5 Render necessary first aid.

In order for you to accomplish this, the following information is presented:

1. The Hazardous Identification number system.
2. The placard and warning label system.
3. The basics of local isolation and evacuation procedures.
4 Our client's emergency procedures.

When an emergency occurs, it is too late to learn those things, so here is a review: Stored
hazardous materials may be identified by means of the National Fire Protection Association
(NFPA) Diamond system of placards. These placards are located on the outside of buildings that
have hazardous materials stored within. All hazardous materials are marked with a diamond
shaped placard containing the name of and symbol for the material. Example: A poisonous
material container will have the word "poison" and the symbol "skull and crossed bones" on the
placard. The container will also have a "warning label" which lists the chemical name, hazardous
ingredients and the chemical manufacturer's name and address. It also lists hazard warnings, such
as to keep the chemical away from flame or avoid skin contact. It will also contain information
on first aid, fire, spills, handling, storage, and disposal. If the container does not have a
warning label, do not handle the chemical.
The chemical manufacturer also provides a Material Safety Data Sheet (MSDS) for
each hazardous chemical in your work area. This sheet contains more detailed health and safety
information, precautions for handling, emergency and first aid procedures than is contained on
the warning label. These sheets should be kept where they can be readily accessed by emergency

236
response personnel in case of an accident or spill. Generally speaking a security officer will
become familiar with most materials that are commonly leaked or spilled at your job site.
Usually if you find a puddle of oil or coolant, you simple cover it with absorbent
granulated clay to reduce the slipping hazard, and soak up the material, and report your action on
your DAR. In some facilities, the proper response is to notify Maintenance, again noting your
actions on your DAR.
Where you encounter an unknown material that has spilled or leaked you should treat the
material as hazardous pending certain identification. Leaks or spills should be traced back to
their source. In an operating facility, maintenance should be promptly notified. Approach the
spill cautiously, try to identify the material. If you can safely stop a leak of a hazardous material,
you should do so, such as closing a valve or turning off a nozzle is all that may be required. If the
source is labeled or placarded as hazardous, action must be taken quickly by properly trained
individuals.
Secure the area, keep sources of ignition away from the spill and if fumes are present,
direct all people upwind or away from the area. Notify the client’s representative immediately. If
you can read the label of the leaking container you should make a note of the material's proper
name so that you can report exactly what substance is involved. Notify the client's representative
detailing the information you have concerning the spill. Tell him exactly what has spilled and
how much. If the first person you call doesn't answer, try another until you get a responsible
person to assist.

Follow Instructions given by the point of contact or his legal representative, first responders, or
those instructions contained in the Post Operations Manual.

Keep the Area Isolated: Keep everyone not directly involved with the emergency response or
rescue operations away from the hazard area. Conduct any rescue operations as quickly as
possible. Isolate the scene of the spill, leak, or hazardous materials incident. The client probably
has specially trained and equipped personnel available to handle the emergency and will appoint
a responsible person as the on-scene leader. It is important that you know who this leader is and
follow his instructions for isolating the accident scene and other actions.

Blood Borne Pathogens: In 1992, the Occupational Safety and Health Administration (OSHA)
enacted part 1910.1030 of Title 29 of the Code of Federal Regulations. This standard covers
occupational exposures to
Blood Borne pathogens, and applies to all people who are occupationally exposed to blood or
other potentially infectious materials such as:
o Human body fluids: blood, semen, vaginal secretions, saliva, cerebrospinal fluid,
synovial fluid, pericardial fluid, peritoneal fluid, pleural fluid, amniotic fluid and any
bodily fluid visibly contaminated with blood.
o Any unfixed body tissue or organ from a human.
o Blood, organs or other tissue infected with HIV or HB.

What is a Blood-Borne pathogen?

1. A Blood-Borne pathogen is a disease causing agent that can exist in the blood stream
and other body fluids. Examples of Blood Borne pathogens are:
a. Human Immunodeficiency Virus (HIV)

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 b. Hepatitis B Virus (HBV)
c. Acquired Immunodeficiency Syndrome (AIDS)
Personal protection when rendering aid
1. Adhere to universal precautions:
a. Assume all human blood and body fluids are potentially infectious
b. Use protective items such as puncture resistant disposable containers,
protective resuscitation and ventilation devices
c. Wear gloves, coats, masks and eye protection where applicable
d. Fluids should not be capable of passing through work clothes and reach the
skin and mucus membranes. If clothes are contaminated, change as soon as
possible, keeping separated from other laundry items.
e. Remove equipment used to render aid and dispose of it properly.
When exposure occurs
1. Document the routes of exposure and how it occurred
2. Identify and document the source individual
3. Obtain HBV/HIV testing, counseling and safe, effective post exposure care

Safe clean-up of blood and body fluids

1. The life span if infectious diseases outside the human body differ in time. However,
generally accepted cleaning and disinfectant steps include the following:
a. Clean blood and body fluids using a liquid mixture of one part chlorine bleach
and 10 parts water, then wash with hot water and soap.
b. Use proper work practices. No eating, drinking or handling contact lenses, etc.,
in areas where potentially infectious materials are kept or encountered.
c. Use universal precautions when cleaning equipment.
d. Dispose of contaminated materials as directed and as appropriate.1

Helicopter Landing Area Safety: For those who work at the hospitals you do work with the
medevac flights. Refer to your post orders as each site is different. However there are some basic
helicopter safety measures that you must take.
Working around rotary winged aircraft (helicopters) can be very dangerous.
• Two major danger areas:
– Main rotor blades
– Tail rotor
– Downdrafts can cause injury from flying debris.
– Clearance from the blades to the ground can be reduced when the aircraft is on uneven ground.
Tail rotor danger area:
– Can be very difficult to see due to high RPMs
– Is sometimes less than head height.
• Do not go behind skids of aircraft while blades are in motion.

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• When approaching an aircraft with blades turning:
– Approach only from the front or between the 9 o’clock to 3 o’clock positions.
– Maintain eye contact with pilot.
– Secure all loose items that may be picked up by the blades (i.e., clothing, supplies, etc.).
– Security’s responsibility is to provide easy access for patient, personnel, and equipment
and protect the LZ from unauthorized access. DO NOT approach the helicopter when the
rotor blades are turning unless signaled to do so by the flight crew.

 DO NOT run near or onto the landing area.

 DO NOT walk behind the helicopter at any time. The tail rotor turns 3 times faster than
the main rotor and can be difficult to see.
 WALK with CAUTION onto the landing area when it's wet or icy.
 STAY forward of the helicopter's skids, within the pilot's range of vision at all times.
 KEEP A WATCHFUL EYE on monitoring equipment when loading or off-loading
patients.
 DO NOT open and close helicopter doors unless the crew instructs you to do so.
 NO SMOKING within 50 feet of aircraft.
 CROWD AND VEHICLE controls are the primary concerns around a running helicopter.
Establish a perimeter around the LZ and keep all non-essential personnel and vehicles out
of the area until the aircraft departs. No hats, IV poles, loose bedding or clothing around
the aircraft when it is running.
 When loading the patient into the helicopter, positioning rescuers of similar height across
from one another will maintain balance and minimize the chances of tipping the patient.
 Secure the ambulance gurney.
 It may take a few minutes to depart once the patient is loaded because of patient care, securing
equipment, flight checks etc. Please maintain perimeter safety of the LZ until Care Flight is
airborne.

Personnel Safety
Keep spectators at least 200 feet from the touchdown area. Keep emergency personnel at least
100 feet away. Have fire equipment (if available) standing by. Assure that everyone who will be
working near the helicopter wears eye protection. The helipad is a no hat area. When the
helicopter has landed, do not allow anyone to approach the aircraft. The pilot will communicate
with the ground personnel securing the landing zone.

Landing Zone Coordinator and Security

The security on duty should be deemed the landing zone coordinator. This person will help land
the helicopter and should be the only person communicating with the pilot. The landing zone
coordinator should wear eye and hearing protection, as well as long sleeves and pants. The
coordinator should position himself in the middle of the outer perimeter of the landing zone, with
his back to the wind. Since a helicopter prefers to land into the wind, this allows it to land facing
the landing zone coordinator, ensuring eye contact between him and the pilot. One of the most
important of the landing zone coordinator's jobs is to keep an eye on the tail rotor during landing,
since a helicopter pilot cannot see behind him. Many people resist being the landing zone
coordinator because of the numerous hand signals involved in directing a helicopter; however,
the pilot in command is ultimately responsible for safety and will put the helicopter down where

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he deems best. It's really only necessary to know the following two hand signals to get an
immediate response:
• Both arms outstretched above the head and pointing to indicate the landing zone with
the thumbs up to signal all clear to land or take-off.
• Crossing and uncrossing your arms above your head to wave off landing. This indicates
a dangerous condition or situation, and the pilot will immediately abort the landing. Make
certain hand signals are deliberate, using both arms. This will enable the pilot to see the
movements from the air.

Circle of Safety: A “circle of safety” exists around all aircraft :

– Vehicles or people must not enter area unless directed by the flight crew.
– Circle of safety is area around the aircraft, 10 feet from the nose, wings and tail of the aircraft.

Figure 5: Helicopter Circle of Safety

Landing Zone Hazards

• Power lines
• Any obstacles that might interfere with landing

After the Helicopter Lands

The following rules are a commonsense approach to helicopter safety:
• Once a helicopter has landed, wait for the rotor speed to slow or stop and for the pilot to
signal before anyone approaches the ship.
• Always approach the helicopter in full view of the pilot-between 10 and 2 o'clock of the
nose and always make sure the pilot sees you and waves you forward.
• Keep a crouching, low body profile to advise others that you are aware of the rotor
hazard. There is an interesting phenomenon with helicopters known as “flap” or “sail” at
warm-up or cool-down rotor speeds, when a sudden wind gust can cause the rotor blades
to dip to people level and result in serious injury or death.
• If you have a helmet, secure the chinstrap. No other hats should be worn, and nothing
loose such as a stethoscope should be worn around your neck.
• Never carry anything overhead, including IV fluids. All long objects should be carried
parallel to the ground.

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 • Always walk, never run, around a helicopter. If the landing zone is uneven, never
approach or depart from the uphill side. Always use the downhill side where you are in
the pilot's view.
• The tail rotor, which is the helicopter's most serious hazard, is usually somewhere
around head level and, when at speed, is almost invisible (with perfect lighting). Since
most EMS operations are in less than perfect conditions, the tail rotor cannot

Assisting the Crew

Once the helicopter has landed, do not approach. The crew will approach you when it is safe to
do so. Please be prepared to assist the crew by providing security for the helicopter. You are
responsible for LZ security, so you do not allow anyone but the crew to approach the helicopter.
Once the patient is packaged and ready to load, allow the crew to select two or three personnel to
assist loading. They will probably ask security to assist in loading the patient in to the helicopter.
When approaching or departing the helicopter always do so via the front of the aircraft,
remaining in the pilots view at all times. Always be aware of the tail rotor and follow the crew's
directions for your safety.

Lift-Off and Departure

The landing zone coordinator will notify the pilot when the landing zone is clear of all ground
personnel. Maintain all protective devices against flying debris. If at all possible, try to maintain
a secure landing zone with all personnel and emergency equipment for 5 minutes after the
helicopter departs. If an in-flight emergency develops, this will allow the pilot to return safely to
a secure landing zone.

Figure 6: Helicopter Safety- Safe Approach Points

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 Figure 7: Helicopter Safety

Oil Field Production and Refining Security: Pride Security has several contracts with
various oil field production, pipeline, and refinery companies. In 2013, an oil field company had
an explosion, killing one employee and injuring one. Pride was hired to provide security during
the investigation and clean-up phase. It is vitally important that private security officers stay
awake, perform their duties as outlined in the post orders and remain alert to their surrounding so
that you can provide the security services your clients are paying us for and so they can sleep at
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nights because they know that you are on the job keeping their property and employees safe and
protected. The following two news article exemplifies why it is so important that your officers
take their assignments in the oil patch seriously; especially since in recent years eco-terrorists
have targeted pipelines, equipment yards, pumping stations and refineries.

June 2012 Exclusive Story: Security Measures Become Increasingly Sophisticated

By Gregory DL Morris, Special Correspondent
Oil field security used to mean a fence around the pump jack. Now it can mean motion-
sensitive cameras, remote monitoring, and sophisticated hardware and software analysis as well
as ever-vigilant employees and managers. As oil prices rise, so does the opportunity for crimes
of all sorts.
“The majority of money lost by producers is a result of organized crime at some level,
and as a result of internal jobs,” says Chris White, president of Innovative Surveillance Solutions
Inc., a security firm based in Tyler, Texas. By organized crime, White says he is referring to
what likely is a small-scale organization, group or gang. He says, “The majority of your work is
preventing unorganized, opportunistic crime that comes from access to production facilities and
construction sites.”
He notes that with oil prices holding above $100 a barrel in most places, the temptation is
greater than ever. “But you are not talking only about some crook coming onto your site to steal
oil or copper pipe,” warns White. “If that thief gets electrocuted, some fancy lawyer will argue
that you should have had a fence–or a better fence–to keep people away from dangerous
machinery. A lot of your work is overt deterrence to mitigate liability.”
Returning to the point about inside jobs, White reiterates that the Hollywood image of a
cat burglar with a black mask and cloth bag does not fit the typical oil patch theft. Very often, he
says, the weak point is someone–or several someone’s–inside the producing or service company.
He stresses that the vast majority of oil and gas industry employees are hardworking, loyal, and
law-abiding. Still, even a good person can be tempted by an easy opportunity or be driven to a
desperate act by difficult circumstances, White asserts. White says the scale of loss can be large,
even in simple cases. “You worked on a case in South Texas where company insiders stole more
than $500,000 worth of diesel fuel in three months,” he relates.
Unfortunately, the expense of deterrence can be high, too. “The minimum to install a
security system at a small site is $5,000,” says White. “That can easily run to $10,000 or
$20,000.” A large operator with 50,000 wells cannot reasonably install surveillance at all of them,
White allows. That is why, he says, the most important surveillance is also internal: attentive
employees and managers who can see unusual patterns or notice when something is out of line.
“In the South Texas fuel theft, it was a regional manager looking at quarterly reports who noticed
anomalies in the fuel purchasing,” White recounts. “It was being (recorded) on people’s days off
for vehicles they should not have been driving.”

The Human Element: As a further wrinkle, White remarks, “The biggest shocks always
are the realization that good people can do bad things. The oil and gas industry is complex, and
so is human nature. You may have a guy who has been a great pumper for many years, but then
he gets divorced. It may put him in a bad place financially or maybe even emotionally.”
White urges his clients to be aware of any deviation from normal operations, not only
regarding equipment and the flow of molecules, but also in the behavior and circumstances of
employees, vendors and clients. He is not saying to be suspicious, White hedges, just alert and

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aware. He also points to a bit of contract law. “If oil is stolen before it is metered, then the
production company still is liable for the royalties to the owners. You have had cases where
thousands of barrels were stolen, and after they were resolved, the royalty owners were due big
checks. That is painful to the producer who lost the oil, but it is the law,” White advises.
One frustrating convergence of crime is in equipment, White goes on. “In a case you
worked in Oklahoma, the crooks had tampered with a pump motor to cover their theft of oil,” he
expounds. “The company had the pump completely rebuilt, and the crooks stole the new pump.
The lead time on that stuff is about a month, so the operator either could wait a month for the
new pump and lose that production, or he could buy a used pump–probably the one that was
stolen.”
White describes a less clear-cut situation: “Rig bosses working for a major operator were
allowing two or three hands to take 10 gallons of fuel a day off the site for their personal vehicles.
At prevailing diesel prices, that was $135 a day driving off the pad. In the field, it seemed like a
courtesy, but that was $1,000 a week for each rig. For 100 sites, that would be $100,000 a week
driving into the sunset–half a million dollars a year.”
White says there are ways of addressing the issue. “You want your foremen to look after
their tool pushers, and to them, a few gallons for a few guys is just being a buddy. But it creates a
culture of theft. “Who is paying for the fuel: the owner or the contractor?” he asks. “That is who
gets to make the decision. If you want to let guys take fuel, then track it and call it part of their
compensation.”
Run A Clean House: Another oil field security expert, Cliff Carpenter, attests to the
internal origin of much theft from his own experiences growing up and working in the oil fields
around Kilgore, Texas. That is where he says he got a “first-hand look at the skullduggery in the
industry.” He has a frank assessment for how owners and operators can take a bite out of crime.
“Clean up your own house first. Don’t buy stolen goods or do business with people who do,” he
asserts. Carpenter reports that diesel theft, bootlegging, and doctoring are becoming a booming
business. “It seems like a lot of credit-card scammers have turned to bootlegging diesel,” he says.
“Making ‘drip gas’ also is becoming very lucrative. They take condensate and additives to
stretch stolen diesel. The problem is pretty bad around Houston, even at brand-name stations. In
the field, stripper wells are using stolen condensate to run pumps. It is a real shame, because the
thefts are putting a lot of pressure on the honest operators.”
Reiterating his theme of running a clean house, Carpenter exhorts clean operators to help
investigators and law enforcement personnel find and punish the bad guys. “Too many people
find something is going on and just have the guy move on. Then it becomes someone else’s
problem,” he rues. “Public companies don’t want the Sarbanes-Oxley complications of having to
report the losses to regulators. Small, private operators may be afraid of being sued for giving
someone a bad evaluation.”
Merely making the problem go away really just allows it to fester, Carpenter counters.
“How can anyone do due diligence if no one reports a problem?” he poses. “If you catch a
dishonest person, let it be known. It can be pretty obvious who the cheats are. For example, you
may see a guy pull up with a new bass boat behind a big truck, and you know his wages don’t
carry that.”
Producers should not look for much help from local law enforcement until the time
comes to make an arrest, Carpenter cautions. “They are overloaded just dealing with drugs and
violence. They can’t investigate for you if you only think something is going on,” he says. He

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suggests operators work through their oil and gas associations. “Companies need to get together
on security the way they do on insurance and training,” he encourages.
Carpenter notes that there are many retired law enforcement officers from all levels who
could be mobilized to support oil patch security. “If companies work together, there is a lot that
can be done,” he holds. One retired law enforcement person already into oil field security is Bob
Terhune, a veteran of the Oklahoma Bureau of Investigation and the Oklahoma City Police. “It is
very frustrating for us older guys to see that nobody wants to put the bad guys in jail anymore,”
he laments. “Sarbanes-Oxley is a big challenge because people have to report everything to the
Securities and Exchange Commission. But even at private companies, people tend to cover up
stuff and move on.”
Even when a company does want to prosecute, it often makes a major mistake by going
for civil damages first, points out Terhune. “If you file criminal charges, you always can make a
civil claim later. If you get a criminal conviction, all you need for the civil action is the trial
transcripts.”
Safety Board Denounces Slipshod Oilfield Security–Two 24 Year Old’s Died In
Explosion Near Unsecured Oil Production Facility Friday, February 1, 2013 12:11 The U.S.
Chemical Safety Board (CSB) today learned of a tragic accident near Van, Texas. Two 24-year-
old’s – a man and a woman, both members of the public –were socializing in the vicinity of an
unattended oil and gas production site located in a rural area of Texas when an explosion
critically injured both individuals.
I emphasize that the CSB is deeply concerned about accidents at oil and gas production
sites across the country. You take seriously any chemical accident that injures members of the
public. It is the CSB’s view that states should take proper precautions to ensure that oil and gas
production sites are secured properly, with fencing, gates and warning signs to prevent access by
teenagers and young adults who are attracted to the sites as secluded places at which to socialize.
In 2010 a similar accident occurred in New London, TX, when a 25-year-old man and a
24-year-old woman were on top of an oil tank in an unattended, isolated rural tank site, when the
tank exploded, killing the woman and seriously injuring the man. This accident followed an
incident in Carnes, MS on October 31, 2009, when two teenagers, aged 16 and 18, were killed
when a storage tank containing natural gas condensate exploded at a rural gas production site in.
Six months later a group of youths were exploring a similar tank site in Weleetka, Oklahoma,
when an explosion and fire fatally injured one individual. The CSB sent investigators to all three
sites to collect information on the incidents.
The CSB’s investigation into the safety issues at oil and gas sites found that that children
and young adults frequently socialize at oil sites in rural areas, unaware of the explosion hazards
from storage tanks that contain flammable hydrocarbons like crude oil and natural gas
condensate. The unintentional introduction of an ignition source (such as a match, lighter,
cigarette, or static electricity) near tank hatches or vents can trigger an internal tank explosion,
often launching the tank into the air and killing or injuring people nearby. The report identified
regulatory gaps at the federal and state levels and called on the U.S. Environmental Protection
Agency (EPA) and state regulatory bodies to improve current safety and security measures at
exploration and production sites such as warning signs, full fencing, locked gates, locks on tank
hatches, and other physical barriers.

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 Unit 12: FIRE PREVENTION AND CONTROL
(R156-63a-603h)

Objectives:
Basics and Classes of Fire
Fire Prevention
The Dirty Dozen
Sprinkler Systems
Classes of Fire Extinguishers
Fire Fighting Equipment
Fire Equipment Inspections
Emergency Procedures
Controlling Fires

Unit Goal:
To be able to identify the characteristics of a fire,
Provide the appropriate information to emergency service personnel when reporting a fire
and
Understand the safety issues associated with a fire.

Fire is one of the most destructive forces known to man. Consequently, it is very
important that it should be properly controlled at all times. All plans for growth and continuance
are based on the assumption that the organization will continue to be in operation. When fire
destroys or cripples a firm, the organizations and communities, which it nourishes also, suffer.
Property damage insurance, of course, covers for physical damage but only in terms of money.
There are other irreplaceable losses.
Destruction of even a small portion of the operation or its vital equipment, can interrupt
production schedules. Employees placed out of work may take other jobs, creating a loss to the
organization, and some of its most competent personnel.
As a security officer working in a preventive role, the prevention of fires and accidents is
one of the primary reasons that you are employed by your clients. By reducing the risk of fires
and accidents, the extremely high costs of insurance, medical care, lawsuits, and damage to
property are reduced. Such savings justify the cost of your services to your clients.
The prevention of personal injury or loss of life by fire is one of the first objectives of a
security force. Life Safety is the consideration in all the fire protection services of the security
force. Every measure taken by security for the prevention of fire reduces the probability of
personal injury or loss of life by fire, and every measure for its prompt extinguishment or its
control likewise contributes to life safety. All security officers must become knowledgeable
regarding these responsibilities. The following procedure outlines the responsibilities and shall
be followed by all applicable security force personnel. Security officers protect client personnel
and property against fire loss as a responsibility of their assignment, and falls into three general
categories:
1 To free the area from difficulties or obstacles and control the movement of people
within the complex,
2 To carry out procedures for the orderly conduct of fire operations at the complex; and

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 3 To protect the complex at times when the management is not present.

Before a fire can originate, there must be three elements present. When one of these elements is
missing, combustion is not possible. These elements are called the Fire Triangle. The fire
triangle consists of

HEAT, OXYGEN, and FUEL: To have a fire, all three elements must be present. To stop a fire,
remove one of the three elements. Once these three elements have combined in sufficient
amounts, a fire will occur. All fires proceed through four distinct stages. Each is more dangerous
than the previous stage.

THE FOUR SEPARATE STAGES OF A FIRE:

1. Incipient (germinal) stage. No visible smoke or flame or appreciable heat present, but
invisible particles of combustion are given off.
2. The Smoldering Stage. Products of combustion are visible as smoke. Flame or
appreciable heat is still not present.
3. The Flame Stage. Actual flame exists. Appreciable heat is still not present, but
temperature will rise rapidly.
4. The Heat Stage. Uncontrolled heat and expanding air complete the dangerous and
destructive combination.

Fire Prevention:
Remember the most important rule: STOP A FIRE BEFORE IT STARTS. On your patrols, look
for the "DANGEROUS DOZEN" items that can cause a fire or create a fire hazard.
1. Accumulation of Rags
2. Accumulation of Wood or Paper Boxes
3. Combustible/Corrosive Materials
4. Defective Electrical Equipment
5. Dirt and Disorder
6. Dirty Machinery
7. Faulty Appliances, worn cords or defective electrical devices
8. Faulty Heating Equipment
9. Open Flame Heating Devices
10. Smoking in Unauthorized Areas
11. Storage of Gasoline, etc.
12. Unmarked Emergency Exits

Fire Hazards
1. Defective hoses, nozzles, sprinklers, and extinguishers
2. Faulty electrical wiring
3. Inoperative fire doors
4. Overloaded electrical fixtures
5. Piles of oily rags
6. Smoldering cigarettes in wastebaskets and ashtrays
7. Stacks of empty cartons
8. Uncapped or leaking containers

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Common hazard areas are:
1. Boiler Rooms
2. Cafeterias and Employee Lounges
3. Coffee Pots and Space Heaters in working areas
4. Shops and Supply Rooms
5. Trash Bins and Dumpsters

At no time is the Security Officer to place himself in a situation where bodily harm is likely to
occur. Always position yourself at a safe distance with a means of escape.

Fire Equipment: Fire extinguishers should be located where they can be seen easily and
are accessible for instant use. Some extinguishers have indicators showing the degree of charge.
Security Officers should check the fire equipment during their first patrol round of the facility to
determine that it is in good operating condition. The officer will report any concealed,
inaccessible, inoperable, missing, or undercharged fire extinguisher, or related equipment. The
principal objective in a fire prevention program is to minimize or prevent loss of life, injury to
personnel, assets of the facility and material damage or destruction.
Security personnel should immediately familiarize themselves with the locations of all
fire extinguishers within the building(s) of their job site. Supervisors should ensure that, as a part
of initial and subsequent training, all Security Officers are capable of operating all fire
extinguishers and related equipment in preparation for a fire emergency that may occur.
Before using a fire extinguisher, ascertain that the Extinguisher is labeled for the class fire to be
extinguished.

CLASSES OF FIRE - Classes of fires have been divided into four classes:

CLASS "A" Fire in ordinary combustible materials such as paper, wood, textiles, any plastics
where the quenching and cooling effect of water is required for extinguishment. The
extinguishing agent is water. Where exposed to freezing, this type extinguisher is provided with
an antifreeze solution to chemical. Dry chemical powder extinguishers (labeled class "ABC") are
also suitable for this class fire, but water extinguishers (labeled class "A") are preferred.

CLASS "B" Fires in flammable liquids, oils, greases, gasoline and paints, where a blanketing or
smothering effect is necessary for extinguishment. Dry chemical powder (labeled "B") are
acceptable for this class fire.

CLASS "C" Fires in electrical equipment such as motors, panels, controls, and wiring may be
extinguished with dry chemical powder (labeled "ABC" or "BC"); or a Bromo-triflouromethane
labeled "C" type extinguisher.

CLASS “D” Fires involving combustible metals such as chips, turnings and shavings from
magnesium, zirconium, titanium, etc. These fires can only be extinguished by the application of
special dry powders. The extinguishing powers are marked with CLASS D fire labels.

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Fire Extinguisher Agents
1. CO2 - Smothers fire, leaves no residue.
2. Dry Chemical - Smothers the fire, leaves considerable residue.
3. Foam - Smothers fire and wets the burning material to prevent it from rekindling.
Since it has a water base, it is not to be used on electrical fires.
4. Water - Cools the burning material. Steam which results from putting water on the hot
material replaces the oxygen surrounding the fire, reducing the amount of oxygen feeding
the fire.
5. Halon - Once the extinguisher of choice for protecting computer equipment, Halon
interferes with the fire triangle smothering the fire. It leaves no residue and works well
with B and C fires. Recent restrictions on CFC's in the environment, have led to the
replacement of Halon systems with water sprinkler systems.
6. Special Dry Powder - For use on Class D fires. The extinguishing agent is applied
directly to the burning material with scoops or shovels, or by special portable
extinguishers.

Fire Extinguisher Identification Markings

Class A: These extinguishers have green triangles with the letter "A" in the middle.
Class B: This class has a red square with the letter "B" in the middle.
Class C: This class has a blue circle with the letter "C" in the middle.
Class D: This class has a yellow five pointed star with the letter "D" in the middle.
Be sure that the proper fire extinguisher is used when trying to extinguish each class of fire.

Fire Extinguisher Procedures: Please note that the fire extinguisher will usually be the
first defense against a fire in an occupied area. It has maximum effectiveness when used during
the fire's early stages.
1. Correct position: Most extinguishers must be held in an upright position to achieve
maximum effectiveness. Most extinguishers deliver their quantity of extinguishing agent
in a matter of seconds.
2. How to remove restraining and locking devices: Generally, the restraining and locking
device found on extinguishers are referred to as the “pin.” Simply twist the pin as you
pull it out. Do not squeeze the lever or trigger as you attempt to do this, or the pin will not
come free.
3. How to activate discharge: The extinguisher is activated by simply squeezing the lever
or trigger handle.
4. How to direct the extinguishing agent at the fire: The nozzle or hose of the
extinguisher should be directed first at the base of the flames. Next, sweep the flames off
the burning surface. This is accomplished by directing the discharge to the near edge of
the fire, gradually progressing forward, moving the discharge from side to side. The
application should be continued even after the flames appear to be extinguished to allow
added time for cooling or smothering and to prevent a REFLASH from adjacent hot
surfaces or open flames.
A basic word to remember when attempting to use an extinguisher is “pass.”
P--pull the pin
A--aim the nozzle
S--squeeze the trigger handle

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 S--sweep from side to side

Remember: Never place a used extinguisher back in its cabinet. Whenever an

extinguisher is used, it must be recharged.

SPRINKLER SYSTEMS:
History of Sprinkler Systems: The annual waste from fire damage has been
substantially reduced by the development of the automatic sprinkler system. As early as the mid-
nineteenth century, water was run into perforated wooden pipe systems when fires were
discovered. Between 1875 and 1910 the automatic sprinkler system was developed and installed
on a large scale. Since that time the annual loss from industrial fires has been reduced from
approximately one-half dollar per one hundred dollars of insured property to about two or three
cents per one hundred dollars of insured property.
The early history of sprinkler systems can be traced back to 1806 when John Casey of
London, England, patented a system using pipes, which were fed, from an elevated gravity tank.
This system, with some refinements, was similar to the perforated-pipe system. The flow of
water from the gravity tank to the sprinkler pipes was controlled by a weight-operated valve. The
weight was held up by a system of cords and pulleys, and the cords were passed through the
protected area. When a cor6 burned through, the weight would drop, and the valve would be
opened. The first sprinkler systems used in this country were of the perforated pipe type and
were installed about 1852.
The fusible link was in use as early as 1878. About 1900 the first sprinkler to be used
successfully over an extended period of time was developed. It was fitted with the Grinnell glass-
button type release. Following 1900 improvements of sprinklers were confined to refinements
rather than drastic design changes. From 1920 to 1950 the principal changes were the
developments of the quartz bulb and the
Grinnell Duraspeed actuators. The Duraspeed device was actuated by the melting of an organic
compound instead of a fusible metal link. This device was much faster than other sprinkler
actuators of the same temperature rating due to a larger surface area in relation to mass in the
linkage. Changes in automatic sprinkler systems since 1950 have been confined generally to the
development of sprinkler-head deflectors, which control the water distribution discharged by the
sprinkler head.

Types of Sprinkler Systems: The standard automatic sprinkler system is designed in many
variations, depending upon the protection for which it is intended. You are concerned mainly
with the following systems:
1 Wet system in this system the water remains in all pipes and is immediately available at
the sprinkler head.
2 Dry systems - in this system the water is held In the riser by a valve and by air pressure
pumped into the branch lines.
3. Deluge systems this system is similar to the perforated-pipe system mentioned earlier.
The sprinkler heads are kept open and the water is retained in the riser by a valve. The
system is actuated by opening the valve, either automatically or manually.- and the water
is distributed over the protected area through the sprinkler heads.

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 The system construction of all the foregoing types of Sprinklers is generally the same.
Their primary components are: (see illustration following page)
1 The water source and city water connections, which furnish an uninterrupted supply of
water.
2. Series of valves to control water flow.
3. The risers-vertical pipes that carry water to the levels required.
4. The branch lines-horizontal pipes that carry water from the vertical risers horizontally
to the sprinkler heads.
5. The sprinkler heads--these are the "workhorses" of the system which, when actuated,
distribute the water evenly without interruption over the protected area. This briefly is a
description-of the major parts and functions of any automatic sprinkler system. The
illustration pictured below will aid you in understanding the basic components of a fairly
typical but simple sprinkler. System.

Sprinkler Heads: The sprinkler head is considered the workhorse of the system simply
because if it fails to operate properly the entire system is rendered useless. Examine the
construction of a typical sprinkler head and the manner in which it functions. Without any one
part, the sprinkler head would not function properly. Once actuated, the most important part of
the head is the deflector. Deflectors are designed in various ways, depending upon the desired
pattern of water distribution.
Now consider common types of sprinkler heads. On the pendant and upright type
sprinkler heads, the actuating devices are fusible links. The fusible link is merely a metal alloy,
which melts when a certain temperature is reached. The lowest temperature rating, and the one
used in most industrial plants is 1600º F. Higher ratings are available for locations where higher
temperatures normally prevail. When the temperature rating is reached, the heat causes the metal
link to melt. The pressure of the water forces the strut to be thrown clear of the head. A steady
stream of water is then forced against the deflector, which distributes the water over a given area.
The deluge-type sprinkler head does not have an actuator or strut. The reason for this is that
water is forced through the head only when the water supply valve, at a remote location, is
opened.
Fusible link melting fusible link melted; water being distributed Under heat strut falling
away by deflector. In addition to the fusible link, a quartz-bulb actuator has been developed. This
device looks like a small glass bulb filled partially with a liquid. It is actually constructed of
quartz, not glass, and is partially filled with a chemical liquid that expands rapidly when
temperatures are increased. The temperature ratings are determined by the amount of liquid
chemical within the bulb. When the rated temperature is reached, the chemical liquid expands
beyond the volume and strength of the quartz bulb and it bursts, releasing the water.

Sprinkler Alarm Systems: There are a great number of sprinkler-system alarms on the
market today. These alarms are basically designed to operate on the same principle, even though
some may be more sophisticated than others.
The wet-type system is usually supervised by a water flow alarm. This device consists of
an electric switch and a paddle, which is extended from the alarm by means of a flexible arm and
is installed inside the riser. When a sprinkler head is actuated, the water within the riser
immediately rushes toward the open head. The force of Water-flow sets off the alarm. Water
flows in direction of the arrows. The flowing water carries the paddle with it. When this occurs,

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an electrical contact is made, and the alarm sounds either locally or at a monitor panel located
remotely from the riser area.
You are probably aware that water within any pipe system that is under pressure is
subject to surges because of slight changes of pressure. The reason the arm between the paddle
and the alarm is flexible is to allow for this surge in water pressure. If this were not so, a false
alarm would occur with every surge in water pressure.
The dry-type system is usually supervised by a similar device, except that an airtight
valve replaces the paddle. When the air pressure in the system falls below the rated requirements
(pounds per square inch of pressure), the valve opens, allowing the water, also under pressure, to
enter the system. When this occurs, the alarm is activated. Some fire-protection systems are so
complex that when the alarm is activated, the system automatically closes fire doors; shuts off
machinery, ventilation fans, and air conditioners; lowers fire escapes; closes or opens windows;
and causes or stops the operation of almost any other equipment within the plant.

Water-Supply Sources: An industrial plant is usually dependent upon a public utility

company for its water supply. To insure that the proper water pressure is maintained throughout
the sprinkler system, auxiliary power is often furnished. This power is usually supplied by
centrifugal pumps built into the sprinkler system and automatically started when the flow of
water begins. In other instances, the supply may be augmented by the local fire department's
tying directly into the system through the fire department connections and using the department's
pumpers. Another common method of insuring a steady supply of water under sufficient pressure
is through the use of gravity tanks, which are fed directly into the system's city water connections.

Maintenance and Testing: The very little maintenance that is required by a sprinkler
system is normally performed by the plant engineer. The security officer may be required to
maintain a post at the riser shutoff valve while the system is being repaired. The officer's duties
at this post require that they remain within reach of the valve control so that they can
immediately open the valve should an emergency arise while the water is shut off.
The plant security officer may also be required to test the system periodically. Wet and
dry sprinkler systems are tested in the same manner. At the end of each branch line there is a
valve called the bleeder. This valve is opened and closed manually. The valve is opened to allow
sufficient water or air to escape to activate the alarm system. When it is closed, the alarm is reset,
and the system is again in operation.
With a dry system, the air compressor must be started manually if it does not start
automatically and the air pressure brought up to the proper level. In some systems recently
installed, the bleeder, or test valve is located on the riser just above the supervisory alarm. The
manner of testing is exactly the same as heretofore described. As a security officer, you should
constantly check the following items during your tours of duty if the installation you are
protecting is equipped with an automatic sprinkler system.
1. Inspect sprinkler heads and report any that are blocked in such a manner as to impair
their operation.
2. Inspect water-pressure and air-pressure gauges. You will be advised of the correct
pressure by management to determine whether the pressure is at the proper level.
3. Inspect the post indicator valves, outside the buildings, which control the flow of water
into the mains, to make sure they are in the open position. Inspect the fire-department
connections outside the building; (if there are any,) to make sure they are not obstructed.

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 Indicator
4. If there is a gravity tank, check the gauge or alarm lights to insure that a proper and
safe level of water is in the tank.
5. Inspect the auxiliary pump to make sure its operation is not obstructed by refuse
thrown upon it. Do not start the pump unless your orders require you to. The pump is
normally tested by maintenance personnel.
6. Inspect outside screw and yoke (o-sandy) valves to make sure they are in the open
position.

Screw out Open position Screw in Closed position

O-sandy valve in Open/Closed position: Probably the most important single point to
learn about a sprinkler system is the location of each riser and the part of the plant it serves. This
information is given to the security officer by his supervisor and is found in the special
instruction section of this book.
The security officers should remember that they cannot properly respond to alarms unless
he/she memorizes all audio alarm signals emitted when a sprinkler is activated. Also he/she must
know how to close the valves on all risers should a sprinkler head be ruptured accidentally.
Failure to do so may cause severe water damage. If the situation arises, maintenance personnel
must be called immediately to replace the broken sprinkler head. In the meantime the security
officer must stay at-the closed riser, in order to open the valve immediately should an emergency
arise.
A security officer should understand the principle of operation of this most important
firefighting device and be familiar with those visible portions with which you must deal on a
daily basis. In most basic terms, an automatic sprinkler is just a water pipe with special valves
called sprinkler heads connected along its length. The sprinkler head reacts, that is, opens in the
presence of heat from a fire and sprays water directly on the fire.
What was just described is a functional sprinkler system in its simplest form, but
functional only means that it works. It doesn't necessarily mean that it works well or that it is
easy to operate. All the devices that follow are added to a sprinkler system to make it better or
easier to operate.

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 1. CHECK VALVES - Check valves are a special type of valve, which allows water to
flow only in one direction. Their purpose in sprinkler systems is to prevent the accidental
draining of the system in the event of a loss of water pressure.
2. FIRE PUMPS and GRAVITY TANK - Sometimes city water pressure is not sufficient
to provide an adequate water flow. For example, when many sprinkler heads have been
activated or when the water must be pushed to the upper floors of a high-rise building.
Under these circumstances, fire pumps or roof top water tanks are used to increase the
water pressure. Both are connected to the city main.
3. GATE VALVES - Gate valves allow the water in a section of the system to be shut off
for maintenance or repair of the system. If you ever see a gate valve in the sprinkler
system closed, notify your supervisor immediately.
4. POST INDICATOR VALVE - This valve shuts off the water to the entire sprinkler
system. It connects to the main water supply. If you ever see a Post Indicator Valve
closed, notify your supervisor immediately.
5. RISER - The Riser, sometimes called a standpipe, is a large pipe, connected to the city's
mail water source to supply the sprinkler system.

There are four types of sprinkler systems WET, DRY, PREACTION and DELUGE.
1. WET - Water is present in all pipes at all of the time and is immediately discharged
when a sprinkler head is fused.
2. DRY - In a Dry System, because the cross and branch lines are in areas where water
may freeze, they do not contain water. The water is held back in the Riser by air pressure
and a valve. The system works the same as a Wet System, except before water can reach
the fire, the air must be discharged.
3. PREACTION and DELUGE SYSTEMS - Are used in areas where special hazards
exist, and the risk of a rapidly spreading fire is a high. They operate in the same manner
as the wet or dry system, except the sprinkler heads are always open and are fed water
after sensitive electronic fire detectors cause the valve to open at the riser location.

WATER FLOW ALARMS: Monitor the sprinkler system and are installed in the Riser.
When a sprinkler head is opened, the water flowing through the Riser trips a valve, which
actuates an electrical switch. A signal is carried by wire to an Annunciator Panel. The panel may
have several alarms connected to it. Most water flow alarms are local alarms only. They are not
connected to a fire department of central station. In the event of a fire it is important to call the
fire department before taking any other action or response. These are some of the principle parts
of a sprinkler system. You must be familiar with their function. Water shut off valves, (Post
Indicator and Gate Valves) are extremely critical because they can cut off water to a portion or
even the entire sprinkler system leaving the property completely unprotected.

Emergency Fire Procedure: In the event of a fire or explosion at your job site,
immediately call the Fire Department giving them your name, give the exact location of your job
site (address and nearest crossroads) and telephone number from which you are calling, and a
description of the fire. Try to determine where the fire or explosion is located and extent of
damage. You should remain at your post to open the gates or doors for the emergency vehicles
and direct them to the fire.

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 When the fire department arrives they will break down gates and doors to gain entry into
the facility if no one is there to direct them. That is why after the Fire Department has been
called, either go yourself, or send someone to meet the Fire Department and direct them to the
blaze. Should you discover a fire be during your tour of the premises, it is important that you
sound the alarm and call the fire department immediately. If it is a major fire, you may waste
valuable time and risk injury to others (and yourself) by not reporting the fire. If the fire is only a
smoldering wastebasket, then the appropriate action would be to put it out. You should give top
priority to anyone who may be a casualty of the fire and insure their safety.
If the fire appears major, the protection of life is the main concern. If the decision to
evacuate the facility is given, assist in the evacuation. After directing the fire department to the
fire and follow their instructions, furnishing information as to the locations of power shutoff
panels, sprinkler valves, would be very helpful to the fire fighters.
Keep unauthorized personnel out of the area. Politely keep out bystanders and the news
media. Under no circumstances make statements as to what happened. The client's public
relations designee will handle the news media. Notify personnel listed on the EMERGENCY
PHONE LIST in the Post Orders Book.

Fire Response Procedures

1. Detect it - without creating conditions, which will help the fire spread.
2. Report it - call your immediate Supervisor and the Fire Department as stated in your
Post
Orders. Be certain to provide the fire department with:
a. Our name
b The name and address of the facility
c. The location and type of fire
d. Where you will meet the fire fighters
3. Take action:
a. Warn all people in the danger area and evacuate if directed.
b. Give assistance to the authorities when they arrive-tell where to go, how to get
there, what equipment is available.
c. Notify the client contact and your supervisors.
d. Protect people and property.
e. Report in the Daily Activity Report and an Incident Report.

Fire: In commercial buildings the subject of fire - its causes, its prevention, routine
procedures that should be understood to prepare for the security officer for possibility of its
outbreak. He/she needs to know what equipment available to the security officer for detecting
and controlling it, and basic steps to protect life and property if fire breaks out.
Among the most serious high rise emergencies the security officer must be prepared to
deal with is fire: It is the most likely, because the elements it needs to start (ignition source, fuel
and air) are commonly found in all buildings. The most dangerous, because it can spread with
incredible speed, and it (or its smoke) can kill quickly.
The most preventable, because its causes are fairly well known. Fighting a major fire is a
highly technical job best left to professional firefighters. The security officer should understand
enough about fires to handle small ones with the equipment available, but the security officer's

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most important role in regard to fire is its prevention. The emphasis in this module is, therefore,
on those practical things you as a security officer can do to prevent fires.
First, you must understand fire. A needs three things to burn: heat, fuel, and air. A fire's
heat for ignition can come from an open flame, an electric spark, a combination of chemicals, or
a general rise in the air temperature, an increase in air pressure, a process called spontaneous
combustion in piled rags, paper or sawdust, or from any number of forces that cause a rise in
temperature. Sufficient heat to reach the ignition point of a combustible material or vapor in the
presence of air is all that is needed for fire to break out. For the fire to continue, it needs a
continuing supply of fuel and air.
It should be apparent, if you just look around, that numerous potential ignition sources
are present in the building you guard. It may not be quite so obvious how much combustible
material, or vapor, for fuel is present. When you speak of something as combustible, you must
consider at what temperature it will catch fire. Virtually every substance in this world will burn
at some temperature.
Many buildings, even though constructed of brick or of concrete and steel, contain
materials that will burn at fairly low temperatures. There are no "fire-proof" buildings. Even
buildings constructed to be fire resistant often contain combustible or highly flammable
furnishings such as wooden chairs, stuffed furniture, paper desks, and products, wall paneling,
drapes, carpets and much more. Finally, any building occupied by people must be ventilated,
which means that not only is there a continuous source of air, but often it is forced into the
building via the air conditioning or fan system. Clearly, fire is a constant threat in every building.
Once this fact is recognized, you can take steps to minimize the risk of fire breaking out, and you
can plan procedures to prevent loss of life and property if a fire occurs.
An effective fire prevention program takes into account all the factors leading to the
possibility of fire and all the resources available to counteract that possibility. Even if there is no
formal, written program for your building, you should be able to assess the risk of fire in general
and know where and under what circumstances specific areas of your building are most
susceptible to fire. Outlined below is a basic approach to fire prevention that should be useful to
you on the job.
In assessing risk, consider the likelihood of fire in every area of the building. Remember,
anywhere the three elements that produce fire are together, risk of its starting is high. Also
consider the damage and injury fire could cause in each area.
First look at the building itself. Of what is it constructed? Consider the building's
furnishings. Many materials have a specific flammability rating which is known to specialists in
fire prevention. Our common sense will enable you to identify seriously risky materials. Check
the building's exits. Are they clearly marked, accessible, large enough to handle the number of
people who would be evacuating the building, and can they be opened from the inside?
Stairs: are they of wood, adequate to handle a crowd, open or enclosed? Some stairwells
are designed as barriers to fire and are equipped with exhaust fans to draw off smoke. If not, a
stairwell can be a deathtrap. Elevators should never be used to evacuate a building during a fire,
and signs should be posted prominently warning people to use the stairs or outside fire escape in
case of fire. If the building has fire escapes, they must be in good repair, accessible, and not
locked off. If a window lead s onto a fire escape or out onto the ground as ,as means of escape, it
should open easily.
Note the kinds of activities taking place in the building. What kind of work is performed?
Machines and electrical tools can generate heat or sparks. Manufacturing processes usually

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produce scrap, and it may be flammable. Computers usually grind out reams of paper, which
may lay about in piles.
Where do people smoke? Does any cooking take place - in the cafeteria, in an employee break
area?
Cooking involves heat and sometimes grease and oil. How is waste disposed of? Does it pile up
or is it stored in safe receptacles? Paint, thinners, petroleum products and other highly flammable
liquids, oily rags and paper, and flammable chemicals must be stored in airtight containers or at
least stored in the open away from buildings.
What is the building management's policy on activities involving fire risk? What are the
rules? Are policy and rules in writing, well-known and understood, followed or ignored? Is there
a plan for public education on fire safety in the building? Is it effective? What can you as a
security officer do to educate people to protect themselves and each other from fire?
In the best organized buildings, disaster teams are developed among the employees on
each floor or in each department and an employee is appointed warden to take charge of each
floor or department in the event of an emergency such as a fire. You must know what the
security staff's function is in relation to the disaster teams. Who is supposed to do what in each
type of situation? Drills are an important way to test disaster plans, to acquaint employees with
plans and to give people a chance to practice for emergencies.
Regardless of the building management's policy on fire planning, prevention and disaster
procedures, the security officer can perform an important function in fire prevention by detecting
fire hazards, reporting them, and following up to see they are eliminated. In some cases, fire
hazards can be eliminated immediately and directly, either by the officer or by building engineer
or janitorial personnel. Some hazards, those that involve the building's structure or trash disposal
procedures, for examples, often can't be fixed immediately. In cases like these, it is important for
the security officer to report the hazard and to continue documenting and reporting the hazard
until steps are taken to eliminate it.
Detecting, reporting and, in some cases, eliminating fire hazards is the security officer's
most important fire prevention function. In the event fire breaks out, the officer's most important
function is two-fold to know the firefighting equipment available and how to use it, and to follow
correct procedures for protecting life and property.
Fire equipment normally available to the security officer includes sensors and alarms, various
types of fire extinguishers, fire hoses, and sprinkler systems. Modern buildings are often
equipped with sensors that detect heat or smoke and set off an alarm, either locally or directly to
the fire department or both. Sensors may also be linked directly to a ceiling water sprinkler
system or a chemical fire retardant system and can set them off automatically. If such equipment
is not installed, the officer's eyes, ears, and nose are the main sensors. In any case, the officer
should be alert to the sight of smoke, flames, and the effects of heat, such as paint bubbling on
the wall.
The officer should be sensitive to the sounds of fire - the crackle, whoosh, or roar of
flames. Unusual odors must be investigated. It is important that the officer not smoke while on
patrol because smoking can mask these odors.
Various types of ceiling water sprinkler systems are in use, and it is not possible to
describe them all in detail here. The security officer must know if the building he or she guards
has a sprinkler system and how it works. Most commonly, sprinkler heads will be visible on the
ceiling, and usually these heads have a link or glass appearing bulb that melts at a temperature

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above room temperature and below the temperature of a roaring fire. When the link melts, the
sprinkler head or heads affected spray or dump
water over an area below.
Automatic sprinkler systems are very effective in fighting fire. Unfortunately, they do not
usually shut off automatically and will continue to spray or dump water even after the fire is out.
Since water damage is often as serious or even worse than fire damage, it is very important the
system be Shut off as soon as the fire is out. Sprinkler systems can also go off when there is no
fire. In either case, someone in the building must know how to locate the correct valves and shut
off the system. This may be the job of a building engineer or other technician, or it could be part
of the security officer's duty. If you have a sprinkler system in your building, learn how it works
and how to shut it off, if necessary.
Sprinkler valves should be checked frequently to be sure they are open, so the system will work
if it is set off. Checking these valves should be part of the security officer's daily routine, which
means that you must learn how to check them.
Firefighting equipment the security officer may be called upon to operate includes water
hoses and extinguishers. Water hoses have some serious limitations in many situations. It takes
special training to operate them effectively. The levels of pressure carried by fire hoses can make
them difficult to handle without practice. Fire hoses are usually folded and hung in hallways or
against a wall inside a room.
The hose must be unfolded, and the bends straightened before the water is turned on. When the
water flows, the nozzle end can buck and thrash about, so it is best that two people work the hose
- one to extend it and carry the nozzle to the fire and the other to open the water valve. If you
must use a fire hose alone and the nozzle is adjustable, you may be able to close it, extend the
hose, turn on the water valve, and then carry the nozzle to the fire. Adjustable nozzles are best
used to produce a spray of water to cool and smother the fire rather than a stream of water to
drown it.
If the hose was installed before new walls or partitions were built, the hose may not reach
the fire. Water is good for extinguishing only class-A fires - wood, paper, some types of cloth,
etc. One advantage of a fire hose can also be a deadly disadvantage. A hose provides a
continuous and unending stream of water, so you can continue to fight a fire long after a portable
fire extinguisher would have become exhausted. However, a security officer should not stay
around to fight a fire that can't be extinguished quickly. It is too easy to be trapped by a fire that
spreads behind you while you are making great headway deeper into it.
Of the various types of portable fire extinguishers available, the water type, or class-A
extinguisher is good for the same types of fire as a hose. It produces a lower volume of water
under lower pressure, but since it is portable, it can be carried to areas a hose might not reach. It
is critically important not to try to use water on other than class-A fires. Using water on class-B
fires - flammable liquids like oil and gasoline - will most likely just spread the fire around
because the liquid floats on the water. Using water on class-C - electrical - fires can cause you to
be shocked. Fire extinguishers are supposed to be prominently marked for the class of fire for
which they are useful.
They may also have directions for their use printed on them. You must know what types
of extinguishers are available in your building, what types of fires they can be used on and how
to use them. You must also know where every extinguisher is located. And you must develop
this knowledge in advance -before a fire occurs.

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 As you go about the fire prevention survey described earlier, you should also note the
locations and types of fire hoses and extinguishers. If they are not adequate for the kinds of fire
that can occur, this
fact should be reported as a fire hazard. Fire extinguishers should be checked on a regular
schedule to be sure they have not been used and that they are recharged when they are supposed
to be. Checking fire extinguishers is normally a security officer's duty. Even if their maintenance
is someone else's responsibility, the officer should check them.
He or she is the person most likely to need a properly functioning fire extinguisher
quickly when a fire breaks out. If a fire does break out, there are four steps that must be engraved
in your memory. Most likely you will not have time to sit down and contemplate a course of
action. You must follow these steps automatically in the order given.
o Self-protection
o Alarm
o Fire Control
o Evacuation

Notice that these steps can be remembered by the key word SAFE. The first step is to
protect yourself as you investigate the fire, as well as during any actions you subsequently take.
As you move toward a known or suspected fire, be sure you have a clear route of escape. Before
you open any door, touch it to feel if it is hot; there may be a raging fire on the other side, do not
take an elevator directly to a fire floor.
Smoke can injure or kill you - especially chemical smoke. If a protective mask is
available, use it. In escaping from a smoke filled area, crouch down or crawl on the floor, where
the smoke is thinner.
If you become trapped in a room by fire, close the door and pile furniture and other large, heavy
items against it to hold it against the fire's pressure and to help keep out heat. Move to the wall
farthest from the fire. Open or break out any windows to ventilate smoke and let in breathable air.
Hang something like a curtain, rug or white shirt out the window to signal firefighters that the
room is occupied, and you need rescue.
If you have any reason to believe there is a fire, put in the alarm immediately. If you pull
a fire alarm, be sure you know if it is local only - sounding a warning in the immediate area - or
if it is a station alarm, going into the fire department. Even if you have pulled a station alarm,
call the fire department on the phone to confirm the alarm and give any information you have
about the fire.
Take whatever action you judge is safe and practical to control the fire. In the case of a
very small fire, the first thing you would do is grab a fire extinguisher and put it out. Then, you
would call the fire department. All fires must be reported to the fire department, whether
extinguished or not and whether large or small. The law requires fire officials to investigate all
fires, and they might as well be called immediately, even if it seems you do not need their help.
The firefighters will check to be sure the fires are completely out. A fire that seems to be out can
re-ignite, so be sure to keep a close watch on the area after a fire is extinguished.
Fire control is not necessarily the same as firefighting. Fire control may include
extinguishing small fires, but also includes actions you take to prevent the spread of fire. Moving
flammable material from the path of a fire, wetting down unburned areas, closing doors around
the fire area, and controlling foot and vehicle traffic to keep people away from the fire area are
all actions you should consider.

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The last step is evacuation. In some circumstances, if a fire is obviously out of control or too
large to handle, notification and evacuation of people in danger areas may be your most
important concern after self-protection and calling the fire department.
If you have sounded a local fire alarm, most of the people in the area should know there
is a fire, but you can't count on everyone hearing and understanding the signal. You or someone
else should move through all areas in danger and personally notify people of the situation and
ask them to leave, if evacuation is ordered or seems advisable. Often, building policy will dictate
who shall be notified and under what circumstances the building will be evacuated. Learn the
policy and follow it.
Evacuating a building or certain floors of a building by announcement over a public
address system can be touchy. Broadcasting the wrong message or broadcasting to areas that are
not affected can cause panic. If your building has a set of pre-designed messages to use in certain
circumstances, learn the messages and broadcast them exactly as written. If there are no pre-
determined messages, and you must use the P.A. system to warn or evacuate occupants, keep the
following points in mind:
o Plan your message and write it down before turning on the P.A. system.
o A sample message might be "This is building security. A fire is suspected. Occupants
of the third floor should move to the ground floor right away. Use the stairwell only.
Do not use the elevators. You are not in immediate danger. Do not run. This is not a
drill."
o If at all possible, a security officer or building representative should be present in the
affected area to direct and assist people and to prevent people who forget personal
items from returning.
o Keep the message short and simple. The message should include who is speaking and
who it is for, what the listener is to do, when, where and how to do it, and why it is
necessary.
o Speak slowly, calmly, distinctly and repeat the message at least three times.

Special assistance must be provided handicapped, ill and injured and emotionally
distraught people. A quick search of the area should be made after it is evacuated to be sure there
are no stragglers and that no one left any purses and other valuables.
Fire is the most dreaded emergency in any building where people congregate and where
valuable property is stored. By now it should be clear why this is so. The security officer's role in
fire prevention, control and evacuation is probably the most important of all his security and
safety roles. It is in regard to fires that the worth of an alert, knowledgeable and well-prepared
security officer is born out.
Refer to Post Orders as soon as possible after calling the Fire Department for your
emergency checklist. Also, notify your supervisor. Prepare an Incident Report for the client with
a copy for the incident or alarm report.

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 Unit 13: POLICE AND COMMUNITY RELATIONS
(R156-63a-603i)

Unit Goal: To develop the basic interpersonal communications skills necessary to

communicate effectively with emotional, angry and hostile citizens, and develop basic
communication techniques necessary to defuse and de-escalate crisis situations.

Objectives: To know how to interact properly with the public

The officer should be able to identify the stages of a crisis
How to communicate better with policy violators
Understand the relationship between private security and the community
Dealing with the media

PUBLIC RELATIONS
The importance of the security officer's public conduct cannot be overemphasized. The
security officer who displays a poor attitude, egotism, or disrespect arouses antagonism and is
unable to perform his duties effectively. Such conduct inspires dislike and disrespect. It will soon
destroy the confidence of the people around them, and eventually the confidence of your client
and your company.
The public expects from them the conduct befitting the professional security officer.
Security officers are expected to be courteous at all times to everyone, without exception, firm
and sincere in carrying out their duties of safeguarding lives and property, and unremitting in
upholding the law, rules and regulations. The professional security officer is always mindful of
these requirements. He or she realizes that aggressive behavior gains nothing but ill will, but that
tact and consideration for others foster mutual respect and confidence
The term "Public Relations" can be defined as: the relationship between an institution or
person and the public, with respect to whether that institution or person is seen in a positive or
negative light. Dealing with the public and employees is a very important part of the security
officer's duties. This is true at all assignments. The security officer should always keep in mind
the fact that the first impression you present to employees, vendors or visitors is frequently the
impression that these people will always have of you, your employer, and the client you
represent. This first impression will often set the tone for future encounters.
Courtesy and tact in personal contacts with the client's employees, vendors, and visitors
does not mean that the security officer should not be determined to enforce the client's security
regulations. "Firm, yet polite" should be your motto. Never argue with anyone. In a particularly
difficult situation call for assistance, either your supervisor during off hours or, the client’s
representative during business hours.
The same common courtesy that you use in your everyday life should be used in your work. The
same consideration that you expect from others, should be returned, even more so. There are
some common words and phrases that should become a part of your everyday vocabulary. These
are:
Good morning/afternoon, Please, Thank-you, and you're Welcome. These words and
phrases, when used in the proper manner, are designed to make friends, not enemies. Using the
word Sir or Ma'am at the start or end of a sentence is also very helpful. Call people by their name
whenever possible. Small gestures like this will help you cultivate good relations with the people
you meet every day.

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 Dealing with an irate employee, customer or visitor is one of the most difficult problems
a security officer will face during his tour of duty. Remember to stay calm, do not respond to
insults. Explain that you understand their problem and will do what you can to help. Speak in a
normal tone of voice. If you feel you cannot handle the situation, call your supervisor or the
client. Remember that it takes two to make an argument.
Communicating with Speakers of other Languages: Communications between two
people that do not speak the same language can be extremely frustrating for both sides. Some
simple rules to remember in this situation are:
1. As a security officer, you will daily interact with people in three basic ways:
a. Face-to-face contact,
b. Written report and
c. Telephone.
2. Don't shout, the person is not deaf. They just speak another language other than
English.
3. In some cases, you may be able to use signs or draw to get your point across.
4. Look for someone to interpret for you.
5. Remember that in the vast majority of situations, the gentle approach is the one that
will work best.
6. Remember, the other person is just as frustrated as you are.
7. Security officers, who become overly friendly, to the point of permitting the client's
security regulations to be violated, will be replaced immediately.
8. Speak slowly or use sign language.
9. Tact, diplomacy, and discretion!

In each of these three means of communication, you will be involved in human relations
or, to use a more standard term, you will be involved in public relations. In addition, your
indirect dealing with people's actions and behavior are also an important part of your role in
public relations. You will find yourself involved in security matters that are the result of people's
thoughtlessness, carelessness and sometimes even dishonest acts.
How you handle your direct and indirect relations with people determines your
effectiveness as a security officer. In other words, you can either help to solve problems or you
can be a contributing factor to a public relations problem. Our public relations mission in
security is to discipline yourself to handle people in a way that creates the smoothest and most
effective solutions to problems. If you learn to do that, you will have learned the basic lessons of
good public relations.

POLICE AND COMMUNITY RELATIONS

Law Enforcement and Private Security Liaisons:
Webster defines liaison as “the exchange of information or the planning of joint efforts
by two or more people or groups, often of military personnel." As defined, a liaison program
enables communication between police, private security, and other business entities. Respect and
trust comes along with information sharing, cooperation, and consistency. A liaison program is
beneficial to all concerned parties.
Looking at the history of something has many functions. It establishes what benefits and
costs came with events of the past. Equally important is seeing what worked and what did not.
Historically, private security and law enforcement agencies have not always maintained

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consistent relationships. A 1971 study conducted by the Rand Corporation described the typical
private security guard as an aging white male, who was poorly educated and poorly paid.
In 1976, the Private Security Advisory Council, through the U.S. Department of Justice,
identified two main factors, which contributed to poor relationships between law enforcement
and private security. As early as 1978, the Private Security Advisory Council was able to outline
such areas of conflict as:
a. Cooperation,
b. Lack of
c. Lack of communication,
d. Lack of law enforcement knowledge of private security,
e. Lack of mutual respect,
f. Lack of standards in security, and
g. Perceived competition,
h. Perceived corruption on both sides.24
The Hallcrest Report, published in 1985 by the National Institute of Justice, discovered
that various law enforcement officials, together with proprietary and contract security
professionals, decided to transfer police related non-law enforcement duties to private security.
The same report recommended that one of the ways to improve private security and move away
from the stereotypical “security guard” would be to implement a formal educational program
involving both police and private security.
Similarly, the Hallcrest Report II (Private Security Trends) concluded that private
security is America's primary protective resource in terms of spending and employment. For
example, the Hallcrest report found that private security currently employs approximately 1.5
million people and maintained annual expenditures of $52 billion. On the other hand,
approximately 600,000 individuals work with federal, state, and local law enforcement and
maintain a $30 billion expenditure service.
According to the Hallcrest Report, the increasing growth of private security and the
limited growth of law enforcement is due to four main factors:
a. A decreasing rate of spending for public protection,
b. Each sector can help the other fulfill its mission.
c. In most major cities, police personnel have declined . . . .
d. Increasing awareness and
e. Increasing fear of crime
f. Increasing workplace crime
g. Local police do not have sufficient investigative resources,
h. Partner in crime prevention and control, but rather as a junior or silent partner.
i. Police necessarily tend to focus more narrowly on serious crimes, reducing or even
eliminating the watchman and service functions which they traditionally provided.
j. Private security was not perceived as an equal. Many LEOs refer to security officers as
rent-a-cops.

In addition, the report stated that police typically held private security officers to a lower
standard because of their limited powers, whereas security directors believed police were
uninterested or incapable of handling their crime; especially computer, white-collar, and in the
extreme, terrorism offenses. The trend of these relationships in recent years however, has been
toward partnership and liaison. For example, in the 1980's, only a handful of private security and

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law enforcement liaison programs existed. While today there are over 60 liaison programs in
operation in each state, and on national and international levels. In turn, Operation Cooperation
has been a recent contributor to the encouragement of public-private teamwork.
“Operation Cooperation,” funded by the U.S. Department of Justice and supported by the
American Society for Industrial Security (ASIS), represents a major national initiative to
encourage partnerships between law enforcement and private security organizations. Operation
Cooperation, the effort of which this literature review is a part, examines the following types of
cooperation: ongoing, formal or informal meetings between law enforcement and security
organizations to resolve common problems; promotion and recognition of professionalism in the
training for both security and law enforcement; sharing of information in criminal investigations;
joint planning for special events and emergencies in the community; sharing of research and
resources; and collaboration in prosecuting and convicting perpetrators.
Law enforcement consists of a wide range of local, state, and federal agencies, including
police and sheriffs’ departments and various investigative and enforcement bureaus.
Employment in law enforcement is estimated at 738,000 full-time sworn law enforcement
officers, and expenditures in that field run to about $45 billion annually. Law enforcement
agencies typically prevent and respond to criminal activities, yet for the most part “are not
concerned with corporate internal problems; they are concerned primarily with street crimes. In
many cases, the internal crimes of fraud and theft are not even reported to the police by the
corporations.”
Private security shares some of the missions of law enforcement but is substantially
different in many ways. In fact, labeling private security, the “private police,” incorrectly invites
comparisons to police officers (which could legal ramifications) rather than in the comprehensive
framework of protective functions.
The two main divisions in private security are:
 Proprietary or corporate security, which consists primarily of security departments within
businesses and various institutions, and
 Contract and other private security firms, which are businesses that provide security
goods and services to businesses, institutions, and homeowners.
The former “encompasses such sophisticated and diverse concerns as assets protection,
loss prevention, countermeasures for industrial espionage, drug testing in the work environment,
extortion, product tampering, dignitary and facility protection, and communications security, to
name a few examples.”
Firms in the latter category “provide guard and patrol services to business, industry, and
residential areas; develop, sell, lease, and monitor simple to sophisticated communications and
alarms systems; provide investigative, intelligence, and bodyguard equipment and services—
among other services.” Both proprietary and contract security organizations conduct “a
significant amount of the investigations involving credit card theft and fraud, check cases,
shoplifting, embezzlement, employee theft, computer hacking, and other criminal enterprises.”
The most powerful trend is the continued growth of the private security industry, both in
real terms and relative to law enforcement. In 1987 the director of the U.S. Justice Department’s
National Institute of Justice (NIJ) wrote that “cooperation becomes increasingly essential with
the growth of the private security industry.” In policing, “resources to meet the increasing
demand have dwindled. In most major cities, police personnel have declined, and the number of
police employees per 1,000 population dropped 10 percent between 1975 and 1985. Shrinking
tax revenues throughout the country and outright tax- payer revolts . . . have curtailed growth in

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government. Police, like other public administrators, have become familiar with cutback
management.”
Another trend is the change in law enforcement’s approach to much of its work. The
philosophies of community policing, neighborhood-oriented policing, and problem-oriented
policing all call on law enforcement to cooperate with the community, which includes private
security. Similarly, “where law enforcement is actively involved in crime prevention activities,
cooperation with private security is better because the interests of the two agencies are more
closely aligned.” For example, at the Detroit Police Department, security industry representatives
sit on the Chief’s Crime Prevention Advisory Committee.
In addition, increasing professionalism in private security has slowly been improving law
enforcement’s attitude toward security practitioners, and “each successful contact aids in
establishing further ties and acts as a building block for increased communication and joint
programs.”
Another trend is the private sector’s increasing need to prosecute. “Corporations have
been deterred from criminally prosecuting their employees by the prospects of bad publicity,
unsympathetic juries, counter lawsuits, and other real and perceived problems. Instead,
employers frequently settle for the offender’s dismissal or resignation. The current reluctance of
the business world to fight its internal crime wave with a joint private-public offensive cannot
last forever, however. The entrance of the high-tech white-collar criminal, whose skillful
predations can prove disastrous for a corporation, will likely be the most significant catalyst
bringing together the private sector and the various components of the criminal justice system for
mutual assistance.”
Also driving cooperation is the evolutionary loss of preexisting relationships. “Informal
levels of communication and cooperation are dissipating as private security firms promote
managers more from within rather than from the field of law enforcement. The ‘good ole boy’
network cannot be relied upon for communication in future years.”
Finally, the issue of privatization is likely to continue to drive cooperation. According to
a former director of NIJ, “nearly as much money is now paid by governments to private security
companies as is spent for public law enforcement by the federal and state governments
combined.” There are many examples of privatization requiring cooperation between law
enforcement and private security. “Instead of using regular police officers for security and crowd
control at its civic center and other city-owned buildings, Phoenix contracts that service to
Anderson Agency, Inc. . . . The company’s marketing director says lower costs are not the only
benefit the city receives from its private security force. ‘Our men are trained to prevent things
from happening, while police officers are trained to stop crimes in progress or solve them after
they have happened.’ . . . In New York City, badge wearing employees of a private company
patrol streets in search of cars with outstanding parking tickets.”
When I was with Pride Security we had very good working relationship with Park City
Police Department. Any positive relationship you can make with the local PD will help make
everyones’s job easier. For example, when Park City PD had a bad traffic accident they would
call us to help do traffic duty. When one of my officers needed help I called on PD for back-up
and they were right there.

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Professional Organizations and Associations: Professional Organizations and
Associations help private security organizations more effectively and efficiently do their jobs;
there are many international, national, and state professional organizations and associations.
Some of these organizations provide training; some provide networking, some work with
Congress and state legislatures to improve professional standards and qualifications for [private
security officers nationwide.
Hallcrest Systems provides comprehensive corporate security, law enforcement, and
homeland security consultation and research to major clients in the corporate and government
sectors. Hallcrest’s consulting teams consist exclusively of knowledgeable professionals with
great depth in their disciplines and extensive real-world operational experience.
Founded in 1975, Hallcrest is one of the nation’s most respected and experienced security
and law enforcement-consulting firms. It has produced the two most influential studies of the
security field:
 The Hallcrest Report I: Private Security and Police in America:
 The Hallcrest Report II: Private Security Trends 1970-2000

In addition, the firm has served clients at the highest levels of business and government
around the world. If an organization needs to assess the risks it faces, design an overall security
program, address a specific security concern, or conduct security market research, they can
contact Hallcrest Systems, Inc., at (215) 997-7947 or (http://www.hallcrestsystems.com/)

International Association of Professional Security Consultants: In 1984, under the

leadership of independent security consultant, Charles Sennewald with the support of Security
World Magazine and the International Security Conference (ISC), seventeen interested parties
representing all regions of the United States met at the Barnabey Hotel in El Segundo, California.
During the two-day meeting, the founders discussed the mission of the proposed organization,
adopted by-laws including membership requirements; and, among other matters, set forth a
statement of purpose: which is to establish and maintain the highest possible standards in the
security consulting profession. For that purpose, the Association provides opportunities for the
professional improvement of its members and will promote the objective professional standards
for the private security profession.
The IAPSC began slowly to grow as more and more security consultants saw in the
organization the opportunity to interact and “network” with their peers. The independent security
consultant no longer had to live a lonely life with no one in his profession to talk to and with
whom to exchange ideas. (http://iapsc.org/) The IAPSC is an organization of peers. The strict
ethical standards and strict membership requirements insure that the members represent the
highest standards of the profession.
American Society for Industrial Security (ASIS) International is the preeminent
organization for security professionals. Founded in 1955 as the American Society for Industrial
Security (ASIS), the organization officially changed its name in 2002 to ASIS International.
This new name preserves their history while better reflecting the growth and expansion of the
society to more than 35,000 members around the world, covering a wide array of services and
specialties within the security industry. ASIS is dedicated to increasing the effectiveness and
productivity of security professionals by developing educational programs and materials that
address broad security interests, such as the ASIS Annual Seminar and Exhibits, as well as
specific security topics. (http://www.asisonline.org/)

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 ASIS administers three internationally accredited certification programs. The Certified
Protection Professional (CPP) indicates board certification in security management and is widely
recognized as the highest designation accorded a security practitioner. Two specialty
certifications are available: the Professional Certified Investigator (PCI) and the Physical
Security Professional (PSP). ASIS represents the interests of the security management
profession to business, the media, government entities and the public.
The ASIS Commission on Standards and Guidelines is the promulgating body within
ASIS International to develop security management standards and guidelines. The commission
works with numerous national and international standards-setting organizations to advance
security practices worldwide through the development of standards and guidelines within a
voluntary, non-proprietary and consensus-based process utilizing the knowledge, experience and
expertise of ASIS membership and the security industry.
National Council of Investigation and Security Services (NCISS): In September 1975,
the World Association of Detectives (W.A.D.) held its annual conference at the Netherlands
Plaza Hotel in Cincinnati, Ohio. Representatives from twenty-one nations began arriving, and on
the first evening, a get-acquainted cocktail party was held to kick off what ultimately became a
most historic meeting. As private investigators and contract security operators relaxed before the
start of a busy week’s program, Joe Duncan of Nashville, Tennessee remarked that there were a
number of officers of national associations representing England, Italy, Israel, Germany and
India present in the room. He went on to ask a question that many security officers had, for years,
asked themselves, "Why don't you have a national association here in the United States?"
The following morning, eighteen people attended what turned out to be the founding
meeting. To everyone's surprise, there was such total agreement that committees were formed,
and Joe was elected temporary Chairman of the Committee of Concerned Guard and
Investigation Companies. It was further agreed that an organizational meeting would be held in
Nashville in the very near future.
Over a three-day weekend, December 12, 13, and 14, 1975, it was agreed that the name
of the new association would be the National Council of Investigation & Security Services, Inc.
The first annual conference was scheduled for February 22, 23 and 24 1976, in New Orleans,
Louisiana.
The Council immediately made its presence felt in Washington by taking a position on
several pieces of pending legislation, particularly H.R. 10130, a bill that would have
substantially increased the minimum wage and adversely affected the security services industry.
Restrictive Occupational Safety and Health Act rulings were also addressed, State legislation
watch committees were established to monitor various state legislative bodies.
The First Annual Conference of NCISS was highlighted by educational programs. The
membership consisted of 43 individual company members from private security companies, and
seven state association members, with four more pending; A truly remarkable growth in just a
few short months.
President John Duffy and the same officer corps were elected to serve along with a 24-
member Board of Directors with geographic representation from all corners of the nation which
has grown to be accepted as the "National Voice of Private Investigation and Security".
(http://www.nciss.org/)
The National Security Institute (NSI), established in 1985, provides a variety of
professional information and security services to defense contractor, government and industrial
security executives throughout the United States. NSI's central business is helping clients

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interpret and implement government security directives and establish sound security strategies
that effectively safeguard classified and proprietary information. You accomplish this through
the publication of newsletters, special reports, seminars and electronically via this web site and
online security awareness programs. (http://nsi.org/)
PI Resources and Locator: Since 1998, it has been inspired and operated by private
investigators. PI Resources and Locator is an organization that is 100% dedicated to assisting the
needs of Private Investigators and related associations in the success and growth of their agencies,
as well as providing resources to simplify their many investigative
tasks. (http://www.piresourcesandlocator.com/)

ACISS Support Center: Founded in 1974 and incorporated in the State of Florida in
1978, ACISS Systems is a software development company. Since 1984, ACISS has devoted its
efforts exclusively to the creation of software solutions for law enforcement. Over forty years of
combined experience in the analysis of law enforcement's requirements and creation of
successful software solutions uniquely positions ACISS Systems to meet unique needs of law
enforcement organizations.
ACISS Systems, Inc. provides fully integrated information management and analysis
solutions for the organization and dissemination of the vast amounts of information collected and
utilized by law enforcement and other investigative organizations.
ACISS integrates all types of investigative information such as addresses, vehicles,
subjects, telephones, financial information, and physical evidence in a security conscious,
friendly web based environment. ACISS not only automates the electronic organization of the
entire investigation, but also enables users to identify links within a case or between multiple
cases that would not otherwise developed. ACISS guides and documents the entire investigative
process from a tip or lead to case closure and is fully 28CFR Part 23 compliant.
(http://www.aciss.com/default.aspx)

United States Association of Private Investigators (USAPI): USAPI is quite different

from other organizations in that it is an inclusive rather than exclusive group. The first difference
that one will see is that membership is open to all "professional investigators." Any individual
who is currently employed in the capacity of a professional investigator including any current
active duty law enforcement whether or not his or her title is that of an Investigator, Federal
Agent, DA Investigator, Public Defender investigator or licensed Private Investigator. If an
individual investigator is a non-sworn employee for a law enforcement agency or an employee of
a licensed Private Investigation Company, has been an employee for a period of no less than one
year, and is at least 21 years of age. Law Enforcement, PI's, Insurance, Child Welfare, Military,
etc., are all welcome. You even have a Student Category for the individual who is at school and
expresses an interest in learning more about the investigative profession. The Focus of USAPI is:
 Education
 Certification
 Membership Benefits

USAPI offers on-line learning through their website, with some of the most noteworthy
experts in the world. Additional education occurs through USAPI conferences and specialty
seminars throughout the year, and USAPI is currently working to develop regional classroom
learning centers in the northeast and the south.

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 USAPI has developed and will be seeking brand recognition of the Board Certified
Professional Investigator (BCPI registered trademark) designation. This is not just a phrase that
you developed; rather you have assembled a very impressive Certification Board, with board
member positions for each of your specialty tracks:

1. Criminal Investigation
2. Civil Investigation
3. Insurance Investigation
4. Computer Forensic and Internet
5. Security
6. Special Victims/Child Abuse/Nursing Homes
7. Investigative Law and Ethics
8. Investigative Business Administration
9. Terrorism & Intelligence
10. Criminology and Behavioral Sciences

The current Certification Board consists of World Class experts who sit on the USAPI
Certification Board to insure that the BCPI will become recognized as the preeminent
certification for investigators in much the same way as the American Board of Medical
Specialties (ABMS) has in board certifying doctors. In addition to the BCPI certification, USAPI
will also be offering Expert Certifications based upon the works of your Board Members or
developed in conjunction with your university partners.

The National Association of Security Companies (NASCO): The National Association

of Security Companies (NASCO) is the nation's largest contract-security trade association,
representing private security companies that employ more than 400,000 of the nation's most
highly trained security officers servicing every business sector. NASCO is leading efforts to set
meaningful standards for the private security industry and security officers by monitoring state
and federal legislation and regulations affecting the quality and effectiveness of private security
services.
NASCO is dedicated to:
 Advocate the interest of private security firms
 Promote and sustain professional integrity and competence throughout every aspect
of the private security business
 Proactively participate in creating new markets and maintaining competitive access to
existing markets for contract security services
 Promote higher standards, consistent regulations and ethical conduct for private
security businesses
 Increase awareness and understanding among consumers of contract security services,
policy-makers, the media and the general public regarding the importance of the
private security industry to America's strength and freedom
 Assure the continued strength of the contract security industry (http://www.nasco.org/)

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 ASIS Salt Lake: ASIS Salt Lake is dedicated to increasing the effectiveness and
productivity of security professionals by developing educational programs and materials that
focus on both the fundamentals and the most recent advancements in security management.
Since they began in 1987, the Salt Lake Chapter of ASIS International has been the
preeminent organization for professionals responsible for security and safety in the
Intermountain West.
Our members include security directors and managers, as well as corporate executives
and federal, state, and local law enforcement officials. Our diverse membership allows you to
leverage a broad scope of knowledge and experience to the benefit of your members and the
organizations they represent. (http://www.asisutah.org/)

Private Investigators Association of Utah, Inc. The PIAU began in 1994. The PIAU
sponsored the private Investigators Regulation Act under the Utah Title 53 passed in 1995.The
PIAU prevented the loss of access to protected records, including DMV and Driver’s License
Records in 1996. The PIAU promoted legislation that allowed apprentices to become licensed
without agency sponsorship in 1998. The PIAU belongs to NCISS and has been active regarding
federal legislation that would affect your industry. In 2002, PIAU worked hard with legislators,
the Law Enforcement Legislative Committee and the Insurance Industry Attorney to keep your
access to accident reports. They became a protected document with this legislation; however,
PIAU got private investigators exempted so that you can still get the accident reports.
In 2003 PIAU worked closely with the Law Enforcement Legislative Committee to
prevent the transfer of oversight from DPS to the department of Professional Licensing (DOPL).
In 2003 PIAU worked closely with the Law Enforcement Legislative Committee to prevent the
negative provisions of HB 217 and worked to speed up processing of licenses.
In 2003 PIAU sponsored SB 111 which increased the types of papers private
investigators could serve to include petitions supplemental orders , orders came up to show
cause , notices, small claims orders, writs of garnishment and garnishee orders. In 2005, the city
of Layton passed an ordinance to ban dumpster diving by citing concerns over identity theft.
Shawn Kane, President of the Private Investigators Association of Utah, said that this was not an
issue with licensed investigators, who were actually registered with the Department of Public
Safety.
According to Kane, the Supreme Court said that once trash hits the street, it is public
domain. “You sometimes have a need to search in somebody’s trash,” he said. Now, as of 3-25-
2009 licensed private investigators can legally sift through residential garbage in Layton as long
as they do not violate trespassing laws. The ordinance now includes PIs, along with police
officers, on the list of people who can do the occasional dumpster dive.
Finally, The PIAU has established a great reputation with the Department of Public
Safety, the Utah Legislature, the Association of Chiefs of Police, the Sheriff's Association, the
Utah Attorney General's Office, and many others who have a good deal of influence on your
position.( http://www.piau.com/p_home.asp)
Since the mid-1990’s, the Salt Lake City Downtown Alliance has operated on the above
principles of cooperation between private security and law enforcement. They have created a
very stable and viable working relationship between the Salt Lake City Police Department, area
security directors, and private security.
Although liaisons and partnerships vary from program to program, they share similar
characteristics. The following identifies common characteristics between liaison programs:

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 Networking: Social gatherings designed to discuss common problems and aid each entity
in understanding others in the program. Lectures by security professionals at police training and
vice versa and conducted between directories of police departments and security contacts.
Despite their differences, law enforcement agencies and private security organizations have
increasingly come together to prevent and deter crime. Formality may differ, but all partnerships
work to protect life and property.

Crime Prevention: Joint participation in business safety and security programs.

Community Policing: Addressing issues of local concern as it relates to police and
security.
Training: Establishing training sessions on topics of interest and need (specifically
terrorism and crime trends. Exchange of training and expertise where the other entity
lacks. Police training of security and vice versus.
Legislation: Joint supporting of laws and ordinances regarding security officer standards
and licensing.

Thus far, the history of police and security relationships has been analyzed, various
liaison programs have been presented and the ways that partnerships vary has been displayed. In
conclusion, a liaison is defined as “the exchange of information or the planning of joint efforts
by two or more people or groups, often of military personnel." Historically, the relationships
between law enforcement and security have not been sufficient positive; however, the recent
trend is towards partnership and cooperation. Essentially, liaisons are the building blocks of
safety and security in America

Security Officer Training: Most states require a license to work as a security officer.
This license may include a criminal background check and mandated training requirements. In
Utah, DOPL is responsible for monitoring that each security company in the State of Utah
complies with all applicable regulations, policies, and procedures for the training of private
security officers, both unarmed and armed.
Creating a Good Image: Building goodwill is one of the most important functions as a
security officer. More and more security officers are needed in busy places open to the public:
airports, department stores, banks, hospitals, and office buildings. Thus, the officer’s value as a
goodwill ambassador, as well as protector, is magnified. Such simple courtesies as giving helpful
directions become an important part of their work. A sharp appearance, military bearing, and
courtesy will boost an officer’s relations with people where they work.
At the same time, an officer’s professionalism in dealing with the public helps to build a
good image for the organization you protect. On duty, they represent them. He or she may be the
first person a visitor meets. To that person, they are the company. Hence, you have an obligation
to make a good impression.
Cultivate good relations with other employees at the workplace. After all, the security
officer is there to protect them. They must look upon their association with them as a privilege.
They should learn who the top executives are, and the functions these managers direct. They
must familiarize themselves with the organization and the facility layout.
Call people by name whenever possible. "Good morning, Mr. Brown." Small gestures
like this will ingratiate you with people, regardless of rank. Be courteous to everyone, including
your fellow officers.

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 RELEASE OF INFORMATION and MEDIA RELATIONS: Generally security
officers are not authorized to furnish any information to the press nor anyone else that comes to
their attention as a result of their assignment to a location. This includes information related to
client company operations, employees, management, or information about your duties, etc.
Press Relations: Many events at the company you serve may be newsworthy: Facility
expansion, impressive annual profits, top management shuffles, an heroic employee, new
product or service, a labor strike, a fire, or a crime. News and feature topics abound. One of the
firm’s major public relations goals is favorable mention in the mass media. The company
generates its own news releases. In addition, the press is invited to the facility for special
coverage.
Emergencies and disasters make good news. Even though it sounds strange, the worst
news is the best news--not best in terms of its effect on people, but because it is the most
interesting and captivating information that the news media can convey. For this reason, the
media will want to know everything that is happening during an emergency or crisis. It is
important to understand that the media have no rights special rights beyond that of an ordinary
citizen. Dealing with the media should be in strict accordance with the client’s policies as
specified in the Post Orders.
On a fast-breaking story, reporters may show up uninvited. Often the first person they
confront is security. They are smart, and they are aggressive. They may pump you for
information or take your picture without permission. Security’s responsibility in this situation is
clear. The proper way to handle this situation is not reveal any information concerning a situation,
the facility you have been assigned, and any information concerning employees or clients at your
facility. Whenever approached by the media, Stay calm. Be courteous but retain control. Explain
the company rules. Tell reporters you will call an authorized representative immediately to
answer their questions.
The manner in which you refuse information is extremely important. If perhaps, you were
asked a question by the media, then the proper response would “I do not have that information
Sir” but you can find out by calling__________ (the client’s designated representative). Never
say, “No Comment,” or that you are not allowed to give out that information or threaten them in
any manner.
In addition, to their newsgathering function, the media have a responsibility to convey
lifesaving information to the public in an emergency. This may also include information that
there is no public hazard or danger from an incident at a client location. For this reason security
should expedite communications between the media and the client’s Public Information Officer.
Although each crisis is unique, there often is a common pattern to the media's response in the
aftermath of any tragedy that affects whole communities.
The type of information sought by the media as the trauma unfolds often follows the
following pattern:
0 - 12 hours: In the immediate aftermath of a crisis the media is scrambling to get
information to answer the question - What happened? The media attempts to piece together a
story, based on eyewitness accounts, monitoring police radios, and, in many cases, grabbing
anyone to talk about what happened. This results in incomplete, conflicting, and inaccurate
accounts of what actually happened. In the worst case scenario, the media has monitored the
police radio frequency and arrives at the scene of the crisis before the police or rescue workers,
thus obtaining unrestricted access to the crime or disaster scene.

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 12 - 24 hours: As the crisis unfolds, the next question the media seeks an answer to is,
who? – Who are the victims? There is often a struggle over the timing of the release of the names
of injured and killed victims as the authorities try to notify the surviving family members. No
one is immune from the media's search for identifying information about the victim. The media
will seek this information from a variety of sources, including hospitals, the police, rescue
workers, families, neighbors, schools, passenger lists, co-workers - or through encampments at
the crisis scene - all in an effort to identify who has information about the crisis and its victims.
24 - 36 hours: The next question the media tries to answer is the question of why? - Why
did this tragedy happen? It is a normal reaction on the part of many people, including victims,
survivors and community members, to try to understand what happened by finding someone or
something to blame.
Everyone has their own version of who is to blame and the media feeds into this hysteria by
speculating on who or what may have caused the crisis well before the actual facts of the
situation emerge. In cases of criminal acts of violence, where the obvious person to blame is
identified suspect, the media will run stories laying blame on a variety of sources such as lax
security, questioning whether the victim in some way contributed, or about those who could have
foreseen or prevented this tragic crime. In crises involving natural disasters, where there is no
offender to blame, issues of faulty construction, inadequate disaster preparedness capability, or
why the victims did not carry adequate insurance coverage often arise.
36 - 72 hours: At this point during a crisis the media continues to speculate on what
happened and why, and in addition, often begins to evaluate the rescue efforts as to whether they
were effective and timely. Often, this occurs even as the rescue or cleanup operations continue.
Ensuring privacy for victims as they are released from the hospital, return to work, or begin to
make arrangements for funerals or memorial services is critical at this time.
72 hours - Forward: The details of what happened at the crisis site is now old news, and
the news story that is current concerns the funeral services of the deceased. In addition, the crisis
story is now old news. In order to continue coverage, the media often tries to put a "spin" on a
story to keep it in the news.
The media looks for twists, or a new angle by which to present the same information. Issues
concerning the lifestyle, social and religious pursuits of the victim, stories about victims who
have suffered through similar misfortunes as well as any previous doubts about the employer,
business, government agency or whoever is currently being blamed for contributing to the crisis,
now all surface.

SUMMARY: Public relations serve three main purposes:

1. It establishes and maintains good will and
2. Allows you to accomplish the tasks of your job
3. With greater ease

To accomplish these three objectives you use basic people skills. Many times the security
is” seen” by employees and visitors without actually interacting with them. Remember that your
business is service to your client and to your client's public.
You gave you some tips on how to handle certain personality types you would encounter.
You then addressed telephone contact with people. You pointed out five rules of good telephone
etiquette. You discussed the necessity of being aware of people overhearing your conversations.

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You also pointed out the major pitfalls of "performing" on the telephone. Lastly, you discussed
the after-hours calls that require your best telephone technique in order to achieve good will.
Our understanding and practice of the principles discussed in this section will determine
the success you will have in public relations and will determine the amount of goodwill you
build for the client, your employer and yourself. Our greatest personal rewards will come to you
in the ease with which you learn to successfully interact with people and accomplish the tasks of
your job.
A security officer is often the first point of contact by the media when there is a news
worthy event at a client’s facility. How the security officer deals with the media is critically
important to the client and to the contract security organization. Knowing how the media gathers
information and their motivation to elicit information from security personnel allows the
professional security officer to appropriately deal with these issues and safeguard the reputation
of the client and security company.
However, unless you are the official of the company or your client, do not talk to
anyone from the media.

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 Unit 14: SEXUAL and WORKPLACE HARASSMENT;
SUICIDE PREVENTION
(R156-63a-603j)

Businesses today are committed to providing a work environment that is free from
harassment on the basis of race, ethnicity, age and religion, including a strict policy prohibiting
unlawful sexual harassment. The employer must take all reasonable steps to prevent
discrimination and harassment from occurring. The employer is obligated to:
1. Post in the workplace a poster regarding Sexual Harassment made available by the Equal
Employment Opportunity Commission.
2. Act to ensure a workplace free from sexual harassment by distributing to employees an
information sheet on sexual harassment. An employer may either distribute the Equal
Employment Opportunity Commission (EEOC-185) or develop an equivalent document,
which must meet the posting requirements.

The Equal Employment Opportunity Commission defines harassment because of sex as

unwanted sexual advances, or visual, verbal, or physical conduct of a sexual nature. This
definition includes many forms of offensive behavior and includes gender-based harassment of a
person of the same sex as the harasser; the following is a partial list:
 Engaging in conduct which has the purpose or effect of substantially interfering
with an employee's work performance or which creates an intimidating, hostile or
offensive working environment.
 Making submission to or rejections of such conduct the basis for employment
decisions affecting the employee; or
 Making unwelcome sexual advances or requests for sexual favors, or other verbal
or physical conduct of a sexual nature, a condition of any employee's continued
employment.
 Physical conduct: touching, assault, impeding or blocking movements.
 Verbal conduct: making or using derogatory comments, epithets, slurs, and jokes.
 Verbal sexual advances or propositions. Verbal abuse of a sexual nature, graphic
visual commentaries about an individual’s body, sexually degrading words used
to describe an individual, suggestive, or obscene letters, notes or invitations.
 Visual conduct: leering, making sexual gestures, displaying sexually suggestive
objects or pictures, cartoons or posters.

Sexual harassment is a form of sex discrimination, which violates title vii of the civil
rights act of 1964. Although Title VII does not specifically mention sexual harassment, the U. S.
Supreme Court and the EEOC both have declared that sexual harassment is a form of sex
discrimination.

Types of Sexual Harassment: Sexual harassment is categorized into two types:

1. Quid Pro Quo: The grant or denial of a job benefit is conditioned upon acquiescence to or
rejection of unwelcome sexual advances, request for sexual favors, or other verbal or physical
conduct of a sexual nature. Quid Pro Quo is Latin meaning “something for something” or an
“equal exchange for something” or “this for that.” It implies when a person’s employment status

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such as hiring, firing, promotions, raises, benefits are based on that person’s willingness to grant
or deny sexual favors. Examples include:
 Actually retaliating against that person by firing, demoting and denying a
promotion for refusing to submit.
 Requesting sexual favors in exchange for a job promotion
 Stating or implying that a person will be fired, demoted, or transferred if he/she
does not submit, or refuses to submit to sexual advances.
 Stating or implying that a person will be hires if she/he submits to sexual favors.
2. Hostile Work Environment: Hostile Work Environment means the conduct is severe or
pervasive enough to alter the conditions of employment and to create an abusive working
environment. Hostile work environment can exist as a result of lewd jokes; displaying suggestive
pictures, calendars, cartoons; excessive attention in the form of love letters, telephone calls, e-
mail, or gifts; touching; or comments about body parts or sex life.

3. Hostile Environment Harassment - Examples are:

 Asking about sexual fantasies, preference, or history
 Deliberate and unwelcome touching, pinching, grabbing, or patting.
 Deliberately standing too close or brushing up against a person.
 Hazing pranks or other intimidating behavior directed toward the victim because of the
victim’s gender.
 Hugging, kissing, patting, massaging or stroking.
 Making gestures with hands or through body movements.
 Personal questions about social or sexual life.
 Rape or sexual assault - actual, attempted, or threatened
 Referring to an adult as a girl, hunk, boy, baby doll, babe, stud, or sweetheart, among
others.
 Repeated negative remarks about the victim’s gender or physical appearance that are
unwelcome and offensive.
 Repeated remarks, gestures, and jokes of a sexual nature
 Repeated unwelcome pressuring or asking for dates. Not taking “NO” for an answer.
 Sexual comments about a person’s clothing, anatomy or looks.
 Sexual innuendoes, stories, or comments

The most common examples of sexual harassment are:

 Turning work discussions to sexual topics
 Unwanted letters, telephone calls, or materials of a sexual nature.
 Unwanted pressure for sexual favors.
 Unwanted sexual looks or gestures.
 Unwanted sexual looks, gestures, “elevator eyes,” staring.
 Unwanted sexual teasing, jokes, remarks, or questions.
 Unwanted touching, leaning over, cornering, or pinching.
 Whistling, kissing sounds, howling, licking lips and catcalls.

In today’s world sexual harassment can be man-woman, man-man, and woman-woman.

A program to eliminate sexual harassment from the workplace is not only required by law, but it

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is the most practical way to avoid or limit damages if harassment should occur despite preventive
efforts. An employer should take immediate and appropriate action when he/she knows, or
should have known, that sexual harassment has occurred. An employer must take effective action
to stop any further harassment and to ameliorate any effects of the harassment and:
 A determination must be made, and the results communicated to the complainant, to the
alleged harasser and as appropriate, to all others directly concerned.
 Fully inform the complainant of his rights and any obligations to secure those rights.
 The employer must immediately and fully investigate the complaint in a thorough and
complete manner. All those with information must be interviewed.

If proven, there must be prompt and effective remedial action. First, appropriate action
must be taken against the harasser and news of that action communicated to the complainant.
Second, steps must be taken to prevent any further harassment. Third, appropriate action must be
taken to remedy the complainant’s loss, if any. Officers who believe he or she has been
unlawfully discriminated against or harassed by a co-worker, supervisor, or client's employee
should promptly report the incident, in writing directly to their supervisor.
When a complaint of harassment is received, the employer must investigate promptly,
thoroughly, and evenhandedly. In addition to investigating whether the alleged acts did, indeed,
occur, the employer must also consider whether the alleged victim had freely participated in, or
encouraged such acts. The employer should document all such investigations thoroughly. If the
employer determines that harassment has occurred, some form of reprimand or discipline
appropriate to the circumstances should occur, even if the harassment has ceased. It is also
crucial that the employer then is able to show that it has monitored the situation to make certain
that any questionable behavior has ceased and that there is no retaliation. All employees should
be made aware of the seriousness of violations of the sexual harassment policy. Supervisory
personnel should be educated about their specific responsibilities. Security officers should be
cautioned against using peer pressure to discourage harassment victims from using the internal
grievance procedure.

WORKPLACE BULLYING
A phenomenon closely related to sexual harassment but may involve both and men
women who become victims of anyone in a position of power. This type of harassment has
developed in the workplace known by several titles: workplace harassment, psychological
harassment, workplace bullying among others. The reason why this is included in this training
manual is because of the dangerous, unethical, irresponsible and illegal ramifications it can have
on a company. This problem is known to affect those in the service and professional occupations,
primarily but neither public nor private sectors are immune. Some of you may have worked for
someone like this. You may have experienced workplace bullying. The focus of this section is
the bully in the workplace; however, the profile is relevant to most types of abusers, including:

 Abusers of those in care

 Abusive and violent partners and family members
 Adult bullies in the workplace
 Arsonists
 Bullying neighbors, landlords, civil authorities
 Child bullies who grow up to be adult bullies

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  Con artists and swindlers
 Cult leaders
 Racial and sexual harassers
 Rapists and those who commit acts of sexual violence
 Sexual abusers and pedophiles
 Stalkers
 Violent offenders including organized workplace killers

Research indicates that the bully in the workplace is also a bully at home and in the
community. The common objective of these offenders is power, control, domination and
subjugation. What varies is the means by which these objectives are pursued, such as the way in
which the bully expresses violence. Most of the offenders in the list above commit criminal or
arrestable offences; the workplace bully commits mostly non-arrestable offences.
Most cases of bullying involve a workplace bully one person to whom all the dysfunction
in the company can be traced. The workplace bully has done this before, is doing it now, and will
do it again. Investigation will reveal a string of former employees, who either left unexpectedly
or in suspicious circumstances, have taken early or ill-health retirement, have been unfairly
dismissed, have been involved in disciplinary or legal action, or had nervous breakdowns, and
some who have either taken their own lives or “gone postal” and killed the perpetrator of the
bullying along with colleagues. Serial bullies will exploit the recent frenzy of downsizing and
reorganization to cover-up the pattern of previous cases.
The workplace bully in the workplace is often found in a job which is a position of power,
has a high administrative or procedural content but little or no creative requirement, and which
provides opportunities for demonstrating a "caring" or "leadership" nature.

Introduction to the Workplace Bully: Angry at the world for real and imagined wrongs
done to them, the workplace bully displays an obsessive, compulsive and self-gratifying urge to
displace their uncontrolled aggression onto others whilst exhibiting an apparent lack of insight
into their own behavior and its effect on people around them. Jealousy and envy motivate the
bully to identify a competent and popular individual who is then controlled and subjugated
through projection of the bully's own inadequacy and incompetence. When the target asserts
their right not to be bullied, a paranoid fear of exposure compels the bully to perceive that person
as a threat and hence neutralize and dispose of them as quickly as possible. Once a person has
been eliminated there's an interval of days, weeks, and even months before the bully chooses
another target and the cycle starts again. They say that the difference between the psychopath in
prison and the psychopaths in management is that the ones in prison got caught. The profile
above covers the most commonly-reported behaviors of workplace bullies. Researchers have
identified four primary types of workplace bullies:

The Attention-Seeker:
Motivation: to be the center of attention
Mindset: control freak, manipulation, narcissism
Malice: medium to high; when held accountable, very high

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The Wannabe:
Motivation: craves respect for being competent and professional despite lacking in
competence and professionalism
Mindset: deceptive
Malice: low to medium; when held accountable, medium to high

The Guru
Motivation: task focused
Mindset: confusion, inability to understand how others think and feel
Malice: zero to low; when held accountable, low to medium (it's often the absence of
malice that identifies a guru type of workplace bully) but could be medium to high if
narcissistic or psychopathic traits are present.

The Socialized Psychopath or Sociopath: Also known as the corporate psychopath, workplace
psychopath, industrial psychopath and administrative psychopath.
Motivation: power, gratification, personal gain, survival
Mindset: manipulation, deception, evil
Malice: high to very high; when held accountable, off the scale

Power over People: The workplace bully works like a coyote in a herd of sheep. First, he
or she will cut a victim from the herd, socially isolating them. Once they have chased it and
harassed it to the point of exhaustion they move in for the kill. Once the coyote has disposed of
its victim it repeats the process. In the world of people the bully will accomplish this process of
personal destruction by rumor, innuendo, belittlement, sarcasm, social isolation to the point
where the target doesn’t know whom to trust, and finally when the target reaches the point of
despondency they will do whatever it takes to make the pain go away.

Avoiding Acceptance of Responsibility by Denial, Counterattack and Feigning

Victimhood:
The workplace bully is an adult on the outside but a child on the inside. He or she is like
a child who has never grown up. In short, the bully has never learnt to accept responsibility for
their behavior. When called to account for the way they have chosen to behave, the bully
instinctively exhibits this recognizable behavioral response:
a. Denial: the bully denies everything.
b. Retaliation: the bully counterattacks.
c. Feigning victimhood.

A further advantage of the denial/counter-attack/feigning victimhood strategy is that it

acts as a provocation. The target, who realizes over a period of months that they have become a
target, sees their tormentor getting away with it and is provoked into an angry and emotional
outburst after which the bully says simply, "There, I told you s/he was like that". Anger is one of
the mechanisms by which bullies (and all abusers) control their targets. By tapping into and
obtaining an inappropriate release of pent-up anger the bully plays their master stroke and casts
their victim as villain.
Bullies also rely on the denial of others and the fact that when their target reports the
abuse they will be disbelieved ("Are you sure this is really going on? I find it hard to believe. Are

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you sure you're not imagining it?"). Frequently targets are asked why they didn't report the abuse
before, and they will usually reply "Because I didn't think anyone would believe me." Sadly they
are often right in this assessment. Because of the Jekyll and Hyde nature, compulsive lying, and
plausibility, no-one can, or wants to believe it.
Denial features in most cases of sexual assault. Abusers confidently, indeed arrogantly,
rely on this belief, often aggressively instilling the belief ("No-one will ever believe you") just
after the assault when their victim is in a distressed state. Targets of bullying in the workplace
often come up against the same attitudes by management when they report a bullying colleague.
In a workplace environment, the bully usually recruits one or two colleagues one of whom is
usually a sleeping partner who will back up the bully's denial when called to account.

Reflection: Serial bullies harbor a particular hatred of anyone who can articulate their
behavior profile, either verbally or in writing, in a manner which helps other people see through
their deception and their mask of deceit. The usual instinctive response is to launch a bitter
personal attack on the person's credentials, lack of qualifications, and right to talk about
personality disorders, or psychopathic personality while preserving their right to talk about their
victim how pathetic they are. Serial bullies hate to see themselves and their behavior reflected as
if they are looking into a mirror.

Projection: Bullies project their inadequacies, shortcomings, and behaviors on to other

people to avoid facing up to their own inadequacy and doing something about it because learning
about oneself can be painful. This is an attempt to distract and divert attention away from
themselves and their inadequacies. Projection is achieved through blame, criticism and allegation;
once the victim realizes this, every criticism, and allegation that the bully makes about their
target is actually an admission or revelation about themselves.
When the symptoms of psychiatric injury become apparent to others, most bullies will
play the Mental Health Trap, claiming their target is "mentally ill" or "mentally unstable" or has
a "mental health problem." It is more likely that this allegation is a projection of the bully's own
mental health problems.

Validity of Testimony: Because of the workplace bully's Jekyll and Hyde nature,
compulsive lying, charm and plausibility, the validity of this person's testimony cannot be relied
on in disciplinary proceedings, appeal hearings, and under oath at tribunal and in court.
Emphasize this when taking action. Mediation with this type of individual is inappropriate. Serial
bullies regard mediation, arbitration, conciliation, and negotiation as appeasement, which they
ruthlessly exploit. It allows them to give the impression in public that they are negotiating and
being conciliatory, while in private they continue the bullying. The lesson of the twentieth
century should be well established, that you do not appease aggressors.

The disordered thinking processes of the workplace bully’s mind are briefly described in
Stanton E Samenow's book Straight Talk About Criminals. For example:

"Certain people who I term non-arrestable criminals behave criminally towards others,
but they are sufficiently fearful and knowledgeable of the law, so that they do not commit
major crimes. You all know them: individuals who shamelessly use others to gain
advantage for themselves. Having little empathy, they single-mindedly pursue their

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 objectives and have little remorse for the injuries they inflict. If others take them to task,
they become indignant and self-righteous and blame circumstances. Such people share
much in common with the person who makes crime a way of life. Although they may not
have broken the law, they nonetheless victimize others."

In Samenow's 1984 book Inside the criminal mind he uses this description:

"Some criminals are smooth rather than contentious, ingratiating rather than surly,
devious rather than intimidating. They pretend to be interested in what others say.
Appearing to invite suggestions, they inwardly dismiss each idea without considering its
merits. They seem to take criticism in stride but ignore it and spitefully make mental note
of who the critic was. They misuse authority and betray trust but are not blatant about
doing so. With the criminal at the helm, employee morale deteriorates..."

SUICIDE PREVENTION
The Security Profession is #2 in jobs with high suicide rates. Security guards have very high
stress jobs at low pay levels. Many security guards work night shifts which can be extremely
lonely and take a hard toll on the personal life of the workers. Night shifts can disrupt sleep
patterns to the point where biological depression becomes a serious issue.
http://www.associatedcontent.com/article/2908238/professions_with_the_highest_suicide.ht
ml

The chemical that makes the body tired and depressed, melatonin, needs to be carefully kept
at correct levels. Most people can keep their melatonin levels correct with proper diet and
exposure to sunlight. However, when security guards sleep through the day, they’re
sometimes unable to regulate their melatonin correctly. The Journal of the American Medical
Association has reported that 90% of all suicides occur during or following a depressive
episode. Therefore, awareness, education, and treatment are the keys to suicide prevention.

Symptoms of Depression
Difficulty concentrating, remembering or making decisions
Disturbances in eating and sleeping patterns
Fatigue or loss of interest in ordinary activities, including sex
Feeling hopeless, helpless, worthless, pessimistic or guilty
Irritability, increased crying, anxiety or panic attacks
Persistent physical symptoms or pains that do not respond to treatment
Persistent sad or "empty" mood
Substance abuse
Thoughts of suicide; suicide plans or attempts

Warning Signs of Suicide

Anger
Anxiety (restlessness, irritability)
Dramatic Mood Changes)
Giving things away, such as prized possessions
Hopelessness (there is nothing to live for, no hope or optimism)

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 Ideation (thinking about suicide)
Loss of interest in things one cares about.
Making arrangements; setting one's affairs in order.
Preoccupation with death
Recklessness (high risk-taking behavior)
Statements about hopelessness, helplessness, or worthlessness
Substance use or abuse (increased or change in substance)
Suddenly happier, calmer
Talking about suicide
Trapped (feeling like there is no way out)
Visiting or calling people one cares about.
Withdrawal (from family, friends, work, school, activities, hobbies)
Worthlessness (no sense of purpose or belonging)

Know What to Do
Stigma associated with mental illnesses can prevent people from getting help. Our
willingness to talk about depression and suicide with a friend, family member, or co-worker can
be the first step in getting help and preventing suicide. Suicidal thoughts are common with
depressive illnesses. Begin a conversation by asking questions. Talk to them in a non-judgmental,
non-confrontational way. This can help a person seek professional help. A suicidal person should
see a doctor or mental health professional immediately. Remember; always take thoughts of or
plans for suicide seriously.
If You See the Warning Signs of Suicide... Asking these questions will let you know if your
friend or family member is in danger and get help if needed.
"Do you ever feel so badly that you think about suicide?"
"Do you have a plan to commit suicide or take your life?"
"Have you thought about when you would do it (today, tomorrow, next week)?"
"Have you thought about what method you would use?"
Don't try to minimize problems or shame a person into changing their mind.
If you feel the person isn't in immediate danger, acknowledge the pain as legitimate and offer
to work together to get help
Never keep suicide a secret
Suicide is not chosen; it happens when the pain and mental anguish one feels exceeds the
resources for coping with pain. The suicidal person just wants the pain to go away.

Rules for preventing suicide:

1. Suicide is a permanent solution for temporary problems
2. All problems are temporary

 SUMMARY: Sexual Harassment and Workplace Bullying Awareness is up to you. The

traditional notions about sexual harassment have changed. The extension of that,
workplace bullying can cause irreparable damage to private companies and public
agencies. Everyone working as a team can erase it from the workplace. Today, sexual and
workplace harassment is not merely a problem for women, nor is it only a supervisor-
subordinate dilemma. It can be subtle and can occur between co-workers. It’s demeaning,
humiliating, and illegal. Don’t ignore the questionable behavior. Never allow yourself to

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be “cut from the herd.” Many people think it will go away. It rarely does. Remember,
every one of you has the same right as everyone else to work in an environment that is
free of sexual and every other type of harassment. It is your job to prevent it. The result if
left unchecked can have dangerous consequences. The most important thing anyone can
do in combating both types of harassment is to report it as soon as possible. In today’s
society no one should have to suffer from abuses of power. Yet the only way this can be
stopped is to report it and for those in power to do so take action to stop it.

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 Unit 15: FINAL EXAMINATION
(R156-63a-603k)

Basic Training hours includes a combination of classroom instruction and on-site training.
A final 50 question examination approved by the Division, examines the applicant on the
subjects included in the 24-hour classroom program of basic education and 16 hour-on-the-job
training. The student must pass with a minimum score of 80%.
On-The-Job Training (OJT): The on-the-job training consists of two parts. The first part
will be the orientation where the trainee goes with the trainer to see what is required on the job.
The trainee will ride while the trainer will show the trainee the required forms, routes, post
orders, continuity binder, on-site duties, discuss any problem areas of the sites and action that
could be taken, refueling and washing the vehicles, and any other issues management may want
the trainer to go over with the trainee.
The second part of the OJT will be the check-ride, where the trainer rides while the
trainee drives, does the paperwork, performs the patrol, and refuels the vehicle if necessary. The
trainer is available for questions or problems the trainee might encounter. Once the trainee has
completed 16 hours of OJT, then he/she will complete the Final Examination.

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