1. Skyscraper Security Mgt.
Administration Mgt. Section II Part V

2. Skyscraper Security
Mgt. Rise Access
High
Control Procedures
By, Richard Garrity
This presentation is proprietary
information and can’t be copied or
reproduced in any fashion without
consent from the publisher owner.

3. Information Disclosure:
Before we begin this
comprehensive analysis of
security administration mgt. it is
important to note that any and all
references to private business
entities was while this instructor
was employed with them, either
directly or indirectly. All
documents and reports illustrated
were authored solely by Richard
Garrity during that course of
employment. Nothing sensitive or
confidential has been disclosed.

4. Skyscraper Security Mgt.
Purpose and definition:
This second part of security
administration management will
focus primarily on the business
aspects of your program, training,
and the standard operating
procedures manual enhancement.
This training module is designed
to give security account
managers a more concise
direction in the development of
their administrative structure,
training programs, and client/
tenant relations.

5. This power point presentation will
focus on 9 areas of discussion:
1. The Quarterly business review
2. The security services contract
3. The Sarbanes Oxley Act- 2002
4. SEIU union contract- relations
5. Quarterly Refresher Training
6. Standard Operating Procedures
7. Managing cardholder database
8. Employee personnel files
9. 6 month Staff exam site testing
10. Client relations- above/ beyond

6. Business Quote of the day:
6

7. Business Quote of the day:
“A business absolutely devoted
to supreme service and superior
customer service will only have
one worry about profits. They
will be embarrassingly large”…
Henry Ford
7

8. The Quarterly Business Review:
8

9. The Quarterly Business Review:
9

10. Quarterly Business Review:
The quarterly business review is a
comprehensive and lengthy
financial review of your security
program. The primary focus of
this meeting is to bring the client
up to date on monthly billing,
billable overtime, added coverage,
and current staffing needs. Other
aspects of your weekly and
monthly reports can be integrated
into the quarterly meeting.

11. Quarterly Business Review:
The quarterly business review
should be conducted and created
by committee. The committee
usually consists of you the
manager, the assistant security
manager, the district manager, the
senior property manager, and the
junior property manager. All final
drafts on the quarterly review
should be approved by your
district manager, first.

12. Quarterly Business Review:
Your financial report should
contain the following:
1. Weekly standard billable hours
2. Weekly billable overtime
3. Weekly non-billable overtime
4. Weekly added coverage- you
must differentiate between
client and tenant requests for
additional coverage
5. Training hours- billable
6. Training hours- non-billable

13. Quarterly Business Review:
Your financial report should
contain the following:
6. Monthly price sheets to verify
officer wage rates (if applicable)
7. Invoice Aging Report- for
receivables over 60 days
8. Potential over billing
9. Resolution to client complaints
concerning disputed billable OT
10. Monthly & quarterly totals of
your weekly calculations

14. Quarterly Business Review:
The quarterly business review is also
a good time to address and discuss
the following operational topics:
1. Security staffing concerns
2. Poor performance by some
3. Equipment failures on the
property, like broken cameras or
the need for more of them.
4. Discussion of serious incidents
5. Ways to reward personnel who
are doing an outstanding job

15. During your QBR, the client will have
questions. Make sure you have answers.
The right ones.
15

16. The client contract for service
16

17. Reading the fine print….
SECURITY GUARD SERVICES AGREEMENT
THIS AGREEMENT made effective as of the _____ day of ______________,
BETWEEN:
[NAME OF PROPERTY MANAGER]
- and [NAME OF SECURITY GUARD COMPANY]
WHEREAS, Manager requires professional security and protective services for
its premises located at
___________________________ [insert name and description of building(s)];
AND WHEREAS, Contractor represents that it is professionally qualified, able
and ready to provide such services
NOW THEREFORE THIS AGREEMENT WITNESSES that in consideration of
the covenants and premises contained in this Agreement, the parties hereto
agree as follows:
“Building” means the Building municipally known as
________________________ and located at
______________________________________, [city], [province/territory].
“Manager” means [NAME OF MANAGER].
17
“Owner”

18. Reading the fine print….
The security services contract or
agreement between your
company and the building client/
owner is a document that literally
sets the tone for your site security
program. It outlines in specific
terms what services are to be
provided, billing stipulations,
uniform standards, liability
clauses, expense burdens, and
other business related line items.

19. Reading the fine print….
Security Managers and or
Security Directors should have a
copy of the security services
agreement at their site. The
agreement should be in hardcopy
form and locked in a safe area
with access to such document
limited to you only. The
agreement should never be sent
or stored in “electronic version”
for security reasons.

20. Contract compliance….
The security contract agreement
should be thoroughly read and
understood so that account
security mgt. is fully aware of the
expected procedural requirements
of said agreement. There maybe
actions or violations of the
contract that can occur and your
not aware your violating said
conditions of the agreement.

21. Contract compliance….
Some clauses in the contract can
even result in financial sanctions
to the company if they are
violated. Serious violations to the
signed agreement could even
mean loss of the contract. If you
do not get access to the current
contract on file, then make every
effort to communicate with your
district manager as to site
specifics relevant to the contract.

22. Contract compliance….
Some standard important
examples & questions of
contract compliance:
1. Does your contract allow
billable new hire training?
Most do not.
2. Generally, a client has to give
48-72 hour notice on requests
for additional security coverage
to avoid billable overtime.

23. Contract compliance….
3. Often, client PM’s are hit with
last minute construction details
or tenant requests for immediate
security coverage. If a client
property manager has not been
able to make the 48-72 hour
request contractual window, and
the detail last longer than a
week, how long do you typically
keep billing the client at the
overtime rate?

24. Contract compliance….
The answer is…..
Usually for one week. After
that it is mutual that
continued OT billing is not
fair to the client as the detail
is running an extended
period and the company has
now had time to try and
properly staff at non-OT.

25. Contract compliance….
4. Generally the contract between
the company and the client will
require that a client give at least
24 hour notice (regardless of
billable or non billable OT) when
requesting additional coverage or
special details, which is only fair
to the contractor as they need
time and resources to properly fill
the requested amount of
coverage.

26. Contract compliance….
However, even if this is written in
stone, it is never enforced. If a
client PM needs immediate extra
coverage, even if it is with say, 2
hours notice, then the security
team will work tirelessly to honor
and fill the added coverage
request. That is called going
above and beyond the call of duty.
That simply, is great customer
service and public relations.

27. I mean seriously, are you really
going to say NO to your client
PM because they requested
coverage under the 24 hour
rule? I don’t think so!!

28. Other contract mandates can
consist of but not limited to:
1. Does your client contract require
monthly or quarterly refresher ERT
training classes?
2. Does your client contract require
yearly or bi-annual CPR/AED/ First Aid
certifications?
3. Does your client contract require
nightly or weekly field inspections of
your facility or personnel?
4. Does your client contract expressly
forbid staff personnel from applying or
being hired by the client company?

29. Other contract mandates can
consist of but not limited to:
If your current security services
contract does require that security
personnel be certified in CPR/AED?
First Aid, is that additional training
billable to the client? Generally, yes.
These are all very important
questions & aspects of your security
services contract to insure you are in
full compliance of the language and
spirit of that legal, binding contract.

30. Not to mention that proper billing to
the client and healthy profits to the
company are some of your top
priorities as a successful corporate
security account manager.
Business Tip- If you knowingly
transmit payroll via a computer or fax
that has inflated billing or shifts that
were never filled, you are committing
wire fraud. That is, a felony.

31. Healthy profits sustain a company. That is
very important. However, never lose sight of
your commitment to quality as well.
31

32. Sarbanes-Oxley Act of 2002
32

33. What is Sarbanes-Oxley?
The Sarbanes–Oxley Act of 2002
enacted July 30, 2002, also known as the
'Public Company Accounting Reform
and Investor Protection Act' or SOX, is a
U.S. federal law that set new or
enhanced standards for all U.S. public
company boards, management and
public accounting firms. It is named
after sponsors U.S. Senator Paul
Sarbanes and U.S. Rep. Michael G.
Oxley.
33

34. What is Sarbanes-Oxley?
As a result of SOX, top management
must now individually certify the
accuracy of financial information. In
addition, penalties for fraudulent
financial activity are much more severe.
Also, SOX increased the independence
of the outside auditors who review the
accuracy of corporate financial
statements, and increased the oversight
role of boards of directors.
34

35. What is Sarbanes-Oxley?
The bill was enacted as a reaction to a
number of major corporate and
accounting scandals including those
affecting Enron, Tyco International,
Adelphia, Peregrin Systems and
WorldCom. These scandals, which cost
investors billions of dollars when the
share prices of affected companies
collapsed, shook public confidence in
the nation's securities markets.
35

36. Truth in transparency.
How does the Sarbanes-Oxley Act
apply to you, the security manager?
It very well applies as you are part
of the management team that
generates and transmits weekly
payroll figures that shape and
influence the company’s overall
financial projections on any given
time or fiscal period.
36

37. Truth in transparency.
If your company is a publicly traded
corporation and these payroll
figures are false, misleading, or
incorrect, then the company’s
financial officers will be posting
inaccurate projected numbers
which will create severe impacts
and consequences to the company,
their investors, and their reputation.
37

38. Your weekly and or monthly billing
reports mean more than you think..
38

39. The SEIU union
39

40. The SEIU contract/ preamble

41. The SEIU contract/ preamble
In January of 2009, Boston and
parts of the metro Boston area
were unionized by the outfit
known as the SEIU 615 union.
Since then, other areas of the
country have unionized as well. At
this point, it is not an industry
wide process. Mainly high rise
office towers, large shopping
centers, and universities have
been unionized for now.

42. The SEIU contract/ preamble
Security supervisors, managers,
and directors should be fully and
well rehearsed on the union
contract, preamble, and the
articles therein. Managers should
have a copy of these documents
and completely understand the
pure dynamics involved with
managing a unionized security
force, no matter how big or how
small.

43. The SEIU contract/ preamble
Security Managers must also
remember that they do not
answer to the union in any way,
shape, or form. Are we
committed to working with the
union to effectively work out
solutions to problems?
Unequivocally, Yes! Positive
relations with union members,
delegates, and shop stewarts can
only improve the program.

44. The SEIU contract/ preamble
The number one rule in dealing
with any union in regards to
employee performance concerns
and challenges, is
documentation of said
employee’s performance. If you
have poor or lacking
documentation, then don’t even
bother lacing up for the fight,
because you will lose, and the
company could potentially lose
at arbitration hearings- costly.

45. The SEIU contract/ preamble
It is equally important to know
that new hires can not be
compelled by the union to join it.
New hires have the option to “opt
out” if they wish. They would still
be entitled to the standard union
wage set at your account, but
they waive any and all union
protections, grievances, and
arbitration hearings.

46. The SEIU contract/ preamble
Additionally, you shall never
pressure or coerce a new hire to
opt out of the union program,
you can only simply advise them
of their “right” to do so. To
coerce any new employee to
decline entering the union is
illegal. So once again, insure you
that your well versed on the
union contract and the line item
specifics.

47. The SEIU contract/ preamble
As for documentation.
Document, Document, Document
all performance infractions,
tardiness, insubordination, and
other unacceptable behaviors.
Never engage in a witch hunt,
that will backfire. Simply
document sub standard
performances and you will be
just fine. Not to mention DUA
unemployment hearings.

48. The SEIU union preamble
48

49. The SEIU union- Article 1
49

50. The SEIU union- Article 2
50

51. Quarterly Refresher Training:
51

52. Developing the
“best and the brightest”
52

53. Quarterly Refresher Training:
Security account managers and
or security directors should take
a continued vested interest in the
development and education of
their security personnel. Some of
this development is in the form of
refresher training every 3
months. Refresher training or
even introducing specific training
presentations (like this one) on
various life safety topics is

54. Quarterly Refresher Training:
a smart and proactive program
to keep your developing
personnel fully up to speed and
educated on some of the most
challenging situations they may
come across while in the
performance of their daily duties.
Refresher training on some
safety issues simply serves to
“remind” them of exactly what
they are suppose to do when

55. Quarterly Refresher Training:
confronted with serious and
potentially serious dangerous,
life threatening situations that
can happen at anytime and with
no warning. This is when their
training comes into play and will
dictate exactly how they react
and respond. How one is initially
trained and how one is
continually trained will control
their effectiveness and instincts.

56. Quarterly Refresher Training:
The following slides are
recommended suggestions for
topics to be developed and
presented at your account.
Always, when presenting any
refresher training to security
personnel, keep your property
management team members in
the loop and if possible have
them in attendance when
conducting such presentations.

57. Quarterly Refresher Training:
In addition to the training,
security managers when
completed with the training
presentation shall document in
the individual employee’s site file
that said training was completed.
A training matrix of all personnel
and the topics covered should be
recorded with confirmation sent
to the district manager keeping
them updated on development.

58. Fire Life Safety:
58

59. Customer Service Skills:
59

60. Legal Authority/ Uniforms
60

61. Conflict Resolution:
61

62. Access Control Procedures:
62

63. Key Control Protocols:
63

64. Elevator Entrapments:
64

65. Emergency Evacuations:
65

66. Handicap Evacuations:
66

67. Civil Demonstrations:
67

68. Detecting Suicide Bombers:
68

69. Bomb Threat Response:
69

70. Workplace Violence:
70

71. Sexual Harassment:
71

72. Staff personnel who refuse to complete
refresher or life safety training shall be
removed from the schedule.
72

73. The SOP Manual:
73

74. The SOP Manual:
The security operations manual
(SOP) is the administrative brain
of your security operations
program. It is in a sense, your
bible of sorts. When in doubt
about a particular procedure,
always reach for the SOP as a
reference tool to answer
procedural questions that
sometimes your not sure of.

75. The SOP Manual:
Security personnel are not
expected to remember or
memorize every aspect of the
SOP, it is simply too big and
long. However, security
managers should insure that
staff personnel are on a periodic
basis updating themselves with
the contents of the site SOP. The
SOP should be methodically
updated and revised annually.

76. The SOP Manual:
One of the first pages in your
site SOP should be an
acknowledgement form that
security personnel can sign and
date that states they have read
and fully understand the
contents of the standard
operating procedures manual.
Staff personnel should
additionally be tested twice a
year on the content specifics of

77. The SOP Manual:
The following criteria listed will
give you, the security manager,
guidance on exactly what should
be in a security operations
manual. The listed line items do
not necessarily have to be in the
same order when developing
your own procedures manual. It
is equally vital that all final drafts
are approved by your district
manager and the site client.

78. Putting it together….
78

79. The SOP Manual contents:
1. Cover page & introduction
2. Welcome letter to employees
3. S/O & Supervisor shift duties
4. Introduction to the Prop. Team
5. Tenant population- locations
6. Tenant contact numbers
7. Telephone employee list
8. Client & emergency phone list
9. Building identification rules
10. Access Control system
11. Building camera system

80. The SOP Manual contents:
12. Adding new cardholders into
the access control system
13. Building key control protocols
14. Loading dock procedures/ times
15. Lobby/ Podium post duties
16. Front desk procedures
17. Patrol tours & detex tours
18. Master detex tour button listing
19. Expected standards- uniforms
20. Expected standards- smoking
21. Parking enforcement rules

81. The SOP Manual contents:
21. Fire emergency response
22. Elevator malfunctions
23. Elevator entrapments
24. Fire panel trouble alerts
25. Evacuation plan & drills
26. Police response to the property
27. Bomb Threat Response
28. Detecting Suicide Bombers
29. Suspicious package detection
30. Medical emergency response
31. Maintenance emergencies

82. The SOP Manual contents:
32. Power surge/ outage procedure
33. Emergency notification tree
34. Civil demonstrations/ picketing
35. General patrol techniques
36. Report writing/ daily reports
37. Incident report documentation
38. Telephone/ reception guidelines
39. Limitations of authority
40. Code of Conduct rules/ ethics
41. Blank Incident report/ daily
42. Blank master site forms

83. A required SOP insert:

84. Wanted Flyers:

85. Wanted Flyers:
Wanted notices, on-site legal
restraining orders, and Boston
Police BRIC type bulletins
shall be posted in the security
office or behind the main desk
out of the public’s view. These
are sensitive materials for your
eyes only. Especially BRIC
updates which are unclassified
documents, but generally not
for public release or scrutiny.

86. Managing your access
cardholder database
86

87. Cardholder database
Security managers should keep
constant tabs on the building
access control cards that are
currently active in your system.
Audit protocols should be in
place to delete old, terminated, or
unused access cards from the
tenant and base building
database. This is especially
critical in respect to past or
terminated employees.

88. Cardholder database
Audit reports of your access
cardholder database should be
conducted every 3-6 months. If
you should detect a card that is
“active” that you feel should be
“inactive”, compile a brief report
and forward to the property
manager. Any access cards that
show no activity for a period of 6
months or more, shall be purged
from the database.

89. Cardholder database
On a monthly basis, an audit
should be conducted and a
report generated on who exactly
has “master access” to the
building. If you detect an
individual who has master
access that should not, report
your findings to the property
manager immediately. Delete
said access or downgrade as
instructed by the PM team.

90. Cardholder database
When you receive notifications
to delete an access card from the
system, NEVER actually delete
the cardholder information,
“DISABLE” the card for now.
This is vital as in the event that
the former employee’s access
history is needed for whatever
reason, it will be on file. Disabled
employee cards should however,
be deleted after 1 year.

91. Cardholder database
One of the most important
functions of your access
cardholder database audits is a
simple one. It is to basically
clean up the system from unused
or expired cards. This
contributes greatly to freeing up
memory space and making the
system more efficient. All audit
revisions should be compiled in
a brief report to the property

92. Cardholder database
On a weekly basis, if
required by your property
team, compile an audit report
of all new tenant employee
access cards that were
issued during that time
period. The report should
also contain the access
levels that were assigned.

93. Example of a detailed
access card request form:
93

94. Example of a detailed
access card request form:
94

95. On-Site Personnel Files
95

96. What belongs and what doesn't
96

97. Employee personnel files should be
maintained at your account. There
maybe a master file at the branch
office, but individual employee
shadow files must be maintained and
regularly updated when needed. Site
shadow files contain crucial
information and documentation of
one’s performance as well as actions
of disciplinary caution.

98. Employee site account personnel
files should contain these documents:
1.
2.
3.
4.
5.
6.
7.
8.
9.
A copy of the employee’s application
Emergency contact information
All training documentation (CPR etc.)
Updated contact information
Verbal counseling/ written warnings
Career development
Accomplishments/ awards
Yearly performance evaluations
Change of status reports (COS)

99. Employee site account personnel files
should NOT contain the following:
1.
2.
3.
4.
5.
Copies of military DD214’s
Criminal background checks
Reference verifications
Credit report checks
Driving history reports
These sensitive documents will be
maintained at the district office.

100. Security Officer & Supervisor
semi-annual site testing:
100

101. Semi-annual site testing:
Security account management
should on a semi-annual basis,
administer a comprehensive, in
depth, and site specific exam to all
security personnel & supervisors.
This could be on a yearly continuum,
but semi-annual is strongly
recommended as memories do tend
to fade over time.

102. Semi-annual site testing:
The site exam can and should
include all aspects of your security
program, including basic
procedures, emergency procedures,
tenant specifics & locations, and
other areas of your program that
only you know best. The site
procedures exam should be a
minimum of 50 questions.

103. Semi-annual site testing:
The exam should not be designed
like a bar exam, but it should not be
anything near “easy” or generic as
well. It should be designed and
created with challenging the
employee’s knowledge of certain site
critical protocols. The challenge
translation is, to “test” that
employee’s information retention.

104. Semi-annual site testing:
The exam should not be solely
created in a multiple choice format.
Multiple choice can be challenging,
but for the most part multiple choice
does not offer definitive knowledge
of the test material at hand, even if
they get it right. Multiple choice
gives an edge. So, your exam format
should have some , but not all.

105. Semi-annual site testing:
Point blank questions that ask for a
specific answer or explanation are
more difficult to complete, and
without question give the test
examiner a clear picture as to who is
falling behind in the program when
test grades are completed. Answers
to point blank questions can’t be
fudged or guessed.

106. Posting of Test scores:
Exams should be graded and posted
within 2-3 days, no longer. It is vital
that identifying failing grades so that
the employee can be re-tested ASAP.
Some who have failed may object to
their grades being posted for view.
Everyone’s grade will be posted in
the form of a confidential memo.

107. Posting of Test scores:
Posting of all grades is fair to all. The
posting of failing grades does not
serve to embarrass anyone, we do not
operate that way. However, it does
serve to motivate them to improve and
pass the required educational
mandates and it also serves to
motivate them before they take the
exam with that prior knowledge.

108. The exam format & questions:

109. The exam format & questions:

110. The exam format & questions:
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111. The exam format & questions:
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112. The exam format & questions:
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113. The exam format & questions:
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114. The exam format & questions:
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115. The exam format & questions:
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116. The exam format & questions:
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117. The exam format & questions:
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118. The exam format & questions:
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119. The exam format & questions:
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120. The exam format & questions:
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121. The exam format & questions:
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122. The exam format & questions:
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123. The exam format & questions:
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124. The exam format & questions:
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125. Site Exams: Don’t forgot to invite
your Property Mgt. Team~
125

126. Or that other important person.
Your district manager!!
126

127. If you feel that all these forms and documents
are overwhelming, they are not. They all serve
a very important purpose.
127

128. Can your current security
services program make this
claim? It is quite bold to make
such an assertion. Is your
program, your staff, at that
service level?

129. Important qualities that shapes and
defines today’s high rise corporate
security manager
129

130. Two of your top AM priorities:
Healthy client/ tenant relations~
130

131. There are no “slumps” in
this industry, ever…
131

132. Your building property management
team, the client, expects nothing but the
best from you. Sometimes you may feel
they demand too much from you. That is
because they believe you can do it and
that your capable of delivering exactly
what they seek, the best service and
performance available.
132

133. If your willing to step up to the
plate and consistently hit home
runs, your property mgt. team
will be your biggest and most
appreciative fans. So,
disappointing or failing them is
not an option on this Team~
133

134. Someone is counting on you.
134

135. Make your client Team proud!
135

136. “A security manager who thinks
like a property manager is one
who reaps the most to be gained
and succeeds without
interruption”- Richard Garrity
136

137. Have questions? Please ask~
137

138. Thank you for attending
today’s presentation~
138