Does Central Monitoring System Able To Replace Security Guard?

There are several disadvantages to a hiring security guard, two of which stand out.

1. The first disadvantage to hired security guards is a false peace.

They provide a false sense of security to people within the vicinity.

More often than not, security hire becomes a crutch for law and order within the business.

If a nefarious event happens under the security team, confidence in the security officer lowers. The more times security fail, the more confidence malicious elements gain.

 

2.  The second disadvantage of hired security personnel is cost.

This does not pertain to the payroll, which can get big as it is.

If you have security guards, you would need to make sure there’s insurance coverage.

Any negligence claims in escalated situations lead to lawsuits. Issues like wrongful detention, assault and battery lawsuits are common in practice.

This is trouble. For businesses/general family without enough cash flow for liabilities, more so.

The following 6 step process will help facility executives determine if and how technology can be implemented to create a truly balanced security program.

 

Step #1: Determine guard time allocation.

Conduct an analysis of what your guards do. How often are front desk guards processing visitors, answering calls, giving directions, or dealing with card access issues? How much time does the control center guard spend looking at security cameras? How often is the rover/response guard called up to relieve someone when there’s a real security/safety issue that requires a response? How often are building entrance or loading dock guards engaged?

 

Step #2: Determine if technology can perform critical job functions.

Can a guard (or two or more) be eliminated, and can technology equally replace the function or even improve the process? For example, one guard’s job is to monitor security systems, waiting for an incident that needs attention to arise. Can technology do this job better? Promising technologies to consider include: 

Video. Today’s high-resolution cameras can see farther and capture better images than the previous generations of security cameras. Some have extreme low light capabilities and are almost military-grade, providing incredible detail in dark environments. Current video analytics feature capabilities include criminal behavior detection, a criteria-based search of recorded video, and facial recognition.

Access control. Positive control, and automatic revolvers have replaced legacy turnstiles that once required the presence of a guard as well. New “anti-passback” features prohibit someone from re-using another person’s access control card. This feature works via a time disable limit on the card (i.e., once used to enter the facility, the card is disabled for the next minute or two). Or, where increased security is required an access control system can also keep track of employees who enter and exit the facility.

In this case, once the system knows the employee is inside, their access control card can only be used to exit the building and will be denied at entrances. Similarly, once the card is used to exit, it can only be used to re-enter next.

Visitor check. Guards have traditionally been used heavily to process visitors. Freestanding, ATM-like kiosks with access to web-based check-in software can be used to announce that a visitor has arrived. Employees can go online in advance and “check-in” their visitor who needs only to present their ID to the kiosk upon arrival to obtain a temporary access card.

Emergency communications. It used to be that guards patrolled parking lots all night making themselves available for assistance and enabling them to communicate security concerns. Now, IP based emergency call box stations provide the ability for those in need to make a call from the parking lot, either directly to 911, or more commonly, to a guard’s smartphone (who can now do other things simultaneously, like a man the building). Additionally, these call box stations can now be remotely powered and communicate wirelessly making them more affordable than a traditional hard-wired/powered system of the past.

Alarms. Traditionally, alarms were only useful when someone was manning the control station 24/7. With a smartphone, a guard can be working in any number of areas and still receive an alarm directly to his or her phone.

 

Step #3: Cost analysis. 

While the technologies seem more efficient and maybe even more reliable (considering the human error), facility managers should not forget to consider the obvious costs, hidden costs, and ongoing costs before making a final decision about each item on the security wish list.

Obvious costs. People are expensive to employers. In fact, guards are often the number one security cost for any facility. That being said, calculate the initial capital costs of the technology, including the equipment and installation as well as guard force costs for the same job. Then, do a break-even analysis with these two figures.

Additional costs. Along with more technology will also come ongoing equipment maintenance and life expectancy costs. If a piece of equipment has moving parts, like a security camera, the visitor check kiosk, or turnstiles, it may require additional parts, maintenance, and/or will likely only last a few years, depending on the technology. Ease of parts sourcing and repair should be considered as well.

Step #4: Know what is being given up, and obtain acceptance.

If the decision has been made to eliminate or reduce guard force, examine what is being given up. Don’t forget potential impacts to intangibles such as work culture and corporate reputation. Occupants and other stakeholders should know what the new process is for entering and securing the facility.

If the facility houses a tech company, use of security technology will look more high-tech to visitors, while for a senior living facility, increasing security technology while cutting security personnel could mean a loss of personal touch.

Similarly, there will be a lack of on-site judgement/decision making and response times could take longer. What is everyone’s reaction?

Step #5: Implementation.

 Communication will be key to letting people know what changes are being made, so there are no surprises.

Set expectations early. When transitioning from guard force to new technology, don’t just flip a switch. Keep the guards at their posts until people are comfortable enough with the new technology to ensure a smooth transition.

Also, create a contingency plan now in case the new security technology fails down the road.

Step #6: Feedback.

Once the new security program is in place, get some feedback. Does the technology actually do what it set out to do? Is there anything that needs to be re-evaluated?

Finally, go back through the costs. Do a proper analysis. Were capital and maintenance costs, like supplies (e.g., paper, ink, badges, DVDs) more than anticipated? Why does it cost more? Go back and do the analysis. Can a cost discrepancy be fixed? How?

Every facility executive has distinct security concerns and risks, as well as an overarching budget they need to be cognizant of. Knowledge of all these factors up front will be key to determining the best and most optimal balance of physical, operational, and systems security for the facility.