Statements of intent

“While most security practitioners will never be involved with protecting a Royal Palace or the Houses of Parliament, the same challenges and principles that apply to landmark, high profile locations are also fundamental in achieving consistent success when protecting people and property in general. The modern day security manager cannot operate in a vacuum. He or she needs to have a real understanding of their organisation and its aims.

“They must have security plans in place that detail the practical measures needed to minimise risks without introducing unnecessary and time-consuming bureaucracy. They must also ensure the proper co-ordination of security activities that are firmly underpinned by clearly designated areas of responsibility.”

These are the informed words of ex-Metropolitan Police Commissioner Sir John Stevens QPM, culled from his succinct Foreword to one of the most sought-after publications now produced by (and on behalf of) corporate security professionals. That publication is The Security Institute’s (TSI) Yearbook and Directory of Qualifications 2005. Indeed, it is perhaps a measure of how far the Institute has progressed in a short, sharp five-year lifespan that such a prominent figure in the public sector agreed to be the body’s Patron. The Institute’s founding chairman and Security Management Today (SMT) Editorial Advisory Board member Geoff Whitfield certainly thinks so.

“We must look upon this as a measure of the very high level at which we liaise with the public sector,” states Whitfield with an engaging enthusiasm. “There’s a rapidly increasing awareness of TSI. Look at the frequency with which you now see Institute membership quoted as ‘desirable’ in job advertisements. In our Yearbook you can read all about the members and discover their qualification status. We have managed to move the discipline of security management towards an increased transparency.”

Whitfield has just stepped down from the chairmanship of TSI, handing over the reins to former Bank of England and MBNA Bank (Europe) security director Bill Wyllie. A prescient moment, then, to look back at the Institute’s achievements to date, and ponder over what the future might hold.

Managers as professionals

As a journal, SMT is firmly supportive of the Institute and its objectives. Eagle-eyed readers will have noticed our regular TSI column which has been running for some time now.

There is a groundswell of opinion that demands security managers be seen as professionals in their own right and recognised as such. That is the basic premise on which TSI was founded by Whitfield, Wyllie and several other practitioners (including consultants Stewart Kidd and Ian Johnson, and HSBC security manager Chris Smith), and it is one with which SMT fully concurs.

Many people say that to make sense of the future you must first understand the past. Geoff Whitfield has to be a believer in that maxim, because as soon as I ask him to reel off what he believes TSI has thus far achieved as an organisation he immediately wants to “take a step back for a moment”. Whitfield cites the year 1997, and the moment he succeeded Mervyn David as chairman of ASIS (UK) Chapter 208. “Mervyn had done a brilliant job for ASIS,” states Whitfield. “We had a superb Chapter. On that basis I just didn’t know how I could make my mark, but then I came up with the idea of putting together a ‘think tank’ to discuss how we might wish to see the security sector progress in terms of operational standards.”

Initially, the role of the security officer was a possible topic for debate, but Whitfield, Wyllie and the other TSI founders reasoned that the BSIA was already representing their future interests. “There was a major gap to be filled,” says Whitfield, “because there wasn’t an organisation to represent the views of managers and raise awareness among them of the importance of training and the need for continually developing their skills. There was a strong desire to increase the profile and professionalism of security managers.”

In times gone by, others had tried and failed to do so, either because of poor financial support or inconclusive and insufficient consultation. This time, the opinions of over 200 senior security managers and directors were immediately canvassed by letter, so too the major companies. “What we were aiming to do was provide suitable information for Human Resources directors and chief executives of those client organisations who wanted to hire security people but ultimately had no way of gauging what – and who – they were taking on,” adds Whitfield.

At this point, Bill Wyllie chips in. “In line with what Geoff has said, it was all about creating transparency such that the role of the security manager could be properly understood.”

Not surprisingly, there was no opposition to what was being proposed. A little unease did surface in the late summer of 1999, when 20-plus organisations gathered at Kings College in London to hear what TSI might look like in practice. “All of the interested parties from the industry were in the room,” recalls Whitfield. “The BSIA, SITO, JSIC, IPSA and senior level security consultants. At that point we were either going to sink or swim. Thankfully, we delivered a solid presentation of our ideas, and there was no opposition from the floor.”

Pledges of financial support were made on that very day and, within a couple of months, Whitfield and Co’s vision had translated into £30,000 of start-up funding. The inaugural Validation Board meeting was held in December 1999, and 30 or so managers joined the ranks. “It wasn’t just a case of making everyone a Fellow from the word ‘Go’, though,” counters Wyllie. “Those managers were validated at various levels” (be it Fellow, Member or Affiliate/Associate).

Over 350 security managers and directors have now joined TSI and, of course, the Institute wants to swell its membership base still further in a bid to become (at some stage) The Chartered Security Institute. To this end, Bill Wyllie has publicly stated that his main aim for the next 12 months is to double the membership, taking TSI’s numbers up to between 700 and 800.

Managers who decide to join will know they belong to a serious body because the validation process is nothing if not rigorous. This is no rubber-stamping exercise. “The Validation Board will assess a candidate’s scores in advance, and then meet and decide to elect the given professional – or not, as the case may be – after between 15 and 30 minutes of detailed deliberation and discussion,” adds Whitfield. That’s as it should be.

Success in the real world

In reviewing the successes of TSI to date, Whitfield pinpoints the Institute’s aims and objectives, and to what degree each has been fulfilled. One of those objectives is to encourage and develop the highest standards of training and education for the long term benefit of the profession and those whom it serves. That objective has already been met with some aplomb by way of the Institute’s Guide programme.

We will never be slavishly uncritical of the regulator if we feel that criticism is appropriate. That said, those of us at the Institute have the utmost regard and respect for the progress that has been made so far at 50 Broadway

Bill Wyllie, Chairman, TSI

The Guide concentrating on the procurement of manned security was serialised across several editions of SMT in late 2003/early 2004, of course, and much of its contents have since been taken on board by the Security Industry Authority (SIA) in relation to the Approved Contractor Scheme.

The CCTV Guide is currently in the pipeline – its scope is outlined in this month’s TSI column on page 49, penned by Working Group chairman Gordon Tyerman – and three further Guides are planned, the first of which concentrates on technical consultancy issues.

“I attended the CCTV Guide Working Group meeting only this week, and I can tell you that this document will be no CCTV installer’s Handbook,” urges Bill Wyllie. “It will be in two parts. The first of these will explain the benefits of CCTV, how to conduct a risk analysis, how to enlist the services of a decent consultancy to specify the necessary surveillance systems, and how to have those systems installed and commissioned.

“The second half is a technical Guide, again for laymen, as to how CCTV actually works. If, for example, you have a square site, it might be cheaper to install four cameras rather than two. Placing a camera on each corner of the site is a cost, of course. If you want to locate a camera halfway down each side of the building, you’re going to have to dig up the car park. This is the sort of administrative and financial issue managers need to deal with.”

As yet, the Institute hasn’t initiated any formal training for members, but according to Wyllie there are firm plans to discuss this for the future. In the building services engineering sector for one, Continuing Professional Development (CPD) is widely respected, and adds real value to an engineer’s status and knowledge. On that basis, one wonders if TSI is going to jump on this particular bandwagon.

Interestingly, Whitfield doesn’t discount the idea. “In the fullness of time, it may well be the case that individuals’ membership of the Institute will depend upon their regular and demonstrable engagement in CPD activities,” he says. A case of: ‘Watch this space’, it seems.

Last October’s inaugural SMT Forum suggested that, more and more, the security function – and specifically the management of that function – is tasked to a facilities manager or a contracts manager who, with all due respect, will not be solely focused on security, and may have little or no comprehension of the matter. How does that square with TSI’s desire to double its membership base? Will such managers be accepted into the Institute if they are not a traditional security specialist?

“We will accept them if they have the right background and skills, which will be thoroughly assessed,” counters Whitfield. “Thereafter, the aim of our Guides and regular Members’ Evenings is to help those people to perform the security function with skill.”

Wyllie then reveals that TSI has taken the decision to write another Guide, this time entitled: ‘Security in the Workplace: a Guide for Facilities Managers’. “We almost didn’t commit to this because we were worried about producing a heavy tome that the facilities manager would take away and automatically believe they had suddenly become an expert on security. Let me be clear that this is not the intention, but neither will the Guide be superficial in content or scope.”

In terms of welcoming professionals such as facilities managers into the fold, Wyllie is insistent that membership of TSI is a statement to the outside world that the possessor of that membership is a genuine professional operating at a desired level of competence.

The drive to increase membership, it seems, will not subsume the need to maintain standards of the highest probity.

One Institute, one voice

At present, the Home Office and the Government are not able to speak with one organisation that represents people who ‘do’ security (excluding those involved with systems). “We’re really talking about everyone from the corporate security director through to the chap patrolling the building site accompanied by a guard dog,” explains Wyllie. “I feel the Home Office should be able to converse with one representative faction. That faction doesn’t yet exist.”

JSIC has tried to fill this void but, for numerous reasons, has so far failed in its bid.

Wyllie draws an interesting parallel for his theory by citing a number of other professional organisations. Some are not Government bodies, but their constituent membership is elected by professionals. If you are not a member of the Council of these organisations then you cannot be in practice. Further, you may be de-registered for evidenced poor practice. “We are starting with corporate security managers,” adds Wyllie, “but there is a void that needs to be filled if the industry is going to have a genuine conduit to Government on security and related issues.”

As stated, one of the Institute’s longer term goals is to become a Chartered body. Is that realistic in Whitfield’s eyes and, if so, what sort of timescales are being proposed?

“It depends on three elements. The number of members you have, your capital reserves and, last but by no means least, credibility. The latter is the most important aspect. Our Patron is extremely keen that Chartered status is where we ought to be heading, and as quickly as possible.”

In the fullness of time, it may well be the case that individuals’ membership of the Institute will depend upon their regular and demonstrable engagement in CPD activities. This would demonstrate our desire to maintain the highest standards of probity

Geoff Whitfield, Founding Chairman, TSI

Whitfield and Wyllie both feel that ten years from inception is the time for this to happen. So 2010 it is, then? “I think that is achievable,” suggests Whitfield. “If Bill can double the membership in the next year this will be a huge step in the right direction.”

Benefits of membership

Security managers will only join TSI if significant benefits may be derived from doing so. That is a truism which any association or institute operating within the security industry or without must accept. Aside from educational instruction by way of the Guides, therefore, what other useful plus-points are there to becoming a member?

For one, those who join benefit from having an independent and objective validation of their status as a security professional. Wyllie describes this as “peer evaluation and recognition”. That status and accomplishments will be acknowledged.

“There are also plenty of opportunities to network and exchange ideas, information and intelligence,” adds Wyllie. “The Institute is really the forum for individual security professionals to explore theories, access information and directly and indirectly influence the development of their chosen profession. They can help in shaping their own destiny and that of like-minded practitioners in the industry.” Undoubtedly a compelling case that should not be lost on those readers of SMT who have perhaps thought of ‘enlisting’ but, for one reason or another, haven’t yet put pen to paper.

The subscription fee for Fellows and Members is currently £90 per annum, and £50 for Associates and Affiliates. New Members joining in 2005 will pay an increased fee of £185, which comprises the above fee in addition to an application charge of £95 (directly reflecting the cost of new vetting procedures).

Wyllie is adamant that he will talk to anyone or any organisation that wishes to converse on any matter of benefit to the security industry. “We very much want to build relationships,” he urges. “EPIC will always be there for ex-policemen and women, and the ASC will remain as a ‘home’ for consultants. They are niche interest bodies, as is the Risk and Security Management Forum. We want to work with them. We are certainly not in the business of trying to subjugate any of these groups, nor erase them from the picture.”

Discussions have already begun with the SIA, concentrating on the ways in which TSI might assist in the future licensing of security managers (be they in-house or contract professionals). Geoff Whitfield feels that the Institute’s own Validation Board process goes a great deal of the way towards providing the SIA’s compliance checkers with most of the information they could need, with the exception of a criminal record check.

Whitfield is at pains to point out that these discussions are at a very early stage.

“It is my intention to work very closely with the SIA,” continues Wyllie. “We will never be slavishly uncritical of the regulator if we feel that criticism is appropriate. That said, those of us at the Institute have the utmost regard and respect for the progress that has been made so far at 50 Broadway.

“Of course there will always be details over which different sectors and factions will disagree, but everyone in this industry needs to remember that the overall thrust of the SIA is for the massive benefit of the security profession, and indeed the society it serves.”

In essence, therefore, the SIA’s aspirations and those of the Institute are as one.

TSI: the next move

In Bill Wyllie’s view – and, it must be said, that of TSI’s membership in its entirety – Geoff Whitfield has “created superb foundations” upon which the Institute can build. “This is a fantastic inheritance, and it will not be a case of my new broom sweeping clean,” he insists in no uncertain terms.

Now, Wyllie wants to “get out and about” and make presentations to major organisations who perhaps haven’t heard of the Institute and what it can do for security managers. Organisations such as the Confederation of British Industry and the British Institute of Facilities Management.

Geoff Whitfield insists that his time as chairman has been one of the most interesting and rewarding experiences of his working life. So don’t think about joining TSI. Do it. Help to transform security management into a respected and recognised profession.