Towards a Royal Charter

A central aspiration of The Security Institute has always been to provide the practising security professional with the opportunity to achieve Chartered status and, where desirable and appropriate, the support of bespoke qualifications.

You may be wondering why the move towards Chartered status hasn’t already happened in the security sector. In times past, various associations and institutes have found it difficult to remain financially solvent, or have simply never had the foresight to view Chartered status as a key stage in the end-to-end development of the security professional.

Some may have concluded that their target constituents could not be drawn into Continuing Professional Development (CPD) to the extent demanded by Chartered status.

This is not intended as a criticism, but rather serves as an illustration of how difficult it can prove – even for small groups of hugely driven individuals – to dynamically impact on a profession (particularly one as diverse as security) without any involvement from the wider community.

Why, then, do we suddenly think that Chartered status might be achievable in the not-too-distant future? While some may consider the Security Industry Authority (SIA) to be merely the Regulator of the lowest common denominators in the security industry, there is a genuine desire to eventually witness an enhanced professionalism extended across the root and branch of the multifarious sectors that, together, comprise ‘the security industry’.

Together, the arrival of the SIA and Skills for Security – in tandem with the continued progress being made by the Institute, which now has over 500 members – provides a unique opportunity for the security profession. The Regulator and the national skills body are in a strong position to challenge historic preconceptions as to the value of security when held up against the national economy. Consequently, they are able to elevate the role and importance of the profession within both the private and public sectors.

However, a closely related question is: “How do we now develop the security leaders of today and tomorrow with the foresight, energy and tenacity needed to consolidate this effort and take it forward?”

What is Chartered status?

There’s something in the region of 400 Chartered bodies in the UK. A Royal Charter is a way of incorporating a body and transforming it from a collection of like-minded individuals into a single legal entity. A body incorporated by Royal Charter has all the powers of a natural person, including the power to sue (and be sued) in its own right.

To be Chartered undoubtedly accords the highest level of professional status, credibility and recognition for an organisation (and, where relevant, the individual). It signifies pre-eminence, stability and permanence

At one time, Royal Charters were indeed the only means of incorporating a body. Today, the granting of new Charters is comparatively rare. In this day and age, Royal Charters are reserved for eminent professional bodies or those charities boasting a solid record of achievement and financial stability. In the case of professional bodies, they should represent a field of activity that is unique and not covered by any other professional body.

To be Chartered undoubtedly accords the highest level of professional status, credibility and recognition for an organisation (and, where relevant, the individual). It signifies pre-eminence, stability and permanence. All laudable objectives for the security profession.

Making the first moves

An application for a Royal Charter takes the form of a petition to The Sovereign in Council. As stated, Charters are rarely granted now. That being the case, any body applying for one would normally be expected to meet a number of criteria. Each application is dealt with on its own merits, but in the case of professional institutions the main criteria are as follows:

• The institution concerned should comprise members of a unique profession, and should have as members most of the eligible field for membership without significant overlap in relation to other bodies;
• Corporate members of the institution should be qualified to (at least) first degree level in a relevant discipline, and have an appropriate period of practical experience behind them;
• The institution should be financially sound and readily able to demonstrate a record of accomplishment and achievement over a number of years;
• Incorporation by Charter is a form of Government regulation as future amendments to the Charter and Bylaws of the body require Privy Council (in other words Government) approval... Therefore, there has to be a convincing case that it would be in the public interest to regulate the body in this way;
• Support must be provided to members in the form of Continuing Professional Development (CPD) such that they maintain the currency and relevance of their skills;
• The organisation must hold a national profile within both the education and business sectors;
• The organisation concerned must also uphold standards of professional conduct and practice at all times;
• There must be recognition of the place and standing of the organisation, as expressed by ministers in the key Government departments.

At this point, it should be noted that appearing to meet these criteria does not necessarily mean that a body will automatically be granted a Charter.

TSI: taking the initiative

The Security Institute has asked that a Working Committee be established to produce a business plan and project map for identifying the necessary resources (and then underwriting possible progress) towards a Royal Charter. Members of that Committee will be drawn from commerce, Government, other professional bodies and, of course, the security community.

In the first instance, The Privy Council must be approached to gauge how supportive it might be of the Institute’s application. The Council must be ‘on side’ if reality is to match our ambitions. We are confident that the City Fathers will encourage our approach.

A planning meeting can then be held early in the New Year. Peter French CPP FSyI is managing director of SSR Personnel Services (www.ssr-personnel.com) and Richard Flenley QPM FSyI FCMI FRSA the principal consultant of RAF Associates