Opinions - Minimum Post Orders

[SecTrainer]

I would like to solicit everyone's opinion - officers, managers and consultants alike - as to what you believe should be included in the MINIMUM post orders for ANY security post.

NOTE: I'm looking for categories of orders, not specific orders themselves, which would obviously vary from post to post. For instance, "emergency notification procedure" is a category of orders, whereas the procedure itself would be site-specific. "Frequency of foot patrols" would be a category, whereas the specific time interval that might be specified within that category would again be site-specific.

Thanks - I look forward to reading your replies!

[FireRanger]

Patrol Safety, with a focus on Officer Safety. I have worked in-house and contract security for various companies and I have yet to be trained in basic officer safety tactics. These tatics are general and can be tailor made to any site and how they do things. They include how to approach a suspicous vehicle in the parking lot, on foot, by car or both. How far and where to stand when contacting the driver of said vehicle, how to approach a suspicous person on site. Again how far and how to stand, how to "cut the pie", how to use light and sound discipline, when is broadcasting your prescense better then trying to be more steathy about your prescense. The concepts of contact and cover. These are just basic security prinicpals that can be applied to any site, yet it is never taught or given to the staff in any way. I think some companies take for granted that there is a decent amount of retired or former Military and LEO's in private security, where this training was probably already given to them.

[officerchick]

how to "cut the pie", how to use light and sound discipline, when is broadcasting your prescense better then trying to be more steathy about your prescense.

I'm not familiar with this phrase. Would you explain, please, if it won't distract form the OP too much?

[NoMoreFEMA]

I arrived on-post as a supervisor replacement about a year ago. I am looked at as a “cleaner” of sorts. In management, but work difficult and troubled posts to maintain client confidence. My present assignment is for a computer chip manufacturing company that will shut down in 2010. The main goal was to reorganize the security department, streamline operations and regain client confidence. The first thing I looked at was the Post Orders.

Our company has contractual rules which are incorporated into the individual site Post Orders. Each officer has signed this contract for employment so it is included as a “reminder”. This is all my post had at the time, which was something like 4 to 7 pages. All instructions were verbal, which was incredible for such a site. Security is involved with chemicals & chemistry, spill detection, disaster response, life-safety, access control, surveillance, etc. After a month of work and consulting almost on a daily basis with the client, we now have a 75 page live document that is our Post Orders.

While I will try not to get involved in it to keep this brief, we settled on the following which appear in the same order as what you would find in the actual Post Orders…

* Emergency Contacts List
* Introduction (including post hours, use of post orders, electronic media, general instruction <employment contract>, Things you should know about chemistry, objectives, uniforms & equipment, safety in the workplace, chemical hazards, officer safety & use-of-force).
* Post Manuals (including Emergency Action Plan, Environmental management System, Materials Safety Data Sheet Statement, Post Orders).
* Generic Forms (including Daily Officer Report, Incident Report and assorted other security company internal forms).
* Security Control Room (Monitors & DVRs, Notifier Fire Computer System Overview, Pro-Watch Computer System Overview, Duty Computer, Computer Use Policy of company and client, email system, telephone policies, Telephones <desk, emergency, internal page system and cell phone>, Motorola Radio operation and use, Uniden Emergency Radio operation & use, Keys, Temporary ID Badges, Safe Access, First Aid Cabinet Inventory and Use Policy, Automatic External Defibrillator, Explosive Atmosphere Sniffer use).
* Post Specific Forms (including Visitor Log & procedure, Vehicle registration form & procedure, Parking lot citations & procedure, Tool Log, Safe Access Form, Signature Stamp Form, Gold Plate Form, Camera Request Form, New ID Badge Request Form, problem Report, property Removal Form, Hazardous Chemical Spill & Release Form & procedure, First Report of Injury Form & procedure, Authorization for employee medical treatment Form & procedure, Fire Riser Inspection Form & Procedure, Fire Extinguisher Inspection Form & procedure, Emergency Exit Door Inspection Form & procedure, DVR Malfunction Log, Key Log and Emergency Radio Inspection Form & procedure).
* Post Procedures (including General information, foot tours, Notifier use, Pro-Watch use, Computer back Up Tape Exchange, Clean Room procedure and Test, Cryogenic Liquid & Compressed Gas Deliveries, Other chemical deliveries, Testing leaks & spills).
*Emergency Incident & Response procedures (including Security Responsibilities, Blood & Body Fluid precautions, Outside Agency & Authorities, Medical Care Facilities, hazardous Materials Response Contractors Call Sheet, Severe Weather Events, Ice & Snow Response, Weather Information Phone Number <plant closures, etc.>, Nations Weather Service Watches & Warnings.

The appendix has an original hard copy of each paper form we use to make copies. The "Post Specific Forms" section also has a blank form, a correctly filled out form and an incorrectly fill out form. The errors are highlighted with an explination of why it is wrong (space left blank, no initials, date in wrong spot).

Each heading is like a “chapter” and each sub-heading is like a page in the chapter. Therefore, it is set up as 1.0 for Emergency Contact List; 2.1 would be Introduction-Post Hours; Emergency Incident & Response Procedures-Severe Weather Events would be 8.6.1 and 8.6.2 because it takes two pages of the Post Orders.

Color photos of technical stuff, like screen shots of the computer systems when showing procedures to acknowledge a trouble alarm on the Notifier, are also included in the Post orders where necessary.

Something to think about…Amendments to the Post Orders. I have seen where some will strike out the old verbiage and then include the new verbiage after the struck-out section. Others will put additions at the end of the chapter or section, or in an appendix. I don’t like either way. I send out a memo to the client, the owner of the security company and my officers that a change is imminent. I will quote chapter and verse of the old order, and then give the new order in a different color. An effective date of change will also be given in the memo. After I have received email return receipt from the client and my boss, and physical signatures of my officers on my officer memo, the page will be removed from the Post Orders and the new sheet will immediately be inserted. I will then write the actual change date on the officer memo (the one all of my people signed) and sign it, showing that the change was indeed made. A copy of the outdated orders and current orders are kept as a PDF on the company computer and I am allowed to keep a copy of the old and current in my private email address as a back up. The memo is scanned as a PDF and the original is filed. Post Orders are also available as a printed document in the security office.

This may seem to be a highly technical set of Post Orders and it may seem overblown. However, one has to remember the chemistry, possible emergencies, and possible threats to life-safety that we deal with on a daily basis. Our training varies from person to person but averages 40 – 80 hours prior to being released on your own assignment solo. Everyone is crossed trained in every position so we are all considered specialists.

Hope this helps, YMMV.

Chris

[txinvestigator]

I'm not familiar with this phrase. Would you explain, please, if it won't distract form the OP too much?

We refer to it as "slicing the pie" and it is a technique for looking into a room that may be occupied by an armed person. Not really a post order type of thing.

http://www.officer.com/article/article.jsp?id=32250&siteSection=21

[FireRanger]

PM Sent to OfficerChick

[officerchick]

This may seem to be a highly technical set of Post Orders and it may seem overblown. However, one has to remember the chemistry, possible emergencies, and possible threats to life-safety that we deal with on a daily basis. Our training varies from person to person but averages 40 – 80 hours prior to being released on your own assignment solo. Everyone is crossed trained in every position so we are all considered specialists.

Hope this helps, YMMV.

Chris

Most impressive! I hope you won't mind if I save a copy of this post and refer to it.

[NoMoreFEMA]

Most impressive! I hope you won't mind if I save a copy of this post and refer to it.

Not a problem. If anyone is interested, I can have a sanitized version of the actual orders done and emailed to them. May be use as a point of reference or template.

Glad to help.

[Silva Consultants]

As part of my consulting practice, I often review guard company post orders as a part of the security assessment process. Over the years I have seen quite a variety, but the following would be a fairly typical "table of contents" of a post orders document:

1.0 emergency contacts and procedures
1.1 emergency contacts
1.2 emergency evacuation procedures
1.3 extortion and bomb threats
1.4 civil disturbance emergency procedures
1.5 fires
1.6 trespassers/unauthorized persons
1.7 law enforcement relations
1.8 medical emergencies
1.9 natural disaster procedures
1.10 weather-related emergencies
1.11 violent incidents
1.12 people stuck in elevators
1.13 chemical spills
2.0 general procedures
2.1 introduction to the facility
2.2 post hours and security force management
2.3 public relations
2.4 professional conduct of a security officer
2.5 telephone and radio communications
2.6 security system monitoring
2.7 reporting procedures
2.8 safety procedures
2.9 identification and control of company employees
2.10 patrol procedures
2.11 fire prevention procedures
2.12 use of customer-furnished equipment
3.0 post specific instructions
3.1 general supervisor information
3.2 security officer duties
3.3 facility access
3.4 key control
3.5 elevators
3.6 theft and pilferage control
3.7 lost and found procedures
4.0 shift change procedures
6.0 appendices
6.1 required forms
6.2 other documents

As you can see, many topics are already included on the outline provided by NoMoreFEMA (good job, BTW), with a few additions.

The biggest problems with most post orders I review are:

Document is a "cut-and-paste" job from the guard company's standard template and doesn't relate specifically to the site.
Too many photos and other graphics used to "bulk-up" the document but which don't contain information that is truly useful.
Post orders procedures are in conflict with the client's own security policies and procedures and/or employee handbook.
Document reads like a security text book and contains information that really belongs in a training manual rather than in the post orders.
Document not kept up-to-date and contains much obsolete information (bad contact information, reference to buildings that no longer exist, etc.).

Generally, you can tell quite a lot about the overall security operation just by reviewing the post orders. If the document is complete and up-to-date, chances are good that the on-site security program is pretty squared-away. Conversely, if the post orders are poorly-written or non-existent, there is a good chance there are greater problems with the way that security is managed at the site.

[Bill Warnock]

I would like to solicit everyone's opinion - officers, managers and consultants alike - as to what you believe should be included in the MINIMUM post orders for ANY security post.

NOTE: I'm looking for categories of orders, not specific orders themselves, which would obviously vary from post to post. For instance, "emergency notification procedure" is a category of orders, whereas the procedure itself would be site-specific. "Frequency of foot patrols" would be a category, whereas the specific time interval that might be specified within that category would again be site-specific.

Thanks - I look forward to reading your replies!
SecTrainer this is a subject near and dear to my heart. The other respondents have covered the field. I want to take a departure and discuss wish, goal and mission when writing post, patrol and special orders. We have security officer general orders. Nothing in the general order should be repeated in the post, patrol or special order because it is specific to that particular task. What is the wish of the writer? What is the goal of the writer? What is the mission envisioned by the writer? Most importantly, what do the words mean to each individual reader. Recall your military training, the "Ten Security Instructons." We each had to write out understanding of each order. The understanding covered the gamut! Wishes and goals are in many instances confused and the mission suffers.
A post order is not a novel, short, sweet and to the point in simple easy to understand language. We have to use Napoleon's example. As an artillery lieutenant he found this private. Though the man was retarded, Napoleon keeps promoting him and kept him on his staff. Finally, in desperation, Marshal Ney asked, "Why?" Napoleon's answer was classic and should be practiced by all of us, "Because, when I an order, I let him read it first. If he understands it, everyone else will too!"
Next, have these written post, patrol or special orders been coordinated with general counsel and other staff members?
If they are not properly coordinated or staffed, they may contain errors, contain stupid, improper or illegal wording or directed actions.
Remember the words of Bill Watterson's Calvin and Hobbes, "How can something seem so plausible at the time and so idiotic in retrospect?" Some of our writings do represent tossing water filled baloons! If not careful, we can expect an occasional PLOOSH! And finally, who is responsible for keeping these orders current? When pressed, finger pointing doesn't cut it.
Enjoy the day with C,
Bill

[SecTrainer]

SecTrainer this is a subject near and dear to my heart. The other respondents have covered the field. I want to take a departure and discuss wish, goal and mission when writing post, patrol and special orders. We have security officer general orders. Nothing in the general order should be repeated in the post, patrol or special order because it is specific to that particular task. What is the wish of the writer? What is the goal of the writer? What is the mission envisioned by the writer? Most importantly, what do the words mean to each individual reader. Recall your military training, the "Ten Security Instructons." We each had to write out understanding of each order. The understanding covered the gamut! Wishes and goals are in many instances confused and the mission suffers.
A post order is not a novel, short, sweet and to the point in simple easy to understand language. We have to use Napoleon's example. As an artillery lieutenant he found this private. Though the man was retarded, Napoleon keeps promoting him and kept him on his staff. Finally, in desperation, Marshal Ney asked, "Why?" Napoleon's answer was classic and should be practiced by all of us, "Because, when I an order, I let him read it first. If he understands it, everyone else will too!"
Next, have these written post, patrol or special orders been coordinated with general counsel and other staff members?
If they are not properly coordinated or staffed, they may contain errors, contain stupid, improper or illegal wording or directed actions.
Remember the words of Bill Watterson's Calvin and Hobbes, "How can something seem so plausible at the time and so idiotic in retrospect?" Some of our writings do represent tossing water filled baloons! If not careful, we can expect an occasional PLOOSH! And finally, who is responsible for keeping these orders current? When pressed, finger pointing doesn't cut it.
Enjoy the day with C,
Bill

Great post, Bill. We had 11 "General Security Orders" - #11 was "If you ever forget or violate the first 10 orders, pucker up and kiss your a** goodbye." :D

The point you make about coordinating post orders - especially general post orders, which usually implement broad security policies - with corporate/agency counsel is critical, but often not done.

Something else you imply is that the general post orders should include an order specifying who is authorized to countermand and/or change the post orders. This might be a first-level supervisor, but not necessarily. You might want to move that authority up the food chain a bit.

Best regards to you and M!

[SecTrainer]

As part of my consulting practice, I often review guard company post orders as a part of the security assessment process. Over the years I have seen quite a variety, but the following would be a fairly typical "table of contents" of a post orders document:

1.0 emergency contacts and procedures
1.1 emergency contacts
1.2 emergency evacuation procedures
1.3 extortion and bomb threats
1.4 civil disturbance emergency procedures
1.5 fires
1.6 trespassers/unauthorized persons
1.7 law enforcement relations
1.8 medical emergencies
1.9 natural disaster procedures
1.10 weather-related emergencies
1.11 violent incidents
1.12 people stuck in elevators
1.13 chemical spills
2.0 general procedures
2.1 introduction to the facility
2.2 post hours and security force management
2.3 public relations
2.4 professional conduct of a security officer
2.5 telephone and radio communications
2.6 security system monitoring
2.7 reporting procedures
2.8 safety procedures
2.9 identification and control of company employees
2.10 patrol procedures
2.11 fire prevention procedures
2.12 use of customer-furnished equipment
3.0 post specific instructions
3.1 general supervisor information
3.2 security officer duties
3.3 facility access
3.4 key control
3.5 elevators
3.6 theft and pilferage control
3.7 lost and found procedures
4.0 shift change procedures
6.0 appendices
6.1 required forms
6.2 other documents

As you can see, many topics are already included on the outline provided by NoMoreFEMA (good job, BTW), with a few additions.

The biggest problems with most post orders I review are:

Document is a "cut-and-paste" job from the guard company's standard template and doesn't relate specifically to the site.
Too many photos and other graphics used to "bulk-up" the document but which don't contain information that is truly useful.
Post orders procedures are in conflict with the client's own security policies and procedures and/or employee handbook.
Document reads like a security text book and contains information that really belongs in a training manual rather than in the post orders.
Document not kept up-to-date and contains much obsolete information (bad contact information, reference to buildings that no longer exist, etc.).

Generally, you can tell quite a lot about the overall security operation just by reviewing the post orders. If the document is complete and up-to-date, chances are good that the on-site security program is pretty squared-away. Conversely, if the post orders are poorly-written or non-existent, there is a good chance there are greater problems with the way that security is managed at the site.

Excellent and thoughtful responses from everyone so far - thanks! Each and every response provides a valuable "takeaway". Others...feel free to jump in too!

Michael, I appreciate and echo your observations about the shortcomings you've seen. Very cogent. Incidentally, I notice that your "table of contents" listing jumps from section 4 to section 6 - was section 5 not relevant to this question (e.g., used for site specifics or left free for future expansion), or was this just a typo? (I'm not quibbling - just don't want to miss anything on your list!)

[Silva Consultants]

Incidentally, I notice that your "table of contents" listing jumps from section 4 to section 6 - was section 5 not relevant to this question (e.g., used for site specifics or left free for future expansion), or was this just a typo? (I'm not quibbling - just don't want to miss anything on your list!)

I tried to come up with some type of profound philosophical reason for the omission but came up short. Just a typo...:)

[N. A. Corbier]

Just some echoing...

Stuff like slicing the pie, etc, is training. It isn't post orders.

I've always found that the cookie cutter stuff should go in General Orders, which are the policies which everyone in the company should follow.

Specific General Orders should be modified or countermanded by Post Special Orders, or Individual Special Orders. These Special Orders are just that, orders for special circumstances.

Like, say, the company uniform policy is the hard "police look" uniform, but on X post, blazers are worn. The General Order for uniforms requires the wearing of the Class B uniform. The Post Special Orders for Account Bob countermand General Order 100.3.4 through 100.3.6 and mandate the authorized basic uniform for the post be Blazer, Blue and Shirt, Dress, White.

Another very useful thing in post orders is numbering so that you can reference things.

Oh, and finally, I have seen post orders that were written by the day shift guard on a napkin. This should be unacceptable. He may "know" how the post is run, but nobody at management level knows what the hell is going on.

The Post Special Orders should be written based on the contract, and should be reviewed and agreed to by the client. Any changes from the client should be submitted to the management office, at which point the management office (upon agreement as outlined under contract) shall issue new post orders which supersede the old ones.

Many times, the client rep who has no actual corporate authority to do so will make changes to the guard force duties and then BOOM, "We never told him to do that." or "The Guard did that himself!"

And then the firm is stuck paying 200 dollar towing tickets or paying for a device that the client rep just had his uncle Zeke steal.

[SecTrainer]

Excellent observations, Nate. Something we often don't consider is the phenomenon sometimes referred to as "contract creep", meaning those little incremental changes in the way a contract is implemented that happen over time, and that can cumulatively add up to a huge disconnect between what officers were originally contracted to do and what they are actually doing a year later.

In the construction industry, a properly written contract will provide a clear process for "adds and changes" to the original plans, and good construction managers make NO changes to the original plans without a written modification order, which usually will also include a modification to the cost of the project resulting from the change. These modification orders then become part of the original contract, enforceable just like any other terms of the contract.

This is just good contract management. Many "little" informal requests from the client are such that they have an associated cost for you to deliver (an officer's time, for instance, or a cost associated with some item of gear that's needed, or even sometimes the cost of losing officers when a request involves "scut work" like sweeping the lobby or shoveling the front walk). That means that very often your answer to the client who is requesting a change to the contract should be: "We'll be very happy to accommodate your request. If you'll put it in writing, I'll have it costed out by our bean-counters and get back to you on what the change in our rate will be. If it's acceptable to you, we'll modify the contract immediately."

Notice how cooperative this response is. However, my own experience is that when you politely tie contract changes to an associated change in your rate (assuming the request does involve some additional cost to you), the "little request" often simply evaporates and you never do get that request in writing from the client. This keeps you from directly opposing a client request, but it also saves you from the unpleasant experience of looking up one day and suddenly realizing that you're doing a lot of stuff for free that was never mentioned when the contract was created. Given the very slim margins in our industry, we cannot afford to do anything for free - nor should any client expect us to.

[Bill Warnock]

Nathan that was excellent. However, when changes are contemplated the wording must again be staffed through legal counsels and appropriate staffs of both the provider and client and signed by designated representatives of both. Verbal orders stink! They may be necessary, but the issuing party must be a supervisor known to the post stander and be present. Again this verbal stuff is just so much bovine scatology or, if you wish, nightsoil from a large and well fed ox.
Enjoy the day,
Bill

[HospitalOfc.]

Our company has contractual rules which are incorporated into the individual site Post Orders. Each officer has signed this contract for employment so it is included as a “reminder”. This is all my post had at the time, which was something like 4 to 7 pages. All instructions were verbal, which was incredible for such a site. Security is involved with chemicals & chemistry, spill detection, disaster response, life-safety, access control, surveillance, etc. After a month of work and consulting almost on a daily basis with the client, we now have a 75 page live document that is our Post Orders.
I was faced with a very similar situation in my current role, although we are an in-house department so things did vary somewhat. When I came on-board we had a "Procedures Binder" that contained 10-15 pages of outdated and vague information, in the past several years we wrote new procedures and training standards based on every task our Officers may be required to complete during their day.

In its finished form it is actually quite similar to what "NoMoreFEMA" has described

we settled on the following which appear in the same order as what you would find in the actual Post Orders…

*Emergency Contacts List
* Introduction (including post hours, use of post orders, electronic media, general instruction <employment contract>, Things you should know about chemistry, objectives, uniforms & equipment, safety in the workplace, chemical hazards, officer safety & use-of-force).
* Post Manuals (including Emergency Action Plan, Environmental management System, Materials Safety Data Sheet Statement, Post Orders).....

Each heading is like a “chapter” and each sub-heading is like a page in the chapter. Therefore, it is set up as 1.0 for Emergency Contact List; 2.1 would be Introduction-Post Hours; Emergency Incident & Response Procedures-Severe Weather Events would be 8.6.1 and 8.6.2 because it takes two pages of the Post Orders.

Color photos of technical stuff, like screen shots of the computer systems when showing procedures to acknowledge a trouble alarm on the Notifier, are also included in the Post orders where necessary.

The finished document runs slightly over three hundred pages, and during their initial thirty day field training period all new Officers are trained and tested on each procedure. If at the end of the thirty days they have not tested as competent on all procedures training will be extended to such time as they have either demonstrated competency or are removed from duty (usually one to four more weeks).

Here is a slightly sanitized version of our actual table of contents.

1.0 FIRE SYSTEMS
1.1 SIMPLEX FIRE SYSTEM
1.1.1 Respond to alarm as dispatcher
1.1.2 Place system on bypass
1.1.3 Run status list (bypass & abnormal)
1.1.4 Place individual points on/off bypass
1.2 EDWARDS FIRE SYSTEM
1.2.1 Respond to alarm as dispatcher
1.2.2 Place system areas on test status
1.2.3 Place individual points on/off bypass
1.3 FIRE SUPRESSION SYSTEM
1.3.1 Locations
1.3.2 Basic operations

1.4 REMOTE BUILDING FIRE PANELS
1.4.1 Child Care Center Panel
1.4.2 Psych Unit Panel
1.4.3 Rehab Center Panel
1.4.4 Clinic Panel
1.4.5 Clinic #2 Building Panel
1.4.6 Power Plant Panel
1.4.7 HUD Housing Apartments #1 Panel
1.4.8 HUD Housing Apartments #2 Panel
1.4.9 Alzheimers Unit Apartments Panel
1.4.10 Student Nurse's Housing Panel
1.4.11 Laundry Panel
1.4.12 Helicopter Hanger Panel
1.4.13 Clinic Building #3 Panel
1.4.14 Renal Dialysis Unit Panel
1.4.15 Office Building Panel
1.4.16 Storage Building Panel
1.4.17 Behavioral Health Building Panel

1.5 SPRINKLER SYSTEMS
1.5.1 Locations of shut-off valves
1.5.2 Locations of fire pumps
1.5.3 Operation of fire pumps

2.0 SECURITY SYSTEMS
2.2 CCTV SYSTEM
2.2.1 Logging into Intellex/Network Client
2.2.2 Monitoring of video/Guard tours
2.2.3 Replaying video
2.2.4 Recording of video
2.2.5 Printing of pictures from video
2.2.6 Release of video or pictures

2.3 ACCESS CONTROL SYSTEM
2.3.1 Logging into the access control System
2.3.2 Granting access (verification and logging)
2.3.3 Badging procedure
2.3.4 Lock or unlock doors
2.3.5 Journal replay reporting
2.3.6 Personnel previous doors log
2.3.7 Acknowledgement of alarms
2.3.8 Initiate Facility lockdown

2.4 ALARM SYSTEMRESPONSES
2.4.1 Infant security system alarm
2.4.2 Facility operations systmes alarms
2.4.3 Panic alarms
2.4.4 Door alarms
2.4.5 Communication failure alarms
2.4.6 Intrusion/burglary alarms
2.4.7 Medical gas system alarms

3.0 COMMUNICATIONS
3.1 RADIO OPERATIONS
3.1.1 Base unit operations
3.1.2 Vehicle unit operations
3.1.3 Portable unit operations

3.2 TELEPHONE SYSTEM
3.2.1 Phone operations (place calls on hold or transfer calls)
3.2.2 Long distance usage and code
3.2.3 Emergency numbers
3.2.4 Department numbers
3.2.5 Elevator phones
3.2.6 Paging system

3.3 OVERHEAD PAGING SYSTEM
3.3.1 Switchboard
3.3.2 Hardwired phone line paging
3.3.3 Fire system paging

4.1 STANDARD PATROL DUTIES AND PROCEDURES
4.1 LOCKS AND KEY ISSUANCE
4.1.1 Daily lock up and unlock procedure
4.1.2 Issuance of keys (Contractors, Environmental Service, etc.)
4.1.3 Key issuance RFS
4.1.4 Basic function of locks

4.2 BANK DEPOSITS
4.2.1 Record keeping
4.2.2 Routes and locations
4.2.3 Cash transport procedures

4.3 LOST AND FOUND
4.3.1 Receiving items
4.3.1 Release of items

4.4 PATIENT VALUABLES
4.4.1 Receipt and record keeping
4.4.2 Deliveries

4.5 GENERAL PATROL DUTIES
4.5.1 Rounds
4.5.2 Searches
4.5.3 Use of force
4.5.4 Radioactive material courier escorts
4.5.5 Emergency response procedures and guides
4.6 VEHICLE PATROL & OPERATIONS
4.6.1 Vehicle operations guidelines
4.6.2 Use of emergency lighting
4.6.3 Assist with vehicle lockouts
4.6.4 Assist with jump starting vehicles
4.6.5 Escorting personnel
4.6.6 Response to motor vehicle accidents
4.7 PARKING ENFORCEMENT
4.7.1 Parking policy
4.7.2 Towing of vehicles
4.7.3 Running vehicle registration
4.7.4 Issuance of violation notices (citations and warnings)
4.7.5 Filing of violation notices
4.7.6 Emergency parking (fire lanes and handicapped spaces)
4.8 TEC & PSYCHIATRIC UNIT DUTIES
4.8.1 Patient room stand bys (ETOH, Ch 51, Ch 55, blood draws)
4.8.2 Receipt and disposal of contraband (weapons & Unknown substances
4.8.3 Escorting patients to the Psychiatric Unit
4.8.4 Assisting patients
4.8.5 Relocating vehicles (procedure and record keeping)
4.8.6 Assisting Helicopter operations
4.9 HAZARDOUS MATERIAL AND PROTECTIVE EQUIPMENT \
4.9.1 Use of N95 respirator
4.9.2 Use of medical PAPR
4.9.3 Set-up of HAZMAT decon tent

5.0 REPORTING AND RECORD KEEPING
5.1 DISPATCH RECORDS AND DUTIES
5.1.1 Shift information log
5.1.2 Radio log
5.1.3 Key logs
5.1.4 Vendor logging and badging
5.1.5 Replacement pager sign out
5.1.6 Barring notices and restraining orders
5.1.7 Facility Operations request for service
5.1.8 Resident housing keys sign out (procedure and logging)
5.1.9 Hot works permits
5.1.10 Power Plant operator call in log
5.1.11 Fire alarm, fire drill, and smoke odor reports
5.2 INCIDENT REPORTING
5.2.1 Assignment of incident numbers
5.2.2 Use of incident reporting software
5.2.3 Incident report writing
5.2.4 Incident report database searches
5.3 PERSONNEL FORMS & RECORDS
5.3.1 Schedule
5.3.2 Time keeping
5.3.3 Request for time off
5.3.4 Overtime accounting

[SecTrainer]

Thanks, HospitalOfc! I wonder if I might ask you to go back through your table of contents and give me your opinion as to which items you think would apply to any security post - in other words, which ones would constitute the minimum post order categories or items that any security officer going to work at any post would reasonably expect to see?

[Aust-SecMan]

I may have missed it but I didn't notice a "Code of Conduct" or "Ethical Standards".

[Cocked&Locked]

Most of the stuff here so far seems to be the sort of stuff that should be in a training manual or part of a list of standing orders. (I.E. like Aust mentioned above, CoC and ethical standards should probably part of the company policy/ employee manual.)
I don't have much experience with civilian security yet, but from a military perspective there are few things that change from post to post.

My minimal list would include,
-Definitions of the post's boundaries.
-Responsibilities unique to the post.
-Escalation of force procedures.
-How to contact supervisors, and what to do if they are unavailable.

In the military, those are the few items that actually change (in my experience), everything else is pretty well covered by set rules that govern all posts.

[Aust-SecMan]

Cocked&Locked I agree that CoC and ethical standards should be part of the company policy/ employee manual, but from my experience they should also be included at all individual sites regardless of the security provider’s employment requirements.

The differences between a clients perception of acceptable behavior will differ to the companies policies and should be discuss with the clients to ensure expectations from the security personnel are clear and precise at each site. (This will also be useful when sub contracting guarding services).

In my opinion this can never be over documented.

[SecTrainer]

Most of the stuff here so far seems to be the sort of stuff that should be in a training manual or part of a list of standing orders. (I.E. like Aust mentioned above, CoC and ethical standards should probably part of the company policy/ employee manual.)
I don't have much experience with civilian security yet, but from a military perspective there are few things that change from post to post.

My minimal list would include,
-Definitions of the post's boundaries.
-Responsibilities unique to the post.
-Escalation of force procedures.
-How to contact supervisors, and what to do if they are unavailable.

In the military, those are the few items that actually change (in my experience), everything else is pretty well covered by set rules that govern all posts.

The civilian world of security is quite different from the military in that sites can vary quite widely in their procedures. Also, the fact that a procedure is taught in training does not also mean that there is no need to include it in a post order. In the military, you have "standing orders" that are applicable everywhere and at all times, but there is really no such thing on the civilian side except perhaps those that relate to the state laws and regulations that apply to security officers, and even these can be implemented somewhat differently at different sites.

[bigshotceo]

Personally, I think that the best method is to have two different "versions" of post orders (hear me out on this one :) ).

The first set should be a short, simple set that would be written in easy-to-understand English. This set should contain vital information, such as:

1) Name and address of the site
2) Basic explanation of the guard's responsiblities
3) Things that MUST be done at some point during the shift (ie, lock the front doors, check in with someone, plug a car in, etc..)
4) Safety hazards (ie wear a hard hat in area X, the railing in area Y is loose, etc...)
5) Emergency contact info, as well as people who the guard can call for non-emergency stuff.
6) Any other really important stuff.

The second set would be the "complete" post orders.

I believe this is useful for a few reasons (yes, I like numbered lists :) :

a) Quite a few guards, unfortunately, don't really have a good grasp of the English language, often because they're immigrants. By having the simple set they can read, at least they have a good idea of the important stuff instead of not knowing anything because they were unable to read the post order book.

b) In many cases when a guard replaces someone at a site for only one shift, they don't really want to read a set of post orders ("hey, I'm never coming back, and nothing's going to happen anyway"). This way, at least they'll know the important stuff.

c) Even if they do plan on reading the post orders, it's possible that they'll need to know the important stuff before they end up reading it in the post orders (for example, maybe they were supposed to lock the doors one hour after their shift start time, but they didn't get to that part in the post orders yet).

d) It provides a handy reference, makes it easier to remember the important stuff and it's easier to find if the guard panics.

[Silva Consultants]

My view is that post orders are something like the Owner's Manual that comes with a car. The Owner's Manual doesn't tell you how to drive a car - it assumes that you already know that. Similarly, when a security officer is assigned to a site, it is assumed that he or she already has basic security skills. The purpose of the post orders is to tell the officer how these skills will be specifically applied at this site, and to give other detailed site-specific information.

In addition, the post orders serve as a tool to define expectations between the client and the guard company. The client representative should review and agree to what is in the post orders document. This should serve as the basis for what the security officers are expected to be doing on a daily basis.

[HospitalOfc.]

Thanks, HospitalOfc! I wonder if I might ask you to go back through your table of contents and give me your opinion as to which items you think would apply to any security post - in other words, which ones would constitute the minimum post order categories or items that any security officer going to work at any post would reasonably expect to see?

I'm sure I've probably missed something, but I would say this would do for a minimum.

1.0 FIRE SYSTEMS

1.1 RESPONSE

1.2 LOCATIONS

1.3 OPERATIONS

2.0 SECURITY SYSTEMS

2.1 RESPONSE

2.2 LOCATIONS

3.3 OPERATIONS

3.0 COMMUNICATIONS

3.1 OPERATION

4.0 STANDARD PATROL DUTIES AND PROCEDURES

4.1 GENERAL PATROL DUTIES AND PROCEDURES

4.2 VEHICLE OPERATIONS

4.3 SPECIAL DUTIES

4.4 HAZARDOUS AREAS AND REQUISITE PROTECTIVE EQUIPMENT

4.5 AUTORIZED USE OF FORCE

5.0 REPORTING AND RECORD KEEPING

5.1 REQUIRED RECORD KEEPING DUTIES

5.2 INCIDENT REPORTING

5.3 PERSONNEL FORMS & RECORDS

6.0 EMERGENCY PROCEDURES

7.0 CHAIN OF COMMAND AND CONTACT PROCEDURES

[NoMoreFEMA]

Most of the stuff here so far seems to be the sort of stuff that should be in a training manual or part of a list of standing orders. (I.E. like Aust mentioned above, CoC and ethical standards should probably part of the company policy/ employee manual.)
I don't have much experience with civilian security yet, but from a military perspective there are few things that change from post to post.
Many things change from post-to-post in the civilian world. As a “cleaner”, I have to be able to go into a post, 100% ready to “bail out” the company if you will. I don’t have the luxury of getting 40 hours or so of training. I pull the Post Orders (I have a copy of all of them) read up on them, get a quickie training session with the person I am relieving and do what I gotta do. If I’m there, it’s usually because the local supervisor screwed up, lost control of the staff, or the security company owner suspects something is amiss. The client usually knows I’m coming but the staff does not.

The only thing that is steady and regular about all of the posts my company has is that the security company policies must be followed. For instance, at my current location, the staff acts as first response ERT until facility personnel can take over. We are expected to treat injuries, do evacuations, chemical spill response, and do many more things that most security companies would run from because of the risk. On the other hand, my company has senior citizen homes where we CAN NOT treat people, even to dispense a band-aid. Strictly observe & report. Then again, we also have a few hospitals. In these facilities, we are allowed to “treat” people that come into the facility in an emergency (I once had to jump on a gurney and continue CPR compressions because the EMT fell off as they were wheeling the guy into ER, and we routinely have to baby sit prisoners when local PD takes a break). And then you have the $8.00 per hour car lot details where it’s 100% observe & report and try to stay awake. As you can see, the post orders for these four posts would vary wildly.

As far as having security company policies in the Post Orders at each post, my company does it for two reasons. Unemployment claims and expectations of the client. Even though all of our personnel have signed the employment contract, which IS the general company policy which does not change, we once lost an unemployment claim. The guard (not officer mind you, but a guard) was caught sleeping. He was terminated immediately by yours truly. He applied for unemployment. During the hearing, his defense was that he could not be expected to remember everything in an employment contract and that the post orders did not specifically forbid sleeping on duty! The company general orders/employment contract does specifically list sleeping as an automatic termination offence, but the Post Orders did not and at that time the general orders were not included in the Post Orders. Yah, TWC (Texas Workforce Commission) actually went with this and we actually lost 2 appeals as well :mad:. And as far as the client is concerned, if he/she knows the COMPANY policy, then he/she also knows what is acceptable, what is not, and what caliber of officer to expect on his or her site.

[SecTrainer]

Many things change from post-to-post in the civilian world. As a “cleaner”, I have to be able to go into a post, 100% ready to “bail out” the company if you will. I don’t have the luxury of getting 40 hours or so of training. I pull the Post Orders (I have a copy of all of them) read up on them, get a quickie training session with the person I am relieving and do what I gotta do. If I’m there, it’s usually because the local supervisor screwed up, lost control of the staff, or the security company owner suspects something is amiss. The client usually knows I’m coming but the staff does not.

The only thing that is steady and regular about all of the posts my company has is that the security company policies must be followed. For instance, at my current location, the staff acts as first response ERT until facility personnel can take over. We are expected to treat injuries, do evacuations, chemical spill response, and do many more things that most security companies would run from because of the risk. On the other hand, my company has senior citizen homes where we CAN NOT treat people, even to dispense a band-aid. Strictly observe & report. Then again, we also have a few hospitals. In these facilities, we are allowed to “treat” people that come into the facility in an emergency (I once had to jump on a gurney and continue CPR compressions because the EMT fell off as they were wheeling the guy into ER, and we routinely have to baby sit prisoners when local PD takes a break). And then you have the $8.00 per hour car lot details where it’s 100% observe & report and try to stay awake. As you can see, the post orders for these four posts would vary wildly.

As far as having security company policies in the Post Orders at each post, my company does it for two reasons. Unemployment claims and expectations of the client. Even though all of our personnel have signed the employment contract, which IS the general company policy which does not change, we once lost an unemployment claim. The guard (not officer mind you, but a guard) was caught sleeping. He was terminated immediately by yours truly. He applied for unemployment. During the hearing, his defense was that he could not be expected to remember everything in an employment contract and that the post orders did not specifically forbid sleeping on duty! The company general orders/employment contract does specifically list sleeping as an automatic termination offence, but the Post Orders did not and at that time the general orders were not included in the Post Orders. Yah, TWC (Texas Workforce Commission) actually went with this and we actually lost 2 appeals as well :mad:. And as far as the client is concerned, if he/she knows the COMPANY policy, then he/she also knows what is acceptable, what is not, and what caliber of officer to expect on his or her site.

Thanks, HospitalOfc - the filtered list looks very good.

NoMoreFEMA, you make some very interesting points.

1. Company policies - even the most obvious ones such as not sleeping on duty - might be found not to have legal standing unless they are included in post orders. While this might seem to be an odd conclusion for the unemployment authority to have reached, and a similar case in another state might have been decided quite differently, we do have to anticipate loony decisions like these from government agencies and cover all the bases.

2. Post orders are read by clients as well as officers and as such they shape the client's expectations and facilitate the client's understanding of the scope of the security vendor's role within the terms of their agreement. A section that communicates at least the relevant general policies of the security vendor (sleeping on duty, tardiness, absenteeism, etc.), which do also govern officer conduct in addition to the "site specifics", only makes sense.

Contract terms are typically framed in "legalese", while the post orders should translate those terms into practical and specific procedural implementation. In other words, the contract terms will say what must be done, while post orders will say how it will be done. The post orders help the client make the transition from the "what" to the "how". This also reinforces the point made earlier by Bill Warnock that post orders should be reviewed by corporate counsel, who is the one who is best able to make sure that the post orders do faithfully and fully comply with the terms of the contract.

Again, very insightful observations!

[Cocked&Locked]

The more I learn, the more I see I have yet to learn.

[Bill Warnock]

The more I learn, the more I see I have yet to learn.
Cocked&Locked, that is the beginning of wisdom. I've been in this business for more that 50-years, and on a daily basis I am learning so much from the fine men and women who are members of this forum. Add to that the various security oriented magazines I read, it is amazing. The moment you think you know all there is to know about security and law enforcement, QUIT, you have become a danger to yourself and those around you.
An outdated plan, post, patrol or special order is worse than no plan. Your company or you as a security will be ripped to shreds in court.
Enjoy the day,
Bill

[N. A. Corbier]

Is it me, or should a copy of the General Orders be printed and put on site, then the post orders be an APPENDIX A or something?

[jknott]

i agree with Silva Consultants 100% . really well put.

[Bill Warnock]

Is it me, or should a copy of the General Orders be printed and put on site, then the post orders be an APPENDIX A or something?
Nathan, General Orders should be at each and every post and on every patrol. Post, Patrol and Special Orders should be as appendices as refreshers. However; a post or special order pertaining to place must be a separate item for that post or patrol. IMHO making a security guard or officer page through everything to find a specific order is counter productive.
A master copy must be maintained by both the client and security firm. All old plans and orders must be kept in a safe place for the time specified by the legal departments. Rescinded or modified orders that pertain to an active plan must be maintained with the master copy of the current plan in an appendix so marked.
Enjoy the day,
Bill

[SecTrainer]

Is it me, or should a copy of the General Orders be printed and put on site, then the post orders be an APPENDIX A or something?

Good idea, although I would turn it around and put the General Orders in the appendix. These (presumably) will have been thoroughly explained to the officer (and a copy signed by him) during orientation/training before site assignment, so I'd put the post orders up front. Small detail, though.

[Sgt.Campbell]

My view is that post orders are something like the Owner's Manual that comes with a car. The Owner's Manual doesn't tell you how to drive a car - it assumes that you already know that. Similarly, when a security officer is assigned to a site, it is assumed that he or she already has basic security skills. The purpose of the post orders is to tell the officer how these skills will be specifically applied at this site, and to give other detailed site-specific information.

In addition, the post orders serve as a tool to define expectations between the client and the guard company. The client representative should review and agree to what is in the post orders document. This should serve as the basis for what the security officers are expected to be doing on a daily basis.

I wholeheartedly agree with Silva on this one. The officer on duty at any given site should already be well aware of the policies and procedures developed and implemented by the company. As previously posted, it does not hurt to have these P&P reviewed. However, unlike most posters in this thread, I would submit that these P&P should be reviewed in person with a supervisor during inspections/training. Communication is so often lost on paper, especially in small companies that do not perceive that they have the time to confront certain personnel issues or to rewrite post orders, and in large companies that only care about profit over service.

As a field operations manager (or lieutenant, as they like to call me -- I've been promoted since the creation of this account), I've seen just how poor communication of post orders can lead to the near-loss of an account.

To return to the original question, minimal post orders should contain only site-specific duties. That isn't to say that they cannot be broad in scope. As a supplement to these orders, a pass-down log should be maintained to keep track of changing procedure, which can then be forwarded to the proper manager for post order revisions as needed.

Hospital Ofc may have something good going with this:

1.0 FIRE SYSTEMS

1.1 RESPONSE

1.2 LOCATIONS

1.3 OPERATIONS

2.0 SECURITY SYSTEMS

2.1 RESPONSE

2.2 LOCATIONS

3.3 OPERATIONS

3.0 COMMUNICATIONS

3.1 OPERATION

4.0 STANDARD PATROL DUTIES AND PROCEDURES

4.1 GENERAL PATROL DUTIES AND PROCEDURES

4.2 VEHICLE OPERATIONS

4.3 SPECIAL DUTIES

4.4 HAZARDOUS AREAS AND REQUISITE PROTECTIVE EQUIPMENT

4.5 AUTORIZED USE OF FORCE

5.0 REPORTING AND RECORD KEEPING

5.1 REQUIRED RECORD KEEPING DUTIES

5.2 INCIDENT REPORTING

5.3 PERSONNEL FORMS & RECORDS

6.0 EMERGENCY PROCEDURES

7.0 CHAIN OF COMMAND AND CONTACT PROCEDURES

In the interest of site-specific orders, though, we should probably cut it to something like this:

1.0 FIRE SYSTEMS

1.1 OPERATIONS

1.2 LOCATIONS

1.3 RESPONSE

2.0 SECURITY SYSTEMS

2.1 OPERATIONS

2.2 LOCATIONS

3.3 RESPONSE

3.0 PATROL DUTIES AND PROCEDURES

3.1 GENERAL PATROL DUTIES AND PROCEDURES

3.2 VEHICLE OPERATIONS

3.3 SPECIAL DUTIES

4.0 EMERGENCY PROCEDURES

4.1 HAZARDOUS AREAS AND REQUISITE PROTECTIVE EQUIPMENT

5.0 CONTACTS AND CONTACT PROCEDURES

APPENDIX: FORMS

Communications protocol, force continuums, chain of command, and report writing should be considered outside of the post orders, possibly in a separate P&P binder to be used as a refresher at a site. Anything that could be considered SOP doesn't have its place in the site post orders unless the client specifically requests a service that it outside the scope of the company's general procedures.

[N. A. Corbier]

Another thing that people sometimes forget, which is what i'm going through here in Mexico:

The individual employee works for the company that hires him, not the client. The client does NOT belong in the Chain of Command, but in a specific contact section, which varies by post order.

If you put the Client Point of Contact(s) in your Chain of Command, you are putting on paper (something an attorney can discovery) that you are telling your employees in writing that the client has supervisory authority over your personnel.

The client should NOT have supervisory authority, you should.

[Chucky]

Another thing that people sometimes forget, which is what i'm going through here in Mexico:

The individual employee works for the company that hires him, not the client. The client does NOT belong in the Chain of Command, but in a specific contact section, which varies by post order.

If you put the Client Point of Contact(s) in your Chain of Command, you are putting on paper (something an attorney can discovery) that you are telling your employees in writing that the client has supervisory authority over your personnel.

The client should NOT have supervisory authority, you should.

Exactly. I posted a thread a year or so ago about this. In that (Who's in charge anyway) I stated that two female managers would continuously bump heads over what we should be doing according to their whims. (Power Struggle) Neither knew anything about security. Thank God they both got transferred. One would come along and tell you where they want you to post then the other would come along and tell you something different. When I complained to my superiors it was always do what they want as this is a very good contract. Sure we had post orders posted in the log book but in our case the contract was entered into with a corporate office in another state and the general orders I got from my company were don't make waves period. In the Army we all worked under the same general orders from top to bottom. In the civilian world the client could care less about what we are trained to do as long as they are forking out their money. Of course clients like Fairchild, GE, Raytheon, Boeing,Etc do care and are more willing to take the advice of folks like Curt.

[BailBondInvestigator]

This really isn't that cut and dry. This kinda' leans toward another post where we discussed retired LEOs and military in security and "letter" vs. "spirit" of the law/policy.

The client may not be an element of the chain-of-command (ie. guard->shift supervisor->site supervisor->branch management) but they are the de facto TOP of the chain!!!! To say that client supervision/management isn't in charge of onsite security is great in theory but, in practice, I can't think of a quicker way to lose an account.

[Silva Consultants]

Another thing that people sometimes forget, which is what i'm going through here in Mexico:

The individual employee works for the company that hires him, not the client. The client does NOT belong in the Chain of Command, but in a specific contact section, which varies by post order.

If you put the Client Point of Contact(s) in your Chain of Command, you are putting on paper (something an attorney can discovery) that you are telling your employees in writing that the client has supervisory authority over your personnel.

The client should NOT have supervisory authority, you should.

I advise my clients to appoint one of their employees as a "security coordinator". The security coordinator is in charge of managing the relationship with the security company and is the sole point of contact between the client organization and the security company. The security company's site supervisor and account manager coordinate all on-site activities with the security coordinator.

The responsibility of the security coordinator is to oversee the performance of the security company as a whole, but not to manage the daily activities or performance of individual security officers. In general, the security coordinator should be concerned with measuring outcomes, and leave the means and methods of achieving these outcomes up to the security company. Employees of the client company should not be giving orders to security officers - these should be routed through the security coordinator who will in turn pass them along to the security company's site supervisor. Compliments or complaints about any individual officer's performance should be handled in the same way.

It takes a certain amount of discipline on both the client's part and the security company's part to keep the "chain-of command" that I just described from falling apart. Often times, the reporting structure will gradually deteriorate over a period of time. I have seen cases where the client representative provided daily instructions to individual security officers and the site supervisor had no clue as to what his own people were actually doing. This is a bad situation for all involved; it destroys accountability and interferes with the contractual relationship between the client and the security company.

[SecTrainer]

I advise my clients to appoint one of their employees as a "security coordinator"...

It's a good idea for the contract to expressly address these issues and roles, including their boundaries, directly.

CONTRACT ADMINISTRATOR: Client shall appoint an employee to serve as contract administrator (hereinafter "CA"), and designate an alternate who shall serve in the event of extended absence of the CA.


CONTRACT ADMINISTRATOR QUALIFICATIONS: The CA shall be a full-time employee selected from client's management or executive level staff. (In the case of complex contracts, experience and/or training in contract management, and even more specifically in security contract management, can be required of this position, and in the case of DoD contractors there will be other specifications.)

CONTRACT ADMINISTRATOR RESPONSIBILITIES: (Both general and specific duties are enumerated here, such as the following....)


1. The CA shall review the employment applications of all vendor personnel prior to their assignment to ensure that they meet the minimum requirements described herein. (A corresponding enumerated duty of the account manager, then, would be to provide these applications to the CA for approval prior to making site assignments.)


2. The CA shall create and chair regular meetings of a security committee, to be comprised of representatives from various departments, for purposes of gathering information about employee security issues and concerns. The CA shall communicate such concerns to designated client executives and to the vendor's account manager in a timely manner in order that they may be addressed.


3. The CA, in coordination with client management and executive staff, shall identify and measure relevance contract performance metrics for purposes of insuring that service items enumerated by this contract are delivered in a timely and appropriate manner. These metrics shall be communicated regularly to the vendor's Account Manager. (It is possible to include a term providing a means by which the proposed metrics are negotiated and made part of the agreement.)


4. ...etc.

ACCOUNT MANAGER: Vendor shall appoint an employee to serve as account manager (hereinafter "AM").


...and then a similar section for qualifications and responsibilities of the AM.

SITE SUPERVISOR: Vendor shall at all times provide a member of its security staff who is qualified as herein required and authorized to serve as site supervisor (hereinafter "supervisor").


...and the sections for qualifications and responsibilities for the supervisor as above.

Note that some enumerated responsibilities will deliberately be expressed in somewhat general terms, such as "The CA shall seek to work in good faith with the AM to resolve ambiguities or misunderstandings that may arise regarding the delivery of services under the terms of this contract." Never make the mistake of thinking that terms expressed in such general language are not enforceable, assuming they pass muster with corporate counsel on each side.

Note also that within these sections there will often be correlated responsibilites for each party (such as the CA reviewing employee qualifications and the AM providing their applications for review) that, when taken together, specify exactly who does what on each side of the contractual agreement.

There should also be a term or terms that address questions of who on the client side may temporarily order the modification or suspension of the terms of service of the contract, and under what circumstances. It is wise to make such provisions in case of certain emergency conditions, also providing that the vendor's representative may, without recourse, refuse to comply with such orders if they reasonably believe that doing so would unnecessarily compromise the security posture of the site unacceptably, or would pose an unreasonable risk to the safety of either security personnel or client employees. This implies, of course, that the AM or supervisor must be an individual who is qualified by experience and/or training to make such judgments, or who is reliably able to refer such decisions immediately up the chain of command.

[N. A. Corbier]

This really isn't that cut and dry. This kinda' leans toward another post where we discussed retired LEOs and military in security and "letter" vs. "spirit" of the law/policy.

The client may not be an element of the chain-of-command (ie. guard->shift supervisor->site supervisor->branch management) but they are the de facto TOP of the chain!!!! To say that client supervision/management isn't in charge of onsite security is great in theory but, in practice, I can't think of a quicker way to lose an account.

As the others (Silvia Consultants, SecTrainer) posted above, bad things happen when the above occurs. The client may think that they're in charge of onsite security, but they should not be, unless its in the contract itself.

Why? I would rather terminate a contract for breach (they are in breach for attempting to supervise company personnel) than to allow the client to introduce both services creep (the guards are taking direction from the client in new and interesting ways we don't pay the guards to go) and added liability (a strictly O&R account is now throwing bums out of a mall by force, and they're all carrying pepper spray cause the client wants it.)

Do not think these things do not happen. I quite remember one client at a very observe and report (It was actually deter, observe, flee) company. At first, the guards wore standard uniforms. Within two weeks, they were all in violation of Chapter 493, Florida Statues, because their uniforms had completely changed. If you asked them who they worked for, they would reply the client. They wore client uniforms, without the proper patches for the guard firm. They would state the only thing that the guard firm did was send a paycheck.

That was, of course, till the State did a post inspection under 493 and fined the hell out of all concerned. Except the client, because the client isn't subject to that statute.

[SecTrainer]

As the others (Silvia Consultants, SecTrainer) posted above, bad things happen when the above occurs. The client may think that they're in charge of onsite security, but they should not be, unless its in the contract itself.

Why? I would rather terminate a contract for breach (they are in breach for attempting to supervise company personnel) than to allow the client to introduce both services creep (the guards are taking direction from the client in new and interesting ways we don't pay the guards to go) and added liability (a strictly O&R account is now throwing bums out of a mall by force, and they're all carrying pepper spray cause the client wants it.)

Do not think these things do not happen. I quite remember one client at a very observe and report (It was actually deter, observe, flee) company. At first, the guards wore standard uniforms. Within two weeks, they were all in violation of Chapter 493, Florida Statues, because their uniforms had completely changed. If you asked them who they worked for, they would reply the client. They wore client uniforms, without the proper patches for the guard firm. They would state the only thing that the guard firm did was send a paycheck.

That was, of course, till the State did a post inspection under 493 and fined the hell out of all concerned. Except the client, because the client isn't subject to that statute.

It is never in the client's interest to create even a tiny doubt as to who is the constructive employer (meaning, who would a court construe or determine the employer to be, based on the actual circumstances?). All sorts of issues can turn on such a question - ranging from who should be paying the employer's portion of FICA to who is liable for an SO's misconduct, "master-servant" (agency) questions, etc.

The IRS addressed a similar situation with respect to companies that like to use "independent contractors" (usually, as a means of shifting full payment of FICA to the individual, avoiding paying benefits that the company's "true" employees receive, etc.) The IRS provided a list of something like 20 criteria for an individual to be truly considered an "independent" contractor, among which several of them address the issue pertaining to who controls the individual's schedule, assigns duties, controls the manner of producing and delivering the work product, etc., and also who provides the equipment (which would include uniforms) the individual uses to perform the job. If a company engages someone as an IC but exert control in these and other areas, the IRS will declare (construe) that this individual is an employee, and will demand not only whatever your portion of FICA would have been, but also whatever should have been withheld in federal income taxes, along with an incredibly substantial penalty.

The reason for this is that in certain industries it had become the practice to declare people to be "independent contractors" while treating them as employees in every sense EXCEPT doing the necessary withholding, FICA contributions, etc., and not providing these people with the same compensation package that other employees of that company received. In other words, you can't create what actually amounts to a "second-class employee".

It's a simple chip shot for any court to adopt and apply similar criteria in a case that turns on a question of who the employer is.

[RavaSecMgt]

I know I'm bit late, but this is more or less standard assignment instruction where im coming from :rolleyes: . Table of contents indicate what most companies use. same instructions are used on most of the posts as far as i seen.

Standing Orders (Short about 5 pages general orders everybody should know)
Code of Conduct
Non-Disclosure Agreement

I. Company Policies:
Equality Policy
Anti-Bullying Policy
Alcohol & Drug Abuse Policy
Non-Smoking Policy
Sexual Harrasment Policy
Training Policy
Non-Disclosure Policy
Recruitment & Development Policy

II. Company Procedures:
Identification
Uniform
Access Control
Telephone Answering
E.Mail & Internet Usage
Information to the Public
Break-in
Lost & Found
Two-way Radio
Reporting
Escorting
Patrolling
Arrest
Person Removal
Stop & Search
Exit Inspection
Aids Contact
Reporting In
Shifts Handover

III. Emergency Procedures:
Bomb Threat
Fire Emergency
Medical Emergency
Suspicious Packages & Envelopes
Flood

IV. Appendices:
Sexual Harrasment Reporting
Phonetic Alphabet
Radio Codes
Emergency Numbers List
Bomb Threat Checklist
Rosters and any other forms related to the assignment.

+ Safety statement as to Health & Safety Act and if it is construction site + safety equipment and requirements.
But most of the statements are also basic standard templates,that are useless. But it is too expensive to companies to get different one to each site , so i can kind of understand using model ones.

[SecTrainer]

I know I'm bit late...

Better late than never! :D Thanks

[doulos Christou]

This really isn't that cut and dry. This kinda' leans toward another post where we discussed retired LEOs and military in security and "letter" vs. "spirit" of the law/policy.

The client may not be an element of the chain-of-command (ie. guard->shift supervisor->site supervisor->branch management) but they are the de facto TOP of the chain!!!! To say that client supervision/management isn't in charge of onsite security is great in theory but, in practice, I can't think of a quicker way to lose an account.

The issue with this is usually simple: the client who agreed to the contract terms, pays your employer, etc is not the client who is telling you how to do your job, despite what your post orders say. Example: I worked a post for a large property management company. The guys who negotiated and signed the contract are from out of state and they delegated all authority to our supervisory staff. The actual managers of said property thought they were in charge, yet they had no authority to tell us to change anything. They were simply handed a business card with the ops mgr's phone number and informed that we could not alter our duties unless specifically instructed by our office or field supervisors.

[FireControlman]

Excellent thread, what a great knowledge base we have here, definitely!

Speaking of post orders, one of our units on the east coast underwent an admin review yesterday by a local training entity and took some big hits, post orders being one. I had just flew out this last weekend to go over their admin and I agree we have some work to do but overall they are in great shape.

Keep the great discussions coming, I've been deployed for most of the year, but I'm back and eager to do some catching up here.

[Big Brown]

Greetings all, I have followed the threads on this board for a few years and I finally decided to register. I am one of my company's Security Representatives and I am the day to day laison with our guard company. All of the above mentioned posts mirror our own Post Order books at the multiple sites that we employ guard services within the Metro area I live and work.

One thing that I found I had to do was put on the bottom of the Post Order Book that this was the property of the Company. The previous guard company that was at our sites decided to take the Post Orders books at all sites when they left. We parted ways under somewhat bad circumstances. We had to threaten legal action before they returned most of them. It was a petty thing to do and by then I had lost all respect for the owner of the company. Our Post Orders books reveal alot of Company-Specific procedures.

Hopefully this is a warning to all of you out there to avoid any problems like this in the future. Thanks.

BB

[FireRanger]

Big Brown brings up a good point, a lot of times the larger Security companies will view the Post Orders at a site as the property of the Security Company's if the client does not spell it out in contract or on the document as property of the client. This is often times because the contract company will have a generic set of Post Orders (my company is known for this) that they will customize to fit the client and site. The Post Orders will often times as mentioned above contain some of the contract providers policies, such as any general orders they may have, uniform wear and personal appearance, etc.

As service providers we need to in the very begining hash out in the contract who owns the Post Orders. This should be no different then determining who designs and adminsitors the training program, what the uniform will be, what equipment the provider supplies and what equipment the client supplies, etc. Some security providers will trademark/copyright everything to include the layout of their DAR's and Incident Reports (I don't see the point in this but whatever its not my money that pays the legal fees).

[zm88]

I'm in the process of writeing up post orders for my site. I've included the basics (ethics, policies, and individual instructions ofr each section of the club). I've often noticed as another poster said, not many companies have a officer safety section so I've included that as well as us eof force and handcuffing.

[Curtis Baillie]

I'm in the process of writing up post orders for my site. I've included the basics (ethics, policies, and individual instructions oft each section of the club). I've often noticed as another poster said, not many companies have a officer safety section so I've included that as well as us of force and handcuffing.It's fine to have policies in writing, but make sure you back it up with well documented training. I'm currently working a litigation case where there were post orders, but they were for decoration only - there was no training.

[zm88]

It's fine to have policies in writing, but make sure you back it up with well documented training. I'm currently working a litigation case where there were post orders, but they were for decoration only - there was no training.

Thank you curtis, the orders specifically say only persons authorized to use handcuffs are director of security (myself) and the assistant director. I have training with not only as a police explorer, but PATH from allied barton, bloomingdales LP and HCS security services (company that use to operate around here). I want to take an instructor class so I can teach my staff and get them certified. As for the use of force, simple restraints no hitting, kicking or use of any weapon.

[OramSecurityConsultants]

It's fine to have policies in writing, but make sure you back it up with well documented training. I'm currently working a litigation case where there were post orders, but they were for decoration only - there was no training.

On past sites where they were large enough for site supervisor and shift supervisors I set a simple training plan. (You can use Patrol Supervisors too if the site is smaller)

Every new employee was issued a "Training Check Sheet" This sheet documented all training hours and dates, the training officers name as well as the new officers name.
i.e.
Date Shift TO SO
September 18th 2009 0800 - 1600 S/O Joe S/O Jane

Then each section of the post orders was broken down the same way many of you have listed above. 1.1 Uniform, 2.1 CCTV, 3.1 Access Control etc.
Both the training officer and the new officer would have to initial that he/she understood the section. Not just a simple "yes I get it" but there was also a simple 5-10 question test for each section.

After initial training was done, there was a 6 month refresher training done the same way.
Now, each month was designated a specific training month.
January - Bomb Threat
Feb - Access Control
Mar - Fire Systems.

A simple check sheet was made that the shift or site supervisor would go over the post orders with each officer on their shift about that topic. A simple 10 - 15 minute review and then have them do the same test they did on check in. Each month the supervisor was required to do the mandatory training with all staff. Full and part time. Once that mandatory monthly training was done, the Supervisor then had the option of doing additional training from the post orders, also recorded like the mandatory training. Each supervisor was required to do, one training a day per shift. (this could vary due to work load.)

It sounds like a lot, and it looks like it, but when done smoothly, it isn’t. There is nothing better than emailing or seeing a client and giving them copies of all the training you have done each month. Backs you up incase people like Curtis get called in, and it also shows your clients or bosses that you ARE doing something but most importantly, it helps make sure that your staff do know what to do in case of an emergency!

[Curtis Baillie]

Backs you up incase people like Curtis get called in, and it also shows your clients or bosses that you ARE doing something but most importantly, it helps make sure that your staff do know what to do in case of an emergency!Just yesterday I was retained on yet another such case. Mr. Oram has the right idea. Document - document and did I say .... document?

[N. A. Corbier]

Thank you curtis, the orders specifically say only persons authorized to use handcuffs are director of security (myself) and the assistant director. I have training with not only as a police explorer, but PATH from allied barton, bloomingdales LP and HCS security services (company that use to operate around here). I want to take an instructor class so I can teach my staff and get them certified. As for the use of force, simple restraints no hitting, kicking or use of any weapon.

I got some questions! :)

1. Are your people supposed to apprehend people? If so, why aren't you having them immediately (as soon as possible) trained in PATH or Monadnock Defensive Tactics for handcuffing and DT skills, and getting them handcuffs issued?

2. If they aren't supposed to apprehend people, why are you authorizing "simple restraints?" If they're using force to protect themselves, your policy may get you into trouble legally because you're limiting the force they can use to protect themselves to an arbitrary standard (no hitting, no kicking, no use of weapons of opportunity...)

If they're supposed to be using force to effect arrests, then they should all be trained in arrest procedures (legal), defensive tactics, and handcuffing. If they aren't, then they should be exposed to legal training in use of force for self defense, based on a reasonable force standard.

Arbitrary force matrixes for self defense make no sense.

[N. A. Corbier]

I probably said it before, but the best thing you can do operationally and legally is quiz your employees on post orders, and retain the tests, like Oram said above.

This demonstrates competency which is infinitely better than simply "Sign acknowledging you have read these post orders." You have no ability to prove to a court or arbitrator that your employees have mastered the concepts in the post orders, only that they signed a form.

You can't even prove they read it. "I just signed the last page, that's what we always do."

If you don't want the paperwork nightmare, use an online training system like Moodle to administer your quiz for you.

[SecTrainer]

I probably said it before, but the best thing you can do operationally and legally is quiz your employees on post orders, and retain the tests, like Oram said above.

This demonstrates competency which is infinitely better than simply "Sign acknowledging you have read these post orders." You have no ability to prove to a court or arbitrator that your employees have mastered the concepts in the post orders, only that they signed a form.

You can't even prove they read it. "I just signed the last page, that's what we always do."

If you don't want the paperwork nightmare, use an online training system like Moodle to administer your quiz for you.

+1 on that.

[zm88]

I got some questions! :)

1. Are your people supposed to apprehend people? If so, why aren't you having them immediately (as soon as possible) trained in PATH or Monadnock Defensive Tactics for handcuffing and DT skills, and getting them handcuffs issued?

2. If they aren't supposed to apprehend people, why are you authorizing "simple restraints?" If they're using force to protect themselves, your policy may get you into trouble legally because you're limiting the force they can use to protect themselves to an arbitrary standard (no hitting, no kicking, no use of weapons of opportunity...)

If they're supposed to be using force to effect arrests, then they should all be trained in arrest procedures (legal), defensive tactics, and handcuffing. If they aren't, then they should be exposed to legal training in use of force for self defense, based on a reasonable force standard.

Arbitrary force matrixes for self defense make no sense.

The location is a rollerrink, path and/or any additional training that costs money is out of the question, seeing how my budget is zero. MA really has no regulation of security practices, I carry the cuffs because I have worked for companies that allowed us to male arrests and have had the proper training. Once I have enough money saved up I will open my company and get the proper training for all my staff. My guys don't have matching uniforms or radios and its tough to get the owner to pay us right if the night was slow. As for the restraints, seeing how the age group is from 13-21 you can't go break up a fight swinging fists or kicking people or useing a choke hold. So the proper methods of restraint need to be utilized, so that a 14 or 15 y.o. doesn't get chocked out or a broken arm. The whole operation is under the table and its not a position I think most people in security management would like to be in.

[N. A. Corbier]

I sense failure and jail time in someone's future, I'm afraid.

[zm88]

I'm gonna have to disagree with you on that one. I'm in the process of saving up so I can attend the spo accademy and that way id be covered better at that site. The situation sucks, but I don't see jail time in my future because I'm not some cowboy or out there playing cop. I know what lines not to cross and I'll do just fine.

[ExecPro]

A civil lawsuit is very possible.

As you said, it's an "under the table" operation, perhaps you should seek legitimate employment.

[zm88]

A civil lawsuit is very possible.

As you said, it's an "under the table" operation, perhaps you should seek legitimate employment.

I left there a few years ago and worked for allied barton, after about a year bloomingdales lp hired me. I stayed there for a few months when I finnaly got a job offer to dork state juvenile corrections. I got laid off before training started and the rink is now my only income. I apply to other companies daily but can't find a job in boston area. I stay at the rink because I wanna work with kids and it is great experience seeing how most the clientele are gang involved and have been locked up. I understand the liability concerns but I don't use the cuffs on a regular basis. They work as a great detterant and that usually calms the situation down when they see them. I want either the spo appointment or once I have enough money saved, get all the paperwork bond etc and run my own company.

[ExecPro]

I left there a few years ago and worked for allied barton, after about a year bloomingdales lp hired me. I stayed there for a few months when I finnaly got a job offer to dork state juvenile corrections. I got laid off before training started and the rink is now my only income. I apply to other companies daily but can't find a job in boston area. I stay at the rink because I wanna work with kids and it is great experience seeing how most the clientele are gang involved and have been locked up. I understand the liability concerns but I don't use the cuffs on a regular basis. They work as a great detterant and that usually calms the situation down when they see them. I want either the spo appointment or once I have enough money saved, get all the paperwork bond etc and run my own company.

Curtis or Sectrainer would probably be more educated on this matter, but I'm thinking if you aren't licensed (or your employer isn't insured properly) and you are being paid under the table, using the cuffs AT ALL could be grounds for a lawsuit.

Legally you are just another person in the bar.

[zm88]

Curtis or Sectrainer would probably be more educated on this matter, but I'm thinking if you aren't licensed (or your employer isn't insured properly) and you are being paid under the table, using the cuffs AT ALL could be grounds for a lawsuit.

Legally you are just another person in the bar.

I understand that, like I'm saying mainly they're just for show. My old boss when I started there cuffed people all the time and noone had a problem with it. I'm not saying its right, I don't plan on cuffing them, even though there is really no law about carrying cuffs. I use them more as a deterrent than anything. The jail comment did set me off as I had a rough past doing stupid stuff, was in programs and awaited in jail for some time before the matter was resolved. Now I'm not gonna go into specifics but none of that is on my record any more because of a relative. I turned my life around and will never be that person again(my past is another reason I can work and relate with these kids better), my owner is insured properly and I try to maintain all proper procedures giving the resources I have. I know the risks, and like I said know what lines not to cross. Sorry N.A. that comment set me off as you don't know me, and its a touchy subject. I'm not a mall ninja or someone like "theenforcer" and many other types I've seen on here. I appreciate the feedback from all, and feel like we've got off topic to the OP, so don't worry I will not be handcuffing anybody and will probably take it out the post orders.

Also N.A. (I think your name is nathan could be wrong) I value your experience in the industry and have learned allot on this forum from reading your posts, this was by no means a "slam" against you. Thank you all-zac

[N. A. Corbier]

A civil lawsuit is very possible.

As you said, it's an "under the table" operation, perhaps you should seek legitimate employment.

A civil suit is possible, a 1983 suit (and federal criminal charges) are possible, quite a few things are possible.

People seem to forget that you are always, always, one action away from losing your freedoms and everything you have worked for in this job.

All it takes is one action that a judge and jury, from the comfort of a court room 6-9 months from now, finds to be improper.

While not quoted, something I should note: zm88: You risk going back in this job. All it takes is an action you believe to be correct, but a police officer believes otherwise and the state makes a case to that point.

Many times, something totally inoffensive starts a ball rolling. Next thing you know, you've pissed off someone with the power to have the operation investigated out of sheer spite, and you're out of a job. If you're a "supervisor," you may be liable to the IRS as well as the owners.

[doulos Christou]

I understand that, like I'm saying mainly they're just for show.

I don't plan on cuffing them, even though there is really no law about carrying cuffs.

I use them more as a deterrent than anything.


Any, and I repeat ANY, gear you carry just for show and whatnot should be returned to the retailer where you purchased it. You carry gear to use, not to intimidate, etc...

[doulos Christou]

The jail comment did set me off as I had a rough past doing stupid stuff, was in programs and awaited in jail for some time before the matter was resolved.

Now I'm not gonna go into specifics but none of that is on my record any more because of a relative.You got in trouble with the law and a relative got you off the hook? Disgusting.

I know the risks, and like I said know what lines not to cross. you obviously don't know th elines or you wouldn't be in this position to begin with.

Sorry N.A. that comment set me off as you don't know me, and its a touchy subject. He stated what thinking persons refer to as a fact. You very well could be jailed, sued at the very best.

so don't worry I will not be handcuffing anybody and will probably take it out the post orders. It is a good idea not to carry cuffs at all if that is your intent.

I don't know why this didn't go in the first response.

[zm88]

I understand everyones posts, for the time being I will continue working here until I can find/pursue something better. As for the relative getting me off the hook, they got a lawyer to pettition probation to seal the record. I know it doesn't go away and it was juvenile, I learned from my mistakes. I don't see how I don't know the lines, havnt had any problems I do my job and I know not to choke out a kid or throw cuffs on them. I know any of this could come back and get me but I gotta do what I can to support my family. Appreciate the feedback, stay safe.

[echo4serria]

zm88, I posted this in another thread, but I'm going to post it here just as an fyi.


Commonwealth v. Harris, 11 Mass. App. Ct. 165 (1981): Citizen's Arrest.
"In Massachusetts a private person may lawfully arrest someone who has in fact committed a felony... The stricter requirement for a citizen's arrest -- that the person arrested be shown in fact to have committed a felony -- is designed to discourage such arrests and to prevent "the dangers of uncontrolled vigilantism and anarchistic actions." ...Generally, the person arrested must be convicted of a felony before the "in fact committed" element is satisfied and the arrest validated. If the citizen is in error in making the arrest, he may be liable in tort for false arrest or false imprisonment."

Like you already mentioned, MA has no licensing for security, and there is no provision for citizen's arrest in the MGL's. If you're not at least an SPO, and your cuffs touch someone, you are opening yourself to a world of hurt. If a SO in Mass ever put cuffs on me both he and his company would be facing some rough times financially.

[zm88]

zm88, I posted this in another thread, but I'm going to post it here just as an fyi.



Like you already mentioned, MA has no licensing for security, and there is no provision for citizen's arrest in the MGL's. If you're not at least an SPO, and your cuffs touch someone, you are opening yourself to a world of hurt. If a SO in Mass ever put cuffs on me both he and his company would be facing some rough times financially.

Echo appreciate the mgl, like I've said though I'm not plannin on useing them or carrying them anymore until I get the rule 400. Appreciate your post stay safe.

[echo4serria]

Echo appreciate the mgl, like I've said though I'm not plannin on useing them or carrying them anymore until I get the rule 400. Appreciate your post stay safe.

You too. Best of luck with the 400. I wish I could get something like that out in western MA. Sure would go a long way toward actually having some credibility as security.

[zm88]

You too. Best of luck with the 400. I wish I could get something like that out in western MA. Sure would go a long way toward actually having some credibility as security.

Security in MA sucks, being in my position with a boss who wants us to cuff people and yet I explain that cannot happen its a mess. ALl i need is the the SPO class for school police and I'll be all set. Stay safe echo-Zac

[ozman]

Not a problem. If anyone is interested, I can have a sanitized version of the actual orders done and emailed to them. May be use as a point of reference or template.

Glad to help.I would love if you could email me a copy of the actual orders pidalama@aol.com, this way I could use it as a templet. Thanks Chris. Best regards, Ozzie.

[ozman]

Not a problem. If anyone is interested, I can have a sanitized version of the actual orders done and emailed to them. May be use as a point of reference or template.

Glad to help.

Thanks Chris, I would love a copy emailed to me so that I could have it as a template pidalama@aol.com
Best regards, Ozzie

[Zanev]

Sorry to bring this topic back from the dead...

I started my current site in March, and was given the same post orders that the apartment complex I'm managing used for the firm they fired plus some additions my company made to it. Since day 1 I've been editing the thing monthly and it no longer reflects what was given to us at the start of the site (which I take pride it). Now its a new year, our contract is coming up and I really want to finalize the post orders. I feel that we are now at the point where I have set up proper patrol routs, procedures, rules etc.

So basically my train of thought is just to start a document from scratch, incorporating every change I've made, and changes that were not made. My question is, where do you draw a line between the orders being too lengthy for the site, or too small? I know its about quality, but a 80 page post order for a apartment complex or a 5 page document both would be bad. One would be too long, to the point where no one would read it and the other would be too simple. How do you go about getting the necessary information in the document, with out excluding small details that could in time make the post orders really big?

[SecTrainer]

Sorry to bring this topic back from the dead...

I started my current site in March, and was given the same post orders that the apartment complex I'm managing used for the firm they fired plus some additions my company made to it. Since day 1 I've been editing the thing monthly and it no longer reflects what was given to us at the start of the site (which I take pride it). Now its a new year, our contract is coming up and I really want to finalize the post orders. I feel that we are now at the point where I have set up proper patrol routs, procedures, rules etc.

So basically my train of thought is just to start a document from scratch, incorporating every change I've made, and changes that were not made. My question is, where do you draw a line between the orders being too lengthy for the site, or too small? I know its about quality, but a 80 page post order for a apartment complex or a 5 page document both would be bad. One would be too long, to the point where no one would read it and the other would be too simple. How do you go about getting the necessary information in the document, with out excluding small details that could in time make the post orders really big?

This is up my alley, so send me a PM. I'll need to review your post orders in order to offer any constructive suggestions.

[Condo Guard]

Our complex is very large, with several buildings. When I first started, the post orders were 7 pages, and they were a joke. The orders are now 25 pages; we are deleting some of the old stuff, but I doubt it will be less than 20 pages in the end.

One thing we did was create a separate "Emergency Manual," which covers the big stuff (fire, power outages, storms, etc.), and has checklists for what each department does (office staff, maintenance techs, security, etc.). the Emergency Manual is also about 25 pages (not counting maps & diagrams). Just some numbers for comparison...
Good luck on it. It is a lot of work, but when it hits the fan, a good manual is priceless...

[OramSecurityConsultants]

Our complex is very large, with several buildings. When I first started, the post orders were 7 pages, and they were a joke. The orders are now 25 pages; we are deleting some of the old stuff, but I doubt it will be less than 20 pages in the end.

One thing we did was create a separate "Emergency Manual," which covers the big stuff (fire, power outages, storms, etc.), and has checklists for what each department does (office staff, maintenance techs, security, etc.). the Emergency Manual is also about 25 pages (not counting maps & diagrams). Just some numbers for comparison...
Good luck on it. It is a lot of work, but when it hits the fan, a good manual is priceless...

I was going to say that I generally break the larger Post Orders into 3 "books". First is the entire Post Orders. I will have the Officers read it about once every 6 months to stay "familiar" with it. Also helps them remember "where to go" to get the information needed. Because it is only very 6 months or so, an 80 page manual is not so over whelming.

Second Book is Shift/Post specific. This is read by the Officers sitting a specific post and is kept at each location.

The third, you have already done. An Emergency or Alarm Book. Specific and broken down into each type of alarm/emergency and a cookie cutter version of what to do. This way when an alarm/emergency hits even if the officer on duty has only been there for 5 minutes he/she can flip to the right page and go through the check list to get it all correct.

[Zanev]

This is up my alley, so send me a PM. I'll need to review your post orders in order to offer any constructive suggestions.

I will when they are complete, shouldn't take longer than a week.

[2531]

while not Post Orders,,,

Basic Training

1. If you open it, CLOSE IT.

2. If you turn it on, TURN IT OFF.

3. If you unlock it, LOCK IT.

4. If you break it, FIX IT.

5. If you can't fix it, CALL SOMEONE WHO CAN.

6. If you borrow it, RETURN IT.

7. If you use it, TAKE CARE OF IT

8. If you make a mess, CLEAN IT UP.

9. If you move it, PUT IT BACK.

10. If it belongs to someone else, GET PERMISSION TO USE IT.

12. If you don't know how to operate it, READ THE DIRECTIONS or DON'T MESS WITH IT.

13. If it doesn't concern you, DON'T MESS WITH IT.