1. SECURITY MANAGEMENT SECURITY OPERATIONAL MANAGEMENT
LESSON 23
SECURITY MANAGEMENT
SECURITY OPERATIONAL MANAGEMENT

2. PLANING AND BUDGETING
The budgeting process might best be discussed in terms of what is the budget?; why do we have a budget?; when is the budget prepared?; who participates in the budget process?; and how is the budget prepared?;

3. What is a budget?
The management process is the coordination and integration of all resources to accomplish organization objectives.

4. A budget is:
A plan stated in financial terms.
A realistic estimate of the resources required to implement a plan.
An allocation of resources to achieve planned objectives.
An instrument which record work programs in terms of appropriations needed to place them into effect.
A management tool intended to ensure that work programs are carried out as planned.

5. Why do we have a budget?
The budget breathes life into a plan and gives plan direction. It requires the manager to manage the plan in three dimension:
The operation or project must unfold as planned if the budget is followed exactly.
The operation or project will take place when planned because budget are time phased;
The operation or project will not exceed the planned cost if the budget is managed properly.

6. When is the budget prepared?
Annual (twelve months) budget may prepared and finalized in excess of a year in advance. Biannual (six months) budget are usually prepared and finalized in mid-period, or three months prior to a new budget year.

7. Who participates in the budgeting process?
Senior and Middle management people participate in the budgeting process.
Top-Down and Bottom Up Process:
Phase I Senior Management (Top-Down)
Phase II Security (Middle) Management (Bottom-Up)
Phase III Senior Management (Top-down)

8. Planning - setting goals and objectives Budget building or budget development - evaluating current activities - identifying new activities - developing alternatives - determining costs Evaluating and review of recommendations. - comparing against original guidelines Budget establishment - allocating funds

9. How is the budget prepared?
Budget cost are generally classified under one of three categories: Salary expenses Sundry expenses Capital expenses

10. Program Management
The Security Department of any company provides a protection program addressing itself to the security needs of the company, based on the presence known risk.

11. The Inspection Process
Inspection is an important part of the security management process which insures that risk is recognized and covered in security programs, and that programs are necessary and cost-effectives.

12. Such inspections programs:
Must have full support of senior management.
Must be continuous in nature.
May be formal or informal.
May be constructed or unconstructed.

13. Support of Senior Managemant
If the inspection, which is close and critical examination or scrutiny, reveals the need for change, then change must occur. Most often than not the change requires money. Company management makes the final decision as to the money they are willing to spend to prevent losses, and the change of loss they are willing to take by investigating money elsewhere in the business.

14. Continuous Inspection
To keep pace with the constant changes in the organization, changes in social attitudes, life styles and moral values, and rapidly advances in the technology, inspection process must be ongoing, never-ending activity.

15. Formal or Informal Inspection
A formal inspection is one to which some fanfare is attached.
Informal inspections are usually the result of a long and firmly entrenched inspection programs, understood by all and accepted as part of the organizational life.

16. Structured or Unstructured Inspections
A structured inspection is one that moves systematically and rigidly from one designated inspection area to the next and from one inspection point to the next.
The unstructured inspection would more random manner less methodical attention to small specifics.

17. Who conducts the Inspection?
Ideally, the Security Director or Manager should conduct the inspection along with the next-ranking man in the organization.

18. Assessment of Risk and Countermeasures
Risk Assessment - Inspection may reveal conditions brought by any number of things. The possibility and the probability of the risk resulting in loss, and the magnitude of the loss, depend on the risk itself.

19. Selection of Countermeasures
There are four possible countermeasures for every risk: procedural controls; hardware; electronics systems, and people.
Procedural control - policy tells what must bed done whereas procedures tells how it must be done,

20. Hardware – many loss risk can be significantly reduced by the relatively simple application of some form of hardware, from padlock an the company’s gasoline pump to a perimeter fence with the adequate lighting.
Electronics - in addition to CCTV, electronics system and the whole spectrum alarm.
Personnel – the utilization of people as a security counter-measure can be the most efficient and effective strategy depending upon the circumstances.

21. Corporate Integrity Investigation – this type of investigation focuses on employee behavior which is not strictly criminal in nature but rather behavior that is organizationally accepted or counterproductive. Corporate Liability Investigation - the concern in the type of investigation is the company with the company’s civil liability. Labors Matters – whether or not a company is organized, the investigation of labors matters is an extremely sensitive issue due to numerous implications which may be raised under labor laws.

22. Undercover Investigation - The use of company investigator for undercover assignment in some cases may not be advantageous where it is necessary for the investigation to play the role of an employee. Confidentially of Investigation - Since most investigation are either conducted at the direction of management or are reported to management for its decision or action, the information developed during the course of the investigation must be treated as confidential.

23. Office Administration
- in an efficient and well managed organizations, general security office administration has six distinctive functions:
People may change, but functions do not.
Office supervision
Secretarial
Reception
Clerical
Record
Mail

24. Office Security - The security office is the repository of vast amount of information, factual or information not yet verified and still under investigation. Office Environment - The security office deserves the same quality of work environment as any department in the organization.

25. end
AMPARO, LEO MARK M