Less Agile, More Thorough Due Diligence: My Life in Municipal Security

Stuart Benson is security adviser of corporate security at the City of Ottawa.

Stuart Benson, City of Ottawa

The former police officer discusses the benefits and drawbacks of running municipal security, the complacency of “a big city with a small-town feel” and why he feels the industry is under-regulated.

IFSEC Global: Hi Stuart. How might a typical day unfold for you?

Stuart Benson: There’s really no such thing as an average day. Each day offers different challenges and surprises.

A pre-planned and proactive day could result in scheduled meetings to discuss a client group security awareness training strategy or the design of an electronic security solution for a new recreation complex.

There’s also an element of being reactive: receiving phone calls and inquiries from city staff asking for assistance in dealing with theft or reporting a security incident that requires investigation.

IG: How did you get to where you are today? What was it that attracted you to into security?

SB: It’s taken some hard work and commitment to stay current with new technologies and solutions as well as being willing to think outside the box, and to get noticed within the industry but also within your peer group and senior management teams.

As a former police officer, the security industry appealed as I thought my past experience would offer credibility to clients and help make some positive changes to not just an organization but also the people within it. And with my current position the lack of shift work is a positive…..

IG: Did being a police officer help you as much in terms of transferable skills as you expected?

SB: I think when I first entered the security industry it gave me added credibility for sure. One of the functions of our department is doing internal investigations, so having done investigations and the training that comes with law enforcement and so on, that’s definitely a help.

IG: How is your team structured?

SB: We have a team of about 20 staff split into smaller teams.

We have a team responsible for our Security Operations Centre, where we monitor all secured facilities and provide 24-hour client support; an electronic projects team responsible for access-control system programming, operational performance and new electronic projects; and a third team of security advisors who provide in-field support and consultation with clients, conducting threat risk assessments, privacy assessments, security awareness training, internal investigations, etc.

IG: Who do you report to? How does the line of authority or accountability work?

SB: I report to a program manager, who reports to a chief, who reports to a general manager, who reports to the deputy city manager and so on.

IG: What are your greatest challenges over the next 12 months?

SB: We have a significant number of projects on the go this year – electronic, process, service delivery and administrative. The biggest challenge will be getting them all completed on time and budget with the resources we have, while maintaining daily operations.

IG: In what ways does your role pose a unique challenge?

SB: Ottawa is quite unique as we work with all three levels of government – municipal, provincial and federal – and it’s also Canada’s capital, which in itself puts pressure on the city with an increased chance for protests, demonstrations etc, which all have an impact on how we maintain a level of security for our operations.

We’re also a big city with a small-town feel. Many people have an “it will never happen here” attitude – at times this can provide us with challenges on getting ‘buy in’.

IG: What do you enjoy most about your role? What is the most frustrating aspect of your role?

SB: The flexibility and variety. No one day is exactly the same; each problem, incident or training session has its own set of criteria with different people involved, and while the same techniques may be the same, the outcome and results can be totally different.

The most frustrating part of my role is time and often not having enough. In a large municipal corporation sometimes the wheels don’t always turn quickly enough to keep up with how dynamic the security world is. They risk falling behind emerging trends and patterns.

In the private security industry you’re able to make decisions very quickly. In the public sector environment you can make your initial decision with some plans in place, but often have to go through multiple levels of approval – which adds time and that can be critical.

IG: How might a typical project look for you?

SB: It could be the construction project of a new building with representatives from multiple city departments involved during multiple stages, finishing off with a tendering process managed by a general contractor.

For the security component we have a standing offer in place with a security vendor who we use for all installations, with them working on the design and installation portion and us working on the programming and system commissioning.

I would say a total team of about 25 work on an average project. Overall on the scope of a project, that number will be well in excess of 100 people.

Our team is decided through this standing offer and those internally with the expertise required to see the project through to completion.

IG: How do you research and procure security technology?

SB: We keep in touch with industry news and do specific research for a client solution – if we don’t already have it. This research will often involve our security vendor who will arrange for product demonstrations and testing.

When procuring new technologies we will look at price – best value and not specifically the lowest – ensure it meets our requirements, reliability, manufacturer support and product references – often we can reach out to other municipalities for their feedback and share information.

We will of course always endeavour to future-proof ourselves by not procuring products that are being phased out, while keeping in mind future trends – IP being a great example.

IG: Seems like you do plenty of due diligence – is this thoroughness typical of most big organisations in your experience?

SB: On the public sector side I would say yes, because there’s always that element of accountability and transparency and people requesting information. We have to show we’ve done due diligence in finding products that meet the requirements.

But financially as well: why buy something costing $10,000 when something worth $1,000 does something similar? In the private sector it’s sometimes just based on relationships with vendors and manufacturers as they don’t have the same accountability.

IG: If you had any advice for consultants, installers or integrators who wanted to work with you on a project, what would it be?

SB: Don’t assume you know more than your client.  More often now, security positions – particularly in the government – are staffed with people with a wealth of industry experience who need to rely less on the system integrators and consultants on system design and operation.

IG: Is there anything about the security industry that frustrates or annoys you?

SB: I would say the lack of legislation – and by this I’m referring more to the ability of someone to open up their own security business and call themselves professionals without certifications, background checks and even experience.

Yes, we all have to start somewhere, but often I find these ‘trunkslammers’ are out to make some quick money and don’t always put the client, the industry and best practice first.

I think some of it is just down to buy-in. You need buy-in from all levels of security and experience and I think many companies at the entry level or lower level are not getting behind it because it would affect their business. Prices are going up because of maintaining certifications and so on.

IG: To what extent does the public/media misunderstand the nature, scope and importance of the security industry?  

SB: TV and the movie industry certainly don’t help us by setting somewhat unrealistic expectations.

And I don’t think this is an issue just for the security industry. For example, I didn’t know what it took to get an ambulance out on the road until I spent some time observing our Paramedic Service here in Ottawa.

We also often see which part of security failed – not what worked. I think you have to accept it as one of those things because you can’t measure what security installations have prevented, right?

IG: What kind of person is suited to your profession?

SB: I am not sure there is a specific person; rather it’s more particular to the role. Someone working behind the scenes in system programming would need a very different skill set to someone conducting investigations on the frontline.

I think the balance needs to be within teams such as ours, having a broad range of expertise and calling upon specific people with specific skill sets as needed. This will help foster relations and provide some internal training opportunities, but also gives the flexibility to hire new professionals, perhaps with a security certification from a college or university but lacking experience.

IG: How hard is it to persuade your superiors to give you the resources you need?

SB: As long as you go in prepared it’s not too bad. It depends what you’re asking for. If you’re asking for realistic resources and you’ve developed a good rationale and strong business case…

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