Just now, all those security managers hooked on training for both themselves and their staff have their eyes firmly fixed on SITO – the security sector’s very own National Training Organisation. The reason is simple. By 31 March 2002, the Government is planning to cut down on the number of NTO’s operating in the UK (there are 75 at present), effectively replacing them with 25 all-new Sector Skills Councils (SSCs). Apparently, New Labour feels that the current NTO network isn’t delivering on its mandate – namely to contribute to the development of education and training in the British industrial sector.
Don’t be misled, though. This is no slur on SITO, an organisation that has consistently upheld the highest standards of training provision for all those working in the security industry – be they managers, officers, installers, investigators or locksmiths. It’s simply a change of emphasis at Westminster.
Not surprisingly, this has focused the minds of SITO’s key driving forces – chairman Bob Rowan and chief executive Raymond Clarke – who were privy to a Government briefing on the proposed structural changes back in September, followed by a detailed policy document published in October.
It’s also concentrated the focus of trainers and training recipients across the industry, all of whom want to know what form SITO will take in the New Year and beyond when the Sector Skills Councils kick-in for real.
Several clues were offered at this year’s SITO National Training Conference. Held on 8 November at The National Motorcycle Museum in Birmingham (and part-sponsored by SMT), some 250 delegates from all sectors of the industry packed into the Britannia Suite to hear what the organisation’s leading players – not to mention representatives from the Home Office and the University for Industry – had to say on the future for security training.
A shift in training provision
“It’s true to say that we live in interesting times,” opined SITO chairman Bob Rowan in his opening address. “The Government has already withdrawn much of the funding it gives to NTOs, aside from that available for transitional projects. The timetable for switching to Sector Skills Councils is tight to say the least, and we’ve been debating where our dialogue with Government is leading us.”
According to Rowan, the much-vaunted SSCs mark a distinctive shift in training provision, tailoring solutions to skilling needs by way of private and public sector funding. They will “be influential and broadly-based,” he added. “The Government is making a statement to employers in all sectors, who must now come together in pushing forward ideas and remits upon which the SSCs may be founded.”
Following on from Rowan with a typically impassioned speech, SITO chief executive Raymond Clarke made it quite clear that the transition to SSC is a situation that must be resolved quickly – not just for SITO’s sake, but in the interests of the security sector per se.
“To date, SITO has been very successful as an NTO. The organisation has punched well above its weight,” stressed Clarke. Backing up his assertions, he pointed to the development of a wider range of better training courses and products – many of the latter relying, of course, on multi-media technology – for security professionals. However, while Clarke is adamant that SITO has made great strides over the past three-to-four years, the industry hasn’t always made the best of what it’s been offered.
Clarke feels that the NTO movement in its present form can be likened to “the curate’s egg”. Along with the Government, it seems, he feels that many such organisations have had little impact, their performance varying hugely from one to the other.
“We now have the opportunity to change that situation thanks to the SSCs,” said Clarke. “The Government wants to see improved research capabilities in all sectors of industry, with world class learning and training standards. We’ll need to provide ever-more detailed information on market trends in the security sector, something which we fall short on at the moment. We’ll also need representation in the security sector in Scotland, Wales and Northern Ireland. It’s a time of major change.”
Importantly, Clarke stressed that SITO’s ‘transformation’ into a Sector Skills Council will bring more money from Government, and lead to an increased influence for the organisation.
Indeed funding may be as much as three times greater. “We could begin to receive GB pound 1 million in grants every year, rather than the GB pound 100,000 donation we presently enjoy,” said Clarke. “The SSCs will also be a direct conduit for influencing Government policy on all matters relating to education and training.” That can only be a step in the right direction.
The future for SITO
What, though, might this transition entail for SITO? Clarke feels that SITO could go it alone as an SSC, but knows that it might not be viewed as being a large enough body to exist in ‘splendid isolation’.
“That’s why we billed this as possibly the last SITO National Training Conference,” suggested Clarke, before launching a well-aimed broadside at the security sector. “We could fix all of our problems tomorrow if the industry offered us more funding,” he stressed.
“It’s a fact that the leading companies in this industry invest less in their NTO than is the case in any other sector.”
A further option for Rowan and Clarke is to join forces with another NTO, possibly one that operates in the field of facilities management or outsourced services. Getting into bed with the contract cleaning fraternity has been mentioned as a likely route to change, one that has angered the security systems fraternity (who feel that the security element of SITO’s work may be diluted as a result).
“Whatever path we choose to take we are not going to please everyone,” added Clarke. “If we cannot gain permission to go it alone as an SSC, then I’d prefer to side with the cleaning faction. I know that this suggestion has gone down like a lead balloon with certain factions of the industry. People should remember that, in Sweden, there’s a single trade association covering the security and cleaning sector – and the Swedish security industry is seen as something of an exemplar.”
Clarke believes that SITO could survive as an SSC in its own right, but he’s a realist. He feels that the transfer to SSC status will enhance the profile of security training, but that help will be needed to secure the long-term future and quality of central training provision.
“In spite of SITO’s strong record, there’s still much for us to do,” stressed Clarke. “Leaders in this industry must help us to do more. The security companies aren’t putting enough resources into training. It’s high time this industry walked the talk, and put an end to paying lip service to training. People need to stand up and be counted.”
Furthermore, the charismatic SITO leader is adamant that the Security Industry Authority (SIA) will have a major part to play in the industry’s future. “The phrase ‘joined-up Government’ can no longer remain meaningless, though,” added Clarke. “The SIA must provide a framework within which we can improve training in the industry even further.”
Establishing the SIA
Offered such a seamless link into her presentation, Sue Jarvis – a member of the Private Security Industry Act Implementation Team at the Home Office – gave the assembled hordes some insight into how far the Government has progressed with setting up the SIA. While stressing the importance of independence for the Authority, Jarvis also pinpointed a need for effective communication links between the SIA and its ‘shareholders’ – the police and local authorities among them.
As many SMT readers will be aware, a chairman and chief executive are currently being sought to run the new body, with appointments likely “early in the New Year”. Licensing proper is slated to begin in early 2003. Door supervisors will be first, followed by contract security officers, key holders, consultants and private investigators.
“We need the industry’s help in determining the competencies required to gain a licence,” pleaded Jarvis. “The selection of appropriate criteria for the approved contractors’ scheme also demands careful attention.”
Jarvis called for the industry to take appropriate steps to help the SIA, urging all security companies to comply with best practice procedures and engage in consultation at all times. “The JSIC/BSIA-led Way Forward Group is an excellent starting point,” added Jarvis. A sentiment echoed by Bob Rowan. “I too would encourage all leaders in the industry to engage in consultation,” said Rowan. “It could make all the difference.”
Next on the podium was Roy Baldwin, national manager for sector development at the University for Industry. With over 25 years in vocational education and training encompassing both the public and private sectors, Baldwin remains a man on a mission. He recognises that the pace of modern business is such that training can often fall by the wayside. It shouldn’t. That’s precisely why Baldwin’s organisation has set up LearnDirect – to use new technology in enhancing peoples’ skills and education, and help in boosting business productivity into the bargain.
LearnDirect encompasses over 700 training courses, all of them commissioned from top quality e-learning suppliers. The courses are offered in several key areas, including business and management. Many of them are sector-specific.
“Put simply,” said Baldwin, “learning is a means to solving business problems. We’re offering the security sector an extra avenue to do just that. Training on the web is accessible and relevant in today’s working environment.”
He added: “I hope the industry will take up the challenge we’re offering with this initiative on a voluntary basis. Persuasion should not be necessary.” How true.
The afternoon session was dominated by a series of bespoke workshops covering training-related issues in several industry sectors – including manned guarding, door supervision and security systems.
Chairing the manned security session, Jane McKenna – national training manager at Chubb Security Personnel – asked participants to examine the necessary skills set of an effective line manager, identify the gaps in their training needs and look for ways of bridging them.
Participants from companies including Securitas, The Shield Guarding Company, Trident Safeguards and The Corps of Commissionaires recognised that security managers need to be analytical, approachable and creative. Loyalty to the Board and members of the security team is crucial, as is a head for figures. They must be commercially aware, and trustworthy. Not surprisingly, communication skills were mentioned on more than one occasion. A good many managers pass on information, but if they don’t make it manageable for their staff then it’s a wasted exercise. In a similar vein, all managers must be good listeners, and act on staff concerns.
Many agreed that a marriage of both management and security skills would make for the ideal candidate. One delegate made a salient point in that, if all promotion is from within, companies can be devoid of fresh ideas. Not a healthy scenario. Crisis management and general problem-solving abilities are also key, so too negotiating skills (all-important for salary reviews and the like).
Managers need to be articulate, IT-literate and understand the concept of maintaining a consistent level of service. They need to be motivators, skilled at time management and good at counselling. A well-organised individual with a degree of coaching and/or training ability is the ideal candidate.
Of course, many of these attributes are general management skills that will be needed in a host of sectors, not just the security industry. Does SITO need to develop a generic course, then? One that focuses purely on management in general?
Possibly it does, as many a security company homes in on winning business and making profits – sometimes to the detriment of staff development.
The concensus feeling was that, yes, the vision of the ideal security manager exists – but the ‘ideal’ security company doesn’t. If there’s little or no support from above, the job will always be a difficult one. The industry must devise a publicly-visible career progression, and that’s an area where SITO can be proactive.
“The aim should be for managers to catch members of their staff doing something right as opposed to doing something wrong,” said Jane McKenna. “People management skills are often lacking in security managers, and there are still yawning skills gaps at supervisory level. Skills are often learned in one company and then immediately transferred to another. They’re inherited as opposed to being developed, which is poor.”
McKenna added: “SITO can help managers in the manned guarding sector by providing more modular training. Regional training centres and workshops would be better than central ones.”
She added: “Conversely, the major contractors might also show willing by opening up their in-house courses to managers from other concerns.” McKenna’s own company will be doing just that in the New Year.
Door supervisor and systems training
Famed throughout the industry for his tireless work in improving the lot of door supervisors by way of the Safer Doors Forum, former PC Andy Walker – who is now a director at Capes (UK) Security Services – called for a national training policy in this area of security provision. That’s absolutely right. After all, a nightclub door supervisor operates in a vastly different environment to those in the events sector.
“There needs to be a minimum training time of 16 hours,” suggested Walker. “This ought to be spread over two days. Only then should the ‘operational badge’ be issued. There should also be some form of on-site assessment. That said, a formal procedure needs to be put in place such that we can assess the trainers and their training companies as well.”
Deputy chairman of the BSIA and chairman of its Security Systems Section for the past seven years, Tim Geddes identified why training is so important in the systems sector. “It’s the key to effective recruitment,” opined Geddes. “Training leads to continuity of employment and career progression, and a better service for the end user.”
Sadly, and in spite of the best efforts of SITO, Geddes said that systems companies are – for the most part – not buying-in to such an ethos. Has SITO taken the wrong course, then? “The Education and Training Forums in the systems sector are very poorly attended,” said Geddes. “The feeling is that many more systems providers would be forthcoming in regard to SITO if it operated as an NTO per se as opposed to acting as a commercial training provider,” he added. “Hopefully, the move to Sector Skills Council status will make that possible.”
A final decision on which path SITO will take in its transition to a SSC is expected in the next few weeks. Despite an excellent track record, the security NTO still has much to do in the field of training. As Raymond Clarke rightly says, now is the time for the industry to stand up and be counted. Paying lip service to training and quality standards is no longer an option for the security sector.
In the grand scheme of things, it’s time for company profits to be put on the back burner. Raising the professionalism of the security industry must be the major objective.
And the only way this will be achieved is through a finely-tuned and well-supported training regimen. To use a sporting analogy, the security training ball now lies very squarely in the industry’s court.
