personnel should also be convinced of the importance of immediately report-
ing to security any equipment that is malfunctioning so that repairs can be
affected. Although it might be somewhat burdensome for a security depart-
ment to have to ensure that repairs of equipment are being addressed in a
timely manner by security product vendors, the positive result in following this
approach is that the repairs can be tracked more efficiently and they will more
than likely be completed in a timelier manner given the more focused over-
sight. In addition, it is also easier for security decision makers to more quickly
detect trends in like equipment failures at multiple facilities. This information
can then be relayed to the security product vendor to determine whether there
is a need to modify existing equipment at other facilities before it encounters
the same difficulties. Information of this type would be especially useful if addi-
tional equipment was being considered for future purchase from the manu-
facturer whose equipment was failing.
Auditing Effectiveness
To further ensure that the security equipment that has been installed is being
utilized as intended, an audit process should be implemented. Security depart-
ment personnel should regularly check to make sure the equipment is func-
tional and that it is being used according to the organizations standards. For
example, if you have a facility that has a digital CCTV system that you have set
up to monitor alarms in high-risk areas at certain times of the day, you more
than likely have implemented guidelines that require the facility personnel to
regularly check to see if alarms have been generated on the system. As with any
other required security standard, simply setting the standard and communi-
cating it to organizational personnel does not ensure compliance. Auditing the
use of security equipment greatly increases the likelihood that the equipment
is being used to the organizations standards.
Yet auditing just for the sake of auditing can be a waste of time if the secu-
rity department audits are not backed by the organizations management and
operations team. Too often in the corporate culture, audits are conducted by
security personnel and operations responds with “lip-service promising to
correct the problems found in the audit, but rarely following through with
those promises. Audits without management support may identify the prob-
lems, but rarely do they correct them. This is not to say that security must
always go in with a “big stick or with an “I got you mentality when conduct-
ing audits. To the contrary, security personnel should continually strive to
be viewed as part of the team. Whenever possible, audits should be put into
the context of an opportunity to educate management on existing security
programs.
Establishing good rapport with facility management is of the utmost impor-
tance if a security program is to be effective. By showing facility management
the usefulness and effectiveness of the security tools that have been provided
Security Measures: Deploying Physical Security 229

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