5 minute read
A Process-Based Approach to Implementing Security Solutions
License plate readers that flag unknown vehicles approaching a private gate, automatically notifying security guards or neighborhood watch groups. Camera systems that communicate with access control systems using facial recognition software, sending alerts to security personnel and providing metrics that help Management and Boards evaluate amenity usage. Cloud-based security solutions with forensic value that allows Boards and Management to be both proactive and reactive in responding to security events. Emerging security technology and increasing market demand have resulted in products reminiscent of Star Trek. How should a community determine which product is the best fit for them?
Boards and Managers should adopt a process-based approach to problem solving before exploring different products. Let’s examine a scenario using the process-based approach.
Step One: Define the Process Ask, “What are the steps in the current security process?”
Residents have complained of long wait times at a gated entrance to the community with cars backed up into a dangerous intersection. Boards and Managers should first list the steps in the current security process. 1. Cars approach gates. 2. Guards greet cars and confirm residency using resident records kept in a paper binder. Guards greet visitors and confirm with an approved guest list. Calls may be required to owner to confirm guest. 3. Guards open gates.
Step Two: Define the Problem Ask, “What empirical data do I need to gather to determine the scope and severity of the problem?”
Is the problem that the gates are too slow to open, onsite guards need to trigger the gate mechanism, visiting cars slowing the process, or a combination of all three? Are the resident complaints valid or based on a perception of how fast the gate process should operate? Gather data through research and surveys. Determine which step, or steps, are creating a problem and not working as designed.
Conduct resident surveys with both qualitative questions (assessing resident emotions and perceptions to a problem) as well as quantitative questions (providing data that allows you to define the severity of the problem.) An example of a qualitative question could be, “Do you feel that the gate system is operating effectively?” An example of a quantitative question could be, “On average, how long do you wait to enter the gate?”
Perform field research to gain further insight into the nature of the problem. In the gated entry scenario, volunteers position themselves to count cars at three critical times: 9AM, 3PM, and 6PM. Counts are taken for how many cars are waiting in line and how long the average wait is. Counts are taken on how many guests vs. residents enter. Incidents in which guests cause longer wait times are also documented.
In defining the problem, it’s important to consider the nature and severity of the problem as well as residents’ perceived beliefs about the nature and severity of the problem.
In the gate scenario, guards spent a lot of time confirming residency, and visitors slowed the process even more. It was determined that there was a problem in both the layout as well as the technology that disrupted the process.
Step Three: Visualize A Scenario Where the Process Works Efficiently Ask, “What should the ideal process look like?”
Focus on process. Before Boards and Managers research the market to select product solutions, they should be able to describe what the ideal process should look like first.
In the gate scenario, the ideal process allows residents to enter faster while being vetted appropriately. While many security solutions are available on the market, knowledgeable business partners specializing in security software and products will be able to cater the solution to fix the specific problem within the process rather than simply replacing a system which might not solve the problem in the long run. A gate system may not need to be replaced entirely and may simply substitute one problem for another. New features with all of the ‘bells and whistles’ can be distracting and costly, and Boards need to weigh both the impact on the budget compared to the potential for long term savings. Overall, the priority when implementing security solutions should be keeping everyone safe and limiting liability.
The ideal solution to the gate problem was to create a guest-only lane for guards to vet visitors as well as install a license plate reader in a resident-only lane. There needed to be a change to both the process of vetting cars as well as the product used for the solution to meet the needs of the community. Step Four: Communicate, Communicate, Communicate Ask, “What do I need to communicate to residents, visitors, and business partners about the change in the process as well as the change in the technology?”
First, explain the decision-making process used and be sure to share results from surveys and research to justify the change. Communicate clearly why the change is warranted and explain the new steps far in advance of any changes. Determine if signage is required onsite in addition to eblasts, written correspondence, and notices to residents. Decide which information is needed from residents prior to implementation.
Step Five: Reassess Process Effectiveness Ask, “Is the new process working as designed?”
Schedule a post implementation evaluation to determine the success of the system. What is working well? What needs tweaking? This is a great time to perform a follow up survey and field research to compare results with initial findings.
Overall, implementing any change in the security procedures of a community requires time, research, and communication. Partnering with a knowledgeable business partner can help the association follow a process-based approach that integrates technology catered to meet residents’ needs.
Collaboratively Written by Mitch Gyger, President, OPS Security Group https://opssecuritygroup.com Alicia Menefee, CMCA, AMS, HPS Management alicia.menefee@hpsmanagement.com
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