Tag Archives: Standard operating procedure

K9 Unit Policy & Procedure Manual

9 Aug

K9 unit Force Procedure Manual

Included is the Policy and Procedure Manual, Administrative Duties Manual, and SOP’s

CONFIDENTIAL

Version 4.4

Commander K9 Units

 SPECIALISED UNITS DEPARMENT

(All rights reserved)

K9 Unit

Vision

To provide the best possible professional specialised service in the shortest possible time

Mission

To always serve and protect

Motto

T.A.P.S

Tactics, Accuracy, Power & Speed

K9 Unit Policy & Procedure Manual

PURPOSE

To establish policy & procedures and standard operating procedures governing the, training, use and administration of police service dog teams employed by the Police Department. These teams that will be referred to throughout this manual as “K9″ teams constitute a handler and a dog.

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Index of posts on this blog – Strategic Management

2 Jul

Looking at the nuts and bolts of a typical CONTINGENCY READYNESS SOP

29 Jun

I am going to keep this short, and to the point;

The steps are simple; however we first need to understand, why, how and when we need to do things.

Starting with step one, that needs little explanation;

Step one; Name your SOP

And then abbreviate it – Every SOP has a short name.

We will name this one “CR1” and just show how to go through the basics of drawing up an SOP – Standard Operating Procedure.

This one is referred to as CR1 – the  “CR” is the abbreviation for Contingency Readiness, and the 1 (one) refers to the first document ever (CR 1.1 for instance, then will be an amended one, Cr2 will be a revised one etc).

Sop’s need to be numbered, as changes are made, and revisions to protocol, it needs to stay alive and current. This is the best way to track them.Image

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Certification of Events – for the purpose of emergency and disaster mitigation management.

17 Mar

With Legislative venue compliance becoming focal, especially within the event management industry. When looking at stadiums or large venues and events, then one can see how complex the infrastructure is, or how having no infrastructure also can compound issues, with any large area that can,  or could be  utilized for public events, somehow, whether they are formal or informal areas – they all still need to comply with certain aspects of legislation.

 The owner that is in the business of renting out or leasing his whole or partial facility, should always be up to date with current legislation. Certification is a worldwide requirement when it comes to compliance with legislation covering aspects ranging from electricity, health, and building regulations for instance to fire codes, need to be checked beforehand. As they all have limitations, conditions, and expiray dates. All of wich becomes relevant at the point where we have a full stadium. Do we then comply legally?  

 

Certification can and should cover the following criteria, and this should become a standard checklist for event promotors, to check, when enquiring about the venue, its capacity and cost.

Most venues the world over will have to comply to some if not all the following requirements and any other criteria which may be prescribed from time to time:

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Standard Operating Procedure (SOP) for Access Control

12 Dec

A – Standard Operating Procedure – (SOP)  – for Access Control

PURPOSE and definition of any access control SOP:

  • Purpose; SOP’s were designed to create uniformity of effort, and cohesion, thus resulting in the continuity of standards. These standards would also refer to unit standards, TACTICS: best practices, immediate action drills, intelligence gathering, surveillance and counter surveillance, interrogation, authentication, and legislative compliance among other things.
  • Aim; to couple objectives with standards; It becomes a standard for “tactical” implementation. (Tactical – implying; the use of military/ Police science that deals with securing objectives set by strategy).  Especially the technique of deploying and directing “troops” – guards -, and the use of terrain, and communication, as well as technology to effectively counter any threat with.
  • Strategy implementation;  Thus we design a strategy first, and then we use techniques – tactics/ SOP’s – to deploy guards/ resources for the greatest impact and effect, in executing our access control strategy.
  • Definition; To establish an integrated standard criteria and control system for all functions/aspects of access and egress control within the scope of standards.
  • Standards in this context refers to; something considered by an authority or by general consent as a basis of comparison; or an approved model. Put at its simplest, a standard is an agreed, repeatable way of doing something.

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The Purpose and Process of Security Access Control

5 Dec

We can speak of access control where we find a criterion for Authentication, Authorization, and Control.

The purpose of security guards and security devices at points of access. Is to create a perception of sanctuary and a presence of safety, and to enforce the access criteria.

Definition; Access control in general refers to a condition, or conditions (more than one) that must exist that specifically determines a criteria, or a set of criteria’s that has to be met, before access / entrance will be granted, thus restricting free access, by enlisting a criteria. This criteria could be simple or very complicated, physical, electronic or biometric (the recording of things such as people’s fingerprints or the appearance of their eye in order to identify them on an electronic system).By implication, anything from a key, to a credit card pin, to a finger print.

Access also implies egress, and rights

The point is exerting control over who can and who cannot access something has legal implications. Access infuses a right or a privilege that is constitutional, to a right, giving such a person user rights and denying others. Whoever has the key, code, pin, password ect., has rights of access, for or to whatever mechanism, or for whatever reason they might need it. This is called safety, which is also a right, and so too security. So we access some and egress from other rights, when we talk security, and the limitations to rights, and freedoms.

A way of thinking

Access control is a general way of talking about security, as a way of controlling people’s freedom of movement or access to any specific item, place, building, vehicle, resource or whatever. Access can be granted or denied based on a wide variety of criteria, such as predetermined.  This brings about a perception of security. By bringing about forms of control, control creates measures; processes, for dealing with entry/ access and egress, that is now referred to as a criteria for security. Continue reading

A Standard Operating Procedure for Strategic, Security, Emergency, Disaster & Event Management Planning.

22 Apr

STANDARD OPERATING PROCEDURE FOR STRATEGIC

Emergency & Disaster, Event Management Planning.

CONFIDENTIAL

No portion of this document may be used, sold or otherwise reproduced or disseminated for any other purpose as what it was initially intended for, no person has any rights to this document, and it is not considered a public document, no one else will be considered a rightful user. All rights to this document in terms of the Protection of Information Act, 1982 83

________________________________________________

 

This article is aimed at those who want to arrange a huge event, and need some more than just the basic info on how to and what to do… This article will serve as a practical guide, for those who will concern themselves more with the security, emergency and disaster management aspects of any event.

I have found that by only following a textbook formula one can’t ensure continued safety, and readiness, at any type of event and for a simple reason: in any dynamic situation, performance is fundamentally relative, and becomes absolute at the point where we have no competition. Then, we dance to our own tune, and at our own pace. What am I getting at? With events you have one of every discipline, and each stick to its own. No two entities compete directly, and therefore they don’t have to perform at their peak. In fact, lasting performance of exceptional quality is largely a mental picture, a perception; a statistical anomaly. The simple fact is that no formula can guarantee continued sustainable performance, at least not in a competitive business environment where everything has a life cycle.

So, when you hire a security company, by referral, and they come highly recommended, don’t rest on your laurels either, and just assume they will perform same or better that what was expected. Things change fast; key people resign, owners sell companies, or they just get cheaper labour, or less qualified, especially when their popularity grow, and they become over stretched by the demand. This applies to all your potential service providers, especially in the events industry, those that you will be dealing with during any event need some credit. Credentials are a must then, and referrals say something more, specifically the latest, they say in this industry you are only as good as your very last performance…and it stays true.

The belief that strategic choices only made in the boardroom will directly affect the quality of a business concept, especially at grassroots level, and then the world if it is properly implemented. Where its success equates directly to the results of great planning, especially project or either strategic, is totally flawed.  Any plan is only as good as the first few minutes it was written in, and then immediately implemented.

As more and more time lapse,  between the conception and implementation time frames, then naturally, the more time you put between planning and execution, the more the variables change, and keep changing. Thus, planning never the less remains an indispensible part of  any great endeavor, and an ongoing effort, either way it remains indispensable. The results of planning will only be reflecting the degree of precision and good decision making, and then only how effective it was executed under conditions of ambiguity that tends to change the shape of things in the heat of battle, at the instance where we go over to action, and execution, it is only then that we really see the true factors that impact on our plan, those things just outside our control, only when we hit the ground running, do we feel what we are running on, the grass, or stones for the first time. Change and influences ( both internal as well as external) will always, certainly, be the factors we cannot gauge with perfect certainty, if one thing changes, then everything normally follows on, and then it tends to change the overall plans perspective.

Strategic event management; is described as organised chaos in motion; choice is inevitably an exercise in decision making under conditions of uncertainty, of which the objective is not to find workable solutions only, and to guaranteed success, but rather to improve the odds of making it all the way without serious incidents, accidents, emergencies, and disasters,  through a thoughtful consideration of factors and influences that could mitigate them, or render then nun and void. Strategic event management and planning,  should never just be focused on gain, and rewards, the big compensation. Where event management companies focus only on reward, and rewarding executives for being lucky, and getting an event done, and pulling it off, without having had a fraction of what the law, requires, and otherwise stipulated, then as we all know somehow luck tends to run out at the most crucial point. The people die… Then only do we see the true value and necessity for security, emergency and disaster management and mitigation strategies.  We need something different added to our strategic focus, especially where people in large numbers are concerned.  Then we need a structure, some STANDARD OPPERATING PROCEDURES, for all to see, and follow during EVENTS.

Many countries have legislation in place, however more still doesn’t, that cover events from cradle to grave. Still, even with legislative compliance in place, you can never be sure that every event will comply 100%, and the first place they cut corners is on safety, security, and disaster mitigation. It is still just a bare minimum standard of security.  The very uniqueness and nature of events makes it very unpredictable, even at the best of times. The problem with this is, we deal with people, and aspects like liquor use, drugs, guns, crime, political issues, could be the catalyst for something better and bigger to follow. The other aspects are unseen; adverse weather, exposed electricity, structural failures, fire, arson, gas explosions, lightning, flood water, sinkholes, etc…

Therefore, we need to opt for self organisation and true professionalism…when planning and designing major events…

Firstly we need to familiarise ourselves with the industry and their acronyms. Continue reading

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