Managing the modern cps department

Managing the Modern
Campus Public Safety
Organization
Steven J. Healy
MHA Managing Partner

Agenda

• Introduction
• The Issues
• How to Address Them
• Discussion/Q&A

© Margolis Healy & Associates, LLC
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Introduction/About MHA
Margolis Healy & Associates, LLC is a professional services firm that
specializes in a wide range of campus safety and security consulting
services for institutions of higher education throughout the United
States and Canada.
• public safety management reviews;

• safety and security program assessments;

• organizational culture assessments;

• security master plan development;

• emergency operations response training and policy development;

• compliance audits and related training;

• litigation consultation;

• interim leadership placement and executive search
3

Introduction/About MHA

• Clients represent large, medium and small public
and private institutions
• Near even split between sworn and non-sworn
agencies
• Managing partners have led both sworn and non-
sworn department, and managed hybrid forces

4

How we know what we
know
• Managing Partners and associates have
combined 100 of years in law enforcement and
CPS
 Led every possible type of agency

• Clients number well over 85 and represent all
favors of CPS departments
• We’ve seen every conceivable issue, from the
aftermath of critical incidents, to labor aggression
to total mismanagement

5

The Issues

• Physical Security
• Organizational
Design/Structure • Emergency
Management/Critical
• Strategy/Community Incident Response
Policing
• Special Event Security
• Staffing
• Dispatch is Important
• Budget
• Training, Training,
• Thin Blue Line Training

6

Organizational
Design/Structure

• External
 Form should follow function
 What do we want?
− Sworn/non-sworn/hybrid
− Armed/unarmed/range of weapons
 Where does it fit within your hierarchy?

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Organizational
Design/Structure
• Internal
 Typical para-military structure
− Does it support the reality of daily operations
 Does it align with the rest of the institution
 Are the right people on the bus? (and in the right seats)
 Are there enough command staff and administrators for
the workload
 Systems to direct, constrain, or guide (in support of better
policing & avoiding undesirable policing)

8

Organizational
Design/Structure
• Decide a course by design, not by default
• Don’t wait until you’re in crisis mode
• Encourage a flatter structure, when and where
possible
• Compare structure with other service units
• Conduct a skills inventory for key CPS positions
• Compare management team with other
departments
• Examine systems intended to direct, constrain, and
guide discretion
9

Operational Strategy

• Has the department adopted a strategy linked to
the issues the university faces?
• Is that strategy aligned with institutional vision,
values, goals?
• Is the strategy intelligence based?
 Hot-spot policing, disorder policing,
COMPSTAT

10

Operational Strategy

• Ensure leaders are exposed to latest research
and practices in policing
• Require them to develop an operational strategy
that addresses institutional challenges
• Ensure strategy outlines general and specific
duties and responsibilities for officers
• Consider geographic/neighborhood assignments
• Community policing should be central tenant

11

Staffing

• Enough is never enough
• Staffing must align with service levels and
institutional expectations
• Must support the continuum of activities – routine
duties; predicting and preventing crime and
public disorder; reacting and responding to
critical and emerging events.
• It is time/place/activity dependent

12

Staffing

• In general, you need 4.7 – 5.2 people per position
 Level 1 (Full Service)
 Level 2 (Comprehensive Stewardship)
 Level 3 (Managed Care)
 Level 4 (Reactive Services)
 Level 5 (Crisis Response)

13

Budget

• Who controls (knowledge, skills,
experience)
• Enough is never enough
• Supports operational strategy
• Charge backs or imbedded

14

Budget

• Director should control, unless that conflicts
with institutional practice
• Require department to conduct zero-base
budget exercise
• Examine expenditures to see how they support
operational strategy
• Doesn’t matter where funding comes from, just
as long as it’s available, without exception
• Use 1.5% as a general guideline
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Thin Blue Line

• Present, regardless of status
• Passive (and sometimes active) mistrust of civilians
• “You don’t know what we do cuz you’ve never done
it”
• Circle the wagon mentality
• They don’t appreciate us

16

Thin Blue Line

• Integrate senior CPS leadership into student
affairs/rest of institution
• Build substantive, trust-based relationship with
other senior SA administrators
• Spend time in the trenches (and require others to
do so as well)
• Circle the wagon mentality
• Widely celebrate safety and security successes

17

Physical Security

• It’s not just for corporations anymore…
• Security technology can serve as a
significant force multiplier
• It can also be a black hole if not managed
appropriately and aligned with overall
strategy
• Requires a special skill set not necessarily part
of CPS executive experience

18

Physical Security

• Ensure executive has requisite skill set and
appropriate understanding
 Or assign someone with skills

• Align with institutional security goals
• Form campus wide coordinating committee
• Develop physical security strategic plan with
applicable design and deployment standards

19

Emergency
Management

• Critical incidents can and do occur on all of our
campuses
• You have an affirmative duty to prevent harm
 You own/control premises
 You operate programs, on and off campus
 Sometimes, you have “special relationships” with
students
 Now, we have Federal guidelines

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Emergency
• Management
Develop a campus “concept of operations” and plan
that is NIMS compliant and meets evolving standards in
higher education emergency management
 Provides an “All Hazards” campus wide operational
plan

 Provides Effective and Efficient Incident Management,
from Pre-Planning & Initial Response Through
Recovery

 Provides Effective Communications Internal and
External

 System for Incident Management while Providing
Critical Campus Operations
21

Special Event Security

• Potential lethal mix @ many campus
special events
 Students and non-students

 Alcohol and other drugs

 Egos

 Security (Lack of or ill prepared)

22


• Most violent incidents occur in the early morning
hours
• Each has a triggering event: argument, fights,
anger, vengeance, jealousy, domestic related
• Suspects are consistently male
• Not clear if they all occur at non-school sponsored
events, but they all have a link to student access
to university space
• Weapon of choice is a firearm

23


1. Multi-disciplinary approach
2. Event Pre-planning & Coordination
3. Special Event policies
4. Training for security personnel
5. Staffing

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6. Use of students in event staffing
7. Venue Considerations
8. Off-campus events
9. After-action reviews
10.Use of NIMS & ICS framework

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Dispatch is Important
• CPS relies on two-way radio communication
to receive information, request assistance,
receive orders, and respond to calls for
service
• System must provide immediate information
to public safety offices in the course of their
duties
• The operators within system represent the
constraining or facilitating factor

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Dispatch is Important

• Need one or more staff positions per shift in a
dedicated, centralized command and
communications function, 24/7.
• Staff should not have ancillary duties
• Operators should have appropriate disposition and
state-mandated training
• Management of the dispatch operation should not
be an after-thought

27

Training, Training,
Training
• Often cited as one of the most important
responsibilities in any public safety agency
 Basic, OJT, In-service, Specialized
• Well trained officers are generally more
productive and efficient
• Training can foster cooperation and unity of
purpose within the department and
community
• It also helps to fulfill your duty to prevent
harm
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Training, Training,
Training

• Conduct a training needs assessment,
internally and externally
• Develop a training plan to close gaps
• Create opportunities for joint training
• Appropriately fund training

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Wrap Up

• Physical Security
• Organizational
Structure • Emergency
Management/Critical
• Strategy/Community Incident Response
Policing
• Special Event Security
• Staffing
• Dispatch is Important
• Budget
• Training, Training,
• Thin Blue Line Training

30

QUESTIONS

31

Managing the modern cps department

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