ADMINISTRATIVE REPORT

Date: November 6, 1997

CC: File No. 1369

TO:Vancouver City Council

FROM:Manager, Building Management, Corporate Services

SUBJECT:Security Review - New Position

RECOMMENDATION

A.THAT Council approve the global conclusions discussed in the body of this report arising from the report of the security consultant commissioned to review the City's security function, and further instruct staff to implement the specific departmental recommendations advanced by the security consultant when and if practicable and after consultation with departmental managers and heads of outside boards.

B.THAT Council approve the establishment of a new position titled Manager of Security Services to head up the City's central security function, subject to review and classification by the General Manager of Human Resource Services. The estimated annual cost of this position (mid-range including fringe benefits) is $63,000, with funding provided from the current, approved Corporate Services' operating budget.

C.THAT, subject to approval of Recommendation B and the result of recruitment, a security position be held vacant pending a future staffing review of the security services function, and the remaining central security positions be reviewed in the meantime for appropriate classification in the normal manner. This action will produce a budget savings to partly offset the cost of the new position.

GENERAL MANAGER'S COMMENTS

The General Manager of Corporate Services RECOMMENDS approval of A, B and C.

COUNCIL POLICY

City Council approves the establishment of new positions and has directed, whenever possible, that they be funded from existing budgets.

PURPOSE

The purpose of this report is to facilitate the development and implementation of a comprehensive central security service to meet contemporary expectations and requirements across City operations and facilities.

BACKGROUND

In the early years, the City's security function was limited to a 'night watch' operation reporting directly to a building manager. In 1980, a Security Coordinator position was established to primarily provide a security service for the then incumbent Mayor. Over the ensuing years and until 1989 this position served largely in an advisory capacity. Since the early 90s, there has been an expansion of the responsibilities assigned to this position to reflect a changing and heightened security awareness driven by a number of factors, including:

·societal changes;

·organizational changes;

·staff and Council expectations;

·work environment changes; and

·technological changes.

The City's central security function has also taken on new responsibilities which now encompass the City Hall complex of buildings and other City buildings occupied by agencies such as the Health Board, the Museum and Art Gallery. Additionally, general consulting services are provided outside of the City Hall complex to those departments and boards that provide security services through their own staff or contract personnel, and further supported by purchased or leased security systems.

In 1995, the City's Better City Government initiative (the "BCG") identified a number of corporate processes for review, and among those was Facilities and Building Management, with Security included as a project. Subsequent to the launch of BCG, a study within Corporate Services to determine a process improvement agenda again identified Security as a high payback area in terms of improved service and functionality with good potential forcost savings. Consequently, a consulting firm (the Security Engineering Group - the ‘Consultant’) was commissioned to undertake a study of the City's security services to examine and assess whether the City's personnel, customers, clients and physical assets and information were protected from both internal and external threats.

The Consultant reported its findings earlier this year (February 7, 1997) and their recommendations have been reviewed and discussed with the Corporate Management Team. The Consultant's report has been filed with the City Clerks Office for reference purposes.

While the CMT was generally supportive of the report findings, they requested the Manager of Building Management and the Security Coordinator to develop a schedule of current expenditures on security-related products and services across all City operations. This survey was thought to be essential for assessment of the potential for bulk purchasing, standard security systems, maintenance contracts and security procedures to achieve improved service at less cost. This activity is currently in process.

The CMT did support the creation of a new position to head up a refocused central security function with responsibility to manage the implementation of the proposed improvements to security services as discussed below.

DISCUSSION

The Consultant conducted its current state assessment of the City's security function around a number of activities, which included:

·discussions with employees;

·review of security standards;

·review of security programs;

·review of scheduling security resources; and

·review of physical facilities and security measures in place.

This review resulted in findings ranging from inadequate security awareness to no uniform system for identification of City staff, and a list of recommendations in the form of global conclusions which we recommend for approval. The Consultant also recommended specific security improvements to departments/boards arising from its review of their physical facilities and operational procedures. We also support the implementation of these security improvements when and if practicable and after consultation with the respective managers.

The Consultant suggests that the City of Vancouver needs to focus on several security issues (global conclusions) in order to obtain the most positive impact from its security review, as follows:

·the creation of a management position to oversee the delivery of central security services and to advise, guide and coordinate the decentralized security services provided by City departments and outside boards;

·the creation and maintenance of a security policies and procedures manual;

·the ongoing provision of security awareness programs to staff and volunteers;

·the implementation of a new master key control system for the City Hall Complex including lock replacements;

·the implementation of new entry/exit control procedures for the City Hall Complex;

·the design and implementation of an automated incident reporting system for all facilities; and

·the conduct of detailed threat/risk assessments at major City facilities in order to develop a comprehensive security master plan.

As noted above, one of the recommendations of the Consultant is the creation of a Security Manager position. We believe this position is necessary to effectively implement the Consultant's global recommendations and to effectively deliver a contemporary security service to the City Hall Complex. The Security Manager would have operational and budgetary responsibility for central security services and would have input in the form of consultative advice, guidance and coordination in implementing a comprehensive security service throughout all City facilities. Moreover, a security position would be held vacant pending a future review of security staffing needs to partly offset the cost of the new position. Some of the routine duties of this vacant position would be redistributed to other positions within the central security service and reflected in a normal classification review by Human Resource Services.

There may be future recommendations and costs resulting from the development of a master security plan for the City and they will be reported to Council in the normal manner and at the appropriate time.

FINANCIAL IMPLICATIONS/BENEFITS

The estimated annual cost associated with the establishment of the Security Manager position at mid range including fringe benefits is $63,000, offset in part by savings accruing from the vacant position. The cost of any reclassification associated with the redistribution of duties from the vacant position to the remaining central security positions will likely be nominal. Both of these costs will be funded from the existing, approved Corporate Services' budget.

The implementation of report Recommendations A, B and C will result in the following:

·a proactive central security operation supported by contemporary policy and procedures;

·the potential for cost savings through bulk purchasing and elimination of duplication;

·standard security systems and maintenance contracts;

·improved safety through staff awareness programs; and

·better protection of City assets through an automated reporting system.

CONCLUSION

The City's security function has been identified as a high priority process for re-engineering in terms of the Better City Government initiative and an internal Corporate Services' performance improvement agenda. A security consultant was engaged to examine the City's security practices and has recommended a number of improvements in that regard.

The recommendations of this report support the implementation of

the Consultant's conclusions.

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(c) 1997 City of Vancouver