Homeland security forum post (312W5)
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312w5l.docx
Security Force Management, Vessel and Cargo Operations, CSI, and C-TPAT
“In the heightened homeland security environment, threats to vessels from terrorism and sabotage top the list of concerns facing the shipping industry”… (Christopher, 2009).
Security Force Management
The framework for managing and leading a security force starts with the port managers and leaders. In the corporate world (or any other business environment) have a multitude of tasks, not the least of which includes organizational skills and personnel management. The best tool that may be utilized is use of the "middle-managers". When properly employed at a port operation, middle-managers can be the "go to" individual when acting as liaison between the front line workers and upper management. The middle-manager is responsible to ensure that issues from subordinates are brought up the chain of command and that policy, guidance and the company vision are all adhered to by front line workers. By utilizing organizational leadership styles, these middle-managers can solicit input from employees and act accordingly to ensure policy reflects the wishes of the employees. Employee input is crucial to make this type of work model productive.
Those in leadership roles must develop and maintain a good working relationship and present a clear directive for the middle manager to follow. It is important that your employees respect those in their chain of command. You do not have to like your supervisor or manager, but you should respect them. Employees will need to follow directions regardless. However, a supervisor or manager will experience better results from happy and content employees. Poor leadership breeds poorly performing workers in the same manner. If you respect your boss (because he/she has earned it in some way) you are more likely to do your job more efficiently.
The port managers’ main responsibility is to direct supervisors, as well as employees. One of the key challenges a port security manager will face today is the ability to establish quick response mentality to port security situations, and to foster an adaptable security force which is a vital capability for the overall port organization. According to Christopher, it is important for port security managers to create a framework which entails planning, organizing, directing, coordinating workforces, minimizing conflict, maintaining effective interpersonal relationships, identifying and resolving supervisory problems, directing employees in meeting departmental objectives, being aware of employees’ mental and physical health conditions, maintaining appropriate social standards and employee demeanor, developing normative and measureable performance standards, being aware of and proficient with counseling and disciplinary procedures, being aware of concepts of budgeting and planning, and understanding personnel handling procedures (Christopher). One of the key functions of developing a superior framework in the port security environment is going to rely on how efficiently the leadership establishes the middle management operation. The middle management is a vital part of the port security management team framework because he or she is the connection between line procedures and senior management at the port. Mid-level managers at ports are responsible to convert the port’s mission, strategic plans, tasks, and values to the operational level of port security team.
As mentioned above, a critical function of senior management is developing and instilling a clear mission statement for the force. An example of a mission statement would read: The organization provides security services to the port and serves as the command and control authority for personnel employed by the port security force. Once the mission statement has been developed it must be conveyed to the organization. However, a strategy that empowers the staff to convey and operationalize the mission statement must be developed and executed to ensure all employees are working to the same goal. Failure in achieving a coherent strategy will result in mission failure.
Maintaining Force Competencies in Port Security
It is important that the port security team maintain force competencies. Many private security officers do not have adequate and regulated training compared to certified police officers. It is important that the port security manager ensure that the professional security force he constructs has sufficient training comparable to the training a certified police officer receives. A private security team should be required to achieve and maintain competencies comparable to a certified police officer. Generally, each state has its own private security certification requirements. For example, the State of Alabama requires private security officers to complete all training in a state certified facility before receiving their security license. All private security guards in the state of Alabama have to undergo a minimum of eight hours board approved classroom training by a state certified trainer as a requirement of the Alabama Security Regulatory Board. The security training in Alabama has to contain training in legal and ethical issues, the use of limited and lethal force, how to properly report to authorities, write proper written reports, how to deal with medical emergencies including first aid and CPR, how to deal with fire emergencies, crowd control and detainment of suspects.
It is vital that port security competencies training include a wide range of different security threats, such as specific training for port security tactics, techniques, and procedures. Moreover, a full and complete understanding of port operations and the many threats posed by terrorist and criminals is essential. To maintain proper port security force competency qualifications a semi-annual currency period with specific tasks should be implemented. The task list should include all training that should be kept current for a particular qualification and how many times an individual should be required to complete this task in a six month period to remain current after initial training and qualification. For example; if a security officer is required to carry handcuffs, they should be properly trained in the different cuffing techniques. Then, require the security officer to conduct these techniques under the supervision of a qualified trainer at least two times over a six month currency period. This type of training ensures all members remain current and the supervisors know what level their personnel can operate at. If they feel the performance is inadequate then mandate or conduct additional training on the spot to ensure proper performance.
All newly hired port security officers need to receive preliminary security training to make certain that they possess an acceptable security foundation they can build on. Port security managers have to make certain that security officer receive semi and annual refresher training, learn new security procedures, as well as stay current with professional certifications as required. The ISPS Code and its U.S. counterpart, the MTSA of 2002, have particular standards of training for port security personnel. It is important to note that new security officer trainees only receive the minimum amount of training requirements, and that the responsibility to add additional training requirements rest with the Port FSP. Furthermore, it is vital that a standard operating procures (SOP) manual be developed for the security force. The SOP should articulate the primary and recertification standards of force competencies. Specifically, the SOP should spell out in great detail all written directives and standards as related to security objectives, rules, policies, training requirements and the frequency needed to maintain the required knowledge, skills, and abilities needed to maintain port security force competencies.
Security Force Operations and Patrols
Security Force operations and patrols are exactly what they sound like…the physical presence of security personnel conducting their patrols of their assigned area/sector making sure no unauthorized personnel are present; refusing those who do not comply to a security check, investigating unaccompanied baggage, watching waterways, piers, docks, births, etc..., for any possible criminal activity. Security personnel must learn when the most optimal times are for criminals to conduct their operations and intercept them before it happens. Security personnel must learn names, faces, and schedules of all people running in and out of their access point to gain familiarity with who and what is coming in, going out, and what is occurring around them. Having this comprehensive situational awareness of operations will better enable them to make solid decisions and judgement calls based on unusual or suspicious activity. Being physically present in an assigned area/sector and roving around to the different locations of that area is one of the most effective security measure an agency can execute.
Vessel and Cargo Operations
The U.S. Customs and Border Protection (CBP) is the federal agency that is responsible for boarding vessels and examining cargo that enters and exits U.S. seaports. This is a daunting task as millions of containers are shipped to U.S. ports each year. Sea containers make up ninety percent of international commerce (Christopher, 2009, p. 210). Shortly after the 9/11 attacks, CBP (known as the U.S. Customs Service at that time) established the Container Security Initiative (CSI). As already discussed in lesson 4, this initiative allows Customs Agents to work with foreign governments in their seaports for the purpose of examining high-risk cargo containers prior to them being loaded onto U.S. bound ships. Following up with the CSI, U.S. Customs added another program called the Customs-Trade Partnership Against Terrorism (C-TPAT) in 2003. Also discussed in lesson 4, C-TPAT is a voluntary program designed to strengthen port security in the process of importing cargo containers into and through U.S. ports. This program establishes a relationship between the U.S. governments and businesses that import merchandise in an effort to improve security with regard to the supply chain. Another program that is administered by the U.S. National Security Administration is the Megaports Initiative established in 2003. In cooperation with foreign nations the U.S. government enters into an agreement to place radiation detection equipment in their seaports. We will study these in more detail as the week progresses.
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