This survey was to be completed by the person or persons responsible for security functions at the facility being assessed and typically takes less than an hour to complete. All questions were answered with a “yes,” “no” or “don’t know.” All questions that were answered as a “yes” would require some evidence of compliance in how the particular issue was being addressed (a brief summary statement outlining the basic components in place would suffice).
Any that were answered as a “no” or “don’t know” would be a red flag to us that additional focus may be needed in those particular areas. For example, one of the questions was “Is your security force in full compliance with the CMMS Conditions of Participation in regards to patient restraint and seclusion?” Any answer other than “yes” by a department that assists with patient restraints would be an indication that immediate action was needed.
Site Visits Help with Plan Preparation
Once the self assessment had been completed and returned to us, we next arranged for a site visit with the existing security director or manager to discuss the results of the test. We reviewed the “no” or “don’t know” replies for clarification and follow up. We then began the process of creating a transitional plan to align their department and its personnel with ours and assign specific action items and timelines as part of this process.
Some of the numerous things to consider include the review and update of job descriptions, policy and procedure integration, hierarchy and reorganization changes and the alignment of existing duties and responsibilities of security personnel. As you might imagine, this results in a long-term process with a multitude of issues to consider. But with our foundation of regulations, guidelines and best practices in our reference booklet and the use of a self assessment to better identify potential opportunities for immediate improvement, the difficulty and shock of integrating separate security programs and their personnel has been minimized.
Always Be Mindful of the End Result
Through this process, we have learned that combining two completely separate programs into one unified team of security professionals comes with both its rewards and its challenges. Goal setting is key. The transition requires appropriate time lines in which to meet those goals, and the entire process should be governed by a shared set of guiding principles.
Senior administration must provide a united front with a shared focus and mission. Additionally, effective communication is critical in establish
ing relationships between all team members.
These are the some of the more crucial elements that are required to ensure a successful transition of a standalone security department into to a larger corporate security program.
Bryan Warren is director of corporate security and Chris Cromer is a security manger for Carolinas Healthcare System based in Charlotte, N.C. Chris can be reached at [email protected] and Bryan can be reached at [email protected]. Warren will be a presenter at the Campus Safety Conference, which will take place March 30-31 in Long Beach, Calif. For more information, visit www.CampusSafetyConference.com.
