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John W. Kennish, CPP - Security Consultant
62 East Pond Meadow Road, Westbrook, Connecticut 06498
Phone: (860) 399-8545
Fax: (860) 399-4150
Kennish.com
E-Mail John Kennish
© 2000 John W. Kennish, CPP
Choosing a Security Consultant
An independent security consultant, or a firm specializing in any of a variety of services may be engaged to
provide expert advice, to fulfill sensitive needs, save resources in a temporary mode, and to render objective
viewpoints and recommendations in the area of the organization's security needs, and program. The out-sourcing
of these services can also provide a positive opportunity for staff development through exposure to progressive
concepts and methods. The primary objectives of engaging a consultant are usually to seek-out an objective opinion,
or to augment existing staff and resources. Another objective is to engage a specialized outsider to fulfill a
task that in-house expertise is not available for. All of these objectives can be more cost-attractive and efficient
than using in-house resources.
Criteria for Selection
A primary consideration which will relate directly to the eventual success of such an engagement involves the selection
process criteria for evaluating consultant prospects. Professionally and ethically, a consultant should be truly
independent, and consult on a full-time basis. He or she should not be employed in another capacity. There should
be no affiliations which could result in an actual or even a perceived conflict of interest or ethics situation.
Truly professional consultants must be free of all such ties.
Levels of relevant experience, formal education, and professional technical training should be significant, of
high quality, and equal to or exceed those with whom the consultant will be working. These background areas should
be current, and directly related to the client, and project needs. The prospective consultant should also be well
versed and familiar with the problems and needs of your industry.
On a skill basis, consultants should have the ability and understanding to define your needs, communicate effectively,
and then to solve problems. They should also be responsible, self-motivated, and capable of producing quality and
accurate results on a timely basis.
Their qualifications, creditability, reputation, references, and client list should be of high quality. They should
be visible and acknowledged leaders and innovators in their field. This should include current publications, speaking
engagements, professional memberships and certifications, the attendance of trade conferences, and peer recognition.
One important variable to note regards the underlying philosophy of the consultant. Simply, the goal of any security
program should be proactive in nature, that is to keep problems from occurring in the first place. This is the
approach of the true security consultant. However, a second and common approach is to follow an enforcement path,
and develop a program that is reactive in nature.
Example Number One: In banking, the proactive approach would be to strive to keep a bank robbery from occurring
in the first place to avoid the trauma, loss, and potential for injury. The reactive approach would be to stress
post-robbery "cops and robbers" efforts.
Example Number Two: To allow the fraud to occur, and then taking pride in the recovery of stolen assets, or, preventing
the fraud in the first place?
And as simply stated, while security practitioners strive to prevent crime, the mission, training, and techniques
of the law enforcement field is to enforce the law following an event. Examine the philosophy of your consultant
candidates closely in this regard to best assure the control of quality of your work product.
Your Responsibility
It is your responsibility to seek-out the best consultant or firm for the job. There are no formal standards which
control consultants. Anyone with a business card, and a story can become one. And, there are may "I-wanta-be-consultants"
working the marketplace. Very simply, it is your responsibility to conduct a reasonable due diligence effort, and
to ask the questions. And if you do not ask the right question, you will not get the right answer.
Services
The security services that can be obtained on a consulting or out-sourcing basis are wide and varied. Some common
areas for consultant use are to conduct security audits and risk surveys, perform pre-employment screening and
background reviews, due diligence and asset search investigations, to conduct confidential reviews in sensitive
areas such as suspected embezzlements and kickbacks, to fulfill executive protection needs, emergency, contingency
or other planning efforts, in the development of policies and procedures, to conduct security training programs,
to evaluate equipment and design systems, for very specialized litigation support needs, and in areas of safety,
or special events coordination.
Sample services for example:
Proactive: Trainer, instructor, speaker, writer, risk survey audits and surveys, special events planning, development
of security designs, and programs.
Maintenance: Administration, management, operational assurance.
Reactive: Crisis, or event response, review, inquiry, and resolution.
Post Event: Litigation support as a consultant, and expert witness, post event evaluations, and corrections.
Working Together
Often, the selection of a consultant or firm to provide such services may make the incumbent Security Manager feel
that his or her management views them as being incapable of performing their duties. As often, there is a fear
that the consultant will present an unfavorable report.
The first corrective key is found in effective communication between the security manager, management and the consultant.
There is usually a legitimate reason and a demonstrated need to engage the consultant. The goal of the consultant
should be to assist the security manager in the successful resolution of a problem, or the attainment of a project.
Mission statements, proposals and conversations need to be clear, direct, and professional. Personal fears should
be set aside and the task at hand concentrated upon. While some engagement are in fact problem based, properly
the should be proactive in nature.
A clear understanding between these parties, prior to any actual problem occurring, should be the second objective.
All relevant items such as the scope of work to be performed, schedules, fees, expenses, conditions, costs, reporting
method, time frames, and any other terms should be defined, agreed to, documented and signed-off on prior to the
beginning of the relationship.
The work process should then be one of a conducive and cooperative environment. The client must be prepared to
provide proper instructions and direction, introductions, a work station with telephone support, the necessary
documentation and data, and interview support as required by the consultant. The consultant or firm must then respond
with a report or service which mirrors the client's stated needs. Feedback can be in a written or verbal presentation
form, or both. Implementation can involve the consultant, or not. And lastly, with this project completed, there
is always the possibility for an extension or expansion of services, or of termination if the stated goals and
objectives have been met.
The general flow of such a relationship varies, but normally involves in degrees several phases which are: introduction,
evaluation, contracting, data collection, data diagnosis, feedback, implementation, and service extension or termination.
Fee Structure
Fees for consultants vary with the size of the firm, specialty, qualifications of the individual and practice,
the type of service that is in question ... and the simple economics of supply and demand. You will find that fee
schedules will range significantly. When considering such services, check references, industry sources, your peers
in the industry, and others who have had experience in this area. Consultant respect, reputation, and word-of-mouth
are often an accurate measure. And logically, go back to your own criteria for selection, and engage the consultant
or firm for the job based upon your own stated needs.
Conclusion
Quite often a consultant is not needed. Sometimes an usual problem or need can be resolved by attendance of a trade
show or conference, conversations with vendors, manufactures, your colleagues, or at the local university. However
and if justified, an investment in a consultant or other out-sourced service can provide an efficient and cost-attractive
option.
Thank you for your interest. Please contact
Mr. Kennish, by E-Mail, with your written request
for
the remainder of this educational article.
John W. Kennish, CPP - Security Consultant
62 East Pond Meadow Road, Westbrook, Connecticut 06498
Phone: (860) 399-8545
Fax: (860) 399-4150
Kennish.com
E-Mail John Kennish
© 2000 John W. Kennish, CPP
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