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Hallcrest Studies
Hallcrest l
Selected in 1980 to conduct three-year study of roles, responsibilities and resources of private security and assess the relationship between law enforcement and private security
Hallcrest Studies
Hallcrest ll
In 1990, selected to update Hallcrest l, profile growth and changes, identify emerging issues and present recommendations.
Perceptions
Contract Security Manager, police and proprietary security managers rate private security firms poor in
Quality of personnel pre-employment background checks, training supervision familiarity with legal powers
Perceptions
Law enforcement gave private security a fair-to-poor rating in most areas Proprietary security managers rated their own operations as good Contract security managers generally gave poor ratings to the performance of security firms in their geographical area
Perceptions (contd)
Both law enforcement and private security managers felt that private security was relatively effective in reducing the dollar loss of crime and relatively ineffective in apprehending criminals.
Interactions
Law enforcement officers - professional Private security personnel - nonprofessional Private security managers felt police cooperated 20% law enforcement were satisfied with the way security personnel handled incidents
Interactions
Improve training Improve personnel selection methods Pay higher wages Establish and improve licensing and regulations
Closer cooperation Management meetings Understand respective roles Information exchanges Improving communication
1990 - 2.4 private security officers for every law enforcement officer 2000 - 2.8 - 3 to 1 ratio Law enforcement profile
1990 623,000 officers 2000 684,000 officers
Workplace crime Increasing fear of crime Decrease in Government spending Increasing awareness of security products and services as cost effective
Advantage of Contract
less expensive more flexible more impartial
Advantage of Proprietary
high quality more control more loyalty higher prestige
Privatization
response to burglar alarms completing incidents reports
when victim declines prosecution files for insurance
False Alarms
Constitutes 10%-30% of total volume 95% - 99% are false
Police Moonlighting
81% of departments permit 150,000 officers regularly moonlight Law enforcement executives oppose
conflict of interest situations liability issues preparedness for duty problems
Police Moonlighting
Three common methods for hiring
direct hire department contracts with the firm through union or association
Contract agencies
Feel it is unfair competition
Private Justice
Charging policies of prosecutors Administrative delays in prosecution Prosecutorial policy objectives Differing goals of CJ and business Freedom of Information Act and rules of discovery Unsympathetic attitude of courts to business losses
Economic Crime
Fear of crime results in increased use of services Frequency and cost of economic crime will continue to grow Private security will be younger and better educated Personnel screening needs upgrading
Decrease in armed personnel - by 2000 5% or less By 2000 - 750 K contract VS. 410 K proprietary Security revenues
now 52 billion by 2000 103 billion
Private vs. public ratio almost 3 to 1 by 2000 Economic crime research needed Need to study the cost effective benefits of security measures National study of false alarms Security training Guard Wages
A key element in focusing the use of police and security resources to address crime problems is commonly called: A. B. C. D. Data collection and analysis Systematic evaluation of data available Crime analysis Analysis and feedback
A key element in focusing the use of police and security resources to address crime problems is commonly called: A. B. C. D. Data collection and analysis Systematic evaluation of data available Crime analysis Analysis and feedback
According to estimates, about 1/3 of all business failures are caused by:
A. B. C. D.
According to estimates, about 1/3 of all business failures are caused by:
A. B. C. D.
What was the most frequent recommendation made by both law enforcement and security managers to improve private security and their working relationships with the police?
A. B. C. D.
Higher entry-level pay Upgrading quality of security personnel A planned educational program involving both police and private security Requirement of being armed
What was the most frequent recommendation made by both law enforcement and security managers to improve private security and their working relationships with the police?
A. B. C. D.
Higher entry-level pay Upgrading quality of security personnel A planned educational program involving both police and private security Requirement of being armed
The most frequently shared resource between law enforcement and private security is:
A. B. C. D.
CCTV and other surveillance equipment Personnel Buy Money for stolen goods Reward money
The most frequently shared resource between law enforcement and private security is:
A. B. C. D.
CCTV and other surveillance equipment Personnel Buy Money for stolen goods Reward money
B. C. D.
B. C. D.
A. B. C. D.
Employee theft and corporate bribery Fraud and embezzlement White collar and ordinary crime Computer and ordinary crime
A. B. C. D.
Employee theft and corporate bribery Fraud and embezzlement White collar and ordinary crime Computer and ordinary crime
A. B. C. D.
A. B. C. D.
The End