Capital Investments and Security Management Pitfalls

Capital Investments within today’s business world influence how successful organizations are in the future. Funding utilized during any procurement process must tactfully be allocated and produce some form of return on investment. The capital that organizations invest on security functions is no different. These functions must have some purpose (reduce risk) and be able to be justified through cost benefit analysis. With this, the security industry has shifted from a labor intensive market to a capital intensive market; meaning that Physical Protection Systems are built and run on funding. You would think that the capital invested in security is managed effectively. After all, isn’t the capital that is being invested used to protect against loss, prevent shrinkage and prevent pilferage?

Since 9/11 the security industry has witnessed a spike in demand. With this demand has come the requirement for security professionals to effectively manage the capital spent during the system life cycle and during retrofit projects. Through the acquisitions process organizations request and procure different services that have lasting effects on the security posture. These services consist of guidance on security management practices, technical security evaluations and guidance on forensic security (expert witnesses) issues.

Statistical data within the security industry outline that the various markets have undergone extreme growth. On the national level the United States has spent $451 billion (as of August 2014) on national defense and has spent over $767 billion on Homeland Security since 9/11. Consumer reports have also outlined that Americans collectively spend $20 Billion each year on home security. Technical trends have outlined that organizations spend $46 Billion (combined) annually on Cyber Security. The asset protection market outlines that the contract guard force industry has witnessed substantial growth to the tune of $18 Billion a year. In an effort to prevent shrinkage retailers also invest $720.3 Million annually on loss prevention methods.

You would also think that with the amount of capital being spent within the security industry that more industry benchmarks (to include lessons learned) would exist to help guide stakeholders toward sound security investments. This is often not the case. Most security project end products are the results of different security management mentalities. These security mentality pitfalls are as a result of the: Cookie Cutter Mentality – if a security measure works well somewhere it will reduce the risk at multiple facilities; Pieced Mentality – as capital is available some risk(s) are mitigated; Maximum Security Mentality – there is never too much security; and the Sheep Herd Mentality – everyone is doing it so we better follow suit. Each of these pitfalls has the same effect on the organizations bottom line. They each potentially divert capital away from addressing true risk(s) and very often require organizations to invest more capital into the security program in an effort to correct newly created security vulnerabilities.

Two main issues contribute to these pitfalls: The stakeholder does not know what security measures are needed and relies on a vendor for guidance; or the potential vendor does not have the stakeholders’ best interest in mind and recommends that the stakeholder implements measures that are out of scope from the client’s needs. Now don’t get this author wrong, there are some vendors in today’s security markets whom meet or surpass stakeholder requirements. From a security management stand point the question has to be asked “Does the vendor understand the stakeholder’s security needs and/or does the vendor really care?”

Stakeholders very often have not identified their specific security requirements (industry or local). Many stakeholders identify different symptoms that they think are root problems within their security posture; never realizing that these symptoms often hide the root problems. One of the biggest contributions to this misunderstanding is lack of security industry training. Sure there are security staff personnel that are located in the organization that bring many years of experience to the table. The question that has to be asked “is the organization providing training opportunities to its staff in an effort to identify industry best practices and expose them to new ideas?” In most cases this author has seen that organizations rely on the experience that has been listed on a resume to negate the need for an investment made on security training. When in house personnel do not evolve with a changing security industry the organization normally pays for this by outsourcing research work and can be taken advantage of by bad vendors during the acquisitions process.

Another pitfall related to not clearly identifying security requirements is the development of an unclear Statement of Work during the invitation for bid or request for proposal process. When the planning aspect of a project is neglected little changes in scope can cost the organization additional resources. In many cases the vendor does not understand the Statement of Work that has been created by the stakeholder. When this lack of understanding occurs, there is no true definition of what the end product should be and the vendor may rely on gut instincts to get a security system in place to meet some requirements. Not having an understanding can lead to scope creep, weather deliberately or by oversight, which will require an organization to make even more investments in a system which does not address all of the organizational needs.

This author has also witnessed many issues related to the installation aspect of security components. You would wonder why the functional aspect of a system is overlooked and often the acceptance tests are rushed. This issue can be linked to the need for security personnel to be properly trained. If security personnel have not been trained to benchmark security practices and identify manufacturer requirements, how can they effectively accept the functionality of a system and with good faith tell top level management that an effective Physical Protection System is in place?

Service pricing is another pitfall. During the invitation for bid and request for proposal process stakeholders often rely on cost comparisons in order to select a vendor. Limited amounts of capital may influence a stakeholder into selecting the lowest bid on a project in an effort to meet budget requirements. Buyer Beware! Any security system that does not meet the technical requirements and that is under priced should be thoroughly evaluated. At least 50% of the cost associated with security projects are generated by labor. A vendor may be inclined to recommend security measures that aren’t needed and that may guarantee future work.

One other pitfall that falls under security management is related to the system life cycle management process. The author understands that stakeholders are often fearful of change and don’t seem to recognize that the security systems that have just been installed, by design, will have to be upgraded within 10 years (if not sooner). Some stakeholders also allow vendors to dictate what systems are implemented, not realizing that these systems are proprietary in nature and leave the stakeholder with very limited upgrade options. During any retro-fit/new security construction project the stakeholder should take on the adage of the need to “Design to Upgrade.” This means that if a substantial amount of capital is invested into a security system, organizations should be looking towards an easy solution for expansion or upgrade as the system ages through its life cycle. Far too often is this overlooked during the security planning process.

In an industry that is forever changing security managers need to be aware of the various pitfalls and their effects on organizational capital. During the decision making process of a security project and during the life cycle management process of a security system the following can be used as a benchmark to reduce the effects of these associated pitfalls:

1) Ensure that in house security staff members receive industry related training annually.

2) Identify the Assets and how they should be protected.

3) Identify any requirement that may be industry driven (to include insurance).

4) Identify the threats that may exist within ‘one mile’ radius of the site/asset.

5) Plan for the security system to be upgraded at some point.

6) Implement sound security management practices in an effort to utilize resources effectively.

7) Identify a qualified vendor base on technical responses and past performance.

8) Never base vendor selection on cost.

9) Inspect vendor output as a project progresses.

10) Conduct inclusive functional tests (to include inclement weather and low light) on system components.

In today’s security industry there are many pitfalls associated with system upkeep and system design. These pitfalls very often require stakeholders to invest additional amounts of capital into existing or new systems. Some of the pitfalls associated with inadequate security systems are lack of employee training; lack of knowledge on actual security needs; misidentifying root problem(s); selecting the wrong vendor who may not be competent enough to understand the stakeholder’s needs; and inadequate functional testing.

The 3 W’s (Wares) in Security Management

1. Introduction

1.1 A reputable state-owned Security company in my country advocates the emphasis on the 3 Ms – Man, Methods and Machines, in its security management practice. In my view, another way of putting it is: the 3 Wares – (1) Hard Ware – access control system and CCTV and etc, (2) Soft Ware – the security systems and processes, the policy and procedures and the (3) People Ware, the Management, the employees, the customers and the security force. Together the three W’s form the integral whole of the security management in an organization.

2. Hard Ware -Technology in support of Security

2.1 When we discuss Hardware, we are often fascinated and dazzled by the availability of modern and state-of-art security equipment and machines offering the best in technology. Whichever the case, my view often centers on the real need for technology – not for technology sake – to support security. Below, I would try to elaborate my standpoint on the deployment of Hardware with some examples from my previous jobs as Security Manager.

2.1.1 As early as eight years ago, when I took up the post of Security Manager with a public listed company, we were exploring the subjects of integration and inter-operability of security systems and equipment.

2.1.2 Human Resource (HR) wanted the access control system to be able to support time management and payroll function. There was already study in the security market of integrating security access control system and CCTV system with HR payroll/time management, inventory control and shipping functions.

2.1.3 The problem of re-laying cables whenever we need to re-configure the access control, CCTV and alarm system forced us to look into various other options such as wireless technology, existing telephone and LAN cable systems. Also we chose vendors who were ever willing to customise their security system to make use of whatever existing workable systems to cut down cost in re-wiring and installation of hardwares.

2.1.4 My company was the first among the CD manufacturers to use walk-through metal detector complemented by hand-held scanners. We were looking into embedding RFID chips into our CD to prevent internal pilferage. The use of X-ray machines was also explored.

2.1.5 To prevent the unauthorized replication of Stampers – the master moulds for replicating CDs and DVDs; we came up with a technology to measure the amount of electricity consumed to co-relate it with the number of stampers produced. Security audited the daily submissions from the Stamper room to tally the number of stampers produced or NCMR (Non Conforming Material Rejects) with the power of electricity consumed as recorded in the meter installed at the replicating machines.

2.1.6 We were studying not only implementing the file registering keystrokes in the computers used in the Stamper room but having off-site monitoring so that the tampering of these data in the end-user site could be detected.

2.1.7 Biometrics technology was then considered as cumbersome because it was slow in control access of a large number of employees moving in and out of the restricted areas. But, it was useful in managing access to small premises such as the stamper lab, MIS and WIR storage room, and access to sensitive computer workstations.

2.1.8 To control the perennial problem of piggybacking at the central entrance/exit points, we not only use CCTV coverage but also installed turnstile with access control.

2.1.9 We used computer system with the now out-dated bar code technology to track the production and disposal/destruction of stampers, along with manual recordings.

2.1.10 We made use of the access control readers and perimeter CCTV cameras to replace the guard clocking system. Not only we cut cost on acquiring and maintaining separate clocking system but the use of motion detecting CCTV and access control readers were effective in monitoring the guards on patrol in the premises.

3. The Soft Ware -Understanding Industrial Needs:

3.1 My exploration of the subject Software is more slanted towards providing the security audit and consulting services. Neverthless, I am convinced that it is also applicable to those security practitioners who manage security within business and commercial organisations. I feel that more proactive approach and ingenuity, and the deep understanding of the industrial needs are essential ingredients if we are to succeed in this fast changing area of interfacing IT, technology and security. In this respect, it would be best if a security management company has in its stable hands-on practitioners of Security Management who are not only resourceful but also realistic and sensitive to the prevailing market needs in general and client requirements in specific. We sell only what our customers want to buy.

3.2 In the real business sense, even more reputable security management companies in my country Singapore have yet to establish a domain for itself as a provider of Total/One Stop security solutions and services. The commonplace impression of some top notched security companies is that they are organizations that supply uniformed armed and unarmed guards. I am all for the idea that there should more room to improve upon the synergy within these organizations. More often than not, there are the nagging suspicions that each internal arm of the security management companies focus more on its own sectional interest and compete against one another for the scarce internal resources, and that often the right hand does not know what the left hand is doing.

3.3 I use the example of one security Management Company which I had once served. In its set-up, there is a Security Consulting (SC) Department, which has for years labored under the stigma that it is a money losing entity. Viewed from a more refreshing perspective, why cannot SC be regarded as a door opener to other services instead? Through SC, which secures the beachheads, their customers should be made known of other security services available within its parent organisation. It is commonsensical that a Security Audit would lead to recommendation and implementation where other services are also sold. Consultants should not feel ashamed or feel that they must be impartial when it comes to selling other services provided by their own company, provided these services are also up to the competitive mark vis-à-vis other competitors in the market. Example, SC can help sell the debugging services of its investigation arm in their security consultancy work with their clients. (Vice versus, Investigation outfit in its corporate instigation assignments could also recommend to their Clients to take up security audits offered by SC).

3.4 Security Consultancy by itself should also be highly attuned to the needs of the customers, and avoid giving the impression that they are guilty of applying industrial templates. In my experience, for example, some customers – contract manufacturers – are driven by their principals to have sound and comprehensive security management programme to safeguard their products and services. Microsoft with whom I had dealing in my previous job is one such example where it has a strict set of security requirement enforced on its contract manufacturers, which are also subject to periodic pre-informed and surprised security audits. Visa, the other example, has also a highly professional set of certification programme for its vendors so much so it has become a prestige in the industry to have a VISA certification (for which a yearly fee of US$45K is chargeable by VISA). In related vein, some customers are using security as a force multiplier in selling its services – especially in the IP related fields to garner more sales from their principals. This is an additional dimension we should address instead of the traditional security preventive and protective approach that is more slanted towards counter intruders/external threats.

3.5 Another point, which Security Consultancy has to bear in mind, is the need to pay some attention to work or manufacturing processes of the customers in reviewing and recommending them security programmes. Here is where oft-used security templates are inadequate to serve the purpose. The consultants in their initial threat analysis has to critically identify, define and prioritize the security vulnerabilities of their clients’ organizations – whether they are from within or without, and recommend and design the security solutions accordingly. Most of the time, the problem comes from internal – employee thefts, sabotage and other work-related abuses but more often than not the recommendations wrongly focus on defense against intruders. And in considering the security protection of the product and services, attention must be clear as to at which point of manufacturing process the product assumes a street value and becomes vulnerable to be stolen. One example of security recommendation in relation to product cycle or manufacturing process is the introduction of traveler’s log which monitor the flow of the products from one point to the other, documenting and authenticating their proper handing and taking over at each station. The other is to give attention to the handling and disposal of NCMR – non-conformance Material Rejects or wastes.

3.6 A successful security management programme is never complete without a comprehensive set of security manual – encapsulating all the security policies and detailing the security procedures. Therefore the initial crafting of this manual is important as it is supposed to provide the continuity of the whole security management programme throughout the life span of the organization regardless of the changes in security management and personnel. Also, the manual needs to be constantly reviewed and updated to meet change and new challenges in operating environment. All decisions that affect security implementation and execution made during meetings must be clearly documented filed and wherever possible reflected as changes or amendments to the existing security manual that contain the policies and procedures. This is essence is the Software aspect of Security.

4. People Ware – The backbone of Security.

4.1 And, it is often the People Ware that causes the whole security management system to crumble, in spite of the availability of the best Hardware and Software. In my implementation of security in my previous company, to tackle the problems caused by the factor of People Ware, I placed a lot of stress on the following: –

4.1.1. Security must be fully supported by Management – meaning there is somewhat a direct line of reporting between the Security Management and the Senior Management. (I reported to the CEO in my previous jobs as Security Manager).

4.1.2. There must be a sense of ownership among the executive levels – the head of departments – when it comes to implementation of security. For example, in my previous company I put in place weekly security and ops co-ordination meeting where the Heads of Department were made to discuss security issues and endorse security procedures. (I actually piggy-backed the security portion on the weekly ops meeting by making the GM of the plant to chair it or else I would never be successful in getting all the Dept Heads together to discuss security related issues.)

4.1.3. Security awareness programmes are regularly held to disseminate them to the employees, for example in orientation and induction programmes for new employee’s security briefing is mandatory, besides regular postings of notices and security posters.

4.1.4. The Security force – be it the in-house officers or agency hirees, or a matrix comprising both – should be highly motivated and trained to enforce the security procedures and measures. There is close hand supervision of the Security force and regular dialogues with the Agency representatives to ensure that the manpower is kept at tip top condition.

4.2 In offering of security manpower services, clients are often governed by the desire to source for lowest cost initially. But with rock bottom prices, clients must be made to realize that they are not getting quality services. Then they will soon realize that they would have to bear the inconvenience of having to change security agencies every now and then when they are found lacking in their services or providing sub-standard manpower. So, we need to educate client that for a premium over the rest of the other providers they are getting value for money services – trained and trainable men, minimal disruption caused by absenteeism, and an round-the-clock open line of ground communication with management representative of the security force. Easier said than done? From my experience, having stood on both sides of the fence, as a security guard agency operator and security manager, the key figure is the middle level manager and supervisor. For, the quality of the guard force is ever predictable and limited by the supply pool across the security industry. It is the operation executive, the supervisor or the ground agency manager that make the difference – willingness to maintain a good ground relationship with their clients, responding swiftly to their needs and having good resourcefulness in motivating the guards and juggling the numbers to meet shortfall and exigencies.

4.3 So, the emphasis should rest on not frantically securing new contracts, and losing them as fast as you would catch them. Rather, the effort should be built on securing existing jobs, consolidating and improving upon them so that the customers would continue to engage the services in spite of higher price. Only then, with reputation and credibility build up, new contracts could be earned.

4.4 When I was in the States attending the AMD Security Manager workshop, the professionalism and smart turn out of the agency security force impressed me. I felt that they took pride in their jobs and identified closely with the company – AMD – that engaged them more as contract staff. The answer I found out later lied in a sound management philosophy translated into practical ground execution which they proudly called “partnership programme”. Under this programme, the guard force were treated as if they belonged to AMD – discrimination between them and regular employees were minimized and they were made to participate in sports and welfare programmes of the company. And, back in Singapore, practicing from my end as Security Manager, I tried to emulate this programme with the guard force supplied by the Agency in both form and substance. It worked to a certain extent as I managed to retain one single agency for many years and had a few loyal guards who chose to remain in their post over prolonged period. Example: when I took over I re-designated all security personnel from security guards to security officers, even renaming the guard post as security post. This was a true morale booster, and served well to embolden them to be more pro-active in checking on employees, and committed to their roles and functions.

5. Conclusion

5.1 Security is more a living art rather than a hard science because it encompasses so much variables – cutting across so many disciplines from the understanding of technology, work processes, public relation, marketing and people’s skills. It is through the effective integration of the three Ws – Hardware, Software and People Ware – that a sound and comprehensive security management programme can be put in place. So, a competence security practitioner, whichever end he represents – should not rigidly stick by the books but he should ever willing to be flexible, resourceful and sensitive to the ever-changing security landscape and market needs. Text-book knowledge in the final reckoning provides sound fundamentals for the security practitioner to discharge his duties efficiency but the willingness to learn new skills, applying them resourcefully, readily adapting to the fast changing environment and having a deep empathy for people makes him a truly professional. And, the traditional value of wisdom, which effectively means experience plus knowledge plus application, does play an important part; it is therefore not surprising to find a good security professional also a grey hair man.

Emergency and Security Management: A Career of a Different Kind

There is a whole field of career opportunities out there that most people don’t even realize exists. But it won’t be a secret for much longer.

If you can keep a calm head in an emergency, are organized and detail-oriented, and can manage relationships, then a career in emergency management and security might be perfect for you.

When an emergency of some kind happens, the people we usually see are the first responders – police, firefighters and paramedics. However, when a large event occurs, like a gas spill, a train derailment, a terrorist attack, a forest fire or an earthquake, there is a whole team of people running the show from behind the scenes. And that’s where the emergency management profession comes in.

This field is one that very few people know about, so competition for jobs is low, and salaries tend to be high. The demand for qualified people to fill these positions is growing in an economy where many career fields are suffering. Why?

Population increases mean more and more people are living in areas where a disaster is likely to occur – like near forest fire, flood and earthquake hazard zones. Climate change is also affecting the incidence of and locations of emergencies and is bringing the importance of emergency planning and response to light. We’re living in an age where domestic and international security concerns are high. And, there is a growing recognition of the need to implement solid business continuity practices to ensure businesses can weather emergencies and disasters.

Who Are Emergency Managers? For many years, first responders were the same people who fulfilled behind-the-scenes roles as emergency managers. They juggled both the responsibilities of emergency management and their main job duties. They didn’t necessarily have specific training in the field, and because emergency management duties were “off the side of the desk,” they didn’t get the attention they deserved.

Today, emergency and disaster response departments are discovering the advantages of appointing positions to strictly oversee the emergency management function – someone whose attention isn’t divided. This opens up a whole field of careers for people who aren’t first responders, but who would thrive in a job where they are just as instrumental in saving lives, preserving our environment, and protecting people and assets from disaster.

What Are Some of the Jobs in this Field? Depending on your training, experience and education, there are several career paths you can take. The most common job titles include:

Emergency Program Coordinator
Disaster Planning Specialist
Director of Safety and Security
Manager of Security
Business Continuity Specialist
Risk Management Specialist

Emergency Program Coordinator: One career path is as an or emergency program coordinator for your local city or municipality. In this role, you will put together and update the community’s emergency plan, which will include an analysis of hazards and risks in the area, and strategies for prevention, mitigation, response and recovery. In layman’s terms, the plan will answer the following questions:

What types of emergencies is my community vulnerable to? Are we located in an earthquake zone? Do many trains carrying hazardous materials run through our community? If it rains too much, are we vulnerable to mud slides?

What strategies can we put in place to prevent emergencies from taking place altogether – or mitigate their effects if they do happen? Should we restrict building permits in mud slide areas? Clear dead trees in forest fire zones? Outline clear disaster response routes?

How will the community manage the response if an emergency does occur? Where will we set up an Emergency Operations Centre (a location from which an emergency can be managed)? Who should be involved – do we need representatives from first response agencies, hydro, forestry, First Nations? How will they be trained and know how to work together?

Where will the general public go if an emergency happens? Do we have a team of trained Emergency Social Services workers to ensure that receptions centres are set up and staffed?

When the emergency is over, how will the community recover? Are many people, animals and businesses displaced? Has infrastructure, such as roads, hydro or railways been disrupted? Will we need to liaise with non-profit disaster organizations for recovery assistance?

You will also be responsible for setting up and maintaining the Emergency Operations Centre (EOC), developing relationships with individuals, businesses, and organizations in your community, and managing training and exercise programs. For example, during planning for the 2010 Vancouver Winter Olympics, the City of Vancouver ran several exercises simulating emergency events that could happen. These exercises helped identify gaps in training or skills that could then be remedied prior to the event.

Where Else Are Emergency Program Coordinators Employed? Today, you will find emergency management specialist positions in many organizations, including colleges, universities, hospitals, healthcare organizations, utility companies and private businesses like shopping centres and hotels. In these organizations the duties are similar – you still create the emergency management plan, develop relationships and arrange training and exercise programs – but the difference is that your main audience is not the residents of your community, but the staff, students, customers or tenants at your organization. Your job is to make sure plans are in place to protect your people and property before, during and after an emergency.

An additional function in these positions is business continuity. Often, you will create a business continuity plan to ensure that key organizational functions can continue if a disaster occurs and you will be able to get business processes back up and running as soon as possible after an incident. For example, you may make plans to duplicate and store important computer data, such as student, customer or accounting records, at a secure second location – so if there is a fire, flood or other incident, you will still be able to access files. This role has become so important in recent years that some organizations hire specific business continuity specialist positions.

Specialist Positions: In addition to the positions mentioned above, many larger communities employ specialized positions such as:

Emergency Social Services Director
Emergency Social Services Volunteer Coordinator
Search and Rescue Manager
Training Specialist
Exercise Design Coordinator

Additionally, many international not-for-profit organizations assist in helping communities respond to and recover from emergencies and disasters. These organizations are numerous, ranging from well-known associations such as the Red Cross and St. John’s Ambulance to lesser known organizations focused on a specific area, such as large animal disaster response. Many rewarding career opportunities are available with these organizations, such as:

Disaster Planning Assistant
Disaster Relief Coordinator
Volunteer Coordinator

The Merging Fields of Emergency Management and Security So where does security come in? Historically, the fields of emergency management and security were separate. The emergency manager created plans around natural disasters and emergencies, whereas the security manager or director of safety and security would be responsible for keeping the campus, workplace or community safe from criminal activity. However, over the last 10 years, these fields have been merging, especially with private organizations, such as universities, hospitals, and utility and transportation companies.

Today, many organizations have created departments that combine these functions. In other organizations the roles are combined.

In addition to the emergency management functions described above, in these combined roles you can be expected to be in charge of or coordinate standard security functions, such as:

Perimeter and building security systems and procedures
Managing security guards
Risk analysis and management
Investigating criminal and other incidents and liaising with law enforcement

How Much Will I Make? Depending on your educational background and experience, you can expect to make between $36,000 and $110,000 annually. Recent high level job postings have reached as high as $140,000. Here are some typical salary ranges:

Emergency program assistant with a private organization, university, hospital or government agency: $36,000 to $45,000 annually.

Emergency coordinator, training coordinator, exercise design coordinator or business continuity specialist with a university, healthcare organization, private business, government agency or community: $45,000 to $65,000 annually.

Emergency program manager with a small to medium-sized community: $60,000 to $90,000 annually.

Manager of Security and Emergency Management for a university, hospital, utility company, or casino: $65,000 to $100,000 annually.

Director of Emergency Management for a large city: $90,000 to $140,000 annually.

What Kind of Education Do I Need? For emergency coordinator or training specialist roles, you should have a minimum of a Certificate in Emergency Management. You may also consider a specialist certificate in an area such as exercise design. For progressive roles, leadership roles or roles combining emergency management, business continuity and security functions, an academic diploma or bachelor degree is recommended.

Where Can I Study? Emergency management and security programs are now offered at select universities and colleges across Canada. You can choose from certificate level programs that train you in basic skills, and diploma and bachelor degree programs, that can provide you with a strong base of management and leadership skills in addition to studies in emergency planning and business continuity. Some programs at the bachelor level even combine studies in emergency and security management to meet the job requirements of these merging fields. Some programs are offered on-site, while others are offered completely online.

What Kind of Experience Do I Need? To qualify for an entry level position, often you will need the minimum of a certificate and some experience in communication, program coordination, volunteer coordination, office procedures or customer service. Here are some entry level roles that you can often take on a part-time basis, and will provide a valuable foundation in some basic functions:

Customer Service Representative
Communications Assistant
Volunteer Coordinator
Office Assistant
Security Guard

A great way to increase your chances of landing that first job is to volunteer with an organization involved in public safety or disaster response. Some organizations to consider are:

Emergency Social Services
Search and Rescue
St. John’s Ambulance
The Red Cross
The Disaster Animal Response Team

Network Security Management Services

Network security is to secure both public and private computer networks, used every day to conduct transactions among businesses and individuals. Any business related to IT network system needs to make sure to establish a strong, secure network for their data and systems. There is an increasing need to secure your networks within organizations. To achieve network security, all requirements have to be met to use networks securely.

Organizations spend a large amount of their business on IT network security. It is necessary that networks themselves have the appropriate levels of security. An effective and valuable network security strategy requires identifying the threats and choosing most effective tools to struggle them. Email security management and Antivirus security are effective services in keeping a critical data and communications safe from intruders or attacks and other threats to security.

Email security management

Email viruses through harmful attachments in the emails can reach your system and infect it. Email security management helps to stop unwanted materials and reduce spam in emails. It also provide message tracking capabilities in order to follow e-mails for troubleshooting and auditing purposes. It also helps in examining the security threats facing your corporate email system. Email security management gives you the reliable email security performance and safeguards your important emails against all threats.

Antivirus security

With an increase in attacks and viruses on the internet, antivirus security software programs have become a need of every hour. Antivirus security software makes your online surfing, searching and chatting safe. Antivirus security protects your business networks from web threats such as viruses, spyware and all types of malware that can threaten your valuable personal information.

Benefits of Network Security Management

There are number of important benefits of purchasing network security management services as it better to safe your networks than any damage by deadly viruses and attacks.

· It improves IT security and effectively manage all network security program.
· Disclose any weakness in your network, server and desktop infrastructure.
· Identify the solutions to integrate the networks within existing environments.
· Network Security provider also supply firewall with reputation-based global intelligence. Firewall blocks traffic coming from and going to the internet.
· Make safer, easier and more convenient for computer users to access their network from remote locations.
· Helps in enhancing system security for sensitive data.
· Regularly audits security efforts with comprehensive system.
· Without network security, anybody can hack files or data from the organization network.
· It reduces overall information security risk.

Select best Network Security Management Services

To avoid threats, even small and medium sized business prefers to get managed network security services. Without reliable network management services, company would find it difficult to prevent any attack from happening. With the help of reliable and cost effective network management services, you can safeguard your network against such attacks and malicious intrusions. While choosing network security management services, you need to look for several capability areas. First, should select custom made solutions for your business. Second, network management services should maintain the integrity of your network. Third, should be able to provide 24/7 technical and troubleshooting support. The company or business can surely benefit from expertise and solutions of network management services.

Fiverivers provide cost effective network security management so that you can budget your protection and productivity with no surprises. Our network security management identifies the most critical information assets and network nodes. With our security service you no longer have to worry about any type of threats or attacks. We provide 24/7 network security management services.