HEFCE 2002/30
Value for money initiative

This report is for information and guidance

Management of security services in higher education

National Report

This report identifies the key management issues for governors, senior managers and heads of security services in developing and reviewing security services, to ensure that they are effective and provide value for money. It is based on a study commissioned by the UK Value for Money Steering Group, involving 95 universities and colleges as well as professional organisations. Two companion documents, the Security toolchest and Case studies and cameos contain practical guidance and examples of solutions to key security problems.

Contents, foreword and executive summary only (read on-line)

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Contents

Foreword

Executive summary

1.    Security arrangements in the HE sector

2.    Developing a strategic approach
       2.1    Governing committees
       2.2    Senior management team
       2.3    Heads of security services
       2.4    Students and staff

Annexes
       A.    Background to the study
       B.    Membership of steering groups and project staff
       C.    Participating HEIs and organisations
       D.   Good practice framework

List of abbreviations

Foreword

Security is an important management issue for all higher education institutions, both for the safety and security of students, staff and visitors, and because of the potential damage to institutions’ reputations as a result of crime-related incidents.

A survey undertaken as part of this study indicated that a conservative estimate of the direct cost of crime to the UK higher education sector was around £40 million for 2000-01. These losses were not always fully recovered from institutions' insurers. The ‘Student living report 2002’ (UNITE) states that ‘the main crimes students are victims of continue to be car theft or vandalism, theft from their house or flat and having their purse or bag stolen. A quarter of students have personally been a victim of crime during their time at university, increasing to a third among students in their third or subsequent years, and almost two-fifths of postgraduates.’

All institutions endeavour to create a ‘feel good’ factor, enabling staff, students and visitors to carry out their activities without unnecessary pressures, both during and outside normal working hours. Students, staff and visitors should contribute to that environment, by their own conduct and actions. Like health and safety, security is a responsibility that must be shared by all.

The findings of the study are that institutions ought to consider adopting a strategic approach to security, as part of a wider remit for managing all identified risks, and obtaining value for money from limited resources. This approach will need to be supported by other measures for security services and staff, such as training and developing effective procedures and ensuring the dissemination of management information.

Some institutions will already be using some or many of the management techniques, tools, ideas and solutions included in the guidance provided; others will be able to select the ideas and approaches that will work in their institution.

This is the seventh report in a series from the Value for Money Steering Group. The group continues to produce reports to address management concerns, providing information ‘by the sector, for the sector’.

Executive summary

Introduction

This report identifies the key management issues for governors, senior managers and heads of security services in developing and reviewing security services, to ensure that they are effective and provide value for money. Important security matters relating to students and staff are also identified. Each year, an estimated £122 million is spent on security in the UK higher education sector.

The report is based on a study carried out with the involvement of 95 universities and colleges and a number of organisations across the UK. Evidence was drawn from a survey, expert working groups, and examples of good practice. The companion documents, the Security toolchest and Case studies and cameos, contain practical guidance and examples of solutions to important security issues and concerns. They aim to help institutions to identify and implement their own management solutions.

Key findings

Good security services not only help to prevent crime, but they also contribute to a positive image of the institution by creating a safe and welcoming environment for students, staff, business and community partners, and visitors. This role needs to be recognised, supported and integrated with other support services. Good security services operate with the understanding and backing of all, both customers and stakeholders.

To achieve this, the study recommends:

• developing a strategy that takes account of:

- an assessment of risks to the institution’s activities, students, staff and visitors

- the need to balance technology and other resources

- the overlap with other areas such as estates, space management, event management and IT

- the implementation of operational plans and budgets

- legislation and good practice guidelines

• establishing clear channels of communication, so that security issues are considered at the highest level within the institution

• defining management responsibility for security

• introducing service standards for internal and external providers

• providing staff training

• collecting and disseminating management statistics to inform decision making, and publishing an annual security report

• documenting all security procedures (including risk assessment, and major emergencies management plans)

• conducting periodic reviews to support continuous improvement for security and allied support services

• working with other institutions and other agencies to pool ideas and resources.

Conclusion

The response of security staff to all security-related incidents and requests needs to be continually customer focused. Security services, in conjunction with other services, support the provision of a stimulating and supportive environment for students, staff, visitors, and business and community partners. The existence of such an environment is important to the delivery of the institution’s core business objectives in a cost-effective way.