Insider Feb 2014

VOL.18 | ISSUE.6 | FEB 2014

PUBLISHED BY THE AUSTRALIAN SECURITY INDUSTRY ASSOCIATION [ M AG A Z I N E ]

THE MAGAZINE FOR SECURITY PROFESSIONALSSECUR I TY

PP255003/02390

2668 Police and Securityworking together

Security 2014 Exhibition & Conference, 4-6 June 2014, Melbourne

INSIDER_Jan/Feb 2014 Iss6_48pp 29/1/14 10:17 PM Page 1

INSIDER_Jan/Feb 2014 Iss6_48pp 30/1/14 6:50 AM Page 2

Police and securityworking together

18

6 //SECURITY INSIDER FEB 2014

CONTENTSVOL.18 | ISSUE.6 | FEBRUARY 2014

NEW LOOKASIALWEBSITE

ASIAL Strategic Partners:

22WIN MORE WITHLESS: 10TIPS FORTENDERING TRIUMPHIN TOUGH TIMES

24 39

08 | Presidents message 09 | ASIAL website gains global

recognition!10 | Safe design display home

unveiled 14 | Changes to specialist cabling

competencies

15 | Welcome to our new members16 | Preparing your business for

the NBN18 | Public Private Partnerships

exploring the opportunities28 | The Productivity equation32 | Monitoring centre certification

listing34 | Employing people in Australia

its a complicated business37 | Fleet tracking system puts

management in the drivers seat38 | Hot products42 | ASIAL Calendar of events

HOTPRODUCTS:THEWORLDS SMALLESTFULL HD COMPACTIPCAMERA



Welcome to the first issue ofSecurity Insider for 2014 - ayear in which we willcelebrate 20 years publication of the

magazine. During this time much has

changed in our industry, some for the

better and some for the worse.

As we look to the year ahead it is

clear that the only constant is change.

The challenge for us as an industry is

how we respond to change. A case in

point is the National Broadband

Network rollout.

The Abbott government has flagged

significant changes to the Labour

governments NBN rollout strategy.The

once in a lifetime change to our

telecommunications infrastructure

offers tremendous opportunities and

challenges. Burying your head in the

sand will not address the challenges or

identify the opportunities.

The fact of the matter is that if we

wait for change to happen before we

take action, we will be left behind. As

an industry, we need to be proactive

and take the lead, otherwise other

industry sectors will engulf us.This is

illustrated by the large number of data

and communications cablers

completing government funded skills

development training in preparation for

the digital/IP age. In comparison, the

security industry is trailing a long way

behind.

This apparent ambivalence towards

skills development of security

technicians needs to change or we risk

becoming losing work to other industry

sectors. As an industry, to remain

competitive we need to be on the front

foot by embracing change and actively

investing in the skills development of

our personnel.Through initiatives such

as the SecurityTechnician Certification

program, ASIAL has sought to provide

guidance and support to the industry

through this period of change.

I urge you all to review your skills

development needs and take a more

proactive approach to ensure that as

an industry, we are well placed to

service the needs of customers as new

and emerging technologies become

available.

Finally, I look forward to meeting

with as many of you as I can as I

attend the various ASIAL functions

scheduled to be held across the

country over the year.

Kevin McDonaldPresident

PPRREESSIIDDEENNTTSS MMEESSSSAAGGEE

The only constantis change THE MAGAZINE FORSECURITY PROFESSIONALS

Editorial and Advertising

Security Insider is published by

The Australian Security Industry

Association Limited

PO Box 1338 Crows Nest, NSW 1585

Tel: 02 8425 4300 Fax: 02 8425 4343

Email: [email protected]

Web: www.asial.com.au

Publisher

Editor

Bryan de Caires | [email protected]

Editorial Enquiries

[email protected]

Advertising

Tania Laird | [email protected]

Creative Director

Martin Costanzo | [email protected]

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Editorial Contributors

AON, Chris Delaney, John Fleming & David Owens

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Published bi-monthly

Estimated Readership of 10,000

Views expressed in Security Insider do not

necessarily reflect the opinion of ASIAL.Advertising

does not imply endorsement by ASIAL, unless

otherwise stated with permission. All contributions

are welcomed, though the publisher reserves the

right to decline to publish or to edit for style,

grammar, length and legal reasons. Press Releases

to: [email protected].

Internet references in articles, stories and

advertising were correct at the time of printing.

ASIAL does not accept responsibility for misleading

views. Copyright2014 (ASIAL) All rights reserved.

Reproduction of Security Insider magazine without

permission is strictly prohibited. Security Insider is

a subscription based publication, rates and further

details can be found at www.asial.com.au.

[Next Issue] APRIL 2014

ISSN 1442-1720


The recently launched ASIALwebsite has been recognisedinternationally in the top 10

websites by Kentico for October2013.The ASIAL site is the onlyAustralian (partner) site to feature in

the Top 10 sites globally for Kentico.Kentico Software is one of the

worlds industry leaders in creatingsuccessful websites, online stores,community sites and intranets.Thecompany has offices in the US, UKand Czech Republic and more than1,100 partners in 80 countries.

The new ASIAL site featureseasier log-in and navigation, alongwith access to blogs and onlineforums.The site features responsivedesign which automaticallyconfigures the appearance to suitthe device it is being viewed on (iecomputer, smartphone or tablet).

To view the site visitwww.asial.com.au

ASIAL WEBSITE GAINSGLOBAL RECOGNITION!

The Security 2014 Exhibition and Conference will beheld in Melbourne this year from the 4-6th June.

This year, the ASIAL Gala Dinner will be held on the firstnight of the event (Wednesday 4th June) and the Cocktailreception on the second night (Thursday 5th June).

SECURITY 2014

SECURITY INSIDER FEB 2014// 9

IINNDDUUSSTTRRYY NNeWWSS

SNP Security recently celebrated its90th anniversary with a celebratorydinner in Sydney.The event attendedby 150 SNP Security employees andindustry peers, including the Ministerfor Police and Emergency Services,The Hon Michael Gallacher andExecutive Director of the SydneyBusiness Chamber, Patricia Forsythecoincided with the re-signing of SNPSecurity's long term contract withSydney Airport.

Tom Roche, Managing Director,says that SNP Securityslongstanding position in the industrymeans that the company offers allclients a heightened level of service,fully regulated governmentcompliance and the latest in state-

of-the-art integratedsecurity solutions.

"Our 90th year inbusiness has been amonumental year forthe company. We haveseen the industrytransform quickly,particularly over thepast decade and it'sbeen exciting to be atthe centre of thesechanges. Now we are working todeliver further security innovations inline with the industry's future visionto ensure that we are still at the topin another 90 years," says Roche.

"We are extremely proud to saythat after serving Australian

businesses since 1923, we are still afamily-owned company. I amhonoured to have been part of thattradition of service and I'd like tothank each of our employees andclients for their role in our continuingsuccess."

SNP CELEBRATES 90 YEARS

Left - Right: The Hon Michael Gallacher, Tom Roche and Patricia Forsythe.


NSW Attorney General Greg SmithSC has unveiled a display home inSydneys northwest that aims toprovide affordable, easy to installand aesthetically pleasing securityfeatures.The Safe Design Home,which is the result of a collaborationbetween the Department of AttorneyGeneral and Justice andUrbanGrowth NSW, will be ondisplay for three years at The PondsDisplay Village.The designdemonstrates that you dont need tobuild a steel fortress or have accessto expensive state-of-the-arttechnology in order to have a safehome, Mr Smith said.

The Safe Design Home, whichwas built by Eden Brae Homes, islocated on the corner of RiverbankDrive and Tomah Crescent at ThePonds. It is open from 10am to 5pmseven days a week.The Pondsdevelopment is home to 7,500residents and is the fastest growingmaster planned community in NSW.

The Safe Design Homeshowcases a range of designfeatures, techniques and buildingproducts that the design and home

building industry utilise to enhancesafety within individual homes andacross local communities. Designtechniques and features have beenincorporated to provide:

Indications of home occupancythrough the use of designfeatures that promote highvisibility and a strong buildingpresence to the street.

Defined property boundariesand visitor access routes aroundthe homes exterior through theuse of landscaping materials,plantings and sensor lighting.

Passive surveillance through thelayout of internal rooms andwindow placement to enhancevisibility throughout the home.

Protection against unauthorisedentry through security productsincluding security doors, windowand door locks and home alarmsystems.

ASIAL Chief Executive Bryan deCaires attended the homes officialopening and appeared in the recentChannel 9 A Current Affair programwhich featured the home.

For more information visitwww.asial.com.au



NSW Attorney General Greg Smith SC (3rd from left) at the official opening of the home.

SAFE DESIGN DISPLAY HOME UNVEILED



Since the last quarter of the 20thCentury the policing environment haschanged from one dominated by astate funded public police, to one inwhich the provision of policing isshared between public and privateactors. Private security has expandedto meet citizen demand, andincreasingly governments are turningto the private sector to providepolicing services that are moreflexible, cheaper, and in some casesmore specialised than that which canbe achieved by the public police.Thistrend has significant implications forour understanding of policing, andspecifically for the leadership andmanagement of public policeorganisations. How should the publicpolice position themselves in a pluralenvironment? What are the risks ofpluralisation to the public police?What is there to be gained?

These questions and others werethe focus of a day symposium held at

the Australian Institute of PoliceManagement on 5th November2013.The purpose of thesymposium was to bringtogether representatives frompublic and private policingworlds, alongside academicsspecialising in the field, todiscuss the changing nature ofthe policing landscape andconsider the new securityfrontiers.

ASIAL Chief Executive Bryan deCaires was one of those to addressthe meeting. Among the topicsaddressed included: Shifting boundaries of policing:

Globalisation and its possibilities Trends in public-private policing

and legislative implications Finding synergies in public-private

policing: Opportunities,communication and regulation

Port and maritime security:Comparing US and Australian

experiences of working inpartnership

Public-private partnerships incyber security: Examples from theUS and UK

A summary of the discussions isavailable in the ASIAL member area.

The outsourcing of non-corepolicing activities is also the subjectof a paper prepared on behalf ofASIAL by former NSW Deputy PoliceCommissioner Dave Owens. For moreinformation turn to page 18.

PUBLIC-PRIVATE POLICING:EXPLORING NEW SECURITY FRONTIERS


The Australian Communications &Media Authoritys regulatoryrequirements for cabling providerswho install specialised cablingwithin customer premises havebeen amended. As a result,registered cablers who intendcarrying out specialised cabling(such as Structured, Co-axial andOptical Fibre) after 1 July 2014 needto have the training competencies

relevant to this specialised cablingwork.

The new competencies onlyapply to cabling providers whoundertake the relevant specialisedcabling work within customerpremises.The final date on whichcablers may undertake the fullrange of cabling operations with abasic Open cabling registration is30 June 2014.

OPEN REGISTEREDCABLERSAll Open registered cablers doingthese types of specialised/advancedcabling within customer premisesmust by 1 July 2014 have acquiredthe appropriate specialistcompetencies (also known as

Endorsements).Cablers who have already

attained Endorsements forStructured (previously Cat 5), Co-axial and Optical Fibre Cabling willnot need to do further training inthese specialisations, as theseendorsements are equivalent to thecurrent competencies.

CHANGES TO SPECIALISTCABLING COMPETENCIES

The StandingCouncil of Policeand EmergencyManagement hasresolved that the

previously agreed national minimumcompetency requirements formonitoring centre operators beabandoned. As a result the role hasbecome purely a probity-basedlicence class.

The change is a win for commonsense and is one that ASIAL andmany other in the industry haveargued some time for.

CHANGES TOCOMPETENCYREQUIREMENT FORMONITORINGCENTRE OPERATORS


CORPORATE MEMBERS313 Business Group Pty Ltd

All-Skilled Hospitality Staff Pty Ltd

Auctoritas Consulting Pty Ltd

Black Tie Security & Investigation

Services Pty Ltd

A & J FamilyTrust

Grant Michael Lewis

Focus Holding Pty Ltd

Gentlemen Guards

Andrew Gill

IMDTProfessionals Pty Ltd

MG Security Services QLD Pty Ltd

NSW Alarm Monitoring Pty Ltd

Alpha Commercial Business

Consultants

Plan B Security (QLD) Pty Ltd

Prime Traffic Solutions Pty Ltd

Pro K9 Security Services

QinetiQ Australia Pty Ltd

Quick Step Solutions Pty Ltd

Quantum Vision Pty Ltd

Raymond Adams Investments Pty Ltd

Red Shield Technologies Pty Ltd

Rescue Force Security Pty Ltd

SAAB Australia Pty Ltd

Security101

Seneschal Security Group Pty Ltd

Steve Rolls Electrical Pty Ltd

Sync Electronic Security Pty Ltd

T& M Security Pty Ltd

Vertex Integrated Services Pty Ltd

Vicguards Pty Ltd

Worldwide Security Services Pty Ltd

Zoom Security Services Pty Ltd

UPGRADES TOCORPORATEMEMBERSHIPBecktech Pty Ltd

BlueCorp Group Pty Ltd

Intercept Security

Kevin Wayne Bennet

Kiama Golf Club Ltd

Lynette Kay Ogston

Opal Security Australia Pty Ltd

Powercorp Security Services

Prosec Pty Ltd

Securevent Protection Group

Swagger One Pty Ltd

UXC Connect Pty Ltd

Wrightway Security Services Pty Ltd

ASIAL MEMBERSHIPRECOGNITION PROGRAMThe ASIAL member recognition

program acknowledges longstanding

association members. Recognition

categories include Platinum (25 years+),

Gold (16-24 years), Silver (11-15 years)

and Bronze (6-10 years).

If you are eligible and have not

already signed up to the program (there

is no cost to sign up).You find out more

information by visiting

www.asial.com.au/Memberecognitionpr

ogram or by emailing

[email protected]

The following organisations have

attained recognition levels:

Bronze

Backup Security Pty Ltd

Silver

Kudos Australasia Pty Ltd

ELK Security Pty Ltd

WELCOMETO OURNEW MEMBERS

AASSIIAALL NNEEWW MMEEMMBBEERRSS

ASIAL is pleased to welcome the following new members(including Corporate and Associate members) who have joinedthe Association over the past few months.



The Federal government is currentlyanalysing a review of the NationalBroadband Network (NBN) that itcommissioned.Whilst some are waitingon the government to decide on thedirection it will take before doing anything,the reality is that the NBN is pressingahead regardless.Areas that have alreadyhad fibre cable installed will be eligible toconnect to the NBN during the rollout.Theproposed disconnection of PSTN servicesin fifteen areas across Australia starts inMay 2014.

Recently,ASIAL published details ofthe post codes that will be affected in therollout of the new NBN fibre network.Further to industry feedback, the NBN Cois now issuing providers of PSTN-connected devices such as security andmedical alarms with a spreadsheet listingaddresses scheduled for disconnectionfrom the existing copper network.

The Disconnection Address Data(DAD) list is a complete listing ofproperties affected by the copperdisconnection.Access to this will enableyou to compare the list of addresses thatwill be disconnected from the coppernetwork against your own database ofcustomers.This will assist you inconducting targeted communications toaffected customers and enable you towork with them in finding a suitablemigration strategy.

This DAD will be supplied to you onceyou have signed and returned thestandard non disclosure agreement toNBN Co. NBN Co reserves the right todecline to supply the DAD at itsdiscretion.

To request access to the list you willneed to email NBN Co [email protected] advisingof your interest in accessing the DAD.

NBN Co intends to provide the DADon a monthly basis. However, they maychoose to stop providing the DAD at anytime at its sole discretion.

Retail Service Providers (RSPs) willstart to contact identified customers at 6month and 3 month intervals to advisethem that the current copper networkthat supports their home phone servicewill be switched off on the specified

disconnection date.The home phoneservice will not work after this dateunless it is moved to the NBN.

Mode 3 connected devices such assecurity alarm systems and medicalalarms will be at risk during this transitionperiod.While it is ultimately the customersresponsibility to advise the RSP of anyspecial needs, it is vital that securityproviders contact their customers to makesure that the security system continues tofunction.

Security systems are nottelecommunication services, they aretypically supplied by alarm companieswho contract directly with end users andmake use of the existing in-premisestelephone line to connect their devices toremote monitoring centres for service andwhere necessary respond to situations. Inthe majority of circumstancestelecommunication service providers haveno knowledge or record of an alarmdevice being connected to the customertelephone service or any of the associatedin-premise wiring arrangements.

A key question for security providers iswhether to offer services on the NBN orbe independent of the NBN by offering aGPRS solution.

New products are starting to evolvefrom GPRS service providers andequipment manufacturers utilising videothrough a hosted cloud service.Asdemand for video verification becomesstandard practice, state-of-the-art 2-waywireless alarm systems designed for theresidential and small business marketsprovide more than a standard homesecurity system.

These alarm systems support visualverification with a self-monitoringSmartphone applications (also availablevia web browser).These systems enablehomeowners to control their alarmsystems remotely as well as view real-timeimages taken inside their premises withthe wireless PIR camera detector whichcommunicates with the host cloud server.

In the event of an alarm, the PIRcamera is automatically activated andcaptures a sequence of images which itsends to users via Smartphone/ webApplication.This capability enables users

to view the images and confirm if there isa crime in progress. Monitoring stationsalso benefit from the visual verificationfeature as the capability to ascertainwhether there is a false alarm will savevaluable police time and resources.Thesesystems will provide benefits for installers,monitoring centres and end users.

Even though its early days in the life ofthe NBN, a growing number of providersare now developing the capability todeliver services on the NBN, which willlead to greater competition.

Security providers need to be proactivein developing solutions to meet thischanging environment. Failure to do socould result in the loss of market share.Akey element in being prepared is ensuringthat your technicians stay abreast ofchanges in technology and cablingrequirements.

Maintaining and developing the skillsof technicians to meet the needs of thedigital age will be vital. Companies in thedata and communications sector arealready investing heavily in up-skilling theirtechnicians. Apart from some earlyadopters such as Chubb Security, itappears that many in the security industryhave not taken opportunities to providestaff training. Rather they have continuedto focus on the here and now - adecision that could come back to hauntthem down the track.

* John Fleming is ASIALs General Manager.


PREPARE YOURBUSINESS FOR THE NBN


By John Fleming*

UPSKILLING FORTHE FUTURE Options for SecurityTechnicians toupskill:

Option 1: SecurityTechnicianCertification Course

Modules include: Cabling Installation Practices IntruderAlarms CCTV Fundamentals Telecommunication Transmission

PathwaysFor more information

www.securitytechniciancertification.com.au or email [email protected]

Option 2: Government funded Certification III in Telecommunications Certification II in Technical Security

Incentive payments are available foremployers and trainees. For moreinformation [email protected]



FFEEAATTUURREE:: PPUUBBLLIICC PPRRIIVVAATTEE PPAARRTTNNEERRSSHHIIPPSS

By David Owens*

PUBLIC PRIVATEPARTNERSHIPSEXPLORING THE OPPORTUNITIES

In a tightening fiscal environment, Governments acrossthe country are searching for ways to balance budgetsand increasingly they are turning to Public PrivatePartnerships to achieve these savings.

When it comes to public safety, Police willalways be required to maintain law andorder, prevent and detect crimes, andreduce the fear of crime through theirpresence. However, the question now beingasked is, can some of the functionscurrently performed by the police beprovided as efficiently and effectivelythrough the establishment of privatepartnerships?

To explore this issue further,ASIALrecently engaged Dave Owens APM,Managing Director, Risk-e BusinessConsultants Pty Ltd and former DeputyCommissioner with the NSW PoliceForce to prepare a position paperaddressing the opportunities andobstacles for public/private partnerships.

The following is a summary of thefinal report, copies of which are availableto members on request by [email protected]

In consideration of any Public, PrivatePartnership there needs to beacknowledgement that there is aninterdependence between fourinterconnected stakeholders in theprocess: Government, Police, PrivateSecurity and the Community.Consideration needs to be given that,through tight contractual arrangements,could partnerships be managed in waysthat would meet the public interest

criteria, whilst at the same time ensuringaccountability is maintained?

In preparing the report, sworn andunsworn staff from the NSW PoliceForce, Queensland Police Force andNorthern Territory Police wereinterviewed, along with senior personnelfrom G4S Security (Australian and UK-based personnel), MSS Security, SercoSodexho Defence Services andQANTAS.

The Australian Federal Police wereinvited to participate, but declined.TheVictorian Police Force was invited toparticipate, but declined citing that asthe matter related primarily to theVictorian Government's policy positionon public/private partnerships it wouldbe inappropriate forVictoria Police toparticipate in this survey.

The New South Wales andQueensland Police Associations werealso invited to participate.The issue wasdiscussed at their National Conferenceand a decision was made not toparticipate as they are opposed to theconcept of Public Private Partnerships andplan to issue a research paper of their own.

The study focused on five key questionsand the following is a summary of theresponses provided.

1. What are the potential benefits tothe Government and community?The three main responses included:

Cost savings enables the provision ofa more flexible and cost effectivesupport service, coupled with theconcept of Contestability

Free up resources - frees up of front linestaff to attend to core business activities

Improved systems - use of improvedbuying power, local suppliers in ruralareas and a broader network ofsuppliers Other comments provided included:

increased innovation in policing throughexposure to different sectors and ideas inservice delivery; reduced overheads;increased professional relationshipsbetween police and security; potentialconflict of interest and undermining ofconfidence in police; and sustainability ofservice delivery standards within a tightfiscal environment.

ContestabilityThe Queensland Government has been atthe forefront of the recent push forcontestability of service provision (theprocess where Government tests themarket to ensure it is providing the publicwith the best possible solution at the bestpossible price).This is a concept that iscurrently being worked through by the




Queensland Police Service.If applied correctly, the contesting of

policing services will free up police officersto focus on work that requires the actual orpotential exercise of police powers.The flowon effect should be that this shouldincrease productivity, increase value formoney and increase the quality of servicesto the community.

2. What activities currently performedby police could be outsourced tothe private security industry?

No exercise of the powers associatedwith the Office of Constable -consideration could be given tooutsourcing duties where the Office ofConstable and legislative powers were notrequired.

Through Legislation, police areempowered to enforce the law. PrivateCitizens, including private security, are notso empowered.The police have the abilityto prevent the commission of an offencebefore it actually occurs and are givenstatutory immunity from civil prosecution(where it is proven they have actedreasonably).The same rights are notextended to private security personnel.

Custody Management - responsesranged from full privatisation of custodymanagement to consideration of the streetto suite approach in the LincolnshirePolicing Strategic Partnership model in theUK. Facilitating the custody managementprocess but not taking away the ability fordetermining the charge or decision not tocharge.This should remain with a swornofficer.

Firearms Inspections/Licenses -firearms inspections to ensure generalcompliance issues were being met, but nothandguns, security firms and licenseddealers. Consideration was also given tofingerprinting associated with obtaining asecurity licence, a task currently conductedby a police officer.

If a partnership existed in respect toCustody Management, private securitywould be already trained in obtainingfingerprints, so it was seen as a naturalprogression. Licensing (with regards tolicensed premises) was seen as a policingresponsibility.

Exhibits and Property handling - longterm storage and exhibit handling whereexhibit facilities were centrally located.

Crime scene/Hospital Guard:Responses were divided on this issue.Hospital guards could be performed, postarrest but prior to a detained person beingentered into the custody of corrections.There was however, concern at theguarding of crime scenes due toperceptions of professionalism (or lackthereof) within private security and the needto be vigilant with respect to access andegress from a crime scene.

Other activities suggested includedmental health transportation; major events(eg APEC, G20); in the role of SpecialConstables in building access and securityfunctions; prosecutions, (outsourcing to theDepartment of Public Prosecutions);functions performed within a CrimeManagement Unit, Crime PreventionOfficer, Domestic Violence victim support;partnerships should not be only looked atas security doing the role, but rather non-sworn staff being able to perform a role,administration roles; wide load escorts andother traffic related duties; fleetmanagement; security/anti looting duringdisaster recovery.

3. What are the obstacles (real orperceived) to outsourcing?

Police Association/Unions - the PoliceAssociation views any outsourcing ashaving a negative impact on policingnumbers and is firmly against outsourcingfunctions being performed by anyone otherthan police. Outsourcing is seen as a threatto policing and the push forprofessionalism and the thin edge of thewedge for further encroachment into policeduties.

Police Legitimacy concerns wereraised as to community perception andconfusion over who the real police are andcommunity expectations of police anddelineation of their role.

Perception that policing services areonly provided to those that can affordthem.Will the community accept sometasks being undertaken by someone otherthan an employee of the State (whether apolice officer or staff member).

Reduction in the quality of service - areduction in the quality of service due tolower standards of training in privatesecurity.The perception or reality of thecreation of a second tier police force. In theprovision of service to the community,

security companies provide a level ofservice that is commensurate with howmuch it is funded. If outsourcing is viewedas a cost saving exercise, there is thepotential risk to service provision as youget what you pay for.

Legislative Reform - the Police Act isnot applicable to outsourcing. Legislativereform would have to occur as there wouldbe a requirement for power to undertakespecific tasks. Ineffective and slow tochange to keep pace.

Culture - the police are traditionallyconservative and protective of the functionsthey perform.There is a reluctance to workwith change.

Security of Information - security andconfidentiality of information was expressedas a concern due to differing vettingprocesses from State to State. Concernsexpressed over the security industryaccreditation process and probity duringthat process.

Command and Control - contractualarrangements and who would be in controlin certain situations.

Other comments included -professionalism (or lack thereof) andcorruption. Police Forces have come a longway since Commissions of Inquiry or RoyalCommissions. Systems are now in placethrough auditing, guidelines, policies andprocesses. Private security does not havethe same robust systems in place;availability of a competent, appropriatelytrained workforce; consistency in trainingbetween different security providers;reduction in the size of the Police Force;inability of police and providers to keeppace with community changes andexpectations.

4. What would the necessaryprerequisites/conditions be foroutsourcing to occur (from a policingperspective)?

Contractual obligations andperformance methodology acomprehensive memorandum ofunderstanding and service levelagreement; performance reportingmethodology key performance indicators;realistic activity based costing. Clarificationof accountability process/well-constructedcontracts setting out contractualobligations and performance requirements.




Realistic cost benefit analysis/strongbusiness case - a realistic business casecoupled with a cost benefit analysis wouldneed to be developed considering all coststo outsourcing.

Appropriate training standards - theestablishment and maintenance ofappropriate training standards includingtask specific training for custody facilitiesetc.

Legislative changes - changes may berequired and need to be considered inrespect to outsourcing of some tasks.Custody and mental health werementioned as possible examples.

Robust vetting - the robust vetting ofpotential applicants.

Police retain control - Police agenciesshould retain control of the outcomes thatare to be achieved (where the serviceremains a policing responsibility) and abilityto control contracts, i.e. the Commissionercan terminate services where contractedperformance indicators are not met.

Training - training of security industrypersonnel was identified as a majorconcern as requirements vary from state tostate.There was a strong view that onlythrough all jurisdictions being held toaccount to the same standards that thisissue will be overcome.

5. What is the view amongst seniorpolice towards the idea/concept ofoutsourcing?

Participants were asked to provide theirviews on the corporate response and theirindividual thoughts on the idea/concept ofoutsourcing.A significant number ofindividuals chose not to answer thequestion about what the corporate view is.

Corporate:Committed/Conservative - committed toan equitable process in delivering value formoney services to the community. Can beachieved if appropriately budgeted.Committed to ongoing renewal usingcontestability as a framework fordetermining best value for money servicesthat can be delivered to the community.

High degree of risk attached tooutsourcing concerns in respect topublic perceptions, legitimacy and corefunctions/roles. Risk is also associated inthe failure of contracted security to providethe service for which they are contracted.

Nervous - nervousness about publicperceptions that police are not able to dothe job.

Concerns re budget transfer - in anyoutsourcing, if the job is no longer beingdone by police, then they dont require thebudget associated with that task anylonger. Budgets then get cut.

Experience of the corporate view is thatessentially police remain shyand cautiousof the potential for outsourcing.

As police executives struggle to definenew ways of achieving cost efficiencies in achanging fiscal environment, theoutsourcing debate will become a moreattractive option to deliver improvedservices at a reduced cost.

Personal:Limited role - there is a role foroutsourcing, however it is a limited one.Theconcept that it would release police to thefront line is a good one, however equally, itwould take potential restricted dutiespositions away from the police and wouldlikely result in medical discharge of officersrather than having them restricted andperforming meaningful back of house rolesand functions.

No pre-ordained views - the viewswere either moderate or no pre-ordainedviews, however they needed to know thedetails of any proposal and any changesmust be evidence based changes.Anynegativity surrounding outsourcing wouldbe purely a cultural issue and one thatcould be overcome by a well-constructedcommunication strategy and with thepassage of time.

Pragmatic approach - obligation to thetax payer to deliver a quality service withvalue for money.A necessary corporatealternative due to ongoing tight fiscal policyand requirement by government to reduceoperating budgets.

Needs to be seriously considered -needs to be considered seriously howeverany issues with service delivery will see itfail.There would be a sense of disjoint withthe community if police are not seen to bemaintaining law and order. Likewise there isa sense of lesser quality service if they aregiven a lesser trained and equipped personto perform the task. Back of housefunctions such as custody management,transportation etc would be appropriate.

High degree of risk concern over

public perceptions, legitimacy and corefunctions/roles. Risk is also associated inthe failure of contracted security to providethe service for which they are contracted.

In the consideration of outsourcing, it isabout achieving the best possibleoutcome, so if the same outcome can beachieved through use of externalresources/providers, then this should be anoption that needs to be considered.However, if an external provider cannotachieve the outcomes that the Police,Government and Community are seeking,or cannot provide the service to thestandard that is expected, then the taskmust remain with the police.

Policing is undergoing arguably its mostcomprehensive transformation in its history(globally) as both a way of life and as abusiness. It will create new methods ofbusiness and managing publicexpectations, absorbing dynamictechnology and social media. Outsourcingneeds to be a constant consideration inthe debate about services and closerinteraction with business needs to occur,as executives strive to incorporate this intonew business models.

The interviews highlighted theinteractions/linking between the fourgroups involved or affected by PublicPrivate Partnerships.These groups are:

PolicePolice need to firstly understand fully whatfunction they need to perform as theircoreduties.They also need to be in a position toclearly set the desired outcome of anypartnership (or outsourcing) that may occur,along with the processes of how thatoutcome is going to be achieved.There is aneed to understand what it is that is goingto be outsourced, then a minimumstandard set for those tasks to beachieved. Consideration also needs to begiven as to the expertise that Policepossess in being able to manage anoutsourced contract.

There is a clear lack of knowledge andunderstanding of what resources andexpertise are available within the privatesphere.An understanding of what isavailable and how it can be utilized is vitalin any partnership.An example of this is inthe area of Emergency Management.

Private security are not viewed as firstresponders.When people are asked to



identify first responders they immediatelythink of Police, Fire and Ambulance (thetraditional ones). However, as theterminology used and role definition haschanged, so to should the definition offirst responder. Private security for majorcorporations and insulations are notviewed by the police as a primaryresponder.Whilst in many circumstancesthey are highly trained and haverehearsed their roles within an emergencymanagement situation, in many instancesthey are not utilised and in fact preventedfrom doing their job.

GovernmentGovernments need to have the courageand fortitude to research and considerimplementation of Public/PrivatePartnerships if they are going toimprove the service to the community.This will occur during times of tightfiscal constraint, where there is a needfor balanced budgets.The QueenslandGovernment with the adoption of itscontestability approach to all contractsand tenders is clearly heading in thatdirection (and lessons can be learntfrom that process).

Governments need to ensure thatthere is an equitable tender process inplace that not only ensures value formoney service provision, but alsoconsiders and facilitates the use ofsecurity in commercial and institutionalventures. Governments also need toensure that there is effective regulationin place in any Public, PrivatePartnership.

Legislative requirements need to beconsidered by Governments as theycurrently exist and how to move into thefuture.These considerations shouldencompass the establishment ofnational security protocols as theCouncil of Australian Governments hassought to establish a model of nationalregulation.

CommunityThe Community needs to be satisfiedthat there will be no loss in standard ofthe service that they are going toreceive.The perception remains that,policing services/tasks are beingundertaken to a lower standard, simplybecause police are no longer

performing that role.This perceptionneeds to be overcome early in anydebate through education of the publicas to the reasons why the task is nolonger done by a police officer, and thattraining has been specifically providedto perform that role.

There must also be a guarantee thatthe service will be provided to an equalor higher standard.There needs to bereassurance that both the individualand the company has met an agreedupon standard and that the standard isa nationally accepted standard.

Private SecurityTraining needs to be implemented toenable that individuals reach thestandard that has been set.Thequestion needs to be honestly askedwithin the industry; is the individual andcompany fit to provide the service,considering the capability of the peoplethat are going to provide that service?The training capability of the industryprovider needs to ensure that theprovider has the training capabilityalong with the proven ability to employthe right person for that function.Theonly way you can achieve this isthrough a model of national recognition.

Industry regulation needs to ensurethat the licensing systems in alljurisdictions are consistent, this wouldinclude probity (including a robustcompliance regime) and mobility.Consideration needs to be given as tohow this regulation is achieved toensure community confidence isgained.

ConclusionIt is clear that there is growing interestin the area of Public PrivatePartnerships, not only by Governmentand Police but by a community who arebetter informed due to the expansion ofsocial media. As society develops andsocial migration occurs, societys viewson who will deliver what service willbecome more flexible. It is at this timethat agencies/organizations (both publicand private) need to be in a position tocapitalise on this opportunity.

The Queensland Government hasintroduced the concept ofcontestability for contracts and

provision of services.This has meantthat the Queensland Police Service hasfound itself having to compete in theprovision of service to areas wherethere has traditionally been nocompetitors. Overseas experienceshave shown that this is a developingtrend and other Police Forces need toconsider and research partnerships,before it is thrust upon them.

There needs to be a consistent pushby private security for a National Modelof Regulation to ensure consistency(not inconsistency) in the provision ofservices.There still exists a view withinpolicing services that private security ispoorly trained (in some instances) or atleast that training is providedinconsistently across jurisdictions.Concerns also remain regarding accessand security of information, even thoughmany private security operators withinthe military sphere have secret and topsecret clearances.These perceptionsneed to be addressed through thecommencement of high leveldiscussions, coupled with mutualrespect for each organisation.

Public, Private Partnerships are not anew concept.There has been significantdiscussion and implementation withinthe defence industry where similararguments against change were raised.The private sector is now wellembedded within defence facilities andlessons could be learned if it is to beconsidered within a policing sphere.There needs to be an ongoing debatewhere all parties have an equal voice,along with additional research.

Public, Private Partnerships-exploringthe opportunities is available on requestto ASIAL members by [email protected]

About the authorDavid Owens established Risk-eBusiness Consultants, an Executive LevelManagement Consultancy, when heretired as Deputy Commissioner of theNSW Police Force after over 30 years ofservice. As the Deputy Commissioner, hewas responsible for the leadership andmanagement of nearly 13,000 police and1200 public servants.




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The new ASIAL web site now features the latest in responsive design for mobile and tablet viewing andautomatically resizes for the device you are using.This means you can access the site anywhere, anytimeand still be viewing the same information as you would on your desktop.

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Win more with less:10 tips for tenderingtriumph in tough times

TTEENNDDEERRIINNGG


By David Lunn*

NEW contracts and orders are thelifeblood of any organisation.Winning thesenew contracts and orders (from existing aswell as new customers) almost alwaysinvolves the preparation of an offer in theform of a written tender, proposal or quote.

Writing tenders and proposals takes ona whole new dimension when businessesare dealing with government bodies orlarge corporations.The formality ofresponding to the invitation documents,the use of on-line systems to prepare andcommunicate responses and the sheersize and complexity of their buyingprocesses can seem very daunting.

When economic circumstances tighten,the need to secure these new contractsand orders (especially from big stableclients like government departments)becomes even greater. But to conservecash when times get tough, manybusinesses cease or reduce businessdevelopment, marketing and administrativefunctions.The problem of course is thatthese are the exact types of skills neededpreparing winning tenders and proposals.

So the key question is: How canorganisations maximise their chances ofwinning tenders and proposals in the faceof fewer resources to complete them? BidWrite offers the following 10 tips to helpout.1. Get ready for tendering. You dont just

wake up in the morning and run amarathon. It takes training, nutrition,advice and careful preparation tosucceed.The same applies to writingtenders and proposals. Businesses

cant just decide to write a proposal andexpect it to get it right. For example, doyou understand what information youtypically need to provide and how to getit? Are you familiar with the terminologyand processes? Do you have thenecessary skills to write clearly andprepare attractive professionaldocuments? Do you have the rightcomputer support and software? To begood at tendering requires the sameplanning and investment as any otherbusiness function or personalendeavour.

2. Target opportunities and investwisely. Tendering isnt like buying a lottoticket every week.Writing mountains oftenders and proposals, crossing yourfingers, and rejoicing when oneeventually wins is wasteful in a businesscontext. Savvy organisations know thatthey are better off focussing on highlikelihood prospects, which areconsistent with their strategies andplans.They have clear methods andtools to help work out when they shouldtender or not.This means that theypreserve their resources to do a greatjob on the tenders and proposals theyare better placed to win.They do notspread themselves too thinly over awider range of marginal ones.

3. Winning happens before writing.Most of us understand the value ofrelationships in a business context. Itis extremely important to know your

client or prospective client and matchwhat you offer to what they need.Some would argue this is the best wayto carry out business, but concernsover impartiality and getting genuinevalue for money mean that tenderingand proposal processes try toeliminate the potential for unfair bias bylimiting ways in which interpersonalaccess is undertaken.This doesntmean that there is no place intendering for building relationships,understand clients needs and buildingyour company profile. Quite theopposite in fact.To be successful intendering almost always involves beingbetterpositioned to win before thewritten tender or proposal is required.A good rule of thumb is that if the firsttime you have learned of anopportunity is when you heard thethud of it hitting your desk then youare unlikely to be succeed.


TTEENNDDEERRIINNGG


4. Follow the rules. Our own values andbeliefs often guide the degree to whichwe follow, or not, all rules, regulations,guidelines (and laws!) we live and workwithin. Unfortunately buyer tolerance todepartures from tendering conditionsand rules tends to be much tighter. Flirtwith these at your peril. If the buyingorganisation wants you to fill in a form,do it. If they want your prices presentedin a particular way, do it. If you need tolodge your tender in at a particular timeand location, do it. Remember that it isreally easy for buying organisations toeliminate your tender or proposalbecause it hasnt complied with theirrules irrespective of how great yoursolution or price is.

5. Time is your enemy. Tenders andproposals, by and large, need to besubmitted within a defined timeframe.This can range from a few days toseveral weeks, but hardly anyone everbelieves they get too much time tosubmit. Some people are great atscheduling their days so effectively thateverything is done ahead of time, to ahigh standard and without compromise.Writing tenders and proposals shouldbe prepared like this too, but they areleft to the last minute, no matter howlong the tender open period is! Thesimple truth is that writing effectivetenders and proposals means earlyplanning action. For example, who iswriting what parts of the tender? Whendo your draft responses need to becomplete? How long are you internalreviews and approvals going to take?Have I got enough information to dothe estimating/pricing? Businesses thatwrite winning tenders and proposalsknow that they need to schedule allthese activities and manage them likethey would any other project.

6. Its all about your client. Most of usfind it easy to talk about ourselves, ourachievements, our successes.Unfortunately this is not the way to winwork through tenders and proposals.Tenders, proposals and quotes areactually about your client, not you. Howhave you shown you truly understandits needs? Whats in it for them? Howwill they benefit from choosing you? You

need to say these things in your tenderor proposal. Banging about how goodyou are, especially with unfoundedmotherhood type statements regardingyour products, history and performanceis not being client focussed and is asure way to lose that next sale.

7. Win the work first, then do it. Atender, proposal or quote is a salesdocument. It is designed to conveyyour offer to supply in such a way that itconvinces your client to choose youabove all others. Many organisationsgo into minute detail to describe howthe work will be done or how thesolution will be provided but forget thatthey actually need to win the work first.Yes you need to prove that you can dothe job or have the necessaryexperience, but have you shown thatyou understand what you client actuallywants? There is no point solving thewrong problem

8. Ignore competition at your peril. Its arare occasion in which tenders andproposals are prepared without anycompetition. In fact many tenderingprocesses are purposefully designed tomaximise participation by competingbusinesses. So preparing tenders,proposals and quotes must beundertaken in light of competitors. Whoare they? What are they likely todo/say? How can I set myself apartfrom them when there could be 10s(or even hundreds) of them all asequally anxious to win the work as me?A tender or proposal that is preparedwithout an understanding ofcompetitive alternatives is notpersuasive.

9. Price is always important. Sometimesprice is the dominant decision criteriawhen organisations and individualsmake their buying decisions.Sometimes it isnt. In any event it isalways important.You need tounderstand how the price (or total cost)of what you offer is likely to be beingjudged and make sure you not onlyprice to suit - but consider alsodescribing your price in this light. If youknow you are low cost say why. If youoffer higher value, higher cost services

then maybe you should describe thisso the buyers understand and dontmake ill informed comparisons. Maybeyou should provide options to givegreater price/value choice. Realise toothat an obviously low price is oftentreated by buyers with the samesuspicion as a price much higher thanothers.A good guide is that you shouldprice reasonably, sustainably and be inthe ball park to win.

10. One size does not fit all. Clearly asimple price/availability quote is differentto a multiple volume, large tendersubmitted to a resource giant on amega-project! So businesses need torecognise that the kind of opportunitythey are trying to win shapes what thetender, proposal or quote will contain,look like and amount of effort needed tobe invested.Wise businesses donttherefore fall into the trap of thinking theycan use a tender or quote template torespond to every request. Sure if its asmall quote, or you get to control exactlyhow your proposal is prepared andstructured, then well designed templatesare a great way to be efficient and clear.But for larger opportunities your tenderor proposal has to be tailored to thatopportunity.This means that you musthave the skills necessary to make thesechanges. If you dont then you arenteither following the rules or being clientfocussed fatal flaws as we havedescribed above.

The bottom line.Writing tenders,proposals and quotes is an extremelyimportant business function. By beingstrategic, selective and well preparedwinning documents can be completed aspart of the ordinary fabric of anyorganisation, not treated as an afterthoughtwhich is relegated to whoever is least busyor performed late at night over takeawayfood and energy drinks! If you follow these10 tips then youll be well on the way towinning that next contract.

About Bid WriteDavid Lunn is a Director with Bid Write, aspecialist Australian consultancy thatbrings together tender request and tenderresponse expertise in one organisation tohelp clients buy better or win more.


Angelo Gannis Client Manager, Aon Risk Solutionst: +61 2 9253 7489 e: [email protected]



ADT Security NSW 404 A1 30 Jun 2014

ADT Security (Data Centre) NSW 405 A1 30 Jun 2014

Allcare Monitoring Services WA 379 A2 28 Feb 2014

ARM Security WA 402 A1 10 Mar 2015

ART Security VIC 392 A1 30 Sep 2014

Calamity Monitoring NSW 383 A1 20 Mar 2014

Central Monitoring Services NSW 380 B1 21 Mar 2014

Energize Australia VIC 391 C2 18 Mar 2014

Glad Security NSW 398A A1 25 Nov 2014

Golden Electronics TAS 395 A1 17 Oct 2014

Grade One Monitoring NSW 378 A1 13 Feb 2014

Grid Security Services NSW 381 A1 18 Mar 2014

Instant Security Alarms QLD 413 A1 23 Sep 2015

ISS Security NSW 373 B3 25 Nov 2013

Linfox Armaguard VIC 393 A1 08 Aug 2014

Mekina Technologies TAS 399 A1 02 Nov 2014

NSS Group NSW 384 A1 07 May 2014

Onwatch NSW 396 B1 31 May 2014

Paul-Tec Australia NSW 409 A1 01 Aug 2015

Protection Pacific Security VIC 394 C2 9 Aug 2014

RAA Security Services SA 400 A1 12 Dec 2014

Secom Australia NSW 417 A1 14 Dec 2015

Sectrol Security VIC 412 B2 01 Dec 2014

Securemonitoring VIC 414 A1 23 Nov 2015

Securenet Monitoring Services NSW 386 A1 04 May 2014

Security Alarm Monitoring Service SA 387 A1 18 Jun 2014

Security Control Room VIC 411 A1 18 Aug 2015

Sesco Security WA 407 A1 03 Jun 2015

Signature Security WA 403 A1 30 Jun 2014

SMC Australia QLD 416 A1 07 Dec 2015

SMC Australia VIC 415 A1 16 Dec 2015

SNP Security (Newcastle) NSW 410 A1 17 Aug 2015

SNP Security (Sydney) NSW 408 A1 13 Aug 2014

Spectus WA 406 A1 12 Apr 2015

State Government Protective Security Service QLD 388 C1 22 May 2014

Westpac Banking Corporation NSW 382 A1 19 Mar 2014

Woolworths Limited NSW 397 C1 04 Nov 2014

Company (short form name) State Cert. No. Grade Expires

ASIAL Certified Security Monitoring Centres*

Current as at: 20 December 2013

*The above-listed ASIAL Certified monitoring centres comprise those establishments that have been inspected and graded forcompliance with the applicable Australian Standard: AS 2201.2 2004. PLEASE NOTE: ASIAL takes no responsibility for listedcompanies which may change the nature of their operations subsequent to Certification.

Australian Security IndustryAssociation Limited



The following provides a helpful overview of the many essentialthings employers need to understand when employing people.Obviously we cannot cover everything in detail here, however,members requiring further information can contact ASIAL.

Employing people its a complicatedbusinessBy Chris Delaney


EEMMPPLLOOYYIINNGG PPEEOOPPLLEE IINN AAUUSSTTRRAALLIIAA

RECRUITINGEmployers aim to have an efficient andproductive workforce.This means havingthe right people in the right place at theright time. But it isnt that easy thanks tothe many legal issues that arise in theprocess of seeking, interviewing andselecting candidates for a position.

SELECTINGEmployers cannot discriminate against acandidate on the basis of an attribute(including sex, race, pregnancy, age,impairment, political belief or activity)when deciding who should/should not beoffered employment. Employers shouldalways develop objective criteria forselecting employees, preferably based onthe position description and the essentialand desirable requirements of the job.

OFFERING EMPLOYMENTOffers of employment should be inwriting, however a verbal offer is stillbinding if accepted by the employee. Awritten offer should include the date ofcommencement of the employment,probationary period, reportingresponsibilities, information on hours ofwork, wages, leave and other

entitlements, confidentiality and how theemployment contract may be terminatedand any other important aspects of theemployment relationship that are not setout in Australia's employment legislation,the FairWork Act 2009 (Cth) (FairWorkAct).

Also included will be information onany bonuses, other benefits such as carallowance, superannuation, notice oftermination and summarily dismiss,protection of confidential information andintellectual property, post-terminationrestrictions and governing law andjurisdiction.

RESTRAINTSEmployers should ensure that theprospective employee does not have anyrestrictions that may prevent him or herfrom entering into the employmentcontract (for example, a post-employmentrestraint of trade imposed by his/herformer employer).

MANAGING EMPLOYEESMany matter issues arise during theemployment relationship that requirescareful management in order to ensurethat a positive ongoing relationship is

maintained, and that there is compliancewith relevant legal obligations.

BENEFITS AND ENTITLEMENTSModern awards apply to national systememployees in a particular industry oroccupation. Modern wards and the NSset out the minimum requirements withwhich an employer must comply inrespect of benefits and entitlements fortheir employees, including the minimumwage. Alternatively employees maycovered by an enterprise or collectiveagreement.This will set out employees'benefits and entitlements.

THE TEN NATIONAL EMPLOYMENTSTANDARDS:1. Hours of work the maximum

ordinary hours of work for a full timeemployee is 38 hours per week. Anemployer may require an employee towork reasonable additional hours.

2. Request for flexible workingarrangements after 12 months ofcontinuous service an employee whois a parent, or has the responsibility forcare of a child, may ask for a changein working arrangements to assist with


caring for the child. An employer mayrefuse a request for flexible workingarrangements on reasonable businessgrounds.

3. Annual leave all employees otherthan casual employees are entitled tofour weeks' paid annual leave for eachyear of service. Shift workers areentitled to an additional weeks leave.

4. Personal/carer's leave allemployees other than casualemployees are entitled to ten days(76.hours) of paid personal/carer'sleave (including sick leave) for eachyear of service.

5. Compassionate leave allemployees other than casualemployees are entitled to two days ofpaid compassionate leave for eachoccasion when a member of theirfamily or household dies, contracts apersonal illness or sustains a personalinjury that poses a threat to themember's life.

6. Community service leave employees other than casualemployees who engage in eligiblecommunity service (including juryservice and voluntary emergencyactivity) may be absent from his/heremployment to engage in the activity.

7. Public holidays an employee isentitled to be absent from work on aday (or part-day) that is a publicholiday in the place where theemployee is based for work purposes.

An employer may ask an employeeto work on a public holiday if thatrequest is reasonable.The FairWorkAct describes factors that must betaken into account when determiningwhether a request is reasonable.

8. Unpaid parental leave unpaidparental leave is available toemployees with 12 monthscontinuous service for the birth of a,or the placement of a child with theemployee for adoption.A paid parental leave scheme has

recently been introduced in Australia,giving those eligible an entitlement to 18weeks' paid parental leave at the national

minimum wage, to be paid by thegovernment via employers.The PaidParental Leave Act 2010 came into effecton 1 January 2011.

9. Notice of termination andredundancy pay - The length ofnotice depends on the duration ofservice of the employee.The NESalso entitles eligible employees toredundancy pay where employmentis terminated for specific reasons.

10. Fair Work Information Statement employers are obliged to provide aFair Work Information Statement to allemployees who commenceemployment.

THE MODERN AWARD SYSTEMMost employees in Australia arecovered by one of the 122 modernawards relate to specific industries oroccupations which, together with theNES, provide relevant minimum safetynet of terms and conditions.

In the Security Industry the two mainawards are the Security ServicesIndustry Award 2010 for guards patrolofficers and monitoring centreoperators and the Electrical, Electronicand Communications IndustryContracting Award 2010, which coversalarm, CCTV installers and associatedactivities.

WAGESEmployees may be paid weekly orfortnightly. Employers must issue payslips (in hard copy or electronically) toeach employee within one working dayof their pay day, even if they are onleave.

Modern awards prescribe minimumwages and often have provisionsrelated to the manner and timing of thepayment of wages.

Deductions from wages may only bemade with the express writtenpermission of the employee.

SUPERANNUATIONEmployers are required to paysuperannuation for all employees inaccordance with superannuationlegislation.The current minimum rate ofsuperannuation to be paid into asuperannuation fund for eligible

employees is 9.25% of the employee'sordinary time earnings.

LONG SERVICE LEAVELong service leave is governed by stateand territory legislation. It is envisagedthat these will eventually be harmonisedwith LSL being covered in the FairWorkAct 2009. Employees currently becomeeligible to take long service leave aftercompleting between seven and 15 yearsof continuous employment with the sameor a related employer.

TAXATIONAll employees who earn income inAustralia are required to pay income tax.Employers deduct income taxinstalments (PAYG instalments) fromemployees' wages. Deductions go to theAustralian Tax Office (ATO).

VARYING TERMS AND CONDITIONSAward conditions may only be varied bythe FairWork Commission and in thecase of the NES by legislation.

Employment contracts may only bevaried by agreement between the parties,provided that minimum legislatedstandards cannot be reduced.

WORK HEALTH AND SAFETYRecently Safe Work Australia developednational model work health and safetylaws. Most jurisdictions in Australia haveenacted their own laws that mirror thenational model. Generally, employers arerequired to ensure, so far as is reasonablypracticable, the health, safety and welfareof their employees while they are at work.Work health and safety legislation sets outan employer's duties.

TERMINATION OF EMPLOYMENTTermination of employment is a complexmatter, which must be approachedcarefully. Employers need to be aware oftheir contractual and common lawobligations as well as the statutoryprovisions when ending an employmentrelationship. Before any decision toterminate is made employers are advisedto seek professional advice.

REDUNDANCYRedundancy is a minimum condition ofemployment under the NES. Redundancyoccurs when the employer decides that





the work performed by the employee willno longer be performed by anyone. Aswith termination this is a complex area ofthe employment relationship and shouldonly be considered after seekingprofessional advice.

Employers have an obligation toconsult with employees affected by theredundancy and must considerredeployment. Failing to follow theconsultation process may render theredundancy an unfair dismissal.

The entitlement to redundancybenefits is based on a sliding scale andcalculated by reference to the length ofthe employee's continuous service ontermination.

SUMMARY DISMISSALThe minimum period of notice does notapply where an employee is summarilydismissed for serious misconduct.Serious misconduct occurs where anemployee is in serious breach of theobligations owed to his/her employer.

At common law, examples of seriousmisconduct include dishonesty,assaulting a colleague or refusing tofollow a fair and reasonable direction ofthe employer.

UNFAIR DISMISSALEmployees who have completed sixmonths of service with their employerand are covered by a modern award, anenterprise agreement and/or whosesum of annual earnings is less than thehigh income threshold (as defined inthe Fair Work Act and indexed annually)are protected from unfair dismissal.

Small business employers (thosewith less than 15 employees) aresubject to the Fair Dismissal Code.Under this Code, employees of a smallbusiness employer may claim unfairdismissal against their employer if theyhave completed 12 months of servicewith the employer and have beendismissed.

Remedies available to employeeswho bring a successful case for unfair

dismissal include reinstatement orcompensation of up to six months' pay).

TERMINATION PAYMENTSUpon termination, statutory entitlementsmust be paid to the employee includingaccrued but untaken annual leave andleave loading (where relevant), accruedwages for work performed and paymentin lieu of notice (if relevant). An employeemay also be entitled to other contractualentitlements on termination.

GENERAL PROTECTIONSUnder the FairWork Act, employers areprohibited from taking 'adverse action'against an employee because theemployee has exercised a 'workplaceright'.Workplace rights include benefitsunder workplace law, making acomplaint or inquiry and participating ina process or proceeding under aworkplace law or instrument. Adverseaction includes dismissing theemployee, altering the position of theemployee to the employee's prejudiceand discriminating between theemployee and other employees.

DISCRIMINATIONDirect and indirect discrimination inemployment on the basis of sex, race,pregnancy, impairment, industrialactivity, race and religious beliefs isprohibited in all states and territories ofAustralia under the relevant equalopportunity or anti-discriminationlegislation. Bullying, harassment andvictimisation are also prohibited.Thereis legislation covering these matters ineach state and territory as well as theCommonwealth. Employers should beaware of the different tests applied fordetermination of whether discriminationhas taken place.

CONFIDENTIAL INFORMATION/POSTTERMINATION RESTRAINTOF TRADEEmployers should consider policies andcontractual obligations bindingemployees during and post employment

on matters of confidential information,intellectual property rights and privacy.The damage that may be caused if anemployee sets up a rival business, usesconfidential information or encouragesclients to move with them can beextensive. Professional advise isessential in the formulation of thesepolicies.

REFERENCESEmployees have no entitlement to areference for a former employer.However it is appropriate to provide anemployee on termination with acertificate detailing the commencementand finishing date and the capacity inwhich the employee worked.

EMPLOYMENTDISPUTESDisputes between employees andemployers over the safety net ofminimum wages and employmentconditions, enterprise bargaining,industrial action, dispute resolution,termination of employment and otherworkplace matters are mostly dealt withby either the Fair Work Commission.Claims for underpayment of wages andthe like are dealt with by the Fair WorkOmbudsman and prosecuted throughthe Federal Court which can also dealwith adverse action matters and issuesarising under federal legislation.TheAustralian Human Rights Commissionwill hear claims from employees whoclaim that they have been discriminatedagainst, and complaints may be madeto the relevant state's equal opportunitycommission or tribunal.

Dealing with employment issues canbe complex and time consuming.Getting it wrong can be expensive andmay adversely affect your companysreputation. ASIAL provides memberswith free advice, assistance andguidance on wages and conditions andall employment related matters. We alsoprovide representation before industrialand other tribunals at rates substantiallyless than those of a law firm.


Note:The information provided above is for convenient reference only. ASIAL and Chris Delaney & Associates Pty Ltd providethis information on the basis that it is not to be relied upon in any or all cases, as the circumstances in each matter are specific.Accordingly, we provide this information for general reference only, but we advise you take no action without prior reference toan Employee Relations professional. ASIAL members can contact Chris Delaney by emailing [email protected]



IT IS A well-known fact that knowledge ispower and, in these tough economictimes, it is more important than ever toknow where your fleet is 24/7.ThesimTRAC fleet tracking and managementsystem will give you the knowledge todefend your invoices from scepticalclients, avoid being misled by yourtechnicians, and schedule your jobsmore efficiently to save time and fuel.Lets look at the benefits.

End bill disputesMore and more customers are seekingto save money by disputing invoices fromsecurity technicians.When a client claimsto know that a technician was on site forless time than they billed, a business canbe forced to cut their invoice by up to50%. No business can afford to work forhalf price.

simTRAC vehicle tracking software canend this problem immediately and defendyour cash flow by proving beyond doubthow long any technician was at a job.Thesystem can generate a report to be shownto the client that will blow their concernsout of the water. By eliminating one of themost common bill disputes, simTRAC willquickly pay for itself and start boosting theprofitability of your business.

Save timeOnce you have full visibility of your fleetall day every day, you can spot errors intimesheets where entries do not matchthe actual movements of your vehicles.

Even better, when it is known that youcan easily review vehicle movementsfrom yesterday, last week, or last month,it encourages greater accuracy inentering data in the first place.

This ensures that your company andyour clients are getting fair value from thetechnician and that you are maximisingthe productivity of each technician andvehicle.

Save on fuel and maintenancesimTRAC allows your administration staffto see exactly where all technicians areat any time.

This allows them to schedule thetechnicians movements more efficientlyand make better decisions about who toassign to last minute jobs based on thelocation of each technician.Administration staff simply locate a siteon Google Maps, find the best person forthe job and dispatch job details to therelevant vehicle.This saves on both traveltime and fuel.

As an added bonus, administrationstaff can schedule jobs withoutinterrupting the technician with a phonecall to find out where they are andanother call to dispatch them. Jobs aredispatched and appear via on-boardmessaging hardware installed in the van.The technician just reads the messagewhen they are finished with the currentjob.This makes both scheduling andworking more efficient.

Work Health & SafetyUnder new legislation, businesses aremore at risk of litigation than ever especially those with mobile workforces.The simTRAC system can protectdirectors and everyone within the chainof responsibility by allowing you to keeptrack of staff, manage vehicle use,monitor vehicle safety and identifyatrisk drivers including those who speed.

A saving not an expenseMany managers assume GPStechnology is yet another expense theycannot afford. The reality is just theopposite. Continuing to operate without aGPS tracking system creates waste thatno business can afford in the modernmarket.

Just one extra job each week or oneless invoice dispute easily pays for thesimTRAC system.Thats why businessesthat start with simTRAC never look back.

AADDVVEERRTTOORRIIAALL

FLEET TRACKINGSYSTEM PUTSMANAGEMENT IN THEDRIVERS SEAT


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FLEXIBLE VMS FROM HIKVISIONn Central Security Distribution > 1300 319 499n Web > www.centralsd.com.au

simPRO CONNECTn simPro > 1300 139 467n Email > [email protected] Web > www.simpro.com.au

The simPRO Connect app is an out-of-office extension of our flagshipproduct, simPRO Enterprise.

Connect enables staff in the field to update times, materials and job detailsin real time.

Compatible with both Android and iOS, on both tablet and smart phones,Connect keeps staff in the field connected with the back office.This seamlessconnection reduces travel time and increases billable hours.

Imagine the time saved with field staff generating invoices and receipts onthe spot. Client has more work for you next time? Great! Create new jobs andquotes there and then.

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Recording at 2 MP and built on the latest Davinci processing platform theHikvision HIK-2DF7286-A delivers outstanding images regardless ofconditions.

With just about every available acronym in its feature list this PTZ isequally comfortable in low light or utilising its high ratio wide dynamic range.

Hikvision have included the usual host of programming options forpatrols as well as high speed pan/tilt with 0.1 pre-set accuracy andsupport for smart tracking.

Rounded off with a built-in Web server, Edge Recording, support for upto 8 NAS devices along with 120m IR illumination making this powerfullyversatile weatherproof PTZ.

Hikvisions iVMS-4200 is a versatile video management softwaredesigned for Hikvisions fantastic range of DVRs, NVRs, IP cameras,encoders and decoders that are available through CSD.

With its flexible deployment architecture and easy-to-useoperations; Hikvisions iVMS-4200 client software is perfect formedium-sized installations with multi-site requirements.

iVMS-4200 offers users advanced control and remote managementof up to 1,024 video channels linked via LAN or WAN. Operators canview 64 cameras in real-time live view on a single monitor; additionalfunctionalities include file backup, video recording and remote searchand playbackNEW!

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CSD NOW STOCKING NEW MOBOTIX 25SERIES IP CAMERASn Central Security Distribution > 1300 319 499n Web > www.centralsd.com.au

ICARE PERSONAL TRACKERn Grade One Monitoring > 1300 723 185n Email > [email protected] Web > www.grade1.com.au

Grade One Monitoring has launched the iCare Personal Tracker.Our Grade A1 monitoring centre now offers the peace of mind of a

trackable hand held device utilising the Telstra Next G network.The iCare unit offers a rapid and accurate GPS positioning, 2 way on

board communication as well as a geo-fencing solution.iCare monitoring has many benefits including the ideal solution for

OH&S/WHS legislation, a safety device for loved ones, immediatenotification in the case of a medical emergency as well as GPS tracking fordementia patients.

Phone us on 1300 723 185 to discover the full range of features andbenefits that the iCare Personal Tracker has to offer for your staff and clientsas part of an overall security solution.

THE WORLDS SMALLEST FULL HDCOMPACT IP CAMERA RANGEn Canon Australia > 1800 021 167n Email > [email protected] Web > www.canon.com.au/networkcameras

Canons new VB-S compact FULL HD camera range hits the marketbetween December 2013 and January 2014. Recently announced, Itfeatures the worlds smallest FULL HD, powered Pan-Tilt-Zoom camerawith 3.5 x optical zoom (VB-S30D) and the worlds smallest FULL HD,powered Pan-Tilt camera with 4 X digital zoom(VB-S31D).

Also in the range is the VB-S800D, fixed mini dome camera and alsothe VB-S900F fixed mini box camera. All are ONVIF S compliant, with 6built-in advanced intelligent functions including such things as objectremoval detection and camera tampering detection; wide angle Canonlenses and class leading low light performance.

Building on the success of their respective predecessors, MOBOTIX hasreleased the new Q25, M25, D25 and T25 IP camera models which comeequipped with a 5-megapixel sensor and better yet, these models arestocked and available now through CSD!

Featuring an improved CMOS sensor as well as the all new MxLEO digitalimage optimisation technology; the new models have twice as many pixels asFull HD and offer dramatic image clarity, especially in low-light conditions.

Features: Up to four times higher light sensitivity More details when zooming Smoother video streams for up to 30 fps@MEGA MxBus interface Included on all models

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Powerful Mobile Controln Inner Range > +61 3 9780 4300n Web > Central Security Distribution - www.centralsd.com.aun Web > Inner Range - www.innerrange.com

Multipath-IP - SkyCommandn Inner Range Melbourne > +61 3 9780 4300n Email > [email protected] Web > www.innerrange.com

SkyCommand is a new browser based application for Multipath-IP, it allowsyou to take command of youralarm system like neverbefore and control yourhome or business with convenience. SkyCommand gives you remoteaccess you can depend on using Multipath-IP connectivity.

Take full control of your alarm system & integrated systems like lightingand access control from anywhere in the world.

SkyCommand is on call anytime from anywhere via any desktop ormobile device, it is included as a standard option with selected Multipath-IPmonitoring plans.

For more information contact:Inner Range Melbourne 03 9780 4300 | www.innerrange.com

Effective SecurityFrom the name you trustn Jims Security > 131 546n Web > www.jimssecurity.com.au


Why invest in a Franchise with Jim's Group? The Jim's Group havebeen leading the way in Franchising in Australia for over 30 years.

With just over 3500 Franchisees and Franchisors across some 34Divisions , the Jim's Group is one of the most recognised brands in thecountry. 94% of adult Australians recognise the brand and with over500,000 new inbound inquiries to the Customer Service Centre per year,the advantages of having your own business operating with this Trademarkare enormous.

From advertising and marketing, to purchasing products and services,you will be taking advantage of the strength of a proven National brandutilising proven systems to manage your own business

Call 131 546 Today or check us out at www.jimssecurity.com.au

The Integriti Mobile App packs a powerful punch of accessibility and control foryour Integriti Security and Access Control System from any smart mobile device.

The Mobile App puts you in control, allowing you to individually tailer the Appto fit your needs and requirements. Advanced customisation lets you createcustom page views and Widgets for fast access to common tasks.The Appprovides real-time system status and control, from locking or unlocking doorsand gates, arming or disarming your security system, to controlling auxiliarydevices like heating and cooling. It even gives you the power to start automatedtasks and view system activity logs.

Whatever your schedule or wherever you are, the Integriti Mobile Appempowers you to take charge of your Integriti Security and Access ControlSystem. It really is convenient System Control at your fingertips.

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Maximum Camera Value: All-new Sarix IL10Series Box Cameras and Micro Domesn Pelco Australia > +61 2 9125 9310n Email > [email protected] Web > www.pelco.com/sarix

Schneider Electric Expands Investment inIP Video with Major Additions to Pelco Linen Pelco Australia > +61 2 9125 9310n Email > [email protected] Web > www.pelco.com/sarix

Schneider Electric announced a major expansion and commitment toits Pelco IP Video Surveillance product line by announcing the plannedrollout of more than 50 new IP cameras in 2013, including the new SarixIL10 Series mini box and micro dome cameras. Schneider Electriccontinues to make major investments in IP video, expanding its R&Deffort, product line and industry-leading education and training programsto meet the needs of partners and customers.

The company has achieved several major milestones in its continuingevolution as an IP market leader, including the expansion of its FortCollins, Colo. Facility.

DTU3G/IPn SCSI > 1300 555 570n Email > [email protected] Web > www.securitycommunications.com

SCSIs DTU3G/IP wireless alarm communicator is Australian made anddesigned. Dual-SIM technology provides 6 secure paths using TelstraNextG, Optus 3G, Telstra GPRS, Optus GPRS, Ethernet & PSTN. Withthousands already sold and installed, the DTU3G/IP has been releasedto the Australian Security Industry with outstanding success. Thecombination of multiple, proven communication paths ending the days ofnuisance poll fails and unwarranted guard attendances.

The DTU3G/IP connects to the DirectWireless Network, Australiasonly dedicated and private alarm transmission network.

To find out more about the DTU3G/IP, contact SCSI on 1300 555 570.

The all-new Sarix Value Range of mini box and micro dome cameras arehigh-definition, cost-effective IP network cameras perfect for most any indoorfixed video security application.These cameras produce high-quality, color HDvideo, and the integrated pre-focused fixed focal length lens makes sharpscene alignment and installation quick and easy.

Convenient network connectivity, PoE models, and a simple Web userinterface, make for easy plug-and-play finalisation of settings and positioningadjustment. And by delivering industry-leading Sarix image quality, backed bythe Pelco by Schneider Electric satisfaction guarantee, the IL10 series arethe value-driven cameras that you can choose with confidence.

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ASIAL NATIONALCALENDAR OF EVENTS 2014

For more information visit www.asial.com.au/events or email: [email protected]

JANUARY-MARCH26 February, Hobart ASIAL Industry Briefing Henry Jones Art Hotel Assistant Commissioner

Donna Adams, Tasmania Police will address the meeting along with a representative from the NBN Co.

7 March, Melbourne ASIAL Industry Briefing - Ibis, Glen Waverley Supt Pauline Kostiuk from

the Licensing & Enforcement Division (VIC Police) will provide an update on LED's future directions for the Security Industry, plus a representative from the NBN Co will provide an update on developments inthe NBN rollout.

19 March, Sydney ASIAL Industry Briefing - Park Royal, Parramatta A representative from the

NBN Co will provide an update on developments inthe NBN rollout.

20 March, Adelaide ASIAL Industry Br

Documents

Insider Feb 2014