Three of the most important concepts for a church to consider when building an in-house security team.
Timothy J. Fancher · February 17, 2017
+Routine documentation and meetings.
The entire security team should meet with the church staff at least every three months to review and update procedures and discuss any issues. The director should submit a short report after every service to the pastor to keep him or her appraised of any issues or concerns. All situations, no matter how seemingly trivial, should be documented in a security report, which should be forwarded to the pastor and kept in an updated and secure security file. Regular meetings with the director of security and staff and well-written reports will help create a sense of unity and support between all parties.
2) Minimal Church Flow Disruptions.
Church flow is the existing processes and procedures in all areas of the church, to include the roles of all church personnel, staff and volunteers. While there will be changes as a result of implementing a security team, the church flow should be impacted as minimally as possible. The following is a list of suggestions to meet this goal:
+The security team should always meet at least thirty-five minutes before service. During this time, zones are assigned, pertinent information is passed on and radio checks are performed. The director should also advise the team of any special events, circumstances or possible threats.
+Security officers must know radio procedures, all of the assigned security zones and have a clear understanding of their roles and responsibly within their assigned zone.
+All security members should be aware that they are not expected to know everything, but they are expected to know who to go to for answers and who to direct the congregation to if a question or task falls outside the purview of security and safety considerations.
+Security officers must know when to use officer discretion and when to follow mandated orders and procedures. If a new and/or inexperienced officer begins to make unilateral decisions, this can lead to a breakdown in systems.
Certainly, in a crisis or active situation, an officer must take command and control of the situation and changes will be implemented. However, for common events, if an officer believes an existing procedure needs to be modified, a memo should be drafted and submitted to the director and the chain of command should be followed.