Aley Moyer

THE CALIFORNIAN 2025 Q3 – THE KEY SKILLS AND TRAITS OF A SUCCESSFUL DISPATCHER

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THE KEY SKILLS AND TRAITS OF A SUCCESSFUL DISPATCHER

Helena Sparkes, Guardian Secure Solutions LLC, CALSAGA Associate Member

To the untrained eye, a dispatcher may seem like someone who just answers phones. But in the world of private security, a dispatcher can be the difference between chaos and control, between a situation escalating or being swiftly resolved. The role demands a dynamic set of skills that truly empower this critical position. A successful dispatcher serves as a lifeline for the security officers they support. A highly capable dispatcher understands that the status of any incident can change within minutes, sometimes even seconds.

So, what sets the top echelon of dispatchers apart from the rest? Here at Guardian Secure Solutions (GSS), we’ve identified the critical skills required for the role. Training must align with the ability to multi-task effectively, communicate clearly, and solve problems under pressure.

The essential critical skills we’ve narrowed it down to are as follows; (1) Communication, (2) Tactical Problem Solving, (3) Effective Multi-tasking, (4) Customer Service, (5) Dynamic Team Work.

Communication: Effective dispatching is effective communication. By that standard, communication is the job. There are various ways humans communicate with each other, verbal, visual and written. Typically Dispatchers will not be in the physical presence of those they are communicating with, thus relying on strong oral and written communication skills. The best dispatchers understand their first priority is to listen effectively to the reporting person with the goal of gaining the most information with the least amount of questions. From there the objective is to effectively relay pertinent information to the Security Officer in a simple but informative manner. When communicating with a Security Officer or reporting person it is important to be direct and concise. Most calls involve active, time-sensitive incidents. A dispatcher’s tone, pacing, and clarity can influence how the officer perceives the urgency of the situation. That’s why staying calm, focused, and direct isn’t just helpful, it’s critical.

Tactical Problem Solving: The second critical skill effective Dispatchers must possess is Problem Solving. Problem solving is essential in many roles within the physical security industry—but for dispatchers, it’s a skill that must be applied in real time, often with limited information and under pressure. That’s what makes it uniquely critical in this position. As a Dispatcher this may look like making quick and calculated decisions for the officer(s) safety, time management and urgency. Whether it’s determining the best course of action during a developing incident, reallocating resources during shift gaps, or managing simultaneous service calls, dispatchers must think critically and act decisively.

Effective Multi-Tasking: The third skill required for effective dispatching is multi-tasking. The term “multi-tasking” often gets dismissed in business circles, with many claiming that doing multiple things at once is a myth. In most cases, we would agree that they are correct, but dispatching is the exception. Truthfully, prior to observing the magic that happens in the Security Operations Center at Guardian Secure Solutions, I might be inclined to believe such experts or leaders. Perhaps another way to describe this phenomenon is to describe “prioritization under pressure”. This may involve answering multiple calls, checking officer statuses, coordinating responses, logging incidents, and communicating updates, all in real time. The best dispatchers don’t panic under pressure. They rely on structured thinking, time management, and an ability to triage priorities with confidence. At GSS, we see this skill as foundational to performance. Effective dispatching requires more than hustle, it demands focused control in fast-moving situations.

Customer Service: The next critical skill for all dispatchers is customer service. In many ways, dispatchers are the front line of a security operation. Whether interacting with clients, security officers, or members of the public, the dispatcher’s demeanor sets the tone for the entire organization. That’s why professional customer service isn’t a bonus skill, it’s a foundational one. Every interaction is an opportunity to reinforce trust, demonstrate competence, and represent the values of the company. Dispatchers must be calm, respectful, and solution-focused, even when dealing with stress, frustration, or unclear information. Clients often reach out to dispatch first, especially during urgent situations, and how that first point of contact is handled can impact the client’s overall confidence in the security service. Consistency, courtesy, and professionalism in every interaction aren’t just good habits, they’re business-critical.

Dynamic Team Work: The fifth and final critical skill required is dynamic team work. We are intentional with the use of the word “dynamic”. Dispatch is not a solo act.  Working well with others aligns with communication. When you can work as a team when relaying information that is clear and straight to the point, it helps each party understand the situation and remain on the same page for the next steps.  Dynamic teamwork also means stepping up when others need help, anticipating the needs of the team, and keeping communication flowing under pressure. A dispatcher who can collaborate well doesn’t just improve the response, they elevate the entire operation.

The five critical skills outlined above form the foundation of effective dispatch operations. When dispatchers consistently demonstrate clear communication, tactical problem-solving, focused multitasking, professional customer service, and dynamic teamwork, they become a vital link between the public, security officers, and emergency services. Their ability to maintain order, ensure safety, and enable rapid response plays a key role in protecting people, property, and peace of mind. Whether your security organization is operating their own in-house dispatch center or outsourcing, these skills are a non-negotiable foundation for your team.

If you’re struggling to ensure your dispatch team has these critical skills, Guardian Secure Solutions offers a shared Security Operations Center (SOC) model, staffed 24/7 with trained dispatchers who meet the highest standards of service. By leveraging this model, companies can improve operational efficiency, ensure consistent coverage, and reduce costs, all without compromising on quality. For CALSAGA members seeking to strengthen their dispatch operations, Guardian Secure Solutions stands ready to support and enhance your security mission.

In closing, the critical skills identified here make up the core qualities that ensure Dispatchers can maintain order, safety and rapid response. By embodying these essential traits, Security Dispatchers serve as a vital link between the Public, Security Officers and Emergency Services.

Helena Sparkes is an experienced security operations leader. With a background in dispatch, physical security and call center management, Helena brings a strategic approach to operational efficiency and client success. As Chief of Operations at Guardian Secure Solutions, she is committed to delivering scalable, high-quality dispatch services that empower security companies to grow with confidence. Her leadership is rooted in a deep understanding of frontline needs and a passion for innovation in service delivery.

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Aley Moyer

THE CALIFORNIAN 2025 Q3 – IMPROVE YOUR HIRING PROCESS: HOW TO RECOGNIZE INDICATORS OF MISALIGNMENT

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IMPROVE YOUR HIRING PROCESS: HOW TO RECOGNIZE INDICATORS OF MISALIGNMENT

Anne Laguzza, The Works Consulting, CALSAGA Network Partner

It’s so subtle that many leaders often miss it, and missing it can lead to hiring an applicant who isn’t the right fit for your organization without even realizing it until much later. But, if you pay attention and notice these, you can more efficiently identify a candidate who is not a good fit for your organization and more easily find a candidate who is.

Indicators of misalignment are any information provided or behavior displayed that misaligned with your organization’s values and expectations. These types of indicators can occur often in the interviewing process, and they can be easy to ignore, if you’re not paying attention.

These indicators include common behaviors like:

  • Calling an applicant to schedule an interview and their voicemail is full.
  • Emailing an applicant and it takes them more than 24 hours to respond.
  • Responses that are actually excuses: My phone wasn’t working; I didn’t have my phone with me; I had a sudden death in the family; I had a personal emergency, etc.
  • Resumes that are submitted but are not current or updated.
  • Not following instructions, e.g. if you ask for a cover letter or letter of interest and they don’t submit one.
  • Applicants who try to take over the interview and ask you questions in response to the questions you ask.
  • Short email without a greeting, use of lower case ”i” or other grammatical errors.
  • You call an applicant and they email you in return.

Don’t miss this! If an applicant shows behaviors like these ones listed, this is an early warning sign around issues with accountability and points to a potential under performing employee, if hired.

To ensure you don’t miss any indicators of misalignment in your next interview, pay attention to all the information they provide (including behaviors they display) and make a list of potential challenges and strengths of each candidate. Then, when looking at the potential challenges list, ask yourself two important questions for each of the challenges:

  1. Do I have the knowledge to teach or train this person on their potential challenges?

AND

  1. Do I have the time to train or teach them?

You must answer YES to number 1 or you shouldn’t even ask yourself number 2.

These questions will help you truly understand what type of employee you’re hiring, if their behavior aligns with your organization’s values and what will be needed from you as their leader to help ensure they are successful in their new role.

Bottomline: If you wouldn’t accept this behavior from a current employee, don’t make excuses for it in a job candidate.

Hiring the most ideal candidate for your open position can feel challenging, but with the right hiring processes, it is possible.

Looking for more ways to improve your hiring process? Let’s talk about how to make it more productive and increase employee retention! Email Anne at solutions@theworksconsulting.com.

Anne Laguzza is the CEO of The Works Consulting, a CALSAGA Network Partner. As a seasoned business executive with human resources management, leadership development, and performance coaching experience, Anne works with clients from a variety of industries to develop better systems, maximize employee productivity, and enable management to focus on business growth. For more information, check out theworksconsulting.com or email anne@theworksconsulting.com. You can also find Anne on Instagram and LinkedIn.

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Aley Moyer

THE CALIFORNIAN 2025 Q3 – CYBER INSURANCE

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CYBER INSURANCE

Shaun Kelly, Assured Partners , CALSAGA Preferred Broker

Hope everyone is doing well, and I know all of you are working hard.

Recently, we are receiving more requests for Cyber Insurance coverage than we have in the past. In most cases the requests are a result of a contract requirement, growing concern for data breaches and/or a recommendation from a business legal consultant. In response to any request, we acknowledge that cyber claims should be a concern for all business owners to protect against cyber-attacks, data breaches and fraudulent activity that could potentially cost businesses hundreds of thousands of dollars.

The most common cyber claims are:

  1. Ransomware attacks which lock up your operational data, shut down your ability to operate and then follows the extortion demand to unlock your data.
  2. Social Engineering attacks are fraudulent and accidental payment(s) sent directly to the hacker’s bank account. These claims can occur through the disguise of a invoice from a hacker using one of your common suppliers letterhead and changing the bank account and routing numbers.

Cyber coverage is designed to protect you from First Party claims and Third Party claims. Most First Party claims are what is mentioned above (Ransomware and Social Engineering). Third Party claims are bought by clients, vendors, employees… who have suffered a financial loss because of a data breach or cyberattack to your system. All claims are costly; however, Third Party claims can become very expensive, time consuming and may destroy the trust between you and the other party involved in the claim.

If you do have a cyberattack or an unauthorized access , a forensic investigation will be required to determine if any data in your system was breached. Sometimes cyberattacks or unauthorized access can occur with no loss of data. The cost of the forensic investigation is or should be included in the Cyber coverage terms and conditions.

Protecting yourself from cyber claims includes educating your staff on cyber security best practices, implementing Multi-Factor Authentication (MFA is mandatory for most insurance carriers to provide cyber coverage), installing protective firewalls and any other preventative measures recommended by your service provider.

The coverage terms and conditions for Cyber Insurance are extensive and the information I provided is just the tip of the iceberg. You should contact your broker to obtain quotes and detailed coverage information regarding Cyber insurance.

Take care and be safe!

Shaun Kelly joined Tolman & Wiker Insurance Services in 2005.  He specializes in all lines of property and casualty insurance for industries including contract security firms, agriculture, construction, oil and gas. Shaun received a BS in Business Administration with a major in Finance from California State University in Fresno, California. He is an active member of several industry associations, including the Association CALSAGA, the Kern County Builders Exchange and the Independent Insurance Agents of Kern County. Shaun can be reached at 661-616-4700 or skelly@tolmanandwiker.com.

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Aley Moyer

THE CALIFORNIAN 2025 Q3 – MEMBER SPOTLIGHT

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MEMBER SPOTLIGHT – POMONA VALLEY HOSPITAL MEDICAL CENTER SECURITY DEPARTMENT

Shela Borr, CALSAGA Ambassador Committee Co-Chair

The CALSAGA Ambassador Committee is honored to feature the Pomona Valley Hospital Medical Center (PVHMC) Security Department in this quarter’s Membership Spotlight. With a steadfast mission to safeguard the lives and property of patients, visitors, and associates, PVHMC’s Security team exemplifies integrity, leadership, and collaboration in the specialized world of healthcare security.

The department operates with a holistic approach to hospital safety by grounding themselves in their core values such as integrity, safety, productivity, leadership, ethical patrolling, collaboration, and teamwork. Their vision goes beyond presence and patrols; it’s about cultivating a secure and supportive environment for everyone who walks through their doors.

The department is led by a highly experienced management team including Jon Coleman, Manager of Compliance and Training; Willia Morataya, Manager of Operations; and Michelle Walsh-Fernandez, Director of Security. Together, they bring more than 60 years of combined experience to the organization, ensuring both operational excellence and strategic leadership.

PVHMC joined CALSAGA in 2024, following a recommendation from their external security assessor. That same year, Jon Coleman became an active member of the CALSAGA Ambassador Committee, representing the voice of healthcare security. The team values CALSAGA’s practical resources, training support, and professional networking, which they view as essential tools to support security professionals across all sectors.

Looking to the future, PVHMC recognizes significant industry challenges, especially those unique to hospital environments. Ongoing federal funding cuts paired with rising incidents of workplace violence, and new mandates like CA2975 (which mandates weapon detection and searches at public entrances by 2027), will require hospital security departments to become increasingly resourceful. Through CALSAGA’s training initiatives, advocacy, and shared expertise, PVHMC is better equipped to tackle these obstacles head-on.

What sets PVHMC apart is their consistent pursuit of excellence and innovation. In 2024, a team from their night shift was awarded the IAHSS Officer(s) of the Year Award after heroically saving two lives during a severe vehicle crash and fire on hospital grounds. Their four full-time K9 teams, trained in apprehension and explosive detection, further reflect the department’s advanced capabilities. Additionally, their security operation is frequently cited by external assessors as a regional best practice and benchmark for hospital security.

As one of California’s first nonprofit hospital security PPOs, PVHMC is also focused on raising the professional standard of the field. Their efforts to develop security as a viable and rewarding career path reflect their leadership and commitment to the broader mission of public safety in healthcare.

In every respect, Pomona Valley Hospital Medical Center Security Department embodies excellence in healthcare security, serving as a model of professionalism, innovation, and dedication to service.

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Aley Moyer

THE CALIFORNIAN 2025 Q3 – MANAGING EMPLOYEE TIME OFF: INSIGHTS FROM NEW WORKFORCE RESEARCH

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MANAGING EMPLOYEE TIME OFF: INSIGHTS FROM NEW WORKFORCE RESEARCH

Stephanie Petersen, TEAM Software by WorkWave, CALSAGA Network Partner

Many security companies are spending a huge portion of time tracking employee time off requests. It’s a necessary function for your teams…but one that often adds up in terms of administrative burden.

If time off management processes seem cumbersome now, consider this: your staff is probably taking less time than they could. While this might seem like it would reduce administrative workload, the reality is opposite: employees who avoid taking time off when they need it often end up creating more urgent, last-minute requests that are far more disruptive to manual tracking systems.

Recent survey data* shows that 67% of Americans worked while sick in the past year. The reasons employees avoid taking sick days include falling behind on work (26%), fear of being seen as unreliable (22%) and negative judgment from coworkers or supervisors (12%). Among Generation Z workers–who represent a growing portion of the security workforce–52% continued to work while sick, rather than take time off. This can actually compound into more absence management work needed by your team down the road, as 35% of workers who pushed through illness ultimately became sicker and ended up needing more time off work anyway.

The Administrative Reality

Consider what happens with a typical time off request under manual systems. An employee fills out a paper form or sends an email request. A supervisor must manually verify available balances, often by consulting separate spreadsheets or calling the office. Approval notifications happen through informal communication. Payment processing requires additional manual data entry.

Each step introduces delays and potential errors while consuming administrative time. Considering enterprise security companies often employ over 100 people at minimum, the cumulative effect often surprises organizations when they calculate the actual time spent on time off management. Administrative staff track multiple types of leave across dozens or hundreds of employees, often using separate systems for scheduling, payroll and benefits. Errors are common and costly—approving time off that exceeds available balances creates payroll complications, while missing schedule updates can leave posts uncovered.

If this is already the reality your business is facing, imagine if the data was painting a different picture, and 100% of employees were taking sick days whenever it was justified. Even discounting unpaid leave absences, your administrative burden could increase exponentially.

A More Effective Approach

Organizations that have streamlined their time off processes focus on creating workflows that work for employees, supervisors and administrative staff alike. The key elements include employee access to their own benefit balances, supervisor visibility into scheduling implications and automated integration between approval decisions and operational systems.

Effective processes allow employees to submit different types of requests—paid time off, unpaid time off and time off not tied to benefits—while automatically checking available balances. Supervisors receive notifications with relevant scheduling information to make informed approval decisions without phone calls or file searches.

When approval workflows include scheduling context, supervisors can see potential conflicts or coverage arrangements before making decisions. Integration with payroll systems eliminates duplicate data entry, while automated schedule updates prevent employees from being assigned shifts during approved time off.

Different types of time off can be tracked appropriately—planned vacation, unplanned sick time, family leave and unpaid absences—supporting compliance requirements while giving managers visibility into usage patterns.

What Success Looks Like

Effective time off management produces measurable operational improvements where your team spends less time processing time off requests. Administrative efficiency increases when routine tasks become predictable and errors decrease. Employee satisfaction improves when policies are clear and processes are accessible. Operational planning becomes more reliable when time off patterns are visible and well-documented.

Better processes also support workforce retention. When employees can easily access their benefits and understand their available time off, they’re more likely to plan appropriately rather than creating last-minute scheduling challenges. Clear processes reduce the administrative barriers that can push employees toward competitors with more accessible policies.

The investment in improved time off management—whether through better manual processes or integrated systems—typically pays dividends across operations. Reduced administrative burden frees staff for strategic activities. Better information supports more informed scheduling decisions. Accurate tracking supports compliance efforts while reducing payroll errors.

For security companies evaluating their current approach, the priority should be identifying specific operational pain points. Some organizations benefit from policy clarification and standardized forms. Others need better tracking tools or integrated workflows. The most successful improvements address real administrative challenges while supporting both employee needs and operational requirements.

*Read more about the referenced survey data by visiting teamsoftware.com.

Stephanie is a passionate product manager with a demonstrated history of working in various roles in the software industry, who loves building and using products that add significant value to people’s day-to-day lives and businesses.

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Aley Moyer

THE CALIFORNIAN 2025 Q3 – BEYOND THE BOTTOM LINE: WHY CONTRACT-LEVEL COSTING CHANGES EVERYTHING

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BEYOND THE BOTTOM LINE: WHY CONTRACT-LEVEL COSTING CHANGES EVERYTHING

Gail Tutt, TEAM Software by WorkWave, CALSAGA Network Partner

Running a security company means managing dozens of moving parts—schedules, equipment costs, insurance premiums and client demands. There’s so much to stay busy with, so it may seem like tracking overall profitability is good enough. Revenue minus expenses equals success, right?

This approach works until it doesn’t. When margins start tightening or unexpected costs hit specific contracts, company-wide profitability becomes a rearview mirror—it shows you what happened, not what’s happening right now.

Beyond the Big Picture

Advanced job costing changes the conversation entirely. Instead of wondering why last quarter’s numbers looked different, you can drill down to see which contracts are performing and which ones need attention. This granular visibility matters because the instinct to cut costs across the board often hurts profitable work while leaving problem contracts untouched.

Consider two similar contracts on your books. Both involve the same type of security work, similar hourly rates and comparable client requirements. On paper, they look identical. But job costing might reveal that one generates healthy margins due to efficient scheduling and minimal overtime, while the other loses money every month because of excessive non-billable overtime or poor shift planning.

Without job-level data, both contracts disappear into your overall numbers. With it, you can address the specific issues dragging down performance while protecting what’s working well.

Look at It From the Standpoint of Securing New Contracts

Contract bidding requires balancing competitiveness with profitability. Labor costs vary by location and assignment type. Insurance requirements differ based on client risk profiles. Equipment needs change depending on site specifications. When you’re preparing a proposal, these variables can make or break your margins.

Security companies that understand their actual costs for similar work can price more accurately. They can be aggressive on contracts that match their operational strengths while avoiding deals that would strain resources.

This precision matters in California’s competitive market, where a few percentage points can determine whether you win profitable work or get locked into break-even contracts. Accurate cost data helps inform better bidding decisions.

Adding new contracts typically means adding complexity, but the relationship isn’t predictable. Advanced job costing systems can help companies scale efficiently because they provide real-time visibility into exactly where operational efficiency comes from and where resources are being consumed.

When your costing system tracks not just direct labor but also supervisory time, equipment depreciation, fuel costs by route, administrative overhead allocation and even indirect costs like training and uniforms, patterns emerge that aren’t obvious from financial statements. Some contract types require minimal oversight and generate consistent margins. Others consume disproportionate administrative time and management attention.

The Difference Becomes Even More Pronounced When You Consider Data Accuracy

Manual data entry creates opportunities for errors and delays that undermine job costing precision.

  • Electronic timekeeping systems that feed directly into cost calculations eliminate manual timesheet transcription while ensuring accurate labor cost allocation
  • GPS tracking automatically allocates vehicle costs and fuel expenses to specific jobs
  • Inventory management systems track material usage by contract, providing precise cost allocation for supplies and equipment

This level of operational intelligence allows you to be selective about growth opportunities, focusing on work that fits your cost structure and operational strengths. More data flowing through the system means deeper insights and increased efficiency across your entire operation.

Integration across financial systems creates additional advantages.

  • When job costing connects seamlessly with general ledger, accounts payable and accounts receivable systems, you maintain a single source of truth for all financial data
  • Automated general ledger coding reduces manual classification work, while complete transaction histories support both internal controls and external auditing requirements
  • This integration also streamlines month-end processes, reducing the time required for closing and financial statement preparation

Job costing provides visibility that enables proactive management rather than reactive problem-solving. When you can see exactly what each contract costs, you can spot trends before they become problems. You can identify opportunities to improve efficiency on existing work. You can make strategic decisions about pricing, staffing and growth based on real data rather than assumptions.

Success in this business comes down to making good decisions with good information. Job costing gives you that information, one contract at a time.

Prior to joining TEAM in 2021, Gail spent 35 years in the private sector as a senior level finance and operations manager across multiple industries. Most recently, she served as CFO of a regional security company in San Jose, California. As an end-user of WinTeam for 12 years, Gail’s able to provide invaluable insight and expertise in her role as Business Consultant. Her hobbies include breeding and showing standard wirehair dachshunds, hiking and spending time with her family.

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Aley Moyer

THE CALIFORNIAN 2025 Q3 – DATA-DRIVEN SECRETS TO RUNNING A PROFITABLE SECURITY FIRM

DATA-DRIVEN SECRETS TO RUNNING A PROFITABLE SECURITY FIRM

Jordan Wallach, Belfry Software, CALSAGA Associate Member

Growing a security firm today means balancing strong financial practices, effective team management, and reliable operations. We crunched 600 million data points from hundreds of U.S. security companies using Belfry to find out what the most successful companies do best: improving margins, retaining officers, and building lasting client relationships.

Talk About Billing Without Talking About Billing

Firms with above-average on-time payments grow faster, thanks to predictable cash flow. Interestingly, the firms with the highest on-time payments don’t just send invoices, they engage with their clients more often. On-site visits, incident reports, and regular client portal logins all correlate with faster payments because they build trust and keep clients informed. Tools like automated invoice reminders and client portals amplify this effect, accelerating collections and strengthening margins.

Invest in Your Officers
Well-paid, well-prepared officers deliver better service and stay longer. Our data shows that firms offering higher pay often see turnover rates about 12% lower with a 10% pay bump. Structured onboarding (e.g., covering company policies, client expectations, site-specific training, and a 30-day check-in) aligns with higher satisfaction and stronger client outcomes.

Focus on Quality Revenue
Companies charging 10–20% higher bill rates than the local median often see stronger revenue growth. This strategy supports better officer pay, directly linked to retention, and sustains quality service. We see growing clients often with longer billing cycles, used as client incentives, which also correlate with reduced administrative burden.

Operate with Reliability
It’s no secret that call-offs carry hidden costs, from unbilled overtime to strained relationships. Top-performing firms publish schedules early, keep them fair, and maintain a reserve pool of qualified officers. Mobile shift offers and real-time scheduling tools help fill posts quickly, while attendance incentives paired with competitive pay reduce absenteeism.

Small changes, like night-shift premiums, smarter scheduling, or onboarding checklists, can produce measurable improvements across all four pillars. To see how the fastest-growing firms are operating differently, download Belfry’s latest whitepaper here.

Jordan Wallach is the Co-Founder and CEO of Belfry, the modern operating system for security guard services companies and a CALSAGA Member. Prior to founding Belfry, Jordan was a consultant at McKinsey & Company and a Product Manager at Microsoft, building software used by millions of people worldwide. He has a bachelor’s degree in Data Science from Stanford University.

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Aley Moyer

The Californian 2025 Q1 – NEW CALIFORNIA LAWS FOR 2025 FOCUS ON CANNABIS CAFES, PARKING RULES, RETAIL THEFT, AND LAWSUIT REFORM

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NEW CALIFORNIA LAWS FOR 2025 FOCUS ON CANNABIS CAFES, PARKING RULES, RETAIL THEFT, AND LAWSUIT REFORM

Barry A. Bradley, Esq., Bradley, Gmelich + Wellerstein, CALSAGA Legal Advisor

Governor Gavin Newsom signed more than 100  bills last year that went into law January 1st.  Now that we’re through the New Year festivities and reality has set in, here are a few of the highlights that may impact you in both your personal and professional life.

Huh? Coffee Shops Don’t Necessarily Sell Coffee Anymore?

With the legalization of cannabis cafes in California over the past decade, those business owners were forbidden from selling food prepared on the premises.  Well, the munchies have won.  Thanks to AB 1775, the Coffee Shop scene will be similar to those in Amsterdam. Yes, soon patrons will be able to imbibe their weed-related products, and then eat food prepared on the premises when the munchies set in.  Local jurisdictions can also now allow for live music and other entertainment to create a true dining night out experience.

Now You See Me!  A New Law Prohibits Parking Close to Crosswalks

Crossing a crowded street just got a bit safer.  Thanks to AB 413, parked cars that block a driver’s sightlines from a pedestrian will now get a big fat ticket.  It is now illegal to park a vehicle within 20 feet of the vehicle approach side of any marked or unmarked crosswalk or within 15 feet of any crosswalk where a curb extension is present. The typical fine for this type of parking violation is $250. Ouch!

Changes To Driver’s License Requirements on Job Postings

 In a groundbreaking move, California has reformed its employment practices by limiting when employers can require a driver’s license from job applicants. As part of Senate Bill 1100, a new mandate prohibits the inclusion of driver’s license requirements in job postings unless driving is an essential function of the position. Employers are to consider whether alternative transportation methods, like ride-hailing, carpooling, biking, or walking, could reasonably meet job needs without incurring extra time or cost for them.

Supporters argue this law is aimed in reducing longstanding inequities in hiring practices, particularly those unable to drive due to financial, personal, or logistical constraints, or who rely on public transportation.

Positions that legitimately require driving, such as patrol drivers or roles in logistics and transportation, can still require a driver’s license. However, for many other roles, employer demands for a driver’s license will need to be reevaluated. Employers must adjust job descriptions and postings accordingly, ensuring compliance with the new standards or risk legal consequences.

Under the California Fair Employment and Housing Act (FEHA), any misuse of driver’s license requirements is considered an unlawful employment practice. This means organizations may face penalties, including covering attorney’s fees for successful plaintiffs.

Lessons for Employers:

– Remove references to driver’s license requisites from job applications and ads unless driving is undeniably essential to job duties.

– Conduct thorough reviews of job descriptions to ensure that any driver’s license requirement is justified, focusing only on roles where driving is a fundamental responsibility (like vehicle patrol and transportation or logistics services).

Reminder to Employers: Minimum Wage Increase in California for 2025

California employers are reminded of an important change in the state’s labor regulations: an increase in the minimum wage. Effective January 1, 2025, the minimum wage for all employees in California rose to $16.50 per hour. This increase, as outlined in Labor Code 1182.12, is an effort to support the cost of living adjustments and ensure fair compensation for all workers in the state.

(Fast Food Restaurant employers, effective April 1, 2024, and Healthcare Facility employers, effective October 16, 2024, have a higher minimum wage.  Some cities and counties have higher minimum wages than the state’s rate. Here is a list of City and County minimum wages in California maintained by UC Berkeley.

Additionally, this rise in minimum wage will correspondingly affect the salary threshold for exempt employees, which will increase to $68,640 annually. Employers are advised to review their payroll structures to ensure compliance with these new requirements by the effective date to avoid penalties and any potential legal issues.

One significant aspect of this legislation is its adjustment mechanism tied to the Consumer Price Index (CPI). Moving forward, the minimum wage will be adjusted annually based on changes in the CPI. This means that employers should anticipate and budget for potential annual adjustments to the minimum wage that align with economic indicators related to inflation and the cost of living.

Boring But Important:  California Takes a Bold Step with New PAGA Reform

In a move intended to shake up the landscape of labor litigation in the state that has hit employers unreasonably hard, Governor Newsom signed SB 92 and AB 2288 into law. This significant reform of the Private Attorneys General Act (PAGA) aims to streamline processes and provide clarity on how penalties are assessed.

Although signed last year and effective July 1, 2024, this new legislation effectively removed the planned repeal vote of PAGA from the recent November ballot. Previously, PAGA allowed employees to file suit for Labor Code violations on behalf of themselves and others, even if they had not been subject to all of the penalties alleged in the lawsuit. Civil penalties in these cases amounted to $100 to $200 per violation per employee per pay period—75% of which went to the State. For each violation, it could result in penalties up to $10,400 per employee per year.

Enter the PAGA reform. Employers are granted the opportunity to limit or even avoid penalties if they demonstrate they’ve taken reasonable steps to comply with employment laws, both before and after receiving a PAGA notice. Caps on penalties have also been introduced, showing sympathy for those drowning in paperwork and their ill-fated handbooks.

To avoid piling misfortune, the reform does away with “stacking” of penalties for the same violation, which resulted in multiple penalties for the same alleged offense, sometime three or four times over.

Employers who prove they’re striving to do right by the book—especially those working their way with compliance efforts before a PAGA notice is served—will see their penalties capped at 15%. Meanwhile, making such efforts post-notice offers a 30% cap, providing a cushion for those catching up with the fast-evolving legal landscape.

For further insight into the significance of this reform, please see my partner, Jaimee K. Wellerstein’s comprehensive breakdown in her article, Good News for California Employers – PAGA Reform Is Here!   A must-read for anyone eager to understand how these changes could impact their business dealings—minus the legalese overload.

New Act Aims for Safer Active Shooter School Drills

The Safe and Prepared Schools Act in AB 1858 sets important guidelines for active shooter and armed assailant drills in California schools to reduce potential trauma for students and staff. This new law amends the education code, which already requires comprehensive safety plans for K-12 schools.

While not mandatory, 93% of schools conduct these drills, according to the California State Auditor. The legislation seeks to ensure that drills are age-appropriate and free from high-intensity methods like simulated gunfire. Schools must also inform parents before the exercises.

Starting by June 15, the California Department of Education will provide best practices for these drills, balancing emergency preparedness with students’ mental well-being. This act highlights the importance of safety alongside a commitment to psychological health in schools.

We’re Sick and Tired, and We’re Not Going To Take it Anymore! 

Increased Penalties and Easier Prosecution For Retail Theft

 Receiving the message loud and clear, the California legislature passed a sweeping set of new laws aimed at deterring criminal conduct.  By enhancing the ability to charge offenders and significantly easing cross-jurisdictional prosecutions, California seeks to address the frustration felt by communities and retailers alike. This legislative overhaul aims to restore order and ensure that criminal behavior is met with appropriate consequences.

Simplifying Prosecution of Retail Theft:

One of the cornerstones of this legislative package is Assembly Bill 2943, designed to facilitate the prosecution of retail theft offenses by allowing for the aggregation of losses to meet the felony threshold. Under this bill, individuals can face felony charges if they commit multiple thefts totaling over $950, even if these crimes occur against different victims or in varying locations.  Here are some key provisions:

  • Grand Theft Charge: Previously, an individual could be charged with grand theft if property taken surpassed $950 in related acts. The new law clarifies that these acts can occur across multiple victims or counties.
  • Possession of Unlawfully Acquired Goods: It becomes a crime to possess items obtained unlawfully if not for personal use, especially if intended for resale. The $950 felony threshold remains, but now includes goods aggregated over two years.
  • Warrantless Arrests: Law enforcement officers now have the authority to perform warrantless arrests for misdemeanor shoplifting, given probable cause, even if the crime wasn’t directly witnessed in their presence.

Expanding Legal Tools:

  • Assembly Bill 1779:This bill facilitates the aggregation of theft offenses across different jurisdictions, streamlining the process of pursuing charges against offenders operating in multiple locales.
  • Senate Bill 905: It establishes entering an unlocked vehicle with the intent to commit theft as a criminal act. This provision aims to close loopholes previously exploited by individuals targeting vehicles.

Qualified Managers for Private Patrol Operators (PPO’s)  Now Required to Renew License Every Two (2) Years, Starting in 2025 

For those of you who are Qualified Managers for a PPO, and have been since, well, forever, thanks to AB 1244 (and effective January 1, 2025), you will now have to go online to Breeze and apply for a license renewal.  It is retroactive and your renewal date depends on the month and year of original issuance.

QMs will now have their own License, which can receive its own citations and fines.  For more information, here is the Bureau’s “Private Patrol Operator Qualified Manager (PPQ) Certificate Update.”  Stay tuned, because the wrinkles aren’t smoothed out yet.

If you have any questions regarding the New Laws of 2025, or need guidance in your business and employment practices, reach out and contact us.

Barry A. Bradley is the managing partner of Bradley, Gmelich & Wellerstein LLP where he oversees the firm’s Business and Employment Department and heads up the firm’s Private Security Litigation Team.  A former Deputy District Attorney, Barry’s practice concentrates on contracts, licensing, employment and business-related issues, defending cases involving negligent security, as well as assisting clients in avoiding liability through proactive, preventative measures. 

The firm acts as general counsel for many security companies in California.  Barry is a Legal Advisor to The California Association of Licensed Security Agencies, Guards & Associates (CALSAGA) and other non-profits.

He has been conferred an AV-Preeminent Peer Rating by Martindale Hubbell, the highest rating attainable, and has been named a Southern California Super Lawyer for the past 16 consecutive years in the area of Business Litigation.  Barry is also the recipient of CALSAGA’s Security Professional Lifetime Achievement Award. bbradley@bgwlawyers.com  818-243-5200.

About Bradley, Gmelich & Wellerstein LLP

Founded in 2000, Bradley, Gmelich & Wellerstein, LLP is dedicated to providing sound advice and exceptional results for our business and insured clients. Our twenty-five plus skilled, dedicated and diverse attorneys represent individuals and businesses of all sizes in a wide variety of business, employment law and litigation matters.  www.bgwlawyers.com.

 

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Aley Moyer

The Californian 2025 Q1 – MEMBER SPOTLIGHT

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MEMBER SPOTLIGHT – ARMOROUS

Shela Borr, CALSAGA Ambassador Committee Co-Chair

This quarterly edition of the CALSAGA Membership Spotlight is presented by our Ambassador Committee Co-Chair with the goal of introducing herself as the new author of our quarterly spotlight, aimed to focus on new CALSAGA member companies:

My name is Shela Borr, and I serve as the Director of HR at Armorous. I am also proud to be the co-chair of the CALSAGA Ambassador Committee, where I have the opportunity to highlight outstanding companies in the security industry. As I begin writing these spotlights for the Californian, I’d like to take a moment to introduce myself and share a little about the company I represent.

At Armorous, our mission is clear: to be recognized as the best security employer in California, with 1,000 officers by 2027. We believe that providing world-class security starts with taking care of our people, ensuring they have the resources, training, and support to protect what matters most.

Armorous is known for going the extra mile – not just for our clients, but for our employees as well. Our commitment to a world-class culture has earned us prestigious accolades including Best of North Bay Gold Award for Security, and the International Award for Excellence from the IMA – a recognition typically reserved for Fortune 500 companies.

Armorous has been a proud CALSAGA member for the past six years, and is aligned with the organization’s commitment to raising industry standards and fostering professional growth. As the security industry evolves, we look forward to overcoming upcoming challenges with CALSAGA’s guidance and support. Such challenges we are keeping an eye on include insurance limitations, HR and PAGA exposures, and evolving the role of security officers. Being a member of CALSAGA allows us to stay informed with industry trends, obtain educational resources that equip us with the knowledge to mitigate risks and operate with confidence, and navigate the legal aspects of a rapidly changing environment.

Armorous is delighted to be a CALSAGA member, and I am thrilled to highlight other companies in the industry throughout the year!

 

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Aley Moyer

The Californian 2025 Q1 – DON’T BE CAUGHT OFF GUARD: AVOID SURPRISE RESIGNATIONS WITH STAY INTERVIEWS

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DON’T BE CAUGHT OFF GUARD: AVOID SURPRISE RESIGNATIONS WITH STAY INTERVIEWS

Anne Laguzza, The Works Consulting, CALSAGA Network Partner

Picture that one employee who you can always count on. They have a positive attitude and regularly perform at the highest standards. Everyone on the team likes working with them, too.

Now imagine, sitting down at your desk on a seemingly uneventful Tuesday morning only to open your email and find a resignation letter from that employee. You’re immediately confused and feel panicked. All you can think about is how you have to now scramble to keep them. Unfortunately, in my decades of experience in Human Resources, it is too late. It’s unlikely that anything you do at this point will retain that employee.

This situation is very common for leaders, but it is avoidable. The most effective strategy to avoid this shocking moment and increase retention is for leaders to conduct stay interviews.

What is a Stay Interview?

Most commonly, leaders conduct interviews only during the hiring process and when someone leaves the company. Stay interviews are conducted by leaders at scheduled intervals with their direct reports throughout their employment. Stay interviews are proactive, one-on-one conversations between a supervisor and their direct reports where the supervisor essentially checks the temperature of the employee.

The feedback collected during the stay interview provides leaders with the opportunity to know well in advance if there is anything prohibiting that team member from doing their best work and provide solutions before the person considers looking elsewhere for employment (and definitely before they give their notice).

How do leaders conduct Stay Interviews?

Stay interviews are most effective when leaders schedule them at regular intervals throughout the year with their direct reports. Start with scheduling 2 stay interviews a year with your administrative team and supervisory teams individually.

Leaders should also consider scheduling stay interviews during times of internal transitions or changes and when external events may impact employee morale and productivity.

When you sit down one-one-one with your direct report, ask open-ended questions to find out:

  • What aspects of their job do they enjoy the most?
  • What aspects of their job do they enjoy the least?
  • What tools/training do they need/want to perform their job at the highest level?
  • Are there any road-blocks preventing them from meeting your expectations?
  • What do they need from you, as their supervisor, to be successful?

The stay interview is a time to collect feedback and for idea sharing between the leader and their direct report. The overall goal is to provide a space to have an open discussion about ways to keep your direct reports engaged and identify solutions to any problems before they lead to a resignation.

What are the benefits of Stay Interviews?

A stay interview is a leader’s best tool for retention and creating a place where their direct reports want to come to work. Stay interviews provide various benefits to leadership:

  • Build trust and loyalty: According to iHire’s 2024 Talent Retention Report, people who left their jobs voluntarily in 2024 did so named “poor company leadership,” “unhappy with manager/supervisor” and “toxic or negative work environment” as the top 3 reasons for exiting. Leaders can improve their manager-employee relationships through stay interviews as a way to demonstrate that they value their employees’ opinions and are there to help problem-solve, two key factors in building trust and loyalty.
  • Get ahead of challenges: Stay interviews allow leaders to find out how their employees are actually doing. Through open ended questions, leaders can discover problems between processes and/or people, providing an opportunity to be able to help with solutions early on.
  • Retain high performers: Stay interviews provide valuable insight into keeping your high performers engaged. Are they happy with their position? Do they want to be challenged with new opportunities? Checking in with your high performers at scheduled intervals is a simple step that will ensure they feel valued.

Don’t be caught off guard. It is possible for leaders to know truly how each of their employees are doing in the workplace and understand ways to keep them engaged so the entire company performs well. The key is to maintain open communication by regularly conducting stay interviews.

Interested in learning more about how to effectively implement stay interviews? Join us for a free live webinar on Wednesday, Feb. 19 at 10 a.m. PT. Register to attend by clicking here.

Anne Laguzza is the CEO of The Works Consulting, a CALSAGA Network Partner. As a seasoned business executive with human resources management, leadership development, and performance coaching experience, Anne works with clients from a variety of industries to develop better systems, maximize employee productivity, and enable management to focus on business growth. For more information, check out theworksconsulting.com or email anne@theworksconsulting.com. You can also find Anne on Instagram and LinkedIn.

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