Jennifer Tiedeken-Cron

CALSAGA Launches Statewide Ad Campaign Opposing SB 1203, Warning the Bill’s $2 Billion Cost Poses Threat to Public Safety

SACRAMENTO, Calif. — The California Association of Licensed Security Agencies, Guards & Associates (CALSAGA) today launched a six-figure advertising campaign opposing SB 1203, warning that the bill’s $2 billion cost will make security unaffordable for hospitals, malls, grocery stores, and office buildings across California. Roughly 90% of businesses that use security guards are small businesses, which will be left to absorb the hike or go without protection.

The bill repeats the mistakes of the state’s fast-food minimum wage law, which resulted in fewer restaurant workers and more customers relying on self-service kiosks. Facing the same cost pressure, businesses that rely on security guards will have to stop using them altogether or raise prices for their customers, just as fast-food restaurants did.

The campaign’s centerpiece :60 video, “When Will They Learn?” opens on the guards Californians count on every day, calling out the bill’s exorbitant cost on public safety, drawing a direct connection to the unintended consequences of the fast-food minimum wage law.

“Right now, someone is standing guard at your hospital, your office building, your neighborhood store, but here’s the latest special interest scheme in Sacramento. They want to make it harder to hire security guards, all while adding $2 billion in security costs to California businesses,” the ad states. “Our state’s small businesses, already stretched thin, will be the ones left picking up the tab.”

SB 1203 would reconstitute the Industrial Welfare Commission (IWC), dormant since 2004, and grant it authority to set wages for California’s licensed security workforce, without accountability to voters or any obligation to conduct a market analysis.

“This bill will hurt the very people it’s trying to help,” said David Chandler, president of CALSAGA. “Sacramento already tried this with fast-food wages, and workers lost hours and jobs. This time, the cost isn’t ordering a burger on a touchscreen, it’s a hospital, school, or mall with no trained guard on duty.”

The bill would also shift guard training over to an unnamed entity that has no experience and expertise in training guards currently protecting public agencies and businesses across California. It would eliminate established training programs and agencies, which all follow the strict guidelines and training protocols established by the state Bureau of Security and Investigative Services, and hand over the responsibility to a new entity that has no infrastructure to rapidly scale training once the bill would take effect in July 2028, just weeks from the opening of the LA Olympic Games.

“We support strong training standards, but we can’t scrap our established training system and hand it over to an untested entity with no security expertise or infrastructure to train 360,000 guards just before California hosts the LA 2028 Olympics,” said Chandler. “This is reckless and a public safety risk the state can’t afford to take.”

SB 1203 is currently before the state Senate Appropriations Committee. If it clears the Senate, the bill will head to the Governor’s desk.

ABOUT: CALSAGA represents approximately 3,000 licensed security employers and more than 360,000 licensed security professionals across California.

Media Contact: Nicole Evans

916-502-2756

nevans@nkestrategies.com

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Aley Moyer

THE CALIFORNIAN 2026 Q3 – BSIS ISN’T THE ONLY REGULATORY CHIEF IN TOWN: UNDERSTANDING LOCAL CITY PERMIT REQUIREMENTS AND REGULATORY AUTHORITY OVER PPOS

BSIS Isn’t The Only Regulatory Chief in Town: Understanding Local City Permit Requirements and Regulatory Authority Over PPOs

Wendy Pham, Esq., Bradley + Wellerstein, CALSAGA Legal Advisor

Private Patrol Operators (PPOs) know that operating a security business in California requires licensing compliance with the Bureau of Security and Investigative Services (BSIS). What many PPOs don’t realize, however, is that compliance with BSIS regulations isn’t always enough.

Depending on which city you operate in and the type of patrol service being conducted, local cities may also have regulatory authority over your PPO.

Local Cities Have Police Power To Regulate Public Spaces

The California legislature grants municipalities broad police powers to enact local ordinances over matters involving the health, safety, and welfare of its residents. Many cities throughout the state require PPOs with security guards that patrol public streets, sidewalks, and/or public areas,  to obtain a city permit and/or register with the local law enforcement authorities prior to operating on public property or streets.

While cities are not allowed to require any additional fees for the permit or impose regulations that are more stringent than what is required under BSIS, it is important to understand the scope of their regulatory authority to ensure proper compliance.  In addition to requiring PPOs to apply and register for a city permit, most cities also have regulatory authority over security guard employees, uniforms, patrol vehicles, insurance, and incident response and reporting requirements.

For example, under Los Angeles Municipal Code §52.34, it is unlawful for a private patrol officer to perform street-patrol duties in Los Angeles without both a valid Guard Card and a permit from the Los Angeles Board of Police Commissioners. The permit is valid for one year from the date of issuance and must be renewed annually. Pursuant to LAMC §52.34,  a licensed PPO must comply with the following before operating on public streets within Los Angeles: 

  • Obtain City of Los Angeles Private Patrol Service Permit,
  • Register both the PPO and individual security guard employees working as Street Patrol Officers with the Board of Police Commissioners,
  • Report employee roster and service territory,
  • Provide proof of insurance,
  • Obtain approval for uniforms, badges, patches, vehicles, and firearms, and
  • Comply with incident reporting requirements involving felonies, specified misdemeanors, discharge of a firearm and/or weapon, and private person’s arrest made by a security guard to the Los Angeles Police Department.

Los Angeles Is Not The Only City

The requirement for a city permit is not unique to the city of Los Angeles. Many cities throughout the state also enforce similar local regulations on PPOs and private guards operating in public spaces. While there is not a registration fee for the city permit, the mistake of not applying for one can be costly.

A PPO that fails to register for a city permit while providing street patrol services can be ordered by the city or its chief law enforcement office to immediately cease all work on public property and be denied future permits.  For PPOs that already have city permits, violation of any parts of the code or other compliance requirements may result in suspension and/or revocation of the permit. Minor violations can also result in citations and monetary fines

Although not comprehensive, the following cities have enacted a similar city ordinance: Anaheim, Berkeley, Burbank, Fremont, Fresno, Fullerton Lynwood, San Diego, South Gate, South Pasadena, Sacramento and Tustin.

Protect Your Business!

Even if you are properly licensed as a PPO with BSIS, operating without a valid city permit puts your business, employees, and clients at risk. Failure to apply and register for a permit with the city or chief law enforcement office can result in citations, administrative fines, and loss of business opportunities.  If your PPO provides uniformed street-patrol services, contact Bradley + Wellerstein for guidance on how to remain in compliance with BSIS and city and local regulations

Wendy Pham is an Associate Attorney on the Business & Licensing Team at Bradley + Wellerstein LLP. Her practice focuses on corporate governance, compliance, and business licensing. Ms. Pham supports security businesses of all sizes navigate California’s complex regulatory scheme and delivers practical solutions to their toughest challenges.

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Aley Moyer

THE CALIFORNIAN 2026 Q3 – MEMBER SPOTLIGHT

Member Spotlight – Apex Security Training

Shela Borr, CALSAGA Ambassador Committee Co-Chair

 

The CALSAGA Ambassador Committee is proud to feature APEX Security Training in this quarter’s Membership Spotlight. While many of our featured members protect people and property in the field, APEX plays a different (but equally important) role in our industry: preparing the professionals who do. Through legally sound, BSIS-aligned training, APEX is helping raise the standard of private security across California, one officer at a time.

APEX Security Training was founded on the belief that effective security begins with a strong foundation. Its mission is to deliver practical, defensible instruction that equips officers to understand their legal authority, duty of care, and use-of-force responsibilities before they ever face a critical incident. Every course is designed with one goal in mind: preparing officers to make sound decisions that hold up not only in the moment, but long after the incident has ended.

Founder and lead instructor J.D. Nannery brings more than 30 years of experience spanning military police service, private patrol operations, investigations, and security instruction. Unlike many trainers who have stepped away from the profession, he continues to work within the private security industry, ensuring that his curriculum reflects today’s operational realities rather than yesterday’s practices.

A CALSAGA member since 2020, APEX views the association as a driving force behind elevating the professionalism of private security. Through advocacy, education, and higher standards, CALSAGA continues to strengthen both the industry and the public’s confidence in the professionals who serve it.

Looking ahead, APEX believes one of the industry’s greatest challenges will be ensuring that legislation improves outcomes rather than simply increasing administrative burden. While supporting rigorous, instructor-led training, the company advocates for policies that prioritize the quality of instruction over the quantity of required classroom hours. Through CALSAGA’s advocacy efforts, APEX values having a collective voice in Sacramento and the opportunity to help shape meaningful standards that strengthen, not complicate, the profession.

What distinguishes APEX Security Training is its commitment to creating instruction that stands up under real-world scrutiny. Drawing on decades of experience in law enforcement, investigations, expert witness testimony, and security operations, every lesson is developed with accountability in mind. The company has spent more than 15 years building BSIS-aligned curriculum that prepares officers not only to perform their duties effectively, but to confidently explain and defend their decisions if those actions are ever questioned

Beyond the classroom, APEX partners with private security companies to strengthen compliance, review policies, and improve operational readiness before problems arise. That same commitment extends beyond training, with the upcoming publication of Foundation First: Use-of-Force Principles and Training Standards for California Private Security, a resource aimed at advancing professional standards throughout the industry.

As private security continues to evolve, organizations like APEX Security Training play a critical role in preparing the professionals who serve on the front lines every day. By combining current industry experience with practical instruction and a commitment to excellence, APEX is helping build a stronger, more professional future for California’s private security industry.

 

 

 

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Aley Moyer

THE CALIFORNIAN 2026 Q3 – OVERCOMING OPERATIONAL INEFFICIENCIES IN SECURITY ACQUISITIONS

Overcoming Operational Inefficiencies in Security Acquisitions

David Libesman, TEAM Software by WorkWave, CALSAGA Network Partner

Imagine you have just acquired a mid-sized security firm. On paper, the numbers look solid. But as you integrate operations, you find the same persistent inefficiencies: guards clocking in late without prior notification, patrols missed due to poor scheduling, and overtime costs eroding your margins.

In the competitive security sector, these inefficiencies are silent profit killers. As you consolidate businesses and scale operations, what begin as small operational gaps can quickly become systemic issues. The solution lies in shifting to a model of Precision Service—and Decision Intelligence (DI) is what makes that shift possible. You can move from reactive chaos to predictive precision, ensuring every operational decision supports scalable, sustainable growth.

What Is Precision Service?

Precision Service is the operational standard every security firm should be working toward. It means delivering exactly what the client needs, exactly when they need it, with the most efficient use of available resources.

Client expectations have evolved. Where “good service” once meant a guard showed up for their shift, today’s clients demand transparency, agility, and data-driven accountability. Precision Service transforms your model from a static checklist into a dynamic, intelligent workflow.

For consolidators managing a portfolio of acquired companies, achieving this level of precision is central to unlocking value. It enables you to standardize operational excellence across every site—whether that’s a local bank branch or a large-scale manufacturing facility.

Operational Excellence: The Right Resources at the Right Time

One of the biggest hits to profitability is scheduling mismatches: putting an employee on shifts that quietly build toward overtime, burnout, or a compliance gap you don’t catch until it has already cost you. WinTeam’s Intelligence Hub surfaces these signals as they build, not after the fact.

The Problems Tab flags what matters: manually edited punches, unexcused absences, recent overtime, and double-time shifts. Together, these point to two margin drains most firms don’t see coming: operational fatigue (burnout risk building before someone walks out) and compliance gaps (overtime patterns that put you at risk).

When these signals show up, a branch or regional manager gets what they need to act, adjust the schedule, check in with the employee, or close the gap before it turns into a callout, a walkout, or a violation. For firms running thousands of shifts across multiple sites, catching this early adds up to real, measurable savings.

Actionable Insights: How to Adopt DI Today

Integrating Decision Intelligence into your operations is a strategic evolution—not an overnight overhaul. Here is how to begin:

  • Audit Your Data Integrity: Intelligent decisions depend on reliable data. Ensure field supervisors use mobile tools to capture granular, real-time details—not just that a shift was missed, but why it was missed.
  • Move Beyond Rearview Reporting: Dashboards that only reflect last month’s performance are not enough. Push your operations leaders to surface leading indicators that forecast next week’s overtime exposure or coverage gaps.
  • Start Small, Then Scale: Begin with a focused use case—such as understanding unexcused absence patterns or overtime and double time. Once you have demonstrated measurable ROI, deploy standardized integration playbooks to roll the capability out across your portfolio.
  • Choose Partners, Not Vendors: Work with technology providers who have genuine expertise in the security industry. You need platforms built to handle the complex variables of security operations—delivering site-level insights and enabling automated, compliant decisions at scale.

The Competitive Edge

Acquiring businesses is one thing. Running them efficiently at scale is where long-term value is created—and where the most successful operators set themselves apart.

By adopting Decision Intelligence, you are not simply adding software to your stack. You are building an operational foundation that powers smarter scheduling, stronger compliance, and more reliable service delivery across every site in your portfolio. When you can consistently promise—and deliver—faster and more transparent service than the competition, your operations become a true engine for growth.

Are you ready to make the shift?

David Libesman is a visionary SaaS executive with an entrepreneurial spirit and track record of developing, monetizing and growing data analytics & AI product strategy and business. David is well-versed in driving strong sales through enterprise channels, as well as building, developing and retaining high-performing teams. He aims to bring best of breed AI and analytic capabilities to boost growth and profits for TEAM Software customers through data-driven strategies.

 

 

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Aley Moyer

THE CALIFORNIAN 2026 Q3 – THE HIDDEN COST OF BUDDY PUNCHING IN SECURITY — AND WHAT TO DO ABOUT IT

The Hidden Cost of Buddy Punching in Security — and What to Do About It

Stephanie Petersen, TEAM Software by WorkWave, CALSAGA Network Partner

In the security industry, labor is your largest cost and your most critical asset. You’re billing clients based on hours worked, staffing sites around the clock and managing a workforce spread across dozens of locations, often with minimal on-site supervision. That operational reality creates a specific vulnerability: time theft.

Buddy punching — when one employee clocks in or out on behalf of a colleague who isn’t present — is one of the most common and least visible forms of time theft in the security sector. A guard running late asks a coworker to punch in. A shift ends early and someone returns the favor. No single incident looks significant. But across a large, distributed workforce, the cumulative impact is substantial.

Studies consistently show that time theft affects 2–5% of total annual payroll. For a security company with $1,000,000 in payroll, that’s $20,000 to $50,000 disappearing every year.

Why Security Companies Are Especially Vulnerable

The structure of the security industry makes this problem harder to solve than it sounds. Your officers work where your clients are, not where you are. Supervision is limited by design. Shift changes happen at all hours, often in locations where installing dedicated verification hardware isn’t practical or permitted.

Traditional time tracking depends on employee honesty. There’s no moment of identity confirmation, no audit trail and no guaranteed way to know after the fact whether the person who punched in actually worked the shift. For an industry where verified presence is literally the product you’re selling to clients, that gap carries real liability.

What a Best-in-Class Biometrics Solution Looks Like

The right biometrics platform doesn’t require expensive hardware at every post or a complicated rollout that disrupts operations. Here’s what to look for:

Device flexibility. The strongest solutions run on smartphones and tablets your workforce already carries.

Facial verification with match confidence scoring. One-to-one facial matching compares the person punching in against the employee’s enrolled profile and returns a percentage match confidence. Punches that fall below your configurable threshold are surfaced as exceptions. Together, these features help deter buddy punching and give you a scored, photo-backed audit trail rather than relying on trust alone.

Offline capability. Security officers work in parking structures, remote facilities and buildings where connectivity is unreliable. A biometrics solution that requires a live connection to function isn’t a real solution for this industry. The right platform captures and stores verification data on the device, then syncs automatically when connectivity is restored. No punches lost, no gaps in the audit trail.

Kiosk mode for shift changes. High-volume shift transitions require fast verification across multiple officers at once. Kiosk mode allows a single shared tablet to verify a group quickly from a secure database, keeping shift handoffs moving without sacrificing accountability.

Punch photos as a flexible alternative. For jurisdictions with complex biometrics laws or when employees opt out of facial verification, punch photos provide a meaningful backup — capturing a photo record at every clock-in that documents who was on site and when.

The Business Case Beyond Payroll

For security companies, accurate time tracking is both an internal efficiency issue and a client relationship issue. Contracts are built on verified presence. Audits happen. Disputes arise. A detailed, timestamp-verified record of who worked which shift, at which site, at what time is both a compliance asset and a competitive differentiator when bidding on and retaining contracts.

The security companies that invest in biometric verification are protecting payroll while also building a more defensible, more trustworthy operation.

Biometric verification is now available within WinTeam Mobile. If you’re ready to learn how it can work for your operation, reach out to start the conversation.

Stephanie is a passionate product manager with over a decade of experience shipping complex software. She specializes in owning ERP products for security and janitorial operations, turning chaotic workflows into functional systems designed to perform in the field and deliver measurable impact.

 

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Aley Moyer

THE CALIFORNIAN 2026 Q3 – TRUST, BUT VERIFY: STAYING SAFE FROM SCAMS WHILE STAYING CONNECTED

Trust, But Verify: Staying Safe from Scams While Staying Connected

The Police Credit Union, CALSAGA Network Partner

Recent reports of fraud attempts targeting financial institution members serve as an important reminder that scammers are becoming increasingly sophisticated. Criminals may impersonate banks, credit unions, credit card companies, government agencies, or other trusted organizations in an effort to gain access to personal information.

The message “don’t trust unexpected callers” is well intended, but it can sometimes create confusion. We don’t want members to ignore important communications from legitimate businesses – including The Police Credit Union. Instead, we encourage a simple and effective approach:

Before you decide to trust or ignore a caller, VERIFY FIRST.

If you receive an unexpected call claiming to be from The Police Credit Union, VISA®, or another organization:

  • Never provide passwords, security codes, online banking credentials, or other sensitive personal information to an unsolicited caller.
  • Write down the caller’s name, phone number, and any reference number they provide.
  • If something doesn’t feel right, politely end the call.
  • Contact the organization directly using a phone number you know is legitimate to verify the request.

For members of The Police Credit Union, you can always contact us directly at 800.222.1391 or
415.564.3800.

Our team can confirm whether a call, message, or request is legitimate and help you determine whether any action is needed.

Legitimate Organizations Support Verification.

At The Police Credit Union, we understand that members are increasingly cautious, and that’s a good thing. A legitimate representative should never object if you choose to independently verify their identity by calling us back through our published phone numbers.

In fact, taking a moment to verify an unexpected request is one of the most effective ways to protect yourself from fraud.

We encourage members to remember: Trust your established relationships, but always verify unexpected requests.

By staying alert, protecting your personal information, and contacting organizations through trusted phone numbers, you can help protect yourself from scams without missing important communications from the organizations that serve you.

Quick Safety Reminders.

  • Be cautious with unexpected calls, texts, or emails.
  • Never share passwords, PINs, or one-time verification codes.
  • If you’re unsure, hang up and contact the organization directly.
  • To verify communications from The Police Credit Union, call us at 800.222.1391 or 415.564.3800.
  • Legitimate businesses will support your decision to verify before taking action.
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Aley Moyer

THE CALIFORNIAN 2026 Q3 – THE HIDDEN COST OF DISCONNECTED WORKFORCE MANAGEMENT IN SECURITY OPERATIONS

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The Hidden Cost of Disconnected Workforce Management in Security Operations

Gurmit Dhaliwal, Celayix, CALSAGA Associate Member

For many California security companies, workforce management is still viewed primarily as a scheduling function. The objective is straightforward: fill every post, account for employee availability, and respond to call-offs.

That approach may have been sufficient when operations were smaller and staffing challenges less pronounced. Today, however, security firms face a far more complex operating environment. Labor shortages, increasing client expectations, rising wage costs, and California’s regulatory requirements have transformed workforce management into a strategic operational discipline.

The question is no longer whether every shift is covered. It is whether the entire workforce is being managed in a way that supports operational performance, financial stability, and long-term growth.

Operational Complexity Continues to Increase

Contract security has always required balancing competing priorities. Companies must maintain continuous coverage while controlling labor costs, meeting client service expectations, and complying with employment regulations.

Those challenges have become more difficult.

Security firms often manage hundreds of employees working across multiple client locations, each with its own staffing requirements, certifications, schedules, and reporting expectations. Last-minute absences, changing client demands, and fluctuating workloads require constant adjustments throughout the day.

At the same time, supervisors and schedulers must ensure that qualified officers are assigned to the right posts, that overtime is managed appropriately, and that payroll records accurately reflect the work performed.

Each of these responsibilities is manageable on its own. Together, they create a level of operational complexity that is increasingly difficult to coordinate through disconnected processes.

Why Manual Workforce Management Falls Short

Most security companies have established procedures for scheduling, timekeeping, payroll, and employee communication. The challenge is not the absence of processes. It is the lack of integration between them.

Scheduling information may reside in one system, while time records are maintained in another. Supervisors communicate through text messages or phone calls. Payroll teams reconcile discrepancies after shifts have ended. Managers spend valuable time updating spreadsheets or responding to routine administrative questions rather than focusing on operational oversight.

These disconnected workflows introduce unnecessary friction.

An open shift may not be identified until the last minute. A qualified employee may be overlooked because availability is not visible in real time. Overtime charges can accumulate gradually before anyone recognizes the financial impact. Minor scheduling adjustments often require multiple manual updates across different systems.

What appears to be an isolated administrative issue is frequently a symptom of a broader operational challenge.

Workforce Management Is About Connecting Operations

Effective workforce management extends well beyond creating schedules. It connects the activities that influence workforce performance throughout the employee lifecycle.

Scheduling determines who is assigned to each post. Time and attendance confirm when work is performed. Employee communication ensures staff receive timely updates. Compliance processes help organizations meet labor requirements. Payroll and reporting provide the financial records that support billing and compensation.

When these functions operate independently, managers spend significant time reconciling information instead of making informed operational decisions.

When they work together, organizations gain a clearer understanding of workforce activity as it happens.

That visibility allows supervisors to respond more quickly to staffing changes, identify potential coverage gaps before they become service issues, and make decisions based on current information rather than after-the-fact reports.

Better Visibility Supports Better Decisions

Security operations are dynamic by nature. Schedules change throughout the day, employees become unavailable, client requests evolve, and unexpected events require immediate attention.

Managing these situations effectively depends on having accurate, timely information.

Real-time visibility into staffing levels, employee availability, labor costs, and scheduling exceptions enables managers to address issues before they affect service delivery. Rather than reacting after problems occur, organizations can intervene earlier and allocate resources more effectively.

This operational awareness also supports stronger financial management.

Labor represents one of the largest operating expenses for most security companies. Even small improvements in scheduling accuracy, overtime management, and administrative efficiency can meaningfully improve profitability while maintaining client coverage.

The objective is not simply to reduce costs. It is to deploy resources more effectively without compromising service quality.

Compliance Benefits from Connected Workforce Management

California employers operate within one of the nation’s most comprehensive labor regulatory environments. Accurate recordkeeping, reliable time tracking, and consistent workforce processes are essential components of compliance.

These responsibilities become more manageable when workforce information is connected rather than fragmented.

Integrated workforce management helps organizations maintain more consistent documentation, improve payroll accuracy, identify scheduling exceptions earlier, and create stronger operational records. Rather than relying on manual corrections after shifts have ended, managers have greater visibility into workforce activity as it occurs.

The result is not only improved administrative efficiency but also greater confidence in the accuracy of operational records.

Preparing for Sustainable Growth

As security companies expand, operational complexity increases faster than headcount alone would suggest.

New clients introduce additional schedules, site requirements, certifications, supervisors, and reporting obligations. Administrative workloads grow alongside field operations, placing additional pressure on schedulers, operations managers, and payroll teams.

Organizations that continue relying on disconnected systems often find that growth creates proportionally more administrative work.

By contrast, companies that establish integrated workforce management practices are better positioned to scale their operations while maintaining consistency. Standardized workflows, improved visibility, and connected workforce information help reduce manual effort and support more informed decision-making across the organization.

Growth becomes easier to manage because operational processes are designed to scale with the business.

Workforce Management Has Become an Operational Discipline

The security industry has evolved considerably over the past decade, and workforce management has evolved with it.

What was once viewed primarily as an administrative responsibility now plays a central role in operational performance. Scheduling, communication, time tracking, compliance, payroll, and reporting all contribute to an organization’s ability to deliver reliable service while controlling labor costs.

Treating these functions as separate activities creates unnecessary complexity. Managing them as connected components of a broader workforce strategy provides greater visibility, stronger operational control, and better support for both employees and clients.

For California security firms navigating increasing operational demands, workforce management is no longer simply about filling shifts. It has become an essential capability for building more resilient, efficient, and sustainable security operations.

Gurmit Dhaliwal is the CEO of Celayix, which delivers shift management for workforce operations and helps ensure every shift is covered. His 25 years of experience in employee scheduling and time-and-attendance software help improve shift management for the security guard industry. He understands the complex requirements of the industry, such as compliance with California State Laws and integrating best-of-breed tools to simplify workflows and accelerate operations.

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Aley Moyer

THE CALIFORNIAN 2026 Q3 – HIGH-PROFILE EVENTS, HIGHER STAKES: INSURANCE CONSIDERATIONS FOR SECURITY FIRMS

High-Profile Events, Higher Stakes: Insurance Considerations for Security Firms

Tory Brownyard, Brownyard Group, CALSAGA Associate Member

California is a well-known hub for some of the world’s largest, most star-studded events, from sporting events like the Federation Internationale de Football Association (FIFA) World Cup to award shows like The Oscars and countless celebrity gatherings. Such events are often highly publicized, attracting thousands of attendees and international interest, requiring specialized security to properly protect those involved.

While not California-based, Taylor Swift and Travis Kelce’s recent wedding at Madison Square Garden in New York stands out as a prime example of a high-exposure event. Attended by nearly 1,000 celebrities and topping the headlines of major news outlets, many listed this as the event of the year. Among the coverage of the event was mention of the level of security involved. Photos of the extensive security presence, including the New York City Police Department, circulated online, with security costs reportedly reaching $160,000.

While such prominent events can present new business opportunities for security firms, they come with increased risks that could outweigh the profitability of the work. Large-scale gatherings require significant security, introducing unique insurance exposures, including public safety concerns, vendor coordination and a higher potential for severe, costly claims. With such high stakes, security firm leaders must carefully evaluate the insurance risks involved and ensure they have adequate coverage before accepting a high-profile assignment.

Risk Exposures to Consider

High-profile security jobs come in a variety of forms, from celebrity events and entertainment gatherings to conferences and even legal proceedings, like the well-covered Luigi Mangione trial. One key factor that makes these jobs different from securing a commercial building or residential neighborhood is the number of people involved. High attendance rates naturally increase the likelihood of incidents, whether it’s a slip or fall, or a more complex issue such as a crowd surge or serious medical emergency. At the same time, mass gatherings are often considered attractive targets for malicious acts, like terrorism or other intentional violence. These factors place increased responsibility on security personnel to anticipate and mitigate evolving threats.

Additionally, the more high-profile an event, the more public the consequences of an incident will be. While a security issue at a shopping mall or corporate office may attract local attention, an incident at a nationally televised sporting event or celebrity gathering can become headline news within minutes. Such visibility can create reputational damage for the security firms involved, potentially impacting future business opportunities as a result.

High-profile claims also tend to involve greater legal scrutiny and higher settlement costs, making comprehensive risk management practices even more important. Complex contractual language involving liability and indemnification makes the stakes even higher. In the case of a claim, security firms may be questioned to ensure contractual obligations were met, proper safety measures were implemented, and industry standards were followed. Without a clear understanding of contract terms and their legal implications, firms may face unexpected responsibilities or financial exposure.

Security firms should also consider operational issues when planning for liability risks. Larger events require increased staffing and coordination, from event coordinators and venue managers to law enforcement agencies, emergency responders, production teams and numerous third-party vendors. The need for more staff and organization can create liability issues, and even small breakdowns in communication or unclear lines of responsibility can increase the potential for insurance claims.

Best Practices for Security Success

It is important for security firms to consider the risks related to any contract before accepting the work. While high-visibility assignments may present an exciting growth opportunity, the risks may be outside the scope of the firm’s risk appetite and insurance coverage. Before accepting the job, security firm owners and operators should consider carefully reviewing their insurance policies and potential work contracts. In particular, they should consider:

  • Coverage Gaps: Not all insurance policies include coverage for special events. Some carriers specifically exclude security services conducted at large public gatherings unless coverage has been added or approved in advance. Before committing to event work, firms can speak with their agent or broker and thoroughly review their insurance policies for exclusions related to special events, crowd control or high-profile venues. Assuming policies include event work could result in denied claims and costly losses.
  • Coverage Limits: Firms should also consider carefully reviewing their insurance coverage limits to ensure they are appropriate for the size and risk profile of the event. A policy that is sufficient for day-to-day commercial security operations may not provide adequate protection for an event involving tens of thousands of attendees or substantial property values. The security firms may also be contractually required to provide higher limits of liability.
  • Contractual Liability: Contracts related to event work also require scrutiny to avoid risk exposure, especially when working with third parties. Event organizers and certain venues may require specific endorsements or indemnification agreements that transfer liability to the security firm should something happen. Security firm owners and operators should carefully review all contractual language to ensure clear responsibilities are defined and negotiate against accepting liability where possible in the case of a claim.

Security firm owners and operators who consult their insurance agent or broker before accepting a contract, for a high-profile event particularly if they are outside the scope of the firm’s usual operations, can save them from the potential of significant losses. An insurance agent who is well versed in the security space can identify potential coverage gaps, explain exclusions, recommend additional coverage and help determine if adjustments to the policy are warranted.

High-profile events are a mainstay for the Golden State. Understanding insurance coverage details and limits, as well as the risks ahead related to an assignment, before accepting complex or large-scale event assignments can help security firm owners confidently pursue new business while avoiding costly coverage surprises.

Tory Brownyard, CPCU, is president of Brownyard Group (tbrownyard@brownyard.com), a program administrator that has been a leader in meeting the insurance needs of the security industry for 75 years.

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Aley Moyer

THE CALIFORNIAN 2026 Q3 – SECURITY OFFICERS CAN’T WAIT, ONBOARDING SHOULDN’T EITHER

Security Officers Can’t Wait, Onboarding Shouldn’t Either

Anne Laguzza, The Works Consulting, CALSAGA Network Partner

I was leading a webinar recently. (Were you there?) During the session, I found myself thinking about something that’s unique to the security industry.

Every hour you spend onboarding a new officer is an hour that you can’t bill to a client. The pressure to get officers into the field quickly is real, and I understand why many companies feel like they have to choose between thorough onboarding and getting officers to work.

But here’s the good news: you don’t have to throw out onboarding just because your industry operates differently.

Your onboarding process for a field officer may not look like the one you’d build for an administrative employee or manager, and that’s okay. An effective onboarding program for officers doesn’t have to look like keeping them in a classroom for a week. You can still maximize their current schedule with the goal of helping them understand who they’re working for, why it matters, and what success looks like before they represent your company in the field with a few different tactics.

Start with an intentional first day in the office. Cover the essentials, but don’t stop at policies and procedures. Prioritize helping your new officers understand the value your company brings to clients, what your organization wants to be known for, and how every interaction they have contributes to that reputation. Your goal this first day: Connect them to your mission before you connect them to their post.

Then, once they’re in the field, don’t let onboarding end.

A brief weekly voice note or phone call during the first month can go a long way. (Just make sure you’re handling any applicable cellphone reimbursement requirements.) Better yet, have a supervisor stop by the officer’s site with a purpose. Skip “How’s it going?” and ask questions that actually uncover how they’re doing:

  • What have you enjoyed about working here so far?
  • What challenges have you encountered?
  • What can I do to better support you?

Consider scheduling at least one in-person visit every couple of weeks during the first 30 days with the plan to check-in with these same questions. Yes, it requires an investment of time. But those conversations can prevent performance issues, reinforce uniform and service expectations, strengthen client relationships, and, perhaps most importantly, build loyalty to your company.

Research continues to show that onboarding matters. Employees who experience effective onboarding are significantly more likely to stay with their employer long term, and organizations with strong onboarding programs see higher engagement, better performance, and lower turnover. In an industry where recruiting and retention remain ongoing challenges, that’s an investment worth making.

The goal isn’t to slow down deployment. It’s to speed up commitment. Your officers may be assigned to your client’s site, but they should never feel disconnected from your company’s mission.

Your officers are the face of your company. Giving them a meaningful connection to your mission, your standards, and your leadership from day one will pay dividends long after they’re on the schedule.

If you’d like help building an onboarding program that fits the realities of the security industry while creating engaged, loyal officers, The Works Consulting is available to help. Together, we can design a practical onboarding experience that gets officers into the field quickly without sacrificing the connection that helps them succeed.

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 2026 Q3 – HOW SECURITY FIRMS CAN REDUCE COMMERCIAL AUTO PREMIUMS

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How Security Firms Can Reduce Commercial Auto Premiums

Shaun Kelly, The Liberty Company, CALSAGA Preferred Broker

For many security contractors, commercial auto insurance has become one of the most frustrating line items in the budget. Even companies with solid operations and strong client retention are seeing auto costs climb because the market has become more sensitive to frequency, severity, distracted driving, vehicle theft, repair costs, and nuclear verdict exposure.

The good news is that while you cannot control the broader insurance market, you can control how your company presents risk. Carriers reward disciplined operations. The firms that take driver management seriously, document their controls, and reduce preventable losses are typically in a stronger position at renewal.

Why Auto Premiums Keep Climbing

Commercial auto is no longer priced solely on the number of vehicles you own. Underwriters are looking deeper at driver quality, loss history, radius of travel, vehicle use, after-hours driving, hiring practices, and whether your company has a real fleet safety program or just a handbook sitting on a shelf.

For security firms, the exposure is even more nuanced. Patrol units, alarm response vehicles, supervisor cars, and employees driving between posts all create additional movement and more opportunities for claims. The more miles your business puts on the road, the more important your controls become.

Practical Ways to Improve Your Auto Profile

  • Tighten driver selection. Use MVR reviews, minimum age and experience requirements, and clear hiring standards before anyone gets behind the wheel.
  • Create a written fleet safety program. Document expectations for phone use, seat belts, speed, distracted driving, accident reporting, and post-incident review.
  • Use telematics or dash cameras thoughtfully. Programs that monitor harsh braking, speeding, and unsafe habits can create coaching opportunities and show underwriters that management is engaged.
  • Control who drives what and when. Limit personal use, overnight use, and unauthorized drivers whenever possible.
  • Train and retrain. A one-time orientation is not enough. Ongoing driver coaching and documented corrective action matter.
  • Get ahead of claims. Fast reporting, evidence preservation, and active claims management can reduce severity and improve how your account is viewed at renewal.

What Underwriters Want to See

When an underwriter reviews your account, they want confidence that your company does not treat vehicle exposure as an afterthought. They want to see accountability. That includes driver lists, MVR protocols, written policies, telematics use, disciplinary standards, vehicle maintenance, and leadership involvement.

In other words, reducing premium is not just about shopping harder. It is about becoming a better risk.

The Bottom Line

Security contractors that invest in disciplined driver management are usually better positioned for improved pricing, better carrier interest, and more stable renewals over time. The strongest results come when operational controls, claims management, and broker strategy all work together.

Have questions about your insurance program or contract language? Reach out to Shaun directly.
Shaun Kelly, VP Security Practice
The Liberty Company Insurance Brokers, LLC
Shaun.Kelly@libertycompany.com

Shaun Kelly serves as Vice President of the Security Practice at The Liberty Company Insurance Brokers, helping security company owners and executives navigate complex coverage decisions, contractual risk, and insurance program strategy.

 

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