BE PREPARED FOR HIGHER WORKERS’ COMPENSATION INSURANCE RATES

Shaun Kelly, Assured Partners , CALSAGA Preferred Broker

Great seeing everyone at the CALSAGA conference!

I shared some of this information during the conference and thought it would be good to revisit and assist you in mitigating the potential increase in Workers’ Compensation rates that will be coming.

Over the past 4-5 years we have seen rate increases in all lines of coverage, except Workers’ Compensation, which has seen decreases in rates for the past 8 to 10 years, it was only a matter time before the claims costs caught up to the premiums paid. When rates were soft, the only time that you may have experienced a rate increase is if your Workers’ Compensation Experience Modification increased due to claims or a reduction in payroll or there was a significant change in the types of clients you serviced.

Here are some Cost Drivers for the upcoming rate increases:

  • Increasing Medical Cost Development
  • Higher Average Medical Costs
  • Increasing Cumulative Trauma (CT) Claim Frequency
  • Increasing Allocated Loss Adjustment Expense
    • Legal Defense
    • Investigation (Sub-rosa) Costs
    • Additional allocation of payroll to service claims

To assist in Mitigating the expected increase in Workers’ Compensation premiums, please review the following:

  • First, try not to have claims!
  • Report claims immediately
    • To provide medical treatment as soon as possible and return employee back to work
    • To allow claims adjuster to manage the claim without delays
  • Investigate all claims to find the “Root cause”.
    • Supervisor should be responsible to report and investigate claim to prevent similar claims in the future
  • Review “Open” claims quarterly with claims adjuster until closed.
    • Important – “Unit Stat” time is 6 months after your policy expires. At Unit Stat time, claims and payroll are provided by your insurance carriers to the WCIRB to calculate your Workers’ Compensation Experience Modification. This is a very important time to work with the claims adjusters to reduce reserves and/or close claims.
  • Implement a “Return to Work” program and inform your employees and the medical facility of your program works to get employees back to work more expediently.
  • Identify an Occupational Medical Facility in your insurance carriers Medical Provider Network (MPN). Speak with the Medical Facility to make sure they have the save desire to get the employee back to work as soon as possible.
  • KEY – Implement a safety culture where employees are recognizing your Safety Policies & Procedures before they engage in their daily activities. SAFETY FIRST!

If you have any questions or if we can be of assistance, please do not hesitate to call.

Take care.

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 [email protected]. 

THREE PRIORITIES SHAPING THE FUTURE OF ENTERPRISE SECURITY OPERATIONS

Jill Davie, TEAM Software by WorkWave, CALSAGA Network Partner

If you lead an enterprise-level security guarding company, the conversations at trade shows this fall likely confirmed what you’re already experiencing. After engaging with industry peers and innovators, a clear consensus emerged: the security landscape is being redefined by three essential themes: data, efficiency and the strategic integration of Artificial Intelligence (AI).

For businesses operating at scale, these aren’t simply abstract trends. They are urgent imperatives that dictate your profitability, ability to grow and client retention. Here’s what’s top of mind for security executives navigating this digital transformation.

Data and Analytics: Turning the Data Stream into Strategic Insight

Every security firm is sitting on a goldmine of data: daily activity reports, overtime exceptions, incident reports, client history and real-time field activity. The core operational challenge is shifting from merely storing this information to actively harnessing it to inform strategy.

Industry leaders are no longer satisfied with simple historical reports. They are moving toward proactive, predictive risk management, which requires centralizing disparate data into one unified platform. This enables decision-makers to ask and answer complex business questions: Which sites have the highest incident rate relative to labor hours allocated? Which scheduling patterns correlate with the highest overtime costs?

When you enable the fusion of real-time field data with back-office financials, you unlock predictive capabilities that directly impact profitability. The goal is to democratize this information, empowering regional managers to use intuitive, AI-assisted tools for ad-hoc exploration and instantly generating custom visualizations that drive strategic decision-making.

The Efficiency Imperative: Automating the Back Office and Empowering the Field

In today’s environment, eliminating administrative waste is the fastest path to significant ROI. Every manual process, from payroll entry to paper-based compliance checks, represents a drain on both financial and human capital.

Implementing a core, industry-specific Enterprise Resource Planning (ERP) platform that unifies financial, human resources and operational data can dramatically cut down administrative time. For example, we have seen security companies successfully cut their payroll processing time by up to 90% by shifting from siloed legacy tools to a unified system. That time is then redirected toward business growth and high-value customer service.

Simultaneously, efficiency must extend to the front line. Modern firms provide mobile self-service devices that give distributed officers instant access to their schedules, paychecks and HR information right from their devices, virtually eliminating time-consuming requests to back office staff.

The Hybrid Future: AI as the Guard’s Force Multiplier

While early discussions around AI were often abstract, today’s industry focus is on practical technology that enhances rather than replaces human security personnel: a hybrid security model.

A hybrid model strategically combines physical security officers with technologies like AI-powered video surveillance, advanced robotics and intelligent field reporting tools. This creates a layered defense system where technology acts as a force multiplier, allowing officers to transition from static patrolling to managing by exception and dedicating their attention to genuine threats flagged by technology.

In daily operations, this means equipping officers with real-time field management applications to capture detailed activity logs, instant incident reports and duress alerts. This mobile data is instantly fed into the core platform, providing supervisors with continuous visibility and the ability to proactively address potential issues.

Taking the Next Step

The future of security is not a single product but an integrated, intelligent and efficient operational model. By embracing the right holistic software solution, you can unify your back office and field operations to unlock the profitability and scalability necessary to compete in the enterprise security market.

Learn how TEAM Software by WorkWave provides the technology stack designed to support your strategic goals at teamsoftware.com.

Jill Davie started her career at TEAM Software as a summer marketing intern in 1996. At the time, TEAM was a start-up with 12 employees

 After earning a Bachelor of Science degree in Business Administration and Marketing from Iowa State University, Jill joined TEAM full time in 1998 as a Sales Associate. Over the next 20 years, she assumed various leadership roles in Sales, Marketing, Communications, Customer Success and Professional Services as the company grew significantly. Jill also served on TEAM’s Board of Directors from 2014 through 2021 when it was acquired by WorkWave. During her board tenure, TEAM transformed from founder-owned, to employee-owned to private equity owned. They also acquired five companies across the globe, expanding their domestic and international market leadership.

 Currently, Jill serves as the SVP & GM, Cleaning & Security responsible for Customer Success Management, Professional Services and Customer Engagement. She is passionate about operational excellence, engaging directly with customers and attracting and retaining top talent with a people-centric culture.

 

TOP 3 ACTIONS SECURITY LEADERS SHOULD TAKE TO CLOSE OUT THE YEAR STRONG: WHY THE END OF THE YEAR MATTERS

Anne Laguzza, The Works Consulting, CALSAGA Network Partner

Many leaders coast into the year-end, thinking about holiday schedules and payroll deadlines. But strong leaders use this time strategically to motivate their teams, solidify culture, and set the tone for the new year.

A well-executed year-end creates momentum and builds trust going into January. Think of this as your final lap of the year—how you finish matters.

Finish the year strong by taking these 3 actions and using our Year-End Closeout Checklist for Security Leaders. (Download our FREE checklist here.)

Action #1: Reflect and Recognize

People will work for a paycheck, but they’ll go above and beyond for a leader who sees and values them.

  • Why it matters:
    Security work is demanding and often thankless. Guards work long shifts, nights, holidays, and often face challenging situations with the public. Recognition builds morale and retention.
  • How to do it well:
    • Hold short team huddles to reflect on big wins of the year (incidents handled well, client relationships strengthened, emergencies managed with professionalism).
    • Give specific praise—call out individual contributions, not just a blanket “good job.”
    • Consider small tokens of appreciation: handwritten notes, gift cards, or a personalized acknowledgment in front of peers.
    • Make sure supervisors are equipped to cascade recognition down to every shift.
  • Anne Tip: Recognition doesn’t have to be expensive—but it must be personal and timely to matter.

Action #2: Reset Expectations and Standards

The standards you set now will carry into the new year.

  • Why it matters:
    Year-end often exposes performance drift—attendance issues, cutting corners, or communication breakdowns. Resetting expectations aligns the team and reduces January headaches.
  • How to do it well:
    • Host a brief, high-energy “Year-End Reset” meeting with each shift or post.
    • Revisit the core priorities: client service, safety protocols, professionalism, and communication.
    • Be clear about non-negotiables going into the next year (e.g. punctuality, incident reporting).
    • Pair it with encouragement: focus on where you’re going, not just what went wrong.
  • Anne Tip: Make this an interactive conversation—ask your team where they see opportunities to improve, and listen to their feedback.

Action #3: Launch Into the New Year With Vision

Leaders don’t just wrap up the year—they ignite the next one.

  • Why it matters:
    Security officers need to know they’re part of something bigger than just shifts and schedules. Ending the year with a clear, inspiring vision helps retain talent and engage your best performers.
  • How to do it well:
    • Share one clear, motivating message about where the company or team is headed in the new year.
    • Example: “In 2026, our focus is building stronger client relationships by enhancing customer service skills.”
    • Encourage each security officer to set one professional growth goal, whether it’s leadership skills, certifications, or mastering a new post.
    • Follow up in January to show you mean it.
  • Anne Tip: People commit to what they co-create. Invite your team to share ideas for improvement and innovation.

Finish Strong, Start Stronger

How you finish out this year sets the tone for the next one.

  • Recognition shows your team they matter.
  • Resetting expectations creates clarity.
  • Casting a vision builds excitement.

As a security leader, you don’t just manage shifts—you shape culture and performance.
Make the final weeks count, and you’ll launch into the new year with a team that’s engaged, motivated, and ready to 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 [email protected]. You can also find Anne on Instagram and LinkedIn.

NAVIGATING THE OVERTIME TAX CHANGES OF 2025: WHAT SECURITY PROFESSIONALS NEED TO KNOW

Nina De Forge, TEAM Software by WorkWave, CALSAGA Network Partner

Important Disclaimer: This article is for informational purposes only and is not legal or tax advice or a political opinion. Consult with internal and/or external counsel, as well as a qualified tax professional, for guidance specific to your business and employees.

The security industry frequently depends on dedicated employees working beyond standard hours to meet client demands. Whether it’s handling emergency security situations, overtime is often an operational necessity rather than an option. Upcoming changes to federal tax law regarding overtime compensation are on the horizon and may affect both your employees and your business operations.

Why Overtime Changes Matter for Your Industry

On July 4, 2025, Public Law No. 119-21, known as “The One Big Beautiful Bill Act” (OBBBA), was enacted, which finalized significant tax cuts and reforms. Starting in tax year 2025, a new federal tax deduction allows certain employees to deduct the “premium portion” of their overtime compensation—the extra amount they earn above their regular hourly rate.

How These Overtime Changes May Impact Your Employees

Consider a security guard earning $20/hour who works overtime at $30/hour. The additional $10/hour premium can now be deducted from their federal taxable income. However, there are important limitations:

  • Deduction Caps: Capped at $12,500 per year ($25,000 for married couples filing jointly).
  • Income Limits: Phased out when modified adjusted gross income exceeds $150,000 ($300,000 for married couples filing jointly).
  • Tax Type: Applies only to federal income tax; Social Security and Medicare taxes (FICA) still apply.
  • Overtime Type Restrictions: Only overtime required under Section 7 of the Fair Labor Standards Act (FLSA) Overtime mandated by state laws, union contracts, or voluntary company policies will not qualify.

How These Overtime Changes May Impact Your Business

Employers will need to make significant adjustments to their payroll and reporting processes.

New Reporting Requirements for Tax Year 2025: Employers must be able to demonstrate a good faith effort in reporting qualified overtime, in cases where qualified overtime was not captured in their system for 2025. They can use “Box 14 Other” for reporting qualified overtime for tax year 2025 pending additional guidance.

New Reporting Requirements for Tax Year 2026: Employers must be able to accurately report qualified overtime, required in Box 12 and identified in their current W2. You must use ‘TT’ – total amount of qualified overtime compensation – when determining the deduction for qualified overtime compensation on Schedule 1-A (Form 1040).

Operational Adjustments: For security operations that rely heavily on overtime, this represents a substantial change to existing payroll processes.

Your ERP’s Role in Supporting Your Success

As a payroll and workforce management partner, leading ERP’s – like TEAM Software by WorkWave’s WinTeam, are  ensuring your systems can seamlessly adapt to these new requirements while maintaining reliability.

Best-of-breed ERPs  should be actively engaged with industry organizations and monitoring regulatory developments to ensure updates to their solution continue to support your compliance efforts.

Key Areas of Focus for Your Business

Key areas that may require attention include:

  1. System Assessment: Review your payroll system’s ability to separate and track overtime premium amounts. Systems must be able to distinguish between the base overtime rate and the premium portion for W-2 reporting.
  2. Process Documentation: Document how overtime premiums will be calculated, tracked, and reported, distinguishing FLSA-required overtime from other forms.
  3. Testing and Validation: Test your systems to ensure accurate calculation and reporting.
  4. Timeline Planning: Develop a preparation timeline that ensures adequate system updates, staff training, and process validation before the requirements take effect.

Interested to see how WinTeam’s in-house payroll system can efficiently manage these complex requirements? Reach out to us for more information.

Important Disclaimer: This article is for informational purposes only and is not legal or tax advice or a political opinion. Consult with internal and/or external counsel, as well as a qualified tax professional, for guidance specific to your business and employees.

Nina De Forge joined the team in 2017 and is the Agency Relations Manager. Nina, also known as “9,” has been working with human resources, payroll and tax compliance since the 1980s and has a broad range of experience across each discipline. She is an active member of many industry organizations, including the IRS Information Reporting Advisory Committee and its Nationwide E-Filer’s National Focus Group, the Canadian Payroll Association, the Society for Human Resource Management and the International Association for Human Resource Information Management. She is a published author in the book American Payroll Association Basic Guide to Payroll. Outside of her career work, Nina is a hobby photographer.

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.

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 [email protected].

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 [email protected]. You can also find Anne on Instagram and LinkedIn.

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 [email protected].

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.

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.

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.