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Cadres Shelton
1/15/2015
INCREASE OF STANFORD
SHOPPING CENTER
DEPLOYMENT HOURS
Plan of Action
This is a proposal to Universal Protection Services and Simon Property
Group, regarding the Stanford Shopping Center’s criminal action plan. I
will propose an ideal deployment schedule, opportunities for financial
savings, and a new plan of action.
1/15/2015
1
Table of Contents
Departmentalization of Luxury ...................................................................................................................... 2
Criminal Stats Overview ............................................................................................................................... 3
Deployment at 904 billable hours .................................................................................................................. 6
Pay Rate Adjustments at 904 billable hours .................................................................................................... 7
Deployment at 1000 billable hours .............................................................................................................. 10
Pay Rate Adjustments at 1000 billable hours ................................................................................................ 11
Financial Savings and Reasoning ................................................................................................................. 12
1/15/2015
2
Departmentalization of Luxury
To maximize our potential coverage of luxury I believe we should departmentalize our luxury team into five
departments. The categories will be the following: Luxury Lead, Handbags, Apparel, Luxury Department Stores and
Luxury Electronic Stores, and Jewelry. The each luxury tenant will be assigned a category will be based on the type
of incidents which occur most often at that particular tenant and the items that are taken during these incident. The
Luxury tenants will be divided as such:
Luxury Lead
1. LBLO-Rover of all 18 luxury tenants
Handbags
1. Tory Burch
2. Michael Kors
3. Burberry
4. Louis Vuitton
5. Coach
Apparel
1. Polo Ralph Lauren
2. Kate Spade
3. Armani Exchange
4. Hugo Boss
5. Ermenegildo Zegna
6. Stella McCartney
Luxury Department Stores and Luxury Electronics
1. Bloomingdale’s
2. Neiman Marcus
3. Wilkes Bashford
4. Apple
5. Microsoft
Jewelry
1. Gleim the Jeweler
2. Tiffany and Co.
3. Shreve and Co.
The purpose of these departments within our luxury team is to increase visibility with our luxury tenants. Also to
increase the amount of scans at each tenant. By having a minimum of two officers dedicated to scan at 3-5 luxury
tenants, rather than to scan at all 18 of our current luxury tenant we will also increase the amount of scan at each
1/15/2015
3
tenant per hour. This increase in scans and visibility will detour criminal incidents from occurring, while also
making those dedicated to a particular tenant more aware of what is occurring at these tenant spaces.
On October 22nd, 2014 there was an armed robbery at Gleim the Jeweler. The hour prior, security recorded ten scans
at the store. I have developed a system where we could easily have doubled that amount of scans. The concept is
simple, departmentalizing the luxury tenants. I also believe that in this particular incident that we could have been
less predictable in our patrols by distributing the tenants in this new manner.
To place this idea in perspective I we will look at two examples of how we can implement this idea and maximize
its effectiveness. Assume that with all tables presented in the following sections, all positions in luxury are filled
with our current staff regardless of their current team assignments at this time.
Criminal Stats Overview
The reason for the change in our deployment hours comes from the increase in criminal activity that Stanford
Shopping Center has seen in the last three years. If you refer to Figure 1 you will see that between the years 2010
and 2011 we saw a slight decrease in criminal activity at Stanford Shopping Center. However, between 2011 and
2012 we see that there was an
increase of 10 criminal incidents.
Between 2012 and 2013 there was an
increase of 12 criminal incidents,
while between 2013 and 2014 there
was an increase of 15 criminal
incidents.
If we look at Figure 2, which depicts
our day of week stats from 2010-2014,
we can see that in that in 2010 the
criminal peak days were Monday and
Tuesday. In 2011, the criminal peak days were consistent throughout the week, keeping criminal activity low for
each day. In 2012, the criminal peak days were Monday, Wednesday and Sunday. In 2013 the criminal peak days
were Monday, Tuesday, and Wednesday. Lastly, in 2014, the criminal peak day was overwhelmingly Monday, and
secondary to that would be Thursday. Overall, specific pattern of peak days for criminal activity has not developed
in the last four years. However, we can see that consistently weekdays are our heaviest crime days. If you refer to
Figure 3 you will see that throughput the four years at depicted the peak time frame is between 10:00am and
10:00pm pst.
0
20
40
60
80
32 3040
52
67
Criminal Stats 2010-2014
2010 2011 2012 2013 2014
Figure 1 Depicts the criminal stats from 2010 through 2014 at Stanford
Shopping Center
1/15/2015
4
012345678
Day of Week 2010
Criminal Non Criminal
Personal Injury/Illness Vehical Collision
0
5
10
15
20
25
Day of Week 2011
Criminal Non Criminal
Personal Injury/Illness Vehical Collision
0
2
4
6
8
10
12
Day of Week 2012
Criminal Non Criminal
Personal Injury/Illness Vehical Collision
0
5
10
15
20
Day of Week 2013
Criminal Non Criminal
Personal Injury/Illness Vehical Collision
0
5
10
15
20
Day of Week 2014
Criminal Non Criminal Personal Injury/Illness Vehical Collision
Figure 2 Depicts the incident type stats for Day of Week analysis, from 2010 through 2014, at Stanford Shopping Center.
1/15/2015
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My suggestion is rather than utilizing our deployment so that it manages to only a particular day, or days, in which
we are seeing an increase in criminal activity, we increase our deployment hours so that we have ample coverage in
luxury and on the exterior throughout the week. This will ensure that we do not have days where we are short
staffed, which is an effect of deploying all our security professionals on peak days and having to adjust days off on
to the slower days which negatively affects our criminal activity on the slower days.
4% 4%
22%
40%
23%
7%
Time of Day 2010
2:00am-6:00am
6:00am-10:00am
10:00am-2:00pm
2:00pm-6:00pm
6:00pm-10:00pm
10:00pm-2:00am
1%6%
45%32%
12%4%
Time of Day 2011
2:00am-6:00am
6:00am-10:00am
10:00am-2:00pm
2:00pm-6:00pm
6:00pm-10:00pm
10:00pm-2:00am
1% 10%
25%
37%
21%
6%
Time of Day 2012
2:00am-6:00am
6:00am-10:00am
10:00am-2:00pm
2:00pm-6:00pm
6:00pm-10:00pm
10:00pm-2:00am
4%9%
26%
30%
23%
8%
Time of Day 2013
2:00am-6:00am
6:00am-10:00am
10:00am-2:00pm
2:00pm-6:00pm
6:00pm-10:00pm
10:00pm-2:00am
2% 11%
35%
25%
21%
6%
Time of Day 2014
2:00am-6:00am
6:00am-10:00am
10:00am-2:00pm
2:00pm-6:00pm
6:00pm-10:00pm
10:00pm-2:00am
Figure 3 Depicts the incident stats for Time of Day, from 2010 through 2014, at Stanford Shopping Center.
1/15/2015
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I believe that this
increase in criminal
activity in the last
three years has to
do with the way
that deployment has
been done. If you
refer to Table 1 you
will see what our
deployment has
looked like up until
our recent change in
our deployment
strategy. With this
old method,
officer’s
assignments varied
from day to day
depending on the type of incidents occurring that day. This did not maximize our incident response or detour
criminal activity in the way our new deployment strategy has allowed.
Deployment at 904 billable hours
To make this idea seem more doable I have created a mock deployment schedule at 904 billable hours. Table 2
shows our possible luxury
deployment with this
departmentalization. As you can
see, we will be increasing our
current luxury coverage from 122
billable hours to 400 billable
hours, assuming all open positions
are filled.
Table 2: This table depicts the
ideal deployment for our
Luxury team at 904 billable
hours. All yellow rows are open
Table 1 This figure depicts our deployment at 744 hours prior to the change in our deployment
strategy
LUXURY FRI SAT SUN MON TUE WED THU
LLBLO 1000-1800 1000-1800 OFF 1200-2000 1200-2000 1000-1800 OFF 40
A.LLBLO 1300-2100 1100-1900 1000-1800 Off Off 1300-2100 1200-2000 40
HANDBAG FRI SAT SUN MON TUE WED THU
HB 2 1300-2100 1100-1900 1000-1800 OFF OFF 1800-0000 1800-0000 40
HB 1 1000-1800 OFF OFF 1200-2000 1200-2000 1000-1800 1000-1800 40
APPAREL FRI SAT SUN MON TUE WED THU
AP 1 OFF OFF 1000-1800 1200-2000 1000-1800 1000-1800 1000-1800 40
AP 2 1200-2000 1100-1900 Off Off 1300-2100 1300-2100 1300-2100 40
LUX DEP./ELECTRONICS FRI SAT SUN MON TUE WED THU
DEP WW 1200-2000 Off Off 1200-2000 1200-2000 1200-2000 1200-2000 40
JEWELRY FRI SAT SUN MON TUE WED THU
JEW 1 1000-1800 Off Off 1000-1800 1000-1800 1000-1800 1000-1800 40
JEW Relief 1300-2100 1100-1900 1000-1800 1300-2100 1300-2100 Off Off 40
JEW 2 1200-2000 1100-1900 1000-1800 Off Off 1300-2100 1300-2100 40
400
Luxury Deployment Schedule @ 904hrs
Hours in Luxury
Command Staff FRI SAT SUN MON TUE WED THU
Director 1000-1800 1000-1800 1000-1800 OFF OFF 1000-1800 1000-1800 40
A.Director 1300-2100 1300-2100 1300-2100 1300-2100 1300-2100 OFF OFF 40
LLBLO 1100-1900 1100-1900 OFF OFF 1100-1900 1100-1900 1100-1900 40
Relief Sgt OFF 0800-1600 0800-1600 1600-0000 1600-0000 1200-2000 OFF 40
GRAVEYARD FRI SAT SUN MON TUE WED THU
GRAVE 1 0000-0800 0000-0800 0000-0800 0000-0800 0000-0800 OFF OFF 40
GRAVE 2 0000-0800 0000-0800 0000-0800 OFF OFF 0000-0800 0000-0800 40
GRAVE 3 OFF OFF OFF 0000-0800 0000-0800 0000-0800 0000-0800 32
DAY SHIFT FRI SAT SUN MON TUE WED THU
DAY Sgt 0800-1600 OFF OFF 0800-1600 0800-1600 0800-1600 0800-1600 40
DAY 2 0800-1600 0800-1600 0800-1600 0800-1600 0800-1600 OFF OFF 40
DAY 3 0800-1600 0800-1600 0800-1600 OFF OFF 0800-1600 0800-1600 40
DAY 4 OFF OFF 0800-1600 0800-1600 0800-1600 0800-1600 0800-1600 40
DAY 7 OFF 0800-1600 0800-1600 0800-1600 0800-1600 0800-1600 OFF 40
SWING SHIFT FRI SAT SUN MON TUE WED THU
SWING Sgt 1600-0000 1600-0000 1600-0000 OFF OFF 1600-0000 1600-0000 40
SWING 2 1600-0000 OFF OFF 1600-0000 1600-0000 1600-0000 1600-0000 40
SWING 3 1600-0000 1600-0000 1600-0000 1600-0000 1600-0000 OFF OFF 40
SWING 4 OFF OFF 1600-0000 1600-0000 1600-0000 1600-0000 1600-0000 40
SWING 7 OFF OFF OFF 1600-0000 1600-0000 1600-0000 1600-0000 32
DISPATCH FRI SAT SUN MON TUE WED THU
DAY 0800-1600 OFF OFF 0800-1600 0800-1600 0800-1600 0800-1600 40
SWING 1600-0000 OFF OFF 1600-0000 1600-0000 1600-0000 1600-0000 40
744
Deployment Schedule @ 744hrs
Deployment
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7
positions, all white rows are positions that we will fill with our current staff.
If you shift your attention to Table 3 you will see the deployment schedule at 904 billable hours for our
other teams. Our other teams consist of: exterior, dispatch, grave, and the command staff. We will actually be
decreasing our current deployment in these teams from 552 billable hours to 504 billable hours. However by
decreasing our hours spent in these teams we can them, shift our attention and patrol hours back to our luxury
tenants. I fell that because we are a luxury center we should expends as much deployment hours as possible in our
luxury patrols.
Table 3: This table depicts
the ideal deployment for our
other teams such as, Grave;
Exterior; Dispatch and the
Command Staff, at 904
billable hours. All yellow
rows are open positions, all
white rows are positions that
we will fill with our current
staff.
Pay Rate Adjustments at 904
billable hours
As a current supervisor for the
Stanford Shopping Center, I
have found that getting our
staff to want to scan our luxury
tenant is difficult. This is
because up to now our luxury
team was responsible for scanning all 18-luxury tenants 8 times an hour. By departmentalizing our luxury tenants,
our officers will scan less if the tenants at one time. In addition, our officers will be able to focus on those tenants
more making suspicious activity more noticeable.
However, I believe that to more motivate our officers to want to cover our luxury tenants we should
provide a pay raise for our luxury team members. If you refer to Table 4 you will see what we will bill at 904 hours
assuming all open positions are filled at our officers current pay rates. All the white rows are positions that are
currently filled, orange rows are positions that have been recently filled with new hires, and all yellow positions are
open positions.
COMMAND FRI SAT SUN MON TUE WED THU
Director 1000-1800 1200-2000 OFF OFF 0800-1600 1000-1800 1100-1900 40
A.Director 1300-2100 1000-1800 1000-1800 1000-1800 OFF OFF 1300-2100 40
Day Sgt 0800-1600 OFF OFF 0800-1600 0800-1600 0800-1600 0600-1400 40
Swing Sgt 1600-0000 1600-0000 1600-0000 OFF OFF 1600-0000 1600-0000 40
Relief Sgt 1600-0000 0800-1600 0800-1600 1600-0000 1600-0000 OFF OFF 40
DISPATCH FRI SAT SUN MON TUE WED THU
Day 0800-1600 OFF OFF 0800-1600 0800-1600 0800-1600 0800-1600 40
Swing 1600-0000 OFF OFF 1600-0000 1600-0000 1600-0000 1600-0000 40
EXTERIOR FRI SAT SUN MON TUE WED THU
Day 0800-1600 0800-1600 OFF OFF 0800-1600 0800-1600 0800-1600 40
Swing 1600-0000 1600-0000 1600-0000 1600-0000 1600-0000 OFF OFF 40
Relief OFF OFF 0800-1600 0800-1600 OFF 1600-0000 1600-0000 32
Grave FRI SAT SUN MON TUE WED THU
Grave 1 0000-0800 0000-0800 0000-0800 0000-0800 0000-0800 OFF OFF 40
Grave 2 0000-0800 0000-0800 0000-0800 OFF OFF 0000-0800 0000-0800 40
Grave Relief OFF OFF OFF 0000-0800 0000-0800 0000-0800 0000-0800 32
504
Other Deployment @ 904hrs
Hours in Other Teams
1/15/2015
8
Table 4: This table depicts the budget at 904 billable hours
at our current pay rates. This table includes open
positions and reflects the budget assuming we were to
have all current and open positions filled. All yellow rows
are open positions, all white rows are positions that are
filled with our current staff, and all orange positions are
our recent new hires. Refer to Table 2 and Table 3 for the
deployment at 904 hrs.
As you can see, we will be billing $1,003,149.06 at 904
billable hours at our current pay rates, assuming all open
positions are filled. Now as I proposed earlier we should pay
raise our luxury officers to more motivate them to work hard
in luxury. To go along with this, I propose that we fill our
open positions in our other teams at a lower pay rate. We are a
luxury center and our focus should be on our luxury tenants. I
propose that all current team members maintain their current
pay rates if not on luxury. All luxury team members be pay
raised to $14.00/hr. All new hires brought in for exterior be
brought on at a pay rate of $11.00/hr, all new hires brought on
for graveyard be brought on at $12.00/hr, and all new hires for
luxury be brought on at the current pay rate of $13.00/hr..
Table 5 reflects what we will bill at 904 hours, assuming all
open positons are filled with the suggested pay adjustments.
Security
Director
FT 40 29.37 42.44 88,274.47
Assistant
Director
FT 40 19.44 28.09 58,428.86
Luxury
Brand
Liaison
FT 40 16.00 23.12 48,089.60
Supervisor FT 40 19.20 27.74 57,707.52
Supervisor FT 40 16.00 23.12 48,089.60
Supervisor FT 40 16.00 23.12 48,089.60
Lux FT 40 13.85 20.01 41,627.56
Grave FT 40 14.00 20.23 42,078.40
Lux FT 40 13.10 18.93 39,373.36
Dispatcher FT 40 13.00 18.79 39,072.80
Lux FT 40 13.00 18.79 39,072.80
Lux FT 40 13.00 18.79 39,072.80
Dispatcher FT 40 13.00 18.79 39,072.80
Lux FT 40 13.00 18.79 39,072.80
New Hire FT 40 13.00 18.79 39,072.80
New Hire FT 40 13.00 18.79 39,072.80
New Hire FT 40 13.00 18.79 39,072.80
Grave FT 32 13.00 18.79 31,258.24
Grave FT 40 13.00 18.79 39,072.80
DEP WW FT 40 13.00 18.79 39,072.80
Ext Relief FT 32 13.00 18.79 31,258.24
Ext FT 40 13.00 18.79 39,072.80
Ext FT 40 13.00 18.79 39,072.80
Total 904 1,003,149.06
888
-16
Budget @904hrs. w/out Pay AdjustmentsYearly Budge
Amount (Hrs
per week X 52
Contract HRS
Hours needed to be filled
Current
Position
FT/P
T
Hrs per
Week
Current
Wage Rate
Billing
Rate
1/15/2015
9
Table 5: This table depicts the budget at 904 billable
hours at adjusted pay rates. This table includes open
positions and reflects the budget assuming we were
to have all current and open positions filled. All
yellow rows are open positions, all white rows are
positions that are filled with our current staff, and
all orange positions are our recent new hires. Refer
to Table 2 and Table 3 for the deployment at 904
hrs.
As you can see, by making these pay rate adjustments
we decrease what bill at 904 hours assuming all current
positons are filled, down to $996,085.90. (To see total
savings please skip to Table 10)
By making this minor adjustment to pay rates, all
current officers can retain their current pay rates, or
receive an increase, and all open positions can be filled
at a lower pay rate. Overall, you will be saving more
money annually. In the following two sections, we will
look at our possible deployment and annual expense at
1000 billable hours.
Security
Director
FT 40 29.37 42.44 88,274.47
Assistant
Director
FT 40 19.44 28.09 58,428.86
Luxury
Brand
Liaison
FT 40 17.00 24.57 51,095.20
Supervisor FT 40 19.20 27.74 57,707.52
Supervisor FT 40 16.00 23.12 48,089.60
Supervisor FT 40 16.00 23.12 48,089.60
Lux FT 40 14.00 20.23 42,078.40
Grave FT 40 14.00 20.23 42,078.40
Lux FT 40 14.00 20.23 42,078.40
Dispatcher FT 40 13.00 18.79 39,072.80
Lux FT 40 14.00 20.23 42,078.40
Lux FT 40 14.00 20.23 42,078.40
Dispatcher FT 40 13.00 18.79 39,072.80
Lux FT 40 14.00 20.23 42,078.40
New Hire FT 40 13.00 18.79 39,072.80
New Hire FT 40 13.00 18.79 39,072.80
New Hire FT 40 13.00 18.79 39,072.80
Grave FT 32 12.00 17.34 28,853.76
Grave FT 40 12.00 17.34 36,067.20
DEP WW FT 40 13.00 18.79 39,072.80
Ext Relief FT 32 11.00 15.90 26,449.28
Ext FT 40 11.00 15.90 33,061.60
Ext FT 40 11.00 15.90 33,061.60
Total 904 996,085.90
888
-16
Budget @904hrs. w/ Pay AdjustmentsYearly
Budge
Amount
Contract HRS
Hours needed to be filled
Current
Position
FT/P
T
Hrs per
Week
Current
Wage Rate
Billing
Rate
1/15/2015
10
Deployment at 1000 billable hours
In Table 6 you can see the possible luxury deployment at 1000 billable hours. As compared to 904 billable hours, we
can see an increase in our luxury patrols from 400 hours to 456 hours spent in luxury.
Table 6: Depicts the ideal
deployment for our Luxury team at
1000 billable hours. All yellow rows
are open positions, all white rows are
positions that we will fill with our
current staff.
If you refer to Table 7 you will see that
the patrol in our other teams has
increased from 504 hours to 544 hours
at 1000 billable hours. The increase in
both our luxury patrols and other team
patrols is beneficial to all stakeholders
involved. This gives us an increases
patrol in our luxury and in our exterior
patrols.
Table 7: Depicts the ideal
deployment for our other teams such
as: Grave; Exterior; Dispatch and
the Command Staff, at 1000 billable
hours. All yellow rows are open
positions, all white rows are positions
that we will fill with our current
staff.
LUXURY FRI SAT SUN MON TUE WED THU
LLBLO 1000-1800 1000-1800 OFF 1000-1800 1000-1800 1000-1800 OFF 40
A.LLBLO 1300-2100 1100-1900 1000-1800 Off Off 1300-2100 1300-2100 40
Rover Off 1100-1900 1000-1800 1300-2100 1300-2100 Off 1000-1800 40
HANDBAG FRI SAT SUN MON TUE WED THU
HB 2 1300-2100 1100-1900 1000-1800 OFF OFF 1800-0000 1800-0000 40
HB 1 1000-1800 OFF OFF 1200-2000 1200-2000 1000-1800 1000-1800 40
APPAREL FRI SAT SUN MON TUE WED THU
AP 1 OFF OFF 1000-1800 1200-2000 1000-1800 1000-1800 1000-1800 40AP 2 1200-2000 1100-1900 Off Off 1300-2100 1300-2100 1300-2100 40
LUX DEP./ELECTRONICS FRI SAT SUN MON TUE WED THU
DEP WW 1200-2000 Off Off 1200-2000 1200-2000 1200-2000 1200-2000 40
WKND OFF 1100-1900 1000-1800 OFF OFF OFF OFF 16
JEWELRY FRI SAT SUN MON TUE WED THU
JEW 1 1000-1800 Off Off 1000-1800 1000-1800 1000-1800 1000-1800 40
Jew Relief 1300-2100 1100-1900 1000-1800 1300-2100 1300-2100 Off Off 40
Jew 2 1200-2000 1100-1900 1000-1800 Off Off 1200-2000 1200-2000 40
456
Luxury Deployment Schedule @ 1000hrs
Hours in Luxury
COMMAND FRI SAT SUN MON TUE WED THU
Director 1000-1800 1200-2000 OFF OFF 0800-1600 1000-1800 1100-1900 40
A.Director 1300-2100 1000-1800 1000-1800 1000-1800 OFF OFF 1300-2100 40
Day Sgt 0800-1600 OFF OFF 0800-1600 0800-1600 0800-1600 0600-1400 40
Swing Sgt 1600-0000 1600-0000 1600-0000 OFF OFF 1600-0000 1600-0000 40
Relief Sgt 1600-0000 0800-1600 0800-1600 1600-0000 1600-0000 OFF OFF 40
DISPATCH FRI SAT SUN MON TUE WED THU
Day 0800-1600 OFF OFF 0800-1600 0800-1600 0800-1600 0800-1600 40
Swing 1600-0000 OFF OFF 1600-0000 1600-0000 1600-0000 1600-0000 40
EXTERIOR FRI SAT SUN MON TUE WED THU
Day 0800-1600 0800-1600 OFF OFF 0800-1600 0800-1600 0800-1600 40
Swing 1600-0000 1600-0000 1600-0000 1600-0000 1600-0000 OFF OFF 40
Mid 1200-2000 1200-2000 OFF OFF 1200-2000 1200-2000 1200-2000 40
Relief OFF OFF 0800-1600 0800-1600 OFF 1600-0000 1600-0000 32
Grave FRI SAT SUN MON TUE WED THU
Grave 1 0000-0800 0000-0800 0000-0800 0000-0800 0000-0800 OFF OFF 40
Grave 2 0000-0800 0000-0800 0000-0800 OFF OFF 0000-0800 0000-0800 40
Grave Relief OFF OFF OFF 0000-0800 0000-0800 0000-0800 0000-0800 32
544
Other Deployment @ 1000hrs
Hours in Other Teams
1/15/2015
11
Pay Rate Adjustments at 1000 billable hours
Again, the same logic was used to develop an example of what our billing will look like at 1000 billable hours if we
were to assume that all open positons were filled, and to keep all officers at their current pay rates. This is shown in
Table 8, and as you can see we will be billing for $1,096,923.78
without any pay rate adjustments.
Table 8: This table depicts the budget at 1000 billable hours at
our current pay rates. This table includes open positions and
reflects the budget assuming we were to have all current and
open positions filled. All yellow rows are open positions, all
white rows are positions that are filled with our current staff,
and all orange positions are our recent new hires. Refer to
Table 6 and Table 7 for the deployment at 1000 hrs.
However, if you refer to Table 9 you will see that if we make the
pay adjustments as recommended prior, we will see a decrease in
our billing to $1,083,849.42 that is an even greater savings than we
would receive if we maintained 904 billable hours. (To see total
savings please skip to Table 10)
Security
Director
FT 40 29.37 42.44 88,274.47
Assistant
Director
FT 40 19.44 28.09 58,428.86
Luxury
Brand
Liaison
FT 40 16.00 23.12 48,089.60
Supervisor FT 40 19.20 27.74 57,707.52
Supervisor FT 40 16.00 23.12 48,089.60
Supervisor FT 40 16.00 23.12 48,089.60
Lux FT 40 13.85 20.01 41,627.56
Grave FT 40 14.00 20.23 42,078.40
Lux FT 40 13.10 18.93 39,373.36
Dispatcher FT 40 13.00 18.79 39,072.80
Lux FT 40 13.00 18.79 39,072.80
Lux FT 40 13.00 18.79 39,072.80
Dispatcher FT 40 13.00 18.79 39,072.80
Lux FT 40 13.00 18.79 39,072.80
New Hire FT 40 13.00 18.79 39,072.80
New Hire FT 40 13.00 18.79 39,072.80
New Hire FT 40 13.00 18.79 39,072.80
Grave FT 32 13.00 18.79 31,258.24
Grave FT 40 13.00 18.79 39,072.80
Lux FT 40 13.00 18.79 39,072.80
Ext Relief FT 32 13.00 18.79 31,258.24
Ext FT 40 13.00 18.79 39,072.80
Ext FT 40 13.00 18.79 39,072.80
Ext 40 13.00 18.79 39,072.80
Lux 40 13.00 18.79 39,072.80
Lux 16 13.00 18.79 15,629.12
Total 1000 1,096,923.78
1000
0
Budget @ 1000hrs. w/out Pay Adjustments
Contract HRS
Hours needed to be filled
Yearly Budge
Amount (Hrs per
week X 52 X bill
Current
Position
FT/P
T
Hrs per
Week
Current
Wage Rate
Billing
Rate
1/15/2015
12
Table 9: This table depicts the budget at 1000
billable hours at adjusted pay rates. This table
includes open positions and reflects the budget
assuming we were to have all current and open
positions filled. All yellow rows are open positions,
all white rows are positions that are filled with our
current staff, and all orange positions are our recent
new hires. Refer to Table 6 and Table 7 for the
deployment at 1000hrs
Financial Savings and Reasoning
Too see the full savings that you would have at both 904
billable hours and 1000 billable hours with the
suggested pay adjustments, refer to Table 10. As you
can see, by making the adjustments at 904 billable hours
you end up saving $7,063.16 annually. While at 1000
billable hours you see a savings of $13,074.36 annually.
My ideal suggestion would be to increase our billable
hours to 1000 hours, and to utilize the pay rate
adjustments that were shown in Table 9.
The reasoning for these pay rate adjustments were based
on statistics found on the Bureau of Labor Statistics
website from 2013. If you refer to Figure 2, you will see
that in Santa Clara County or California (where Stanford
Shopping Center is located), that in 2013 the average
pay rate for a security professional was $14.06/hr. My
suggested adjustments for luxury are six cents shy of the
average. However, with our current budget the way it is,
we will be maximizing our saving s by increasing our
pay rate for luxury and decreasing our pay rates for new
hires. As you can see in Figure 3, the 25th percentile of
security professionals in our county in 2013 were
making $11.98/hr. That is relatively the pay rate we should be reducing our other teams such as grave and exterior
down to. By having that higher pay rate for luxury, it give officers an incentive to work luxury and preform at their
best while on patrol.
Table 10: Depicts the annual savings at 904 billable
hrs. if we make pay rate adjustments depicted in
Table 5 versus keeping our current pay rates as
depicted in Table 4. This is compared to the total
annual savings at 1000 billable hrs. if we make pay
rate adjustments depicted in Table 9 versus keeping
our current pay rates as depicted in Table 8.
Security
Director
FT 40 29.37 42.44 88,274.47
Assistant
Director
FT 40 19.44 28.09 58,428.86
Luxury
Brand
Liaison
FT 40 17.00 24.57 51,095.20
Supervisor FT 40 19.20 27.74 57,707.52
Supervisor FT 40 16.00 23.12 48,089.60
Supervisor FT 40 16.00 23.12 48,089.60
Lux FT 40 14.00 20.23 42,078.40
Grave FT 40 14.00 20.23 42,078.40
Lux FT 40 14.00 20.23 42,078.40
Dispatcher FT 40 13.00 18.79 39,072.80
Lux FT 40 14.00 20.23 42,078.40
Lux FT 40 14.00 20.23 42,078.40
Dispatcher FT 40 13.00 18.79 39,072.80
Lux FT 40 14.00 20.23 42,078.40
New Hire FT 40 13.00 18.79 39,072.80
New Hire FT 40 13.00 18.79 39,072.80
New Hire FT 40 13.00 18.79 39,072.80
Grave FT 32 12.00 17.34 28,853.76
Grave FT 40 12.00 17.34 36,067.20
Lux FT 40 13.00 18.79 39,072.80
Ext Relief FT 32 11.00 15.90 26,449.28
Ext FT 40 11.00 15.90 33,061.60
Ext FT 40 11.00 15.90 33,061.60
Ext 40 11.00 15.90 33,061.60
Lux 40 13.00 18.79 39,072.80
Lux 16 13.00 18.79 15,629.12
Total 1000 1,083,849.42
1000
0
Budget @ 1000hrs. w/ Pay Adjustments
Contract HRS
Hours needed to be filled
Yearly Budge
Amount (Hrs
per week X 52
Current
Position
FT/P
T
Hrs per
Week
Current
Wage Rate
Billing
Rate
At 904 Hrs At 1000 Hrs
w/out Adj. w/out Adj.
1,003,149.06 1,096,923.78
w/ Adj. w/ Adj.
996,085.90 1,083,849.42
7,063.16$ 13,074.36$
Annual Savings
1/15/2015
13
My suggestions are ideals and number and pay rates can be adjusted. However, I will say by making similar
adjustments we can save money annually, and reallocate it to other resources that will make us more valuable to our
luxury tenants. Resources such as a new CCTV system with more camera angles, or better equipment. Those are
areas of concern that we can allocate our current resources to fix, if we adjust our pay rates.
Now, one concern that you may have regarding my suggestion would be hiring. Stanford Shopping Center Security
has been having many issues with hiring employees to fill our current roster. However, the problem is not that we
are not able to find people to hire; it is that recently a majority of our potential candidates are unable to work full
time. My solution suggestion is that if we move all our current officers to luxury, we can bring on those part time
candidates for our grave and exterior patrols. That way were can maintain our full time employees for our luxury
tenants. In addition, by changing our full time positions in grave and exterior to part time positions, not only will we
save with the reduced pay rates, but the company will save when it comes to their benefits as well. Overall, we have
the potential to save more than just the $13,074.36 that was suggested earlier.
I leave this to your consideration and I hope that you see the potential that my plan has. We can increase luxury
patrols by more than half, pay raise our current employees in luxury and save money in the long run. I see nothing
but great things for the Stanford Shopping Center Security Office with this plan.
Figure 4:
Average pay rate for security professionals in Santa Clara County for 2013.
Statistics, Occupartional Employment. 2013. Bureau of Labor Statistics. [Online] May 2013. [Cited: 11 2,
2014.] http://data.bls.gov/oes/datatype.do.
