Determining the need for a weapons policy and a threat detection solution at performing arts centers involves more than the security director to make purchasing and implementation decisions. From budget, policy and patron experience, the leadership team must work together to organize, evaluate, plan and implement and communicate such an important initiative.
This is entirely understandable. It’s one thing to work with a director of security and their technical staff, who are measured on their ability to keep employees, customers and other visitors safe. But involving the front-of-the-house team and human resources, who are responsible for creating the best customer and employee experience possible, is an even higher bar. A bad experience–say, delays or pat-down searches–can have a direct downward impact on sales. So if the front-of-the-house thinks a weapons screening technology is a bad idea, it probably won’t be seriously considered.
At least that’s how it has been. I’ve been focused on providing security solutions for over 15 years, but am now seeing the first meaningful shift in the relationship between security and the patron experience teams. Given the rise of senseless lone-shooter attacks in the U.S., many venues are coming to believe – or are at least are willing to entertain the possibility – that patrons will tolerate reasonable inconveniences for added security as long as it doesn’t degrade the overall experience too much. In fact, some of our customers believe their patrons want to make that trade-off. They want to know the people in charge of the facility they’re visiting understand the nagging “could it happen here” feeling they have on a night out.
This is especially true with performing arts venues, given the horrific attacks like those that took place in Manchester, England and Las Vegas, Nevada. In fact, executives at some of these venues are increasingly stretching their purview beyond the front door and into the street where people wait in line for popular events. Due to the increase in terror attacks using rented trucks and other vehicles, such as in Nice, France and Barcelona, Spain, venues are looking for ways to get people off the street as quickly as possible and into the safety of their facility.
The fact that patrons must already stop to hand over or scan a ticket creates a natural opportunity to do screening in a way that won’t cause delays. We did a time study at a Broadway theater earlier this year and found that the ticket-taking process typically takes around five to 10 seconds per person in a live environment. If we can help the venue screen the patron in that time or less, everybody wins.
Unlike many pro sports stadiums, which have had checkpoints and metal detectors for decades, many of these smaller, arts-related venues are adding physical security for the first time. Many don’t even have security chiefs. And yet performing arts is one of our fastest-growing segments. If you work for a performing arts venue or any other type of company that is looking to create a security strategy as quickly and efficiently as possible, here are a few best practices:
Get out of the security silo, fast: In the old days, the trick to implementing physical security was to work with the head of security and let him or her try to overcome the natural resistance from other factors in their environment. But we’ve found it works best when representatives from the front-of-the-house, finance, facilities and human resources, were involved in the sales process, ideally from the initial conversation. The security director provided a clear understanding to all the leadership team the consequences of an active shooter and suicide bomber in the facility and the solutions available to deter or prevent such a terrible event.
The more buy-in, the better: As security becomes a higher priority for a company, it makes sense to expand the number of seats at the table when considering new security solutions. The most celebrated accomplishments in implementing security screening at Performing Arts Centers I have witnessed involved the inclusion of the entire leadership team from the beginning. The CEO needs to bring their teams together and keep engaged throughout the process, clearly identifying their end-state goals and understanding of the tradeoffs. In one very successful scenario we witnessed, the chief executive officer directly led the process which involved security, human resources, front-of-house, facilities and finance to drive towards the optimal solution.