Sutter Health Manager Protective Services

Question 1

(ASIS) American Society for Industrial Security

Gold standard security certification

Answer 1

Global organization dedicated to security professionals across various industries, providing a community for knowledge sharing, best practices, and networking, with a focus on advancing security management practices and promoting excellence within the field.

Question 2

(CPP) Certified Protection Professionals

Answer 2

Globally recognized credential for security management professionals, signifying a high level of knowledge and competency in all aspects of security management, including policies, practices, and procedures–I would get this to enhance knowledge and make me security expert.

Question 3

(IHSS) International Association for Healthcare Security and Safety

Answer 3

organization solely dedicated to professionals involved in managing and directing security and safety programs in healthcare facilities. IAHSS also partners with government agencies and other organizations to further patient security and safety

Question 4

SECURITY COMPANIES-General

Answer 4

35 million dollar a year contact with security companies.
Fiduciary Relationship.

Protecting assets / brand / property

Nonarmed guards

Licensing Bureau of Security and Investigate Services-BSIS: State agency that licenses and regulates Private Security Services.

Sutter is moving to inhouse versus contract.

Cover approximately 30 Sutter Health care locations

Question 5

(BSIS) Bureau of Security and Investigative Services

Answer 5

Regulates the Private Security Services industry. To work as a security guard in California, you must obtain a license from the BSIS, which is called a Guard Registration Card or Complete a state-approved training course, undergo a background check, and pass a written examination.

Question 6

Can I have an impact of Sutter Health Security

Answer 6

With over 30 years of law enforcement experience, I have had the opportunity to serve in a variety of leadership roles and assignments. Throughout my career, I have built a reputation as a strong, fair, and honest leader who consistently leads with integrity. I plan on brining this experience to this position of Manager of Protective Services.

Question 7

Experience

Answer 7

Positions held within the Sacramento Police Department
Reserve Police Officer | Officer of Specialized Services Division Jan 2022 to Present
Duties and projects as assigned by the Chief and Deputy Chief(s) of Police.

Deputy Chief - Office of Operations | Specialized Services Division Nov 2017 to Dec 2021
Managed the entire Patrol Division and Communication Center, continually assessing staffing levels and response times to calls for service. Provided leadership through training, mentoring, task delegation, and performance reviews. Led the creation and modernization of department policies and directives. Coordinated and implemented community outreach efforts to align with the department’s strategic goals. Oversaw the administration and oversight of budget expenditures to ensure fiscal responsibility and operational efficiency.

Captain - Office of Operations | Patrol Division Nov 2012 to Nov 2017
Acted as the Commanding Officer for two patrol districts, responsible for managing approximately 150 sworn officers and professional staff, as well as a budget of $13 million. Conducted weekly reviews of call-for-service data to identify high-frequency locations and implemented strategies to reduce repeat responses. Established and led several specialized teams focused on addressing specific crime trends. Maintained strong community ties by regularly attending meetings and building relationships with local businesses and residents. Oversaw the successful remodel of the police facility, improving both operational efficiency and community interaction.

Captain - Office of Investigations | Detective Division Jan 2012 to Nov 2012
Overall responsibility for the Investigations Division. To include the management of over one hundred employees and a budget in excess of fifteen million dollars. Directly supervised several high-profiled criminal investigations.

Lieutenant - Special Operations Section and Patrol Watch Commander. 2005-2012
Sergeant - Internal Affairs, Special Investigations Division, Problem
Oriented Policing Team & Reserve/Supplemental Employment & Contact Services/Marine Division. 1988-2005
Reserve Officer/Police Officer/Field Training Officer

Question 8

Education

Answer 8

Executive Leadership Institute – FBI/Law Enforcement Executive Development (2015)
West Point Leadership Program – Los Angeles Police Department (2008) Master of Science Degree in Emergency Services Administration – (2006)
California State Long Beach
Bachelor of Arts Degree in Criminal Justice - California State University Sacramento (1996)
Associate of Arts Degree in Criminal Justice - Sacramento City College (1986)

Question 8

Department of Protections Services (DPS)

Answer 8

System badging
Investigations
Patrol statistics
Response team
Academy
Capital projects
Work Place Violence Prevention (WPV) initiatives
Effective 7/1/24 – Ca mandated 2 hours training

Question 9

Accomplishments

Answer 9

Chaired the Patrol Planning Committee for multiple years, driving strategic improvements in patrol operations and resource allocation.

• Created and implemented initiatives to provide officers with additional tools and training to reduce the use of deadly force and enhance de-escalation practices.
• Led a multi-faceted response to emerging crime trends in Sacramento, coordinating efforts across departments to address public safety concerns.
• Mentored and supported colleagues, helping them successfully navigate lateral moves and promotional opportunities within the department.
• Developed and oversaw innovative, citywide crime reduction programs, implementing first-time initiatives that led to measurable improvements in community safety.
• Secured external funding through grants to acquire specialty equipment, enhancing department capabilities without impacting the budget.
• Reduced annual overtime expenses by 35% through improved scheduling, staffing, and operational efficiencies.

Question 10

Security Companies -Pal America /Allied Universal Security

Answer 10

Pal American (Paladin) is one of the Security Companies contracted with Sutter Health to provide security at their locations. They display Sutter’s Logo on their uniforms and on their patrol vehicles.
Pal American is growing/expanding and may taking over some the fix posts. Moving toward having pal American toward expanding their presence in Sutter.

Allied Universal Security (AUS) is another company contacted with Sutter Health.

Question 11

My Role with Security Companies

Answer 11

Read dailies (DAR)

Maintain relationship with area manager
Hold them accountable for professionalism

Gauge for productivity – billing per month – Number of patrol assets/bang for our buck sources – maximizing them.

Making sure our customers are satisfied with the service. Holding the company accountable for it.

Making sure they have the training, TB shots, guard card

Evaluate how many facilities – and how many staffing they have in place – and in the pipeline (to fill vacancies)

GPS/Linxup tracking of security company (car type – real time)

Security officers must attend a security training hosted by Sutter Health. It is called goes to our academy AVAVE

Question 12

Constantly reviewing

Answer 12

Can we add locations : night versus day : staffing number : deployment numbers / what is that number

Future look – what is the build out

Site visits to get a feel from the management team or facility person – are assets where they should be – does staff feeling safe

Constantly reviewing to make sure patrols make sense.

Question 13

Evaluate

Answer 13

End of Year high turnover rate: evaluate the company as a whole.

Number of missed shifts – key to people not wanting to come to work – look at variances in numbers

Track - Target of FTE versus actuals – Paid FTE versus target .

Productivity goal- Too much overtime – decrease quality of work.

Monitor budget overtime / are they using overtime too much.

Effects quality of service -if working their folks too much.

Question 14

Sutter Health Overview

Answer 14

• Founded: 1921
• Headquarters: Sacramento, California
• Type: Non-profit healthcare organization -meaning it reinvest any profits into healthcare services.
• Service Area: Primarily Northern California, with operations in over 20 counties. Sutter Health serves more than 100 communities in Northern California.

Sutter Health includes a broad range of healthcare services, from major hospitals to primary care, outpatient clinics, and specialized services.

Question 15

President and CEO: Walter Thomas Since Nov 2022

Answer 15

Power of 1 sessions
Meeting with direct employees several times a year
Goal to touch the entire employee base
Reenergizing, reconnecting people in the organization
Talk about purpose and vision

Every single person, every single patient matters and makes a difference

Did not matter what your role was in the organization – everybody’s role is critically important for the organization to be effective.

Make people feel like they are part of something bigger.

Question 16

Sutter Health’s mission is to improve the well-being of the communities it serves by providing high-quality, accessible, and affordable healthcare.

Answer 16

Values include:

Excellence: Delivering high-quality care/exceeding customer expectations

Curiosity: Continuously learning and creating new ways to advance healthcare

Teamwork: Collaborating with humility to solve problem

Compassion: Showing empathy and understanding in every interaction

Inclusion: Respecting differences and similarities, and cultivating a sense of belonging

Integrity: Earning trust by doing the right thing and delivering on commitments

Question 17

Ambulatory care

Answer 17

Medical care that is provided to patients in an outpatient setting, without the need for a hospital admission or overnight stay

Question 18

Acute care

Answer 18

Patient receives active but short-term treatment for a severe injury or episode of illness, an urgent medical condition, or during recovery from surgery.

Question 19

My Role with Tim

Answer 19

Operations branch -Tim (6 directions under it) /Senior director Bruce Palzanor/ Overseen by a chief.

I am NOT a decider. Core is patient service (patients 1st)—support to that (ie IT). Supporting them -Sutter folks- so they can do their jobs.

Be an asset for Tim – making sure he gets what he needs. Learn and understand his job.

Keep him updated on pattern, series, anything that could have media attention. Make Recos for increased staffing, i.e. protests

Tim own corporate assets

Question 20

Evolv Advanced Security Detection

Answer 20

by March 1, 2027, not designed to look for metal objects, but to look for weapons

a requirement that a hospital implement a weapons detection screening policy

Use of weapons detection devices that automatically screen a person’s body at specific entrances of the hospital,

Hospital assign appropriate personnel who meet specified training standards,

Hospital have reasonable protocols for alternative search and screening for patients, family, or visitors who refuse to undergo weapons detection device screening,

protocols addressing how the hospital will respond if a dangerous weapon is detected

Question 21

Dotted lines relationships

Answer 21

DA, Fire, Council – operations/foundation managers/directors – and maybe acute facilities

Question 22

(GSOC) A Global Security Operations Center

Answer 22

Is a centralized command center that uses technology to monitor security, respond to incidents, and reduce risks.

Building a CAD center – dispatch facility –for the future?

Question 23

SKILLS AND KNOWLEDGE

Answer 23

In-depth knowledge of building security staffing models; developing post/patrol strategies; effectively applying security technologies; and coherently blending all program elements with tailored processes to effectively manage risk within a clinical environment.

Broad working knowledge of health care operations and their related security requirements including, but not limited to, hospitals, clinics, medical offices, and their protective services needs.

Extensive knowledge and understanding of current and emerging physical security trends, risks, threats, countermeasures,
vulnerabilities, and mitigations ranging across the spectrum from workplace violence to terrorism to loss prevention to behavioral challenges.

Solid expertise in formal/structured security risk assessment methodology, including the ability to mitigate risk by synchronizing the efforts and capabilities of people, process, and technology.

Working knowledge to establish and deliver on key performance indicators that ensure high availability and integrity of security devices and equipment that are integrated into an overarching/coherent security plan.

Written and verbal communication skills, including the ability to give presentations and translate complex concepts into business and clinician relatable language.

Ability to establish and maintain a high level of customer trust and confidence.

Demonstrated ability to work under stress in emergencies, and the flexibility to handle simultaneous high pressure demands.
Advanced level of competency in Microsoft Office Suite, as well as other relevant software for information management, research, and analysis.

Superior ability to interact with all stakeholders, build relationships at all levels across all business units and organizations, and understand business imperatives.

Demonstrated ability to balance strategic planning and tactical execution.