1
Strategic Plan
2023-2025
www.psa-gov.ie
2
Contents
Implementation and Reporting 16
Appendix 1 Sectors Licensed As At September 2022
18
Appendix 2 Statutory Provisions
19
Goals and Objectives
10
Goal 1
Regulating the
Private Security
Industry
11
Goal 2
Ensuring
compliance
by tackling
unlicensed
activity
12
Goal 3
Enhance the
provision of
security services
through the use
of standards and
qualications
13
Goal 4
Look at ways
our industry can
benet society
14
Goal 5
Deliver the
supports
necessary to
develop our sta
and enhance
our organisation
15
Foreword 03
The Authority 04
The Regulatory Environment
06
Our Mission and Values
09
3
The Board of the Private Security Authority are delighted
to present our Strategic Plan for the period 2023 to 2025.
The Plan sets out our objectives for the next three years
and focuses on the expansion of licensing, raising the
levels of standards and qualications, and improved
communications with our licence holders and the public.
Our priority is to protect consumers and the public by
strengthening the regulatory environment.
The regulation of the private security industry is an
important endeavour. Licensing has changed the face of
the Irish security industry, raising levels of professionalism,
tackling criminality and the black economy, and instilling
public condence in the provision of services by private
security providers. Regulation, like the security industry, is
ever evolving. We will continue to work with our industry
stakeholders to ensure that regulation together with the
standards and qualications we prescribe remain relevant
in this changing environment.
This is an ambitious Plan which will require the support of
the Minister for Justice and our industry stakeholders if we
are to see its successful implementation. We look forward
to working with the Minister, her Department and all those
with an interest in the regulation of the security industry
over the course of the Plan.
Finally, we would like to thank all those who contributed
in the preparation of this strategy. Their contributions
helped the Board to set the foundation on which to build
this Plan. We would also like to thank the sta of the
Authority for their support during the development of the
Plan. We look forward to working with all our stakeholders
and sta over the three years of the Plan.
Foreword
4
01 —
The Authority
5
Our role is to protect consumers and the public
by promoting a quality regulatory environment for
businesses and individuals working in the security
industry. We are an agency of the Department of Justice
established by the Private Security Services Act 2004.
The Act was amended in 2011 and 2021.
There are currently just under 42,000 employee and
contractor licences in circulation in the following sectors.
• Access Control Installation and Maintenance
• Cash-in-Transit
• CCTV Installation and Maintenance
• CCTV Monitoring
• Door Supervisor
• Event Security
• Intruder Alarm Installation and Maintenance
• Intruder Alarm Monitoring
• Locksmith
• Private Investigator
• Security Guard
During the course of this Strategic Plan regulation will
be extended to employees in the Electronic Security
1
,
Enforcement Guard, Event Security and Private
Investigator sectors and to contractors in the Enforcement
Guard, Security Consultant and Suppliers and Installers of
Safes sectors.
We are administered by a Board appointed by the Minister
for Justice. The current Board took oce in March 2022
and is responsible for the governance and strategic
direction of the Authority. This Strategic Plan sets out the
new Board’s goals and objectives for the next three years.
1
The Electronic Security sectors includes Access Control, Intruder Alarm, CCTV and Powered Gates installation and maintenance.
S T R AT E G I C P L A N 2 0 2 3 - 2 0 2 5
The Private Security
Authority (PSA) is
responsible for the
regulation of the
private security
industry in Ireland.
6
02—
The Regulatory
Environment
7
Like society and the broader economy, the security
industry has been impacted in ways that could not have
been foreseen at the end of 2019. Our research shows
that over 70% of security contractors saw their turnover
drop during 2020 and 2021
2
. There has been a recovery in
turnover in 2022 and we have seen an increased demand
for security services as economic activity grows.
This recovery and growth has led to labour pressures
across all sectors of the security industry and it has
become a topic in all meetings with industry stakeholders
sinc
e the start of the year. During the course of this
strategy, we have committed to looking at ways of
increasing female participation in the security industry as
well as looking to see if regulation hampers access to the
security industry by certain groups. We will also work with
our industry stakeholders to see if we can use regulation
to support career paths so as to encourage people to look
at the industry as a long term career.
Sector Individuals Contractors Turnover (€)
Cash In Transit 1,033 4 52,900,000
Door Supervisor (Event Security) N/A 35 1,104,000
Door Supervisor (Licensed Premises) 10,684 50 10,167,000
Electronic Security Sector
3
N/A 1,076 292,744,000
Locksmith N/A 222 20,658,000
Private Investigator N/A 101 8,184,000
Security Guard (Alarm Monitoring)
4
742 37 61,869,000
Security Guard (CCTV Monitoring) N/A 32 23,182,000
Security Guard (Event Security) N/A 47 3,053,000
Security Guard (Static) 26,576 184 445,989,000
Total 39,035 1,788
919,850,000
5
Licensing Statistics August 2022
2
PSA Research Report 2021 – The impact of Covid-19 on the sec
urity industry in Ireland.
3
The Electronic Security Sector currently includes licensing in the sub-sectors of Access Control, Intruder Alarm and CCTV bringing the number of sectors licensed to 12.
4
The gure for individuals includes Alarm Monitoring and CCTV Monitoring as one licence covers both categories.
5 Turnover is based on figures provided by contractors with their application and relates to thei
r previous accounting period.
S T R AT E G I C P L A N 2 0 2 3 - 2 0 2 5
The publication of
this Strategic Plan
takes place following
the unprecedented
events of the Covid-19
pandemic.
8
We currently regulate across 12 sectors of the security
industry and during the course of this plan, this will be
extended to 16. We anticipate that the number of licences
will increase from around 42,000 to in excess of 50,000.
The industry is not an homogenous one, with contractors
ranging from low-turnover sole traders operating in
their local community to large national and international
companies with multi-million Euros turnover. This diversity
presents many challenges for a regulator as each sector
is dierent in how it operates and within each sector
the scale of individual businesses can require dierent
approaches in the areas of licensing, compliance and
communications.
Most of the growth in licensing will be due to the extension
of employee licensing in sectors including electronic
security, enforcement guards and event security. In order
to provide for this increase, this strategy includes a broad
programme of development in training, qualications and
standards. Consultation with the security industry will
be critical in ensuring that these developments meet the
needs of security providers.
Our primary focus is the protection of the public and
consumers of security services. To achieve this we will
strengthen the regulatory environment by undertaking
a review of our standards to support crime prevention
and consumer protection. We will also increase our public
information oering using social media and targeting
information at consumers across all sectors of the industry.
We will continue to strive to work as eectively and
as eciently as possible by providing our sta with
the resources they require. Investment in new digital
processing systems are a priority in order to deal with the
growing licensing numbers, simplify customer interactions
and deliver a modern regulatory service.
9
Our Mission is to protect the
public by regulating the private security
industry through raising standards,
increasing awareness and enforcing
compliance.
Our Vision is one of enhanced
public condence and consumer protections
in a well regulated security industry.
Our Values
Partnership
Work with our industry partners to
support regulation.
Excellence
Excel in the provision of regulation and
business delivery.
Openness
Be fair, transparent and respectful.
Performance
Operate an eective and ecient service
with good governance.
Commitment
Deliver an environment in which our sta
can excel, our industry can prosper and
the public is safe.
Our Mission
and Values
S T R AT E G I C P L A N 2 0 2 3 -2 0 2 5
9
10
03—
Goals and
Objectives
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Goal 01
Regulating the Private
Security Industry
Resources
Objective
To achieve our
strategic goal we will
• Licence individuals working in
Event Security
• Licence individuals working as
Private Investigators
• Licence contractors and individuals
working as Enforcement Guards
• Licence contractors operating as
Security Consultants
• Licence contractors operating as
Suppliers and Installers of Safes
• Licence individuals working as
Locksmiths
• Licence individuals working in the
Electronic Security Sectors
• Licence contractors and individuals
working in the Powered Gates sector
• Extend the scope of Security Guard
licensing to include Dog Handlers.
Action
During the lifetime of
this plan we will
• Set a critical date for the licensing of
Event Security Personnel
• Set a critical date for the licensing of
Private Investigator
• Set a critical date for the licensing of
Enforcement Guards
• Set a critical date for the licensing of
Security Consultants
• Set a critical date for the licensing of
Suppliers and Installers of Safes
• Set a critical date for the licensing of
individuals working as Locksmiths
• Set the critical date for the licensing
of individuals working in the
Electronic Security Sectors
• Set the critical date for a Powered
Gates licence
• Set the critical date for the licensing
of Dog Handlers
Outcome
Success/Progress will
be achieved by
• Completing the licensing of Event
Security Personnel
• Completing the licensing of Private
Investigators
• Completing the licensing of
Enforcement Guards
• Completing the licensing of Security
Consultants
• Completing the licensing of Suppliers
and Installers of Safes
• Completing the licensing of
Locksmiths
• Completing the licensing of the
Electronic Security Sectors
• Issue new sector licence for Powered
Gates
• Completing the licensing of
Dog Handlers
WE WILL COMPLETE THE LICENSING OF SECTORS IN
ACCORDANCE WITH THE PRIVATE SECURITY SERVICES ACTS
The processing of licences is paper heavy and is dependent on old
technology that requires fre
quent staff inputs throughout the application
process. If our objective of delivering a new digital IT system (Goal 5) is
realised, the increased volume of decisions from Q3 2023 onwards will
nonetheless require a small number of additional staff. If the Goal 5 objective
cannot be realised, the requirement for additional staff will be higher.
12
Resources
Goal 02
Ensuring compliance by
tackling unlicensed activity
Objective
To achieve our
strategic goal we will
• Tackle unlicensed activity in
our industry
• Support compliant licence
holders by tackling abuses of
the licensing regulations
• Monitor the activities of licensed
security providers
• Develop our compliance and
inspection capabilities
Action
During the lifetime of
this plan we will
• Focus resources on dealing with
unlicensed activity
• Act against licence holders
who don’t meet our licensing
requirements
• Undertake inspections of licensed
contractors and security ocers
• Expand our range of internal and
outsourced inspection services
Outcome
Success/Progress will
be achieved by
• Prosecuting those providing
unlicensed security services and
their clients
• Revoking the licences of those
who fail to comply with licensing
regulations
• Conducting 900 licensed inspections
during the course of this plan
• Broadening the scope of our
enforcement activity
WE WILL ACT AGAINST THOSE WHO PROVIDE UNLICENSED SERVICES,
THEIR CLIENTS AND THOSE LICENCE HOLDERS WHO DO NOT
COMPLY WITH LICENSING REGULATIONS
Our compliance
resources have not kept pace with the growth of licensing
and this will need to be addressed as licensing expands further. Over the
course of the Plan we aim to increase the number of Regional Inspectors from
6 to 10 and expand the use of external providers to complement our
compliance activity.
Increasing the inspectorate will require an increase in administrative support
staff.
13
Resources
Goal 03
Enhance the provision of security
services through the use of
standards and qualications
Objective
To achieve our
strategic goal we will
• Develop standards and training for
the licensing of Enforcement Guards
• Develop a standard for the licensing
of Security Consultants
• Develop a standard for the
licensing of Supplier and Installer
of Safes Contractors
• Develop the training requirements
for Locksmiths
• Identify suitable training
requirements for the Electronic
Security Sectors
• Develop a standard to support the
licensing of Powered Gates contractors
• Develop a standard for the licensing
of Dog Handlers
• Monitor the provision of auditing
services provided for licensing
purposes
• Monitor the provision of training
services provided for licensing purposes
• Commence a review of standards
that are over 10 years old
Action
During the lifetime of
this plan we will
• Continue to facilitate the activities of
the working group on Enforcement
Guard Licensing
• Complete consultations on the
development of licensing requirements
• Establish a working group to identify the
licensing requirements for contractors
and individuals in the sector
• Consult with Locksmiths on the
training requirements for the sector
• Establish a working group to
evaluate the suitability of the
Electronic Security Apprenticeship
for licensing
• Introducing technical standards for
contractors in the Powered Gates sector
• Identity the requirements for the
licensing of Dog Handlers
• Strengthen the regime of monitoring
auditing services
• Strengthen the regime of monitoring
training providers
• Ensure that standards remain relevant
Outcome
Success/Progress will
be achieved by
• Publish a standard and training
requirements for the licensing of
Enforcement Guards
• Publish a standard for the licensing
of Security Consultants
• Publish a standard for the licensing
of Suppliers and Installers of Safes
• Publish the training requirements for
Locksmiths
• Publish the training requirements for
the Electronic Security Sectors
• Publish a technical standards for
contractors in the Powered Gates
sector
• Publish a standard for the licensing
of Dog Handlers
• The provision of a strong oversight
system for PSA standards
• The provision of a strong oversight
system for PSA training
• Publish new standards where they
are deemed necessary
WE WILL WORK WITH STAKEHOLDERS TO RAISE THE LEVELS
OF PROFESSIONALISM ACROSS THE INDUSTRY
The developme
nt of training and standards is complex and time/resource
intensive. In order to complete our programme of publishing new and
reviewing existing standards we will have to outsource some of this work. An
additional Executive Officer is required to manage the planned work
schedule. The procurement of outsourced services will require additional
internal supports.
With the increasing use of technology across all areas of the security industry
the Authority will need to recruit a technical expert to assist us in the areas of
standards and training.
14
Resources
Goal 04
Look at ways our industry
can benet society
Objective
To achieve our
strategic goal we will
• Strengthen our relationship with our
licence holders
• Work with our industry to look
at ways of supporting female
participation in the security sector
• Consider the qualications and
supports needed to support career
paths for those seeking a career in
the security industry
• Promote respect, diversity and
inclusion in the security industry
• Develop our social media channels
• Protect the interests of the
consumer and the public
• Evaluate the public perception of our
industry and regulation
Action
During the lifetime of
this plan we will
• Establish Consultative Forums for
licence holders
• Establish a cross industry forum to
identify ways of supporting increased
female participation
• Work with industry stakeholders to
look at the opportunities for career
progression
• Undertake research to identify the
barriers to working in the security
industry
• Enhance our online presence to
include twitter and other social media
platforms
• Target information at consumers and
the public
• Undertake regular independent
surveys of the public, consumers and
the security industry
Outcome
Success/Progress will
be achieved by
• Improved engagement with our
licence holders
• Publish the forum’s
recommendations on female
participation in the security industry
• Develop a regulatory environment to
support career progression
• Publish a research report on the
impact of diversity and inclusion in
the security industry
• Engaging with our industry and
public on social media
• Increased consumer/public
awareness of our industry
• Report on the ndings of the public
survey
USE REGULATION TO BENEFIT CONSUMERS, THE PUBLIC
AND THOSE PROVIDING SECURITY SERVICES
To deliver the commitments set out above we will need to appoint a
communications officer to lead engagement with our stakeho
lders
and to manage our social media and public relations.
15
Resources
Goal 05
Deliver the supports necessary
to develop our sta and
enhance our organisation
Objective
To achieve our
strategic goal we will
• Provide our sta with the skills and
resources necessary to be eective
• Strive to ensure that our
organisation meets the expectations
of our stakeholders and sta
• Deliver a new digital system to provide
our services in an ecient manner
Action
During the lifetime of
this plan we will
• Invest in training for our sta and in
resources to support their roles
• Engage with our stakeholders
and sta to understand their
expectations of us
• Migrate our databases on to a new
digital platform
Outcome
Success/Progress will
be achieved by
• Having a competent sta who have
the resources necessary for the
ecient undertaking of their role
• Our sta being proud to be part
of our organisation and our
stakeholders recognising us as a
progressive regulator
• Enhancing the delivery of services
to our industry
WORK WITH OUR STAFF TO BE A MODEL REGULATOR
Our 2021 business review highlighted the
negative impact of our
current IT system on service delivery. The delivery of a new digital IT
system is the most important objective of this strategy. Without it, we
will struggle to advance our licensing mandate. The strategy aims to
deliver a new fit for purpose system during 2023.
16
04—
Implementation
and Reporting
17
Key to the success of the strategy will be the availability
of resources to deliver on the commitments therein.
Resources are also vital to our aim of offering a
professional, modern service to our licence holders and
the public. Investment in digital technologies to replace
our outmoded IT systems is a must if regulation is to
expand to meet all of our statutory obligations. In the
absence of a new IT infrastructure we anticipate that
we will need to grow our staff by 10 over the course of
the plan. We will be seeking the support of the
Department of Justice to deliver these new technologies
during the early stages of this plan.
The cooperation of the security industry in achieving
the objectives in the strategy is paramount to us and
we are committed to working with the industry in a
collaborative approach for our mutual benefit. We plan
to expand engagement with our licence holders through
the establishment of a number of forums across the
different sectors we regulate.
The Authority’s senior management team will be
responsible for translating the strategy into annual
business plans with performance targets. The annual
plans will be published and industry stakeholders will
have an opportunity to advise on the external impact of
measures taken to implement the strategy.
We will report on our performance in implementing this
strategy in an open, transparent and public manner.
Reporting will be undertaken through a number of
channels:
• The Chief Executive and senior management team will
report to the Board at each Board meeting.
• The Minister for Justice and her Department will be kept
informed of progress through the annual Performance
Delivery Agreement, at governance meetings and in our
Annual Reports.
• The security industry and the public will receive regular
reports through our social media, e-zine, consultative
forums and in our Annual Reports.
Constant review and monitoring of the strategy will be of
critical importance and where necessary we will take
correct
ive action to ensure delivery of our objectives. It is
also important that the strategy remains relevant and some
of objectives may change in light of circumstance not
currently foreseen.
We will work in
partnership with
the Minister and her
Department, our
industry stakeholders
and other interested
parties to ensure
the successful
implementation of
this strategy.
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Appendix 01
Sectors Licensed as
at September 2022
Sector Contractor Employee
Cash in Transit Yes Yes
Door Supervisor (Licensed Premises) Yes Yes
Event Security Yes No
Electronic Security Sectors (Installers of Access Control) Yes No
Electronic Security Sectors (Installers of CCTV) Yes No
Electronic Security Sectors (Installers of Intruder Alarm) Yes No
Enforcement Guard No No
Locksmith Yes No
Private Investigator Yes No
Security Consultants No No
Security Guard (Alarm and CCTV Monitoring) Yes Yes
Security Guard (Static Guarding) Yes Yes
Suppliers and Installers of Safes No No
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Appendix 02
Statutory Provisions
Section 9 of the Private Security
Services Act 2004 provides for the
provision of a Strategic Plan.
Section 9. (1) The Authority shall, as soon as
practicable after it is established and thereafter
within 6 months before each third anniversary of its
establishment, prepare and submit to the Minister, for
approval by the Minister with or without amendment,
a strategic plan for the ensuing 3-year period.
(2) A strategic plan shall—
(a) set out the key objectives, outputs and
related strategies of the Authority, including
its use of resources,
(b) comply with any directions issued from time to time by
the Minister in relation to the form and manner of the
plan’s preparation, and
(c) have regard to the need to ensure the most benecial
and ecient use of the Authority’s resources.
(3) The Minister shall, as soon as practicable after a
strategic plan has been so approved, cause a copy of it
to be laid before each House of the Oireachtas.
Section 8 of the Private Security
Services Act 2004 provides for the
functions of the Authority.
Section 8.—(1) The Authority shall, subject to this Act,
control and supervise persons providing security
services and maintain and improve standards in the
provision by them of those services.
(2) Without prejudice to the generality of subsection (1), the
Authority may, and where required by this Act shall—
(a) grant and renew licences,
(b) issue identity cards to licensees,
(c) where appropriate, suspend or revoke licences,
(d) establish and maintain a register of licensees,
(e) specify standards to be observed in the provision of
security services by licensees or particular categories
of licensees,
(f) specify qualications or any other requirements (including
requirements as to training) for the grant of licences,
(g) undertake or commission, or collaborate or assist in,
research projects and activities relating to the provision
of security services, including the compilation of
statistical information and other records necessary
for the proper planning, development and provision of
those services,
(h) investigate any security services being provided by
any person,
(i) establish and administer a system of investigation and
adjudication of complaints against licensees,
(j) monitor the provision of private security services generally,
(k) liaise with licensees with a view to keeping itself
informed of any matters requiring its attention,
(l) advise the Minister on any matter relating to its functions,
(m) keep the Minister informed of developments in relation
to the provision of security services by licensees or
particular categories of licensees and assist him or her
in coordinating and developing policy in that regard.
20
(3) The Minister may, with the consent of the Minister for
Finance, by order—
(a) confer on the Authority such additional functions
relating to security services and connected with the
functions conferred on it by subsections (1) and (2)
or any order under this subsection as the Minister
considers appropriate, and
(b) make such provision as the Minister considers necessary
or expedient in relation to matters ancillary to or arising
out of any of the functions mentioned in paragraph (a).
(4) The Minister may by order amend or revoke an order
under this section, including an order under this
subsection.
(5) Any function of the Authority may, without prejudice to
its general responsibilities under this Act, be performed
through or by its Chief Executive or any other member
of its sta duly authorised in that behalf.
(6) The Authority may, subject to this Act, do anything
which it considers necessary or expedient for
enabling it to perform its functions.
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The Privat
e
Security Authority
Davis Street
Tipperary Town
Co. Tipperary
E34 PY91
T: 062-32600
E: info@psa-gov.ie
