The Evolving Contingency Contracting Market PKSOI Papers | Page 27

security services. These large firms, who support the
USG and other customers, are also inherently prime
contractors partnered with multiple sub-contractors
to fulfill broad contractual requirements.
“From the most serious insider threats resulting
in disruption of services, damage to facilities, attacks
on staff or the ever-present issues of corruption and
theft, the risks are variable, nearly unidentifiable and
even more difficult to overcome.”36 GardaWorld has
come up with a comprehensive list of 26 “Key Recommendations” to alleviate the most common obstacles
to achieving success and transparency in high-risk security service procurements. These key recommendations include: 37
1. Build a wide network of recruiters. Do not become
too reliant on one group or person.
2. Understand the tribal, family and religious dynamics of a region are often more important than experience. Focus on employing equitably the tribal
structures in a region.
3. Understand and work with existing institutions.
This requires buy-in from local power brokers.
4. Hire very locally, especially in rural areas. Create
goodwill by hiring staff from families in very
close proximity to your operations, or who are
affected in by the installation and stability operations projects.
5. Use your security provider to insulate yourselves
as much as possible from day-to-day personnel
management. Recognize that allowing your
sub-contractor to handle the daily operations
on-the-ground since they have the best understanding of the challenges, is the best policy.
Micromanagement will likely lead