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Casino Surveillance News
Publications: (by category) Managing a Surveillance Department
Other Links:
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It happens often that a casino is incompletely protected, despite apparently complete internal controls. Often a change in management shows up holes in protection, leaving casino assets exposed to unnecessary loss. Sometimes staff are simply untrained. Sometimes they are crooked. It's all a matter of Camouflaged Holes.
It is usually not apparent to the people on-scene that problems exist. They have often been living and working with the situation for years, and occasionally have even been trained to believe that no problems exist.
Casino procedures and internal controls can be inadequate. Personnel may simply not know what to look for.
The bottom line is, any casino that is not making money as it should has serious problems, and needs to be examined by someone with experience and an outside viewpoint.
Gary L. Powell and Jim Goding are world leaders in casino security/surveillance training and management. We are offering comprehensive training for surveillance, table games, security, and slot operations on how to:
Training seminars are catered to each casino’s individual needs. These sessions have been presented to casinos around the world to help improve worker performance and accountability while increasing profitability. Gary Powell is a senior trainer with over 30 years of investigative and casino gaming experience . Jim Goding has been working in the Casino Surveillance field for over a decade. Contact us: jimgoding@casinosurveillancenews.com or Gary Powell at
The first step, uncovering holes, requires an on-site observation, which can take from two to four days, depending upon the size of your casino.
I.
Evaluation of casino internal controls and procedures for compliance
with state law (or NIGC regulations and tribal/state compacts), and for
effectiveness in preventing loss due to cheating, theft and embezzlement.
A.
Pit (fill and credit, markers, drops, counts, comps, dealing and
supervisory procedures)
B.
Slots and slot change areas (fill and jackpot, drops, count and
shift-change, change-booth and rover procedures, general security of slots
areas) C. Cage (count, credit and fill, marker and other customer credit procedure, security of vault and other storage) D. Keno and Bingo, if any E. Sports and race book, if any
F.
Drop and count room procedures
II.
Evaluation of current compliance with existing procedures, including
internal controls. III. Evaluation of knowledge level of Supervisory staff (effectiveness in prevention of theft or other losses of revenue) A. Surveillance Supervisors B. Slots supervisors C. Cage supervisors D. Security
E.
Pit Supervisors and floor people
IV.
Evaluation of camera/recorder coverage for compliance with state laws, or
NIGC standards or tribal/state compacts, and levels of effectiveness by industry
standards, and for effectiveness in prevention and detection of
losses.
A.
Knowledge level of Surveillance staff from top to bottom
1.
Slots (cheats, theft, embezzlement, scam detection, etc.)
2.
Table games (procedure knowledge, games knowledge, cheats, theft, scams
including marker scams, advantage play, etc.)
3.
Patron security (accident prevention, guarding of casino assets and
liabilities in case
of actual or phony accidents, prevention of theft from patrons and other scams,
etc.)
4.
Cage, count rooms and other areas, procedures and prevention of loss
5.
Evidence gathering and protection, formulation of reports, etc.
B.
Communication lines from Surveillance to Casino Management and/or Tribal authorities
C.
Effectiveness of observation and recording methods in Surveillance room
D.
Surveillance Room policy and procedures, including reporting procedure
and routing At the conclusion of observation (following enough time to gather and summarize the information, generally one full day), a verbal report is made to the Casino management or Tribal Gaming Regulation authorities.
This is followed by a written, detailed report with recommendations for areas which fall below the effectiveness level of industry standards, including proposals for revisions of procedures and internal controls (where needed and desired), recommendations for training of the various staff concerned, proposed additions to Surveillance coverage where needed, recommendations for saving money without damaging current capabilities.
The second step consists of filling in any holes exposed. At the request of casino executives or Tribal Gaming Regulation authorities, over whatever period of time is required (from a few days in some cases to a few weeks), we then come in and implement the recommendations, as desired by casino executives or tribal authorities.
We will train the staff or supervisors in the various departments, write new policies, procedures and amendments to internal controls where needed and wanted, for approval by executives, aid the Surveillance Director in improving the department’s equipment and help find less expensive and more effective ways to work.
Our specialties lie in the evaluation of existing controls and surveillance, writing of new policies and procedures where needed, and the training of staff.
With these tools, working together, we can fill in those camouflaged holes.
At your request, I will supply you with a resume detailing my training and experience, and provide both professional and personal references. Contact us: jimgoding@casinosurveillancenews.com or Gary Powell at or write: Jim
Goding 3044 Capistrano Court Las Vegas, NV 89121 (702) 622-7915 mobile New Number (lf no answer please leave detailed voicemail message. I am often out of calling areas.)
or direct e-mail:
consultant@casinosurveillancenews.com
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