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Casino Surveillance News
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Teamwork Part IV Surveillance as an Income-Producing Department By Jim Goding
In budget meetings and fighting for upgrade funding, even in getting the funds together to meet minimum legal requirements, corporate political infighting will often produce the statement that “Surveillance does not produce income.” Needless to say, this statement is false. However, it is not often obvious to people outside this field exactly how Surveillance produces its income for the organization. The answer, of course, is through teamwork with other departmental managers. The income produced by a properly equipped and trained Surveillance department shows up as increased income in the Pit, Slots, Retail, Food and Beverage, and in massive savings on legal fees and settlement costs, including fines from regulatory agencies. This only works well if teamwork is active, however. Often, the best way to get other managers to work with Surveillance information is to show how their income could be increased. Once this starts working, it even sometimes happens that the budget infighting cuts down over Surveillance costs. (It will never, of course, go away entirely.) Let’s take a look at a few examples; we will look at three examples from the most visible departments. These can also be used as typical examples for other areas, especially the internal theft threats. Monetary damages alone from these can be extrapolated. Slots: A slots cheat (external theft); a crooked floorperson (internal theft); and a crooked change booth cashier (internal theft). Pit: A cheating dealer (internal theft); an advantage player (external threat); and procedural errors by dealers (customer service). Security: A safety violation (potential lawsuit); a distract-and-grab team (threat to customers); and an under-trained Security Officer (potential lawsuits).
This entire 6- page article is now available for sale, along with the other three parts of the series, or as part of the Casino Surveillance Operations Manual. Topics included in the rest of this article include nine examples of how Surveillance produces income in the casino, as a part of an integrated management team. Please see the Publications Order Form for information on how to order publications
Copyright
© 2003 by Jim Goding. All rights reserved. Duplication in any form,
electronic or otherwise, without the express written permission of the author is
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