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The rise of specialist surveillance

CCTV seems to be going through a re-evaluation in South Africa, with a critical look at what value is being delivered by systems and the people who staff them.

The typical CCTV model to date has centred around operators monitoring a number of cameras, usually on a monitor wall, and trying to pick up incidents or events. In some cases, the position is seen to be equivalent to security guarding.

The nature of CCTV is such that unless proper camera management around risk is in place, the ratio of cameras to operators is always going to have limits – there are simply too many cameras for the available operators. There is an added dilution of the CCTV role by integrating access control, alarms and various other security functions into the control room.

It is not to say that this kind of surveillance does not work. With prioritisation of cameras, early recognition of indicators, efficient video analytics and excellent personnel, operations do pick up incidents on a regular basis. However, if we look at what we get out of systems, one has the feeling that it is possible to get more return on CCTV system investment through greater detection rates.

A number of clients who I work with are starting to look at more specialist surveillance functions as a way of getting more out of their systems. These can take on different approaches, but all have a common focus on getting high calibre people to look selectively at video footage. This may be seen as a kind of second or third tier function, but often goes well beyond this kind of usual classification.

In most cases this specialised surveillance is centralised, off site, and has only a few selective personnel. The emphasis is on high-risk areas, events or people and the point of the surveillance is to have a highly focused observation around key concerns.

Strategies vary between live surveillance, video review, or a combination of these. Some of the observation is event driven (a high risk event occurring on site), others are intelligence driven based on information on losses or information on targets, in some cases investigations are prioritising real-time targets, and others are purely audit driven to ensure integrity of systems. A benefit is that if something is seen, it can be fully focused on and examined at will, unlike operational personnel who have to be continually moving on. The production of systematically obtained quality CCTV evidence is therefore also a product of this type of operation.

There is no simple formula for the kinds of surveillance personnel in these operations. They are obtained from a wide range of positions. In one instance they are drawn from management personnel, others require production experience, some are drawn from intelligence or investigator positions, and others are highly capable surveillance personnel who are simply very good at their job. There are a few success criteria that could be identified:

* People need to feel special. Salaries are usually higher for such personnel, but recognition is also high.

* Observation and visual analysis skills – it does not matter how much they know, can they look at the right things and see what is in the picture.

* Integrity. These people are the final defence and you do not want them compromised.

* The ability to use and potentially interrogate systems to get relevant information. This implies a high level of computer skills.

* They must feel the need to catch people. This is probably one of the key criteria in effective CCTV performance.

* Self motivated, slightly introverted, and able to think things through in depth and look at different strategies.

* Trained in surveillance and body language to identify subtle indicators.

* Situational awareness and knowing about what they are looking at.

* Performance driven – they need to feel the need to produce results in the form of detection.

* Patient, persevering, self controlled and emotionally stable, practical.

* They should be self-disciplined, with a strong sense of responsibility, and independent thinkers – uniforms are not necessarily relevant in this kind of context.

* They have an investigations philosophy – not just monitoring, but actively looking for something – not taking things for granted.

These are all criteria that you would want to have in a CCTV operator in any operation. However, the rise of specialist operators calls for even more of a need to have these qualities. New designations may emerge such as surveillance analysts or surveillance investigators, but these kinds of positions give an indication that people are expecting more from CCTV, that career options are extending for all personnel, and that the CCTV surveillance function is getting even more professional. I think it is also going to lead to greater detection success and an improved belief by management in the usefulness of CCTV.

Dr Craig Donald is a human factors specialist in security and CCTV. He is a director of Leaderware which provides instruments for the selection of CCTV operators, X-ray screeners and other security personnel in major operations around the world. He also runs CCTV Surveillance Skills and Body Language, and Advanced Surveillance Body Language courses for CCTV operators, supervisors and managers internationally, and consults on CCTV management. He can be contacted on +27 (0)11 787 7811 or craig.donald@leaderware.com

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