Appendix 1

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CCTV Development Plan

(Third Draft)

March 2009

Appendix 1

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Contents

Page No.

Section 1 – Introduction

v Purpose of the Plan

v Background to Public Space CCTV in the UK

v Development of More Flexible CCTV Technology

3

Section 2 – Use of CCTV in Lambeth

v Current Systems

v Aims and Objectives for the Future

4

4

6

Section 3 – Priorities for 2009/10

v Priority 1 – Integrate CCTV Development and Commissioning into Community Safety/Public Protection

v Priority 2 – CCTV to Support Neighbourhood Problem Solving

v Priority 3 – CCTV Needs Assessment

v Priority 4 – Accountability and Governance

v Priority 5 – Standardisation of Performance Measures

7

7

9

11

13

17

Section 4 – Funding Arrangements

18

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1. INTRODUCTION

1.1. Purpose of the Plan - to provide a viable way forward that supports the achievement of the Safer

Lambeth Partnership’s strategic priorities. This includes:

• Production of a needs analysis for CCTV based on the findings of the Safer Lambeth Strategic Assessment and CCTV’s capacity to deliver measureable results

• Setting out a proper Council-wide approach to funding CCTV based on the needs analysis, that is sustainable

• Securing funding and purchase of re-deployable CCTV for specific intelligence-led surveillance

• Determining where key responsibilities for CCTV sit within the Council

• A way forward to commission and introduce a contract management process for housing to support the Council’s strategic CCTV aims and drive out inefficiencies

• Establishing a proper bidding and compliance system for any new CCTV cameras and systems

• Standardising performance measures and impact assessment methods across all Council-owned CCTV

• Developing closer collaboration with the Police and outside agencies including TfL for the

effective use of CCTV to achieve the key aims of the Safer Lambeth Partnership (SLP) 1.2. The plan clarifies the future role of CCTV, its governance and accountabilities; introducing clear

commissioning for the development of the network and the deployment of cameras. 1.3. Background to Public Space CCTV in the UK - its effectiveness and limitations

• Over the past 15 years CCTV has been installed in most towns and cities of the UK. Its function is

to deter offending, bring offenders to justice and to provide reassurance to communities by reducing the fear of crime. A comprehensive nationwide survey of public attitudes towards CCTV and evaluation of 14 separate public space CCTV systems1 as a crime reduction tool commissioned by the Home Office produced mixed results.

• It is costly to install, between 1998 and 2002 in Lambeth, £5,146,0002 and costly to operate, in

the current year £859,000. Its economic viability compared to other community safety/crime reduction solutions is questionable without clear evidence of success.

1 Assessing the Impact of CCTV (Home Office Research Study 292) Martin Gill and Angela Spriggs 2005

2 LBL Council minutes 17.04.02. Figures relate to Town Centre CCTV and do not include expenditure on Parking or estate-based CCTV.

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• Generally its efficiency can be mixed, relying particularly on close relationships with police and other partners to produce results. Given the extent of CCTV throughout the country it must be assumed that it is effective given its continued proliferation and lack of public concern over issues of invasion of privacy.

• Public attitudes to CCTV are in the main supportive, although there are many myths surrounding

CCTV and its capacity to reduce crime. However, in many instances it is regarded as the only solution; public perception to varying degrees see CCTV as a panacea above other more cost effective solutions

• Its effectiveness as a crime reduction tool is hard to prove – national research is inconclusive.

Those systems that have produced results are those which are managed with clarity and purpose.” The use of CCTV needs to be supported by a development plan outlining the objectives of the system and how these will be fulfilled. This needs to take account of local crime problems and prevention measures already in place.”3

• Public pressures for CCTV remain high. The challenge is to develop a solution that is seen to

respond to public request for support when needed, assists in gathering evidence to assess the scale and nature of problems and develop solutions in particular areas.

1.4. The Development of More Flexible CCTV Technology There are currently four principal types of public space CCTV:

• Real time fixed cameras • Real time fixed, pan, tilt and zoom (PTZ) cameras connected to a central control room • Mobile CCTV – vehicle mounted cameras and control room • Re-deployable cameras, a flexible solution that can be moved according to the concentration of

crime and anti-social behaviour problems.

2. CCTV IN LAMBETH CURRENT COUNCIL USE 2.1. CCTV is operated by a number of agencies across the borough including the Council that has:

• Over 130 Town Centre cameras (Real time, PTZ) cameras • 34 Parking cameras • 54 sites for redeployable CCTV (locations where redeployable cameras can be located not where

they exist at present) • Housing – estates, hostels, Vassall • Council buildings - libraries, leisure centres, reception areas

2.2. Other agencies with CCTV capacity include:

3 Assessing the Impact of CCTV (Home Office Research Study 292) Martin Gill and Angela Spriggs 2005

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• Police • Transport for London • Network Rail, Retail stores, Registered Social Landlords (RSLs), TMOs, South Bank Enterprise

Group (SBEG) and private operators 2.3. Current council owned systems in Lambeth are fragmented and uncoordinated. Appendix 1 sets out

the current organisation structure and accountability to the SLP. The bulk of the council’s CCTV systems are operated by Housing, Regeneration and Environment (HRE) and Lambeth Living.

2.4. HRE Housing CCTV - The position in respect of Housing CCTV is being clarified in terms of:

• Completing an audit of cameras owned by Housing – what is where and its state of repair • Clarity of roles and relationship re CCTV between Lambeth Living/ Lambeth Housing/Public

Realm • Contractual arrangements • Nature of provision • Recording/ monitoring methods • Central equipment register or mapping • A co-ordinated forward plan for repair, maintenance and replacement • Resource provision within Housing Revenue Account (HRA) • Revenue stream from charges to residents • Door entry systems • Vassall (ex VARG) system

2.5. The Vassall System - originally owned by Vassall Area Regeneration Group (VARG) has now

transferred to Lambeth bringing with it a legacy of problems and remedial costs:

• Myatts Field North cameras out of action for over two years • Ring fenced component of HRA • Refund of charges to residents • Church Manor residents pay charges direct to Riverhaven – possible recoup of revenue of at

least £27k per year Action has progressed to rectify some of these issues:

• Vassall CCTV has now been added to Lambeth’s repairs and maintenance contract • A digital recording system should be installed by April/May 2009 that will restore the operation of

this local network.

2.6. Parking CCTV - HRE manage the 34 parking cameras and operate two mobile CCTV cars for enforcement purposes.

2.7. Town Centre CCTV - HRE operates the current town centre system and is the heart of the current CCTV network in Lambeth. It has existing management systems and an associated budget, and represents the core for the future reorganisation of CCTV operations.

• Dedicated control room – the foundation for a public protection centre • Cameras mapped and numbered – clear management and performance information

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• Forward plan for repair and maintenance • Revenue budget - revenue • Monitoring and maintenance contracts in place • Performance information collated • Protocols in place • Clear accountability • Revenue stream from monitoring partner CCTV

2.8. However the network is vulnerable to lack of clear direction and is dependent on uncertain revenue

streams that require consolidation to: • Establish a viable and sustainable CCTV infrastructure that is fit for purpose and can be

commissioned to meet priorities of and emerging problems identified by the Safer Lambeth Partnership

• Introduce greater financial stability • Strengthen the current General Fund which at present only covers running costs with no capacity

for expansion. • Overcome reliance on revenue from Housing, Vassall and Metropolitan Housing Trust

2.9. Over the past year Public Realm managers have worked more closely with Adult and Community

Services (ACS) Community Safety officers. In 2008/09 the foundation elements of a Partnership Information/Intelligence Unit (PIU) were established, integrating strategic and tactical analysis capacity to inform strategic direction of the SLP and the tactical action in specific areas. The formation of the SLP Tasking and Coordination Group (P-TAC), a multi-agency/service group of operational managers that meets fortnightly to agree cross service action to address emerging high risk have progressed. Public Realm is represented on the P-TAC.

2.10. Building on the Potential of the Current system CCTV now needs to be further consolidated

into the work of the SLP as a part of the PIU; gathering evidence to support local problem solving; ensuring its development and deployment is informed by analysis of intelligence and patterns of local crime and ASB; optimising use and maximising effectiveness.

AIMS AND OBJECTIVES FOR THE FUTURE

2.11. Aim- to consolidate the role of CCTV and integrate it as an effective and responsive tool within

the broader range of community safety/public protection activity across the Borough. There are five key objectives:

2.12. Objectives

• Resource and pilot a flexible CCTV solution that gathers intelligence to inform neighbourhood crime and ASB problem solving, a solution that provides the opportunity to engage and support local people; managing public expectations while a more comprehensive needs analysis is undertaken and way forward for CCTV is developed. The pilot will inform the potential effectiveness of the redeployable solutions and the costs for future expansion.

• Identify the current issues regarding CCTV networks on housing estates and develop a costed

action plan that addresses the current challenges and identifies options to integrate council operated systems to overcome the fragmented and disparate characteristics of current networks.

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• Undertake a CCTV needs analysis based upon the findings of the Safer Lambeth Strategic

Assessment relating to the selection and use of technology, commissioning or decommissioning according to frequency and pattern of crime and ASB and the geographical concentration of vulnerable people and property.

• Prepare a development plan to create a sustainable business model for future CCTV provision in the borough that provides a robust framework for the modernisation of council-owned CCTV and needs-based action. This will set out a way forward that enables integration across the three, currently separate, CCTV systems managed by the Council (Town Centre, estate-based Housing and Parking CCTV); phasing implementation according to need, available resources and other options and priorities.

• Introduce a new standardised approach to managing quality and performance of CCTV systems that demonstrates cost effectiveness and guides future investment.

3. PRIORITIES for 2009/10

3.1. PRIORITY 1 – INTEGRATE CCTV DEVELOPMENT AND COMMISSIONING INTO COMMUNITY SAFETY/PUBLIC PROTECTION SERVICES INTEGRATION INTO SAFER LAMBETH

3.2. Over the past year the Safer Lambeth Partnership (SLP) has reviewed its Governance, clarifying the roles and responsibilities of individual partner agencies, adapting working practices to meet the six Home Office Hallmarks of effective partnership working. This has involved adopting the National (Policing) Intelligence Model (NIM); an evidence led problem solving approach.

3.3. Activities are driven by the annual Safer Lambeth (SL) Strategic Assessment which informs the

prioritisation of action. Critical to this process is the sharing of information across partner agencies and services; evidence gathering to widen understanding of local issues and the development of solutions to overcome them. The SLP is developing a Partnership Information/Intelligence Unit (PIU) which aims through statutory Designated Liaison Officers within partner services across the Borough to improve information/intelligence sharing and access to service data.

3.4. Within this context CCTV has the potential to be developed and more closely linked to partner systems; becoming more mutually supportive and strengthening public protection capacity through greater collaboration and cooperation.

3.5. The SL Strategic Assessment identifies the concentrations of crime and anti-social behaviour (ASB)

highlighting that the bulk of offending takes place in the five town centres of the Borough and has the potential to direct the strategic commissioning and deployment of CCTV boroughwide. The town centres are protected by the existing Public Realm fixed camera networks.

3.6. With due regard for the existing CCTV in housing areas there remain limitations surrounding the

tackling of more dispersed and moving problems, low level crime and anti-social behaviour (ASB) occurring on residential estates and the ability to support local people seeking help to solve particular ASB concerns emerging in their neighbourhoods. Redeployable CCTV and mobile vehicle based solutions have the potential to meet this need.

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COMMISSIONING

3.7. A major factor in building trust and confidence in the community is response. The key challenge is to introduce a CCTV commissioning model that is simple and clearly understandable that manages public expectations.

3.8. There are two distinct levels of CCTV commissioning, first the installation of new fixed cameras where

there are ongoing high levels of crime and ASB identified through strategic crime pattern analysis, and where camera installation would integrate into and complement existing Town Centre systems Secondly support to overcome short term moving problems in specific neighbourhoods that raise and drive public concern in local communities. Robust and clear criteria for commissioning and deployment that are evidence-led and set thresholds for deployment are needed for both levels. The development of criteria for strategic fixed camera deployment will follow the formal needs analysis set out in Priority 3 below.

3.9. A pilot project using redeployable cameras to support neighbourhood problem solving is set out in

Priority 2 below. This proposes a Neighbourhood CCTV Commissioning Model at Chart 1 to support the pilot project.

EXTENDING INTER-AGENCY COLLABORATION

3.10. The council is not the only CCTV operator in the borough. As part of this plan it is intended to

explore the opportunities and feasibilities for extending inter-agency collaboration to link CCTV networks, sharing images between sectors to consolidate the protection of people and property. The challenge is to identify the key operators and develop a mechanism to build closer links between them.

3.11. The SLP has a statutory duty to appoint Designated Liaison Officers in the six statutory partners

of the partnership. Their role is to act as coordinators/facilitators of information sharing across the SLP. The confirmation of these officers will be part of the next phase of developing the PIU. Over time there are a number of cooperating bodies who also play a part in the activities of the SLP. Several of these organisations operate CCTV therefore to avoid duplication and build common purpose it is proposed that the extension of inter-agency collaboration in respect of CCTV be pursued through the communication networks being developed as part of the PIU.

3.12. The aim of the approach is to integrate CCTV as an evidence and information source into the

broader realignment initiatives being pursued within the SLP to make it more effective and responsive. Bringing together all key stakeholders to strengthen and develop interfaces with other organisations; pursuing options to improve security/public protection.

3.13. Commitments to Action 2009/10

3 months

• Agree CCTV project development arrangements, with confirmation of resource arrangements for taking the plan forward

• Agree management arrangements

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• Identify statutory SLP statutory partners and cooperating bodies operating CCTV in the borough

9 months

• Identify the initial potential, including associated issues and implications, for linking/sharing

CCTV images across partnership networks

12 months

• Where cross system linkages are possible, agree protocol in principle for access to cameras and sharing images

3.14. PRIORITY 2 – CCTV TO SUPPORT NEIGHBOURHOOD PROBLEM SOLVING

3.15. CCTV may be widely seen as a panacea solution but experience nationally highlights that it can only be effective when used in association with or supporting other interventions.

3.16. In Lambeth the number of requests for CCTV to support local crime and ASB problem solving

received from local people, ward councillors and SNPs is increasing. There have been recent examples where campaigns have been made for fixed CCTV where cost effectiveness is questionable and it is fundamental to see CCTV as part of a broader toolkit of response measures.

3.17. A more flexible, cost effective CCTV resource is needed to assist in overcoming local concerns

and problems that is clearly linked to the prevalence of crime and ASB, and deployment based on evidence through the analysis of ward/neighbourhood intelligence.

3.18. As a pilot project to meet this need two redeployable CCTV cameras will be available for use by

June 2009 to explore the merits of this type of solution of using CCTV as a tool to clarify the scale and nature of local problems, identify those vulnerable to offending behaviour and informing the development of diversionary and enforcement solutions to resolve local concerns and extend community reassurance. The challenge is to introduce a fair and robust commissioning model for CCTV.

3.19. Chart 1 sets out a commissioning model to support the use of deployable CCTV in

neighbourhoods that begins with the receipt of reports through Safer Neighbourhood Panels, ASB Hotline, Safer Neighbourhoods Teams and other sources.

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Chart 1Proposed Neighbourhood CCTV Commissioning Model

PIU Desktop

assessment of statistical evidence

Preliminary Field assessment of

problem SNT / Mobile CCTV

SNP request for assessment of the

problem

Report to P-TAC

Discussion of issues Agreement of Action

Matter kept under

observation by

SNP / SNT

Commissioning of redeployable

cameras

Multi-service Commissioning

Non – CCTV action

Monitoring

of Effect

Problem Resolved

Removal of Deployable CCTV

(where deployed)

Problem

Unresolved

Persistent Local Problem Report to ASB Hotline /

SNP/SNT

3.20. Safer Neighbourhood Panels (SNPs) Assessment Request – All requests should be received through the SNP encouraging each panel to filter local concerns and seeking SLP assistance where a problem is believed to be emerging.

3.21. Assessment of the Problem – Two elements to the assessment are proposed, a desktop review

of statistical evidence and known crime and ASB patterns undertaken in the PIU plus a preliminary field assessment involving, where available, the deployment of a mobile CCTV unit to gather pictures of the problem area and the Community Safety Coordinators or Safer Neighbourhood Teams (SNTs) to link with the SNP. The purpose of this stage is to provide an immediate response, listen to public concerns and gather pictures to assist with identification of perpetrators and the agreement of action. A report combining the desktop review and the field assessment would be presented to the Partnership Tasking and Coordination Group (P-TAC) for agreement of action. Target time from receipt of action request and decision on way forward would be 2 weeks, a P-TAC meeting cycle.

3.22. Taking Action – the scale and nature of the evidence would be discussed and three courses of

action agreed against CCTV deployment thresholds, (yet to be drafted). There may be insufficient evidence to justify action in which case the problem would be kept under observation by SNPs and SNTs If action is needed P-TAC will decide whether this should involve the deployment of CCTV, non CCTV intervention or a combination of both; tasking multi-agency P-TAC members to respond accordingly.

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3.23. Monitoring Impact – the SNP and PIU would monitor the impact of the agreed action. Where the problem remains unresolved after a nominated period (to be agreed) the problem would be reviewed repeating the initial assessment process. Where the problem is resolved and residents’ concerns are overcome the temporary, re-deployable cameras will be removed.

3.24. The Aim of the Commissioning Process approach is to offer a flexible mobile/temporary CCTV

service that is responsive and works within mutually agreed parameters to address hot spots and displacement of criminal activity and ASB. To be effective this requires a clear baseline being agreed with the SNPs prior to intervention and an assessment of what success looks like; to clearly define a beginning and end point to the action taken.

3.25. Commitments to Action 2009/10

3 months

• Two deployable cameras will be piloted in the borough to identify potential for expansion • The pilot commissioning framework will be agreed and be ready for implementation when the

temporary cameras are available for deployment • Capacity will be created within the PIU to undertake the desktop preliminary assessment and

monitoring the impact of action taken • A pilot approach will be agreed for testing the commissioning process, based on evidence

from P-TAC • Clearly identify the revenue costs of Re-deployable CCTV

6 months

• Evaluation and review of the first pilot area where temporary CCTV is actually deployed • Report on the impact and effectiveness and its potential extension and the justification for

adding additional camera units • Continue pilot taking on board lessons learned

9 months

Following the broader CCTV needs analysis integrate the role of re-deployable cameras into this CCTV Development Plan with wider public protection measures those are feasible. 12 months

• Subject to the findings of the pilot project present resourced options for extending

redeployable cameras capacity; building on experience gained

3.26. PRIORITY 3 – CCTV NEEDS ASSESSMENT

3.27. As Section 2 outlined the current network is made up primarily of fixed CCTV cameras. In recent years there have been a series of studies reviewing the existing network and these will be brought together as part of a needs assessment clearly identifying existing assets and resources. An audit of current housing provision (camera model/ age/ state of repair/ mode of operation/ effectiveness/ data

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storage/ system owner) is underway and the results will feed into a central database mapping the locations of individual cameras.

3.28. This exercise will align the current housing systems to the established public realm records,

providing a clear indication of CCTV capacity and quantify renewal and maintenance requirements of the service. This will put in place a named camera/system and owners’ register.

3.29. The feasibility of managing supplementary services like door entry and concierge systems and

parking enforcement will be considered to identify the scope and viability of their amalgamation into a central public protection centre.

3.30. To supplement the housing equipment audit a needs analysis will be undertaken based on the

findings of the Safer Lambeth Strategic Assessment. This will compare the current geographical crime and ASB ‘hot spots’ with the location of the CCTV equipment to define our CCTV operational requirements (‘need’ vs ‘want’). The assessment will identify gaps in provision, CCTV coverage, the optimum mix of technology fixed, mobile and deployable CCTV and funding implications. It will also look at opportunities to rationalise systems, identifying possible revenue opportunities.

3.31. Following the assessment/evaluation of working methods and options for strengthening the CCTV

capacity to achieve a planned, better resourced and managed service a fully costed development plan will be produced by the CCTV Steering Group.

3.32. Commitments to Action 2009/10

3 months

• Bring together recent studies reviewing the existing networks and identifying existing assets

and resources • Complete an audit of current housing systems

6 months

• Put in place a named camera/system and owners’ register • Align the current housing systems to the established public realm record format • Quantify renewal and maintenance requirements of the service • Needs analysis undertaken based on the findings of the Safer Lambeth Strategic

Assessment

9 months

• • Have a clear indication of council CCTV capacity and cameras/ systems in need of repair • Identify opportunities to rationalise systems, identifying possible revenue opportunities • Identify gaps in provision, CCTV coverage • Define the operational requirement for future CCTV provision • Compare the current geographical crime and ASB ‘hot spots’ with the location of the CCTV

equipment to define our CCTV operational requirements (‘need’ vs ‘want’).

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12 months

• Define the optimum mix of technology required for fixed, mobile and deployable CCTV and funding implications

• Identify the scope and viability of their amalgamation into a central public protection facility and associated resource implications

• Assess the feasibility of managing supplementary services , door entry and concierge systems and parking enforcement within a central facility

• Produced a fully costed development plan for the phased modernised CCTV network

3.33. PRIORITY 4 – ACCOUNTABILITY and GOVERNANCE – adapting current organisation of CCTV Operations and Service Accountability and integrating into the SLP governance structure.

Accountability

3.34. Currently Strategic overview is provided by Community Safety (ACS). Public Realm Division (HRE) manages the non housing systems, including parking cameras which are used for enforcement purposes. Lambeth Living, manages the ALMO housing systems. Chart 2 sets out the current organisation arrangements.

Chart 2Chart 2Current Organisation of CCTV and Service AccountabilityCurrent Organisation of CCTV and Service Accountability

Safer Lambeth Partnership

Housing, Regeneration & Environment

Community Safety

Strategic Overview

Evidence led CCTV Development

Tactical Deployment

Public Realm

Adult & Community Services

Town Centre CCTV

Parking CCTV

Vassall Housing

Metropolitan Housing

Trust (MHT)

Concierge Services

Door Entry Systems

Housing Estate CCTV

ALMOHousing

Lambeth Living

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3.35. The role of public realm is significant in terms of systems operation and management; already having the ability to offer a range of costed monitoring services: with clear standards of equipment upkeep and as such represents the service provider of choice for all future council CCTV service provision including Housing. It is already supporting other sectors e.g. RSLs; with the potential for expansion and resulting income generation to spread running costs.

3.36. Priority 1 outlined the evidence led business approach being developed within the SLP driven by the priorities to improve community safety informed by the annual Safer Lambeth Strategic Assessment. In 2008, through P-TAC Public Realm officers have worked more closely with Community Safety in this context. Chart 3 introduces the concept of a Public Protection Centre centralising the operational elements of all council-owned public space CCTV and related services under the management of Public Realm with strategic direction and commissioning led through the SLP and the deployment of CCTV directed by the PIU.

3.37. There are a number of external partners and agencies within the borough operating CCTV,

including the South Bank Employers Group (SBEG), TfL, and Network Rail. Exploration of possible links to other CCTV networks is proposed within this plan as set out at Priority 1.

3.38. The proposed structure will identify the operational lead split by Housing Regeneration and

Environment with strategic input and overview from Community Safety, P-TAC and the Safer Lambeth Partnership (SLP) providing the opportunity to move towards an adequately resourced, accountable and compliant service.

3.39. Through such an approach accountability can be strengthened, putting in place contracts/ Service

Level Agreements (SLAs) containing clear pricing (where applicable), financial accounts and clear lines of accountability. Action that will be taken for non-compliance (commissioning, provision of information, adherence to legislation) by potential commissioners and system owners will be clearly set out.

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Chart 3Chart 3Proposed Structure of CCTV and Service AccountabilityProposed Structure of CCTV and Service Accountability

Safer Lambeth Partnership

Housing, Regeneration & Environment

Community Safety

Strategic OverviewEvidence led CCTV Development

Public Realm

Adult & Community Services

All Fixed CCTV Town & Housing Estates

All Deployable

CCTV

Concierge & Door Entry

Systems

Parking CCTV

Public Protection Centre Tactical Deployment

External CCTV Links

Governance

3.40. Chart 4 illustrates the SLP Governance into which it is proposed to integrate CCTV. Ultimately the PIU’s role will be to provide advice on the overall strategic and tactical direction to the SLP; PDG, PAGs and P-TAC. Gathering information and intelligence for analysis, identifying the scale, nature and geographical location of crime and ASB and in the case of CCTV determining the ‘Operational Requirement’,

3.41. Strategic Management and Delivery - The Safer Neighbourhoods Partnership Action Group (PAG) through the CCTV Steering Group would oversee network development, selecting and recommending an appropriate mix of technology, fixed, mobile and re-deployable cameras, commissioning new CCTV equipment according to need; monitoring delivery against this CCTV development plan and reporting progress to the Safer Neighbourhoods PAG.

3.42. To facilitate co-ordination across the sectors operating CCTV in the borough it is intended to extend invitations to join the membership of the CCTV Steering Group to key agencies including TfL. Overall performance would be reported from the PAG through the Partnership Delivery Group (PDG) to the SLP Executive

3.43. A CCTV Operational Group is proposed to manage the integration and delivery of the action plan on behalf of the CCTV Steering Group.

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Chart 4Governance – proposed model

Partnership Tasking & Coordination

Group (P-TAC)

NeighbourhoodDeployment of CCTV

Safer Neighbourhoods PAG (one of 5 PAGs)

CCTV Steering Group

Network DevelopmentMonitoring delivery against Strategy

Partnership Intelligence Unit (PIU)

ImpactAnalysis

Information &

Intelligence

SLP Executive

Partnership Delivery Group (PDG)

(T)

(S)

CCTV Operational Group

3.44. Tactical Deployment to support Neighbourhood Problem Solving – the number of requests

for CCTV by local people, ward councillors and SNPs is increasing. As highlighted in Priority 2, re-deployable cameras are to be piloted to support neighbourhood problem solving and commissioning. Based on PIU evidence the P- TAC (Partnership Tasking and Commissioning Group) will oversee the tasking roles and allocation of redeployable cameras.

3.45. Commitments to Action 2009/10

3 months

• Form an Operational Group to support the CCTV Steering Group

9 months • Introduce a strategic framework to determine Commissioning /Deployment of future strategic

fixed CCTV cameras

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12 months

• Recommend a timetable to establish a Public Protection Centre centralising the operational elements of all council owned public space CCTV and related services under the management of Public Realm

• Put in place contracts/ Service Level Agreements (SLAs) containing clear pricing (where

applicable) and accountabilities

3.46. PRIORITY 5 – STANDARDISATION OF PERFORMANCE MEASURES

Research nationally has found that there has been a lack of realism of what can be achieved by CCTV. There has been a tendency to put cameras up and expect impressive results, ignoring the challenge of making what is a complex measure work.4 However, to conclude that CCTV is ineffective is too simplistic because:

• Despite being valuable in high profile cases, such as the 7/7 bombings in London, research has found that reductions in crime rates where CCTV is installed appears to be a poor measure of its effectiveness because in some cases a rise in reported crime can be seen as a success given that a large proportion of crime goes unreported. It should also be noted that CCTV records offences that may otherwise go unreported

• Additionally, where crime reduction or convictions occur, separating the effect out from the impact of reduction of measures other than CCTV is difficult to achieve, as CCTV is most effective when used as part of an overall approach

• Nationally schemes have not been driven by clear, uniform objectives and associated performance measures

• How CCTV actually fits alongside other measures has not been clearly defined As a nation, we are still learning how to use CCTV effectively and to evidence that success. At a local level, this plan aims to learn from the lessons of the past 15 years and to build on the positive experience gained. It has been found that:

• CCTV can work with effect in small enclosed areas like car parks and residential estates • Density of cameras is a factor that can influence success • CCTV can be more useful to counter acquisitive crime, particularly vehicle crime • CCTV can be effective when targeted to deal with specific problems like tackling alcohol and

drug-related issues, or identifying vulnerable members of the street population • A strong working relationship with the police is important, particularly when recording crime

incidents captured by CCTV, and the close co-operation between police and CCTV control rooms is essential

• Good lighting is an important factor to the successful operation of CCTV • Selecting the appropriate type of CCTV technology is a key factor

Technology is developing fast in the CCTV field. In the future its deployment is likely to be more event/intelligence led. This approach has been the key factor in the development of this plan, particularly

4 Ditton et al 1999 and Gill and Spriggs 2005

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the piloting of the deployable cameras which will be used to address specific events/problems in targeted areas/neighbourhoods. The Local Area Agreement (LAA) and Safer Lambeth Plan contain specific national indicators selected on the basis of community safety challenges identified in the Safer Lambeth Strategic Assessment. CCTV performance measures need to be standardised and measures of success selected that inform the contribution of CCTV to achieving the broader strategic indicators. Performance measures will be reviewed as part of the CCTV needs analysis and appropriate measures included in the development plan to be presented by December 2009. 3.47. Commitments to Action 2009/10

3 months

• Review current performance measurement and management arrangements of CCTV • Review current police practices for flagging incidents at the time of incident and crime recording

and arrests where CCTV has played a key role • Review current council/ monitoring contractor practices for flagging incidents at the time of

incident and crime recording and arrests where CCTV has played a key role • Identify broader measures of CCTV as a public reassurance tool

6 months • Consider links/contributions of CCTV operation to SL Plan performance indicators

9 months

• Standardised measures of success selected that inform the contribution of CCTV to achieving the

broader strategic indicators

12 Months

• Target CCTV operations to address the priorities identified in the SL Strategic Assessment and Commitments to Action included in the SL Plan

• Integrate CCTV operations into service delivery plan; including performance indicators to address the SL Plan priorities

4. FUNDING ARRANGEMENTS

4.1. The feasibility of the options for action emerging from the overall CCTV review and modernisation programme set out in this plan will be heavily dependent on the funding and resource arrangements.

4.2. Following the needs analysis and the identification of options for future use of CCTV the financial implications will be assessed. This process will develop unit costings and explore opportunities to :

• Pool resources - a central funding pot to incorporate dedicated HRA component

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• Scope a charging mechanism

• Scope out transparent, realistic charges to residents

• Explore opportunities for attracting revenue

From findings and consultation a sustainable financial model will be produced that ensures viability of systems.

4.3. Commitments to Action 2009/10

3 months • Identify all current cross service CCTV capital and revenue expenditure through completion of

audit of actual expenditure (purchase, maintenance, repair, monitoring, replacement of equipment etc) across CCTV provision (to include Housing, Parking and Town Centre cameras)

6 months • Identify existing good practice delivery models operating in other areas 9 months • Identify the financial implications associated with the adoption of the CCTV development plans

and the options for action identified. • Identify potential income streams • Produce a financial model that ensures the sustainability of systems 12 months

• Resource the chosen way forward and include specifics actions in the 2010/11 financial year.