Appendices

Appendix A

Map of CCTV Locations in Corby Borough

Appendix B

SWOT Analysis

Internal and External Analysis of CBC CCTV

Strengths

1. Leadership (officer & elected member)

2. Expertise and knowledge of staff

3. Robust Procurement and

Financial systems

4. New digital CCTV Control Centre

Weaknesses

1. Communication and marketing

2. Engagement with key stakeholders in service development

3. Performance Management

4. Age and condition of some

camera equipment

Opportunities

1. Regeneration and growth including new town centre, civic hub, swimming pool and theatre complex (s.106 agreements)

2. Collaborative closer working with

public and private sector within the Borough and across the county

3. Expansion of services to provide

alarm and CCTV monitoring and Key Holder Services

4. Expansion of system with the

installation of a new control centre

Threats

1. Change in local and government administration

2. Change in local and central

government funding

3. Discretionary local authority Service – could be withdrawn

4. Long term future of Grosvenor

House as Control Centre base unknown

In order to focus on the key issues, I have limited the number of factors under

each heading to four, and have ranked them in the order of most importance.

Appendix C

TOWS Analysis

TOWS Matrix

Internal and External Analysis

Strengths

1. Expertise and experience of staff

2. Robust procurement and financial systems

3. New digital CCTV control centre

4. CCTV efficiency savings

Weaknesses

1. Communication and marketing

2. Engagement with key stakeholders in service development

3. Performance Management

4. Age and condition of some camera equipment

Opportunities

1. Regeneration and growth including new town centre, civic hub, swimming pool and theatre

2. Collaborative closer working with public and private sector across the county

3. Expansion of services to provide alarm and monitoring and Key Holder Services

4. Expansion of system with the installation of a new control centre

Threats

1. Change in local and government administration

2. Change in local and

central government funding

3. Discretionary local

authority Service – could be withdrawn

4. Long term future of

Grosvenor House as control centre base unknown

Action Plans Strengths To continue to invest time and resources in staff and member professionally develop To maintain and develop robust procurement and financial & systems To maximise the benefits of the new digital CCTV control centre To maintain year on year efficiency savings and reserves in line with Government guidance Weaknesses Develop a CCTV marketing plan to improve awareness of the system and its successes To increase stakeholders involvement in the service development To develop and improve the CCTV performance management systems To implement a phased programme to replace and upgrade the existing cameras where required Opportunities To develop and implement CCTV s.106 agreements through regeneration and growth opportunities across the Borough To develop collaborative closer working with public and private sector within the Borough and across the county To expand current CCTV services to provide alarm and CCTV monitoring and Key Holder Services To make use of spare capacity to expand the system and maximise opportunities for income generation Threats To maximise funding and income generation opportunities to reduce the financial burden upon the local authority To conduct a feasibility study/ options appraisal to assess suitable alternative locations for the redeployment of the control centre once Grosvenor House is decamped

Appendix D

PESTLE Analysis

Political In addition to the numerous policies, duties and legislation imposes on local authorities by Central Government, the Government also places a

duty of local councils to deliver services to clear standards – of cost and quality – by the most economic, efficient and effective means available. The performance of every council in England is regularly assessed and these inspections bring together evidence from a range of sources to assess the quality of each council’s core services, how it uses resources and its capacity to improve. Every year the authority is required by central Government to set stretching targets against each Best Value Performance Indicator (BVPI), these are monitored both internally within the authority as part of the Corporate Strategy targets and externally by the Office of the Deputy Prime Minister (ODPM). There are no nationally set BVPIs for CCTV, although CCTV contributes towards all crime BVPI targets and several CBC strategic targets. Local and countywide elections are due to take place in May 2007; this could change both political emphasis and lead to a change in administration which could have a direct impact on CCTV service delivery. General elections are forecast for 2008, again a change in political emphasis/ administration would have a direct impact on service delivery but this would take longer to impact compared to local elections.

Economical A significant proportion of annual income is generated from Council Tax; this is set annually in collaboration with the county council and police authority. Annual increases are limited and may be capped by central government if deemed to high. The Gershon report endorsed by central government recommends 2.5% savings year on year which along with increasing stakeholder expectations creates internal and competing and often conflicting demands on limited resources between service areas. As a discretionary service, this places additional financial pressure on the CCTV service to make year on year financial savings and increase income generation. Whilst some council fees are set by central government, the bulk of fees for which the authority generates £2.3 million annually are under the control of the Council, and even those set by government should be subject to inflationary increases. The council needs to take a strategic approach to fees and charges, in order to ensure that they do not act as a bar to take up of services by those most at need and also ensure that services are not undercharged/ valued, this is particularly relevant for the CCTV service, which needs to review and benchmark CCTV fees. With a general election forecast for 2008, if there was a change in central government administration they may also change financial policies and government grants.

Sociological

Population demographics in Corby show that of the 55,000 population, there are high levels of deprivation in certain wards of the town, with these areas suffering high levels of single parent families, unemployment, crime, drug and alcohol misuse and low literacy levels and life expectancy when compare to national averages. The town is predominantly populated by people from Scottish descent and historically the ethnic minority population has been less than 0.5% of the total population. However, in the last five years the BME community has significantly increased with most new arrivals coming from Eastern Europe, Russia and Portugal. The influx of Serb and Croatian and Polish economic migrants in the last 18 months is significantly changing the demographic make up of the town, this is impacting on service delivery and creating community cohesion tensions. Poor health, literacy, poverty, deprivation and crime are all major issues to the authority which must be considered in all aspects of its work if improvements are to be made. The council also needs to ensure the new BME communities are aware of and can access the council’s services.

Technological The CCTV system needs to embrace innovative technologies and practices to keep abreast of technological advancements in the field whilst considering opportunities to increase income and reduce the overall costs to the authority and continually improving the service performance. Wherever possible new cameras should utilise COFDM and micro-wave transmission methods (other than fibre optic cabling) to ensure no added revenue costs to the CCTV system and additional external cameras must have night time vision to maximise camera performance and usage The ODPM’s E-government requirement for all council services to be accessible via the internet has placed increased burden on developing this area in a town which compared to national averages has significantly less households owning or having access to a computer.

Legal Alike all other employers the council must adhere to legislation on health and safety, employment, equal opportunities and discrimination, in addition, the authority must also comply with relevant housing, environmental and planning legislation. Specifically, CBC CCTV must comply with all relevant legislation, which includes: the Data Protection Act, Human Rights Act, Freedom of Information Act and Regulation of Investigatory Powers Act and the CCTV Code of Practice is reviewed on a regular basis.

Environmental Increased housing in Corby, approximately 15,000 new houses to be built by 2030, doubling the population of the town to over 100,000 impacting on planning, legal, environmental and leisure services as increasing population places increasing demands on already overstretched council services. The regeneration of domestic, commercial and industrial areas of the town placing additional demands on planning, legal, housing and environmental council services, however, the council wants to create 30,000 new job opportunities through this work.

Appendix E Links to national and local Strategies and Plans

• Corby Borough Council Strategic Plan

CBC sets out it corporate strategy One Corby around the Councils vision: “To

double the population of Corby by 2030, with complimentary increase in jobs,

prosperity and the quality of local public services” the mission statement is:

“Working together for the future to improve the quality of life for the people of

the Borough” and it is from this strategic aim that the council has developed its

corporate objective to “Improve the well being and quality of life of residents in

the Borough through community safety initiatives in collaboration with

partners”. The corporate priorities are: Regeneration, Community,

Environment and Leadership. Within these themes, two activities are

particularly relevant to CCTV, these are:

o Target capital investment for properties in priority areas to create

better defensible spaces and sustain reductions in crime and

anti social behaviour.

o S106 agreements to ensure by design and CCTV considered in

all future developments and planning applications.

The corporate aims, priorities, objectives and performance measurements set

out within One Corby are central to all work undertaken by CBC. The strategy

priorities feature as key priorities within each annual service area plans,

through to team plans and individual work plans.

• CBC Neighbourhood Pride Service Plan

Key targets set out within the Neighbourhood Pride Service Plan are to reduce

crime by 26% by March 2008. Service objectives – Creating a Safer

environment by reducing crime and the fear of crime and anti social behaviour

and to reduce the harm to individuals and communities caused by substance

abuse. Within this objective are a number of activities that specifically relate

to CCTV.

• Links to the Corby Crime and Disorder Reduction Strategy

The Crime and Disorder Reduction and Drugs Strategy 2005-2008 includes a

vision, aims, objectives and targets to reduce crime and disorder within the

Borough. The current objectives are to reduce overall crime by 26% by March

2008 and CCTV plays an integral role in the strategy delivery with a number of

the action plans involving CCTV, the specific targets are as follows:

Violent Crime • To reduce violent crime by 20% by March 2008 • To increase domestic abuse reporting • To reduce repeat domestic abuse victimisation to 30% • To increase hate crime reporting • To reduce repeat hate crime victimisation

Anti Social Behaviour • To reduce anti social behaviour, particularly amongst young people • To reduce criminal damage by 27% by March 2008 • To reduce arson in targeted areas

Substance Misuse • To support the Drug and Alcohol Action Team (DAAT) in delivering the National and local

drug and alcohol strategies in respect of reducing the supply, reducing the harm to communities through drug related crime, increasing the numbers of drug misusers in treatment and preventing young people from using drugs, alcohol and solvents through education and support.

Property Crime • To reduce domestic burglary by 38.5% by March 2008 • To reduce the number of repeat domestic burglary victims to 4.5% • To reduce vehicle crime by 32% by March 2008 • To reduce vehicle interference • To reduce robbery by 31% by March 2008

Business Related Crime • To reduce shoplifting • To reduce burglaries against business by 25%

• Links to Local Area Agreement

In compiling this strategy, care has been taken to ensure it links with the

countywide Local Area Agreement (LAA) Safer Stronger Communities (SSC2)

target – To reduce crime, the harm caused by illegal drugs, and to reassure

the public reducing the fear of crime and reduce the impact of anti social

behaviour, the specific LAA targets are illustrated below:

SSC2. To reduce crime, the harm caused by illegal drugs, and to reassure the public, reducing the fear of crime and reduce the impact of anti social behaviour

A. Reduce the crime and harm caused by illegal drugs

• Reduce crime and reduce the gap between the highest Crime and Disorder Reduction Partnership areas and the best comparable areas (Corby)

• Reduce violence across Northamptonshire with particular focus on

town centres through a reduction in the number of Wounding, Common Assault and Robbery offences.

• Domestic Burglary – to reduce the level of domestic burglary

across the county.

B. To build respect and reduce the fear of crime and impact of anti social

behaviour

• Reduce fear of crime

• Reduce concern about Anti Social Behaviour

• National CCTV Strategy

A draft version of the national CCTV strategy has recently been produced but

was not available at the time of writing for public dissemination. However, this

report and resultant strategy has considered the draft findings and

recommendations made in this draft national strategy and where applicable

has integrated the national themes and recommendations within this report

and recommendations.

Appendix F MSC CCTV Strategy Report (2005) Summary of Recommendations

1. A CCTV strategy be developed in conjunction with the Community

Safety Strategy to identify objectives, how it will be achieved and

measure the success or otherwise of CCTV.

2. Number of security officers employed in CCTV surveillance be reduced

to one security officer supplemented by the supervisor between 9-5pm.

3. Officers and members of the council meet with all stakeholders and

who are currently having their cameras monitored, to agree the actual

cost of the provision of a CCTV monitoring service and develop a policy

as to how much such a facility will be provided to organisations/

departments requesting the same.

4. A policy for new CCTV monitoring requests is established to formalise

the loose procedures currently adopted to ensure a service is only

provided to those who meet the criteria.

5. When a chosen CCTV Installer/contractor is appointed, any

changes/alterations/additions to cameras or the system by procured by

use of a Variation Order using the incumbent approved installed to

avoid delays.

6. Officers from the legal department of CBC contact ADT legal

department with a view to negotiating a reduced cost to acquire the

remaining title on the 40 camera and control room equipment.

7. This authority should purchase outright a new CCTV system once

contractual matters with ADT have been finalised.

8. A trial is carried out with a Metal Mickey camera, in a site to be agreed

by the engineers and the Community Safety Manager at no cost to the

authority.

9. Should this trial be successful, the vulnerable/obsolete cameras be

replaced with Metal Mickey cameras and dependent on the capital

funding available, either replace the identified cameras through a

replacement programme over the next 3-4 years, whereby the majority

of cameras will be replaced.

10. Where there are any future column/pole installations, these are carried

out using wide based poles, avoiding the need for extra street furniture

and cost.

11. In the event of further columns being required, site assessments are

conducted with a view to using the most effective means, utilising

existing lampposts sites or other structures where appropriate.

12. Any new poles are painted an agreed (corporate colour) at the place of

manufacture, prior to installation that they are also protected with anti

climb and anti graffiti paint.

13. CBC should also consider whether it wishes to retrospectively paint

and protect existing poles with anti-ram bollards for consistency.

14. Officers and members decide whether they would like to have audible

loud speakers fitted to select camera columns to deter would be

offenders from committing offences.

15. Regular maintenance is carried out of all camera sites where

obstructions are caused and appropriate work conducted to maximise

the camera views.

16. The matrix is replaced during the control room upgrade.

17. This authority should now embrace the digital recording method and

migrate from analogue video tape recording to the more robust DVR’s.

18. Northamptonshire Police are consulted and a policy agrees to

implement the use of digital images on CD in the various courts.

19. A full risk assessment of storage times of video evidence be conducted

by Northamptonshire Police and CBC to ensure the correct level and

quality of detail is retained for the correct and agreed period.

20. All types of protocol for the different types of camera are consolidated

with the upgrade of the control room and one keyboard supplemented

with a Graphic User Interface is used to control cameras.

21. Northamptonshire Police, Corby Borough Council and Kettering

Borough Council consider the benefit/drawbacks/costs of the existing

fibre optic transmission to send CCTV images and whether an

alternative cost effective option is more suitable.

22. CBC and Northamptonshire Police consider the use of CCTV, which

should be weighted against cost. If approved agreement should be

made stating who should pay for which aspects i.e. who are the

beneficiaries?

23. A Proof Of Concept trial for the transmission of IP wireless and

COFDM options for CBC be tried before embarking on the roll out of

such a method.

24. Trials should be conducted within Corby to ascertain the level of

reliability, strength of signal and any potential weakness/interference

which should be identified before investing substantial amounts of

money into this alternative revenue saving technology.

25. The commonality between the two disciplines of CCTV and ICT be

formalised and that any future requirement of a transmission network or

link be managed and ordered through a combined procurement method

to avoid duplication.

26. This council does not enter into a lease agreement for CCTV

equipment, it should purchase a CCTV outright and retain control of the

whole system which can be modified and enhanced as technology

develops.

27. Irrespective of the case to change camera transmission methods from

BT that in the future, a policy is adopted that in all cases of additional

cameras being fitted to the CBC CCTV system, wherever possible, the

opportunity will always be explored to utilise a low cost revenue option.

28. The Emergency Control facility is considered to be equipped to be able

to gather CCTV information over an IP network of the council in order

to make more accurate, informed decisions when the need arises.

29. Consultation with Northamptonshire County Council (NCC), the local

education authority and suggest a full audit of all security measures

currently installed and of security service providers at all schools be

determined, to create a base line of existing measures and procedures

in place which will show the diverse levels of equipment and CCTV

monitoring arrangements.

30. The NCC and CBC produce a plan to ensure a co-ordinated approach

to developing security measures appropriate to the level of threat to

particular schools in and around Corby. In particular, where the need

for CCTV is required, this should be monitored by the CBC owned

CCTV control room.

31. NCC should consider the benefits to migrate their CCTV monitoring

provision to CBC’s CCTV control room.

32. This council considers the use of CCTV to gain publicity for the system

and its benefits by identifying individuals in the local newspapers etc.

33. Due to the specialist nature of CCTV related advice; expert

management support is provided as and when required by suitably

qualified security Consultancy Company.