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8/14/2019 The Application of Inspection for CCTV (KLoEs)
http://slidepdf.com/reader/full/the-application-of-inspection-for-cctv-kloes 1/31
The Application of KLoEThe Application of KLoE
Inspection to PublicInspection to Publicr TV
Or Quis Custodiet Ipsos Custodies
Malcolm Gardner
Meritec Ltd
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The Harder TestThe Harder Test
In general, most service areas within LAshave benefited from a range of additional
performance fundingIn many areas this has now dried up and
councils can expect that funding will bemuch, much tougher in the next few years
So, instead of additional funding there ismore likely to be budget cuts
The expectation is more with less◦ Described as the “Burning Platform”
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InspectionsInspections
Inspection has been evolving startingwith BVPI and then CPA (ContinualPerformance Assessment) Inspections
Largely target based◦ in which the stats were “Duked”
Then in 2000 was the introduction of Key Lines of Enquiry Inspections◦ Performance and policy driven aimed at
specific local Services
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InspectionsInspections
More recently the Inspectorates haveintroduced a number of cross-cutting service
inspectionsThese are involving into the Comprehensive
Area Access (CAA) inspections◦ These look at the way in which strategic
partnerships operate◦ CAA inspections are in themselves a strategic
partnership between Audit Commission, Care QualityCommission, HM Inspectorate of Constabulary, HMInspectorate of Prisons, HM Inspectorate of Probation and Ofsted
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InspectionsInspections
CAA is intended to cover a range of socialhigh level subjects such as
◦ Teenage pregnancy◦ Providing choice in social care◦ Educational attainment◦ Reducing unemployment and worklessness, and
improving skills◦ Improving the environment and housingthrough energy efficient homes
◦ Data handling, use and retentionIt is a evolved version of the KLoE
Inspection methodology
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Judgement 1◦ What has the service aimed to achieve?
◦ Meeting the needs of the community and users?◦ Delivering value for money?
Judgement 2◦ Service track record in delivering improvement?
◦ How well does the service manageperformance?
◦ Does the service have the capacity to improve?
• Judgement 1
• Zero stars—Poor• One star—Fair• Two star—Good• Three star—Excellent
• Judgement 2• Zero stars—Poor• One star—Uncertain• Two star—Promising•
Three star—Excellent
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Services are not judged by a narrowdefinitions
Where as before a service was judged on theperformance of those who work for itNow anyone or any other service who
undertakes some aspect of servicing thefunction under inspection will be judged
The department, customer services,receptionists any one who collects andmanages evidence or data (internal andexternal partners), all line managers up toand including the Chief Executive and Elected
Members
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Placing this into a Police Authority Context (newinspection currently under consultation)
It will not be the police and direct staff alone whowill be inspected but anyone involved incommunity safety and policing.
The same is true of housing and environmentalservice inspections
So any service where CCTV monitoringcontributes to some aspect another service’sperformance then that facet could be subject toinspection, especially around◦ The consultative process◦ Risk assessment
◦ Access to data◦ Security of personal information
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From Tenancy and Estate ManagementInspection Methodolgy
◦ Does the organisation have a holistic approachto tackling ASB which places emphasis onprevention… as well as enforcement?
◦ Have effective partnerships been formed at alocal level with … appropriate agencies, councildepartments and other landlords on the sharingof information, and tackling ASB?
◦ Uses a range of cost effective methods togather evidence – for example professional
witnesses, CCTV, video cameras, and noisemonitoring equipment.
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There may be an assumption that if CCTV issupplied by a third party that contractor does
not have to worry about KLoE because itapplies only to the LA
The Audit Commission expect that the clientensures that any third party helps the LAmeet the KLoE requirements◦ Same principle as third party investigators and RIPA
A word of warning: 60% of the early benefitinspections highly criticised contracted outservices as being amongst the poorest
performers
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Judgement 1 is all about how the service iscurrently performing
Under the old CPA that was about specificperformance measure set by central
government◦ How many bits of dog poo per square meter
◦ Assessing a new claim for benefit in so many days◦ The length of time homeless families remain in short
term accommodation
◦ How many children pass their exams
◦ % reduction in crime◦ The numbers game
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This judgement now looks at the questionof performance in its broader terms to get
a picture of how the service is operatingThis runs deep into policy
◦ Local targets for local people
◦ While they may vary the questions remainfundamentally the same
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What has the service aimed toWhat has the service aimed to
achieve?achieve?
Example from Police InspectionConsultation:
How well does the police authority achieveresults through community engagement,partnerships and collaboration to deliver
its ambitions and strategic priorities?The Police demonstrated this by showing:
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What has the service aimed toWhat has the service aimed to
achieve?achieve?
has secured and understood the views of local people about policing priorities in its
area;
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What has the service aimed toWhat has the service aimed to
achieve?achieve?
acts upon community concerns by settingpriorities for policing that reflect local
needs and will lead to improvements inpublic confidence
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What has the service aimed toWhat has the service aimed to
achieve?achieve?
provides feedback on how issues raisedthrough consultation and community
engagement have been considered;
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What has the service aimed toWhat has the service aimed to
achieve?achieve?
ensures that local policing services areaccessible to all communities, including
hard to reach and vulnerable groups;
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What has the service aimed toWhat has the service aimed to
achieve?achieve?
secures desired outcomes for local policingand community safety priorities through
effective partnership;
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What has the service aimed toWhat has the service aimed to
achieve?achieve?
promotes and supports collaboration/jointworking between forces and other local
public service partners to improveefficiency, reduce costs, manage risk moreeffectively
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Meeting the needs of theMeeting the needs of the
community and users?community and users?
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Meeting the needs of theMeeting the needs of the
community and users?community and users?
Links to equalities – big theme◦ Operational policies and procedures need to have
gone through Equalities Impact Assessment “Need” not “Want” ◦ Even the political agenda must be built around “need” rather than “want”
◦ You do “want” if you can afford it and it is in the
public interest to do soCCTV examples could be:
◦ Numbers and locations of cameras◦ Purpose of use◦ Data retention
◦ Codes of conduct
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Delivering value for money?Delivering value for money?
In its 2006 Report “Neighbourhood, Crime and Anti-social Behaviour” the AC said
“There is a growing body of academic research about
the cost effectiveness of specific interventions,including … CCTV” so things that AC will expect to see◦ Police sharing arrest and other data that can demonstrate
value for money◦ Cost of managing a staffed control room◦ The 50p cost of a DVD recording for the defence to see in
advanceso that they can properly advise their clients -- “Guilty” pleadedtrials are cheaper than “Not Guilty” one
An example is the Stadium Housing Association -Housing Association Inspection showed how a co-ordinated approach to CCTV can bring financial
benefits
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This is all about the ability of the organisationto introduce change
In the view of the inspectors the ability of theservice to introduce change is not enough
It has to be supported by strong leadership
and support from the top downA Local Authority is the sum of its parts and
service inspections are not about how the
service performs but about how the Councilmanages the service
Golden Thread from LAA to the frontline
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Service track record in deliveringService track record in delivering
improvement?improvement?
Has the Service Delivered improvements◦ This has to be demonstrated through (as many
of these as possible) the followingProposalsProject plansBusiness plansExecutive and Council Reports
ApprovalsMinutesConsultationImpact Assessments
And results and the reviews◦ Of course they want to know if it was a success
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How well does the service manageHow well does the service manage
performance?performance?
This is where they expect to see that theGolden Thread runs from the LAA themes
through the council to front line servicestaff and processes
One key theme is “safer communities” The sort of things that you need are
◦ Service plans◦ Improvement plans◦ Staff development programme/performancemanagement
◦ Finance strategy◦ Training needs analysis and training plans
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Does the service have the capacityDoes the service have the capacity
to improve?to improve?
You need to have a corporate, improvement,financial and service plans that are long-term◦ Five to ten years
Service plans have to be integrated with eachother
So, CCTV services plans will need to beintegrated with those of hospitals, police,
schools, housing, estates, social services,business and community safety and anycouncil service that you have real impact on
This ensures that there is no reinventing thewheel and resources are not wasted
More importantly the local government has tocontrol those resources and its priorities
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Finally: Inspections in PracticeFinally: Inspections in Practice
“Excellent” CPA services are consistentlycoming out as “Poor performers with
uncertain prospects for improvement”.Key themes are emerging
◦ Equalities◦ LAA Golden Thread◦ Value for Money
◦ Knowing who your customers are (will be)◦ Consultation◦ Partnership working and shared services◦ Responsibility for the service to run from the top to
the bottomIt is the Harder Test
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The EndThe End
Malcolm Gardner
Meritec Ltd/Counter-Fraud [email protected]
0113 286 8828http://www.counterfraudgroup.co.uk
http://www.meritec.co.uk
http://www.netshare.org.uk