corby borough council · this report examines the effectiveness and efficiency of the current cctv...

CCTV Strategy for Corby Borough Council

June 2007

Abstract CCTV plays a significant role in reducing crime and disorder and increasing

community safety and public reassurance as well as assisting the police in

investigating crime.

To date the CCTV system at Corby Borough Council (CBC) has resulted in over

4000 arrests directly attributable to the CCTV system and it has been

instrumental in identifying and bringing to justice scores of offenders, including

several high profile murderers in Corby Borough.

Corby Borough Council has made a significant investment in CCTV in

conjunction with Government funding through the Single Regeneration Budget

and Home Office funding, which has resulted in the expansion from the original 4

rented analogue cameras established in 1994 to the 86 owned digital camera

system today.

The contribution CBC’s CCTV system has made in protecting the public and

assisting the police to investigate crime has occurred despite CCTV being

developed in a piecemeal fashion with little strategic direction or control. This

approach has failed to maximise the potential of the CCTV infrastructure and

those working closely with it believe there is a need to examine existing

standards and methods of operation.

This report examines the effectiveness and efficiency of the current CCTV

system, by conducting a strategic audit of the service provision this report

develops the first CCTV strategy, a medium term strategic plan for developing

and improving CCTV to ensure the service is fit for purpose and continues to

meet the needs of all its customers.

Contents Page

Abstract 2 Contents 3 List of Tables 4 List of Appendices 5 Introduction 6 Main Body 8 Research and Analysis 15 Conclusions 21 Recommendations 24 References 32 Appendices

List of Tables Page

Public Perception of the Effectiveness of CCTV 15 Public Awareness of New CCTV Installations 16 Local Business Crime Reduction Preferences 17 Dedicated CCTV Police Officer Resources 18 CCTV annual revenue and internal/external funding 19

List of Appendices Appendix A Map of CCTV locations in Corby Borough

Appendix B SWOT analysis

Appendix C TOWS analysis

Appendix D PESTLE analysis

Appendix E Links to national and local Strategies and Plans

Appendix F MSC CCTV Strategy Report Recommendations

Introduction

This report examines the use of closed-circuit television (CCTV) for community

safety and crime reduction purposes in Corby Borough. Through this report the first

Corby Borough Council CCTV Strategy and recommendations for improvement is

created.

According to the Home Office (2007) there are three objectives for which CCTV is

often considered, these inform the siting and use of CCTV and are as follows: -

• To reassure the public and reduce the fear of crime. Concern about crime or

the fear of crime is often a motivation for calls from the public to install CCTV

in specific locations.

• To reduce and prevent crime by deterring potential offenders. The theory is

that potential offenders may think they may be observed and therefore not

offend. Deterrence is strongest where publicity is used when new CCTV is

installed and any deterrent or reassurance affect relies on the perception that

CCTV works. The Home Office (2007) suggests CCTV is a deterrence for

certain types of crime i.e. vehicle crime in car parks and criminal damage, but

is of limited value in reducing violence and alcohol related crime. In some

cases CCTV may displace crime to areas not covered by CCTV.

• To act as a tool for gathering evidence in detecting crime. CCTV has an

important role in detecting crime, guiding enforcement officers and providing

evidence in court. CCTV has to be informed by police intelligence using NIM

(National Intelligence Model) and in turn has to guide operations on the

ground. In fact the Home Office (2007) suggests correct training of staff and

tasking through the police intelligence briefing processes to monitor the right

places at the right times watching for the right people delivers results.

It is however, important to note that CCTV is no more than one element in an

integrated approach to community safety and crime. For example, effective

management of the environment through enhanced street lighting, removal of

vegetation where appropriate to increase natural surveillance, improved physical

design of buildings such as alley gating and increased policing or guardianship of

public space all contribute to the reduction of crime.

This report examines the effectiveness and efficiency of the current CCTV system,

by conducting a strategic audit of the service provision and develops the first Corby

Borough Council CCTV strategy, a medium term strategic plan for developing and

improving CCTV to ensure the service is fit for purpose and continues to meet the

needs of all its customers. This report and recommendations are broadly based on

the following seven key themes and examine each in detail:

• Police Use of CCTV

• Partnership Working with Public and Private Sector

• Finance and Resources

• Performance Management

• Legislation

• New Technologies and Future Issues

• Marketing and Communication

Main Body Corby Borough Council’s CCTV system was established in 1994 with four rented

analogue cameras, the system now has 86 cameras. The system utilises 53 BT

fibre optic transmission network circuits together with four microwave links. These

cameras are used proactively or left to run on programmed 360°patterns. Two of the

86 CCTV cameras are mobile cameras, operating via microwave transmission;

these cameras are deployed in high crime areas to offer short to medium term

solutions to crime problems as identified by the Council and Police. Two cameras

are ANPR (Automatic Number Plate Recognition) cameras linked to the Driving

Vehicle Licensing Association (DVLA) vehicle licence database and Police National

Computer (PNC).

Most of the cameras are situated in residential areas, located across the various

estates in the town, providing coverage of over two hundred streets (see Appendix A

for a map of CCTV camera locations). All of the council owned cameras are

monitored twenty four hours a day seven days a week, with two operators

monitoring from 9am until 5pm and single cover from 5pm until 9am.

The monitoring of the system is contracted out to a private security company -

Remploy Management Services. There are currently nine members of staff: eight

CCTV Operators and one CCTV Supervisor. The CCTV Supervisor, who has a

hands on role as part of the nine-person team monitoring the cameras, carries out

the day to day running of the control room (i.e. staff supervision, image requests and

co-ordinating repairs).

Corby Borough Council’s Community Safety Officer has overall responsibility for

managing the CCTV system which includes managing the finances and procurement

of the staff, equipment and maintenance contracts, the remaining half of their role is

to co-ordinate anti social behaviour activities on behalf of the authority and Crime

and Disorder Reduction Partnership (CDRP).


The CCTV staff work closely with the police, providing intelligence used in the

detection and prevention of crime and disorder, helping to inform and direct officers

on the ground and providing video evidence usable in court. Liaison between the

CCTV and police control room at Police Headquarters in Northampton is achieved

via a direct fibre optic link to a spot monitor located in the police control room as well

as a dedicated phone line for direct communications between operators. The CCTV

control room staff also have a police airwave radio allowing direct contact with

operational police officers. The close working relationships between the police and

CCTV staff has led to many police surveillance operations carried out within the

CCTV control room and has led to numerous arrests and several commendations by

Northamptonshire Police. The police regularly conduct APNR operations to

apprehend travelling criminals who often drive without car tax, insurance and valid

MOT.

• Partnership Working with the Public and Private Sector

The Council CCTV system monitors a significant number of public sector and private

sector premises, including many of the Borough Council facilities (Lodge Park

Leisure Centre, West Glebe Park Pavilion, Neighbourhood Centres and the One

Stop Shop at Grosvenor House). Nearly all of the town’s public houses, night clubs

and takeaways are covered by CCTV as are the main shopping areas: Phoenix

Parkway; Morrisons; and most of the residential shopping areas. At night the 16

town centre based Land Securities owned cameras are transmitted through the

Council’s CCTV control room and CBC CCTV operators proactively monitor the town

centre in an addition to all 86 council owned cameras.

Close working between CBC CCTV and shops in the Borough through the shop

watch radio scheme forms part of the Corby Retail and Business Initiative Against

Crime (CORBIAC). CCTV operators play a vital role in making the town shopping

areas more secure by warning security and shop staff when known offenders enter

the area, by enforcing the Retail Exclusion Scheme and by detecting crime.

CCTV plays an integral role in the Corby Pubwatch scheme by identifying potential

problems and using the radios to communicate with and warn security staff and

licensees about known alcohol related/ violent offenders near their premises and

providing direct liaison with the police control room staff when public disorder

incidents occur.

CBC CCTV operators work closely with staff at Kettering CCTV Control Centre

(monitoring CCTV in Kettering town and the A6 towns and East Northants District

Council main towns) sharing information about travelling criminals. Regular liaison

also takes place with Northampton’s CCTV control room which provides coverage of

Northampton Borough, Wellingborough Borough and Daventry Districts.

Opportunities for a countywide system have been explored by the police in the past

which whilst worth exploring appear to be a very long way off given the current

investment and disparate ownership, political sensitivity to the issue along with the

costs of moving the infrastructure and fibre optic cabling.


CCTV is an expensive crime prevention measure when compared with other crime

prevention initiatives. The expansion of the current CCTV system is limited by

resource constraints, both capital installation costs of cameras and the supporting

infrastructure, and the additional revenue implications of costs of staff necessary to

monitor additional cameras mean that the scope for increasing the number of

cameras is limited. As a discretionary service provided by the authority there is

pressure to make significant year on year efficiency savings and increase income

generated by the service. The CCTV service is under increasing pressure to reduce

the significant overheads which currently cost £383,000 per annum. However, CBC

acknowledges the value and contribution made by CCTV towards reducing crime

and improving community safety and has recently upgraded the entire control room

equipment at a total capital cost of £131,840.


Each month the CCTV supervisor provides a statistical analysis of the previous

month’s activities; this includes a summary of each incident, a list of arrests per

camera, the total number of arrests and the police response to incidents.

Comparisons are made for the same month compared to the previous year as well

as accumulative statistics for the year to date. To date there have been over 4000

arrests directly attributable to CCTV, with an average of 50 arrests a month.

• Legislation

Corby Borough Council operates a strict Code of Practice that is modelled on the

Home Office approved code. This covers all aspects of CCTV operation including

the operator’s use of the cameras and makes due regard to privacy issues as most

of the Borough Council’s cameras are located in residential areas and makes sure

the CCTV system is operated in compliance with Data Protection, Human Rights

Act, Freedom of Information and Regulatory Powers Act legislation. In addition, all

CCTV staff are fully trained and qualified in accordance with Security Industry

Association standards.


The introduction of a digitalised CCTV system in 2007 could provide opportunities

for real benefits if the technology is harnessed correctly. Improving the quality of

CCTV images will support the development of current, complimentary technologies

such as Automatic Number Plate Recognition (ANPR) and future technologies such

as facial recognition. The new system will also allow for the expansion of the

existing 86 camera system to up to 124 cameras.


Corby Borough Council does not invest much time or effort into CCTV marketing

activities, this is due to the system having until recently been antiquated and with no

capacity to add new cameras to the system. However, with the new digitalised and

“state of the art” control room equipment, there is now much scope to promote and

market the service and utilise spare capacity to monitor other public or private sector

CCTV systems.

Communication with key stakeholders has traditionally involved letter drops to

residents in areas where new CCTV installations are intended. Consultation has

tended to be limited in scope and could be developed to increase both public

reassurance and act as a deterrence.

Strategic Audit Assessment This report is concerned with undertaking a strategic audit to aid the preparation of a

strategic CBC CCTV plan based on the conclusions drawn from a detailed strategic

audit of the service, consideration of existing related strategies and plans, and

analysis of existing CCTV secondary research. These key processes form the basis

of the strategic assessment, from which conclusions are drawn and 44

recommendations for CCTV service improvement made. The three audit frameworks

are highlighted as follows:

• SWOT Analysis

This process outlines the internal strengths and weaknesses of the CCTV service,

the external opportunities and threats and is detailed in Appendix B. The SWOT

analysis identified strengths in terms of both leadership and experience and

knowledge of existing CCTV staff, robust procurement procedures in place with

good contractual arrangements for maintenance, equipment and CCTV staff.

Financial systems are closely managed and year on year efficiency savings are

made in line with Council and Government requirements. The new digital control

room offers significant scope for development both in terms of income generation

and service delivery improvements. However, current weaknesses include:

communication and marketing activities; engagement with key stakeholders;

performance management arrangements; and many of the existing cameras need

replacing. There are many opportunities for developing the service now the control

room has been upgraded through expansion and diversification of services offered

(key holder and alarm monitoring), developers funding CCTV installation on new

developments as part of planning (s.106) agreements and closer working with public

and private sector partners to increase CCTV monitoring and integration. Key

threats to the service are mainly financial as the service is discretionary, and any

change in political administration at either a local or national level could place

additional pressure to reduce costs on non statutory council services. The long term

future of the control centre base is unclear with Grosvenor House to be decamped

within the next 3-5 years leading to future operational and financial implications upon

CCTV service delivery including the need to relocate the signal mast to another

suitable location.

• TOWS Analysis

The TOWS analysis illustrated in Appendix C, offers a number of options to address

the weaknesses, threats and build on the strengths and opportunities of the CCTV

service identified within the SWOT analysis were identified. Firstly the need to

maintain and develop areas of strength including: staffing experience and expertise;

procurement and financial procedures; and the state of the art control room. To

develop current areas of weakness by developing a marketing plan, increase

stakeholder in service development, improve CCTV performance management and

implement a phased programme to replace/ upgrade existing cameras. To embrace

opportunities to work collaboratively with both public and private sector partners, to

use spare capacity to develop and expand the range of services provided and to

maximise income generation opportunities. Finally to minimise threats by reducing

the financial burden of the service on the authority through income generation and to

undertake an options appraisal to assess suitable alternative locations for a new

CCTV control room and signal mast.

• PESTLE Analysis

The PESTLE analysis as depicted in Appendix D looks at the external political,

economical, sociological, technological, legal and environmental factors affecting

CBC CCTV by identifying changes that are occurring and the impact that will have

on the service and the authority. In addition, to the key factors already mentioned

within the SWOT and TOWS analysis this highlighted that the service needs to

undertake a review of existing service charges to ensure that services are not

undercharged/ valued and to ensure costs do not deter those who would most

benefit the service. Marketing and communication activities and information must

reflect and reach out to the emerging economic migrant population from former

eastern European countries and the service must embrace innovative CCTV

technologies whilst considering opportunities to reduce the overall capital and

revenue costs to the authority.

Links with national and local Strategies and Plans In the development of this report, strategy and recommendations, consideration of a

number of key national and local strategies and plans has been made and wherever

possible and when compatible with stakeholder and research analysis these strategy

themes have been integrated into the report and recommendations, a summary of

the key local and national strategies can be found in Appendix E.

Research and Analysis

As a part of the strategic audit, an analysis of related research was undertaken. From

the research it is clear that CCTV consultation and the findings from this are limited in

terms of detailed stakeholder views on the CCTV service provided locally. Moreover, at

the time of writing no national research exists to complement local evidence providing

an overarching national perspective. In addition to local stakeholder views, research

had been conducted by the Public CCTV Managers Association and allows for

comparisons with other public sector owned CCTV systems for the first and only time.

A brief overview the research and the results are highlighted as follows:

Priority Research as a part of the Crime and Disorder Audit (2004)

Commissioned by the Crime and Disorder Reduction Partnership to undertake public

consultation as part of the Crime Audit process; Priority Research developed a

questionnaire which was sent to a random sample of 2000 households in Corby

Borough. The survey yielded a very poor response rate of 6.65% (133), however,

despite its limitations, survey respondents were asked two specific questions about

CCTV as the following charts illustrate:

Public Perception Of The Effectiveness Of CCTV

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

Ineffective Fairly Ineffective Neither FairlyEffective Very Effective

Preventing Crime Helping You Feel Safe

The results are encouraging in that the majority of respondents feel that CCTV is

collectively fairly or very effective in preventing crime and helping people feel safe.

However, when asked about new camera installations, only just over half of those were

aware of new installations, as illustrated in the pie chart below:

Public Awareness Of New CCTV Installations

52%

48%YesNo

At the time the survey was conducted a major new cluster of cameras had just been

installed at Phoenix Parkway, which had attracted widespread local media coverage,

the results suggest room for improvement with CCTV communication and marketing

activities.

CORBIAC Business Crime Survey (2005)

Undertaken as part of the consultation phase of the last Crime and Disorder Audit, all

1200 local businesses were sent a survey asking for their concerns about and

experiences of crime and disorder, in particular the businesses were asked about what

they would like to be done to improve community safety and reduce crime and disorder.

Again response rates were very poor with only 41 surveys returned (3.42%) and at best

but the results provide only a flavour of local business viewpoints. However, despite its

limitations, half of the businesses stated they would like improved video camera

surveillance along with faster police response and security patrols as businesses

viewed these measures as effective ways of reducing crime as illustrated in the table

overleaf:

0%

10%

20%

30%

40%

50%

60%

70%

Faster PoliceResponse

CCTV CrimePrevention

Advice

SecurityPatrols

Local Businesses Crime Reduction Preferences

Local businesses suggested using their own premises for installing mobile CCTV to

deal with short-term crime issues and the need to integrate Borough system with

existing private sector owned systems as well as the need for private sector CCTV

systems to be mapped.

Public CCTV Managers Association Research (2005)

The Public CCTV Managers Association (PCMA) undertook research during the early

part of 2005 in an attempt to compare local authority CCTV systems including

equipment, staffing, performance management and financial arrangements across the

country. The self assessment survey consisting of 60 questions was completed by only

16 authorities, ranging from a small local authority CCTV system with 67 cameras to a

Metropolitan Borough system with 567 cameras. Whilst not representative of all the 107

PCMA members, it provides a snapshot of other local authority CCTV systems and

allows some comparison and the ability to benchmark the service provision for the first

time. Key areas of interest for this report were responses relating to police use of

CCTV, private and public sector partnership working including services offered in

addition to CCTV monitoring and new technologies. Each of these themes is discussed

in more detail as overleaf:


Of the sixteen systems the average control room had the equivalent to 1 full-time

dedicated CCTV police officer, however, rates varied tremendously with half of all local

authority control rooms alike Corby having no dedicated police resources and generally

the larger systems having more police resources.

CCTV Police Officer Resources

0

1

2

3

4

5

6

7

8

9

0 0.5 1 2 3 4

No. of Full Time Police Officers

No. of CCTV Centres

With regards to communication and links with the police, 50% of the local authority

CCTV systems had direct video link with Police Control rooms and all 16 systems had a

direct telephone and with 13 of the 16 respondents having Airwave radio contact with

the police, although 5 of these (including Corby) were not allowed to use the Airwave

system in a proactive manner (i.e. they were not able to communicate directly with

police officers attending incidents). At the time the survey was undertaken ANPR was

still a very new technology and 9 of the respondents did not utilise ANPR, the remaining

7 (including Corby) had ANPR cameras with Bradford having 22 ANPR cameras.


With reference to working with the public and private sector, 2 questions elicited

relevant information, firstly other services provided in addition to CCTV and secondly

whether any of the systems monitored privately owned car parks. The findings

demonstrated the majority (9) did not provide other services and of the 7 that did, 3

CCTV systems monitored just 1 intruder alarm for their own council, 1 monitored 2

council intruder alarms and of the remaining 3 systems, Bradford monitored 3 intruder

alarms and 82 fire alarms, North Lincolnshire supervised 173 local authority intruder

and 82 fire alarms and the Kingston Upon Hull (the largest scheme) monitored 250

council intruder alarms, was the key holder for 350 council buildings and also monitored

150 local authority fire alarms. The majority (12) did not provide CCTV monitoring

services for private car parks. Of the 4 that did, Sedgemoor and Corby monitored 1,

Chesterfield monitored 2 and Bradford monitored 4 privately owned car parks.


Annual income and revenue funding (both internal and external) varied widely amongst

the responses. However, this in part was broadly commensurate with the size of the

system, with the larger systems generating the highest costs and largest incomes, for

example, Kingston Upon Hull Council with 567 cameras, annual revenue costs in

2004/5 were £1.2 million and £757K external income and £440K internal income

generated mainly through alarm and key holder services. The variation in annual costs

and internal/ external funding is illustrated as follows:

CCTV Annual Revenue & Internal/External Funding

0

200

400

600

800

1000

1200

1400

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16

Local Authority CCTV Systems

£000's

Annual Revenue CostExternal IncomeInternal Income

• New Technologies

All systems were heavily reliant on British Telecom fibre-optic cabling for transmitting

images between the camera and control centre, a few councils had installed their own

fibre cables, used ISDN lines and the majority of systems (11) also used either

microwave and/or radio wave transmissions for mobile cameras.

MSC Consultancy Plan (2005)

In 2005, CBC employed the services of MSC Consultancy, a specialist CCTV

consultant to conduct an audit of the system, to assess future CCTV and control room

requirements and to oversee the procurement of control room and maintenance

contracts. As a part of this work, MSC undertook an analysis of the current control room

management, operational arrangements and provided a detailed options assessment of

the equipment, control room, maintenance and staffing contractual arrangements. The

report identified a number of areas where the council was spending money

unnecessarily. In total 33 recommendations were made to improve the efficiency of the

CCTV system (see Appendix F for more details) and many of the recommendations to

streamline procedures to prevent similar occurrences have since been adopted, the

most significant and most recent being the replacement of the analogue control room

with a digital system. Those recommendations that have not already been adopted as

standard procedures have been integrated into the recommendations contained within

this report.

Conclusions

CCTV is one tool, which is used to combat both crime and the fear of crime. Its

service is generally valued by those who benefit from its provision, with the

exception of offenders caught by CCTV evidence. However, CCTV has limitations

and its suitably must be assessed and its implementation considered with other

preventative measures and is in accordance with the guiding principles of the use of

CCTV within Corby Borough.

The CCTV system in Corby has many strengths and opportunities including the

expertise and knowledge of staff, a new digital control room, robust procurement and

financial procedures in place. Through regeneration the system has the ability to

expand to cover more of the town and outlying villages. There also many

weaknesses and threats with the system mainly involving limited finances and the

long term uncertainties over the control room and signal mast location. This section

provides a summary of the key findings of the strategic audit process within each of

the key report themes as follows:


Research has shown the police value the provision, certainly other stakeholders

perceive the police to be the key beneficiaries but are seen by many to contribute

little towards its costs. Research conducted by the PCMA suggests other police

forces contribute more towards their CCTV systems than Northamptonshire Police

provides. The police do not place the same value on CCTV as other forensic

disciplines they use.

The police needs to review its approach to CCTV and establish the operational

processes and management structure that will ensure it makes better use of CCTV’s

surveillance capacity. Performance standards will produce quantifiable data allowing

the effectiveness of CCTV evidence to be judges and integration of CCTV into the

policing function will allow for intelligence to be shared with those responsible for

monitoring the images.


There is a need for a multi agency approach to CCTV; this extends further than just

local authority CCTV systems. The private sector also needs to be drawn in as a

large number of CCTV systems are privately owned. There is the need to keep

abreast of developments by liasing with the private sector to provide an integrated

CCTV service.

Partnership working with both public and private sector partners does take place,

however, this undertaken in a disparate and piecemeal manner. There is room for

improvement in this area and with the installation of the new CCTV control room

there is substantial scope for increasing and developing CCTV and related services

but it requires the authority to recognise that it will require dedicated time and

resources to deliver the potential benefits. Comparisons against other local authority

systems show that many of the larger ones have developed a diverse range of

products.


There are a number of demands for additional CCTV cameras, but limited resources

to increase the number of cameras and as a discretionary service and funding for

CCTV causes some concern. The system is set up and controlled by CBC yet

benefits many including the police and the wider criminal justice system. CCTV

impacts significantly on community safety, which is a statutory obligation for a

number of organisations. There is therefore a desire for contribution towards the

running costs from these benefiting partners.

Comparisons against other local authorities CCTV systems suggests we could

significantly increase the amount of income generated both internally and externally

through the provision of additional services, as some systems are financially

sustainability. Indeed CBC recognises the importance of reducing annual revenue

costs through efficiency savings and increased income generation. It is recognised

that key beneficiaries not yet contributing towards the system should pay towards

the annual running costs and a review of existing funding arrangements and

monitoring costs is required.


Benchmarking against other systems is limited, however, research indicates that

improvements are required in performance management. The current CCTV

procedures have evolved in a disparate way and are neither effective (fulfils

corporate customer satisfaction and corporate objectives) nor efficient in delivering

what the customer wants in the most efficient way (least cost, best quality and use of

resources and in optimum speed). The service needs to focus on customer CCTV

needs and improve to provide the best service for them (Hannagan, 1995).

• Legislation

CCTV is covered by a wide variety of legislation; and it is the responsibility of the

council to ensure that all relevant legislation is strictly adhered to through the

implementation of the CCTV Code of Practice. The Code of Practice needs to be

reviewed and procedures for public requests for images need to be made clear.


The CCTV system does use some innovative technologies and practices but needs

to keep abreast of technological advancements in the field whilst considering

opportunities to increase income and reduce the overall costs to the authority whilst

continually improving the service performance. The issue of finding a new control

room and signal mast location poses a significant financial and operational hurdle to

be overcome in the medium term.


Marketing and communication activities are fairly limited at the present time and

needs to improve along side the business development. Stakeholder awareness is

limited, yet can increase perceptions of effectiveness and deterrence.

Recommendations

Essentially the CBC CCTV Strategy provides an overarching strategic framework

identifying the council’s CCTV objectives and priorities, based on detailed

stakeholder analysis and good practice from other local authorities. The CCTV

Strategy mission is:

“to provide an effective and efficient service which provides a

physical presence and deterrence to assist in reducing crime, the

fear of crime and bring offenders to justice in Corby Borough.

The vision within the CCTV strategy is for Corby residents and businesses to benefit

from a 24/7 monitoring service that includes CCTV, alarms monitoring, community

alarms, key holding and other related services. The service should cover the council

and its partners and with public and private sector investment in management time

and resources, could be largely self financing. Local credibility and recognition of the

services provided should be so high that local businesses be keen to buy in the

service, making full use of any spare capacity.

To help CBC help achieve this ambitious vision, the CCTV Strategy must have an

action plan to ensure that the document aims and objectives are implemented via

actions that are measured, monitored and evaluated. The action plan will include

activities that are SMART, in that they are: Specific; Measurable; Achievable;

Realistic and Time bound.

The next stage of this work will be in the form of the implementation phase which will

prioritise and develop the recommendations. The CBC staff and police responsible

for delivering the actions will be involved in the development stage to ensure

ownership and the Strategy and actions will need to be communicated effectively to

all stakeholders. Key to the success of the CCTV Strategy will be the establishment

of the overarching CCTV Board that co-ordinates the activity and ensures the co-

operation and agreement that is vital if the Strategy is to be implemented

successfully.

This section of the report highlights specific recommendations for action to improve

the authority’s CCTV service. The recommendations contained within this section

represent a significant effort for all those involved with CCTV. Progress in these

areas is extremely important if CBC is to realise the full potential of CCTV in Corby

Borough and receive the support of all key stakeholders. Specifically the CCTV

strategy includes a mixture of short-term and longer term activities which are based

on the following seven themes:

o Police Use of CCTV

o Partnership Working with Public and Private Sector

o Finance and Resources

o Performance Management

o Legislation

o New Technologies and Future Issues

o Marketing and Communication


The police are one of the key stakeholders from the service and are the key

benefactor from the service, yet their involvement with performance management

and service delivery is currently limited, to improve this, the following

recommendations are made:

1. Northamptonshire Police to develop a model for managing the recovery, analysis

and investigation of CCTV evidence.

2. Appropriate resources and training for CCTV evidence recovery, analysis and

investigation should be given.

3. CCTV ownership and links to existing forensic disciplines to be determined,

performance standards to be developed.

4. Protocols for the use of Airwave radio to be developed creating direct

communication and sharing of intelligence between police and CCTV staff.

5. Protocols to be developed that required the police to provide feedback to CCTV

managers as to the operational usefulness of CCTV images.

6. Establish the basic network infrastructure to facilitate the connection of digital

CCTV systems to the network.

7. Northamptonshire Police to consider making regular financial contributions

towards the costs of the local authority owned CCTV systems.


Partnership working is integral to the effectiveness of CBC owned system; the

service already works in partnership with the local businesses including CORBIAC

and Pubwatch members and many other commercial and domestic property

developers. This objective aims to continue to develop this area of work to continue

to reduce crime and improve community safety in Corby Borough.

8. CCTV to become an integral part of any new development, linking CCTV into

general planning considerations and maximising funding through S106 planning

agreements.

9. To offer support and advice regarding the provision of permanent or stand alone

CCTV systems to retail, commercial and domestic properties to deter crime and

enhance the detection of crime.

10. Extend the remit of CCTV to monitor railway and where possible on board

buses. Extending to car parks, civic developments, stadiums, arenas and other

areas of public convenience thus creating a hub for public space CCTV.

11. Ensure the Community Safety Officer is aware of major CCTV purchases within

the Borough to consider integration/ compatibility for CBC monitoring and the

opportunity to maximise potential monitoring fee contribution.


The CCTV system has to demonstrate value for money by improving the current

system equipment and performance whilst maintaining and ultimately reducing the

financial costs to the authority. The vision is to create a service which breaks even

through income generation. This will be achieved through the following activities:

12. To invest in current CCTV management capacity to create a full-time CCTV

Manager position to develop business opportunities (to take advantage of the

income opportunities offered will require investment in additional equipment, staff

and marketing).

13. To identify and apply for internal (Invest To Save and Capital bids) and external

funding streams (Safer and Stronger Communities and Basic Command Unit

funds) to improve the current CCTV system.

14. To identify CCTV efficiency savings so that CCTV provision can be maintained

and developed at no extra cost and potentially reduced costs year on year to the

council.

15. Maximise contributions from beneficiaries of the scheme in the public and

private sectors. Specifically to explore contributions from the police, voluntary

contributions from local business and local authority housing rents.

16. Review all existing CCTV monitoring agreements and associated charges with

the view to increase the income streams.

17. Gain financial support from licensees under entertainment licensing

arrangements.

18. Combine enterprises to reduce cabling and transmission costs and sharing

design and installation costs with private sector developers.

19. Use spare CCTV capacity to monitor public/ private sector premises where an

income may be generated, these may include: Primary Schools; Secondary

Schools; Youth Clubs; Libraries; Health Centres and Leisure Centres.

20. Pursue private sponsorship of CCTV installations (with acknowledgement on

CCTV signage).

21. Conduct a feasibility study into the use of CCTV poles for telecom aerials as a

form of income generation.

22. Develop CCTV into an alarm monitoring and key holding service, monitoring

alarms from Council buildings and ultimately other public sector and potentially

private buildings.

23. Work towards integrating the Borough and Town Centre (Land Securities) CCTV

and other private sector and public sector CCTV systems within the Borough.

24. Consider the use of CCTV to assist in enforcement of decriminalised parking

enforcement and Bylaw enforcement.

25. CCTV monitoring via mobile cameras of private premises e.g. construction sites

and provide an electronic patrolling of retail and business parks.

26. Pursue lone worker monitoring for CBC staff and potentially other agency/

private business staff as a form of income generation.


CCTV performance and customer satisfaction needs to be measured in a systematic

manner, and reviewed and continuously improved. By adopting a Quality First

approach to operating all aspects of its CCTV service provision would reduce the

overall CCTV costs to the authority and demonstrating Best Value and value for

money as well as increasing customer satisfaction, this will be achieved through the

following activities:

27. Development of a CCTV Board on behalf of CBC and Corby CDRP to oversee

its development and performance.

28. Key Performance Indicators should be included as part of the Service Area

Performance Plan and include the following:

o No. of arrests

o No. of police operations

o No. of incidents filmed

o No. of evidence review visits by Police

o No. of evidence requests from the police

o How useful the CCTV has been in the investigation

o The number of occasions CCTV material has been used in court

o How useful the CCTV has been at court

o Other requests for evidence

29. Ensure that the monitoring of the system is effective and that all operators are

fully trained to meet the legal and operational requirements including

competence with the new technologies used and understanding of the

performance management procedures established. Work related performance

and role competencies to be regularly reviewed as part of the Employee

Development Scheme and as part of the drive for continuous improvement.

30. Review the location and purpose of all CCTV cameras. Review all the CCTV

cameras in public space use, detailing their purpose and establishing if they are

fit for purpose.

31. Ensure that the maintenance of the CCTV system is kept to the highest

standards at all times.

32. Ensure that all new installations include anti-climb frames and anti-ram bollards

surrounding the pole to protect any potential damage to the camera.

33. Manage vegetation and overgrown foliage around cameras to ensure views are

not obstructed.

34. Develop a Risk Management Plan to identify potential implications of system

failure and emergency planning.

• Legislation

CCTV is covered by a wide variety of legislation; this objective is concerned with

ensuring that all relevant legislation is strictly adhered to through the implementation

of the CCTV Code of Practice.

35. To ensure that CBC CCTV complies with all relevant legislation, with particular

reference to 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.

36. CCTV should be considered in planning regulations and licensing, therefore

satisfying inspection, regulation and enforcement by capturing CCTV within the

licensing laws that currently exist.

• New Technologies/ Future Issues

This objective is concerned with developing the CCTV system using 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. The objective is

also concerned with keeping abreast of future or emerging issues that may impact

upon the CCTV service.

37. Implement a phased programme to replace/upgrade existing cameras.

38. Expansion of the system must carefully consider and be determined by crime

figures, incident reports, available funding and through detailed consultation with

all key stakeholders.

39. Wherever possible utilise COFDM and microwave transmission methods to

ensure no added revenue costs to the CCTV system.

40. Additional external cameras must have night-time vision to maximise camera

performance and usage.

41. Consider future control room location (when Grosvenor House is decamped)

and promote the development of a monitoring suite capable of incorporating the

existing CCTV monitoring service and potential co-location of the council’s out of

hours services including handling all council telephone calls and community alarms

with the potential for further integration with co-located community safety team to

improve intelligence sharing and joint tasking.

42. Scanning equipment and routine scanning of relevant documents to be

introduced as part of the CCTV procedure, contributing towards the Governments

E-Gov targets and reducing administration, documentation storage and general

bureaucracy.


Marketing and communication activities are fairly limited at the present time but the

following activities are aimed at improving this area of work:

43. Develop a CCTV Communications and Marketing Plan which includes:

o Marketing Material for potential new business/ income generation.

o Regular news stories about the deterrent potential and successes of the

CCTV system through press conferences for major new stories or

announcements, press briefings, press receptions and involve media

representatives in aspects of CCTV.

o CBC CCTV Internet sites to be redeveloped and maintained.

44. Consultation with local residents and businesses about proposed camera

installation and potential rent/ rate increases prior to installation – need to sell the

notion, which requires more than a letter drop.

References Hannagan, T. (2002) Mastering Strategic Management, 2002, Palgrave.

Hannagan, T. (1998) Management Concepts and Practices, 2nd edition, Pitman

Publishing.

Home Office (2007) National CCTV Strategy Project, Draft Report – Version B,

February 2007, Home Office.

Johnson, G. and Scholes, K. (1997) Exploring Corporate Strategy: Text and

Cases, 4th edition, Prentice Hall.

Mullins, L. J. (1999) Management and Organisational Behaviour, 5th edition,

Prentice Hall.

http://www.corby.gov.uk/an/wc.exe.AO2/Corbyimages/onecorby.pdf.

http://www.corby.gov.uk/

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.

Corby Borough Council CCTV Strategy

• 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%

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• 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.

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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.

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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.

42


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.

43


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.

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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.

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