The Application Of Inspection For Cctv (kloes)

The Application of KLoE Inspection to Public Sector CCTV

Or Quis Custodiet Ipsos Custodies Malcolm Gardner Meritec Ltd

In

general, most service areas within LAs have benefited from a range of additional performance funding In many areas this has now dried up and councils can expect that funding will be much, much tougher in the next few years So, instead of additional funding there is more likely to be budget cuts The expectation is more with less ◦ Described as the “Burning Platform”

The Harder Test

Inspection

has been evolving starting with BVPI and then CPA (Continual Performance 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

Inspections

Approximately

4000 inspections since August 2000 covering ◦ Corporate governance and assessment ◦ Culture and leisure ◦ Environment ◦ Health ◦ Housing ◦ Use of resources ◦ Fire and rescue services ◦ From 2008, Housing & Council Tax Benefits

Inspections

More

recently the Inspectorates have introduced a number of cross-cutting service inspections These 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 Quality Commission, HM Inspectorate of Constabulary, HM Inspectorate of Prisons, HM Inspectorate of Probation and Ofsted

Inspections

CAA

is intended to cover a range of social high level subjects such as ◦ ◦ ◦ ◦

Teenage pregnancy Providing choice in social care Educational attainment Reducing unemployment and worklessness, and improving skills ◦ Improving the environment and housing through energy efficient homes ◦ Data handling, use and retention

It

is a evolved version of the KLoE Inspection methodology

Inspections

Judgement

1

the service ◦ What has • Judgement 1 aimed to achieve? • Zero stars—Poor ◦ Meeting the needs of the community and users? • One star—Fair ◦ Delivering value for money? •

Two star—Good Judgement 2 star—Excellent • Three

◦ Service track record in delivering improvement? does the service manage ◦ How well • Judgement 2 performance? • Zero stars—Poor • One star—Uncertain ◦ Does the service have the capacity to improve? • Two star—Promising • Three star—Excellent

Two Key Judgements

Services

are not judged by a narrow definitions Where as before a service was judged on the performance of those who work for it Now anyone or any other service who undertakes some aspect of servicing the function under inspection will be judged The department, customer services, receptionists any one who collects and manages evidence or data (internal and external partners), all line managers up to and including the Chief Executive and Elected Members

What is being Inspected

 Placing

this into a Police Authority Context (new inspection currently under consultation)  It will not be the police and direct staff alone who will be inspected but anyone involved in community safety and policing.  The same is true of housing and environmental service inspections  So any service where CCTV monitoring contributes to some aspect another service’s performance then that facet could be subject to inspection, especially around ◦ ◦ ◦ ◦

The consultative process Risk assessment Access to data Security of personal information

What is Being Inspected

From

Tenancy and Estate Management Inspection Methodolgy

◦ Does the organisation have a holistic approach to tackling ASB which places emphasis on prevention… as well as enforcement? ◦ Have effective partnerships been formed at a local level with … appropriate agencies, council departments and other landlords on the sharing of information, and tackling ASB? ◦ Uses a range of cost effective methods to gather evidence – for example professional witnesses, CCTV, video cameras, and noise monitoring equipment.

What is Being Inspected

There

may be an assumption that if CCTV is supplied by a third party that contractor does not have to worry about KLoE because it applies only to the LA The Audit Commission expect that the client ensures that any third party helps the LA meet the KLoE requirements

◦ Same principle as third party investigators and RIPA

A

word of warning: 60% of the early benefit inspections highly criticised contracted out services as being amongst the poorest performers

Contractors, Suppliers and Partners

Judgement

1 is all about how the service is currently performing Under the old CPA that was about specific performance 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

Judgement 1

This

judgement now looks at the question of performance in its broader terms to get a picture of how the service is operating This runs deep into policy ◦ Local targets for local people ◦ While they may vary the questions remain fundamentally the same

Judgement 1

Example

from Police Inspection Consultation: How well does the police authority achieve results through community engagement, partnerships and collaboration to deliver its ambitions and strategic priorities? The Police demonstrated this by showing:

What has the service aimed to achieve?

has

secured and understood the views of local people about policing priorities in its area;

What has the service aimed to achieve?

acts

upon community concerns by setting priorities for policing that reflect local needs and will lead to improvements in public confidence

What has the service aimed to achieve?

provides

feedback on how issues raised through consultation and community engagement have been considered;

What has the service aimed to achieve?

ensures

that local policing services are accessible to all communities, including hard to reach and vulnerable groups;

What has the service aimed to achieve?

secures

desired outcomes for local policing and community safety priorities through effective partnership;

What has the service aimed to achieve?

promotes

and supports collaboration/joint working between forces and other local public service partners to improve efficiency, reduce costs, manage risk more effectively

What has the service aimed to achieve?

Meeting the needs of the 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 so

CCTV

◦ ◦ ◦ ◦

examples could be:

Numbers and locations of cameras Purpose of use Data retention Codes of conduct

Meeting the needs of the community and users?

Delivering value for money?

 In

its 2006 Report “Neighbourhood, Crime and Antisocial 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 advance

 An

so that they can properly advise their clients -- “Guilty” pleaded trials are cheaper than “Not Guilty” one

example is the Stadium Housing Association Housing Association Inspection showed how a coordinated approach to CCTV can bring financial benefits

Delivering value for money?

This

is all about the ability of the organisation to introduce change In the view of the inspectors the ability of the service to introduce change is not enough It has to be supported by strong leadership and support from the top down A Local Authority is the sum of its parts and service inspections are not about how the service performs but about how the Council manages the service Golden Thread from LAA to the frontline

Judgement 2

Has

the Service Delivered improvements

◦ This has to be demonstrated through (as many of these as possible) the following Proposals Project plans Business plans Executive and Council Reports Approvals Minutes Consultation Impact Assessments

And

results and the reviews

◦ Of course they want to know if it was a success

Service track record in delivering improvement?

This

is where they expect to see that the Golden Thread runs from the LAA themes through the council to front line service staff and processes One key theme is “safer communities” The sort of things that you need are ◦ Service plans ◦ Improvement plans ◦ Staff development programme/performance management ◦ Finance strategy ◦ Training needs analysis and training plans

How well does the service manage performance?

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 each

other So, CCTV services plans will need to be integrated with those of hospitals, police, schools, housing, estates, social services, business and community safety and any council service that you have real impact on This ensures that there is no reinventing the wheel and resources are not wasted More importantly the local government has to control those resources and its priorities

Does the service have the capacity to improve?

The

Audit Commission are already looking closely at contracted out services and the management of CCTV by contractors will be under scrutiny because of its sensitivity The expectation will be that the client manages the contracts and proper governance is in place CCTV is a sensitive area and needs to be able to demonstrate the benefits, social and financial that it brings to communities I believe that well run CCTV should be a jewel in the crown of what organisation in partnership can achieve

Does the service have the capacity to improve?

“Excellent”

CPA services are consistently coming out as “Poor performers with uncertain prospects for improvement”. Key themes are emerging ◦ ◦ ◦ ◦ ◦ ◦ ◦

It

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 bottom

is the Harder Test

Finally: Inspections in Practice

The End Malcolm Gardner Meritec Ltd/Counter-Fraud Group [email protected] [email protected] 07946800171 0113 286 8828 http://www.counterfraudgroup.co.uk http://www.meritec.co.uk http://www.netshare.org.uk