The CCTV User Group
November 2007
National CCTV Strategy Analysis
A Report by David M. White - CCTV User Group Executive Support
Introduction
After all the doubts, anticipation and conference presentations surrounding the proposed
National CCTV Strategy it came as a sudden but welcomed surprise on the 19th October
2007 when Ian Cunningham contacted Peter Fry to announce its’ formal publication. We
were ready with an instant press release based on collective thoughts and sight of the final
draft document. Our instant reaction read:
The CCTV User Group has welcomed the publication by the Home Office of the ‘’National
CCTV Strategy’. CCTV has evolved hugely since the early nineties and now plays a
fundamental role in crime reduction, public safety and an increasingly significant part in
investigations. Having a coordinated approach, system compatibility and a clear direction
to match the investment has been awaited since 1999 when the government encouraged
growth through the Crime Reduction Programme CCTV Initiative. Whilst developments in
technology have outpaced some of the capabilities within the police and justice system,
the new National CCTV strategy aspires to meet the challenges so the benefits and full
potential of CCTV can be maximised.
The Group, which represents hundreds of public surveillance operators and managers
across the UK, has been aware of much the detail now contained within the strategy since
April and is encouraged by the work of the project team in addressing a national approach
to issues like police use of CCTV, operating standards, inspection and enforcement,
training, technological and managerial issues.
Peter Fry, Director of the CCTV User Group commented: “This publication is long awaited
good news. The number of public space CCTV systems in the UK – and the extent of their
use – has increased considerably but on a localised basis. The 44 recommendations in
the strategy represent considerable challenges for public systems that have invested and
progressed but who will now seek to meet the requirements. We will be keen to assist the
implementation team and offer appropriate guidance to all end-users in order to progress
the strategy”.
He added: “Initial reading provides a positive platform to develop the full potential of CCTV
in the digital era and encourage all those in the police and justice system to fully embrace
the changes. It reinforces our view of the need for common standards across many areas
of CCTV management and operations but funding the implementation of the
recommendations will concern many of our CCTV users”.
Coupled with comments from the Strategy authors at our April conference in Manchester
and minor extracts from the strategy’s executive summary, the above text formed an article
in the November issue (No:23) of CCTVImage. Peter Fry wanted a more considered study.
The analysis contained in this report is from my study of the Strategy supported by
comments from colleagues in the Chairman’s Group; extracts from each source have
woven their way into the body of the report. Given my past as a police officer and citycentre CCTV Manager; my experience gained since that time as a consultant and trainer
within the world of CCTV operations, I have attempted to apply a holistic and objective
mind to the analysis. Inevitably it will be my own reflection on behalf of the CCTV User
Group and may not fully represent the views of the membership.
From the outset I welcome the publication of the National CCTV Strategy. It may be a little
too late for some who have made recent investments in new technology and overdue for
many. It is better to have a direction rather than no direction at all. It represents centralised
recognition from the top down of many pertinent issues and should provoke a more
focused approach for those involved in the future of CCTV surveillance.
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Overview
The current HM Government have finally endorsed the success of CCTV in making streets
safer, reducing the fears of becoming a victim and its value in investigating and detecting
offences. On the back of massive government investment between 1994 and 2003 through
Challenge Competitions and the Crime Reduction Programme, public space CCTV has
grown extensively but in piecemeal fashion with little strategic direction. It is believed this
approach has failed to maximise the potential of our CCTV infrastructure and many
involved in its operation and management felt there remained a pressing need to examine
existing standards, procedures, training and methods of operation. Changing threats have
clearly focused minds on the benefits of CCTV and the need for its infrastructure to be
improved by effective coordination and a clear future direction for users to follow.
The National CCTV Strategy (hereafter referred to as ‘the Strategy’) published by the joint
Home Office ACPO team led by DCC Graeme Gerrard and Ian Cunningham (HO),
presents the results of a wide-ranging review of CCTV and its applications in the reduction
of crime and in public safety. The report was commissioned in 2005 following concerns and
risks identified by ACPO (CCTV). The Strategy is founded on a lot of work by a small team
working with key stakeholders through extensive workshops and consultations. It reviews
the use of CCTV to date, examining both its strengths and its weaknesses. The scope of
the Strategy is ambitious and diverse; focusing largely on all public space CCTV but also
seeks to embrace the private CCTV sector in the long term. It makes 44 recommendations
for future action which represent a significant effort for all agencies involved in CCTV.
Progress in these areas is extremely important if the full potential of CCTV across a varied
range of uses is to be realised and continue to receive the support of the public.
The Strategy is broadly based on the following 10 themes and examines each one in detail.
 The need for standards in all aspects of CCTV
 The need for clear guidelines on registration, inspection and enforcement
 Training of all personnel
 The police use of CCTV footage and evidence
 Storage / Volume / Archiving / Retention issues
 The need for CCTV Networks – Live & Stored
 Equipping, resourcing and standardisation within the CJS
 Emerging Technologies / Changing Threats / New & Changing Priorities
 Partnership Working
 Financial and Resource management
This report will be structured to analyse the detail of each chapter from an end-user
perspective and should be read in conjunction with the Strategy document. The threads
running through the chapters and therefore the Strategy itself could be summed up as:
 Effective standards
 Concerns and risks relating to the transition to digital technologies
 Use of CCTV by police and the criminal justice system (CJS)
 Addressing the changing threats and crime profiles
 Stronger and a more dynamic partnership approach
There are some recognised contradictions. Across many of the chapters you would be
forgiven for thinking that the police and CJS were the only users of a CCTV system and its
data, yet there is a desire for the town-centre CCTV control room to become a holistic hub
for PSSCCTV. Retail, transport, leisure, local authorities and others all have different
priorities for their cameras, making this a challenging aspiration. There is an important
recognition within the strategy that there may be a conflict of interest between partners.
Chapters 10 on Partnership working and 11 on Finances and Resources should have been
at the head of the Strategy. The key issues raised are fundamentally crucial to progress of
everything else. Government money may be scarce and more effective use of current
funding is acknowledged but the outcomes here will determine long-term strategic success.
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Chapter 1: Introduction
This chapter offers a detailed insight into the background of public space surveillance,
government funding streams, review background and its methodology.
Much of this is familiar to many CCTV User Group members and is an accurate
representation of the situation. It rightly acknowledges that Local Authorities continue to
bear the burden for the ongoing costs of running and maintaining CCTV schemes whilst
there are many other uses and users. Upon reading it does provoke thoughts of “where is
the support funding?” This is so varied around the country and often it is none from any
other third party. You are also left feeling that will the approach just be about policing and
CJS requirements and outcomes? The strategy does go on to address these issues, albeit
not in equal measure.
It makes a valid point: It should also be remembered that while there exists a large number
of local authority operated CCTV cameras, it is a very small proportion of the nation’s
CCTV provision, since the vast majority are commercially owned. This surely endorses our
view that the often quoted figure of 4.2 million cameras watching over the UK public is
misleading.
It identifies the opportunities and benefits of digital CCTV but recognises it brings a whole
new set of difficulties for a future coordinated approach.
Chapter 2: Standards
With the deployment of CCTV commonplace in a variety of areas where the public have
access, the strategy rightly identifies that the Data Protection Act 1998 offers the only
statutory basis for systematic legal control of PSSCCTV. The enforceable information
handling standards are crucial. Other than the DPA there are no statutory or legal
obstacles to installing a CCTV camera or system. The DPA principles are highlighted.
2.2.1 Page 11: Incompatibility of new systems addresses the change from analogue to
digital in the context of PAL and VHS were straightforward and common formats in most
places. The increasing change to digital with the plethora of manufacturers, products and
multiple proprietary formats creates procurement restrictions and image recovery and
playback very difficult. There must be recognition here of the failure of both the police and
the CJS to keep up. Even in the analogue era there is an example of where a CCTV
system was using SVHS, the local courts were instructed to buy VHS recorders, which
could not play SVHS tapes. This resulted in CCTV control room having to purchase and
convert thousands of VHS tapes in addition to their SVHS tapes. Currently as systems
move to digital recording, which can be played in any PC, some police forces have
removed CD drives from the majority of their PC’s. The strategy later addresses theses
issues in Chapter 5 but there needs to be a mention at this point.
2.2.2/3 Page 12: Picture quality and Operational requirements are highlighted and the
release of the new HOSDB OR Manual 55/06 addresses many of the issues. Dr. Neil
Cohen’s presentation to our Bristol conference 10/07 covers the actions around some of
the Strategy recommendations.
2.2.4 Page13: Dual or multiple uses of CCTV cameras installed for one purpose being
used for other purposes is reported as not effective in the context of pro-active crime
orientated monitoring. Yet the dual use of traffic management cameras for crime
surveillance when not in use for traffic is acceptable. There are conflicting expectations of
investigating officers as to exactly what the remit for local use of CCTV is when they
conduct post incident reviews and nothing has been recorded. There is clearly a need to
include an element of education on these issues in the development of police training
standards referred to elsewhere in the Strategy.
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2.2.5 Page 14: Makes reference to the need to link crime mapping analytical tools and the
National Intelligence Model (NIM) to determine the most effective deployment of CCTV
cameras. This is helpful but will only be achieved in a trusting partnership where
intelligence is shared and CCTV Managers are included actively in the (CDRP)
Partnership; (final bullet point 10.2, page 44)
2.4 Recommendations:
R2.1 Establish digital CCTV Standards – maybe a little late as many have made the leap
but these standards are desperately needed to assist end-users in compatibility and
procurement decisions. I believe ACPO are striving for a technical standards group now
and the work that Dannie Parkes can offer the Chairman’s Group will be much valued as
short-term advice for members before the national standards are/if devised. See also R 2.2
R 2.4 This drives a need for regular audit for CCTV owners and managers. We should be
supporting this process and I believe it fits well with the revised ICO Codes of Practice for
CCTV and the recommendation to carry this audit out upon the annual renewal of data
processing notification.
R 2.7 This guidance is well overdue and will be welcomed.
R 2.9 This would be valuable work and surely we are in a good position to offer ourselves
and past achievements here. It should be pointed out that large parts of this paragraph
should apply equally to the 43 police forces in England and Wales and the co-located CJS.
R 2.12 This is the recommendation that town-centre CCTV schemes should become the
de-facto hub for all PSSCTV in their locality. This is a laudable suggestion but sadly quite
often thwarted by the private sector organisations mentioned who prefer to run their own
systems, mainly because their objectives are very different from public space systems.
This one element alone would require a very dynamic partnership and much funding to
achieve. It will be interesting how the Programme Board and the Implementation Team (IT)
approach this future challenge.
Chapter 3: Registration / Inspection / Enforcement
This presents the detail behind the legal standards mentioned in Chapter 2. The revised
ICO Codes for CCTV and our consultation response have been circulated to all members
so this should address many issues here. The interesting aspect is the distinct registration
of CCTV systems rather than them being subsumed in the general data processing
notification to ICO. I welcome this approach and feel that the CCTV User Group can offer
something to the IT with any database that we have. I can remember when the LGA
compiled their green folder of all LGA CCTV schemes. Is that still done? Overall a useful
chapter on direction for compliance standards. The main outcome here is the identified
need to address the shortcomings around enforcement of the DPA and its’ Code.
3.4 Recommendations:
R 3.1 Fully support this and believe the CCTV User Group should lobby proactively on
this recommendation.
R 3.2 The issues of inappropriate domestic CCTV exempt under S.36 DPA could be
tackled here
R 3.4 Fully supported. By addressing R 3.1 this can be achieved.
R 3.6 Registration database should be supported together with general details of system
audit to obtain an accurate picture of PSSCCTV in UK. User Group to assist here.
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Chapter 4: Training
I declare a vested interest here as this is a particular part of the future strategy that
particularly interested me; the issue of Training. I am aware of the vast difference in
training quality, qualifications and experience of trainers and the information provided in
training facilities around the country. Training budgets spent on low quality training, that is
often not fit for purpose is not meting the needs of the individual, their organisation or
raising industry standards with consistency.
The Strategy critically highlights: There is inadequate training for all staff engaged in
CCTV. There are currently no uniform training standards that apply to all CCTV staff.
It endorses a long-held view within the CCTV User Group that whilst the SIA Licence
requirement has addressed minimum standards that should be achieved, it only applies to
some and this is leading to disparity in the skill ranges and qualifications between staff. The
SIA meet in early December 2007 to discuss the way forward for all PSSCCTV staff and
we should be alert to the outcomes.
The Strategy addresses the issue of little police training for CCTV and makes a clear point
that there is a need for a uniform and comprehensive set of standards for training of all
those involved in the use of CCTV; from operators to the police to the courts.
This chapter is very clear and there is little to disagree with. The conclusions and
recommendations are all good indicators for achievable future developments.
4.4 Recommendations:
R 4.1 This clarification is long overdue and I hope the IT succeeds where others have
failed with a conclusive answer from the SIA.
R 4.2 A laudable recommendation and one that needs to be endorsed and promoted by
the CCTV User Group.
R 4.3 The outcome desired here is what we all want. It links to comment in the body of
the main chapter: There are a variety of different bodies currently working on training and
developing training standards. There is a need to bring these groups together and evaluate
their findings and proposals. A concern is that whilst the ACPO CCTV Training Working
Group, who are currently looking at developing a training programme in conjunction with
Skills for Security, Skills for Justice, NPIA and stakeholders such as the police and CCTV
Town Centre Managers, they (ACPO CCTV TWG) are working away in their own world and
probably in many areas re-inventing the wheel over and over again. The Project Team
really does need to ensure they work with the end users who have several years of
experience in this field, do the job and know what is required.
R 4.4 The CCTV User Group needs to offer fundamental support to the IT to achieve this.
Chapter 5: Police Use of CCTV
As the title suggests this chapter takes a detailed look at how the police and those in the
CJS use CCTV across a range of areas. The introductory paragraph clearly identifies the
use made and benefits of CCTV to the policing agencies in all aspects of their work. My
initial comment in the margin was ‘but provide very little funding’. And that’s coming from a
police force that was and remains proactive financially on CCTV issues. I know it’s a
concern for many but it is addressed later in the Strategy (p 9 this report). How it improves
is another matter.
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The end-user will have little influence here, but the CCTV User Group should remain close
to the Implementation Team (IT) to monitor the progress and any impact for our members.
The interest will be how the police and CJS develop there ability to retrieve, manage and
present digital CCTV data; formalising a standard job profile of the specialism (like DNA).
Again the need for training is identified: There is an urgent need to develop an accredited
training course for those engaged in the recovery and analysis of digitally recorded CCTV
evidence.
Closer to the end-user is 5.2.6 (p 27). It provides a welcomed approach to encouraging
more consistent and open cooperation between police and LA CCTV, recognising
productive relationships where CCTV is integrated into the policing function. The Strategy
also highlights the fundamental need to provide operational feedback to CCTV; its’
absence often making it difficult to justify expenses associated with CCTV.
5.2.7 (p 28) addresses the wider application of CCTV by investigation agencies within the
context of terrorism, beyond town-centres and volume crime.
It concludes with an honest appreciation of the position within the police service and CJS:
The development of the technology has outpaced the ability of the police service to
respond to the operational opportunities. The lack of a national strategy or a co-ordinated
approach to the development of CCTV has led to an ad hoc response that is less than
adequate and fails to maximise the significant potential afforded by CCTV. This chapter
serves notice by HO/ACPO to “police UK” to take a serious look at their approach to and
performance standards around CCTV.
5.4 Recommendations:
R 5.1 A little gem of contradiction here: Image retention periods should be standardised
and should relate to the operational purpose of the CCTV system. Conflicts with DPA, ICO
Codes and advice and the DPA principle 5 – ‘data not to be kept for longer than necessary’
(in the Strategy at 2.1 p 11). How can retention be standardised yet be flexible to individual
operational purposes across a wide range of PSSCCTV? (see also 6.1 para 3, p31)
R 5.8 We have published the outcome of this to members
R 5.9 Agreed. CCTV User Group should work with the IT on this issue.
Chapter 6: Storage / Volume /Archiving / Retention
The introduction to this chapter speaks for itself and requires little comment. The only issue
is the conflict (already highlighted above) at paragraph 3 about the police requirement for
31 day storage of digital data without quality being reduced or compromised (varied frame
and compression rates) over that period. I believe this actually conflicts with ICO rather
than the comfort expressed by ICO support. How will this be afforded if actioned?
The key issues raised are well known to CCTV User Group members. Working to a
standard is desirable but I believe it will be difficult to achieve in the short term. It would
seem that all future CCTV Systems will have to be designed with ‘policing needs’ in mind to
reduce conflicts over these topics at a later date.
There are technical issues to be addressed by the IT for future solutions.
6.4 Recommendations:
R 6.1 We await this guidance with interest
R 6.2 Easily stated but we need to see how the IT develops this.
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Chapter 7: CCTV Networks – Live & Stored
This is happening now in limited circumstances but will no doubt feature increasingly over
the next few years. Thames Valley Police CEDRIC IP interface from all CCTV control
rooms over their area into the two Command centres is an example.
The remote access to stored image data will grow and it is important to note the Strategy
clear states networked access: is an indispensable requirement of modern day working.
Appropriate access and permissions restrictions will need to be developed relating to the
access of the images. The advantages are outlined in key issues at 7.2 p 35.
The considerations surely have to be careful planning, more developments and pilot
projects; most importantly, identify where the capital and revenue costs are going to come
from.
It terms of management the User Group wholly supports the key issue: Security, access
and audit trails need to be stringent and continuing management scrutiny of the security,
access and audit trails will be essential. This will be critical for any network solution.
This has to be a longer term goal of the strategy.
7.4 Recommendations:
R 7.1 CCTV User Group may be able to assist the IT with key member involvement.
R 7.2 We could identify a member scheme willing to be a pilot project and be close to the
developments.
Chapter 8:
Facilities in the CJS
This chapter is a self-evident analysis of the current position and identifies needs for the
future. It requires no further comment in my view. The strategic outcomes will be monitored
with interest but little for end-users to do at this point. The playback standards and CPS
guidance on evidence required will be helpful.
Chapter 9:
Change – Emerging technologies / Threats / Priorities
The Strategy rightly identifies the need to face the future rather than just the ‘here and
now’: without an element in the strategy that addressed how to deal in the future with
change, there would always be an element of playing ‘catch up’. It is ambitious in that it
addresses technical issues for the next 10 years but that could be an impossible task given
the rapid rate of change. There are some useful and interesting key issues.
Convergence and integrated systems (which will lead to an increase in ‘multifunctional
control rooms’) are highlighted as able to: dramatically improve the effectiveness of CCTV
systems and (or but…) significantly increase the capacity to undertake public surveillance
and therefore needs to be carefully controlled by Information and Surveillance
Commissioners’ guidance; a careful balance between technical progress and compliance
requirements.
Beyond the technology is the change in threat and the CCTV response to it. To meet these
national strategic aims, issues for CCTV User Group members to consider in their future
plans will be at 9.2.2 (p 41)
 Camera locations based on NIM and NTA principles;
 Specialist training and vetting levels for staff
 Appropriate intelligence sharing
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At 9.2.3 the changes are broadened into more general crime issues and the need to be
flexible in responses to changes in local, current crime trends as well as environmental
changes. It recommends more should be done to ensure cameras can be redeployed to
‘hot-spots’. This will surely impact on the ever increasing use of Redeployable camera units
and all the operational issues.
Significantly the need for more two-way flow of intelligence to support the delivery of
flexibility is highlighted. For many this is long overdue and needs to be implemented in a
national, consistent manner with some urgency if the full potential of existing CCTV (never
mind the future) is to be maximised.
It is fair to point out, many CCTV systems have already converted or have started to
convert to digital recording systems and some are now toying with IT and Broadband
broadcast system in preference to traditional cables. In addition a number of systems have
started to use wireless and infrared cameras to give them greater flexibility and to reduce
costs. In that context this document is too little too late for some.
The recommendation (R 9.3) that digital CCTV standards be developed with government
agencies and manufacturers should have taken place five years ago before people started
to convert from analogue. So what is a standardised system and how do you get people
onto it? By the time we get a standardised digital system, new technology will have arrived.
Realistically the chances of standardising the re-deployable camera transmission systems
and digital recording systems will take five to ten years to achieve because systems which
have just spent £100,000+ on a system are not going to throw it out just because the
implementation of this recommendation states otherwise.
Likewise now is the time that strategies on alternative forms of camera transmission
(wireless, IP, Broadband, Mesh etc) should be discussed because all CCTV systems are
looking for alternatives to cabling.
9.4 Recommendations:
R 9.3 See comments above
R 9.5 See comments above
Chapter 10: Partnership Working
This is an issue close to the hearts of many CCTV User Group members. This chapter
makes some excellent points and I reiterate my introductory comments that this chapter
(and the following one) should head the implementation of the strategy in order for
successful outcomes to be achieved. Effective partnerships are described as those:



Where small groups work more closely together in a locality
That build strong relationships police
Engage the private sector CCTV schemes for an integrated service
At bullet-point 3 at the bottom of page 43 it rightly acknowledges that whilst a joined-up
approach has benefits it may also lead to a conflict of interests between certain
stakeholders. A local authority may have agendas that differ from that of the police or CJS.
If linked to private CCTV schemes, all have different priorities for their cameras. Not only
that but different systems within each group may also not agree on their objectives. This is
fuelled by local attitudes and considerations and commercial requirements.
So how does this sit with the strategic aim of town-centre CCTV control room becoming the
holistic hub? We will wait with interest in how the IT develop this one.
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Effective partnerships are ones that work together and deliver results. To address this point
and potential conflict of interests, this chapter highlights the issues (p 44):




Determine primacy and priority issues
Identify ‘access to recorded material’ protocols
Common technical standards to achieve compatibility
Include the CCTV Manager as a member of the local CDRP
Whilst the final chapter deals with Financial Resources, there is a significant bullet-point
here that goes to the heart of the difficulty in many partnerships:
The issue of funding and bearing the running costs for the system has also been seen to
cause some concern for CCTV Town Centre managers. The systems are set up and
controlled by local authorities; however CCTV benefits a wide range of groups, including
the police and the wider CJS. CCTV impacts significantly on community safety which is a
statutory obligation for a number of agencies. There is therefore a desire for
contribution towards the running costs from areas other than local government
funding.
I refer to my comment at page 5 about police contributions: ‘but [they] provide very little
funding’. This is some comfort that the issue is acknowledged but I stand by my point; how
it improves is another matter. (See R 11.2 p49 of Strategy document)
10.4 Recommendations:
R 10.1 Unsure whether this reference to a ‘National Board’ is the same as the National
Strategy Programme Board in the Partnership Model at the end of Chapter 10.
R 10.2 Agreed. Recent ACPO Airwave advice covers much of this.
R 10.3 Good model. Be interesting to see it applied to multiple LA CCTV schemes.
R 10.5 Primacy at local level taking into account the Strategy. The strategy contradicts
itself here and needs to provide clear unambiguous guidance if it is to be achieved.
Partnership Model

Partnerships Steering Stream: the CCTV User Group should be active here with
PCMA for CCTV Managers and LGA

Registration & Inspection Stream: the Office of Surveillance Commissioners
(OSC) is missing here.

Comment: How does this embrace the private sector in the long term?
Chapter 11: Management / Financial / Resources
Whilst management of the strategic delivery nationally (NSPB) and locally (CDRP’s) has
particular importance, the funding and sustainability of CCTV is critical to everything else.
One of the most important issues the Strategy identifies comes in this last chapter: Who or
what will fund the provision of CCTV? This is a key issue that is currently preventing CCTV
being used more widely and effectively and in limiting cooperation with other partners.
The remaining key issues covered relate to topics already in the PSSCCTV arena nad
have been subject of presentations at our conferences; combined / national procurement,
KPI’s and lack of feedback from police and CPS.
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The CCTV User Group can certainly agree with the conclusions here:

Funding issue is a serious threat to the future of CCTV, whether it affects the
installation of cameras in areas that currently do not benefit from CCTV, or its
expansion and growth into the type of network that has been suggested by the
previous chapters, or how it is used by the police or within the CJS.

The effectiveness of CCTV schemes cannot be properly assessed by the direct
relation to crime statistics alone. There are so many intangible benefits in the
policing and justice systems as well as community safety with reassuring
perceived fears.

There is no single body that has responsibility and is accountable for CCTV in this
country – or for setting performance standards, reviews, improvements or
determining best value and cost effective solutions.
11.4 Recommendations:
R 11.2 Fully agree with the 4 points listed… but:
Government says no new funding; make better use of what is currently available;
How will the police respond?
The contradictions have already been highlighted about the income generation
opportunities –v- conflicts of interest. Clarity and consistency in the Strategy is
necessary. The authors do add the caveat: This last point is an increasing worry
from a police perspective
R 11.3 Agreed. Would enable a national assessment rather than what we can seek to
achieve amongst our own membership.
R 11.4 Is there an opportunity for our own UK Standards Board / Chairman’s Group to
assist with devising a model for this issue?
Chapter 12: Summary of Recommendations
Indexed 1 – 44 for ease of reference across the individual Chapter references.
Chapter 13: The Next Stage



National Strategy Programme Board (as per Partnership Model at the end of
Chapter 10)
Form the multi-agency Implementation Team
12 month implementation phase which will prioritise and develop the
recommendations.
The CCTV User Group management team should consider the role of our organisation in
the assistance to the IT; who and how that is to be delivered.
We all accept it has some short term achievables (some in part or fully completed) but
much is a long term vision. With the funding addressed and more effective partnerships
developed, then the platform is set for progress. Let’s not miss the opportunity to strive for
success and the User Group is well placed to participate on behalf of its’ membership.
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