DELEGATED POWERS REPORT NO. All reports 1. Governance Service receive draft report Name of GSO Andrew Charlwood

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1 DELEGATED POWERS REPORT NO SUBJECT: Correction to CCTV Outline Business Case Financial Model Control sheet All of the following actions MUST be completed at each stage of the process and the signed and dated report MUST be passed to the Governance Service for publishing All reports 1. Governance Service receive draft report Name of GSO Andrew Charlwood 2. Governance Service cleared draft report as being constitutionally appropriate 3. Finance clearance obtained (report author to complete) 4. Staff and other resources issues clearance obtained (report author to complete) 5. Strategic Procurement clearance obtained (report author to complete) 6. Legal clearance obtained from (report author to complete) 7. Policy & Partnerships clearance obtained (report author to complete) 8. Equalities & Diversity clearance obtained (report author to complete) 9. The above process has been checked and verified by Director, Head of Service or Deputy 10. Signed & dated report, scanned or hard copy received by Governance Service for publishing 11. Report published by Governance Service to website Name of GSO Andrew Charlwood Name of Fin. officer Gregory Pike Date 23 May 2013 Name of Res. officer Sarah Murphy-Brookman Name of SPO Lesley Meeks Name of Legal officer Stephen Dorrian Name of P&P officer Andrew Nathan Name of officer Andrew Nathan Name Pam Wharfe Name of GSO Andrew Charlwood Date 30/05/2013 Name of GSO Andrew Charlwood Date 30/05/ Head of Service informed report is published Name of GSO Andrew Charlwood Date 30/05/2013 Key decisions only: 13. Expiry of call-in period Date N/A 14. Report circulated for call-in purposes to Business Management OSC members & copied to Cabinet Members & Head of Service Name of GSO Date

2 ACTION TAKEN BY CABINET MEMBER (EXECUTIVE FUNCTION) Subject Correction to CCTV Outline Business Case Financial Model Cabinet Member Date of Decision 29 May 2013 Cabinet Member for Safety and Resident Engagement Date of decision comes into effect Summary Officer Contributors Status (public or exempt) Wards affected Enclosures Reason for exemption from callin (if appropriate) Key decision 29 May 2013 This report provides a correction to the financial modelling within the Future CCTV Service Outline Business Case agreed by Cabinet Resources Committee on 18th April Ruth Murphy Public All N/A N/A No Contact for further information: Ruth Murphy, Project Manager, ruth.murphy@barnet.gov.uk Serial No. 2058

3 1. RELEVANT PREVIOUS DECISIONS 1.1 Cabinet Resources Committee, 18 April approved the Outline Business Case for the future of the CCTV service and authorised the procurement of a fully outsourced service. 1.2 Cabinet Resources Committee, 18 April approved a budget of 247,000 for the implementation of the fully outsourced CCTV service from the transformation reserve. 1.3 Cabinet Resources Committee, 18 April approved that a Full Business Case will be reported to the committee with a recommendation on appointment of the successful tenderer in the autumn Business Management Overview and Scrutiny Committee, 2 May 2013 a Member of the Committee called-in the Cabinet Resources Committee decision (18 April 2013) to ask questions about the inhouse contingency, the capital investment from the council, the options appraisal and outline business case, procurement routes, details of relocation, future income streams and ANPR. The Committee resolved not to refer the matter back to the decision maker. 2. CORPORATE PRIORITIES AND POLICY CONSIDERATIONS 2.1 Crime reduction and community safety are top priorities for Barnet residents. One of the new Corporate Plan priorities is to promote family and community well-being and encourage engaged, cohesive and safe communities. 2.2 As noted in the report to Cabinet Resources Committee on 18 th April 2013, the recommendations approved by Cabinet Resources Committee will deliver the following outcomes linked to the corporate change principles: A new relationship with citizens Citizens will feel safer and there will be less fear of crime as a result of confidence in CCTV to prevent and detect crime. A one public sector approach Reduced crime and anti social behaviour Improved crime prevention as CCTV is more effectively deployed and is more of a deterrent. Improved technology and a more flexible camera estate which can be used to respond to crime and anti-social behaviour hotspots. Relentless drive for efficiency A more efficient CCTV monitoring service.

4 Improved crime prevention as CCTV is more effectively deployed leading to a reduction in economic and social costs of crime. 3. RISK MANAGEMENT ISSUES 3.1 Risks associated with the delivery of the CCTV project are managed and reported in accordance with corporate risk and project management processes and will also be reported through existing democratic processes. 4. EQUALITIES AND DIVERSITY ISSUES 4.1 The Council and all other organisations exercising public functions on its behalf are required under the Equality Act 2010, to have due regard to the need to eliminate discrimination, harassment, victimisation and any other conduct that is prohibited by or under the Act; advance equality of opportunity between those with a protected characteristic and those without; promote good relations between those with a protected characteristic and those without. The relevant protected characteristics are age, disability, gender reassignment, pregnancy and maternity, race, religion or belief, sex, sexual orientation. It also covers marriage and civil partnership with regard to eliminating discrimination. 4.2 An initial equalities impact assessment for the service was completed at Outline Business Case stage and did not identify any negative differential impacts. The equalities impact assessment is not affected by the correction to the financial modelling. The equalities impact assessment will be reviewed at Full Business Case stage. 4.3 An equalities impact assessment in relation to the staffing implications from the CCTV service implementation will be completed and reviewed at General Functions Committee at an appropriate stage. 5. USE OF RESOURCES IMPLICATIONS (Finance, Procurement, Performance & Value for Money, Staffing, IT, Property, Sustainability) 5.1 Detailed financial modelling was completed for three broad options for the future CCTV service: (1) A fully outsourced service (2) An outsourced technical platform with in-house service (3) An in-house service and technical platform. 5.1 An error has been identified within the modelling for Option 2, whereby the calculation of capital costs incurred by the provider incorrectly took into account service transition costs. This in turn had an impact on the

5 provider margin for Option 2. The impact is that the overall savings for Option 2 are modelled at 327,546 compared to 243, The table below sets out the corrections to the original financial model for option 2. Table 1: Corrections to financial modelling for Option 2. Option 2 ( ) Option 2 ( ) Original model Corrected model Provider s cost of capital 314, ,143 Provider s margin 47,151 41,571 NET (BENEFIT)/COST (243,340) (327,546) 5.3 There are no corrections to the financial modelling for Options 1 (the recommended option, a fully outsourced service) and Option 3 (an inhouse service and technical platform). 5.4 The comparison of the savings modelled for each option is below: Table 2: Correction to comparison of savings for each option Option 1 Option 2 Option 3 NET (BENEFIT)/COST Original model (566,510) (243,340) (104,173) NET (BENEFIT)/COST Corrected model (566,510) (327,546) (104,173) 5.5 The updated financial model does not impact upon the Options Appraisal scoring or the recommended option. 6. LEGAL ISSUES 6.1 Council decisions must be made on the basis of accurate information so that those decisions can stand up to scrutiny and challenge. This report corrects misleading financial information presented to Cabinet Resources Committee on 18 April The correction does not impact upon the options appraisal scoring or the recommended option agreed by the Cabinet Resources Committee, a fully outsourced service (Option 1). 6.2 Under sections 3.3 and 3.4 of Part 3 of the constitution, the Cabinet Member for Safety and Resident Engagement has delegated authority to implement the decision previously taken by the Cabinet Resources Committee.

6 7. CONSTITUTIONAL POWERS 7.1 As defined in part 3, section 3.3 of the Constitution, Cabinet Members have power to discharge the executive functions that fall within their portfolio, whether or not they are also delegated to officers except for matters specifically reserved to Council, Cabinet or cabinet committees. 7.2 As defined in part 3, section 3.4 of the Constitution, the Cabinet Member for Safety and Resident Engagement has responsibility for all matters relating to Community Safety, CCTV, and anti-social behaviour, including Domestic Violence and combating graffiti, flytipping and fighting crime including policy development on combating fly-tipping and graffiti and trading standards. 8. BACKGROUND INFORMATION 8.1 Cabinet Resources Committee authorised the procurement of a fully outsourced CCTV service in April This paper presents a correction to the financial modelling summarised in the previous report. 8.2 The outcomes Barnet wishes to achieve in part through CCTV are: - A reduction in crime / ASB. - An increase in successful prosecutions for crime / ASB. - A reduction in fear of crime / ASB. - More effective response to emergencies and business continuity issues. 8.3 The amendment to the financial modelling does not impact on the recommended service model for CCTV, Option 1, a fully outsourced service. The key advantages of this option (as previously noted in the report and Outline Business Case presented to Cabinet Resources Committee, 18 April 2013) are: - The fully outsourced option is likely to deliver more savings over a seven year contract period. - Responsibility for improving the monitoring service lies with the contractor and these savings will be built into the contract. - It is possible to define the service outcomes required by the council and leave the transmission and technology issues to the contractor. - A faster pace of transformation could be achieved. - The contractor is likely to be more successful than the council in commercialising some parts of the service and maximising income from these streams - Greater flexibility in the council s accommodation strategy can be achieved in relation to the current location of the CCTV control room.

7 9. LIST OF BACKGROUND PAPERS 9.1 None. 10. DECISION OF THE CABINET MEMBER(S) I authorise the following action 10.1 To make the correction to the Future CCTV Service Outline Business Case financial modelling. Signed Cllr David Longstaff Cabinet Member for Safety and Resident Engagement Date