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Agenda Item No

 

The Vale of Glamorgan Council

 

Cabinet Meeting: 20 October, 2014

 

Report of the Leader

 

Joint CCTV Operation

 

Purpose of the Report

1.         The purpose of the report is to provide Cabinet with the updated financial business case for the creation of a joint CCTV operation with the Bridgend County Borough Council (BCBC) and to seek approval of Cabinet to enter into a legal agreement with BCBC for the provision of a joint CCTV service

Recommendations

1.         That the financial business case as set out in the report is endorsed and approved

 

2.         Delegated authority is given to the Managing Director, in consultation with the Leader of the Council, to finalise the arrangements (including cost apportionment and services to be provided) for the commissioning of a joint CCTV service.

3.         Subject to recommendations 1 and 2, that a legal partnership agreement based on Section 101/102 of the Local Government Act 1972 be entered into with BCBC for provision of the joint service.

Reasons for the Recommendations

1-3.   At a time of unprecedented budget pressures the proposal ensures that the service

         is maintained, business resilience is improved and cash savings realised.

 

Background

2.         As part of this Council’s agile approach to collaborative working, the Council agreed a Memorandum of Understanding with Bridgend County Borough Council in 2011 to explore collaborative working arrangements that improve services for residents and/or deliver financial savings.

 

3.         A Programme Board co-chaired by the Managing Director of the Vale of Glamorgan Council (VOGC) and Chief Executive of Bridgend Council overseeing the delivery of projects requested that the creation of a joint CCTV monitoring service be investigated.

4.         The scope of the project excludes the strategic management of CCTV which would remain with this Council and will be overseen by the Community Safety Partnership.

5.         Following an initial feasibility study and options appraisal for the creation of a joint monitoring centre based in Bridgend, Cabinet gave authority for the further development of the financial business case (C1364) in June 2013

6.         On 30 September 2013 BCBC hosted a visit to the site of the proposed joint CCTV Monitoring Centre by Cabinet Members and members of Corporate Resources Scrutiny Committee. During the visit Members were given an overview of the work carried out by the centre, in particular the policies and procedures relating to the monitoring of public open space CCTV cameras, and were given the opportunity to ask questions about how a joint service might work from both technical and operational perspectives

7.         A procurement exercise has been undertaken to establish the actual cost of technical integration between the two CCTV networks and test the assumptions in the business case.

8.         At a time of unprecedented budget pressures this proposal ensures that the service is maintained, business resilience is improved and cash savings realised.

Relevant Issues and Options

9.         An options appraisal was developed by officers of both Councils and involved contact with South Wales Police and the Community Safety Partnership. Options considered included a reciprocal arrangement for business continuity purposes and a single co-located service.

10.      Due consideration has been given to which council should be the host for the single location service. Market testing for the cost of systems integration revealed no significant differences in locating the shared control centre at either of the existing centres

11.      Analysis of the services offered at each existing location revealed that Bridgend Council’s control centre provides a much broader range of services, offering emergency out of hours telephone contact, lone worker, lift monitoring and bollard management for example. This contrasts with the control centre in Barry which is entirely focused on CCTV monitoring, interaction with South Wales Police and Business Partners and Communities Together (PACT).

12.      It would be significantly more difficult, from both an operational and technical perspective, as well as more expensive to relocate these services to Barry.

13.      The BCBC service currently employs 9 Full Time Equivalents (FTE) compared to 3 FTE at the Vale of Glamorgan. Location of the service in Bridgend will, overall, mean less staff disruption

14.      The control room in Bridgend is currently operating in a self-contained environment which provides for a high level of flexibility and access control. Whilst the Barry centre complies with statutory requirements, location in a shared office environment with Contact OneVale leaves little flexibility for development where office space is restricted.

15.      For these reasons the proposal is to locate the shared control room at the existing Bridgend site.

16.      In November 2013 an 'Invitation to Quote’ was issued on the Welsh Government’s 'Sell 2 Wales’ procurement portal for the procurement of the technical interface of the 2 CCTV Systems.  Following the closing date of Friday 15th November 2013 a preferred supplier has been identified.  The 'Invitation to Quote’ contained a caveat that the project may not proceed

17.      The costs provided in the initial joint business case dated 17 April 2013 have been updated in line with the preferred supplier quote.

18.      The preferred supplier has confirmed that the costs quoted in the tender response remain valid and will be honoured.

19.      Initial discussions have taken place with representatives from Human Resources and the Legal departments in relation to the creation of a contract schedule to include the technical specification, governance, the arrangements for staff and the payment terms.

Resource Implications (Financial and Employment)

20.      The total capital cost of technical integration will be £80,250. A breakdown of costs is shown in Appendix A. 

21.      It is proposed that the capital costs would be apportioned between the two councils on the basis of the proportion of financial benefit received. Based on initial estimates VOGC will receive 60-65% of the benefit, although the final figures will be established during contract negotiations.

22.      Using initial estimates the VOGC contribution to capital cost (65%) will be £52,163. This will be funded from capital reserves on an "invest to save" basis.

23.      VOGC staff will transfer to BCBC retaining existing terms and conditions of employment. 

24.      The transfer of local knowledge and system training will take place via a series of exchange visits prior to the date of transfer of work. Training will continue, as necessary, following the transfer of staff to BCBC.

25.      The maximum potential cost of redundancy following restructure of resources is £100,000. Any proportion of redundancy costs for VOGC will also be funded on an "invest to save" basis from capital reserves.  Based on the apportionment set out in paragraph 21.  The VOGC share would be £65,000.

26.      VOGC will contribute £64,057 per annum to cover all monitoring charges for services carried out by Bridgend, support and maintenance contract and line rental charges  

27.      VOGC revenue contribution to the joint service has been calculated on the basis of an apportionment of the total cost of operating the service against the proportion of VOGC cameras on the combined network (33%) and the total number of monitoring hours required (22%).

28.      No consideration has been given to reducing the current number of hours cameras are monitored and the proposal has been prepared on the basis that the current service level will be maintained for the Council.

29.      The anticipated VOGC 2014/15 revenue budget for the CCTV service before integration is £109,000 (Actual budget spend 2013/14 £101,950).

30.      The collaboration will enable the service to make an annual contribution of circa £45,000 towards directorate saving targets.

31.      At the lower end of capital investment required (technical integration + redundancy costs) pay back will be achieved in year 2 of the contract. At the upper level of investment the proposal pays back in year 3. The tables below set out the changes in revenue costs for Vale of Glamorgan Council during the project and payback of the authority's portion of "one off" expenditure based on maximum potential redundancy costs.

Revenue Expenditure - Vale of Glamorgan Council

           

Year 1

£’000

Current CCTV Budget

 

109

Commissioning costs (To BCBC)

64

Net Revenue Cost / Saving

 

45

 

Capital Expenditure - Vale of Glamorgan Council

           

Year 1

£’000

Cost of Technical integration

(VOGC contribution)

53

Maximum redundancy costs

65

Total Capital Spend

 

118

Payback Years

3

 

Should redundancy costs be mitigated or negated entirely through natural wastage the time taken to payback of capital commitments for Vale of Glamorgan Council will be reduced and therefore savings realised earlier.           

Sustainability and Climate Change Implications

32.      The proposal is to create a combined service that allows a more efficient use of resources and therefore sustainable CCTV service.

Legal Implications (to Include Human Rights Implications)

33.      It is proposed that a legal Partnership Agreement based on Section 101 / 102 of the Local Government Act 1972 should be entered into between the two councils for the commissioning of the service and formalise the provision of services and basis for cost apportionment.

34.      It is proposed that the initial contract should be for a minimum term of 5 years to ensure operational stability and security of service delivery.

35.      There are specific implications for staff as a result of this proposal and there are a number of pieces of legislation which can apply, such as the Transfer of Undertakings (Protection of Employment) Regulations (TUPE). Legal advice will continue to be sought in regards to these aspects as appropriate during the course of the project.

Crime and Disorder Implications

36.      South Wales Police have welcomed the operational alignment between the authorities’ CCTV monitoring operations along the Central Basic Command Unit boundaries and the merging of CCTV functionality.

37.      South Wales Police have confirmed that they do not believe that the proposal would have any negative impact on crime and disorder while emphasising the need to retain the local knowledge of camera operators.

38.      It is proposed that further consultation is undertaken with South Wales Police and the Community Safety Partnership and that these stakeholders will be engaged during the development of any new service arrangements.

Equal Opportunities Implications (to include Welsh Language issues)

39.      There are no specific Equal Opportunities implications associated with this report

Corporate/Service Objectives

40.      Contributes to Outcome 9 of the Community Strategy 2011-21 and Corporate Plan Outcome, "Residents and visitors are safe and feel safe and the Vale is recognised as a low crime area"

41.      Contributes to the budget savings proposals endorsed by Council on 06 March 2013 in order to meet the Council’s Financial Strategy to 2016/17

Policy Framework and Budget

42.      This is a matter for Executive decision by Cabinet.

Consultation (including Ward Member Consultation)

43.      There are no specific implications for Ward Members as a result of this report.

44.      Trade Unions and staff have been provided with updates on the progress of this project and have been briefed on the contents of this report.

45.      South Wales Police have provided comments on the proposals as outlined above.

46.      Proposals in this report have been discussed with Business Pact

47.      The proposals have been considered and endorsed by the Vale of Glamorgan Community Safety Partnership

Relevant Scrutiny Committee

48.      Corporate Resources

Background Papers

Cost Schedule for Technical Integration (Appendix A)

 

Contact Officer

Tony Curliss

Operational Manager - Customer Relations

 

Officers Consulted

Sian Davies - Managing Director

Huw Isaac - Head of Performance and Development

Alun Billinghurst - Head of Public Protection

Evelyn Morgan - Senior Lawyer,

Mike Walsh - Principal Lawyer, Property & Contracts

 

Responsible Officer:

Sian Davies

Managing Director


Appendix A

 

Cost Schedule for technical integration

 

 

Item No

Item Description

Cost

£

Comments

1

Vigilant DVR/NVR equipment

30,000

This will be installed at VoGC so that both councils have the same operating system.  VoGC. 

2

I-Comply hardware

6,000

Spare recording capacity at BCBC will be utilized at the VoGC.

3

I-Comply software

10,000

Operating system to view and manipulate the cameras and search and download recordings.

4

Wonderwall software and licenses

7,000

To display 43 cameras from the joint network concurrently

5

Monitors and Bracketry

5,000

Large screen monitors are required in order to display all combined cameras concurrently. Redundant smaller monitors currently in use at the VoGC will also be utilised.

6

Installation labour

6,900

 

7

Commissioning

3,250

 

 

 

68,150

Total of good services supplied by preferred supplier

8

Firewall

5,000

Point to point 2 x £2.5k

9

PSBA connection

4,400

NB – estimate based on the initial cost of connection between BCBC and RCT.

10

Barry Town Centre, stand- alone desktop radio controller, including installation

2,700

To enable the new centre to monitor Business Pact radios in VoGC. Fixed IP connectivity will be required by both VoGC and BCBC

 

 

80,250

Total for technical integration

 

NB – Items 1-7 will be provided by the preferred supplier.

         Item 8 will be provided by BCBC ICT service

         Item 9 will be provided by Logicalis, via BCBC ICT service

         Item 10 will be provided by external supplier

 

 

 

 

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