The main purpose of the evaluation was to assess and measure the impact of CCTV. But different schemes have different objectives including a reduction in crime and disorder, making people feel safer, and providing evidence for police investigations. The findings are presented on decisionmaking structures, accountability to stakeholders, fund-holders and partner agencies, the role of third parties, and the issue of revenue funding. Schemes that combined informal and formal decisionmaking approaches tended to be the most effective, allowing routine decisions to be made by those given the appropriate independence, while reserving more strategic thinking for the steering group. Defining areas of responsibility in both operational strategic matters proved crucial to partnerships due to the different agencies involved. Accountability for decisions to stakeholders, fund-holders, and partner agencies was necessary to establish whether commitments had been fulfilled and for performance to be enforced in cases where they were not. It was helpful when third parties were involved as early as possible and given clear lines of communication within the partnership. Close attention to third party relationships via effective day-to-day management was important to successful schemes. The ongoing costs and resources needed to sustain a CCTV system following initial capital funding were a major concern. Success was conditional on early planning and the time needed for this should be built-in to the project timetable. Work on this evaluation is ongoing and is due to be completed in fall 2004. The examination and assessment of control room operation, measurement of crime reduction or displacement, a survey of attitudes toward CCTV, and a cost effectiveness analysis will be conducted. 9 footnotes