In 2012, I was involved as a Newcastle police officer, assisting Newcastle council in the concept of using CCTV in the Newcastle CBD. A one-day meeting on the ground with all concerned to come up with a plan to install CCTV in and around the Newcastle CBD. After coming up with a few loose ideas, the meeting was concluded. I went back to my duties and never heard another word collaboration-wise on what implementations had been decided on. Too low a rank, I guess.
Reflecting on that experience, it was a unique opportunity to contribute to public safety planning. The meeting brought together various stakeholders, including council officials and law enforcement, to brainstorm strategies for enhancing surveillance in the city center. Despite the initial enthusiasm and productive discussions, the lack of follow-up communication left me in the dark about the project's progress. It underscores the challenges that can arise when collaborative efforts lack transparency or when decisions are made at higher levels without informing all participants. This scenario is not uncommon in large-scale initiatives, where those on the ground may feel disconnected from the final outcomes.
