MPA estate strategy and environmental strategy

Report: 13
Date: 20 July 2000
By: Commissioner

Summary

The MPS has maintained an Estate Strategy and an Environmental Strategy for some years. Both are formally reviewed annually although they set long-term goals and standards. They now relate to the management of the MPA Estate and this report seeks the endorsement of the MPA to those strategies for the year 2000/2001. The report outlines subsidiary estate strategies and policies as well as progress with continuing reviews and suggests the formation of an estate sub-group to review and monitor the MPA Estate.

A. Supporting information

Background

1. Estate Strategy 2000: The MPS formally endorses the Estate Strategy annually. It is reviewed through the Estate Policy Group that comprises representatives of customers and occupiers. The Estate Strategy for 2000/01 has previously been circulated to members.

2. Although the Strategy records standards and long term goals, individual strategies are continually monitored and reviewed by Property Services Department against changes in operational strategies as well as restructuring - both management and operations. Recent changes in the MPD boundary and the move to Borough based policing last April, as well as the new structure for crime operations, are some examples.

3. Environmental Strategy: Also endorsed annually, it covers accommodation, transport and purchasing. Performance against targets and objectives is recorded annually. The Environmental Strategy for 2000/01 has previously been circulated to members.

4. Standards recorded in both documents are kept under review which is aided by active participation in various fora and through benchmarking, in order to reflect best practice in estate management. Both Strategies are public documents with a wide circulation, as scheduled in the documents. They are also available to other organisations on request.

Progress

5. Under the umbrella of the Estate Strategy there are strategies covering individual elements of the Estate. Some of these are highlighted below.

Operational Building Strategy (OBS)

6. A 30 year long term strategy, developed in conjunction with operational commanders, was adopted in 1990. Its aim was to provide correctly sized and located police stations to meet operational requirements, achieving a modern healthy operational estate by year 2020. It has been commended by the NAO.

7. To reflect the likely level of future capital funding it envisaged a reduction in the overall number of police stations of between 11% and 14% enabling modern, sophisticated stations to be developed at an appropriate rate, supported by local sector bases and police offices. The overall level of local contact should be maintained.

8. It required on average, three new police stations to commence each year. This level was achieved until 1997/98 since when the Met seeks to deliver new police stations through PFI. The first contract for 4 stations and support services in south-east London should be reported to Committee in October.

9. A project for two new stations in south-west London should then commence, to be followed next Spring with a project for three new stations in north-east London.

10. These projects have been amended to be consistent with the updated OBS to reflect Borough-based Policing needs. This review, completed in April 2000, was agreed individually with each Borough commander before being endorsed by the MPS.

11. Our Stock Inventory system assesses the quality and suitability of all operational buildings. It enables priorities to be determined and progress towards this goal to be recorded. There are currently 113 police stations and police offices which meet either Category A (“First Class”) or Category B (“Good”); 53 are Category C (“Poor”); 7 are Category D (“Unacceptable”). Before the boundary change the figures were A & B - 125; C - 56; D - 8 (All figures exclude unclassified offices).

12. The concept of combined charging facilities (“Bridewells”) and separate police offices has been investigated within the overall Operational Building Strategy. The current scale of police stations reflects an appropriate balance that is also consistent with the needs for borough based policing.

13. Fluctuating demands on cell accommodation have resulted in modular pre-fabricated units being developed which are equivalent in cost to traditional cells but can be relocated when necessary. We have just completed a new prototype cell intended to improve officer security whilst preserving detainees’ dignity without compromising their safety.

Crime strategy

14. The new Serious Crime Group comprises three OCUs, East, West and South and we have now agreed with Special Operations (SO) long term accommodation strategies in line with HMIC guidelines for murder investigation. Details are available on request.

Mounted branch strategy

15. Following a scrutiny into the Mounted Branch in October 1994 a further review was conducted in 1998 and as a consequence all stables are to be located within 6 miles of Charing Cross in the longer term. The optimum stable should comprise 4 teams totalling 32 horses, with a minimum collocation of 2 teams comprising 16 horses. The training unit will remain at Imber Court. The Accommodation Strategy seeks to achieve the long term requirements in conjunction with other major development works. All interim works have either been completed or they are underway. The longer term stables at Great Scotland Yard have been completed and works at Hammersmith and West Hampstead are due for completion in November.

Headquarters office accommodation strategy

16. Our policy is to reduce office accommodation costs whilst maintaining an efficient service and acceptable working environment.

17. Central London premises are to be retained only for those functions which require them. Levels of utilisation have been improved annually for the past decade and compare well against other constabularies and the IPD Office Index for London Offices.

18. Initiatives are underway to seek the expansion of initiatives such as “Hot Desking” and “Flexible Working Space” where appropriate, in addition to open planning.

19. As a consequence of this policy the use of central London offices has diminished. One of the most expensive leased buildings, Drummond Gate, has been sub-let saving £37m over 10 years. Plans are in place to relinquish occupation of two others within 3 years, Wellington House and Tintagel House (or Jubilee House).

Residential estate strategy

20. This part of the estate is maintained to assist recruitment and it is also used for exceptional welfare needs.

21. The strategy was agreed with the Home Office in 1990, following a review of the management of the whole MPS estate by the Public Accounts Committee. It set targets for reductions in the size of the estate. The short and medium term targets have been met, but the longer term targets of 500 residential quarters and 1000 section house bedrooms are kept under review against changes in demand.

22. Before 1994 officers were entitled to either Housing Allowance or provided accommodation. Those officers have tenure until they leave the Service. It changed following recommendations in the Sheehy Report, whereafter new recruits pay rent, currently for a two-year tenure, if they meet the criteria. This ensures a sufficient turnover of properties to meet demand from new recruits without having an excessive vacancy level. An extension to three years is under review to take the term beyond the 2-year probationary period and to assist with officer retention.

23. Historically, rent has been linked to average housing association rents, reviewed each April. An increase of 5.8% this year was deferred pending the outcome of the salary review for post-Sheehy officers. It is now proposed to introduce the rent increase from the 1st September, reverting to annual reviews next April. Last year we achieved capital receipts of £45m of which £33m came from residential sales. These sales will now diminish considerably and it will not be possible to maintain similar levels of receipts beyond next year - when it will only be possible because of the proposed sale of Trenchard Section House.

25. Discussions are underway with Housing Associations and the DETR over a possible initiative to develop housing for key workers.

Training accommodation strategy

26. An overall Training Accommodation Strategy is in abeyance pending the finalisation of a national review and a new MPS Training Strategy. However the focus for central Training remaining at Hendon has been affirmed and major works have been committed over the next three years in addition to a number of new units which have already been opened.

27. The rationalisation of major firearms and public order training will be implemented through a PFI project at Gravesend where we have acquired the former National Sea Training College and we are currently finalising the lease of the adjacent Milton Ranges.

Monitoring arrangements

28. Key Objectives are set annually in PSD’s annual Business Plan together with other appropriate targets within the overall parameters set by the constituent strategies. A formal Review of Performance against the Business Plan is also published annually. Members may wish to consider the extent to which they will monitor their estate, its asset value and management having regard to recommendations by the Audit Commission in their publications “Action Stations” and “Hot Property”; and whether this would be assisted by the formation of an Estate sub-group.

B. Recommendations

Members are asked to note the contents of this report and to endorse the Estate Strategy and the Environmental Strategy.

C. Financial implications

None.

D. Review arrangements

Members are asked to agree future review arrangements for the MPA Estate. (para 28)

E. Background papers

Following is a list of background papers that are relevant to this report. They are available on request to either the contact officer listed below or to the Clerk of the Police Authority at the address indicated on the Agenda.

• Estate Strategy 2000/2001 - previously circulated to members
• The MPS Environmental Strategy and Progress Report - previously circulated to members
• Operational Building Strategy Review April 2000
• PSD Business Plan 2000/2001
• PSD Performance Review 1999/2000
• “Action Stations” - Audit Commission Report on police estate management
• “Hot Property” - Audit Commission Report on LA estate management

F. Contact details

If you require any further information relating to this report, the report author is Trevor Lawrence, Director of Property Services.

For information contact:

MPA general: 020 7202 0202
Media enquiries: 020 7202 0217/18

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