FOREWORD
The Police Service is continuing to go through a period of modernisation, with many drivers and opportunities for changes in approaches to service delivery, exciting developments in technology and collaboration expected between forces, “blue light” services and across the public sector. Since the last Asset Management Plan in 2018, there have continued to be organisational changes, increased demand for services and further challenging budget reductions required across the public sector - as well as a major pandemic. It is envisaged the public sector will continue in an environment of budget challenges for some time yet, with the added uncertainty of high inflation and the drive to achieve sustainability targets. Property is a key resource for Thames Valley Police, as it is with any organisation – it has value, but costs money to use and maintain. While it is a critical component in supporting service delivery, it has to make a significant contribution towards reducing our revenue costs and environmental impact. It is therefore essential that it continues to be strategically and centrally managed over the long term, supports our organisational priorities, and is aligned where practical with our partners strategic plans. Significant capital receipts and revenue savings have already been achieved, but there is more to do, with the next 10 years projected to add to these achievements. However, with over 120 property disposals since 2010, and a fewer number now remaining, additional worthwhile and affordable estate changes and opportunities are becoming more challenging to identify and deliver. One significant positive coming out of the recent pandemic, was the significant culture change shift embracing agile working. Our post pandemic Working Smart approach, and investment in [agile] ICT, are now seen as key enablers for future estate change, in terms of what estate we need and how we use it. While good progress has been made, and with no fundamental gap in what property we have relative to current service requirements, the performance of our portfolio needs to continue to improve. It needs to contribute more to our Productivity Strategy and sustainability goals, by delivering enhanced value for money, have enhanced corporate identity and be a workplace of choice for our current and future workforce. We recognise that this will entail not only consistently challenging the need for property, but also a strong commitment from both the Force and PCC to provide the necessary support and investment to facilitate a programme of change over the next 10 to 20 years.
Jason Hogg
Mathew Barber
Chief Constable
Police & Crime Commissioner for Thames Valley
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