ASSET MANAGEMENT FRAMEWORK 2023 - 2033
Consolidate the two Headquarter sites to a single primary HQ site in Kidlington, expected to be HQ South, but potentially re-purposing HQ North if retained
Reduce the size and cost of the LPA Operational Area HQ estate, while retaining substantial local footprints, where practical and viable to do so, aligned to the prevailing LPA delivery structure. To include termination of the Abingdon PS PFI agreement in 2030 and purchasing its freehold interest, and consolidation of the Oxford estate if deliverable Reduce the number of remaining large Sector Stations , with smaller local replacements where needed, affordable and deliverable, preferably through collaboration, and aligned to the prevailing operating model Reduce the cost of the Neighbourhood Police Office estate through periodic challenge of the existing estate, disposing of underused and/or expensive offices, but developing alternative informal low cost solutions, aligned to technology, to maximise Officer & PCSO agile working Align Operational Support functions with the required delivery model, whether in hubs or aligned to the prevailing LPA structure. Consolidate HQ forensics functions in a new hub in Bicester, enhance geographical CSI hubs, and monitor the requirement for a consolidated digital forensics hub and/or regional income generation opportunities Consolidate the Custody estate from 8 to preferably 5 suites aligned to the Custody Estate 2030 strategy, building a new suite in Maidenhead, a new suite in Kidlington (potentially on HQ North) and Theale (if possible at a future date), and refurbish all other long term retained suites to ensure they remain fit for purpose. If Theale were progressed then it would replace Loddon Valley Develop the business case for a new Northern Training Hub in Bicester, consolidate Sulhamstead Training Centre and Upper Heyford as critical training hubs, maintain capacity at the REC, reduce Contact Management Centres from three to two, and develop a fleet workshop strategy
Dispose of all remaining Staff Housing when the opportunity arises, and upgrade Sulhamstead training houses to a modern en-suite standard
To sufficiently fund estate expenditure in order to deliver both PCC approved strategic needs as well as ongoing maintenance, infrastructure and sustainability requirements to ensure estate operability and achieving mandatory targets and legal compliance Maximise income from commercial telecoms installations, and develop other income generation, cost reduction and collaborative opportunities across the estate, where practical and worthwhile.
4.3
STRATEGIC ESTATE REQUIREMENTS PLAN (SERP)
Annex 3 contains the most significant projects and workstreams considered to be required over the next 10-15 years. Most are one-off projects but some represent a long term annualised work programme (e.g maintenance or sustainability) or a grouping of inter-related projects that together reflect a programme of delivery activity over a period of years. They reflect a mixture of business requirements, strategic planning, estate rationalisation, building condition and sustainability. Each has clear drivers, implications if not undertaken and relevant inter-dependencies. In view of the very significant cost of all these projects/programmes, it is not guaranteed that all of them will ultimately be affordable, and there will be a prioritisation.
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