ASSET MANAGEMENT FRAMEWORK 2023 - 2033
One of the more complex geographical areas is central Oxfordshire, with a developing strategy focussing on the HQ estate and the expensive Abingdon PFI site, but also impacting on Milton Keynes, Bicester and Oxford. There are numerous inter-dependencies. During 2023/24 it is expected that decisions will be made on which of multi-faceted estate scenarios/options should be developed and progressed, and the required funding and enabling projects arising from that process. The scenarios reflecting significant estate change would enable between 7 and 9 of the 27 SERP projects to be addressed.
4.4
INDIVIDUAL SITE STRATEGY – RETENTION INDICATOR
Annex 4 lists all overt operational sites by County and current Local Policing Areas. It gives a RAG rated indicator as to its condition and business continuity status. It also more importantly indicates the recommended retention/disposal status of each site/property and any activity focus needed. These ratings may alter if circumstances change over time, however, as well as confirming definite disposals (which will ultimately be reflected in the disposals programme at an appropriate time) it highlights a number of “potential” disposals that may translate into definite disposals, or be confirmed for retention, in due course. Many of those are subject to periodic or ongoing reviews, and decisions can often be affected by organisational changes, wider estate strategy development, or the viability and/or the deliverability of any required replacements.
4.5
DISPOSAL PROGRAMME
There has been a significant programme of site disposals and surrender of leases, with or without replacements, since 2010. Disposals represent a significant contribution to the Force’s Productivity Strategy, generating receipts to offset funding pressures, and securing revenue savings. The disposal programme reflects opportunities arising from lease expiries or break clauses, and the potential to “downsize” the Police presence in an area by replacing often oversized and under-utilised buildings with a smaller more fit for purpose, lower cost replacement to accommodate typically only locally facing teams, and any appropriate public interface.
In terms of estate rationalisation prioritisation, the key approach will continue to be to:
Challenge lease retention . Low cost well used facilities can be presumed retained, but underused ones should be surrendered, and expensive ones replaced where practical with a lower cost option. Preference for increasing use of informal facilities, or low cost partner space, avoiding commercial leases where practical Sell freeholds for valuable alternative use (with low cost replacement off site where practical) where no worthwhile income generation alternative Backfill surplus space in core retained sites with TVP users and/or public sector partners. Pursue co-location options in partner premises if value for money and deliverable Purchase and refurbish private sector freeholds – eg industrial or office premises where practical as a replacement operational team base Provide smaller new build replacements on part of high value freehold disposal sites , provided by the purchaser/developer, where no cheaper or suitable alternative is available. Purchase new, or build new, off site only where there is no other option and where affordable – ie significantly smaller replacements with a lower revenue cost. As at March 2023, 119 operational estate disposals have been achieved since 2010 with house sales in addition, contributing significantly to the forces MTFP, Capital Programme and Productivity Strategy. It has become increasingly harder to identify a significant programme of disposal/replacement opportunities that is deliverable and affordable. Over the next 5 years (April 2023 to March 2028) the disposal programme will aim to achieve the following confirmed disposals:
20
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