MPS - Planning for future police estate developmentpoliceauthority.org/Metropolitan/downloads/estate/... · 2012-05-23 · The MPS requests local authorities recognise the MPS’s

Planning for FuturePolice Estate Development

Guidance for local authorities on the need to make adequate provision through the planning system for police estate development – May 2005

MPO0002AW-Met-Police-doc 16/5/05 1:28 pm Page 1

Foreword 03

1. Summary of the Key Planning Issues 04

2. Understanding the MPS Estate 06

3. Understanding the MPS Property Strategy 08

4. Key Planning Issues – the Detail 10

02 Contents

Contents


Foreword 03

Foreword

The Metropolitan Police Service (MPS) is growing and evolving at an unprecedentedrate. It is the single largest employer in London, with over 46,000 staff, and bynecessity requires a large property estate across the entire Greater London area.

Alan Croney FRICS

This growth, together with the ever-changing built environment in London,places huge demands on the estate.

In response, MPS Property Servicesis taking forward an unparalleledprogramme of change. A detailedstrategy, “Building Towards the SafestCity”, sets out our aims to modernisethe estate and make it fit for use bythe police, staff and Londoners alike.In essence, to make it fit for purposein the twenty first century.

This estate strategy is different from previous ones. Simply upgradingor renewing our buildings, whichcomprise over 6 million square footof premises, is no longer an option.“Building Towards the Safest City” is the first step towards a new strategicapproach. It is forward looking butalso capable of providing quickersolutions to current pressing problemssuch as increasing staff numbers andthe changing nature of our work. Itinvolves new and radical thinking to ensure solutions are affordable,deliverable and in line with diverseand often complex front-line policing needs.

The MPS operates across the wholeof London and we are looking to all thirty-two boroughs to help usimplement change as we modernise in our continual bid to reduce crimeacross the capital. The ethos of thenew Commissioner, Sir Ian Blair, isfor the MPS to work together withLondon’s communities and keystakeholders to effect real andsustainable change. MPS PropertyServices looks to work together

with local planning authorities tohelp make this a reality.

“Planning for Future Police EstateDevelopment” sets out a London-wide planning policy to provideguidance to local authorities on theneed to make provision through theplanning system for police estatedevelopment. It outlines the keyissues that need to be taken intoaccount when formulating policiesfor police requirements and selectingsuitable locations for them throughthe development plan system.

Planning Policy Statement 12 advises policies in their development plans, to take account of infrastructurerequirements and to make provisionfor community facilities.

I believe it is vital that this agenda is adopted across London’s localauthorities to provide a London-wideplanning policy for the MPS estate and to initiate discussion with LocalPlanning Authorities (LPAs) to enablethe MPS to deliver a co-ordinated,sustainable and cohesive pan-London estate strategy. I lookforward to constructive and fruitful working relationships.

Alan Croney

DirectorMPS Property Services


1.Summary of the Key Planning Issues

04

1.1 A general planning policy for

police operations and services

The MPS requests that LocalAuthorities include a general policyin the new Local DevelopmentFramework Core Strategy in supportof the MPS estates strategy:

“To provide for the requirements of the Metropolitan Police in thedelivery of its estate strateg‘Building Towards the Safest City’.”(section 4.1)

1.2 Planning policy recognition for

police ‘shops’ in retail frontages

The MPS wants to develop police‘shops’ within key retail units in areasthat have high-footfall to provideservices that are highly visible andreadily accessible to the public. (section 4.2)


police patrol bases in warehouse

units, potentially in employment areas

The MPS also wants to develop policepatrol bases within warehouse units.These could be within allocatedemployment areas and they wouldemploy a considerable number ofpeople. (section 4.3)


neighbourhood team bases for the

Safer Neighbourhood strategy

Safer Neighbourhood teams providededicated, high visibility policing atthe local level. They require convenientaccommodation within their operationalarea, some of which may cater formore than one team (section 4.4)



custody suite clusters serving one

or more boroughs

Another MPS operational requirementis for custody suites which alsoaccommodate associated legal andpolice facilities. These sites havespecific security needs. (section 4.5)

1.6 Planning policy recognition

for other specialist operational

requirements

MPS specialist operations operateacross the whole of the London andcan have a national role, and requirespecially adapted accommodation,ranging from customised office spaceto areas of open land for trainingpurposes. (section 4.6)

1.7 Recognition of MPS requirements

for key worker housing

The Metropolitan Police Authoritybelieves key worker housing schemesare important means of providingsuitable and affordableaccommodation in London for policestaff, particularly new recruits. Theserequirements need to be addressedin housing policies and in theconsideration of planning applications.(sections 4.7 and 4.8)

1.8 The recognition of police

requirements in planning obligations

The MPS requests local authoritiesrecognise the MPS’s essential estatedevelopment requirements whendiscussing obligations on majorplanning applications. LPA’s are alsoasked to consult MPS PropertyServices directly. (sections 4.9 and 4.10)

Summary of the Key Planning Issues 05


The MPS estate makes a vitalcontribution to an efficient andeffective police service for London. It comprises over 600 operationalbuildings, including 174 police stations,1116 residential properties and trainingand support facilities, used by over46,000 police officers and staff.

The estate is ageing, approximately35% of the buildings pre-dating 1935, and many are inappropriatelylocated for today’s communities.Simply upgrading or renewingindividual parts of the estate is nolonger an option and there is anurgent need for major change.

“Building Towards the Safest City”is a new strategic approach to movethe estate forward. The strategy aimsto modernise the estate and make it fit for use by the police, staff andLondoners in the 21st Century.

Overall responsibility for theMetropolitan Police estate is vestedin the Metropolitan Police Authority(MPA), the statutory organisationresponsible for ensuring an efficientand effective police service forLondon. Day-to-day management isdelegated by the Authority to theMPS Property Services.

Buildings within the estate fall intofour broad categories of use, asoutlined below, and while eachindividual building will have its ownrequirements and characteristics, eachcategory will share common features.

2.Understanding the MPS Estate

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2.1 Operational

A large number of existing police stations pre-date 1935 andconsequently do not meet therequirements of either the police orour communities in the twenty first century.

Today’s policing is better suited to:

• Fewer core police stations• A number of police ‘shops’

providing public interfacefunctions in readily accessiblelocations such as local highstreets, shopping centres, libraries and hospitals

• Police patrol bases in warehouseunits on industrial estates or business parks

• Safer Neighbourhood team bases• Custody suite clusters located

strategically throughout London• Specialist operational

requirements across London

2.2 Residential

The MPS has a limited stock ofresidential accommodation availablefor its staff and priority is given to allnew recruits once they have completedtheir induction training at HendonPolice Training College. Currentlyabout a third of newly qualifiedrecruits are provided with housing,90% of whom are young officers.

The standard of a large proportion of available accommodation raisesparticular concerns. Although alimited refurbishment programme is being rolled out for some housesand flats to improve amenities, along-term solution is required.

Some of the present issues are:

• Many existing section houses are old and outdated, and the facilities do not meet the needs andaspirations of staff

• There is a substantial shortfall insuitable, affordable, smaller flatsfor single staff or childless coupleswho cannot afford the marketrates for such accommodation

• The estate has too many largefamily houses that no longerprovide the type of accommodationrequired by staff

The estate would like to exploiteconomies of scale by substitutinghouses for individual/groups of flats.As an alternative to direct housingprovision, the MPA believes that keyworker initiatives, shared equityschemes and other similar optionshave a vital role to play. By helpingMPS staff to establish themselves onthe property ladder the organisationfrees up existing accommodation fornew recruits at the time they aremost in need of this assistance.

The Authority has established ‘PropertyZone’, an organisation which assistsstaff to find accommodation whenthey move out of directly providedaccommodation. ‘Property Zone’helps to identify and secure key workerhousing in schemes across Londonand the surrounding areas, either ona rented or shared ownership basis.

2.3 Training

The provision of in-house trainingfacilities is vital to ensure MPS staffare fully equipped to provide theservices expected of them. The MPSis also one of the few constabulariesto have its own dedicated policetraining college.

The range of training facilities requiredplaces a particular demand on theMPS estate, for example, theprovision of:

• Dog handler training – requiringspecialised buildings and open land

• Firearms and Public Order TrainingCentre, Gravesend – requiringopen land and specialisedtemporary buildings

• Hendon Police Training College –requiring expanded educationalfacilities and accommodation

• Borough based training asappropriate

2.4 Support Services

There is an increasing need for generaloffice accommodation for the fullrange of police staff who provide vitalsupport for front line officers.

Many MPS units have alreadyoccupied state of the art offices in our new offices at Earl’s Court in WestLondon and further new, appropriateaccommodation is required to enablestaff to vacate other out-dated, poorlylocated premises.

Understanding the MPS Estate 07


08

“Building Towards the Safest City” was published to demonstrate howplans for the MPS estate mirror wider MPS strategy and contribute to the vision of making London the safest major city in the world.

3.Understanding the MPSProperty Strategy


The requirements of the MPS estate are unique and demand high-specification, resilient, securebuildings. Most are based on 24/7operations and need commuteraccess to meet shift patterns, as wellas necessary security. They will alsooften require higher car parking ratiosthan the standards set out in planningpolicy documents to meet MPSservice delivery plans.

The MPS is committed to borough-based delivery of its operations. ButLondon is changing and there is aneed to respond to areas of futurepopulation growth and shiftingdemographic patterns.

It is vital therefore that emerginglocal planning policies – especiallynew Local Development Frameworks– recognise and assist the estaterequirements of policing London.

There are some London boroughs where the estate requires more urgentmodernisation and expansion. Theseinclude Barking & Dagenham, Enfield,Haringey, Kensington & Chelsea,Kingston, Lambeth, Merton, Newham,Richmond, Waltham Forest andWandsworth. MPS Property Serviceswill treat these as a priority.

The MPS has also embraced theenvironmental agenda and has justpublished the MPS EnvironmentalStrategy 2005-10. This confirms 24objectives under seven key themes,many of which relate specifically tothe environmental performance ofthe estate, for example by improvingthe sustainability of building designand procurement, improving energyand water efficiency, reducing wasteand increasing recycling.

It is hoped that this document,“Planning for Future Police EstateDevelopment”, will help boroughsunderstand the needs of the MPSestate and enable us to work togetherto create a safer London for all our communities.

Understanding the MPS Property Strategy 09


4.1 Policy Wording

The MPS is growing rapidly andconstantly evolving its policies totackle criminality in the capital. Thisrequires a responsive estates strategyto provide modern, appropriatefacilities for our staff, enabling themto carry out their duties efficiently andeffectively and so contribute to thecorporate vision of making Londonthe safest major city in the world.

The MPS requests local planningauthorities to include the followingpolicy in the appropriate section oftheir LDF Core Strategy:

“To provide for the requirements ofthe Metropolitan Police Service in the delivery of its estate strategy‘Building Towards the Safest City’.”

4.2 Retail Frontages / Police Shop Units

The MPS has a requirement for police‘shop’ units within key retail frontages in town centres. These would typicallybe shop units which house police frontoffice functions to provide the publicwith a readily accessible and visiblepolice presence in the ‘high street.’

They may also be located incommunity buildings such as libraries,but they need a highly visible presenceand to be readily accessible if they areto be successful. A typical unit wouldbe 100m2 and a number of these ineach borough is envisaged.

Council policy for retail frontages may need amending to enable thisnon-retail use.

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4.Key Planning Issues – the Detail

A: Local Development Framework Planning PoliciesThe MPS requests local planning authorities to consider the following issueswhen drawing up their Local Development Framework (LDF) documentsincluding The Core Strategy and Area Action Plans.

The Core Strategy Area Action Plans


Key Planning Issues – the Detail 11


4.3 Warehouse Units – Patrol Bases

Warehouse units are requiredthroughout London for police patrolbases. These could be sited inbackland locations, on industrialestates or business parks. Excellentpublic transport accessibility andgood vehicular access 24/7 arerequired, together with a reasonablyhigh level of operational parking.

The buildings need to be as flexibleas possible so that the internallayout can be adapted as necessaryto suit changing police requirements.A typical unit will be 3,000m2 andhave a yard area.

Development policies should recognisethe requirement for warehouse unitsas police patrol bases, effectively asui-generis use, within potentiallyallocated employment areas. Thelevel of employment generated withinthese bases is significant at around500-600 each.

The requirement for such use should be identified in the Core Strategy and in Action Area Plans.

4.4 Safer Neighbourhood Team Bases

The MPS is currently establishingneighbourhood-based policing acrossthe capital. Each team is comprisedof six police staff and is dedicated toits specific area, patrolling on footand bicycle to deliver a proactive

response to community issues. It isintended that a Safer Neighbourhoodsteam will be introduced in everyneighbourhood across London by2008 (subject to funding), totallingapproximately 600 teams on a wardbasis. About a third will probably bebased in existing police stations,leaving a requirement for about 400new sites, some of which mayaccommodate more than oneneighbourhood team.

Space requirements will beapproximately 70m2 for a one teambase, 100m2 for a two team base and125m2 for a three team base. Thebases need to be readily accessible tothe public and they could be locatedwithin shop units, communitybuildings or other ‘high street’ or ‘local centre’ locations.

The requirement for such use should be identified in Action Area Plans.

4.5 Custody Suites

There is a requirement for new MPS custody suite clusters, locatedstrategically across London. These may serve one or more boroughsand will also accommodate associatedlegal and police facilities. They willrequire a secure building and securefencing around a yard. They will,ideally, be located for good vehicularaccess and public transport links butnot for high visibility.

The optimum size will be dependentupon the size of the area served butwill normally not be less than 25-30 cells.

The requirement for such use shouldbe identified in the Core Strategy.

4.6 Other Operational Requirements

• MPS special operations, such asChild Protection Teams andWitness Protection Units, operateacross the whole of the London orhave a national role and requirespecially adapted accommodation.

• MPS training facilities are locatedacross London, sometimesoccupying large sites, some ofwhich may be in the Green Belt.Examples include dog handlertraining; firearm training; horsestabling and training; and policerecruit training. Each has specificbuilding requirements and theremay be a need to identify theseactivities as appropriate uses inthe Green Belt.

• Other activities such as vehiclerecovery, and examination centresand helicopter bases have veryspecific site requirements.

The requirement for these activitiesshould be identified in the Core Strategy.

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4.7 Discussions with Developers

and Registered Social Landlords

The MPS requests that its residentialrequirements are considered wheneverLPAs are in discussion with propertydevelopers and housing associationsabout the provision of key workeraccommodation. In addition, MPSProperty Services would be delightedto discuss these issues directly withthe developer or RSL and for the LPAto put them in contact with PropertyServices to explore possiblecollaboration in the scheme at anearly stage.

This would be taken forwardspecifically through ‘Property Zone’,the MPS entity for focussing onexternal housing provision.

4.8 Housing Policy

The MPA requests that:

• MPS Property Services is added to any borough lists of key workerhousing providers; and that

• wording is included in LDF CoreStrategy Documents to reflectMPS requirements for key worker housing.

Key Planning Issues – the Detail 13

B: Key Worker Housing IssuesThe MPA believes key worker housing schemes are extremely important. Inaddition to helping attract and retain staff, enabling them to gain entry onto theproperty ladder, housing provision must be flexible to respond to changingcircumstances. The MPS requests LPAs to consider the following points when establishing key worker housing schemes.


4.9 Directly consult MPS

Property Services

Consult MPS Property Services on major planning applications with a view to including site-specificrequirements for the police, such aspolice shops, neighbourhood teambases and key worker housing inaddition to any contributions foradditional policing.

The MPA also requests that it beconsidered a consultee on all ‘major’planned regeneration initiatives anddevelopment proposals.

4.10 Include Police Requirements

LPA’s are asked to include policerequirements in the general list of public sector infrastructure providers.

C: Planning Obligations/Section 106 AgreementsThe new draft circular on Planning Obligations requires LPAs to incorporate apolicy setting out what they expect planning obligations to achieve. This mayoften involve specific supplementary planning guidance. The draft circularspecifically states that there should be a joining-up across all public sectorinfrastructure providers.

The MPA therefore asks planning authorities to consider the following.

14 Key Planning Issues – the Detail


For further information,

please contact:

Laurence S EatonDeputy DirectorAsset Management and UtilisationMPS Property Services12th Floor Empress State BuildingEmpress ApproachLillie RoadLondon SW6 1TR

Tel: 020 7161 2351Mobile: 07917228014Fax: 020 7161 2201Email: [email protected]

Please also use these contact details to send all planning applicationconsultation or other such material.

‘Property Zone’, the MPS entity forexternal housing provision, can becontacted directly on 020 7161 2323,also based at the Empress StateBuilding within Property Services.

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