The Resource and Estates Committee (Police) of the City of London Council met on Monday 21 September 2026 to review the provisional revenue and project programme budget monitoring for the first quarter of the financial year. The committee also considered expected benefits and value opportunities arising from the Future Police Estates Programme.

Provisional Revenue and Project Programme Budget Monitoring Q1

The committee was scheduled to receive a report from the Commissioner of Police providing an overview of the City of London Police's financial and project performance as at Quarter 1 (30 June 2026). The report indicated a stable financial position, with a projected £1.66 million underspend against a budget of £126 million for the year. This favourable position was largely attributed to workforce savings, stemming from budgeted provision for officers and staff exceeding actual costs, despite significant recruitment efforts. These savings were partially offset by reduced grant income, increased contractual and IT costs, and lower overhead recovery from funded activities.

The report highlighted that workforce remained the most significant factor influencing financial performance, with officer and staff numbers below budgeted levels. The Neighbourhood Policing Guarantee was identified as a key priority, with £2.7 million in Home Office funding dependent on sustaining and increasing Neighbourhood Policing Team (NPT) numbers. While vacancy levels were supporting the revenue outturn, they were also contributing to operational pressures and increased reliance on overtime. The report noted that the Force was forecasting an overtime overspend of £427,000, primarily within Local Policing and Specialist Operations, due to the continued use of overtime to maintain operational resilience.

The 2026/27 savings requirement of £0.9 million was forecast to be achieved in full, though a proportion relied on one-off measures and vacancy-related benefits that were not sustainable long-term. The report also indicated that the Capital and Project Programme was on track, with forecast expenditure of £5.1 million against a budget of £5.4 million, projecting an underspend of approximately £0.3 million. Emerging risks included decisions on Enterprise Resource Planning (ERP) investment, fleet strategy recommendations, and future police estate technology requirements. The Police Authority Team was forecasting a small underspend of £50,000 against its £1 million budget.

Future Police Estates Programme: Expected Benefits and Value Opportunities

The committee was scheduled to receive a report from the Commissioner of Police detailing the expected benefits and value opportunities arising from the Future Police Estates Programme (FPEP). This programme represents a significant investment in the City of London Police's operational infrastructure and estate capability. The report aimed to outline how major investment in new accommodation and technology would improve policing and corporate outcomes.

The value proposition of FPEP was described as extending beyond the provision of modern accommodation to include anticipated improvements in productivity, operational effectiveness, workforce experience, organisational resilience, and environmental sustainability. These value opportunities were identified through benefits discovery activities across operational and support functions, grouped into strategic themes. The report noted that as benefits were being retrospectively identified within a mature programme, the benefits picture was considered an evolving understanding of expected value rather than a finalised model.

The report detailed five key areas of expected value:

• Environmental and Sustainability Value: Improvements in environmental performance, carbon impact reduction, and energy or resource efficiency, aligning with the Corporation's sustainability objectives.
• Estates Utilisation and Value for Money: Enhanced use of estate assets, more effective accommodation, reduced duplication of facilities, and cost avoidance through the replacement of ageing estate.
• Improved Workforce Wellbeing and Experience: Modern working environments, improved accessibility and inclusion, dedicated wellbeing provision, and facilities designed to support a wider range of workforce needs.
• Continuity, Compliance and Preparedness: Strengthened organisational resilience through improved business continuity, modern infrastructure, compliance with relevant standards, and facilities capable of supporting critical policing functions.
• Improved Productivity and Service Outcomes: Enhanced service productivity and outcomes through better operational facilities, redesigned processes, improved access to specialist capability, and stronger integration between services.

The report emphasised that while the estate provided the opportunity, the realisation of many benefits would depend on deliberate organisational change, including the adoption of new working practices, redesigned processes, and sustained commitment from business areas. Governance arrangements were proposed to ensure ownership of value remained within the business, benefits were monitored beyond programme delivery, and emerging evidence was reviewed. Future reporting was planned through an Enterprise Value Dashboard to provide visibility of expected and realised value.