Headquarters Programme Publication Strategy

This paper is intended to set out what, how and when information will be made available to the public in relation to the current Kent Police Strategic Change Programme - Headquarters Programme, in anticipation of a significant number of requests for information under the Freedom of Information (FOI) Act. The strategy aims to provide a transparent approach to FOI detailing what information exists and what can and cannot be released. Producing such a strategy will assist the force and the public in ensuring timely and transparent responses to all requests.

The Headquarters Programme encompasses a strategic re-focus of the estate strategy following the Covid-19 pandemic. It introduces ‘smarter working’ to Kent Police and seeks to deliver a more efficient use of our estate. The overall outcome sought will be to enhance the effectiveness of the policing service in Kent by enabling an environment that facilitates more efficient working, recognising that the working environment can effectively extend beyond the traditional bricks and mortar offices.

Kent Police is committed to public transparency and our obligations in terms of public expenditure. Equally, the Programme will have a very real impact on the structures of the organisation which will need to be handled fairly, sensitively and directly with any staff affected, thus maintaining an absolute commitment to statutory employee consultation with the appropriate levels of confidentiality. It is also fully anticipated that negotiating positions will need to be developed and commercial discussions undertaken, with all contributors feeling comfortable engaging in the free and frank provision of advice and sharing of views. There are also several commercial considerations around engaging suppliers and other third parties where publication of detail may compromise the pursuit of value for money and stewardship of public finances.

Given the Programme is wide ranging and estimated to take at least two to three years to fully complete, the public interest would be best served if all costs and benefits were accurately presented in the wider context given the natural interdependencies that will inform the relevant decision making as the Programme progresses. Providing isolated costs and benefits, many of which will only be estimated or anticipated until realised upon maturity of the Programme, risks distorting interpretation, adding administrative burden and risks presenting a wholly inaccurate positive or negative picture. This document therefore seeks to timetable what information will be made available, how and when.

Jon Sutton
Programme Director
January 2024