Budget

As the Police and Crime Commissioner, I receive all funding for policing in Surrey.

This includes grants from the Home Office and the Department for Levelling Up, Housing and Communities (DLUHC), as well as the portion of council tax designated for policing.

Prudent financial management is essential to ensuring Surrey Police has the resources it needs both now and in the future. My role involves balancing immediate financial demands with their longer-term impacts to maintain sustainability.

In overseeing the finances of the PCC Group, which includes Surrey Police and my office, I set the overall budget and determine the level of council tax required to fund it.

Approximately 99% of the funding from government and residents is allocated to the Chief Constable for policing services.

The remaining 1% supports victim services, community safety initiatives, and my statutory responsibilities such as scrutiny, policy development, and public engagement.

Ensuring financial sustainability

To maintain Surrey Police’s financial sustainability, I rely on the Medium-Term Financial Forecast (MTFF) to allocate resources effectively and identify cost-saving opportunities. Over the next four years, Surrey Police needs to achieve savings of over £18 million.

Key initiatives to support this goal include:

• Technology Investments: Driving efficiency through modern software and infrastructure, with a focus on optimising use of cloud storage, leveraging advanced analytics, and utilising cutting-edge digital tools.
• Partnerships: Collaborating with other agencies to achieve faster outcomes and leveraging joint procurement to reduce costs.
• Agile Working: Optimising the Surrey Police estate by reducing its size and enabling staff – where appropriate – to work remotely for greater efficiency.
• Fleet Management: Implementing vehicle tracking systems to enhance the efficiency of the police fleet by enabling optimised route planning, more effective dispatching, streamlined maintenance scheduling, and wider data-driven insights.
• Support Services Review: Streamlining administrative and operational processes to reduce costs.
• Headquarters Redevelopment: Modernising the Mount Browne Headquarters to lower operating costs, reduce the carbon footprint, and provide updated facilities that are fit for the future and offer the Surrey taxpayer good value for money.

While these measures build on £86 million in savings already achieved over the past 14 years, meeting the current target remains a significant challenge. Identifying further opportunities for savings will be critical to addressing this financial pressure.

Managing financial reserves

Unplanned expenditures, such as large operations or national cost increases, require prudent reserve management.

I hold reserves equivalent to about 12% of the annual budget, with two-thirds earmarked for specific projects.

While Surrey’s reserve levels are lower than most forces to prioritise frontline services, they are essential for responding to large-scale emergencies without jeopardising critical operations.

Financial outlook

Surrey Police faces financial challenges, but I am confident that the Chief Constable and his team can address these without affecting frontline services.

Through careful planning and collaboration, my Police and Crime Plan reinforces the commitment to protecting and serving Surrey residents effectively, even in the face of financial pressures.

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