ASSET MANAGEMENT FRAMEWORK 2023 - 2033
3.0 ASSET MANAGEMENT STRATEGY
This Asset Management Strategy (AMS) section provides an overview of our land and property estate, together with our approach to asset management and our main focus for managing and developing the estate over the next 10+ years. The AMS will be periodically reviewed to ensure our estate fully supports the PCC’s and F orce’s c orporate objectives and priorities
3.1 OUR ESTATE
3.1.1 Property categories
The TVP estate comprises operational, residential and shared equity portfolios. Police services are delivered through a range of operational property types reflecting the structure of current local policing delivery, force wide operational and business support requirements. A strategy for each property category is highlighted in Annex 2 .
3.1.2 Size and nature of the portfolio
TVP’s operational portfolio including headquarters and support facilities, but excluding covert facilities, comprises:
94 sites (as at March 2023) with approximately 180 buildings 136,000 sqm gross floor area Asset (book) value, as at 31 March 2023 of £201m 7 stand alone communication mast sites 89% of the floor area is owned. This was 88% in 2018 and 72% in 2010 Around 83% of the floor area dates between 1950 and 2000
An overview of the portfolio is in Annex 1 . The portfolio is changing, with an ongoing disposal programme, with some more modern replacement facilities planned, and some significant building investment and maintenance projects underway and planned at any given time. The number of sites has reduced by 119 since 2010, with a net floor area reduction (after replacements) of nearly 22,000 sqm, TVP has a small residual residential portfolio of 7 houses together with some trainers accommodation at the Sulhamstead training centre. This has diminished rapidly in recent years, with most of the remaining houses expected to have been sold by 2028.
3.1.3 Estate performance
TVP has actively participated in the annual National Police Estates Group benchmarking process for many years, although was unable to do so in 2022/23 covering the 2021/22 financial year. The NPEG assessment, currently managed through CIPFA, is a very detailed consideration across a range of criteria such as space, age, cost and consumption. Performance in some categories has been in the 1 st and 4 th quartiles. Some highlights from the 2020/21 inter-force output:
KPI
PERFORMANCE
OTHER FORCES AVERAGE
Space density per FTE
16 sqm £149.53
18.1 sqm £149.69
Total property cost per sqm GIA Total operational space within GIA Building stock aged 1946-2000 Building floor area (GIA) owned
45% 91% 89%
31% 68% 79%
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