ASSET MANAGEMENT FRAMEWORK 2023 - 2033
Direct comparisons with other forces while of interest, are not particularly reliable in any event, due to the inconsistent quality of the annual data provided across forces for the benchmarking process. Notwithstanding that, while relative performance in each category can vary, TVP ’s performance has, overall, consistently been in the 2 nd or 3 rd quartile compared against at least 30 participating forces annually over a number of years.
In previous iterations of the AMP an internal KPI set was reported. Some key indicators from that had targets expiring by March 2022 which were achieved, such as;
INTERNAL KPI
TARGET
OUTCOME
Net* capital receipts Net* revenue savings * Of any replacement costs
£45m
£47.8m £4.52m
£4.50m
These and other indicators are no longer considered fit for purpose or required as most are now reported elsewhere, such as through the NPEG benchmarking process, Environmental and Sustainability Strategy and Strategic Estates Group (sale receipts and savings).
3.1.4 Fitness for purpose and space utilisation
T he remaining TVP portfolio has consistently been objectively rated either fit for purpose or generally fit for purpose across a range of performance criteria such as sufficiency, suitability, condition, environmental performance and cost. The need to improve our utilisation of the portfolio was the key strategic direction of TVP’s 2008 Asset Management Strategy, which remains a valid objective. Highlights from the analysis of all sites for which there is detailed space data are: Office space accounts for 32% of total gross internal floor area, up from 27% in 2018, reflecting a range of factors associated with policing such as the need for specialist buildings, training facilities, and the nature of operational police sites requiring a range of support facilities such as custody, storage, briefing, equipment locker and incident rooms etc The usable floor area per workstation within all office areas is now 5.36 sqm across over c.5,800 workstations (5.76 sqm in 2018 and 7.30 sqm in 2010) which compares well with the recommended long term (10 year) target of 6 sqm set in 2008. It is unlikely this will be significantly improved upon, as the implementation of Working Smart necessitates the provision of adequate ancillary support spaces, which might affect the quantum, layout and use of core work/desk space.
Further and ongoing analysis will be undertaken on space data, as this provides important information for applying and monitoring workplace strategy at a site specific level.
3.1.5 Estate Collaboration
Collaborative asset management dialogues have been underway with most public sector partners across the Thames Valley area since 2010, seeking to identify and progress any opportunities to make better use of the public estate. TVP has participated in the One Public Estate initiative since 2016 across all 3 counties, and this has strengthened working relationships with our partners, in particular “Blue Light” partners. A Memorandum of Understanding around estate collaboration, entered into with all 3 Fire Services across Thames Valley in 2015, continues to prove constructive. Partner premises can represent good value for money, they can enable site disposals, there can be operational benefits in co-location with the right partners, and co-location is attractive politically. At a local level TVP is located in partner premises at 40 locations, down from a peak of
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