ASSET MANAGEMENT FRAMEWORK 2023 - 2033
National best practice recommends a step by step challenge process, ensuring testing against common criteria:
STEP 1 STRATEGIC PURPOSE
STEP 2 OPPORTUNITIES AND RISK
STEP 3 PERFORMANCE APPRAISAL
Why do we hold the asset, what is expected of it? STEP 4 OPTION APPRAISAL
Exploitable opportunities, barriers, risks
Cost benefits, financial/non- financial outcomes
STEP 5 PRE-IMPLEMENTATION CONSULTATION
STEP 6 OUTCOME
Qualitative and quantitative benefits and risks
Engaging stakeholders
Should the asset be retained, re-purposed or disposed of?
Between 2010 and 2018, the TVP estate was assessed every 2 years through a Property Retention Challenge (PRC) process. This is an objective assessment of all sites undertaken to provide an indicator of the site’s retention rationale or indicative value for money. The PRC assessment covers 32 criteria over 5 categories:
Service delivery
Fitness for purpose Space utilisation
Asset management issues Financial performance
This is a useful objective indicator to inform both strategic planning and day to day estate management activity.
The outputs for the 91 sites (excluding car parks) assessed in 2018 are summarised in the table below:
PRC OUTCOME
SITES
TOTAL
GOOD
SATISFACTORY
POOR
Total Sites % of Total
54
37
0
91
59%
41%
0%
100%
59% of sites were in the “good” category, with 53 % identified for retention. Of the 37 properties in the “satisfactory” category, 31 were either disposal or potential disposals. With the limited disposals undertaken since 2018, some with smaller modern replacements, and with the consistent outcomes seen between previous assessments, the position is not expected to have substantively changed since 2018. A further PRC challenge of each asset will be undertaken before 2028. In summary, the operational portfolio generally performs well in supporting service delivery, with very few sites requiring essential (as opposed to desirable) replacement, or significant change or investment not already identified or planned for. Very few of TVP’s properties are therefore currently identified for disposal as a result of poor performance or corporate and functional re- structuring. What may seem to be reasonably well performing buildings still have the potential to be re-provided in a much more cost effective way, exploiting a reduced space requirement, high site values, collaboration and lease break/expiry opportunities to release capital receipts, revenue savings, and improved utilisation of core retained sites, by relocating functions not requiring a local presence.
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