ASSET MANAGEMENT FRAMEWORK 2023 - 2033
3.4 OTHER RELEVANT PROPERTY STRATEGIES
In addition to this Asset Management Framework, there are two key strategies sitting alongside the AMF that influence and inform day to day and strategic estates activity and workstreams:
3.4.1
Estate Maintenance Strategy
The Estate Maintenance Strategy (EMS) is updated at periodic intervals and is submitted for review/consideration by the Strategic Estates Group. It provides an overarching framework for the force’s approach to maintaining the estate and it works in parallel with other key strategic estate documents (e.g. AMP, SERP, and the Sustainability & Environmental Strategy.
The principal aims and objectives of the EMS are as follows:
To provide the information platform upon which we can understand the condition status of the repair and maintenance of our estate. To understand the current and expected future costs of owning, managing and maintaining our estate. To establish a robust basis for assessing, planning and prioritising our repair and maintenance requirements aligned to the Force’s Asset Management P lan (AMP). To facilitate the accurate and periodic reporting on current levels of maintenance expenditure against assessed need and to provide a framework whereby maintenance backlog and estate condition deterioration can be monitored To provide a methodology for assessing and ensuring that the accommodation/buildings occupied by the Force are in a safe condition and comply with statutory & legislative, health & safety, welfare and security requirements. To ensure through appropriate maintenance plans/programmes that the estate is capable of supporting the Force’s delivery of its strategic operational priorities/objectives. To ensure that the EMS is considered and approved at an appropriate level within the organisation and that it is reviewed at agreed regular intervals to ensure it remains fit for purpose. The EMS provides clarity about the approaches to be applied in order to undertake prioritisation of detailed estate maintenance activities at site or building level in relation to a range of factors including business continuity impact, retention status (as stated in the AMP), operational performance standards, wellbeing considerations and compliance requirements.
3.4.2
Environment & Sustainability Strategy 2022-2032
In 2022 TVP adopted a 10 year strategy to achieve the required environmental sustainability performance. Strategy drivers include legislative requirements, financial benefits, operational efficiencies for example reducing energy use, public perception and staff expectations. One of the 7 strategic objectives relates to the estate, and focuses on de-carbonisation (for example, a requirement to replace traditionally fuelled heating systems with low carbon alternatives) and to reduce energy consumption. By 2032 TVP aims to reduce carbon emissions from our buildings by a further 36%, representing a cumulative 85% reduction from the original 2009/10 baseline. By 31 March 2022 there had been a 53% reduction achieved.
To support delivery of the strategy outcomes, the estate related priorities are to:
Improve estate data monitoring and analysis to better understand environmental performance and where there may be opportunities Embed sustainability initiatives as business as usual across maintenance and project activity
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