ASSET MANAGEMENT FRAMEWORK 2023 - 2033
4.0 ASSET MANAGEMENT PLAN
This section outlines what we plan to do to deliver the asset vision and strategy, and will address the following:
Overarching estate plans and activity over the next 10 years:
Translating the asset vision
o o
Strategic Estate Requirements Plan
o Individual site strategy retention indicator o Disposal programme o Mitigating the impacts of planned population ad housing growth o Property Services (Estates department] team priority workstreams
Risks and issues
Specific strategic and procedural implementation activity envisaged over the next 3 years. This is reflected in the Asset Management Implementation Plan in Annex 5.
4.1 CURRENT EXTERNAL AND INTERNAL ISSUES AFFECTING ASSET PLANNING
There are a number of identified internal and external issues and initiatives that are known to or may have a significant property implication in the future. The Force undertakes an annual scanning assessment to ensure new issues and possible impacts and key risks are identified, and disseminated as part of the Force’s regular strategic assessment process. Some issues could impact upon estate requirements, resource commitments and forward planning, such as:
INTERNAL
EXTERNAL
Funding/affordability – a need to prioritise Working Smart – embedding a key enabler Custody estate condition & suitability Increased training pressures Wellbeing, recruitment & retention Force Review/LPA structure
Officer Uplift – absorbing growth Population & housing growth impacts Strategic Review of Policing Sustainability agenda incl de-carbonisation National policy changes National funding & the need for savings
These issues can be fluid and take some time to develop, and need to be monitored and forward plans adjusted where necessary.
The most significant “new” issue (2023) is the TVP Force Review. This concerns the potential restructuring of the current 11 Local Policing Areas. There is the potential opportunity to revisit certain sites that have proven too challenging to replace, to consolidate certain assets and to further challenge others. Conversely, any significant changes around the size and location of teams may impact on the viability of some sites.
4.2
TRANSLATING THE ASSET VISION
The asset vision in section 2.4 and the asset strategy by category in Annex 2 can be translated into a specific, but high level, picture of estate change by 2033. This sets the scene for planning activity at a site level: Embed Working Smart as BAU, aligned to IT developments, to enable estate reduction, the holistic provision of wellbeing and other support facilities, any required new capacity and to help promote TVP as an employer of choice
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