ASSET MANAGEMENT FRAMEWORK 2023 - 2033
Detailed review of representative sample of buildings to understand challenges and opportunities for carbon reduction. This will lead into the development of a medium/long term plan to improve building efficiency and replace carbon based heating systems. Over the next 12 months conduct an EV charging pilot, leading to a major project to decarbonise the fleet. A review of travel, business and commuting, across the force focusing on sustainable alternatives. Continued focus on waste management with a drive on user behaviour to improve recycling rates.
2. Other focus areas for FM work include:
Continued development of the CAFM system Improving the efficiency and resilience of bulk postage through secure outsourcing The replacement of our key management system by 2027.
4.10 RISKS & ISSUES (A ffecting estate infrastructure, delivery of estate services & the estate’s capacity to support organisational priorities)
The Estates Department maintains a departmental Risk Register which is formally reviewed at regular intervals (6 monthly) but with substantive changes to individual risks made whenever necessary or when a new risk/issue is identified. The SEG is provided with periodic updates on the Risk Register with the focus on highlighting the most significant risks at any given point in time; those that pose the greatest/most immediate potential threat to the organisation are escalated to CCMT through the Governance & Service Improvement team.
In the Risk Register (@ March 2023), the reported/highlighted issues/risks from an estate performance, resilience and delivery perspective are as follows:
Building Cost Inflation ( C ) Estate Condition & Deterioration (+ Financial Implications) ( C ) Compliance & Replacement of our Data Centres (x2) ( C ) Fire Compartmentation ( N ) Estate Department Resourcing/Recruitment ( C ) Impact of Vetting Delays ( N ) Implementation/Delivery of TVP’s Working Smart Approach ( C ) Overall Affordability of Strategic Estate Change Forward Plans ( E ) Delivery of Custody Estate Programme 2030 ( N )
Note : C = Current; N = New; E = Emerging
Although TVP is currently receiving some developer contributions, there remains a future risk around the scale and impact of long-term p opulation and housing growth and whether TVP’s resources will be aligned with these demand change drivers. This risk will continue to be monitored.
4.11 ASSET MANAGEMENT IMPLEMENTATION PLAN
The key activity required and planned over the next 3 years is tabulated within Annex 5 , together with an expected outcome, indicative timescale for implementation, staff resource implications and link to strategic objectives. These activities will help facilitate the achievement of the Asset Vision, strengthen the corporate role of the asset management function and help deliver our asset plans. They will be periodically monitored and progress reported to the SEG.
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