ASSET MANAGEMENT FRAMEWORK 2023 - 2033
Asset Category
Outline Asset Strategy Approach
White House for office use, focus training facilities within the Training Block, review opportunities for collaborative use by partners and other forces Review long term L&D requirements both at Sulhamstead and on area, in particular the North of the force, and the business case for a potential Northern Training Hub. To seek to provide a range of facilities within the TVP estate where they are needed and where practical, reducing reliance on use of external venues and the need to lease commercial premises while maximising the utilisation of what we have Maintain Upper Heyford as a key operational training facility (public order, CBRN, fitness and safety, driver, Taser) Monitor the ongoing requirement for fleet support facilities and collaboration opportunities Continue to deal with all aspects of past equity loan advances for and on behalf of the PCC Dispose of all remaining standalone vacant family houses as they become surplus to requirements, and subject to prevailing market conditions or as development/sale opportunities are identified Dispose of all remaining standalone single quarters accommodation not located on Police Station sites, and also those that are integral to Police Stations identified for sale Re-purpose, or demolish where practical, any remaining former Single Quarter bedrooms within Police Station sites identified for retention Training requirements: Retain en-suite accommodation provision at Banbury for Driving School use, and improve Trainers accommodation at Sulhamstead. Review requirements for trainer accommodation in the North of the force aligned to any Northern Training Hub Retain with periodic review where required for operational use and income generation Review facilities on buildings or sites identified for disposal, and if/how they can be re-provided to maintain TVP resilience and third party income Monitor impli cations of changes to the “Telecom Code” particularly in relation to disposal sites Consolidate the number of custody suites where practical, aligned to the Custody 2030 strategy Embed the status of retained primary custody suites by ensuring the enhancement of support facilities and co-location of relevant support teams from other sites or partners where practical Develop plans for replacement custody facilities at Maidenhead PS, and potentially in Oxfordshire Identify future growth needs, particularly in Milton Keynes, and assess potential impact on custody capacity, seek developer contributions, and where necessary reflect in future capital programming if pump priming can/needs to be agreed Robustly assess through condition surveys and plan future maintenance/refurbishment priorities for the retained custody suites to ensure they are appropriate and funded, and that suites remain fit for purpose
Staff Housing
Telecom Masts
Custody
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