ASSET MANAGEMENT FRAMEWORK 2023 - 2033
2.2 ASSET VISION
To support the corporate vision, priorities, and service delivery generally, a clear asset vision is needed, which in effect becomes a 10+ year framework for planning the estate. From this an asset strategy and delivery plans can be developed.
By 2033, the TVP estate should demonstrate the following attributes, by being:
FIT FOR PURPOSE
PRODUCTIVE
IN GOOD CONDITION
Right space, place and time
Supports the Force’s & PCC’s strategic objectives and priorities Contributes to workforce productivity Contributes to the Force’s Productivity Strategy
Ensure the estate is kept operational and safe Maintain reliable condition survey data Highlight long term funding requirements (and deterioration risk) Prioritise maintenance activity effectively (& sustainably) A MODERN CONDUCIVE PLACE TO WORK Flexible and safe ( “our” not “my” space) Zoned not owned Supports diversity and wellbeing Clean and welcoming
Supports service delivery to the public
Supports Working Smart principles
Sufficient
SUSTAINABLE
LEANER & MORE EFFICIENT
Progress estate de-carbonisation Support fleet electrification(with enabling infrastructure Reducing consumption & non- recyclable waste Apply (WLC and) sustainable procurement principles
Maximise asset utilisation and VFM (Ensuring best use of resources Identify new viable replacement opportunities Identify new estate reduction and consolidation opportunities Monitor and progress worthwhile collaboration opportunities with partners Futureproof for change
How this looks in terms of a delivery strategy for specific property categories, and at a site/property level, is addressed in the Asset Management Strategy section 3 and the Asset Management Plan section 4 respectively. This Asset Vision provides a basis for assessing how successful asset management activity has been by 2033 , in supporting the Force’s and PCC’s strategic objectives and priorities.
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