• Asset Management Framework (AMF) – responsible for developing and periodically updating this principal strategic document that incorporates significant detail and draws on several datasets This is fully refreshed every 5 years, with interim annual updates of 2 key annexes – the site retention indicator and implementation plan. It requires compliance with extant best practice formatting and content, and inputs from strategic databases collating and analysing a significant amount of performance and other data, such as space utilisation, fitness for purpose and costs. • Property reviews – these may be part of the AMF process initiated by the post holder but can also be triggered by organisation requirements – whether a formal review process (e.g. savings reviews) or by significant change around specific programmes (e.g. LCU operating model). They can be geographic covering all or some LCUs and departments, function specific (e.g. HQ) or project specific (e.g. specific stations/sites). They can typically involve engagement at SMT and Chief Officer level as well as at a tactical level. • Corporate Landlord role – Having taken some years to establish a central approach and authority to managing space, and its use and allocation, it is necessary for the post holder to maintain a “hands on” approach and a detailed knowledge of the portfolio to ensure space allocation aligns with departmental plans and wider organisational requirements, both established and emerging. This consequently requires almost daily activity to space plan, review/challenge and deliver approved requirements. There is significant input into planned projects (e.g. large maintenance projects) within the department, assessing opportunities to deliver space improvements and ensure that the estate rationalisation programme can be delivered with teams relocated where necessary. The portfolio has around 8,000 spaces across around 94 overt and 21 covert/discrete sites amounting to c.147,000 sqm. • Disposal programme – This is the principal activity to ensure the department can deliver
significant capital receipts (gross £30m+) and revenue savings (net £400,000pa+) by 2033 towards the Force’s Productivity Strategy. Since its inception in 2010 within the AMP, the programme has grown, with over 124 operational properties disposed of since 2010 and currently 8 properties currently programmed for disposal or with disposals in hand over the 5 years to March 2029. This programme, which includes the much reduced residential estate, is a live document as it needs to flex as circumstances change. The AMF identifies a further 5 as yet un-programmed disposals and 29 potential disposals. The programme informs the Medium Term Financial Plan and is the basis for periodic media briefings. It contains a significant amount of data that needs constant updating such as running costs and replacement costs. The role holder has primary responsibility for ensuring the programme is current, approved, accurate and is delivered. • Specific disposals and acquisitions – the post holder, while managing 2 others in the team who undertake specific casework, will be expected to deal with, or heavily input into, specific cases whether of a strategic/ complex/high profile nature or where the role holder’s specific knowledge, experience or decision making is required. The post holder will be required to provide/review the strategic context for all business cases and requests for approval for disposal or acquisition. • Estate Collaboration - The post holder is the primary lead for engaging internal stakeholders (e.g. Programme and Project leads) around accommodation requirements, and external partners around estates collaboration, which are typically public sector organisations locally and other forces, and can be challenging. This requires a pro-active effort to ensure all key partners are engaged, respective estate plans understood and any opportunities for “quick wins” or worthwhile strategic collaborative projects and other initiatives (e.g. training, sustainability or procurement) identified. The national One Public Estate programme requires some input from the post holder to
ensure TVP is well represented, and makes a positive contribution to what the OPE groups, CCMT and PCC wish to achieve, ensuring the force/PCC’s interests are protected. Accommodating integrated service delivery initiatives (e.g. MASH, joint partnership roles) will involve consideration of a range of issues beyond just provision of space (e.g. security, vetting, Information Assurance) and engagement with a wider team of internal and external stakeholders. • Annual asset valuations – A fundamental and statutory component of the TVP/PCC “Annual Accounts”. This is an annual requirement to ensure provision of a revaluation of those properties on the Force’s asset register (owned or leased), together with refreshed fire insurance valuations to ensure we maintain our Insurance cover. There is a requirement to highlight where there have been material changes – e.g. through refurbishment, new build or purchasing a leased building. The owned operational estate had a March 2023 value of approximately £250m and £8.5m for the residential estate. The mandatory valuation of leases (IFRS 16) was introduced effective 1st April 2024 requiring separate reporting. The Asset Register is owned by the PCC and is a public document. • Management of the leased estate – there are c 60 leased properties remaining with a total rent and service charge cost of c.£850,000 pa. A number of leases require rent reviews or leases renewed if being retained, some of which are premises with a high or medium business continuity rating. Most of these events are undertaken by our external consultant, but require “expert client” inputs. C.£5.10m of rent, rates and service charge invoices require checking and authorising, this activity delegated by the post holder to the Estates Surveyor role, along with managing the income generation from our telecoms sites of c.£420,000pa in 2024, but overseen by the post holder. • Technical support – the post holder will be expected to provide expert technical support and inputs to team members and other Property Services teams, but also to Force departments and LCUs as required (e.g. Contact Management, Force Review, Training,
Custody, Forensics, Joint Operation Unit), Chief Officers and the Office of the PCC. The role is seen as the primary link into Property Services for such inputs, to involve other teams (e.g. Capital Schemes) as required. The role liaises with Property Services teams on numerous projects (typically maintenance projects, replacement projects or options appraisals) to ensure opportunities for space improvement or addressing change are identified and delivered where needed. The role is the lead for addressing media or external/partner queries around AMF related issues (e.g. collaboration or disposals) raised through Corporate Communications, PCC or the Chief Constable. • Budget development – the post holder is responsible for a number of annual budgets, indicatively: • Rent and service charge c.£850,000 payable to landlords • Rates c.£4.25m • Professional fees c.£200,000 • Reserve funded activity (AMOP and organisational change requirements) – variable annually but currently spending around £225,000 (March 2024) • Income (e.g. telecoms, and 3rd party estates income c£500,000, s106/ CIL c£100-£150,000 pa) £600,000 - £650,000 pa The post holder will regularly liaise with Corporate Finance concerning the financial implications of changes in the disposal programme (e.g. disposals slipping to subsequent years, new additions, disposals being brought forward, or a change in receipt estimate/offers or revenue saving) • Overseeing team activity – the role holder ensures that key outputs required of the team are delivered when required, such as , landlord and tenant management, disposal programme delivery, budget development and management, identification of future population and housing growth requirements and associated income generation from the planning system, telecoms income management, statutory valuation and fire insurance valuation internal inputs, specific updates to strategic documents and supporting other teams.
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