Job Description
Job Title:
Head of Strategy & Assets
This is the principal estates document that provides the strategic context and direction for medium term financial planning (MTFP) and day to day estate management activity. It sets out the overarching approach to asset management of the portfolio, site specific retention strategies that inform expenditure priorities and an implementation plan. The AMF reflects strategic, geographic and functional reviews, an overview of portfolio performance and fitness for purpose. An integral element of the AMF is development of the rolling disposal programme, ongoing review and management of its delivery. The AMF also highlights the risk around the significant planned housing and population growth over the next 10 years and what is required in mitigation. • Undertake specific acquisitions and disposals, typically where they are complex, sensitive or high profile. For significant projects these require development of detailed financial appraisals (Net Present Cost) by the post holder in liaison with Corporate Finance and PCC’s Chief Finance Office in order to demonstrate/evidence recommended best value outcomes. • Pro-active and ongoing engagement with a wide range of local partners around estates collaboration, e.g. local authorities, Fire Services, SCAS, NHS, MoJ/HMCTS. The government • One Public Estate initiative is an ongoing facet of estates collaboration activity across the force area to which the Force is committed. • Technical and strategic support to the Strategy and Assets team, other Property Service teams (e.g. supporting Capital schemes or Maintenance by providing inputs around future strategy or occupancy), Force LCUs or departments (e.g. restructuring), specific Force programmes and project boards (e.g. Force Review, CCTV, CSI), CCMT and PCC. This also includes Governance reporting and presentation (e.g. to the Strategic Estates Group, CCMT, PCC), site/area specific estate briefings (typically to operational Commanders, Chief Officers, PCC,) and assisting Corporate Communications with internal and external communications (e.g.
around disposals). • Management of the Force asset register - a public statutory document - requiring provision of a formal annual asset revaluation for “Annual Accounts” purposes by an external consultant of both the owned estate and more recently the leased estate (IFRS 16). Manage the provision by a consultant of annual updated fire insurance valuations to ensure the force has sufficient insurance cover. • Management of the leasehold operational estate including periodic rent reviews and lease renewals, obtaining landlords consents and authorising payments of rent, rates and service charges with an annual budget typically around £5m to ensure the force occupies our leased estate in accordance with contractual liabilities. • Manage the annual budget development process for relevant estate budgets (e.g. rent, rates, service charge and fees) and participation in ongoing Property Services savings reviews with Corporate Finance and others. Management of the principal strategic estate database (Excel based space and strategy dataset) to ensure accuracy and required outputs, including information for annual NPEG Benchmarking submissions and review of NPEG output reports, CIPFA and HMICFRS benchmarking submissions (if required). • Lead, manage and develop the Strategy & Assets team, ensuring DIMENSIONS: The post holder is the Force’s senior technical lead on strategic and day to day estate management of the Force portfolio, developing key strategic documents providing strategic context and direction for future use, occupation of the estate and investment requirements. From a day to day perspective, the post holder will be the technical lead on estate management issues for the owned and leased estate, ensuring that the portfolio operates smoothly and in compliance with relevant legal liabilities, and that key outputs and outcomes are delivered by the team.
Job Family:
Business Support Senior Manager
Role Profile Title:
Reports To: Band level:
Head of Property Services
5M – Subject to Review Staff Responsibilities: Strategic Growth Planner, Estates Surveyor OVERALL PURPOSE OF THE ROLE Responsible for developing and periodically reviewing the Asset Management Framework (and key components of it such as the Asset Management Plan, property retention strategy and rolling property disposal/replacement programme), as the Department’s principal strategic framework for planning and decision making underpinning the Force’s estate change programme. Acting as the Force/Department lead for significant organisational change initiatives to assess spatial implications, and on Corporate Landlord responsibilities including directly managing space use and allocation across the force, pro- actively engaging key partners to develop relationships and identifying/developing collaborative estate opportunities. Taking direct personal responsibility for specific complex/ strategic transactional casework, involving the development and review of business cases for major estate change, and for ensuring the provision of mandatory annual asset valuation reporting. KEY ACCOUNTABILITY AREAS: • The Head of Strategy & Assets has the lead role in delivering the department’s Corporate Landlord (CL) responsibilities for TVP’s estate which include a number of key functions. Managing space allocation and utilisation, under the CL model to ensure corporate requirements and standards are understood, challenged or assessed, and delivered. This is a significant enabler to achieving the ongoing reduction in the size and cost of the estate by making space use as efficient and effective as possible. At a hands-on level, the role necessitates consideration of regular and often numerous requests for changing space allocation or for new requirements (e.g. significant organisation wide change such as the new Local Command Units (LCUs), or more modest incremental growth), developing site specific staff relocation strategies required for planned disposal sites, and assessing larger sites to ensure space data is up to date and for space utilisation improvement opportunities. • Development of the Asset Management Framework (AMF).
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