HomeMy WebLinkAboutINS-11-029 - Asset Management Service Delivery StrategyStaff Re~p~r~
I~~rc~~nT~~ lnfrastrurture Services Department
REPORT TO:
DATE OF MEETING:
SUBMITTED BY:
PREPARED BY:
WARD(S) INVOLVED:
DATE OF REPORT:
REPORT NO.:
SUBJECT:
Council
May 9, 2011
www.kitchenerca
Dan Chapman, Deputy CAO Finance & Corporate Services
(519-741-2347)
Hans N. Gross, P
(519-741-2416)
All
April 5, 2011
INS 11-029
Eng., Director of Asset Management
Asset Management Service Delivery Strategy
Phase 1 -Asset Management Gap Analysis Report
RECOMMENDATION:
For information
EXECUTIVE SUMMARY:
The City of Kitchener has established a corporate asset management program as an outcome
of the Asset Management (AM) Service Delivery Strategy developed in late 2009. The asset
management program is a holistic approach to managing the City's assets, incorporating all
aspects of asset maintenance and service delivery. Some examples of assets include roads,
sewers, buildings, vehicles.
Asset management is the combination of management, financial, economic, engineering, and
other practices applied to physical assets with the objective of providing the required level of
service in the most cost-effective manner at an acceptable level of risk. It comprises all
elements needed for lifecycle asset management.
The purpose of the Gap Analysis is to determine the gap between the City's current asset
management practices and best practices for all of the City's assets. The goal of the report is to
identify opportunities for improvement that will move the City from where it is to the best
appropriate practice.
The City's goal and strategic directions for asset management are:
Goal:
Develop an asset management program that ensures the availability and sustainability of
existing and future assets in response to legislation, corporate goals, the community and
growth.
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Strategic Directions:
• Affordable Services -Link the operating and capital funding levels to the required
levels of service for each asset type with a view to providing the flexibility to respond to
changing conditions and managing risk.
• Dependable Services -Set priorities for asset rehabilitation and replacement based on
a combination of the business risk exposure and appropriate lifecycle treatment
strategies.
• Planned Maintenance -Develop advanced asset management plans comprising long
range funding requirements for both the existing and future asset inventories.
• Prioritized Funding -Link the Asset Management Plans to the City's direction for
financial management.
While the City has made a number of significant investments that will support the asset
management program going forward, notwithstanding these accomplishments, some of the key
elements of sound asset stewardship remain to be put in place. The identified gaps in the City's
practices provide the basis for the improvement projects which are detailed in the Gap Analysis
Report.
BACKGROUND:
Capital asset management represents a core business function for the City of Kitchener given
the considerable number and value of assets that are owned and maintained by the municipal
government (almost 300,000 individual assets with a replacement cost of about $2.5 billion).
Despite a sizeable asset base, the approach to asset management is often informal, lacking
high-level corporate oversight and coordination. Refer to attached Appendix 1 for a list of the
City's Asset Groups.
The introduction of new tangible capital asset accounting standards has provided the City of
Kitchener a platform from which to launch leading edge systems to support asset management.
These systems will maintain the corporate asset inventory and also provide a corporate tool for
decision support. These changes provide an opportunity to improve the coordination between
City departments to ensure that efficiencies resulting from new technology are maximized and
that decisions are made in the future to optimize the use of taxpayer/ratepayer funds for capital
investment.
In 2009, the City prepared an Asset Management Service Delivery Strategy (Report FIN-10-
026) in consultation with asset managers from across the City. The strategy was vetted
thoroughly and was endorsed by City Council at its regular meeting held on February 22, 2010.
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The Strategy proposed a number of phases in support of the objective outlined above. These
work packages are consistent with industry-wide implementation strategies and plans for asset
management. A brief description has been provided for each of the phases below.
Phase 1 -Gap analysis - To determine the gap between the City's current asset management
practices and best practices for all of the City's physical assets.
Phase 2 -Review of the GIS/asset inventory component of the Corporate Database - To
assess the completeness, currency and accuracy of the inventories, and to develop and
implement policies and procedures to ensure the integrity of the asset inventories critical to the
ongoing support of the asset accounting process and to asset management. A second
component will identify the need for service level agreements (SLA's) for data management
between the divisions and Corporate IT as the service provider. This would include a review of
the SLA's currently in place and identification of new ones and updates to the existing ones to
ensure currency and completeness of asset registers.
Phase 3 -Development of customer levels of service -This will include asset specific technical
standards and will be an ongoing process for each asset type, as well as customer focused
levels of service; major assets would be addressed initially as part of this package with subtypes
to be pursued with internal staff over time. The City's assets only exist to deliver services to the
community.
Phase 4 -The development of long-term asset specific funding projections - To enhance the
City's financial sustainability planning using the RIVA modeling tool and documentation of asset
management plans.
The resolution passed by Council at the February 22, 2010 meeting stated:
"THAT the Asset Management Service Delivery Strategy as outlined in staff report FIN-10-026
be supported as the direction for the City of Kitchener's asset management program over the
next 3 to 5 years;
AND FURTHER THAT the City complete Phase 1 of the Strategy in 2010, being the Asset
Management Gap Analysis."
As further background information on the City's current asset management best practices, a
document entitled "Asset Management Backgrounder" is attached to Report INS 11-029 as
Appendix 2.
REPORT:
The Gap Analysis Methodology and Approach
The approach to the gap analysis utilizes the seven element model based on the methodology
outlined in the International Infrastructure Manual, Edition 2006. Questions for each of the seven
elements were raised in a series of workshops organized by asset type. The self assessment
(responses to questions) by the participants was reviewed to identify the strengths and
weaknesses, and opportunities for improvement -strategic actions to close the gap between
the current and most appropriate best practices. The gap analysis began in June 2010 and was
completed in February 2011.
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The seven asset management program elements are described briefly below.
1. Lifecycle processes & practices -These are the processes and practices used by the City in
managing its assets -creating, maintaining, and operating its assets and resources to provide
the defined service levels. Processes and practices form the basis for all asset management
activities within an organization. Without clearly defined and documented procedures, the ability
for the organization to execute practices consistently is greatly reduced. These target processes
cover the entire lifecycle of the asset.
2. Information systems -Provide the vehicle for the input, storage, organization, analysis,
maintenance and retrieval of asset related data.
3. Data and knowledge -The organization's asset data and knowledge about assets forms the
basis of every decision made by the organization. The extent, quality, accuracy,
availability, and means of storing asset-related data and information dictate the quality and
timeliness of the decisions. The asset registry constitutes the heart of all asset management
systems. It forms the link between all other asset-related applications and supports the structure
by which the information systems analyze and manipulate data. Primary data includes
information such as location, valuation and physical attributes; secondary data comprises
maintenance history, condition, performance data, failure mode data; higher level data such as
advanced-analytics oriented data is used to support optimized decision-making
4. Organizational & people considerations -This element relates to the way organizational
factors support asset management and its effective service delivery. Organizational
considerations include asset management policy, organization, roles and responsibilities of the
sponsor, steering committee and asset managers. The knowledge, skills and attitudes of staff
drive an organization to achieve its goals and deliver services. Outcomes (improvements) are,
in large part, dependent upon staff. The staff-related considerations include skills and age
profiles, attitude and culture, appropriate resources, adequate training and support, and
effective management of corporateknowledge, and acceptance of change.
5. Strategic planning comprises the information and tools associated with asset lifecycle
planning, costing and renewal strategies.
6. Commercial tactics -Commercial tactics form the basis for the implementation of asset
management planning in the field through internal and/or external service providers. Sound
commercial tactics are necessary for an organization to drive efficiencies through all aspects of
an asset's lifecycle, from conception to disposal. Commercial tactics include the ability
to focus on core business activities, gaining efficiencies through effective "packaging" of
contracts, good quality contracts and specifications, information and data availability
and feedback, and effective contract administration, contractor selection, and contract support
systems.
7. Asset management plan -Asset management plans (AMP) incorporate all of the above
processes -they are the collation of all asset management practices within an organization and
form the basis of the external interface with customers and other stakeholders. Without a robust
and substantiated AMP, the Department could fail to fully leverage its resources.
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The City's Asset Groups
A summary table of the City's asset groups, descriptions and their values based on December
2009 replacement values is shown in Appendix 1 (attached).
The City's Asset Owners and Stewards
A summary table of the City's assets and their respective owners and stewards is shown in
Appendix 3 (attached).
Highlights of the Gap Analysis
While the gap analysis was focused on major asset groupings, several findings applied to the
City of Kitchener as a whole.
The first step in the process was the development of corporate business drivers by the
stakeholder group, and subsequently business drivers by major asset type. The following
corporate business drivers were developed to guide the asset management program:
• Public safety and liability
• Environmental compliance
• Funding constraints
• Demand /growth
• Economic development /retention of businesses
• Balancing expectations & trends
• Community and Council priorities
• End of life for the asset
Strengths -The City has made a number of significant investments that will support the asset
management program going forward -the Growth Management Strategy; master plans for
transportation (in progress), parks, and the sanitary network; the corporate technology strategic
plan; the development of the accelerated infrastructure replacement program (AIRP); the
implementation of the Delta project (SAP and Cityworks); the acquisition of RIVA EI
(implemented) and RIVA DS (decision support software tools). The establishment of the Office
of Asset Management led by the Director of Asset Management is a major step in the process.
Weaknesses -Notwithstanding these accomplishments, some of the key elements of sound
asset stewardship remain to be put in place -definition and documentation of levels of service,
documentation of lifecycles and lifecycle costing for all assets, long term financial forecasting,
automation of preventative maintenance schedules, and identification of units of
accomplishment to support performance measurement to name a few. There are many gaps in
the City's asset inventories and no defined plan as to what they should contain and how they
should be maintained. Much remains to be implemented within Cityworks, which is a major tool
for asset management.
These gaps and others provide the basis for the improvement projects.
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Key Strategic Issues
Key strategic issues identified during the review include:
• operating budgets are falling significantly behind due to the growth of infrastructure
• capital budgets are falling behind for funding the lifecycle replacement of infrastructure
• levels of service and units of accomplishment critical to measuring performance and
managing costs are not tracked
• further leveraging of technology requires both business and technical resources; there
are no budgeted funds for expanding SAP or CityWorks, both asset management
specific tools. GIS is also an Asset Management tool and is potentially under-resourced
to support the growing needs
• data is a critical element to managing all types of infrastructure and requires more
structure and discipline to properly manage and leverage this costly investment
• there are a number of strategic forums that need to interact with asset management - IT,
business planning, project portfolio management, various technology steering
committees
• more SAP training and support is required to support fiscal management
Importance of CityWorks as an AM Tool
The City uses a wide variety of systems to support their current Asset Management activities.
The current asset management system is a combination of technologies, data and processes
which work together to support the AM practice. It includes CityWorks, the GIS, SAP and RIVA
(as well as fleet and other dedicated solutions).
CityWorks is the corporately endorsed work management solution. In combination with the GIS,
CityWorks maintains the core asset inventories, tracks service requests and work orders against
assets and will be used to record condition data. CityWorks is central to the asset management
technology toolbox.
Improvement Projects
Improvement projects have been divided into two categories -foundation projects and asset
specific projects which align with specific programs/ divisions. The foundation projects comprise
work that should be completed before the asset owners and stewards begin their tasks. They
are common to most of the assets and require preparatory work to set standards and develop
templates to make the work of the divisions easier. Whether it is the development of data
management plans or defining levels of service, it is important set out the standard content and
approach to ensure consistency on a corporate basis.
Sixteen (16) major foundation projects have been identified and are described in detail within
the Gap Analysis Report. In addition, numerous asset specific projects in support of processes
and practices have also been noted.
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Next Steps
Currently under way:
• Documentation of the governance model and development of an Asset Management
Policy setting out the priority elements of Asset Management for the City
• Development of the CityWorks Vision. CityWorks, the city's work management system,
is a major tool for asset management and is the corporate asset registry for all of the
city's infrastructure assets (undertaken through IT).
• Development of the CityWorks Inspection Strategy. This is an enhancement to the
CityWorks system which will facilitate the development of preventive maintenance
strategies for a wide range of assets (undertaken through IT).
• Development of the CityWorks Maturity Matrix. This is an assessment of current usage
of the CityWorks system and will be used to track CityWorks adoption and maturity on
an on-going basis. In addition, the maturity assessment will be used to realistically
assess the goals or final state for each asset type (undertaken through IT).
Work programs to be developed:
• Define and document current and future levels of service for each of the city's assets to
meet legislated standards and corporate and community goals.
• Implement inspections and cyclical work orders for all key asset types to collect and
record necessary data.
• Continue with on-going enhancements and upgrades to the CityWorks data
management system.
• Undertake a detailed review of the GIS inventories to lay the groundwork for the
development of inter-divisional service level agreements. This will establish an
appropriate level of data management for the asset inventories requires to support the
PSAB program and the asset management long term plans.
• Establish a framework for creating data management plans through the development of
an approach for defining data management requirements for each asset type which can
be used across all asset types.
• Develop a mobile strategy in key asset areas to improve the efficiency and accuracy of
data collection and data management.
• Develop long range asset management plans, including risk profiles, for all major assets
beginning with two pilot projects, namely; pavement and one major building (the Aud).
• Implement a policy of full cycle planning and optimized decision making for all major
assets (total cost of ownership) to address the operating and maintenance shortfalls due
to increased asset portfolios
• Revisit and revise the accomplishments and funding for the accelerated infrastructure
funding to include storm and potentially gas infrastructure
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ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN:
Work falls within the Efficient and Effective Government plan foundation area of the Strategic
Plan.
The goal of Asset Management is to develop an asset management program that ensures the
availability and sustainability of existing and future assets in response to legislation, corporate
goals, the community and growth.
The strategic directions are; Affordable Services, Dependable Services, Planned Maintenance
and Prioritized Funding.
FINANCIAL IMPLICATIONS:
The development of two (2) long range detailed asset management plans as pilot projects will
begin later this year. The two assets are pavement and bridges and one major building (the
Aud). The development of the two pilot projects is estimated at $150,000 which is provided for in
the current budget.
ACKNOWLEDGED BY: Pauline Houston, Deputy CAO Infrastructure Services (519-741-2646)
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Asset Value Distribution (Updated Ap~•i113, 2011)
Replacement Value as at December 2009
Asset Group Replacement Value
At December 2009 $ Replacement Value
Rounded, ~ % of Total
Value
1) Water Utilit 149,684,666.58 150,000,000 6
2) Gas Utilit 218,752,081.15 219,000,000 9
3) Wastewater Utilit 183,479,287.81 183,000,000 7.5
4) Stormwater Utili 258,397,462.29 258,000,000 10.5
5) Parlcin~ Enter rise 61,772,616.53 62,000,000 2.5
6) Golfin Enter rise 18,997,420.51 19,000,000 0.5
7) Fleet 57,476,094.97 57,000,000 2
8) Facilities 351,969,678.59 352,000,000 14.5
9) Roads and Traffic 1,076,582,248.95 1,077,000,000 44
10) Parks & O en S ace 44,883,338.02 45,000,000 2
11 Forest 30,000,000.00 30,000,000 1
12) Cemeteries 7,591,783.89 8,000,000 0.5
Total Asset Grou s 2,459,586,679.30 2,460,000,000 100
13) Short Lived Assets
(not included in AM 33,126,855.84
14) Land (not included
in AM) 910,129,588.72
Total 3,402,843,123.85
Description of Asset Categories
1) Water Utility
- main pipes and service pipes
- valves
- h~ drants
- meters
2) Gas Utility
- main pipes and service pipes
- valves
- meters
- regulator pits
- regulator stations
- water heaters (rental)
3) Wastewater (Sanitary) Utility
- mails pipes and service pipes
- manholes
- pumpilig stations & associated stn~cttires
4) Stormwater Utility
- pipes
- manholes & catchbasins
- storm«-ater management ponds
- quality control sUuctures and oil & gilt separators
- inlet and outlet structures
- creels stabilization (not included in the December 2009 inventor-)
1 (b) - 9
5) Parking Enterprise
- surface pairing lots & associated infrastructure (lighting, drainage, landscaping)
- parking sUuctures & associated infi-asti~ucture (parkilig controls)
6) Golfing Enterprise
-golf courses
- club houses & contents
- storage & maintenance structures
- golf carts
- specialized equipment solel~T used b~-~ the golf courses
7) Fleet
- vehicles
- radios
- specialized tools
8) Facilities
- Cite Hakl, Operations and Maintenance acid Storage buildings
- Legion (Ontario St), 44 Gaukel, 20 David St
- Kitchener Market
- Fire Stations
- Auditorium. Arenas and Community- Centres
- Centre in the Square, Libraries and Museums
-the above, INCLUDES furniture and kitchen equipment
- the above. EXCLUDES audio visual equipment, computers. printshop, servers and
telephone
9) Roads and Traffic
- roads and sidewalks
- bridges and culverts
- traffic systems (signs, signals, markings, street lights)
10) Parks and Open Space
- sportsfields and play grounds
- pedestrian bridges
- pathwa~rs & trails
ll) Forestay
- street trees, natural areas and related landscaping features on public land
12) Cemetaries
- road s~-stems and related infrastructure
- stn~ctures (mausoleum and storage)
- fencing
13) Short Lived Assets
- Computer Soft~yare $26,874,868.00
- Computer Hardware $ 4,997,~34.ll
- Telephones $ 619,246.14
- Printshop & Audio Visual $ 63,207.>9
$33,126,8~~.84
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January 21, 2011
ASSET MANAGEMENT BACKGROUNDER
CITY OF KITCHENER
Infrastructure is the conduit for providing services to the public.
During the last 100 years, the City of Kitchener has invested in and acquired some $2.SB
worth of infrastructure. The value is based on 2009 replacement dollars. The areas of
investment include:
• Water Utility
• Gas Utility
• Wastewater (Sanitary) Utility
• Stormwater Utility
• Parking Enterprise (parking lots & parking stn~ctures)
• Golfing Enterprise (golf courses & club houses )
• Fleet
• Facilities (civic, maintenance, fire, community centres, arenas, museums
• Roads (pavement, sidewallc, bridges, culverts, traffic signs, lighting )
• Parks (sportsfields, playgrounds, pedestrian bridges, pathways, trails )
• Forestry (street trees, natural areas, active parldand )
• Cemetaries
The challenge for Kitchener is to continue to acquire assets as the city grows, to upgrade
these assets to keep pace with technology and changes in legislation, to replace these
assets due to deterioration and most importantly to meet the levels of service expected by
the community on a continuous basis.
Over the past three years, the City of Kitchener has laid the foundations for the
establishment of an advanced asset management program. The earliest effort focused on
the development of the major asset inventories in the City's Corporate Database and the
establishment of an Accelerated Infrastn~cture Fund for the replacement of roads, water,
and sanitary infrastnicture which has the goal of ensuring that all infrastnicture is under
80 years of age by 2032. These initiatives were supported by a wide range of best
practices already ingrained in the organization.
The introduction of the new accounting standard, PSAB 3150 (Tangible Capital Assets)
requiring all municipalities to develop and value their asset inventories at historic cost,
was a catalyst for the City to replace aging corporate systems with leading edge solutions.
The completion of the Delta Project in December, 2008 was heralded as the successful
implementation of two systems, Cityworks and SAP, and indeed it was a sigiuficant
achievement.
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In 2009, the City tools the first step in the implementation of an advanced asset
management program by commissioning the development of the Asset Management
(AM) Service Delivery Strategy. The strategy set out four phases of activity.
The first phase of activity, which is currently being completed, is the the Asset
Management Gap Analysis. This phase provides a framework with a view to how well
the City is performing in terms of best practices, identifies the strengths and wealaiesses
of the current situation and identifies opportunities for improvement.
The first step in the process was the development of corporate business drivers to identify
those elements that impact the management of our assets, namely;
• Public safety and liability
• Environmental compliance
• Funding constraints
• Demand /growth
• Economic development /retention of businesses
• Balancing expectations & trends
• Community and Council priorities
• End of life for the asset
The Gap Analysis process has highlighted some best practices which are already
entrenched in the City of Kitchener. These best practices already in place represent a
good start in the development of an overall Asset Management Program. Capital
investment and resources will be required to fully develop the program within the next 5-
yeartime frame.
The best practices have been summarized witlun a number of specific categories.
Demand Analysis
The City has undertaken several Environics surveys to determine the community's
priorities and satisfaction levels. This information provides Council and staff with
guidelines for developing affordable and sustainable levels of service. For example, there
may be general satisfaction with the quality of the roads in which case the roads program
may not need to be adjusted. At the same time there maybe concerns expressed about the
timeliness and quality of snow clearing or leaf collecting. This would trigger an
examination of the current practices in light of legislative requirements and fielding
ability. The levels of service requested by the community and sometimes established by
other legislation will have a direct impact on the funding levels required to deliver the
service.
The City has also completed or is currently undertaking a Growth Management Strategy,
a Transportation Master Plan, a Sanitary Network Master Plan, and a Parks Master Plan.
These master plans provide projections of the number of assets that the city will acquire
as it grows. This information is critical in developing aforward-looping approach to asset
sustainability that comprises operations, maintenance, administration, rehabilitation and
eventual replacement of the asset.
z
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Knowledge of Assets
Inventories and condition data exist for many of the assets/infrastn~cture such as
pavement, bridges, water, gas, culverts, salutary sewers, storm sewers and trees. Tlus
forms the basis of developing the lifecycle program and subsequent funding requirements
for assets.
Strategic Planiung
The City has a Corporate Commuiuty Strategic Plan, a People Plan, an Asset
Management Service Delivery Strategy, an Accelerated k7frastructure Funding program
and a recently completed Corporate Technology Strategic Plan. The benefit of having
completed these plans and programs is the ability to develop acorporate/community
vision complete with tasks and timelines. This information feeds into the development of
an affordable and sustainable asset management plan.
Capital Plamung and Lifecycle Analysis
The City has a 10 year capital plan for all physical infrastn~cture such as fleet, sewers,
watermains, gas mains, roads, sidewalks, and buildings and their components. The capital
budget provides the means for asset maintenance or replacement.
Lifecycle planning is in place for pavement, bridges, salutary sewers and watermains.
This assists in prioritizing the allocation of funding for the physical assets. A
methodology to balance priorities for infrastn~cture finding using condition data has been
developed.
Accounting and Costing
Historical and replacement valuations are complete for assets as of December 2009. The
replacement valuations are an important component for the development of annual
funding levels to ensure the sustainability of the city's current and future assets.
Maintenance and Operations
Standard Operating Procedures have been documented for water. Preventive maintenance
schedules are documented and tracked. These processes assist in carrying out effective
and planned maintenance and replacement of assets to ensure that they achieve their
planned lifecycle while delivering the expected level of service.
Continuous Improvement
The orgaiuzation generally has a positive perspective towards change and continuous
improvement. This is a significant benefit for the community since city staff are always
looking for ways to do their work better and more effectively. In the long term, the
community is the recipient of increased value for their tax dollars.
People and Or~aiuzation
Engineering Services has dedicated staff worl~ing on asset management initiatives. The
City has an Asset Management Program director.
The development of an asset management plan for each group of assets is a long term
commitment that will require dedicated resources (staff). When the current replacement
value of the city's assets (some $2.SB) is considered, the importance of these plans
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becomes apparent since it will impact the long term tax levels and levels of service
experienced by the community.
Conclusion
The City of Kitchener is currently completing the first phase of the Asset Management
Service Delivery Strategy, namely the Gap Analysis. The objective of the Gap Analysis
was to identify how well the City is performing in terms of best practices and to identify
opportunities for improvement.
While the City has already implemented some best practices, there are numerous areas of
improvement. In general, all assets and related asset programs will require the
documentation of current and future levels of service, associating the cost of maintaining
the asset to a defined technical standard or community expectation.
The City's goal is to develop an asset management program that ensures the availability
and sustainability of existing and future assets in response to legislation, corporate goals,
the community and growth.
The City's directions include:
• Linking the operating and capital funding levels to the required levels of service
for each asset type with a view to providing the flexibility to respond to changing
conditions and managing risk.
• Setting priorities for asset rehabilitation and replacement based on a combination
of the business risk exposure and appropriate lifecycle treatment strategies.
• Developing advanced asset management plans comprising long range funding
requirements for both the existing and future assets.
• Linking the Asset Management Plans to the City's Strategic Direction for
Financial Management
The sustainable management of our assets to meet required and expected levels of service
is and will be a significant challenge for all municipalities.
HNG
4
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ASSET MANAGEMENT -PHASE 1 GAP ANALYSIS
ASSET OWNERS & STEWARDS
ASSET TYPE ASSET OWNER ASSET STEWARD S
(p) primary (s) secondary
1) Water Utility Wally Malcolm • Angela Mick (p)
• Greg McTaggart (s)
2) Gas Utility Wally Malcolm • Les Jones (p)
3) Wastewater (Sanitary) Grant Murphy • Greg McTaggart -
Utility network (p)
• Dan Locke -
unl In 7 S steals
4) Stormwater Utility Grant Murphy • Nick Golan (p)
• Gre McTa~~art (s)
5) Parking Enterprise John McBride • John McBride -
structures (p)
• Tony Konstantaiudis
- surface ( )
6) Golfing Enterprise Keith Baulk •
7) Fleet Don Miller • Mike Born (p)
• Debbie Boshart -
fire a arat<is ( )
8) Facilities Cynthia Fletcher • Doug Hergott (p)
• Kim Kugler (s)
9) Roads & Traffic Grant Murphy • Greg McTaggart -
roads (p)
• John McBride -
traffic ( )
10) Parks & Open Space Jim Witmer • Greg Hummel (p)
11) Forestry Jim Witmer • Dave Schmitt (p)
12) Cemetaries Keith Baulk • Lorelei Eckel-Braun
~)
Prepared November 16, 2010
Rev 1 -Nov 17, 2010
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