ITEM 6N - American Public Works Association · 3 Schaumburg IL ... Asset Management Guidebook, ICMA...

ITEM 6N TO: APWA Board of Directors FROM: David Lawry, Board Liaison to the Asset Management Task Force SUBJECT: Final Report DATE: August 2, 2018 EXECUTIVE SUMMARY The Asset Management Task Force (AMTF) was created by President Larry Stevens in 2015. The first meeting of the Asset Management Task Force was held at PWX in Phoenix in August of 2015. The committee was originally comprised of seven members: three from Canada and four from the United States. The task force meets mainly by conference call, but met in person in January 2017 in Denver, Colorado, at the Combined Committee meetings in 2016 and 2018 and at PWX in 2106 and 2017. Barriers to implementing an asset management program were identified by APWA technical committees at the 2016 Combined Meeting. These barriers were classified into six main categories. The Task Force completed a fishbone diagram for each barrier category, generating thirty-nine solutions. Barrier Categories:

‐ Lack of Reward (reason to do it) ‐ Lack of Support/Buy-in ‐ Lack of Resources ‐ Organization Barriers ‐ Data/Technology ‐ Lack of definition/standard approach/lack of understanding

Top Solutions were identified by the task force and the task force accomplished the following: Local Agency Asset Management Infrastructure Report Asset Management Roadmap for Success Guide to Successful Asset Management System Development Effective Utility Management (EUM) Partnership

The Taskforce was a worthwhile effort to advance awareness of the need for asset management and provided some tools that are a good starting place for future work on this important topic. Most importantly, this volunteer effort has generated a larger

conversation in APWA that should grow over time. Although the tools developed will need additional refinement, there is good feedback from members on the need for more tools and they are eager to see what will come next. The following report and appendices provide additional information. It has been a privilege to participate in this effort.

Introduction The Asset Management Task Force (Task Force) was formed by APWA President Larry Stevens and

APWA Interim Executive Director Larry Frevert. Members were selected from throughout North

America. The Task Force was comprised of seven members: three from Canada and four from the United

States, although membership changed over the life of the Task Force. The first meeting of the Task Force

was held at PWX in Phoenix in August of 2015. The complete list of members participating in the Task

Force is below.

Name/Agency Role

Mr. Toby Rickman, PE, PWLF Deputy Director Pierce County Public Works Tacoma, WA

Chair

Mr. Tom Audley Asset System Coordinator City of Lenexa Lenexa, KS

Member

Mr. Paul F. Gabriel, PE President Environmental Partners Group Inc Quincy, MA

Member

Mr. Dan Sailer, PE Assistant Director Public Works Department Castle Rock, CO

Member

Mr. Thomas R. Hickmann, PE Director, Engr. & Infrastructure Plan Dept. City of Bend Bend, OR

Member

Ms. Joline McFarlane, Asset Management Specialist City of Airdrie Airdrie, AB

Member

Mr. Steve Wyton, P. Eng, MBA Manager, Corporate Project & Asset Management City of Calgary Calgary, AB

Member

Ms. Michelle Tetreault President Public Works Management Corp Sylvan Lake, AB, Canada

Member

Mr. Alain C. Gonthier, P Eng Director, Infrastructure Services Ottawa, ON

Member

Mr. Larry Stevens, PE, PWLF Project Director Johnston, IA

Member

Mr. David Lawry Director of Engineering and Public Works

APWA Board of Directors Liaison

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Schaumburg IL

Ms. Rita Cassida Education Manager American Public Works Association Kansas City, MO

APWA Staff

Ms. Gail Ann Clark Canadian Advocacy and Outreach Manager Washington, DC

APWA Staff

Mr. Larry Frevert, PE, PWLF Interim Executive Director Kansas City, MO

APWA Staff

Mission APWA directed the Task Force to develop recommendations for what APWA can do to further the efforts of implementing asset management for local governments across North America and to develop the fundamental steps for establishing asset management standards for North America.

At the direction of APWA, the Task Force developed the following mission:

“To further the efforts of implementing asset management for local governments and other infrastructure providers across North America, and to assist in developing the fundamental steps for establishing an asset management standard for North America.”

Validation of the Need Members, leaders, subject matter experts across APWA and members of technical committees were

asked for their views on the need for developing asset management solutions and tools to assist

members in advancing their asset management efforts. They unanimously agreed APWA should take a

stronger role in supporting the public works industry development of asset management. This feedback

validated the need for the Task Force to begin researching the issues surrounding asset management in

public works for APWA.

Developing Priorities Barriers to implementing an asset management program were identified by APWA technical committees at the 2016 Combined Meeting. These barriers were classified into six main categories. The Task Force completed a fishbone diagram for each barrier category, generating thirty‐nine solutions.

Barrier Categories:

‐ Lack of Reward (reason to do it) ‐ Lack of Support/Buy‐in ‐ Lack of Resources ‐ Organization Barriers ‐ Data/Technology ‐ Lack of definition/standard approach/lack of understanding

Each Task Force member was given six votes for the thirty‐nine solutions. The top three solutions were

selected as priorities for the Task Force.

Top solutions (Priorities):

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‐ Road Map for Asset Management Success

‐ Asset Management Framework and Maturity Assessment for Local Municipalities

‐ State of Infrastructure Tools

Appendix A has detailed descriptions of each of the top solutions.

How Task Force Accomplished work In addition to meetings and conference calls, the Task Force served as reviewers on asset management

articles submitted to the APWA Reporter, provided input into a chapter on asset management in the

APWA Accreditation Public Works Management Practices Manual, successfully wrote the charter for the

Asset Management Technical Committee, and led the effort to create technical resources for APWA

members. Members met in person to discuss Task Force agenda items at yearly winter gatherings held

at APWA Combined Meetings (2016, 2018) and a separate Asset Management Task Force winter

meeting (2017). In addition, Task Force members met during PWX Conferences (2015, 2016, and 2017).

Conference Calls The Task Force met most frequently via conference calls held on the 2nd Thursday of each month.

Click Listen and Learns The Task Force led several online educational and technical sessions to provide APWA members the

opportunity to learn more about asset management tools, best practices, and technologies.

January 2016 Click, Listen and Learn: Fundamentals/Elements of Asset Management

May 2016 Click, Listen and Learn: Canadian Infrastructure Report Card

July 2018 Talking Top Tech: Asset Management Edition

Winter Meetings Task Force members met in the winter at gatherings held during the APWA Combined Meeting or during

a separate asset management‐focused conference.

– Kansas City, MO – Combined Meeting During the 2016 Combined Meeting, the Task Force reached out to technical committees to learn more about the barriers to implementing asset management programs within their technical expertise. Specifically, the Task Force met with the Engineering and Technology, Center for Sustainability, Water Resources, and Emergency Management committees.

– Denver, CO – Asset Management Task Force Winter Meeting At the Task Force winter meeting, members met and discussed goals and objectives for 2017: 1)

capturing the attention of policy makers and 2) using asset management information in budget

preparations. The Task Force also continued discussions around the top three solution priorities from

the 2016 Combined Meeting including the Road Map for Asset Management Success, the Asset

Management Maturity Assessment, and Leveraging the Infrastructure Report Card.

Kansas City, MO – Combined Meeting At the 2018 Combined Meeting, the Task Force met and discussed the products, issues, and decisions a

future Asset Management Committee would be tasked with. The Task Force also focused on completing

Asset Management resources for APWA members for rollout at 2018’s PWX in Kansas City.

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1) Asset Management Roadmap for Success ‐ Theoretical Design (Appendix B)

2) Local Agency Asset Management Infrastructure Report (Appendix C)

3) Guide to Successful Asset Management System Development (Appendix D)

4) Educational Presentations for Chapters and Local Governments

In addition, the Task Force made a recommendation to APWA that Asset Management become a formal

technical committee. The Task Force wrote a Charter which was signed by APWA (Appendix E).

PWX

2015 – Phoenix, Arizona – Asset Management Task Force Kick Off Meeting At the inaugural Task Force meeting, members met in Phoenix, AZ for introductions and initial

discussions on how members define asset management. Each Task Force member was asked to identify

the benefits of asset management, the resources needed to implement a program, and the challenges

they have faced realizing asset management programs.

2016 – Minneapolis, Minnesota – Task Force Meeting and Jam Session At the Task Force meeting, members discussed the top priorities generated during the 2016 Combined Meeting in more detail. Additional feedback and assistance was provided from members and attendees on how to implement and build these resources so they would be useful for APWA members.

At PWX, the Task Force led a Jam Session, which was an interactive forum that introduced attendees to the Task Force—who they are, what they are working on, etc. Attendees were given the opportunity to ask questions and work with asset management experts directly on their programs.

2017 – Orlando, Florida – Task Force Meeting and Technical Session At the 2017 Task Force Meeting at PWX, the Task Force presented the Road Map for Asset Management Success and Leveraging the Infrastructure Report Card. The members also discussed initiatives for 2018: Asset Management Guidebook, ICMA Conference asset management presentation, improvements to the asset management website, and a benchmarking white paper.

During the technical sessions, members of the Task Force led well‐received presentations on asset management titled “Funding Your Future – A Canadian Level of Service Perspective” and “Asset Management Demystified.”

2018 – Kansas City, Missouri – Finalizing Board Report for Task Force At the 2018 PWX, the Task Force will present their final report and work products:

‐ Asset Management Roadmap for Success – Theoretical Design (Appendix B)

‐ Local Agency Asset Management Infrastructure Report (Appendix C)

‐ Guide to Successful Asset Management System Development (Appendix D)

‐ Accreditation Chapter on Asset Management – The Public Works Management Practices Manual

– 9th Edition (Appendix F)

‐ Asset Management British Columbia (AMBC) – Self‐Assessment (Appendix G)

‐ Endorsement of the Effective Utility Management (EUM): A Primer for Water and Wastewater

Utilities

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Work Accomplished by the Asset Management Taskforce

Asset Management British Columbia (AMBC) Self‐Assessment The self‐assessment framework is a tool that local governments can use to assess their capacity to

manage their assets. The tool has been specifically designed to reflect the unique challenges local

governments face in managing their assets. It is designed to be used by any local government, of any

size, and at any stage of implementing an asset management program.

Local Agency Asset Management Infrastructure Report The Local Agency Asset Management Infrastructure Report is a template that agencies can use to

present an organization’s rating methodology, infrastructure conditions, and the current state of

infrastructure funding. The Report can be used as a tool for asset managers to capture the attention of

managers and policy makers.

Asset Management Road Map for Success The objective of the road map is to assist organizations to implement asset management practices. The

Road Map will be designed to lead an organization through the steps of implementing basic level asset

management practices using a modular approach. The modular format allows the core components of

asset management to be broken out into tasks or activities that can be individually actionable.

Guide to Successful Asset Management System Development A good asset management system is one that is designed to best fit an organization. The Guide is

designed to provide the user with the recommended fundamental components an organization’s asset

management system should contain. It is geared toward helping any sized organization regardless of

available resources and technology. These fundamental components are based on the International

Organization for Standardization’s Asset Management – Management Systems – Requirements (ISO

55001) document.

Effective Utility Management (EUM) Partnership American Water Works Association, the US Environmental Protection Agency, and nine other

association partners representing the US water and wastewater sector collaborated to identify and

provide tools to promote effective utility management. APWA had originally participated in this effort,

and the Task Force believes the principles described here have a broader application to other non‐utility

infrastructure.

Suggest Work for the Asset Management Technical Committee At the 2018 Combined Meeting, the Task Force developed a list of work for the Asset Management

Technical Committee. This list is included below.

Charter development

Committee member selection

Identify priority resources and tools needed by members to further their asset management efforts (short‐term list for 1‐2 years)

Strategic Plan Development to include, but not limited to: o Scope of Asset Management

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o Definitionso Resources, tools and examples of model practiceso Standard/suggested approaches to asset managemento Example job classificationso Education/training opportunitieso Communication plan to include various media channels for distribution of

information and transfer of knowledgeo Continued resource developmento Certification optionso Evaluation of software options to support asset managemento Benchmarking opportunitieso Advocacyo Example governance options for agencies and infrastructure providers

Conclusion The Task Force was a worthwhile effort to advance awareness of the need for asset management and

provided some tools that are a good starting place for future work on this important topic. Most

importantly, this volunteer effort has generated a larger conversation in APWA that should grow over

time. Although the tools developed will need additional refinement, there is good feedback from

members on the need for more tools, and they are eager to see what will come next. It has been a

privilege to participate in this effort.

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Initiative: Create the “how” to achieve asset management road map

Problem Statement: There is currently a lack of understanding of what “asset management” means. Member agencies of APWA do not share a common definition of what asset management is or a standard approach of how to implement an asset management program.

Vision Statement: APWA will produce a “road map” based on existing standards that will help guide agencies thru the process of defining asset management in their organization, and outlining a path for how to achieve the milestones required to implement asset management and to achieve best practices.

Solution: The solution is an interactive literal “road map” with waypoints being the high level components of asset management that when clicked on, will expand to reveal smaller more manageable steps that agencies can get evaluate and determine if they apply to their current situation. As these pieces are completed, they can continue down the path and build on their asset management program. As the asset management journey continues down the road, the concepts of AM become more complex as the organization matures.

Scope/Schedule: 1. Determine what the standard definition and approach is exactly. – August 20162. Sketch out a visual for the “road map” – August 20163. Decide on the overarching AM “pit stops” along the journey. – August 20164. Breakdown each “pit stop” into more detailed. Each of these will require level of effort to

be determined. The other initiatives decided on by the group will be somewhere along theroad map. – November 2016

5. Develop an interactive tool on-line to guide users along the road map. - TBD

Resources: Taskforce membership time APWA staff time Phone calls

Products: Road Map Framework

Appendix A – Top Solution (Priority) Descriptions

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Initiative: Asset Management Framework and Maturity Assessment for Local Municipalities

Problem Statement: Municipalities often do not understand the basic requirements of an asset management approach (i.e an asset management framework), nor are they able to identify where to start and in what order to implement improvements.

Solution: Leverage existing intellectual property that already exists in the public domain, specifically, that available on the Asset Management BC website.

Scope: The Asset Management British Columbia (AMBC) working group was created in the mid 2000’s as a regional working group supported by the Canadian Public Works Association- as such, negotiation to leverage the intellectual property should be possible. Negotiate with AMBC (Wally Wells) to leverage data, tools and marketing that is currently available in the public domain.

Specifically, AMBC has developed a number of tools and resources tailored to small municipalities, including an “Asset Management for Sustainable Service Delivery” model (http://www.assetmanagementbc.ca/framework/) which currently aligns to the International Standard 55000 and the International Infrastructure Management Manual. This model is supported by “AssetSMART”, the maturity assessment tool designed for local governments:(http://www.civicinfo.bc.ca/Library/Asset_Management/Tools_and_Resources/AssetSMART_2%20-_A_Local_Government_Self_Assessment_Tool--LGAMWG--September_2015.pdf)

Schedule: Create a Memorandum of Understanding between AMBC and APWA May /June 2016 Develop Marketing Plan July / August 2016 Release September 15, 2016

Resources: Taskforce membership time– Draft MOU APWA staff time – Ratify MOU Phone calls

Products: Marketing Plan

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http://www.assetmanagementbc.ca/framework/

http://www.civicinfo.bc.ca/Library/Asset_Management/Tools_and_Resources/AssetSMART_2%20-_A_Local_Government_Self_Assessment_Tool--LGAMWG--September_2015.pdf



Initiative: State of Infrastructure Tools

Problem Statement: While there is a national Infrastructure Report Card produced by ASCE that can inform national leaders on the need for investment in infrastructure, lead agencies lack the tools to develop and translate the information to inform local elected officials.

Solution: Develop and market tools and methods that will convey the state of infrastructure at a local level.

Scope: Leverage data, tools and marketing of the ASCE Infrastructure Report Card to assist local agency members in their development and marketing of the state of their infrastructure.

Develop a method and tools for local agency members to develop and market a state of the infrastructure report for their use. Develop methods and/or examples of how to market the state of the infrastructure and the need to invest in infrastructure with local agency members’ elected officials and public.

Schedule: Refine scope, schedule, products and budget May 2016 Research available tools and methods June 2016 Draft templates August 2016 Draft examples August 2016 Develop marketing plan October 2016

Resources: Taskforce membership time APWA staff time Phone calls

Products: Templates Examples Marketing Plan

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Appendix B ‐ Asset Management Road Map for Success ‐Theoretical Design

Agency Infrastructure Report Your Agency Date Agency Logo

Appendix C - Local Agency Asset Management Infrastructure Report

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Contents

3 Executive Summary 4 Rating Methodology 5 State of Infrastructure 6 Recommendations 7 Sources

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Executive Summary Include the overall picture of infrastructure in your jurisdiction. Explain what you

have, what shape it’s in, and what the future holds from a broad perspective. An

easy way to communicate the status of your agency’s infrastructure is to rate each

system on a scale from Good to Poor.

[Replace text and pictures with your own]

Ask yourself:

What is the Level of Service (LOS) for my agency’s infrastructure?

What is produced?

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Rating Methodology Include how you arrived at your conclusions. Where did your data come from?

How was it analyzed? What current events were considered? How does the

grading and data collection fit into your overall strategic direction?

For Example:

Infrastructure Asset Rating

System

Scale

Drinking

Water

Pipes International

Water Assn –

Infrastructure

Leakage

Index (ILI)

1‐8 scale; Very Bad = >8, Poor = 4‐8,

Good = 2‐4, Excellent = 1‐2

Roads Pavement Pavement

Condition

Index (PCI)

0‐100 scale; Very Poor = 0‐25, Poor =

26‐40, Fair = 41‐54, Good = 55‐70,

Very Good = 71‐85, Excellent = 86‐100

Parks ‐ Facility

Condition

Assessment

Poor = >1.0, Fair = 0.10‐0.05, Good =

<0.05

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State of Infrastructure WastewaterDetail out each of your infrastructure types (e.g., aviation, bridges, dams, drinking

water, parks, roads, solid waste, transit, surface water/flood control, wastewater),

what rating they each received, and identify trends.

Include information about each types’ current state, funding issues, anticipated

future demand, and recommendations for what to do next.

DrinkingWaterContinue to detail the grade, current state, funding issues, future demand, and

recommendations for each infrastructure type.

For Example:

Infrastructure Asset Current Rating Trend

Wastewater Pipes Poor

Drinking Water ‐ Good

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Funding Information on how your infrastructure is funded is helpful. Where do funds

come from? How are they spent? What is the cost per person if you divide your

budget by your population? Giving readers a sense of how much they currently

pay versus how much is needed helps them understand the scope of need.

For Example:

Figure 1: Gallons Purchased (in millions) Decreased motor fuel consumption has

led to a decrease in available funding for transportation improvement projects

leading to a decreasing trend in Pavement Condition Index scores. We anticipate

that more funds will be needed to improve rating.

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Recommendations Like the Executive Summary, what is the overall takeaway readers of this report

should know?

For Example:

Option A: Trend indicates that overall Drinking Water Infrastructure is decreasing.

Invest in Drinking Water Infrastructure before “Good” rating falls to

“Fair” or “Poor.”

Option B: Continue investing in Wastewater Infrastructure to increase the rate at

which rating improves.

Option C: Postpone investing in infrastructure until next fiscal year in order to

allocate more budget toward that expense.

Recommendation(s): Author recommends Option A because X, Y, and Z.

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Sources (or appendices) Add sources to direct readers to more information or provide specific data that

supports your analysis and conclusions.

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January 2017

Guide to Successful Asset Management System Development

Developed by: Asset Management Task Force

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Contents

1 Overview

3 Asset Management Policy

7 Asset Management Objectives

9 Strategic Asset Management Plan

11 Asset Management Plan

Definitions

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1 | P a g e

Overview The topic of asset management can elicit many different reactions in people. Anxiety seems to

be a popular one. This may originate from the perception that asset management systems

need to be complex in order to be successful. In actuality, there is not a one size fits all system.

A good asset management system is one that is designed to best fit your organization. This

guide is designed to provide you with the recommended fundamental components that your

asset management system should consider. It is geared toward helping any sized organization

regardless of available resources and technology. These fundamental components are based

on the International Organization for Standardization’s Asset Management – Management

Systems – Requirements (ISO 55001) document.

Assets are essentially anything that provides value. The coordinated activities of an

organization that are designed to maximize the value of their assets is the organization’s asset

management system. Assets can be both tangible and intangible (roads and pipes - tangible vs.

traffic signal timing -intangible). For purposes of this guide the assets being focused on are the

public infrastructure assets primarily managed by local governments. The following are the

fundamental asset management system components that are recommended for each

organization that is charged with managing public infrastructure assets:

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2 | P a g e

Each component does not need to be a separate document. In fact smaller organizations may

be better suited to a single document that covers all four components. Larger organizations

that have more complexity may choose to have numerous documents that cover these four

components. Again, the focus shouldn’t be on the complexity of your asset management

system, but rather the development of these four components that best fits your organization’s

needs.

The remainder of this guide will provide insight into each of the four recommended asset

management system components. These four components are your organization’s foundation

for successful asset management. While each organization that manages public infrastructure

may share similar asset classes, the uniqueness of each organization does not allow for an “out

of the box” asset management system that works well for everyone. As such, this guide is

geared toward providing you with the necessary framework to build from.

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3 | P a g e

Asset Management Policy

It may be likely that organizations struggle with developing, or sustaining, an efficient asset

management system because the expectations of the organization related to asset

management are not fully understood. Without a collective understanding of the guiding

principles associated with asset management, staff is often left to fill this void with their ideas.

This creates a significant burden because the weaknesses of an asset management system that

develops in this manner are not typically understood until something goes wrong: a water pipe

breaks due to age and lack of maintenance and can’t be located because it was never

inventoried. This is just one illustrative example.

The development of asset management policy is designed to bridge the gaps between various

expectations. An efficient asset management system begins with strong policy principles that

set the framework for the remaining three system components to be developed.

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4 | P a g e

Let me illustrate this point with an example that most of us can relate to: vehicle ownership. A

car is a significant asset in most families’ lives. How a car is to be operated and maintained

during the timeframe that a person, or family owns it determines the value they receive from

this asset. Do you buy new or used? Do you even buy at all, or instead lease? What size should

the vehicle be? Do you have a set budget? Is the vehicle meant to last you a long time or does

it fill a need that is transitionary in nature?

To maximize the value of the illustrative car example above, answering these questions sets the

guiding principles for everything else. As such, Asset Management Policy should be established

at the highest level possible. For municipalities this typically is a City Council, or Mayor. Ideally,

working with as broad a cross section of impacted stakeholders to provide input on this policy

will provide for a well vetted guiding policy document. By establishing policy at the highest

level, an organization is establishing a vision for asset management that assists with

communicating central expectations to the organization’s staff who are charged with

implementation.

So what should policy principals look like? They should build on an organization’s existing high

level plans such as: strategic plans, comprehensive master plans, or any other relevant guiding

documents that already provide key vision elements of the organization.

Asset Management

Policy

Organization Strategic Plan

Comprehensive Maser Plan

Infrastructure Master Plan

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5 | P a g e

Since an asset management policy is establishing the vision for the organization related to asset

management, policy principles should be clear enough to guide the development of the

remaining three asset management system components: Asset Management Objectives,

Strategic Asset Management Plan, and Asset Management Plan(s).

The following are a few ideas of policy principles to get you thinking in the right direction:

All physical infrastructure systems shall be inventoried and inventories regularly

updated.

Condition assessments shall be provided for all physical infrastructure and regularly

updated.

Planning for and management activities associated with physical infrastructure needs to

be cohesive with all organizational planning, financial, and all applicable reporting

processes.

Physical infrastructure should be managed in a sustainable manner.

The total life cycle cost of physical infrastructure shall be understood and managed in a

manner to minimize this cost.

Asset management objectives shall be established for all physical infrastructure.

Objectives should be quantifiable, measurable, and timely.

Resources associated with asset management shall be used effectively and in a cost

efficient manner.

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6 | P a g e

Quantifiable operational service levels for physical infrastructure shall be established

along with maintenance and replacement levels.

Regular performance reports shall be provided on all physical infrastructure to include:

(insert desired reporting information).

Consult with impacted stakeholders where practical.

Utilize best practices where appropriate, and follow all applicable laws.

Risks should be minimized to users as well as risks associated with failure.

Asset management decisions shall assess social and environmental goals.

There really is no end to what guiding policy principles can be incorporated. This is why

working with a broad range of stakeholders to identify potential principles is beneficial to assist

with understanding the desires of the community as a whole. The most important aspect

however is to fit the asset management policy to the needs and desires of the community.

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7 | P a g e

Asset Management

Objectives

The establishment of asset management objectives is the next step in refining your

organization’s asset management system. As such, objectives should be specific enough to

minimize confusion on expectations, but general enough to apply to all physical infrastructure

assets being managed by the organization. Objectives should be SMART: Specific, Measurable,

Achievable, Realistic, and Time-bound. The objectives should also be tied directly to existing

organizational objectives that may be found in existing plans such as strategic plans, or master

plans.

To assist with providing an illustration of what an asset management objective looks like, the

following are some example principals that were provided in the previous section on Asset

Management Policy along with illustrative supporting objective examples:

Policy Principle Example: All physical infrastructure systems shall be inventoried and

inventories regularly updated.

Corresponding Asset Management Objective Examples:

All public infrastructure asset inventories will meet GASB 34 reporting

requirements and be completed in (electronic and/or documented) form within

XX (months or years).

Newly constructed infrastructure will be added to the asset inventory within XX

(days or months) of conveyance and acceptance by the organization.

Policy Principle Example: Physical infrastructure should be managed in a sustainable

manner.

Corresponding Asset Management Objective Examples:

Operations and maintenance service levels should be quantified for all physical

infrastructure to clearly define capabilities within XX (months or years).

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8 | P a g e

A database shall be established to capture operational and maintenance costs on

all physical infrastructure within XX (months or years).

Similar to the Asset Management Principles, the Asset Management Objectives can be

numerous as well. The key is to think about and match the most important objectives to the

organizational stakeholder’s needs and desires. Some issues that Asset Management

Objectives may want to address include:

Total cost of ownership

Inventory and condition

Net present value

Return on capital

Asset management benchmarking

Stakeholder satisfaction

Societal and environmental impacts

Service or performance levels

Maintenance prioritization

Availability of assets to stakeholders

Life cycle costs

Life expectancy

Objectives are typically developed at the staff level once asset management policy is

established by the organization’s policy makers. Again, the more that affected stakeholders can

be involved with the development of these objectives, the better these objectives will be.

Where these objectives are “housed” is a matter of preference. A good location is the overall

Strategic Asset Management Plan, which will be discussed next.

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9 | P a g e

Strategic Asset

Management Plan

By now you’re likely seeing how the overall asset management system is coming into focus.

The details of the system begin to develop starting with the Strategic Asset Management Plan

(SAMP). This plan is a good location for the asset management objectives discussed in the

previous section. However, the asset management objectives are not the only thing that

organizations should consider prior to jumping into the details of specific asset management

plans. In the same manner that asset management objectives are broad enough to apply to all

assets, other items included in the SAMP should also apply to all assets.

The goal of the SAMP is to provide central expectations for all assets from which the details of

individual asset management plans can be developed. So, what are some other items that

organizations should think about including within the SAMP? The following are ideas to

consider:

The identification of stakeholder’s needs and expectations.

Processes that establish the decision making criteria that guide asset management: This

assists with defining clear roles and responsibilities within the organization.

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10 | P a g e

The scope of the Asset Management System: What assets are applicable and who within

the organization, as well as any needed outside organization support, is associated with

asset management activities of the organization.

Identification of any time periods of responsibilities that may have specific start and end

times.

Any interactions and associations with various departments within the organization:

Financing and budget process are good examples of this.

Any process and methods that should be utilized to manage the various assets over their

life cycles.

Identification of resources necessary to successfully accomplish established objectives.

Refinement of any objectives that are necessary to minimize interpretation, but that are

applicable to all assets.

Communication needs: This includes expectations on internal and external reporting

elements and time periods. Report card style summaries is one example.

Employee training and certification goals.

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11 | P a g e

Asset

Management Plan(s)

The final component of a good asset management system is the Asset Management Plan(s)

(AMP). This plan should be viewed as the detailed instructions to staff associated with the

specifics of each physical infrastructure system that the organization oversees (water, sanitary

sewer, storm water, facilities, transportation systems, etc.). By having the overall expectations

clearly understood within a formal Asset Management Policy and SAMP (including the Asset

Management Objectives), the development of an AMP, or multiple plans, should allow for the

remaining details to be completed in a clear manner.

The graphic above is a great representation of the relationship between the four system

components (with the Asset Management Objectives included within the SAMP). The Asset

Management Plan should drive the SAMP and included Asset Management Objectives. The

SAMP in turn should drive the individual AMP, or multiple AMPs. In the case where an

organization has responsibilities to manage multiple physical infrastructure systems, the

development of an AMP for each system is recommended. While these don’t necessarily need

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12 | P a g e

to be separate documents, the details associated with an AMP are specific to each

infrastructure system.

The details of the AMP(s) need to clarify all remaining aspects necessary to clearly meet the

established Asset Management Objectives, and elements of the SAMP. So, let’s dive into some

of the remaining areas that organizations should consider including within the AMP(s):

Specific roles and responsibilities: These are the remaining roles and responsibilities

that are not covered in the SAMP that are relevant to the specific asset.

Methods and criteria associated with decision making as well as prioritizing activities

and resources to accomplish the AMP.

Development of life cycles.

Identification of required resources to complete the AMP.

Establishment of inventory and timeframes.

Establishment of quantified condition rating.

Inspection and condition rating schedule and procedures.

Development of net present value.

Establishment of quantified service levels and performance.

Time horizon for AMP.

Requirements for performance reporting: This could include benchmarking.

Actions addressing risks and opportunities associated with managing the assets.

Total cost of ownership.

All necessary attribute requirements.

All procedural elements associated with maintenance and identified maintenance

schedules.

Process and activities that are to be outsourced along with responsibilities and

authorities for managing outsourced activities.

Any quality control procedures and timeframes.

Financial impacts of varying maintenance levels of service.

Stakeholder survey or performance satisfaction scores.

Downtime or maintenance response thresholds.

Prioritization of activities.

A key for staff to keep in mind when developing details associated with the AMP(s) is that data

that is collected needs to drive action. Information like:

Number of signs repaired

Number of street lights fixed

35

13 | P a g e

Number of valves exercised

Number of inspections

are all outputs that may not have any meaning to performance or service levels. Think about

quantifying your respective levels of service first, and then identify the necessary data you’ll

need to collect. A service level such as: “Repair potholes within (insert number of days or

hours) from when they are identified or reported” helps understand what data needs to be

tracked.

Remember, don’t let the possibilities overwhelm you such that development, or refinement of

your asset management system stagnates. It’s much more effective for an organization to

simplify your management system to fit your existing resources and capabilities, then worrying

that an asset management system needs to be complex. To conclude; there is not one best

way, software, or procedure that fits every organization’s needs and wants related to

effectively managing assets. The establishment of the four asset management system

components:

Asset Management Policy

Asset Management Objectives

Strategic Asset Management Plan

Asset Management Plan(s)

are the primary “skeletal bones” to build on. Evaluate, or begin the development of your asset

management system around these components and continued improvement will grow from

these.

36

Definitions

Asset: Anything that provides value, or potential value.

Asset Management: Activities associated with maximizing the value of an asset. In the case of

municipal asset management associated with physical infrastructure, these are the activities

associated with maximizing the value from physical infrastructure for your stakeholders.

Asset Management Objectives: This is the refinement of Asset Management Policy that applies

to all assets, and clearly provides specific direction.

Asset Management Plan: Specific physical infrastructure (or infrastructure class) set of

instructions that further refines the implementation of Asset Management Objectives.

Asset Management Policy: This is the high level direction of the organization that applies to

how all assets (physical infrastructure in this case) should be managed.

Asset Management System: The formalized activities (policies, processes, procedures, etc.)

associated with maximizing the value of an asset. The difference between this, and Asset

Management, is the subtle recognition that there are some activities that cannot be formalized

that have an impact on the value obtained from assets.

Strategic Asset Management Plan: A broad plan with a specific time horizon associated with

implementing Asset Management Policy and Objectives.

37

References

International Organization for Standardization (ISO). (2014). ISO 55000 Asset Management –

Overview, principles and terminology. Case Postale 56 – CH-1211 Geneva 20.


Management systems - Requirements. Case Postale 56 – CH-1211 Geneva 20.


Management systems – Guidelines for the application of ISO 55001. Case Postale 56 – CH-1211

Geneva 20.

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APWA COMMITTEE CHARTER

ASSET MANAGEMENT COMMITTEE

MISSION STATEMENT

To support APWA members that operate, improve and maintain public works and infrastructure through advocacy, education, resource development, and member engagement in the field of asset management.

OBJECTIVES The principal objectives of the committee, in support of APWA’s Strategic Goals and Activities, are to:

1. create and maintain an asset management strategy for the committee and APWA;2. make APWA the go‐to source that public works professionals seek out for information

and education on asset management;3. Identify and/or plan and develop educational resources for APWA membership;4. identify industry trends, emerging technologies, and concerns related to asset management

including collaborating with the APWA International Affairs Committee and the JenningsRandolph Fellowship Program to identify international emerging technologies;

5. provide a forum for APWA members to exchange ideas, technologies, and information on assetmanagement;

6. identify opportunities to work with APWA chapters to provide information to and get feedbackfrom chapter members on asset management issues and the types of resources needed bypublic works professionals on asset management at the chapter level;

7. develop and implement a communication strategy to include various media channels fordistributing content including, social media, print, digital learning, chapter and PWX educationsessions;

8. identify career development and workforce issues;9. create and maintain an asset management website that is relevant to members;10. collaborate with other APWA technical committees on asset management initiatives;11. provide direction and oversight to programs, services and products within asset management;12. provide guidance to staff regarding marketing of APWA programs, products and services;13. serve as subject matter experts in the area of asset management for publications, media

requests, education sessions and other opportunities; and14. participate in and support asset management coalitions.

ORGANIZATION Chair: The committee chair shall be appointed by the APWA President‐Elect. The chair is responsible for overall direction and management of the committee. The term of office for the chair shall be one year, but the chair may be reappointed for a second year by the APWA President‐Elect. No member of the committee can serve more than a maximum of 6 years including a maximum of 2 years as chair.

Vice‐Chair: The committee may select a vice‐chair. The vice‐chair must be an appointed member of the committee. The vice‐chair will serve as the chair in the event the committee chair cannot participate in

Appendix E – Asset Management Committee Charter

39

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a meeting. Selection of a vice‐chair does not guarantee the individual will be appointed by the president‐elect to the chair position when the position becomes vacant.

Members: The APWA President‐Elect shall appoint up to six (6) voting members (including the chair). Committee members serve a two‐year term and may be appointed for up to three consecutive two‐year terms. The qualification basis for appointment to this committee is to be a “highly knowledgeable” subject matter expert in the specific area of committee responsibility with diversity of technical background and experience, geographic diversity and be representative of APWA’s broad membership and currently engaged in asset management. It is recommended that the committee be comprised of a combination of senior public works leaders and emerging public works leaders.

Corresponding Members: The committee chair may designate any number of non‐voting corresponding members as the need arises, especially to address areas of development that may not be fully represented by the committee. Corresponding members need not be APWA members. If they are invited to attend a face to face meeting they must cover their own travel expenses.

Groups of corresponding members (subcommittees and knowledge teams) may be formed as necessary to further the mission of the committee. A group of corresponding members may be dissolved or established by a simple majority vote of the committee.

FINANCIAL AND ADMINISTRATIVE SUPPORT The committee will participate every year in a combined meeting or in a collaborative effort that addresses the objectives of the committee and the APWA strategic plan. Expenses related to these activities are reimbursable for committee members. The committee will also meet one‐day prior to PWX. Committee members shall commit to fund their own travel and expense to attend the committee meeting held at PWX. Generally, each committee meets by conference call up to ten times per year for approximately a one‐hour teleconference. Administrative support shall be provided by APWA staff.

REPORTS The committee shall produce an annual work plan that takes into consideration review of APWA products and programs and addresses the objectives listed in this charter. A written summary of each conference call and in‐person meeting shall be prepared by the chair or his/her designee. The summary shall be provided to all committee members and may be posted on the APWA website as information to general APWA membership. Committee updates may also be requested periodically for submission to the APWA Board of Directors via the at‐large director.

CHARTER CHANGES Amendments to this charter require a majority vote of the voting committee members present at a regularly scheduled meeting (when there is a quorum) and are subject to approval by the APWA Board of Directors.

Date of Board Approval: March 9, 2018

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Appendix F – Asset Management Chapter – 9th Edition of Public Works Management Practices Manual

41

The FrameworkAssetSMART uses Asset Management for Sustainable Service Delivery: A BC Framework (the Framework) as a foundation. The Framework establishes a high-level, systematic approach that supports local governments in moving toward service, asset and financial sustainability through an asset management process.

The Core Elements of Asset ManagementPeople, Information, Assets, and Finances are considered the core elements of asset management. Each of these elements are necessary for sustainable service delivery. Success requires the integration of these four elements throughout the process of asset management. The four core elements form the AssetSMART assessment categories.

What is AssetSMART?AssetSMART is a tool that local governments can use to assess their capacity to manage their assets. This tool has been designed to help local governments:

◊ Evaluate their asset management practices in a comprehensive way◊ Identify particular areas of strength and areas for improvement◊ Establish priorities◊ Build awareness of the many dimensions of asset management◊ Generate productive discussion across departments◊ Measure progress over time◊ Benchmark against other communities◊ Set short-, mid-, and long-term objectives in specific areas

Which communities should use AssetSMART? AssetSMART has been specifically designed to reflect the unique challenges that local governments face in managing their assets. This tool is intended to be used by any local government, of any size, and at any stage of implementing an asset management program. Whether your community is in the initial or advanced stages of asset management, AssetSMART can help your organization take stock of where it is today and plan for the future.

DATE

NAME

ORGANIZATION

ASSESS

PLAN

REVIEW

COM

MUNICATE

Peo

ple

Information

Assess Asset Management Practices

Measure and Report

Assess the Current State

of Assets

Asset Management

Policy

Asset Management

Strategy

Asset Management

Plan

Integrate to Long-term

Financial Plan

Implement Asset

Management Practices

IMPL

EMEN

TFinances Ass

ets

ENG

AG

E

A Tool to Assess Your Community’s Asset Management Practices

Asset SMART 2.0

version 2.01

Appendix G – Asset Management British Columbia (AMBC) Self-Assessment

44

Awareness and PrioritiesUsing AssetSMART 2.0

Assess Current CapacityFor each of the rows, choose the cell that most closely describes your organization’s capacity today (simply check the appropriate box). If you feel that your organization falls between two cells, choose the line between the two cells. Add comments as needed in the adjacent column. The assessment matrix is organized into the five core capacity areas (rows), and by capacity level (columns). Capacity increases from left to right as follows:

Level Very low capacityLevel Fair capacityLevel Good capacityLevel High capacity

Identify Desired Capacity For each of the rows, choose the cell that most closely describes the level of capacity that you would like your organization to have in the future. You may want to indicate desired capacities for a given timeframe, as your organization may have different short-, mid-, and long-term objectives. Defining “desired capacity levels” will likely be more difficult than identifying “current capacity levels”, and will require organization-wide discussion to establish attainable objectives. It is not suggestedthat all communities aim for Level capacity on all components – targets will need to reflect the specific circumstances of each community.

Who should fill in the self-assessment? Effectively managing a community’s assets will require the participation of many individuals and groups from across the organization. At a minimum, personnel responsible for

the following functions should be invited to participate in the self-assessment:

◊ Engineering (transportation, water, sanitary, stormwater) ◊ Facilities◊ Parks and Recreation◊ Operations◊ Planning (current and long-range)◊ Finance

How should the self-assessment be completed?Local governments can opt to fill in the self-assessment in a number of ways, such as:

A group (whole organization)Local governments may choose to complete the assessment together as a group in workshop format, to help ensure that all participants are on the same page. This approach can effectively build buy-in from the entire group, but may not highlight significant differences in understanding across the organization.

IndividuallyAlternatively, local governments may choose to ask each participant to complete the assessment independently, and then meet as a group to review the results. Providing respondents with the assessment prior to meeting as a group can help ensure that individual input is fully explored, and bring to light any significant differences in understanding across the organization.

Business units Other local governments may choose to complete the assessment first by business unit or department, and then discuss the results as an entire organization.

Local governments will need to choose an approach that makes the most sense for their organization. However, it is recommended that local governments always include plenty of time for discussion about assessment results. The discussion is the most valuable part of the exercise. Local governments may also find it helpful to have an outside asset management expert facilitate the discussion. Involving an objective third-party can help ensure that issues are discussed fairly and comprehensively.

How can the assessment results be used? Completing AssetSMART is an important first step in developing an asset management strategy. Next steps include:

Prioritizing gapsFor most local governments, it will not be reasonable to expect to build capacity in all areas at once. Local governments will need to choose which capacity gaps to address first. Some capacity gaps will be more significant than others. This will all depend on the local government’s unique circumstances.

Developing implementation strategiesThe next step will be to develop detailed implementation strategies to fill the most significant capacity gaps.

AssetSMART helps frame the discussion on prioritizing gaps and developing implementation plans, but it is does not provide pre-packaged solutions. Local governments will need to look carefully at their specific circumstances, evaluate available options, and decide for themselves the best way forward.

Step 1

Step 2

1234

4

45

Glossary

ASSETA physical component of a system that has value, enables services to be provided, and has an economic life of greater than 12 months.

ASSET MANAGEMENTSystematic and coordinated activities and practices through which an organization manages its assets, their associated performance, risks and expenditures over their life cycles.

ASSET MANAGEMENT PLANDocument specifying activities and resources, responsibilities and timescales for implementing the asset management program.

ASSET MANAGEMENT PROGRAMA program to identify asset management needs, set up longer term financing means, and regularly schedule maintenance, rehabilitation and replacement works for the long term sustainability of the asset.

ASSET RENEWALWorks to upgrade, refurbish or replace existing facilities with facilities of equivalent capacity or performance capability.

GISGeographic Information System.

INFRASTRUCTURE DEFICITA cumulative shortfall of required asset renewal.

LEVEL OF SERVICEThe defined quality for the provision of a particular service. Service levels usually relate to quality, quantity, reliability, responsiveness, environmental acceptability, and cost.LIFE CYCLEThe life of an asset, from the point when a need for it is first established, through its design, construction, acquisition, operation and any maintenance or renewal, to its disposal.

LIFE CYCLE COSTThe total cost of an asset throughout its life including planning, design, construction, acquisition, operation, maintenance, rehabilitation, and disposal costs.

LOCAL GOVERNMENTMunicipalities and regional districts.

LONG-TERM FINANCIAL PLANFunds the long term investment plan.

LONG-TERM INVESTMENT PLANA long-term multi-asset renewal plan (e.g. 20 years).

MAINTENANCEAll actions necessary for retaining an asset as near as practicable to its original condition, but excluding rehabilitation or renewal.

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ASSETS

1234

Location

Key Attribute Data

Install Data

Historic Cost

Natural Assets

5

LEVEL 1 LEVEL 2 LEVEL 3 LEVEL 4 EVIDENCE / NOTES

Accurate location data is available for fewer than half of the assets and is in a format or location that is generally inaccessible to those who need it.

Accurate attribute data is available for fewer than half of the assets and is in a format or location that is generally inaccessible to those who need it.

The installation date is available for fewer than half of the assets and is in a format or location that is generally inaccessible to those who need it.

Accurate historic cost data is available for fewer than half of the assets and is in a format or location that is generally inaccessible to those who need it.

No consideration is given to natural assets in planning for sustainable service delivery.

Accurate location data is available for at least 50% of the assets.

Accurate attribute data is available for at least 50% of the assets.

Asset installation date is available for at least 50% of the assets.

Accurate historic cost data is available for at least 50% of the assets.

There is general awareness of the services provided by natural assets, but natural assets are not included in planning or decision making.

Complete and accurate data is available for most assets, including all critical assets. Data is easily accessible to all who require it.

Complete and accurate data is available for most assets, including all critical assets. Data is easily accessible to all who require it.

Accurate install date is available for most assets, including all critical assets. Data is easily accessible to all who require it.

Complete and accurate historic cost data is available for most assets, including all critical assets. Data is easily accessible to all who require it.

Some natural assets have been identified and the value of service is partially understood.

Complete and accurate data is available for all assets, including new assets. Data is easily accessible to all who require it.



Complete and accurate historic cost data is available for all assets, including new assets. Data is easily accessible to all who require it.

All significant natural assets have been identified and the value of service they provide is understood. This value is considered in decision making and planning.

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6Policy


No policies are in place related to sustainable service delivery.

Some policies related to sustainable service delivery are in place, but there are significant gaps or policies are not actionable.

Good policies are in place related to sustainable service delivery, but they are not all referenced for decision making.

Policy(ies) adopted by council that are understood and provide clear direction on how the community will achieve sustainable service delivery. Policies are a regular reference for guiding decisions.

7

8Strategy

Level of Service

No strategy is in place.

The levels of service currently delivered are not consistently understood by the public or documented.

Components of a strategy or framework are in place, but there are significant gaps in providing direction for sustainable service delivery and the linkage of plans and initiatives.

In some of the core service areas, the current level of service is understood and documented, and the desired level of service has been defined.

A strategy / framework is in place that identifies specific sustainable service delivery goals, the approach to achieving them, and identifies how organizational plans or initiatives fit together to inform decision making and achieving the goals. The strategy is not being widely implemented.

In all service areas, the current level of service is understood and documented, and service targets have been set.

A strategy / framework is in place that identifies specific sustainable service delivery goals, the approach to achieving them, and identifies how organizational plans or initiatives fit together to inform decision making and achieving the goals. The strategy is being implemented.

Current and desired levels of service, and trade offs between costs and services are well understood by both staff and the public.

INFORMATION

48

9

10

11

Risk

AMP - Asset Replacement

Plans

AMP - Long Term Capital

Plan


Risks to assets and service levels are not understood or documented

No Asset Replacement Plan exists to show the theoretical timing for asset replacement.

No long term (10 year) capital plan is in place.

Asset risk is estimated according to asset remaining life only, condition assessment information is not available. Broader service delivery risks have not been considered.

Parts of an Asset Replacement Plan exist (e.g. for some asset categories, for a duration <20 years, etc.) but it is not consolidated into an organizational long term view.

A ten year capital plan is in place but it is limited to new projects and it does not reflect anticipated asset renewal.

Estimated remaining life is known for all assets and is supported by a condition assessment for critical assets or assets nearing replacement. Risk assessments consider the consequence of failure. Some ‘big-picture’ risks to service delivery for the organization are understood at a corporate level.

An Asset Replacement Plan has been developed, but it is either <20 years in scope or does not include all assets.

A ten year capital plan is in place that reflects new capital projects for growth or regulatory compliance, and the replacement of existing assets to manage risk and deliver an appropriate level of service.

Asset risks are well understood and documented based on evidence of the probability and the consequence of failure. High-level organizational risks to service delivery are well understood throughout the corporation.

A long term (75+ year) plan is in place that illustrates the timing of expenditure to replace all existing assets, the current infrastructure deficit, and the average annual sustainable funding level.

A ten year capital plan is in place that is current, informed by level of service targets, risk to service delivery. The capital plan is integrated with the long term financial plan, and is being followed and tracked.

INFORMATION

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INFORMATION

12Climate Change

Climate change is not considered in service delivery risk or long term asset replacements.

Probable local impacts of climate change have been identified and are considered in some organizational plans.

An assessment of risk to some critical existing infrastructure has been conducted. Design and construction of new assets consider climate change.

An assessment of risk to existing infrastructure has been conducted, and plans are in place to manage this risk. Design and construction of new assets consider climate change.

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13

14Long Term Financial

Plan

Revenue

No long term financial plan is in place.

Revenue is year to year and there is no linkage between revenues and long term requirements. Revenues are not sufficient to meet needs without reliance on grants or subsidies.

A financial plan is in place but it covers <10 years or does not reflect the future costs of replacing existing assets.

Revenue is sufficient and reliable to fund the requirements for the next 5 years, but there is a significant gap between revenues and sustainable funding levels for later years.

A long term (10+ years) financial plan is in place that reflects the revenue required and funding sources to fund new assets and asset replacements, but the plan is not being followed or updated.

Revenue is sufficient and reliable to fund the requirements in the 10 year capital plan, but there is still a gap between revenues and sustainable funding levels for the long term.

A comprehensive long term financial plan exists and is based on up to date information. The plan looks forward 10 years or more and is integrated with long term capital plan. The plan is being tracked and followed.

Revenues are sufficient, predictable, and stable to fund long term sustainable service delivery in alignment with the long term financial plan and the asset replacement plan.

FINANCES

1516Reserves

Debt

No reserves are in place.

Debt levels are high (at or very near the maximum), limiting capacity for additional borrowing and no plan is in place to reduce debt.

Minimal reserves are in place that can buffer short term fluctuations in revenue (e.g. 6 weeks operating expenses).

Debt levels higher than desired and debt management strategy is being considered.

Reserves are in place to buffer short term revenue fluctuations. There are dedicated reserves for future capital renewal, but do not meet the levels required as identified in the financial plan.

Debt levels are reasonable but is trending upward and are not aligned with the long term financial plan.

Reserves are held at levels established in accordance with the financial plan in order to meet long term requirements.

Debt levels are prudent and reasonable. Debt levels are in line with the long term financial plan and relatively stable.

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PEOPLE

17People

Capacity


Staff have no time for asset management.

Some staff time could be made available for asset management, but staff have limited or no knowledge of the tasks and processes required to meet asset management outcomes.

Staff are investing some time in asset management and are working to build the capacities, knowledge, and systems needed.

Staff have the necessary time, knowledge, skills, and capacities to achieve asset management outcomes and are implementing asset management as part of their jobs.

18Awareness

There is no awareness of the needs to manage assets and sustainably deliver services among staff, elected officials, or members of the public.

Staff are generally aware of the major issues related to Asset Management and service sustainability in the community, and what is needed to address these issues.

Staff members and elected officials are aware of community issues and future risks related to sustainable service delivery.

Members of the public are aware of the issues related to sustainable service delivery, and there is evidence these issues are considered in public decision making.

1920Teamwork

Role

No cross functional team is in place to manage assets. There are significant siloes in the organization that prevent information from being shared and used in decision making.

People do not understand their role in asset management or sustainable service delivery which hinders the ability to manage assets.

A cross functional team is in place, but siloes among departments or staff positions (e.g. between operations and management) still prevent information from being shared.

A small group of people understand their role as it relates to sustainable service delivery, but there are some significant gaps causing things to fall through the cracks.

A cross functional team is in place that is effectively bridging siloes in the organization.

Most people in the organization understand their role as it relates to sustainable service delivery.

There is no perception of siloes across departments at all levels of the organization. There is a strong culture of teamwork and information is readily and consistently shared through formal and informal channels.

Roles are clearly understood by everyone, including council, resulting in nothing ‘falling through the cracks’.

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21Decision Making

Decisions are made based on a short term frame or reactive in nature and in isolation of appropriate information.

Decision making based on a long term frame, but are informed only by incomplete or anecdotal information.

Decision making is based on the long term and incorporates appropriate information.

Decision making about assets and service delivery is informed with appropriate and timely information, is transparent, and is aligned with community priorities and long-term sustainable service delivery.

PEOPLE

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