City_of_Calgary_AMP_Guidelines_roys_comments.doc
Upcoming SlideShare
Loading in...5
×

Like this? Share it with your network

Share
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Be the first to comment
    Be the first to like this
No Downloads

Views

Total Views
754
On Slideshare
754
From Embeds
0
Number of Embeds
0

Actions

Shares
Downloads
14
Comments
0
Likes
0

Embeds 0

No embeds

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
    No notes for slide

Transcript

  • 1. The City of Calgary Asset Management Planning Guidelines Draft Version 0.4 March 2008
  • 2. Page intentionally left blank
  • 3. City of Calgary Asset Management Planning Guidelines SECTION A THE ASSET MANAGEMENT PLAN (AMP) GUIDELINES Table of Contents.................................................................................i Document Revision History.................................................................iii Excellence in Asset Management and the Asset Management Planning Framework......................................................................iv INTRODUCTION.................................................................................1 Background..................................................................................1 Defining the City of Calgary Asset Management Planning Guidelines...............................................................1 Purpose of the Asset Management Plan.....................................2 The Scope of The City of Calgary Asset Management Planning Guidelines...............................3 What the Guidelines Are..............................................................3 What the Guidelines Are Not........................................................3 Audience......................................................................................4 Structure of this Guideline Document..........................................4 Putting this Plan into Context – Where Does it Fit?.....................5 Vertical Alignment with Longer Term Corporate Documents.................................5 Vertical Alignment with Short Term Documents....................7 Alignment with Ongoing Initiatives.........................................8 Realizing Benefits..................................................................8 GENERAL ASSET MANAGEMENT PRINCIPLES.............................9 What is Asset Management.........................................................9 Comprehensive Asset Management – A Best Practice Approach......................................................10 Strategy Creates a Road Map for Success.........................10 Physical Asset Management...............................................11 Technology Assets are Key Enablers of Comprehensive Asset Management...............................11 Business Processes............................................................12 People/Organization Enables Sustainability........................12 Draft Version 0.4 March 2008 Page i
  • 4. City of Calgary Asset Management Planning Guidelines THE STATE OF ASSET MANAGEMENT AT THE CITY OF CALGARY..................................................................................13 The Evolution of Calgary’s Asset Management Strategy...........13 Corporate Asset Management: Linking Operational Asset Management, Planning and Finance Functions.........................14 APPENDICES...................................................................................16 Appendix 1 – Glossary of Terms................................................16 Appendix 2 – List of General City of Calgary Policies & Frameworks Referenced............................................................22 Appendix 3 – Asset Managers “Quick Reference Checklist”......23 SECTION B - THE ASSET MANAGEMENT PLAN (AMP) FRAMEWORK (and Table of Contents)............................24 Draft Version 0.4 March 2008 Page ii
  • 5. City of Calgary Asset Management Planning Guidelines Document Revision History City of Calgary Asset Management Planning Guidelines Published and Maintained by: Infrastructure Services, Corporate Version: 0.4 Asset Management Team Issue Date: March 2008 Revision Date: March 2008 Document Revision History Version Date Summary of Changes Contact Cameron Matwie 0.4 March 2008 Initial version. (403) 268-3510 Please Note! If this document is in hard copy, it is not controlled and may not be the most current version. Draft Version 0.4 March 2008 Page iii
  • 6. City of Calgary Asset Management Planning Guidelines Excellence in Asset Management and the Asset Management Planning Framework In October 2007 work started on development of The City of Calgary’s Asset Management Planning Guidelines, incorporating a framework for the creation of individual Business Unit Asset management Plans. This project involves a number of steps, including an assessment of a number of Business Units with regard to their approach to Asset Management, the development of these Guidelines and Framework, along with implementation of these Guidelines for individual Business Unit Asset Management Plans. The intent of these Guidelines is to assist Business Units in their preparation of Asset Management Plans which in turn will position the City of Calgary to further pursue excellence in Asset Management. The City of Calgary’s Corporate Asset Management Program (CAMP) is a comprehensive undertaking involving a number of different initiatives and many business groups related to achieving “excellence” in Asset Management. The focus of the CAMP is to work at a strategic level to provide asset stewards the processes and tools that they need to make consistent, effective and informed infrastructure decisions given the input from the various operating areas. The Program will also provide support to each operating area, as needed, for the development of their individual best practices. These Guidelines, incorporating a framework for the development of Asset Management Plans, are aimed at a wide range of Business Units who are responsible for the majority of the City’s asset base. The Guidelines will enable all Business Units to move towards a standardized approach to Asset Management Planning, along with production of Asset Management Plans that are consistent across the City. Draft Version 0.4 March 2008 Page iv
  • 7. City of Calgary Asset Management Planning Guidelines INTRODUCTION Background The City of Calgary’s Corporate Asset Management Program (CAMP) is a comprehensive undertaking involving a number of different initiatives and many business groups. It is consistent with the recent trends by large municipalities to consider a comprehensive or sustainable approach to asset management. The CAMP has been progressing through a phased implementation program since 2005, when the City Council approved Calgary’s Asset Management Strategy and the Corporate Asset Management Program. The City is undertaking a Best-in-Class Asset Management Program and there are current and proposed initiatives that are addressing all of the key elements associated with the development of a sustainable asset management approach, for example: • Strategy: Business Plans (BPBC) and plan-IT, AM IT Strategy, AMP • Assets/Physical: Infrastructure Status Report (ISR) Investment Plans (IIPS) • Assets/Technology: PSAB, RIVA, Hansen, SPL, Expert Choice • Business Process: Life Cycle Costing Analysis (LCCA), Performance Measures • People: this is being done informally across BUs at this time The Asset Management Plans (Corporate and at BU level) will serve as the documents that link everything together and as such they should not be considered as an ends in their own right but serve to document the approach taken to managing a portfolio of assets to achieve a given level of service, in an optimal and sustainable way. Defining the City of Calgary Asset Management Planning Guidelines The Asset Management Planning Guidelines are designed to enable any Business Unit, or Civic Partner in the City of Calgary, to understand the basis for Asset Management Planning along with the justification for the development of Asset Management Plans. In addition the Guidelines incorporate a standard City of Calgary AMP framework that includes both section headings and details of the section content. The Guidelines have been written on the assumption that the staff in the BU’s preparing the AMP’s are not experts in Asset Management and Draft Version 0.4 March 2008 Page 1
  • 8. City of Calgary Asset Management Planning Guidelines therefore the Guidelines do not detail advanced Asset Management tools and techniques, as the choice of a certain approach to any particular section will be down to the choice of the individual BU’s and will depend on the stage that the BU is at with regard to its adoption of an Asset Management approach, the resources available and the nature of its asset base. If a particular BU does want assistance with more advanced approaches to Asset Management then the Corporate Asset Management Team should be contacted in the first instance. Purpose of the Asset Management Plan The purpose of the AMP is to document a framework for achieving the BU’s and ultimately the Corporations Strategic goals by focusing on levels of service, life cycle asset management planning and the resulting long term cash flow requirements. The AMP will become the BU’s plan for managing its infrastructure cost effectively to achieve long term strategic goals. The AMP will present an integrated program of works linking capital investment with changes in maintenance and operational expenditure along with changes to business processes, staff numbers and competencies. Ultimately this will become a public document, available on the City’s Internet site, and it will demonstrate: 1. that the LOS that the BU is responsible for, are being met in the most effective and efficient manner. 2. due regard is being given to the long term stewardship of the asset base 3. responsible management, 4. communicate and justify funding requirements 5. and show how regulatory compliance will be achieved. Initial versions of the AMP should still address all of the above, but the later versions intended for public use, will require the inclusion of more explanatory text. For the early versions, the aim is to take broad City of Calgary objectives, initiatives and strategies and interpret these for the specific BU, thereby showing the linkage between corporate targets and individual BU targets. The AMP will then demonstrate how this targets are to be met using an optimized mixture of asset and non asset solutions. Draft Version 0.4 March 2008 Page 2
  • 9. City of Calgary Asset Management Planning Guidelines The AMP will provide a framework/platform to detail and examine existing management practices, and to form the basis of an improvement program to progressively meet identified deficiencies. During the preparation of the AMP, the various asset improvement, data, business projects etc will be subject to review process that reassess priorities, costs, benefits and risks. The outcome will be a set of projects, and operation and maintenance schedules identified as necessary to achieve the BU’s objectives. As the AMP further develops it will feed the Business Planning process with regard to the identification of changes required to the assets, people, and processes and will form an a long term action plan for the BU The Scope of The City of Calgary Asset Management Planning Guidelines The scope of the Guidelines are limited to assisting the BU’s understand the basis and justification for the development of Asset Management Plans, along with provision of a framework for production of the AMP’s. The Guidelines do not aim to provide a comprehensive understanding of all aspects of Asset Management, or to detail approaches to specific areas e.g. risk assessment and management techniques or capital investment prioritization methodologies. What the Guidelines Are… • An introduction to Asset Management Plans, setting down the justification for their development and how the AMP will be utilized • a framework for the production of an Asset Management Plan, setting down the required topic headings and typical content • collaboratively developed and enhanced by City of Calgary departments, Business Units and Divisions with a stake in continuing to increase Asset Management capability and competency What the Guidelines Are Not… • intended to be prescriptive, in that they do not give specific instructions on the approaches to be taken in managing assets, or on specific tools & techniques for understanding and optimizing the assets performance. • intended to be applied without considering the actual portfolio of the assets owned/operated by the BU and what the specific needs may be. • a replacement for Asset Management training and experience Draft Version 0.4 March 2008 Page 3
  • 10. City of Calgary Asset Management Planning Guidelines • a replacement for department/business unit-specific processes, procedures and considerations Audience The City of Calgary Asset Management Planning Guidelines will be of interest to you if: • You are an Asset Management Coordinator (or any individual with the role of managing assets, regardless of official job title, or, is interested Asset Management becoming a larger part of their role) • You are a Manager in a BU with the responsibility for stewardship of your assets: o In this role you would provide support and strategic guidance to the AMP development and ensure governance procedures are in place to maintain the information and data contained in the AMP, thereby resulting in an AMP that gives an accurate picture as possible of the long term plans to meet and/or improve service levels. Structure of this Guideline Document The structure of the City of Calgary Asset Management Planning Guidelines document is illustrated in the diagram that accompanies this section. The diagram shows how the Guidelines start with the background behind why AMPs are required and how they are to fit in with other Corporate Documents and then the following section includes a framework for the production of an AMP. The document begins with a summary of why the Asset Management Planning Guidelines are important to The City of Calgary and its Asset Management community. Draft Version 0.4 March 2008 Page 4
  • 11. City of Calgary Asset Management Planning Guidelines Section A General guidelines •Short history of AM at Calgary & background •Why develop a framework •How the AMP framework can help you •How to use the Framework/Manual •Roles & Responsibilities Section B Framework •Executive Summary including a •Managing the Assets Lifecycle •Drivers & Assumptions template and •Levels of Service further section by •Future Demand section guidance •Capex & Opex •Asset Mgt Practices •Plan Improvement & Monitoring The Guidelines document concludes with a short section that outlines where additional information may be obtained, and, a glossary of Asset Management terms. Some of these terms are specific to The City of Calgary and there is value in Asset Managers at The City being aware of them. Putting this Plan into Context – Where Does it Fit? Calgary’s multi-year planning process has produced business plans and budgets that are aligned and balanced, but the AMP’s aim is to ensure The City remains sustainable beyond the three-year period covered by the current Business Planning documents. The business plans and budgets together provide an outlook on what to expect from The City for the next three years. The picture below shows how The City of Calgary’s series of plans is interlinked and aligned to one another. Longer term plans such as imagineCALGARY are already under development and where these documents are already in existence, the AMP will translate the longer term strategic goals into tactical plans for the Business Units. In addition, through an iterative process the AMP’s will provide the more detailed information on asset capabilities and gaps that will better inform the long term strategic plans. Vertical Alignment with Longer Term Corporate Documents Draft Version 0.4 March 2008 Page 5
  • 12. City of Calgary Asset Management Planning Guidelines How does the AMP fit into the various business planning processes in the City and how will it makes it easier for Business Units to conduct business planning? Business planning focuses over five layers at the City of Calgary: Vision, Policy, Financial Planning/Investment, Priorities and Accountability spanning the long term (100 yrs) to the short term (current year). This process is shown below. (5-20 year time frame) (e.g. AMP’s, Financial Plan, Transportation Priorities (TIIP), Cultural/Recreation (CRIIP), Financing Growth) The AMP will take the long term strategic corporate vision and then, taking due regard to the relevant policies, will set out what the requirements are at an asset level. Draft Version 0.4 March 2008 Page 6
  • 13. City of Calgary Asset Management Planning Guidelines Vertical Alignment with Short Term Documents 2050+ Corporate Long Term Vision e.g. imagineCALGARY Environmental Policy Business Continuity 2008 – 2028 Plan Strategic Plan Sustainability Policy 2008 - 2028 Health & Safety Policy Business Unit Asset Management Plans Draft Version 0.4 March 2008 Page 7
  • 14. City of Calgary Asset Management Planning Guidelines • In addition to the AMP needing to align vertically with Council and Administration Priorities, it is essential to consider horizontal alignment with other Departments and BU’s. Vertical alignment of the AMP will ensures that directions from Council are consistently and completely reflected in each BU’s AMP’S and action plans, so that the Administration is responsive and accountable to Council. Horizontal alignment with the AMP’s of other BU’s recognize that the all departments serve the same citizens. Therefore initiatives and actions contained in the AMPS need to be coordinated if the plans are to be optimized. The AMP provides an opportunity for Business Units to create on document (that will be updated on an ongoing basis with minor changes and have a new version developed every 3 years) that will be based on input from long terms plans and will be developed in a format that allows individual sections to focus on the other planning layers. These will be the logical outputs that BUs need to submit for these planning horizons. Alignment with Ongoing Initiatives Budget, BPBC, ISR, Plan-IT, lifecycle analysis Realizing Benefits So, how does The City of Calgary benefit from having a set of common Asset Management Planning Guidelines? The points below provide a summary of how the Guidelines deliver benefits. • They enable a common Asset Management “language” within the Corporation so that there can be both understanding and the sharing of best practice Asset Management between departments, business units and divisions • The Guidelines facilitate consistency in Asset Management Plan production delivery across the Corporation; • The Guidelines are a foundation for education and training programs designed to assist Asset Managers enhance their skills and competencies Draft Version 0.4 March 2008 Page 8
  • 15. City of Calgary Asset Management Planning Guidelines • The Guidelines facilitate career path development for individuals wishing to pursue a Asset Management career • They are a tool to assist with putting a City of Calgary context around Asset Management by showing where key City Policies and processes fit into the many different aspects of Asset Management. This set of Guidelines should be viewed as a foundation for guiding the development of Asset Management Plans across the Corporation. The AMP framework included within the guidelines All members of the Asset Management community within The City of Calgary have a stake in the further development of the Guidelines. It is through the Guidelines that all areas within The City can create a repository of Asset Management knowledge and experience to help them, and others within the Corporation, to achieve Asset Management excellence. Excellence in Asset Management is not so much a destination as it is a journey. However, it is a journey that must be undertaken as it will help the Asset Management community within The City understand how they can best make the right infrastructure decisions at the right time. GENERAL ASSET MANAGEMENT PRINCIPLES What is Asset Management? Asset Management is not a new concept. The private sector has been optimizing the use of limited resources to balance growth and asset maintenance for some time now. In general, the return on investment “Asset Management is a for business assets are easily calculated and business process and decision related to their bottom line. The public sector, making framework that covers an though, has struggled to quantify and relate both extended time horizon, draws the tangible and intangible benefits of municipal from economics as well as infrastructure and as such has concentrated new engineering and covers a broad spending on the expansion of new infrastructure, range of assets. The Asset sometimes at the expense of existing aging Management approach assets. Notwithstanding, asset management incorporates the economic best practices can be adopted by municipal assessment of trade – offs governments. among alternative investment options and uses this information Traditionally the City of Calgary has defined to help make cost effective assets only to include the physical infrastructure investment decisions” that is necessary to support the social, economic Draft Version 0.4 March 2008 Federal Highway 9 Page Administration 1999
  • 16. City of Calgary Asset Management Planning Guidelines and environmental services provided by the Corporation. As such the focus of Asset Management best practices has been on the development and embedding of engineering, financial and business tools. However more recently asset intensive industries have started to look at the softer side of Asset Management in their goal to create a more sustainable approach to managing their assets. Comprehensive Asset Management – a Best Practices Approach There are four key elements that must be considered at all times to achieve the elusive goal of strategic AM and ensure it is sustainable. These are: Strategy, Assets, People, and Processes and they must be in balance (Fig 1.0) to consistently meet service levels and minimize the overall cost of asset ownership. This is the Sustainable AM concept. Recent trends, based on papers and presentations at major conferences, validate that many municipalities see the need for balance and change management to implement a comprehensive and sustainable approach. Optimal business performance can only be achieved by considering these four areas together. When these areas are balanced, the City of Calgary will consistently maximize its asset investment, minimize life cycle costs, manage risks, and ensure continuity of levels of services. In this approach to AM, assets are considered to be of two major categories: Physical (Vertical or discrete, Linear and Mobile) and Technology. Traditionally, technology has been viewed as a tool to enable business processes; however, these tools are expensive assets with the same life cycle as physical assets. Poor management can result in sub-optimal or disastrous performance. Strategy Creates the Road Map for Success Strategic planning at the enterprise and the business unit level focuses operations on sustainability. Comparing the current state of the business environment with the ultimate vision will help identify planning opportunities. A roadmap can then be structured that allows The City to develop and implement master plan strategies for the various City Infrastructure categories (for example, Water, Wastewater, Transportation, Parks & Recreation, Fire, Corporate Properties), Technology Assets, and Human Draft Version 0.4 March 2008 Page 10
  • 17. City of Calgary Asset Management Planning Guidelines Asset Management Should Focus on: Strategy, Assets, People and Processes Physical Technology Resources. FIGURE 1.0: STRATEGIC ASSET MANAGEMENT SHOULD FOCUS ON: STRATEGY, ASSETS, PEOPLE, AND PROCESSES Physical Asset Management (PAM) The goal of AM is to take care of The City’s assets by maximizing reliability and meeting performance standards/service levels while accruing a minimal overall cost. Effective AM requires complete understanding of the asset life cycle phases and requirements for implementing each phase. Other key strategic AM components include asset criticality, deterioration, and risk management. A good understanding of these concepts will help determine the type of maintenance that should be performed and the design of the capital improvement program. Technology Assets are Key Enablers of Comprehensive Asset Management Technology assets are key enablers of AM and are needed to support business practices associated with the service life (short term view) and useful life (medium and long term view) of the assets. For example, the work order management system is a critical business application for enabling effective AM. It allows the asset registry to be established with appropriate asset data and enables all transactions necessary to support optimized maintenance. It is also a major repository of data needed to drive continuous improvement. The technical requirements for Technology will define operating systems, databases, hardware, networking and integration requirements. The functional requirements are based Draft Version 0.4 March 2008 Page 11
  • 18. City of Calgary Asset Management Planning Guidelines on the various business workflows needed to support processes associated with both Service and Useful lives. Proper selection and implementation of the business applications to meet the functional requirements are critical to the success of an AM program. Technology assets must be viewed as an integrated solution, rather than stand-alone systems. The integrated system links to other systems (for example financials, AM system) to allow for the use of data wherever it is needed to support business decisions. The Integrated Technology System asset must also be managed proactively using a System Development Life Cycle (SDLC) approach. Business Processes Maximizing asset reliability and performance is the focus of asset life cycle management. There are unique business processes associated with each phase of the asset life cycle including Capital Projects, Work Management, Operations Management, Materials Management, Customer Service, and Financial Planning. Ensuring that the right processes (fully enabled by technology systems and tools) are in place and are executed effectively by staff is essential to minimizing lifecycle costs and maximizing the return on the asset investment. People/Organization Enables Sustainability High-performing organizations have the appropriate people/organization arrangements in place so that staff can effectively execute business processes throughout the asset life cycle. This requires clarity among business units about skills, roles, responsibilities, competencies, job descriptions, organization design, staffing numbers, and service level agreements. To be sustainable, people must be effective in their primary areas of responsibility and meet service levels at minimum costs. In addition, staff should have access to timely and quality information from others, and at the same time, provide others with the necessary information so that they can do their jobs effectively. Ensuring that the best assets are in place is an essential cog in the AM wheel; however, optimal performance can only be achieved when the right people resources with the right skills and knowledge are in place. Draft Version 0.4 March 2008 Page 12
  • 19. City of Calgary Asset Management Planning Guidelines THE STATE OF ASSET MANAGEMENT AT THE CITY OF CALGARY The City of Calgary is under pressure to keep pace with the rapid growth Calgary is experiencing. The City’s infrastructure is aging — the majority constructed during the economic growth period from the 1960s to the mid ‘80s — and population growth and increased economic activity are challenging the capacity of existing infrastructure to meet the increased demand. More stringent environmental requirements and rapidly increasing construction costs are putting increasing pressures on the already limited funds for infrastructure investment. A prolonged and serious funding shortfall creates a backlog of priority projects that will eventually affect The City’s ability to deliver quality public service to its citizens. A corporate-wide infrastructure asset management strategy is one of The City’s key corporate initiatives to address Calgary’s growing infrastructure needs and crucial for effective service management by the Corporation. The Evolution of Calgary’s Asset Management Strategy Asset Management, in the broadest sense, can be considered to be the effective management of all tangible and intangible assets that the City of Calgary uses to enable service provision, which includes human asset management, data asset management and infrastructure asset management. As a business practice, Asset management is based on the underlying philosophies of the Triple Bottom Line, Risk Management and Lifecycle Costing amongst others. Infrastructure Asset Management is an emerging, and quickly evolving field that is proliferating at both the strategic and operational levels at the City of Calgary. Operational Infrastructure Asset Management Operational infrastructure asset management is quickly being adopted by many capitally-intense service providers within the City of Calgary. These business units, including the Utilities, Roads, Parks, Recreation, Fire and Corporate Properties, use operational asset management techniques to provide work and maintenance management, to manage and plan for infrastructure condition and functionality and to develop capital and operating budgets for their specific service areas. The development and adoption of operational asset management best practices and processes are at various levels and degrees of implementation and operation, depending on the business unit. Draft Version 0.4 March 2008 Page 13
  • 20. City of Calgary Asset Management Planning Guidelines Strategic Infrastructure Asset Management Strategic Infrastructure Asset Management is emerging as a suite of corporate- wide business planning processes, systems and tools that integrates the capitally-intense operational business units to work towards a common, diligent infrastructure asset management approach. The objective of strategic infrastructure asset management is to ensure the corporate-wide sustainability of service provision through the strategic management of infrastructure assets. This will be enabled by instituting risk-based capital investment decision-making, mid and long term infrastructure planning, lifecycle forecasting and infrastructure performance measurement in order to link infrastructure to corporate financial, economic and growth policy. Corporate Asset Management: Linking Operational Asset Management, Planning and Finance Functions In recent years, a need was identified for a coordinating business link between the many operationally focused asset managing business units and strategic, mid to long range planning and financial functions. Infrastructure Services, and more specifically Corporate Asset Management, was formalized as a corporate function within the City of Calgary in August of 2004 which spans all infrastructure asset managing Business Units. Its mandate is derived from the Council Policy document: “Calgary’s Asset Management Strategy” The Corporate Asset Management Division, within Infrastructure Services, provides direction regarding Strategic Infrastructure Asset Management by leading the Corporate Asset Management Program. Its objectives are to: o Provide Council and Senior Management with information that supports infrastructure decision-making, o Provide analysis of the corporation’s infrastructure assets as an integrated whole, o Recommend new corporate infrastructure strategies and policy, o Explore alternative new funding and implementation approaches to deal with the Infrastructure Gap. In order to enable these objectives, Corporate Asset Management is directly responsible to: o Implement and continually improve corporate-wide strategic infrastructure asset management business processes, tools and information systems. Draft Version 0.4 March 2008 Page 14
  • 21. City of Calgary Asset Management Planning Guidelines o Work closely with City business units to develop and implement Operational Infrastructure Asset Management best practices and competencies, o Liaise with external stakeholder groups, national infrastructure practitioners other levels of government to continually develop new infrastructure policy, guidelines and best practices. The 3-Year Strategic Infrastructure Asset Management Business Process (SIAM) To facilitate the provision of timely, accurate and relevant information to Council and Senior Management from operational infrastructure asset management business units, the development of a strategic infrastructure asset management business process is imperative. The 3-year, strategic infrastructure asset management (SIAM) business process will link the various operational infrastructure asset management programs to other corporate-level business planning and financial decision-making/reporting processes such as the Multi-Year Business Planning and Budget Creation process, the Long Range Financial Plan and the Public Sector Accounting Board (PSAB) Tangible Capital Asset process. Furthermore, this process will facilitate the transfer of information from these operational infrastructure asset managing areas into long range planning initiatives, including ImagineCalgary and Sustainable City. Similar to most strategic business processes, the SIAM business process is based on the premise of plan – do – check. In that sense, the three key deliverables for the Corporate Asset Management Program, within the SIAM business process, is as follows: o Departmental and Corporate Asset Management Plans (including 100- year infrastructure lifecycle sustainability forecasts and 10 year capital investment plans), with the intent of linking infrastructure strategy to short term budget decisions, o 3-year capital and operating budget priorities, which link via the Infrastructure Coordinating Committee decision-making process to the Capital and Operating Budgets and o Annual infrastructure status reporting and performance measurement. Draft Version 0.4 March 2008 Page 15
  • 22. City of Calgary Asset Management Planning Guidelines APPENDIX 1 – GLOSSARY OF TERMS The glossary of terms is intended to reflect terms that are in common use or could benefit from a commonly understood definition with respect to Asset Management Planning undertaken at the City of Calgary. Where possible, the terms and corresponding definitions have been sourced from industry-standard practices, or from City of Calgary policies and frameworks. Where applicable, sources have been identified following the definition. A Assets – Plant, machinery, property, buildings, vehicles, IT hardware & software code and other items and related systems that have a distinct and quantifiable business function or service Asset Management Objective – Specific outcome or achievement required of assets, asset types and/or groups of assets in order to achieve the asset management strategy Asset Management Strategy – Overall long term action plan for the assets, asset types and or groups of assets, that is derived from and consistent with the Asset Management Policy and organizational strategic plan (Source: PAS55 2004) Asset Register – A record of asset information considered worthy of separate identification including inventory, historical, financial, condition, construction, technical and financial information about each. (Source: IIMM 2002) Asset System – All elements required to ensure the cost effective and sustainable delivery of the asset management objective. This can include policies, processes, procedures, strategies, competencies & skills, IT assets, in addition to the core BU assets. B C CAPEX – Capital Expenditure. Relates to expenditure on creating, maintaining or refurbishing an asset, where the expenditure will result in an increase in the value of the asset stock and the output will have a life of greater than one year Capex should be split over two purpose categories; Base Service and Enhancement. Base Service Provision Draft Version 0.4 March 2008 Page 16
  • 23. City of Calgary Asset Management Planning Guidelines This relates to capital expenditures that are required to maintain the current level of serviceability to customers (i.e. Capital Maintenance). Enhancement This relates to capital expenditures that cause a permanent increase in the current level of serviceability to a new "base" level. Enhancement is further divided as follows: Quality This relates to expenditures that are required for compliance with new (i.e. since the base service level was established) legally enforceable quality obligations. Enhanced Levels of Service This relates to expenditures that provide an identifiable, measurable and permanent step change in overall level of service to existing customers above the standard previously provided. Supply/demand balance This relates to expenditures that provide services for new customers with no net deterioration from the current level of service provided to existing customers, as well as expenditure that accommodates the increased use of services by existing customers at the current level of service. Critical Assets – assets (or subset components thereof) that are identified as being critical (now or in the future) to achieving the asset management policy, strategy and objective. The assets can be safety critical, environment critical and/or performance critical and can relate to legal, regulatory and/or statutory requirements (Source: PAS55 2004) D E F Failure Modes, Effects and Criticality Analysis (FMECA) – A technique for analyzing and evaluating a design to ensure that the application has the desired reliability characteristics by obviating those critical failure modes through employment of redundancy, providing alternative modes of operation, derating or other means. (Source: IIMM 2002) G Draft Version 0.4 March 2008 Page 17
  • 24. City of Calgary Asset Management Planning Guidelines Gap Analysis – A method of assessing the gap between a business’s current asset management practices and the future desirable asset management practices. Also called needs analysis or improvement planning. (Source: IIMM 2002) H I Information – data in context (Source: PAS55 2004) Infrastructure – System of core assets, facilities and/or equipment (Source: PAS55 2004) Integrated Risk Management (IRM). Integrated Risk Management (IRM) is a policy that was adopted by Calgary City Council in July of 2004 and is managed on an ongoing basis through the City Managers Office (CMO). It is a continuous, proactive and systematic process to understand, manage and communicate risk from an organization wide perspective. (Source: IRM Intranet web site) J K L Level of Service (LOS)– The defined service quality for a particular activity or service area against which service performance can be measured. Service levels usually relate to quality, quantity, reliability, responsiveness, environmental acceptability and cost. (Source: IIMM 2002) LOS can be further sub divided into: Customer LOS – the level of service that the organization provides to the customer e.g. interruptions to supply from the water main Asset LOS – The level of service that the asset is capable of providing (to the organization) e.g. water main burst rate It may be more economical for there to be a gap between the asset LOS and customer LOS, but the customer LOS is maintained, or improved, by the operational interventions such as increased surveillance or maintenance levels. Life Cycle – Time interval that commences with the identification of the need for an asset and terminates with the decommissioning of the asset or any liabilities thereafter (Source: PAS55 2004) Draft Version 0.4 March 2008 Page 18
  • 25. City of Calgary Asset Management Planning Guidelines M N O OPEX – Operational Expenditure. This expenditure typically includes operational and maintenance activities that produce an output that has a life of less than 1 year. The expenditure can be further split over three purpose categories; Base, New and Temporary (Propex) Base OPEX This relates to the base funding that is required to run (operate & maintain) the existing asset base and to maintain the current level of serviceability. New OPEX This relates to the new funding that is required for: • operating and maintaining a new/refurbished asset (CAPEX funded asset) i.e. the OPEX associated with a CAPEX enhancement • providing an enhancement, where it is proven that increased OPEX is the best Whole Life Cost solution for a project. Propex – see below Optimize – Achieve by a quantitative or qualitative method, as appropriate, the best value compromise between conflicting factors such as performance, costs and retained risk within any non-negotiable constraints. (Source: PAS55 2004) Organizational Strategic Plan – Overall long term plan for the organization that is derived from and embodies its vision, mission, values , business policies, objectives and the management of its risks (also known as a Corporate Plan, Corporate Strategic Plan etc) (Source: PAS55 2004) P Performance Indicator/Measure – A qualitative or quantitative measure of a service or activity used to compare actual performance against a standard or target. Performance indicators commonly relate to statutory limits, safety, responsiveness, cost, comfort, asset performance, reliability, efficiency, environmental protection and customer satisfaction. (Source: IIMM 2002) Draft Version 0.4 March 2008 Page 19
  • 26. City of Calgary Asset Management Planning Guidelines Planned Maintenance – Planned maintenance activities fall into three categories: (i) Periodic – necessary to ensure the reliability or to sustain the design life of the asset (ii) Predictive – condition monitoring activities used to predict failure (iii) Preventive – maintenance that can be initiated without routine or continuous checking (e.g. using information contained in maintenance manuals or manufacturers’ recommendation) and is not condition based (Source: IIMM 2002) Propex – This relates to an increase in the OPEX funding that is used to maintain service levels, recognizing that this is greater than base OPEX, as the asset is operating beyond its useful life and needs additional propping up – additional maintenance, higher electricity costs etc.. Often this is a short term measure that is put in place until CAPEX is made available Program Management. The centralized coordinated management of a program to achieve the program’s strategic objectives and benefits. (Source: PMBOK 3rd Edition) Q R Risk. An uncertain event or condition that, if it occurs, has a positive or negative effect on a project’s objectives. (Source: PMBOK 3rd Edition) Risk Management Plan. The document describing how project risk management will be structured and performed on the project. The risk management plan can be informal and broadly framed, or formal and highly detailed, based on the needs of the project. (Source: PMBOK 3rd Edition) S Scope. The sum of the products, services, and results to be provided as a project. (Source: PMBOK 3rd Edition) Scope Creep. Adding features and functionality (project scope) without addressing the effects on time, costs, and resources, or without customer approval. (Source: PMBOK 3rd Edition) Stakeholder. Person or group having an interest in the organization’s performance, success or the impact of it’s activities. (Source: PAS55 2004) T Triple Bottom Line (TBL). The Triple Bottom Line (TBL) policy was adopted by Calgary City Council in September of 2005. The intent of the policy is to ensure Draft Version 0.4 March 2008 Page 20
  • 27. City of Calgary Asset Management Planning Guidelines that Council and City staff consider and address economic, social and environmental impacts in all City business. (Source: Triple Bottom Line Intranet web site) U V W X Y Z Draft Version 0.4 March 2008 Page 21
  • 28. City of Calgary Asset Management Planning Guidelines APPENDIX 2 – LIST OF GENERAL CITY OF CALGARY POLICIES AND FRAMEWORKS REFERENCED • Triple Bottom Line (TBL) Policy • engage! Policy • Integrated Risk Management (IRM) Policy • City of Calgary Environmental Policy Draft Version 0.4 March 2008 Page 22
  • 29. City of Calgary Asset Management Planning Guidelines APPENDIX 3 – ASSET MANAGERS “QUICK REFERENCE CHECKLIST” Draft Version 0.4 March 2008 Page 23
  • 30. City of Calgary Asset Management Planning Guidelines Section B THE ASSET MANAGEMENT PLAN (AMP) FRAMEWORK Table of Contents..............................................................................24 1.0 EXECUTIVE SUMMARY...........................................................27 1.1 Background and Status.......................................................................27 1.2 Levels of Service.................................................................................27 1.3 Financial Forecasts..............................................................................27 1.3 Asset Management Practices..............................................................27 1.4 Plan Improvement................................................................................28 2.0 BACKGROUND.........................................................................29 2.1 Asset Ownership..................................................................................29 2.2 Links to Corporate Plans and Business Processes.............................29 2.3 AMP Timeframe...................................................................................30 2.4 Stakeholder Interests...........................................................................30 2.5 Accountabilities and Responsibilities for AM.......................................31 2.6 Details of AM Systems.........................................................................31 3.0 MANAGING THE ASSETS LIFECYCLE....................................32 3.1 Existing Asset Information...................................................................32 3.1.1 Asset Details...........................................................................32 3.1.2 Asset Performance.................................................................32 3.1.3 Asset Valuation.......................................................................32 3.2 Operating the Assets...........................................................................33 3.3 Maintaining the Assets.........................................................................33 3.4 Renewing/Replacing/Acquiring/Augmenting or Extending the Assets.......................................................................33 3.5 Retiring the Assets...............................................................................34 4.0 AMP DRIVERS AND ASSUMPTIONS.......................................35 4.1 Asset Management Objective..............................................................35 4.2 Asset Management Strategy...............................................................35 4.3 Business Drivers..................................................................................36 4.3.1 Regulatory Standards.............................................................37 4.3.2 Employee, Health & Safety Targets.......................................37 4.3.3 Sustainability...........................................................................38 4.3.4 Asset Management.................................................................38 4.3.5 Growth.....................................................................................38 4.3.6 Triple Bottom Line...................................................................38 4.4 Assumptions........................................................................................38 Draft Version 0.4 March 2008 Page 24
  • 31. City of Calgary Asset Management Planning Guidelines 5.0 LEVELS OF SERVICE (LOS)....................................................40 5.1 Corporate LOS.....................................................................................40 5.2 Customer Orientated LOS...................................................................40 5.3 Asset LOS............................................................................................40 5.4 Business Performance Targets...........................................................41 5.5 Justifying LOS......................................................................................42 5.6 Current Performance (Actual vs. Target).............................................42 6.0 FUTURE DEMAND....................................................................43 6.1 Predicting Demand and the Asset Implications...................................43 6.2 Demand Management Measures........................................................43 7.0 FINANCIAL FORECASTS.........................................................44 7.1Capital Expenditure (CAPEX) Planning..................................................44 7.1.1 Basis for Development of the Capital Expenditure Plan (CIP)...............................................44 7.1.2 Capital Expenditure Allocation................................................44 7.1.3 Funding Models......................................................................45 7.1.4 Depreciation Models...............................................................46 7.2 Operational Expenditure (OPEX) Forecasts.......................................46 7.2.1 Basis for Development of the Operational Expenditure plan.................................................46 7.2.2 Operational Expenditure Allocation........................................46 7.2.3 Funding Models......................................................................47 7.3 Associated Risks..................................................................................47 8.0 ASSET MANAGEMENT PRACTICES.......................................48 8.1 Technology Assets Supporting AM.....................................................48 8.2 Data Management Processes.............................................................48 8.3 Business Processes Supporting AM...................................................48 8.4 People Resources Supporting AM......................................................49 8.5 Risk Management Framework.............................................................49 8.6 Emergency Management Plans..........................................................50 9.0 PLAN IMPROVEMENT AND MONITORING.............................51 APPENDICES...................................................................................52 Appendix 1 - Asset Data Confidence............................................................53 Appendix 2 - Asset Condition Rating Scale..................................................55 Appendix 3 - Detailed capital expenditure forecasts....................................56 Appendix 4 - Detailed operational expenditure forecasts.............................57 Appendix 5 - Summary of major asset categories........................................58 Appendix 6 - Asset Management Plan Improvements.................................59 Draft Version 0.4 March 2008 Page 25
  • 32. City of Calgary Asset Management Planning Guidelines Page intentionally left blank Draft Version 0.4 March 2008 Page 26
  • 33. City of Calgary Asset Management Planning Guidelines 1.0 EXECUTIVE SUMMARY The Executive Summary section of the AMP should be able to be read as a stand alone document that provides as a succinct overview of the AMP and summarizes the main elements for the AMP. Less structure is provided with this section than the rest of the guidelines in order to allow for flexibility in reporting the AMP information. It is anticipated that the overall executive summary should be no more that five pages in length with the aim to be in the order of two to three pages. 1.1 Background and Status This section of the AMP Executive Summary should contain a brief summary and any key highlights of the information contained within the following section of the AMP: • Background • Asset Lifecycle • AMP Drivers and Assumptions • Future Demand 1.2 Levels of Service This section of the AMP Executive Summary should contain a brief summary of the levels of service that the BU strives to achieve from both a customer point of view and an asset point of view. This section should also show the linkage between these two levels of service (i.e. what the customers see vs. how the assets are performing) 1.3 Financial Forecasts This section of the AMP Executive Summary should contain a brief summary of the financial implications of the AMP. This section should reference the scenarios that have been evaluated in terms of growth and the relationship to changes in levels of service overtime as they relate to the financial forecasts required to meet both growth and level of service. 1.4 Asset Management Practices This section of the AMP Executive Summary should contain a brief summary of the AM practices within the BU as they relate to people, processes, systems, tools and risk. These practices address the provision of asset management within the BU more than asset specific management practices Draft Version 0.4 March 2008 Page 27
  • 34. City of Calgary Asset Management Planning Guidelines 1.5 Plan Improvement This section of the AMP Executive Summary should contain a brief summary of the improvement plans that are in place, or have been recommended, for improving the asset management plan. Draft Version 0.4 March 2008 Page 28
  • 35. City of Calgary Asset Management Planning Guidelines 2.0 BACKGROUND This section of the AMP will contain a brief description of the scope of activities covered by the BU as well as the scope of its AM activities. This section should also include a high level summary of assets owned and operated by the BU (in terms of both quantity and replacement value as would be represented within the ISR). This section should also contain a summary of the department’s role and mandate; including the Vision and Mission for the BU. This information should not be recreated for the purpose of the AMP since it should already exist within existing Business Plans. The purpose of including it here is to create a link between these plans and the AMP. An introductory, summary paragraph should be included for this chapter that provides a brief history of AM within the BU and describe where their BU is with its AM activities and initiatives ( i.e. is the BU just starting out with AM? are there islands of excellence e.g. certain departments have trialed, piloted and implemented AM approaches, but these have not be rolled out across all departments and therefore are not integrated? or is the BU well advanced in its adoption of AM processes, tools & techniques?) 2.1 Asset Ownership This section of the AMP will contain details of who “owns” the assets and information on specific assets where the operator/owner is separate. Example of these may include City owned assets managed by third parties, City Assets subject to any Private Finance Initiatives, assets leased from or to third parties (including inter business unit leases). This section should provide an overview of how the ownership of assets would impact AM decision towards these assets. Examples of this could include: • Fleet – Vehicles, • IT – Computers & Communications equipment • Recreation – Third party operated & maintained buildings 2.2 Links to Corporate Plans and Business Processes This section of the AMP will include details as to how the AMP links to other higher order Corporate Plans (i.e. Council Priorities, Imagine Calgary and PlanIt) as well as to the business planning process. This section will show the link between the longer term AMP, the medium term 10 year IIP’s list, and the short term 3 year business plans. Draft Version 0.4 March 2008 Page 29
  • 36. City of Calgary Asset Management Planning Guidelines This section of the AMP should also specifically refer to how the BU plans to support the development and implementation of the City Business Continuity Plan and how this impacts on the asset base – possibly being a driver for investment or changes to Business Processes, IT systems, staff numbers or competencies. It is envisioned that as the AMP’s becomes further developed, the Business Planning process will become simplified as much of the information required will be taken from the longer term AMP’s. In this way the funding and any business changes required that are detailed in the Business Plans, will be put into the context of a longer term framework, which is more appropriate for long life assets. 2.3 AMP Timeframe This section of the AMP will identify the planning time frame that is covered by the AMP. It is envisioned that a typical strategic AMP will cover a 20 year planning horizon however this should be specifically stated since for some BU’s with short lived assets, it is acknowledged that this time frame may not be appropriate for all assets (i.e. Fleet, Computers etc). In keeping with Council’s Strategic Goals and Priorities 6, 8 and 9, (reliable safe Infrastructure, sufficient operating revenues and long-term capital funding) for 2009-2011, it is anticipated that a first generation AMP will be created by October, 2008. This will allow the BU to understand more fully the requirements for completing the full AMP and will identify data/knowledge gaps for. Subsequently, a more substantial and complete AMP will be finalized by October 2010 so that this document can be used for the 2012-14 business planning cycle which will likely begin in Q3/Q4 of 2010 and continue through 2011. 2.4 Stakeholder Interests This section of the AMP should include a list of the key stakeholders and what their influence/requirements/aspirations are (e.g. Interests could be financial, service quality, safety, compliance etc) as they relate to the assets of the BU. Some examples of key stakeholders are: Internal Stakeholders • City Council • ALT and Directors • Other departments and business units External Stakeholders Draft Version 0.4 March 2008 Page 30
  • 37. City of Calgary Asset Management Planning Guidelines • Civic Partners • The development industry • Funding partners • Regional partners • Environmental / Health Agencies, • Public Interest Groups 2.5 Accountabilities and Responsibilities for AM This section of the AMP will contain a high level organizational chart, or overview, showing the BU staff with AM responsibilities. This section should also contain a brief description of AM accountabilities and responsibilities (i.e. what are the long term strategic as well as tactical day to day AM activities and who is responsible for them?). 2.6 Details of Asset Management Systems This section of the AMP will contain details of specific AM, or quality, system/certifications that the BU has obtained, third party accredited or not, that are in place to support AM (i.e. has the BU obtained IS9001, 14001, or PAS 55 accreditation? is the BU in the process of gaining accreditation? or are they planning to be?). Draft Version 0.4 March 2008 Page 31
  • 38. City of Calgary Asset Management Planning Guidelines 3.0 MANAGING THE ASSETS LIFECYCLE This section of the AMP will contain information related to the AM activities that are undertaken during the lifecycle of an asset as well as a summary of the asset information that is reported in the ISR. An introductory, summary paragraph should be included for this chapter. 3.1 Existing Asset Information This section of the AMP will contain a summary of the asset information by category pertaining to physical details of assets (including physical condition), asset performance (including capacity and utilization, demand condition and functional condition), and asset value along with brief details of the source of any data used and with an indication of confidence grades of data used. 3.1.1 Asset Details This section of the AMP will contain a detailed summary of the assets owned and/or operated by the BU based on physical characteristics of the assets(e.g. length of distribution main, numbers of fire trucks, key facilities, age, size, location etc...). As well this section of the AMP will contain a detailed summary of the physical condition of the assets. For details of the Condition Rating Scale and associated descriptors see Appendix 2. This section should also contain plots showing distribution of assets by year built, remaining life etc.. so that the information may be easily understood by any reader of the AMP. 3.1.2 Asset Performance This section of the AMP will contain a detailed summary of the asset design capacities and utilization as well as information on asset physical condition, demand condition and functional condition. Ideally, this sections should contain a summary of the information reported within the ISR. 3.1.3 Asset Valuation This section of the AMP will contain a detailed summary of asset value (in terms of current replacement value), information on the valuation Draft Version 0.4 March 2008 Page 32
  • 39. City of Calgary Asset Management Planning Guidelines methodology used to establish values, as well as any key assumptions that were made in determining asset values. 3.2 Operating the Assets This section of the AMP will contained information on the operation of assets including who is responsible for the operation of the assets, the structure of the operational team, whether any operations are outsourced. Detailed cost information for operations should be included in the Section 7.2- Operational Expenditures. 3.3 Maintaining the Assets Since all assets deteriorate with age they will eventually fail if not adequately maintained. Effective asset maintenance management involves balancing the cost of repairs and replacements against the risk of failure. Premature or too frequent repairs and replacements unnecessarily increase maintenance costs, while repairs delayed too long can also increase costs due to excessive deterioration as well as increasing the likelihood of asset failure. As such, the maintenance management practices applied to each asset, or asset group may therefore vary depending on the strategic importance of the asset, the cost/benefit ratio of the planned maintenance and the maintenance/ inspection techniques available. This section of the AMP should include details of which asset groups are subject to condition based maintenance or usage based and which are classified as run to failure. The justification for the adoption of a certain technique should be clearly stated. As a result of improved knowledge and analysis of maintenance trends, inspection and test intervals can be extended, or in some cases shortened. Details of this type of approach should also be included here. Detailed cost information for maintenance should be included in the Section 7.2-Operational Expenditures. 3.4 Renewing/Replacing/Acquiring/Augmenting or Extending the Assets Where demand for service level parameters (capacity, reliability, security of supply etc) increases, the BU should consider the use of both ‘non asset’ and ‘asset’ methods of meeting increased demand. Draft Version 0.4 March 2008 Page 33
  • 40. City of Calgary Asset Management Planning Guidelines This section of the AMP will contain details of any policies covering the following: • Non Asset Solutions: covering such areas as providing customer incentives to reduce demand, customer education. • Operational activities that enable increased demand to be accommodated. • Redeployment and upgrade of existing assets • New assets • New technologies 3.5 Retiring the Assets This section of the AMP will contain a summary of the procedures for how assets are to be disposed of in a responsible manner that includes obtaining the best price for the asset. This section should also include a summary of procedures for how materials such as oil, lead, PCB’s and asbestos will be disposed of in an acceptable manner. Draft Version 0.4 March 2008 Page 34
  • 41. City of Calgary Asset Management Planning Guidelines 4.0 AMP DRIVERS AND ASSUMPTIONS The Asset Management Plan is a combination of both a long term strategic plan as well as a tactical plan. The plan is tactical in nature in that it takes the City’s long term strategic goals and turns them into specific deliverables for managing the City’s’ infrastructure assets cost effectively to achieve the long term goals, but as a BU document it is also a long term strategic document from which tactical project and financial can be derived. The AMP should be reviewed annually taking into account changes to business drivers and improved information. The AMP should be update at least every 3 years, prior to the commencement of the businesses planning cycle, however if required the AMP could be updated more frequently. This section of the AMP will contain details for the drivers and assumption that went into the AMP and the decisions outcomes that have been formulated as part of the AMP. An introductory, summary paragraph should be included for this chapter. 4.1 Asset Management Objective This section of the AMP will contain the specific AM objectives of the BU (e.g. to maintain, replace and develop assets over the long term to meet the required delivery standards and foreseeable future needs at minimum cost). This section will also contain information on the BU’s commitment to either best practice or good practice as well as the objectives for AM improvement? Examples of key AM objectives include: • Continually improve service delivery, • Maintain LOS • Achieve continuous improvement in operating and maintaining assets • Capital projects to deliver fit for purpose assets on time and within budget. (An example could be that when a capital project is required (base maintenance or enhancement), the objective is that the assets fit for purpose assets are delivered from which end user input to the project has been received. • Comply with all statutory requirements 4.2 Asset Management Strategy This section of the AMP will contain details on the BU’s strategies of achieving its AM objectives. Examples of AM strategies include: Draft Version 0.4 March 2008 Page 35
  • 42. City of Calgary Asset Management Planning Guidelines • Adopt a Triple Bottom Line approach when considering asset, refurbishment, replacement or upgrades • Development of staff competencies to ensure the most appropriate management and stewardship of assets • Prioritize areas of greatest risk – refine and update risk mgt framework and risk register • Accept higher levels of risk, following consultation/acceptance of stakeholders • Continue to better understand assets by obtaining better information on condition and hence useful life • Formulate & implement cost effective asset maintenance programs to reduce or mitigate risk of failure to provide agreed levels of service – • Formulate and implement asset replacement programs where asset maintenance programs prove too costly or high risk • Identify and deliver cost effective technologies to deliver better levels of service for similar cost • Formulate and implement economically viable and socially responsible asset development programs that will meet current and future, local and regional requirements • Identify, implement and improve asset mgt systems to provide accurate and timely information for effective AM, asset planning and performance monitoring • Work closer with all levels of staff to enable optimized design and investment in assets • Seek continuous improvements to the AM process 4.3 Business Drivers This section of the AMP will contain details of the key high level business drivers • Environmental stewardship - To minimize the adverse impact of the Corporations operations on the environment • Employees, health & safety - To be an industry best workplace • Stakeholder requirements - To be responsive to stakeholder requirements • Customer service commitment - To provide high quality products and meet customer service level requirements • Business Processes and Asset Management - To manage and maintain the long term integrity of assets • Economic performance - manage the business efficiently at minimum prices and to operate on a least cost philosophy subject to fulfilling other environmental, social and legislative requirements Draft Version 0.4 March 2008 Page 36
  • 43. City of Calgary Asset Management Planning Guidelines • Economic development and growth - Enabling the economic growth of Calgary, but not at the expense of lower levels of service to existing customers. • Business Continuity Planning and Emergency/Incident Planning Other drivers to be considered include ongoing deterioration of existing infrastructure leading to a maintenance backlog, loss of asset related knowledge, stricter regulations e.g. Kyoto, reduced funding sources, global warming and the move towards understanding and ultimately reducing carbon footprint etc. The following six sections should list the specific drivers and provide the framework around which the capital program and change initiatives are formulated: • Regulatory Standards • Employee Health and Safety Targets • Sustainability Targets • Asset Management • Growth • Triple Bottom Line 4.3.1 Regulatory Standards This section of the AMP should list the key/major legislative, standards and agreements related to this BU (extract from the Business Plans) as they relate to AM. These may include statutory requirements at a Federal, Provincial or City level (e.g. Drinking Water Act, PSAB 3150, etc…). 4.3.2 Health and Safety Targets This section of the AMP should contain a summary of the BU’s health & safety policy and show how these relate to the AM activities of the BU. For the AMP, only the health and safety requirements that are driving investment at the asset level should be included. Examples of strategic performance targets related to this business driver include: • To take practicable steps to provide employees with safe working conditions that do not detrimentally affect their health and safety • To have no successful prosecutions under the Occupational Health & Safety Legislation – Linked to the asset investment or change in operations associated with this Draft Version 0.4 March 2008 Page 37
  • 44. City of Calgary Asset Management Planning Guidelines 4.3.3 Sustainability Targets This section of the AMP will contain a list of any specific sustainability drivers and associated initiatives that are applicable to the BU. Examples of these include: • Energy use reduction • Water use reduction • Recycling of materials In the future there will likely be a far bigger focus on sustainability issues and initiatives and therefore this section will take on greater importance for subsequent versions of the AMP, but the first version of the AMP should detail what is currently being done and what is planned. 4.3.4 Asset Management This section of the AMP will contain a list of any specific AM drivers that are applicable to the BU. Examples of these include: • Backlog of maintenance that will need to be addressed over a given timeframe 4.3.5 Growth This section of the AMP will contain a list of any specific growth drivers, over and above general background growth of the City, that are applicable to the BU. 4.3.6 Triple Bottom Line This section of the AMP will include a list of any specific initiatives regarding the implementation of TBL and its likely impact on the approach to managing and replacing/renewing/enhancing the asset base of the BU. 4.4 Assumptions A main input required to develop an AMP are the forward looking planning assumptions. This section of the AMP will contain a list of all of the assumptions that were used by the BU in generating the AMP. Draft Version 0.4 March 2008 Page 38
  • 45. City of Calgary Asset Management Planning Guidelines Early versions of the AMP will likely be based on a number of assumptions in the absence of robust data. These assumptions should also be clearly listed so that any reader of the AMP will understand the context from which the AMP was created. It is also recognized as an overarching assumption that even when the AMP is well advanced the cost forecasts for the first 3 years of the plan will be more developed than those over the remaining 17 years, which will always be indicative only. This assumption will help in the understanding and interpretation of the AMP and its content. Growth related assumptions should be dealt with in the Future Demand section since this is likely to be significant enough for all BU’s to require a specific focus. Draft Version 0.4 March 2008 Page 39
  • 46. City of Calgary Asset Management Planning Guidelines 5.0 LEVELS OF SERVICE (LOS) This section of the AMP will contain information related to the Levels of Service (LOS) that are used within the BU. An introductory, summary paragraph should be included for this chapter. 5.1 Corporate LOS This section of the AMP will summarize the link between Council and Corporate goals and direction and the LOS targets that the BU works to. An example of a Corporate LOS could be to ‘supply water that is fit for human consumption’. Based on this Corporate LOS, the Water BU would then develop specific LOS that relate to their assets and methods of operations. 5.2 Customer Orientated LOS This section of the AMP should make the link between the Corporate LOS and the specific customer oriented LOS that the BU is responsible for. If there is sufficient data to demonstrate the link between historic cost (of base maintenance) and the corresponding LOS, then this should be presented in this section. Ultimately this section will include details of the level of expenditure (capital and operating) required to maintain the LOS, improve the LOS, or in certain circumstances, the savings that could be realized by relaxing a LOS. Also, if applicable, BU’s will ultimately have sufficient cost data behind changes in LOS that they may be able to influence future legislation. This should be referred to in this section if this is likely. 5.3 Asset LOS This section of the AMP will demonstrate the link within the BU between the Customer LOS that is provided and the Asset LOS that is needed, and/or maintained to provide the Customer LOS. While certain BU’s have published Customer LOS that are in line with national standards, have been widely communicated and performance against these is tracked on a regular basis, these LOS may be maintained, or improved, without necessarily having a good understanding of the long term health of the assets and the Asset LOS. An example of this may be excessive levels of asset redundancy, which support a high Customer LOS but do so in an inefficient manner. In order to deliver a required Customer LOS in the most efficient way the BU needs to understand the link between the Asset LOS i.e. what LOS is asset Draft Version 0.4 March 2008 Page 40
  • 47. City of Calgary Asset Management Planning Guidelines capable of delivery and, ultimately, what LOS the customer can expect to receive. An example of an asset LOS could be burst rate of water mains, while the associated customer LOS would be interruption to supply. Once the link between these two different LOS measures is understood then the assets can be managed in a more optimal way i.e. the lowest whole life cost solution may be to live with a higher burst rate, but have increased surveillance and the ability to respond to bursts in order to maintain a fixed customer LOS. Examples of Asset LOS include: • % availability of equipment • % of assets in certain condition grades • Work order backlog • % Predictive maintenance • Level of redundancy (Available capacity/needed capacity) Asset LOS are usually internal measures that assist with the management of assets and would not require Corporate or public sign off. 5.4 Business Performance Targets This section of the AMP will contain a summary of the business performance targets. These targets generally do not necessarily relate to a customer LOS, but are derived from and are consistent with the City's Strategic Goals & objectives. Examples of these include Health and Safety targets, sustainability targets etc. The intention of this section is to include a table of targets/metrics whereas Chapter 4 is intended to provide more descriptive information (i.e. what are these targets/drivers and what does it mean at an asset level). In addition, this section could also contain a summary of how the BU is deciding on appropriate Performance Measures and hence KPI’s to ensure that LOS is met (e.g. the combination of Asset LOS + appropriate performance measures = Customer LOS) The following example of a water mains burst shows the relationship between the Customer LOS, the Asset LOS and the performance measured used to assess each activity separately. Draft Version 0.4 March 2008 Page 41
  • 48. City of Calgary Asset Management Planning Guidelines Asset LOS =freq. of occurrence of bursts Mains Dispatcher Dispatcher Ops repair & Burst Ops on site receives call passes to Ops recharge main Performance Performance Performance Measure Measure Measure Customer LOS In order to achieve a required Customer LOS, the BU can then optimize the combination of Asset LOS and Performance Measures. This can involve either Capital solutions e.g. new or rehabilitated water mains, or Operational solutions e.g. better processes for work schedulers/dispatchers and/or maintenance staff. 5.5 Justifying LOS This section of the AMP will contain details of how the current LOS have been established and what was the basis for the current LOS. This section should also note whether or not these LOS have these been signed off by Council and if are they available in public documents. This section should also contain details of any Willingness To Pay surveys, which demonstrate that the BU’s service offering. are in line with customers requirements. This section should also contain information related to the costs/savings, along with any associated risks, of any changes to the existing LOS, either raising or lowering, as well as providing a clear case for the chosen option. 5.6 Current Performance (Actual vs. Target) This section of the AMP will contain a summary table detailing actual performance of LOS & KPI’s against targets. This table should also include predicted future annual targets (i.e. stable or improving LOS). Draft Version 0.4 March 2008 Page 42
  • 49. City of Calgary Asset Management Planning Guidelines 6.0 FUTURE DEMAND This section of the AMP will contain information related to the Future Demand that will be placed on existing assets as well as the future demand that may indicate a need for additional assets within the BU. An introductory, summary paragraph should be included for this chapter. 6.1 Predicting Demand and the Asset Implications This section of the AMP will contain details of the current demand on the assets. This section will also identify for the plan period, • What is future demand? • Are demand patterns (peaks) likely to change? • Are demographic patterns likely to impact on the assets more than growth? • What does this mean for the asset base and the way in which it is operated? Include any graphs of projected changes. If necessary consider a number of growth scenarios (e.g. High, Medium & Low) to allow an understanding of the sensitivity of asset upgrades to varying levels of growth and to identify any step changes in likely investment. In the absence of Corporate wide growth scenarios, BU’s should agree on appropriate growth scenarios with any associated BU’s e.g. EMS & Fire. The growth scenarios should be tested further at Forums such as the Asset Management Network Include any assumptions about climate change over the planning period. This section should also contain evidence to demonstrate that the optimum approach to accommodating growth has been considered in terms of the economies of scale with regard to building in capacity at day 1, as opposed to taking an incremental approach, which may possibly be more expensive in the long term, but also has the advantage of being able to react to any downturn in demand and does not run the risk of future stranded assets. 6.2 Demand Management Measures This section of the AMP will contain a summary of any measures – existing or planned, that are aimed at mitigating the impact of predicted growth in Draft Version 0.4 March 2008 Page 43
  • 50. City of Calgary Asset Management Planning Guidelines demand for services. These may include customer education regarding use of asset services or may include initiatives such as grey water reuse. Draft Version 0.4 March 2008 Page 44
  • 51. City of Calgary Asset Management Planning Guidelines 7.0 FINANCIAL FORECASTS This section of the AMP will contain information related to the capital and operating expenditure forecasts used within the BU to develop the AMP. An introductory, summary paragraph should be included for this chapter. 7.1 Capital Expenditure (CAPEX) Planning This section of the AMP will clearly identify the degree of accuracy and basis for all expenditure forecasts included in AMP. This section should also contain detailed CAPEX plans for the following 3 years along with indicative CAPEX plans for the following 17 years. 7.1.1 Basis for Development of the Capital Investment Plan (CIP) This section of the AMP will contain details of how the CIP has been developed. This section will highlight whether the program is risk based, and if not what other prioritization methodologies have been adopted (e.g. asset life cycles, condition based). All candidate projects and schemes should be justified before being prioritized. This could justification could include some form of TBL cost/benefit analysis as well as providing the business case rational for the projects/schemes. 7.1.2 Capital Expenditure Allocation This section of the AMP will contain information on the allocation of capital for different asset management initiatives. It is good business practice to have a clear understanding of the drivers of capital expenditure in order to develop efficient asset management approaches. In this section, the capital investment required should be split over two purpose categories; Base Service and Enhancement. Base Service Provision This relates to capital expenditures that are required to maintain the current level of serviceability to customers (i.e. Capital Maintenance). Enhancement This relates to capital expenditures that cause a permanent increase in the current level of serviceability to a new "base" level. Enhancement is further divided as follows: Quality Draft Version 0.4 March 2008 Page 45
  • 52. City of Calgary Asset Management Planning Guidelines This relates to expenditures that are required for compliance with new (i.e. since the base service level was established) legally enforceable quality obligations. Enhanced Levels of Service This relates to expenditures that provide an identifiable, measurable and permanent step change in overall level of service to existing customers above the standard previously provided. Supply/demand balance This relates to expenditures that provide services for new customers with no net deterioration from the current level of service provided to existing customers, as well as expenditure that accommodates the increased use of services by existing customers at the current level of service. Therefore for any given scheme the total scheme expenditure should be proportioned across the purpose categories in relation to the relative magnitudes of each element of the scheme. The level of long term capital maintenance needs to be reassessed each time there is an enhancement program. It can increase, decrease or stay the same Base Maintenance expenditure is not just for assets that are beginning to fail, but can also be used where there is a demonstrable saving in OPEX arising from the project e.g. automation or replacing the asset with a modern equivalent. This form of funding is classified as ‘Spend to Save’ but is still Capital Maintenance. This section should also contain tables showing proposed asset expenditure by asset groupings, with the project costs broken down into the, base, quality, enhanced levels of service and supply/demand balance. The existence of any asset specific master plans should be detailed in this section, as these will provide an indication of timescales and costs for key projects. This section should also detail costs and timescales for any IT investment, asset data improvement projects, business process mapping etc (the justification will be contained in the Asset Management Practices section. 7.1.3 Funding Models This section of the AMP will contain details of the proposed funding model (i.e. what % is required from Corporate, Grant, 3rd parties etc…) that is needed for the CIP. Detailed Capital Investment programs should be included in the appendix. Draft Version 0.4 March 2008 Page 46
  • 53. City of Calgary Asset Management Planning Guidelines 7.1.4 Depreciation Models This section of the AMP will contain a brief description of the approach to modeling the depreciation of the assets and the asset lives used in the models. 7.2 Operational Expenditure (OPEX) Forecasts This section of the AMP will contain detailed OPEX plans for the following 3 years along with indicative OPEX plans for the following 17 years. 7.2.1 Basis for Development of the Operational Expenditure Plan This section of the AMP will contain information on how the current OPEX plan has been put together (i.e. historic spending with a % uplift, historic spend with a zero based uplift, whole budget zero based). This section will also highlight other operation funding activities that are occurring within the BU. Examples of these include: • activity based costing carried out, which then facilitates the use of zero based budgeting • a contingency fund accurately identified and held separately at BU level for unforeseen demand, adverse weather events etc… 7.2.2 Operational Expenditure Allocation This section of the AMP will contain information on the allocation of OPEX for different asset management initiatives. As with CAPEX, it is good business practice to have a clear understanding of the drivers of operational expenditure in order to develop efficient asset management approaches. In this section, the operational expenditures required should be split over three purpose categories; Base, New and Temporary. Base OPEX This relates to the base funding that is required to run (operate & maintain) the existing asset base and to maintain the current level of serviceability. New OPEX This relates to the new funding that is required for: • operating and maintaining a new/refurbished asset (CAPEX funded asset) i.e. the OPEX associated with a CAPEX enhancement Draft Version 0.4 March 2008 Page 47
  • 54. City of Calgary Asset Management Planning Guidelines • providing an enhancement, where it is proven that increased OPEX is the best Whole Life Cost solution for a project. PROPEX This relates to an increase in the OPEX funding that is used to maintain service levels, recognizing that this is greater than base OPEX, as the asset is operating beyond its useful life and needs additional propping up – additional maintenance, higher electricity costs etc.. Often this is a short term measure that is put in place until CAPEX is made available This section of the AMP should also contain tables showing proposed OPEX expenditures. 7.2.3 Funding Models This section of the AMP will contain details of the proposed funding model (i.e. what % is required from Corporate, Grant, 3rd parties etc…) that is needed for operations and maintenance etc Detailed OPEX plans should be included in the appendix. 7.3 Associated Risks This section of the AMP will contain details in change in asset risk and customer risk as a result of the level of investment sought (e.g. risks could be reduced as the result of capital investment, or risks could be seen increasing over early stages of the plan period as the result of deferred investment polices or the lack of funding). The aim here is to explicitly link levels of risk with level of available funding and the intervention options selected. Draft Version 0.4 March 2008 Page 48
  • 55. City of Calgary Asset Management Planning Guidelines 8.0 ASSET MANAGEMENT PRACTICES This section of the AMP will contain information related to the asset management practices used within the BU. An introductory, summary paragraph should be included for this chapter. 8.1 Technology Assets Supporting AM This section of the AMP will contain details as to what key technology assets the BU owns and operates, whether the technology is fit for the BU purpose’s, whether the IT assets are adequately integrated and how the technology assets are managed (e.g. hardware by Corporate IT, software by BU, third party etc.) This section should also include details of any computer models e.g. hydraulic network modeling, demographic models etc) that are used by the BU for the purposes of AM. This section should also list what data model, asset inventory (database software, data easily available?) are being used by the BU. This section should also contain details as to how the BU is keeping current on emerging technologies for AM. 8.2 Data Management Processes Supporting AM This section of the AMP will contain details of where asset information about capacity, condition, performance etc of existing assets held (i.e. what sources does it come from – computer modeling, asset inspections, work records, SCADA systems etc…) This section should also contain details as to how asset data is managed and what data improvement plans are planned (this is linked to Confidence Grades stated in the Appendix 1). 8.3 Business Processes Supporting AM This section of the AMP refers to the BU’s management of infrastructure assets. This section should describe the key processes that support asset management within the BU and contribute to the development and delivery of the AMP. This section should also contain • details of any available Master Plans along with details of their status Draft Version 0.4 March 2008 Page 49
  • 56. City of Calgary Asset Management Planning Guidelines • documentation of work flows, supporting roles and responsibilities, • technology requirements & KPIs 8.4 People Resources Supporting AM This section of the AMP should contain details of the people resources within the BU that are responsible for AM. Examples of specific information that should be included are: • BU organization structure and design (as it impacts AM) • Roles & responsibilities for AM • Competencies of resources responsible for AM This information should be presented for the current BU resources along with the plans for improving the BU’s people resources and AM competencies. 8.5 Risk Management Framework This section of the AMP will focus on the risk management framework that is used by the BU in its AM activities since risk is an integral part of managing the life cycle of infrastructure assets. The purpose of a risk management framework is to ensure that: • All significant risks to the BU are identified • Identified risks are understood both in terms of how likely a specified risk may occur and the magnitude of its consequence • risks to determine risk management priorities • Strategies for mitigating prioritized risks are developed • Progress on the management of risk is monitored and reported Risks should be identified from both a top down and bottom up approach, where it may be appropriate that the senior management team monitor and manage risks at a strategic level and then rely on a more detailed, bottom up asset based approach to ensure that risks are being managed in the most appropriate way. Examples of strategic/top down risks could be : • Failure to deliver water fit for consumption • Failure to be funded adequately • H&S Incidents and accidents • Loss of key staff Draft Version 0.4 March 2008 Page 50
  • 57. City of Calgary Asset Management Planning Guidelines • Loss of reputation Bottom up risks, managed within the departments would then focus on specific assets, projects and initiatives, which if managed correctly will address the strategic level risk. The aim of having both the top down and bottom approach is to ensure that the correct level of resources and effort is being directed at the key BU risks and not just the perceived high risks that exist within individual departments within the BU. The risk management framework should enable the likelihood and consequence of the failures of assets, systems or processes to be evaluated. It will identify the need to review existing controls, develop contingency plans and, where appropriate, to define replacement or improvement programs. The likelihood of a risk event occurring is dependent on asset location, operating environment, condition assessment, along with forecast life. The consequence of a risk event occurring can be assessed in terms of: • Health and safety of staff, customers and the public • Environmental compliance in terms of harm, recovery and community concerns • Systems, assets and project performance and service delivery • Financial and business systems performance • Reputation Risks are addressed through the replacement, rehabilitation or upgrade of assets, and /or by the ongoing monitoring of risk and the development of contingency plans to minimize the consequence of a risk event. Under a risk scoring system, each specific risk would be scored using the product of likelihood and consequences and then the output could be classified from acceptable to non acceptable. 8.6 Emergency Management Plans This section of the AMP will contain information on any plans that exist that set out the organizational structure and procedural arrangements for dealing with AM during/after an emergency event. This section should detail how these plans are kept up to date and what additional CAPEX requirements are linked to making the plans more robust. Examples of these plans may include: • drought management plans Draft Version 0.4 March 2008 Page 51
  • 58. City of Calgary Asset Management Planning Guidelines • flood management plans • contingency management plans Draft Version 0.4 March 2008 Page 52
  • 59. City of Calgary Asset Management Planning Guidelines 9.0. PLAN IMPROVEMENT This section of the AMP will contain a summary of the key actions that are to be progressed in order to address any deficiencies in the Plan. These may include: • asset data improvement plans, • asset surveys, • development of IT solutions, • training programs • business process mapping This section of the plan will also outline how the BU will monitor its own AM activities to ensure that it is keeping up with its initiatives within the AMP. Further details of the Improvement Plans will be included in Appendix 6 Draft Version 0.4 March 2008 Page 53
  • 60. City of Calgary Asset Management Planning Guidelines APPENDICES Draft Version 0.4 March 2008 Page 54
  • 61. City of Calgary Asset Management Planning Guidelines APPENDIX 1 Asset Data Confidence This Appendix to the AMP Guidelines is included to describe and define data confidence grades. The use of confidence grades in qualifying asset data will provide a reasoned basis for the City of Calgary to qualify the reliability and accuracy of asset data and will allow the information to be used in the most appropriate manner for decision making. The confidence grade combines elements of reliability and accuracy. Reliability and accuracy bands are shown in the tables below. Reliability Description band A Sound textual records, procedures, investigations or analysis properly documented and recognized as the best method of assessment. B As A but with minor shortcomings. Examples include old assessment, some missing documentation, some reliance on unconfirmed reports, some use of extrapolation C Extrapolation from limited sample for which Grade A or B data is available. D Unconfirmed verbal reports, cursory inspections Accur Accuracy But acy to or outside band within +/- +/- 1 1% - 2 5% 1% 3 10% 5% 4 25% 10% 5 50% 25% 6 100% 50% X Accuracy outside +/- 100 %, small numbers or otherwise incompatible (see table below) As an example: A2 Data based on sound records etc. (A, highly reliable) and estimated to be within +/- 5% (accuracy band 2); Certain reliability and accuracy band combinations are considered to be incompatible and these are blocked out in the table below Draft Version 0.4 March 2008 Page 55
  • 62. City of Calgary Asset Management Planning Guidelines Compatible confidence grades Accuracy Reliability band band A B C D 1 A1 2 A2 B2 C2 3 A3 B3 C3 D3 4 A4 B4 C4 D4 5 C5 D4 6 D6 X AX BX CX DX BU’s should be aiming to be able to report confidence grades of either A3, B2 or better. Where confidence grades are below these levels, action plans for improvement should be developed. If the BU’s action plans are limited to the achievement of A4, B3, B4 or C2 levels, they should justify this. Any deterioration in confidence grades reported in a subsequent AMP should be explained together with the action plan for improvement. BU’s should employ a quality-assured approach in the methodology used to assign confidence grades, particularly if sampling techniques are in place. Draft Version 0.4 March 2008 Page 56
  • 63. City of Calgary Asset Management Planning Guidelines APPENDIX 2 ASSET CONDITION RATING SCALE This Appendix to the AMP Guidelines could be included by CAM as part of the guidelines in order to provide more consistency with condition rating and a consistent link to the ISR. Draft Version 0.4 March 2008 Page 57
  • 64. City of Calgary Asset Management Planning Guidelines APPENDIX 3 DETAILED CAPITAL EXPENDITURE FORECASTS This Appendix to the AMP could include a more detailed forecast of the capital expenditures expected to be incurred by the BU in order to replace and enhance the existing and growing asset base. Draft Version 0.4 March 2008 Page 58
  • 65. City of Calgary Asset Management Planning Guidelines APPENDIX 4 DETAILED OPERATIONAL EXPENDITURE FORECASTS This Appendix to the AMP could include a more detailed forecast of the operational expenditures expected to be incurred by the BU in order to operate and maintain the existing and growing asset base. Draft Version 0.4 March 2008 Page 59
  • 66. City of Calgary Asset Management Planning Guidelines APPENDIX 5 SUMMARY OF MAJOR ASSET CATEGORIES This Appendix to the AMP could include details of depreciated value, average remaining life, condition etc. This appendix should be consistent with the asset categories that are being used for asset reporting purposes in response to PSAB 3150. Draft Version 0.4 March 2008 Page 60
  • 67. City of Calgary Asset Management Planning Guidelines APPENDIX 6 ASSET MANAGEMENT PLAN IMPROVEMENTS This Appendix to the AMP could include: • Details of Improvement Plans • Links to the Asset Management Assessments. Include details, costs, timescales for improving asset knowledge, competencies, business processes etc Draft Version 0.4 March 2008 Page 61
  • 68. City of Calgary Asset Management Planning Guidelines FOR MORE INFORMATION… For more information on The City of Calgary Asset Management Planning Guidelines, please contact… Cameron Matwie, Corporate Asset Management Phone: (403) 268-3510 Email: cameron.matwie@calgary.ca Feedback, comments and suggestions are encouraged and always welcome! Draft Version 0.4 March 2008 Page 62
  • 69. City of Calgary Asset Management Planning Guidelines Draft Version 0.4 March 2008 Page 63