The document discusses developing asset management plans by focusing on service levels. It covers three modules: foundations of asset management, long range financial planning, and bringing it all together through asset management planning. The modules discuss topics like asset management principles, financial condition, service-based planning, asset condition, and capital budget prioritization. The goal is to develop asset management plans that ensure service levels are maintained through optimal investment in infrastructure assets.
Checklist Asset Management for educational purposes - ISO55000Cyrus Sorab
Thank you Martine van den Boomen for this nice checklist for ISO 55000 standards
"Dear all,
For fun and sharing: a checklist that (in my view) captures the highlights of the ISO 55000-series. This instrument allows for a quick assessment for compliance to the standard. It is a great tool for communication and education. Students like it. It can guide interviews. I prepared an English version on request and it would be waste not to share it. I hope you'll enjoy it and improve it.
https://lnkd.in/gkTw-ha"
An overview of ISO 55000 designed to help you manage risk and realize the value of your organization's assets. Presented by Randy Heisler at the 2014 AREGC Conference in Louisville, KY.
This presentation outlines the current state of equipment performance and reliability in the pharmaceutical and biotech industries, and the opportunity to leverage new international standards such as ISO 55000 to create asset management programs that are directly connected to corporate business strategies.
Also provided is an example of how to create a business case for improving asset reliability through increasing equipment availability. Outlines of both strategic and tactical approaches for asset management and equipment reliability improvements are also included.
Asset management is a process for tracking and monitoring a company’s fixed and/or moveable assets for financial accounting, preventive maintenance, and theft deterrence purposes. Asset management is important for compliance and managing the bottom line, but it becomes especially complex for organizations with multiple locations, fleets, field service workers, or other complex asset situations.
In this Institute of Asset Management endorsed course, see examples of asset management strategies, learn the asset management policy components, and develop a draft policy for your organization.
Guido van den Belt (Head of Management Services Germany, OutSmart GmbH) presented a case study Building Your ISO 55000 Asset Management Quickly at the Asset Management for Power Utilities Conference in Prague on 23rd February 2016. He focused on the advantages of ISO 55000 for wind energy assets and how to create a world-class asset management system.
Checklist Asset Management for educational purposes - ISO55000Cyrus Sorab
Thank you Martine van den Boomen for this nice checklist for ISO 55000 standards
"Dear all,
For fun and sharing: a checklist that (in my view) captures the highlights of the ISO 55000-series. This instrument allows for a quick assessment for compliance to the standard. It is a great tool for communication and education. Students like it. It can guide interviews. I prepared an English version on request and it would be waste not to share it. I hope you'll enjoy it and improve it.
https://lnkd.in/gkTw-ha"
An overview of ISO 55000 designed to help you manage risk and realize the value of your organization's assets. Presented by Randy Heisler at the 2014 AREGC Conference in Louisville, KY.
This presentation outlines the current state of equipment performance and reliability in the pharmaceutical and biotech industries, and the opportunity to leverage new international standards such as ISO 55000 to create asset management programs that are directly connected to corporate business strategies.
Also provided is an example of how to create a business case for improving asset reliability through increasing equipment availability. Outlines of both strategic and tactical approaches for asset management and equipment reliability improvements are also included.
Asset management is a process for tracking and monitoring a company’s fixed and/or moveable assets for financial accounting, preventive maintenance, and theft deterrence purposes. Asset management is important for compliance and managing the bottom line, but it becomes especially complex for organizations with multiple locations, fleets, field service workers, or other complex asset situations.
In this Institute of Asset Management endorsed course, see examples of asset management strategies, learn the asset management policy components, and develop a draft policy for your organization.
Guido van den Belt (Head of Management Services Germany, OutSmart GmbH) presented a case study Building Your ISO 55000 Asset Management Quickly at the Asset Management for Power Utilities Conference in Prague on 23rd February 2016. He focused on the advantages of ISO 55000 for wind energy assets and how to create a world-class asset management system.
In this presentation you will learn:
- The 4 key documents and the benefits of the ISO 55000 standard
- To develop an Asset Management Policy & associated communication plan
- To identify the value of stakeholder analysis & leadership alignment
- To explain the critical foundational concepts in asset management systems
Implementing Asset Management System with ISO 55001PECB
Over the past several years, the asset management industry has fundamentally changed shape, it is critically more important than ever before. ISO 55000 defines Asset management as the "coordinated activity of an organization to realize value from assets". In turn, Assets are defined as follows: "An asset is an item, thing or entity that has potential or actual value to an organization". This webinar explores ISO 55001 and Asset Lifecycle Management. Moreover, the webinars gives a brief introduction of the six elements into which ISO 55001 divides asset management system.
Main points covered:
• Explore ISO 55001
• Asset Lifecycle Management
• Explore the concept behind information Assets
• Who is an Asset Manager and what the responsibilities of an Asset Manager are
Presenter:
Orlando Olumide Odejide is a PECB Certified Trainer. He is an experienced Enterprise Architect and Programme Director working on various technology solutions for client in the Financial Services, Manufacturing and Public Sectors.
Link of the recorded session published on YouTube: https://youtu.be/hYaNNwQK1Ns
Governance Culture & Incentives- Fundamentals of Operational RiskAndrew Smart
Governance, Culture & Incentives. -Fundamentals of Operational Risk. This presentation provides some practical tools to answer three key questions and create alignment.
This PPT deck displays sixty five slides with in depth research. Our Cost Management PowerPoint Presentation Slides presentation deck is a helpful tool to plan, prepare, document and analyse the topic with a clear approach. We provide a ready to use deck with all sorts of relevant topics subtopics templates, charts and graphs, overviews, analysis templates. Outline all the important aspects without any hassle. It showcases of all kind of editable templates infographics for an inclusive and comprehensive Cost Management PowerPoint Presentation Slides presentation. Professionals, managers, individual and team involved in any company organization from any field can use them as per requirement. http://bit.ly/378cCeY
Prepare for the IAM Certificate exam. Learn the principles and practice of asset management in alignment with PAS 55, ISO 55000 and the IAM competency framework.
What is Value Management?
John Heathcote, Senior Lecturer at Leeds Metropolitan University and Adam Roberts, Project Manager at London Underground discuss the salient features of ‘Value Management’ at the APM event on 22nd May 2014, in London.
This handout was provided at the OCNC Business Emergency Preparedness Series workshop hosted by the Orange County Emergency Services and The Chamber on April 11, 2019.
This presentation details the benefits of ISO 55000 certification through the Andrew James Advisory Group. A training organization based in North America.
In summary ISO 55000 is the standard for A.M. and is applicable to ALL organization where assets are a key or a critical factor in achieving its business goals and corporate alignment. Our training goes beyond reliability management
Electronic Records Management An OverviewKen Matthews
It's estimated that more than 90% of the records being created today are electronic. Coupled with the overwhelming growth of electronic messages - most notably e-mail and instant messaging - the management of electronic records has become a critical business issue. How that information is managed has significant business, legal, and technology ramifications. Ultimately, it doesn't matter what medium is used to create, deliver, or store information when determining if content is a record and should be managed accordingly. Electronic Records Management is not a total solution – it must work in concert with good records management programs, good agency business practices, and reliable information technology infrastructures.
This presentation is intended to provide a foundation to address the challenges of effective Electronic Records Management particularly, but not exclusively in a government context.
Integrated Management Systems (IMS) by Valio Competitive Intelligence. We aggregate many benefits to the companies that decide for implementation of this important management tool.
In this presentation you will learn:
- The 4 key documents and the benefits of the ISO 55000 standard
- To develop an Asset Management Policy & associated communication plan
- To identify the value of stakeholder analysis & leadership alignment
- To explain the critical foundational concepts in asset management systems
Implementing Asset Management System with ISO 55001PECB
Over the past several years, the asset management industry has fundamentally changed shape, it is critically more important than ever before. ISO 55000 defines Asset management as the "coordinated activity of an organization to realize value from assets". In turn, Assets are defined as follows: "An asset is an item, thing or entity that has potential or actual value to an organization". This webinar explores ISO 55001 and Asset Lifecycle Management. Moreover, the webinars gives a brief introduction of the six elements into which ISO 55001 divides asset management system.
Main points covered:
• Explore ISO 55001
• Asset Lifecycle Management
• Explore the concept behind information Assets
• Who is an Asset Manager and what the responsibilities of an Asset Manager are
Presenter:
Orlando Olumide Odejide is a PECB Certified Trainer. He is an experienced Enterprise Architect and Programme Director working on various technology solutions for client in the Financial Services, Manufacturing and Public Sectors.
Link of the recorded session published on YouTube: https://youtu.be/hYaNNwQK1Ns
Governance Culture & Incentives- Fundamentals of Operational RiskAndrew Smart
Governance, Culture & Incentives. -Fundamentals of Operational Risk. This presentation provides some practical tools to answer three key questions and create alignment.
This PPT deck displays sixty five slides with in depth research. Our Cost Management PowerPoint Presentation Slides presentation deck is a helpful tool to plan, prepare, document and analyse the topic with a clear approach. We provide a ready to use deck with all sorts of relevant topics subtopics templates, charts and graphs, overviews, analysis templates. Outline all the important aspects without any hassle. It showcases of all kind of editable templates infographics for an inclusive and comprehensive Cost Management PowerPoint Presentation Slides presentation. Professionals, managers, individual and team involved in any company organization from any field can use them as per requirement. http://bit.ly/378cCeY
Prepare for the IAM Certificate exam. Learn the principles and practice of asset management in alignment with PAS 55, ISO 55000 and the IAM competency framework.
What is Value Management?
John Heathcote, Senior Lecturer at Leeds Metropolitan University and Adam Roberts, Project Manager at London Underground discuss the salient features of ‘Value Management’ at the APM event on 22nd May 2014, in London.
This handout was provided at the OCNC Business Emergency Preparedness Series workshop hosted by the Orange County Emergency Services and The Chamber on April 11, 2019.
This presentation details the benefits of ISO 55000 certification through the Andrew James Advisory Group. A training organization based in North America.
In summary ISO 55000 is the standard for A.M. and is applicable to ALL organization where assets are a key or a critical factor in achieving its business goals and corporate alignment. Our training goes beyond reliability management
Electronic Records Management An OverviewKen Matthews
It's estimated that more than 90% of the records being created today are electronic. Coupled with the overwhelming growth of electronic messages - most notably e-mail and instant messaging - the management of electronic records has become a critical business issue. How that information is managed has significant business, legal, and technology ramifications. Ultimately, it doesn't matter what medium is used to create, deliver, or store information when determining if content is a record and should be managed accordingly. Electronic Records Management is not a total solution – it must work in concert with good records management programs, good agency business practices, and reliable information technology infrastructures.
This presentation is intended to provide a foundation to address the challenges of effective Electronic Records Management particularly, but not exclusively in a government context.
Integrated Management Systems (IMS) by Valio Competitive Intelligence. We aggregate many benefits to the companies that decide for implementation of this important management tool.
EBS Answers Webinar Series - Ace your Audit: Preparing Your Oracle E-Business...eprentise
During a traditional audit, users of Oracle E-Business Suite run into the same pain point: they struggle to identify and extract accurate data out because there are not adequate controls around reporting. The data usually ends up coming from multiple places, the level of detail needed isn’t found in the system, and significant time is spent by high-dollar resources to prepare for the audit. However, there are ways to leverage EBS to run industry standard audit procedures and proactively identify areas of non-compliance in advance for a smoother process. In this session, explore the recommended year-round practices and tools available to ace your audit.
Strategy Implementation for Institutional Services Department of PANELCO IIIJo Balucanag - Bitonio
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Dr. Nazareth Nicolian was the speaker at PMI Lebanon Chapter monthly lecture and gave a lecture titled “Local Challenges and Trends in Project Management”
Lecture Outline
* Local PM Challenges
* International Trends in PM
* Critical Success factors in PM
Lecture Objectives
* Discuss some of the challenges that local organizations face in managing projects
* Explore international trends in PM and discuss their applicability in Lebanon
* Discuss the need to move from PM to Benefits Management (BM)
* Discuss the Benefits Management practices
Rapid Benefits of Alternative Shared Services Models - 3.10.2016Chazey Partners
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Patrick Waggoner and Mitchell Harrison, of the U.S. Economic Development Administration, provided this presentation on the impact of revolving loan funds during Create, Challenge, Change: Economic Development Conference for the Denver Region in August 2016.
Portfolio Rationalization - Making Sound Financial and Strategic Decisions in...Robert Greiner
This presentation outlines a methodology and set of frameworks useful for making strategic product portfolio rationalization decisions in times of uncertainty intelligently and quickly (rapid vs. rushed) regardless of organization size.
Additionally, we provide thoughts and ideas around the current emergent state of the world & market due to COVID-19 and how organizations can effectively navigate through three key phases.
n today's economy, it's tough for homeowners to find financing for their energy efficiency and renewable energy upgrades. This free workshop introduces a wide variety of residential clean energy financing products for energy efficiency, solar PV and solar thermal installations.
We will also cover current clean energy rebates that also help bring down project and financing costs, improve the customer's ROI and increase the chance for contractor sales. Don't miss this opportunity to ask questions and talk with representatives from financial institutions over a networking lunch. Breakfast will also be provided.
Space is limited, so register soon!
Who Should Attend?
Contractors working in the clean energy industry including:
Home Performance Contactors
Energy Advisors
HVAC Contractors
Insulation Contractors
BPI Certified Professionals
Solar Contractors
Solar Integrators
Anaplan and Deloitte webinar: The fundamentals of zero-based budgetingAnaplan
Executives are re-embracing zero-based budgeting (ZBB) to empower department leads to take control and ownership of their budgets in order to reduce unnecessary costs and rationalize activities throughout the value chain. However, without the right tools in place, completing a full ZBB cycle can be challenging for many organizations.
Join Anaplan as we host a webinar featuring Ed Majors and Ron Dimon from Anaplan partner, Deloitte. They will discuss how to successfully deploy ZBB and embrace cost management as a strategic play.
It’s Lean, Jim, but not as we know it.
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Get Ready for Solvency II with Oracle's Hyperion Profitability and Cost Manag...Alithya
Organisations today are preparing for the Solvency II regulatory requirements by looking at the controls, processes, and methodologies involved with their various accounting, finance, and reporting functions, and making provisions to simplify, standardize, and wherever possible, automate. Ranzal Vice President and Oracle ACE, Mike Killeen provides an overview of HPCM and discuss how companies can leverage the tool for the Solvency II requirements. This presentation is for the UK market.
1. Developing
Asset Management Plans
by
Focusing
on
Service
Ed Archer, CMA
General Manager, Corporate Services
&
Blaine Parkin, P.Eng.
Director, Corporate Asset Management
2. Introduction
Module 1: Foundations of Asset Management
Asset Management Principles
Module 2: Long Range Financial Planning
Financial condition
Financial Policies
Long-range Financial Plan
Service-based planning
Module 3: Bringing it all Together
Asset Management planning
Asset condition
Capital budget prioritization
3.
4.
5. Growth
Regulation
Aging / Deteriorating Infrastructure
Public Expectation
Funding Levels
Budget Demands
Levels of Service
Sustainability
6. Focus on Short-term Issues
Strategic Planning not linked to Asset Planning
Segmented Organization - Silos
Reactive Approach
Risk???
Life-Cycle Analysis???
7. 1. Understanding of the Risk Profile associated with
your Asset Portfolio and how it will change?
2. Business consequences of reducing capital
investment or maintenance budgets?
3. Are planned asset expenditures justified to
external stakeholders?
4. Which investment projects should be deferred
during periods of funding restraints?
5. Is appropriate asset data (knowledge) available to
support decision making?
6. Do your people have the right competencies and
capabilities?
The Institute of Asset Management
8. Multi-disciplinary – Crosses departmental and discipline
boundaries.
Systematic – rigorously applied in a structured
management system.
Systems-oriented – looking at assets in their systems
context.
Risk-based – incorporating risk into decision making.
Optimal – Seeking the best compromise between
conflicting objectives.
Sustainable – delivering optimal asset life-cycle value.
Integrated – The puzzle needs to work as a whole.
The Institute of Asset Management
9. Effective Asset Management:
Relies on sound data and judgment that considers
technical, operational and financial performance
Holistic discipline - Requires enterprise collaboration
Draws from business and financial management, but
also technical, engineering, operations and
maintenance.
Uses a long-term view to evaluate asset performance,
cost and community sustainability
Influences, and is influenced by, corporate financial
condition
10. Effective Asset Management:
Engages Council in a dialogue about services and
service levels
Recognizes and manages limited resources by
systematically establishing priorities
Minimize Total Cost of Ownership while
realizing maximum potential useful life
11.
12. “Financial condition is a government’s financial
health as assessed by its ability to meet its
existing financial obligations both in respect of
its service commitments to the public and
financial commitments to creditors, employees
and others.”
- Public Sector Accounting Board (PSAB)
13. Factors Influencing Financial
Condition
Financial Policies
Government
Financial
Condition
Service and Economic
Quality Levels Factors
14. Degree to which we can maintain current
financial obligations and existing service
commitments without increasing the debt
or tax burden
◦ Financial assets-to-liabilities
◦ Net debt-to-total revenue
◦ Total debt per household
16. Degree to which we can increase financial
resources to respond to rising
commitments by either expanding
revenues or increasing debt
◦ Debt charges-to-Total revenue
◦ Municipal taxes as a % of household income
◦ Total Municipal Revenue-to-Taxable Assessment
17. 0.08
0.06
3.6%
0.04 3.1% 3.1% 3.2% 3.2% 3.4% 3.5%
0.02
0
2006 2007 2008 2009 2010 2011 2012*
Debt Charges:Total Revenue
Municipal Taxes as a % of Household Income
Total Municipal Revenue:Total Assessment
* 2012 projected
18. Degree to which we are dependent on,
and therefore vulnerable to, sources of
funding outside our control
◦ Government Transfers-to-Total revenue
21. Factors influencing plans and priorities
◦ Council’s Goals and Strategies
◦ Asset renewal and capacity management needs
◦ Growth management for annexed lands
◦ Employee survey feedback
◦ Accessibility for Ontarians with Disabilities Act
Operating cost changes
◦ Service Partner budget increases
◦ Negotiated wage adjustments
◦ Transit contract increase
◦ Increases in utilities, maintenance
◦ New facilities
Focusing on Service
22. An effective business plan that clearly
and concisely explains:
◦ how a department plans to use the resources
under its control,
◦ the extent to which intended goals and objectives
will be achieved and at what cost.
23. Financial information alone does not tell the whole story
For a complete picture of performance, you need a
multidimensional report that includes financial and non-
financial information
Citizens, Council and executives expect more and better
information about the results produced by municipal
programs and services, not just their cost
24. Operating Budget Service-Based Budget
Emphasis is on: Controlling money Producing a defined
level of output
Basic reporting unit: Object code Process
Efficiency: Not measured Cost per unit of output
Effectiveness/Quality Not measured Performance Indicators
:
25. Explains the relationship between resources (costs), services and service
levels
◦ Groups activities/branches within the Operating Budget Application to
Workplan based on services
◦ Describes the impact of a change in resources on process volumes,
which should have a direct relationship to services and service levels
Align workplan processes and performance indicators
◦ Uses indicators to describe services where discretionary changes are
possible
◦ Clarify understanding about impacts/consequences of changes
27
26. •Service Groups
Enterprise Services
•Service levels
•Cost and quality indicators
Department •Categories (staff time + costs)
•Service Levels
Services •Service Quality
•Staff costs
Operating Budget •Non-staff costs
•Program Changes
Workplan
•Staff Time for Processes
•Staff Time for Projects
27. A – Define
Processes B – Identify
Dept/Enterprise Service Projects
Tag
Category/Subcategory Tag
Client Input/ Strategic Plan/
Process List In Year Requests
Service Requests Dept. Priorities
Dept/Enterprise Service
Resource Requirements Tag
For Processes Project List
Resource Availability Prioritize In Year
Prioritized List Requests
For projects
Resource Allocation
& Capacity Planning Priorities
for Projects 1
2
3
4 Waterline
Process
Project List 5
Resource Requirements
6
Work Plan
28. Enterprise Service Department Service Enterprise Service Department Service
Asset Planning and Management Policy Development and Management Environmental Operations Solid Waste Collection and Disposal
Data Management and Analysis Waste Reduction and Disposal
Capital Budget Fire & Emergency Services Suppression
Infrastructure Planning Prevention
Facility Development Training
Design and Construction Emergency Planning
By-Laws & Regulations By-law Enforcement Dispatch
Prosecution Services Taxation Services
General Public/Transaction Services
Regulatory Investigations Water and Wastewater Billiing
POA Reception
Corporate Communications Communications Switchboard
Intergovernmental Affairs Governance Council Secretariate
Corporate Finance Corporate Finance and Accounting Leisure/Recreation Recreation Programs
Internal Audit Facility Operations - Recreation
Corporate Sustaining Services Purchasing Facility Maintenance
Compensation Management Parks Park Maintenance
Recruitment Permits & Inspections Regulatory Inspection
Health and Safety Permit Application Processing
Labour and Employee Relations Regulatory Review (Building)
Employee Development and Support Planning and Economic Development Range Planning
Long
IT Application Delivery and Data Management Planning Application Processing
Infrastructure Tool Access (Data/voice) Marketing
Professional Legal Advice Business Development
Real Estate Services Facilitation
Driver and Technician Training Data Provision
Fleet Management Roads Surface Maintenance
Mail & Print Storm Water Management Storm Water Management
Records and Information Transit Transit
Facilities Operations - Corporate Winter Control Winter Control
Culture Event Management
Culture Community Support
Focusing on Service
29. Highest
Parking
Clerks
Parks
Leisure/Recreation
Service Level
By-law
Enforcement
Building
ICT
Waste Mgmt
Purchasing Planning
Facilities Human Res. Legal Svcs.
Wastewater Culture
Winter
Fire Control
Water Roads
Accts. Payable
Storm Water Accts. Receivable
Transit
Lowest Highest
Efficiency
Focusing on Service
30. 47% of the
residential property
tax bill funds City
services
35% funds Service
Partners (Barrie Police,
County of Simcoe, Barrie Public
Library, GO Transit, Airport, Education
Conservation Authorities, Tourism
Barrie, RVH Expansion, Health Unit) City Services
18% funds education Service Partners
Focusing on Service
31. 72%
72% of revenues from
8%
property tax
1%
7%
Revenue from fees, 1% 3% 2% 2% 4%
service charges
consistent with 2012 Property tax Corporate Revenues
Fees, Service Charges Reserves/Reserve Funds
budget Fines
Licenses/Permits
Interest & Investment Income
Other
Other Gov't Funding
Focusing on Service
32. New strategies to manage sustainability are
required for 2012 and beyond
◦ Introduce an asset management charge to support
asset renewal funding requirements
◦ Increase contributions to reserves at least equivalent to
annual amortization charges
◦ Limit or eliminate development charge discounts
◦ Continue developing our asset management strategy to
ensure we maximize the useful lives of our assets and
minimize their lifecycle costs
Focusing on Service
33. “…a place where people want to live and
work; it meets the needs of its citizens,
now and in the future. It is sensitive to the
environment and reaches for a higher
quality of life.”
34. Several influencing factors drive
assessments of financial condition:
◦ PS3150 – Tangible Capital Assets
◦ Assessment growth
◦ Community composition
◦ Organization growth and the form of local government
service delivery
◦ Community expectations about services and service
levels
35.
36.
37. STRATEGIC PLANNING
CITY VISION
The City of Barrie will be progressive, diverse and prosperous with opportunities for all
citizens to build a healthy and vibrant community.
GOAL GOAL
GOAL GOAL GOAL
Improve and Expand Manage Growth and
Create a Vibrant and Strengthen Barrie’s Direct and Manage
Community Involvement and Protect the
Healthy City Centre Financial Condition Economic Development
City Interactions Environment
STRATEGIES STRATEGIES STRATEGIES STRATEGIES STRATEGIES
· Improve integration · Balance service · Develop a customer service · Complete secondary · Attract and promote sector
between downtown and demands with financial strategy and enhance plan for annexed lands clustering
the waterfront resources customer experiences · Bring new employment · Engage businesses,
· Actively promote the · Develop affordable long · Improve and enhance lands to market institutions and all levels of
downtown and range plans that reflect communications with public · Explore partnerships for government to establish a
waterfront to our changes in our · Increase opportunities for joint servicing competitive local economy
residents and visitors community’s growth and/ public input/feedback on City arrangements · Establish Barrie as centre
· Encourage a mix of land or economy initiatives · Expand transportation of excellence in innovation
uses in the downtown · Diversify revenues choices, including active and entrepreneurship
· Enhance safety in the · Pursue innovation transportation · Develop Lake Simcoe
downtown through our Journey of · Advance intensification Regional Airport as an
Excellence projects in accordance employment hub
with existing policies
Business Plan and Budget
Action Items and Work Plans
38. Public
Performance Strategic
Reports Plan
Individual
Strategic
Performance Planning (a)
Evaluations
Env. Scan/
Survey
Learning and
Adjusting
Annual
Performance Planning (b)
Reporting (d)
Program Workplan
Delivery
Measuring,
Monitoring and Budget
Mgmt. Assessing
Results (c)
Other Reports
Performance
Data Indiv.
PAs
Focusing on Service
39. Council’s Corporate Sustaining
Council
Strategies Services, Service
Levels
Business Plan (includes the Budget)
Council +
Capital Performance Program Staff
Plan Plans Changes
Workplans Balanced Scorecards
Staff
Corp. Dept. Non- Planning
Systems Systems routine Data
data
Focusing on Service
43. City of Barrie Assets = $3.0 Billion
◦ Infrastructure Assets = $2.1 Billion
◦ Road Assets = $1.0 Billion
◦ 30% constructed / assumed within last decade
Challenges
◦ Past Budget decisions
◦ Historic growth patterns
◦ Changes in financial reporting
◦ New Growth
Opportunities
◦ Sense of Urgency
◦ Time
◦ Changes in financial reporting
44. Past Approach New Approach
Reactive Started in late 2008
No pressure to replace Corporate Approach
Level of knowledge
45. Demonstrate good stewardship over the City’s existing
assets to support services at desired levels
Additional capacity needs of the City are provided for in
a sustainable manner
Develop an optimal investment program
Produce a Capital Plan that is:
◦ Reliable and executable
◦ Addressing the City’s most critical needs
◦ Matched with available financial resources
◦ Aligned with advancing Council’s Strategic Goals
48. Elements
Lifecycle of an AM
AM System
Processes
& Practices
Strategic
Asset
Management
Planning
Framework
49. What is the current state of my assets?
What is my required level of service?
Which assets are critical to sustain performance?
What are my best O&M and CIP investment strategies?
What is my best long term funding strategy?
50.
51. Asset Register
◦ Asset Hierarchy
◦ Record Layout
Failure Modes
◦ Physical Mortality
◦ Capacity
◦ Level of Service
◦ Financial Efficiency
Residual Life
Lifecycle & Replacement Costs
53. Focus on Service
◦ Which assets are most critical to service delivery?
Uniformity in dealing with different assets
Integrated approach
Prioritization of investment to address critical assets first
Relationship: Risk Exposure – Funding Scenarios
54. Probability of Failure
◦ Asset Failure Modes
◦ Remaining Lives
Consequence of Failure
◦ How does the asset contribute to service delivery?
55.
56.
57.
58.
59.
60.
61. Optimized Decision Making
Plan Analysis
Identify Options
◦ Costs
◦ Benefits
◦ Timing
Apply Model
Sensitivity Analysis
62. Immediate needs
• Increased operating budget pressures:
– Unprecedented growth from 2001 - 2006
– Limited land supply for future growth
– High fixed costs, or costs growing at rate that exceeds inflation
– High reliance on the tax rate as a source of revenue combined
with significant pressure to control tax rate increases
– Aging infrastructure that requires replacement at the same
time as new infrastructure is required to support growth
– Reliance on debt financing, combined with
development charge discounts
– General economic conditions
63. Several factors influencing financial
condition require coordination and
cohesive planning if they are going to be
effectively managed.
64. • Council’s main contribution is a long-term vision
and a set of priorities
– Do our strategic priorities provide sufficient, appropriate
direction for building a long range financial plan?
– Have we costed our strategic priorities?
• Stick to the plan, once established
• Demand the annual Budget and Business Plan
reflect the strategies identified in the Long Range
Financial Plan
– Update plans regularly
65. O&M Investment
Balance preventive, predictive and corrective
maintenance
Reporting and recording O&M costs
Minimize overall lifecycle costs
Maintenance Strategies System Performance
Analysis of the causes of asset failure and develop
specific response plans
Develop guidelines for work management
66. Capital Investment
Identify alternative options
Develop lifecycle options (costs, benefits and timing)
Application of lifecycle cost model
68. Full economic costs and revenues associated with
service delivery
Absorb annual variations by using an average lifecycle
cost estimate
Holding account for the total demand in funds required
for service delivery
◦ Optimized renewal of existing assets
◦ Expectations for new assets
Full costs of asset services are allocated to and
recovered from users who receive benefits from the cost
69.
70. Touches all parts of the organization
Clear connectivity: Strategic Plan to Daily activities
Higher performance levels
Lower Total Cost of Ownership
Greater consistency
Increased confidence and credibility
Optimized Decision Making:
◦ Costs
◦ Risks
◦ Performance
◦ Sustainability
71. Managing services, not just costs
It’s not about the assets
Success lies in collaboration
◦ Process
◦ Culture
Management approach drives data
requirements