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A PRIMER: ASSET MANAGEMENT AND BUILDING ONTARIO PROVINCIAL FUNDING REQUIREMENTS

Asset Management Case Study

Debbie Korolnek P.EngDirector of Engineering Services

Town of Bradford West Gwillimbury


In This Presentation

1. Overview of our Town, Vision and Goals2. Asset Management Strategy & Plan 3. Major Findings 4. Lessons Learned


Bradford West Gwillimbury is:

• A vibrant and thriving community• Designated for significant ICI

and residential development under Places to Grow

• Home to the Holland Marsh, also known as Ontario’s Salad Bowl

• A population of 28,000• A lower-tier municipality in the

County of Simcoe.


Asset Base & Support

-$160,000,000-

• 55 full time positions in Engineering Services

• Main divisions are Roads, Water Wastewater, Development Engineering, Capital Construction

• Corporate Asset Value


Capital Budget

• A total of $58.6M of gross capital expenditures is anticipated for 2013

• Over the next five years anticipate spending more than $333.7M on capital projects


COMMUNITY & ASSET MANAGEMENT PLANNING


Community Vision

• Balanced economic development• Improving and expanding

recreational and cultural programs and services

• Providing/facilitating infrastructure that meet the town's current and future needs


Asset Management Strategy & Plan Objectives

• Create a shared vision for asset management

• Build understanding of the links between the services we provide and the resources to deliver them

• Define the resources and technology to support our vision


Asset Management Vision is to

• Have a practical Asset Management Program while following leading principles and practices

• Meet the community’s current and future infrastructure needs by achieving sustainable and cost effective service


ASSET MANAGEMENT JOURNEY


Project: AM Strategy & Plan

• Dedicated internal project manager (part time)

• Core project team with staff from Engineering (capital, GIS, water and wastewater), Finance, Leisure services, IT and Fire – about 10 staff

• Stakeholders from across the Corporation – about 25 all together


AM Project Methodology

• Generate asset data, program information and practices descriptions

• Structured workshops to validate understanding with the stakeholder group

• Evaluation and analysis to develop a roadmap


What did we find?

No real surprises• behind in financial

reserves• inventory data was not

the quality needed• limited documentation to

AM related business processes

Key Outcomes• order of magnitude

calculation of what the financing gap is

• specific practice recommendations

• A road map to improve


AM Roadmap

• The roadmap is a series of recommendations laid out over the coming years just like a CIP

NOW 2013 2014-2017 2017+

Programs

Asset Monitoring

Technology


AM Program

Beginning Initializing

Awareness of importance of program processes and practices. Initializing application of knowledge and practices with dependence on individuals with little or no sustainment, low results predictability, and little to no repeatability.

Defining & Developing

Principles are defined. Processes & practices are well understood, being developed or in place, and results are repeatable. Integration is understood, partially in place but incomplete.

SustainingExcellence & Optimizing

Use of defined processes is required and monitored. Processes, activities & other capabilities are in place, effective and fully integrated. Routine analysis of existing practices and processes to continuously improve and deliver optimal whole life value.

From here

To here

The Roadmap

is the series of projects

and activities to

guide us forward


What are the outcomes?

• Planning for a CMMS

• Increasing contribution to reserves!

• Strengthening our CIP process

• Drafted an Asset Management policy


WHAT ADVICE WE WOULD GIVE FROM WHAT WE LEARNED


Set Realistic Goals

• Several of these recommendations is enough to reach capacity on budget and staffing


Asset management for small municipalities is not the same as for large

• Practical program development needs to consider the tax base - every $165,000 expenditure in BWG represents a 1% tax increase – Original consultant recommendations suggested a work program

in the millions

• Adjust the work program to your budget:– borrow expertise from other municipalities– do as much of the planning work in house as you can


Meet in the Middle

Top Down

Bottom Up


Communications is Key

• Anticipate Council Position – We mixed the message with Council between the

funding gap and the need for new staff– Concentrate on the biggest need, in our case the

funding gap

• Engage staff early– Open communications all of the time help staff to see

the need, right from the beginning


Involve the Whole Corporation

• If we hadn’t had finance staff at the table, we would not have been able to sell the idea of a tax increase to build reserves

• We are making decisions about CMMS software so that we can get one system to service several Departments


Take advantage of funding programs!

• Building Together: Municipal Infrastructure Investment Initiative

• Infrastructure Canada Fund• Others?


QUESTIONS?

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