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CITY OF GUELPH CORPORATE POLICY AND PROCEDURE
POLICY
Strategic Asset Management Policy
CATEGORY
Corporate
AUTHORITY
All Departments
APPROVED BY
City Council
EFFECTIVE DATE
May 07, 2018
REVISION DATE
April 05, 2018
Alternative formats are available as per the Accessibility for Ontarians with
Disabilities Act by contacting Daryush Esmaili at 519-822-1260 extension 2765.
1 TERMS AND DEFINITIONS
For consistency, terminology in all official asset management documents shall be
consistent with ISO 55000:2014(E) - International Standard for Asset
Management1.
For the purposes of this document, the following definitions apply:
TERM
DEFINITION
Asset
An Item, thing or entity that has potential or actual value
to an organization.
Note: Value is the importance, worth, or usefulness of
something. Potential value is the value of the asset that is
contingent on the occurrence of stated assumptions.
Asset Management
Coordinated activity of an organization to realize value
from assets.
1 ISO/IEC. (2014). ISO International Standard ISO/IEC 55000:2014(E) - Asset
management - Overview, principles and terminology. Geneva, Switzerland: International
Organization for Standardization (ISO).
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CITY OF GUELPH CORPORATE POLICY AND PROCEDURE
TERM
DEFINITION
Asset Management
Plan
Documented information that specifies the activities,
resources, and timescales required for an individual asset,
or a grouping of assets, to achieve the organization's
asset management objectives.
Asset Management
System
The people, processes, tools and other resources involved
in the delivery of asset management.
Asset System
Set of assets that interact or are interrelated.
Corporate Asset
Management
The application of asset management principles at a
corporate level to maximize consistency among diverse
asset groups. Corporate asset management creates
efficiency by harmonizing service levels and business
processes wherever possible.
Lifecycle
Stages involved in the management of an asset.
Level of Service
Parameters or a combination of parameters, which reflect
social, political, environmental and economic outcomes
that the organization delivers.
2 BACKGROUND
The City of Guelph is responsible for provision of a diverse array of services which
are dependent on over $4 billion in assets. An integral component of ensuring
reliable service is creating an effective approach to managing existing and future
municipal assets. Effective asset management aims to manage assets in a way that
balances levels of service, risk, and cost effectiveness throughout the entire asset
lifecycle. Ultimately, adopting effective and comprehensive asset management
strategies across the organization will support the long term sustainability and
efficiency while maintaining levels of service.
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CITY OF GUELPH CORPORATE POLICY AND PROCEDURE
The City produced its first Corporate Asset Management Policy in 2013, which
detailed the City's key objectives for asset management, and established a baseline
that Guelph has continued to build on. In the summer of 2016, the Corporate Asset
Management division was formed to coordinate the development and advancement
of the City's Corporate Asset Management system.
3 POLICY STATEMENT
This policy details the principles and general framework for a systematic and
coordinated approach to asset management in order to achieve the organization's
asset management objectives, guided by the Corporate Administrative Plan 2016-
2018.
4 SCOPE OF THE ASSET MANAGEMENT SYSTEM
4.1 Components of the Asset Management System
The City's asset management system can be categorized into the key processes and
resources shown within Figure 1. The asset management processes include:
Functional Processes: The processes involved in understanding and defining
requirements, and asset lifecycle management strategies; and
Enabling Processes/Resources: The supporting processes and resources
that make the functional processes possible.
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Figure 1.
The Asset Management Process
4.2 Key Documents in the Corporate Asset Management System
The Asset Management System will incorporate the development and
implementation of several documents. The key documents within the City's asset
management system are depicted in Error! Reference source not found., and
described in sections 4.2.1 to 4.2.4.
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Figure 2.
Key Documents in the Asset Management System
4.2.1 Strategic Asset Management Policy
The Asset Management Policy shall guide the overall direction of the asset
management system, providing clear direction as to the appropriate focus and level
of asset management practice expected. It shall establish the key principles, overall
mission and goals for the program, and be guided by the Organizational Strategic
Plan and the Corporate Administrative Plan.
4.2.2 Asset Management Strategy
The Asset Management Strategy documents the intended approach by which the
assets and other resources will be used to achieve the agreed upon objectives
within the agree Policy framework. It provides clear direction, overall intentions and
rationale. In addition, the asset management strategy identifies the organizational
readiness to achieve the objectives, including identification of barriers and
appropriate implementation plans to overcome the barriers.
4.2.3 Corporate Asset Management Plan
The Corporate Asset Management Plan shall detail the intended asset management
programs at a corporate level to allow the City to understand and target service
levels and the asset portfolio's capability to meet those requirements. This plan
shall be developed to meet the requirements of the Building Together - Guide for
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Municipal Asset Management Plans,2 and the guidelines within the International
Infrastructure Management Manual, 2015.3
Asset management plans are also to be developed based on consideration of
principles outlined under section 3 of the Infrastructure for Jobs and Prosperity Act,
2014, and be informed by:
An understanding of current and future asset condition, needs and costs,
An understanding of risks and the City's ability to manage risks relating to
assets, including disaster planning and any required contingency planning;
Accessibility standards and other related standards;
Changing demographics, including population growth or decline; and
Ontario's land-use planning framework, including any relevant policy
statements issued under subsection 3 (1) of the Planning Act, any provincial
plans as defined in the Planning Act and the municipality's official plan.
As part of asset management planning, the following considerations are to be
included:
The actions that may be required to address the vulnerabilities that may be
caused by climate change to the municipality's infrastructure assets, in
respect of such matters as:
o Operations, such as increased maintenance schedules;
o Levels of service; and
o Lifecycle management.
The anticipated costs that could arise from the vulnerabilities described
above;
Adaptation opportunities that may be undertaken to manage the
vulnerabilities described above;
Mitigation approaches to climate change, such as greenhouse gas emission
reduction goals and targets; and
Disaster planning and contingency funding.
Assets in the asset management plan are not to be subject to a capitalization
threshold, and are to be included based upon judgement of whether the asset has
value to the organization. The capitalization threshold applied in the municipality's
tangible capital asset policy is $10,000.
2 Infrastructure Ontario (2016) Building Together - Guide for Municipal Asset Management
Plans. Ottawa, Canada. Queen's Printer of Ontario.
3 IPWEA (2015) International Infrastructure Management Manual. North Sydney, Australia.
IPWEA.
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Asset management plans shall identify activities to be undertaken, with
consideration of the full lifecycle of assets, for at least the ten years following the
preparation of that plan or update. In addition, they will document key assumptions
made within the plan. Asset management plans are to be updated at no longer than
4 year intervals.
4.2.4 Asset Portfolio Management Plans
Asset Portfolio Management Plans shall be specific, targeted plans developed
through collaboration with the departments who manage each aspect of the asset
lifecycles and service. These plans shall further refine the Corporate Asset
Management Plan to allow a customized, targeted plan that best supports the daily
functions, service and demand levels, and anticipated needs for that asset system.
The asset system plans will detail budget requirements and projects that will feed
into the City's overall budget.
4.2.5 Relationship between Asset Management Plans, Budgets and
Financial Plans
The outcomes and background data generate through the development of the asset
management plans shall form the basis for infrastructure-related long-term
financial plans. During the annual budgeting process, projects and funding levels
shall be reviewed against the background data and results of the asset
management plans. The City's asset management planning should be aligned with
any of the following financial plans:
Financial plans related to the City's water assets including any financial plans
prepared under the Safe Drinking Water Act, 2002.
Financial plans related to the City's wastewater assets.
5 ASSET MANAGEMENT MISSION, GOALS AND
PRINCIPLES
5.1 Asset Management Mission
Our mission is to protect and enhance the quality of life in Guelph by making the
best possible decisions regarding our assets in a way that provides targeted levels
of service and manages risk in a cost-effective manner throughout the entire asset
lifecycle.
5.2 Asset Management Goals
Provide levels of service that meet expectations and ensure a high quality of
life for the community through:
o Defining levels of service in consultation with stakeholders;
o Evaluating and communicating the cost of providing the service; and
o Quantifying the impacts of decisions on service.
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Managing risks through:
o Understanding risk exposure;
o Understanding potential vulnerabilities to climate change;
o Establishing the organization's risk appetite;
o Developing risk management strategies;
o Implementing appropriate condition assessment, inspection, and
performance evaluation strategies for all relevant assets; and
o Implementing appropriate climate change adaptation and mitigation
strategies.
Demonstrating sustainable, full lifecycle planning through:
o Quantifying and tracking the full lifecycle costs for assets;
o Ensuring budgets are supported by asset management practices; and
o Bridging the gap between capital and operational budgets.
Ensuring accountability, transparency and engagement through:
o Documenting asset management business processes;
o Publicising asset management documents such that they are
accessible to all stakeholders; and
o Developing stakeholder engagement strategies to ensure that internal
and external stakeholders are able to participate, influence, and
contribute to asset management initiatives, where appropriate.
5.3 Guiding Principles
The City of Guelph strives to provide exceptional municipal service and value. Asset
management at the City is to be guided by the following principles:
Service excellence: Achieving quality and showing results.
Adopt a whole-organization, all asset approach to asset management that
holistically considers the interdependencies between asset systems and
services throughout their full lifecycle;
Meet and comply with all relevant legislation, regulatory and statutory
requirements and with other requirements to which the organization
subscribes;
Corporate asset management documents are derived from, and be consistent
with, the organizational strategic plan, council shared agenda, long-term
municipal goals, organizational policies, budgets, financial plans, and the
organization's overall risk management framework;
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Asset management documents are communicated and made available to all
relevant stakeholders, including contracted service providers, where there is
a requirement that these persons are made aware of their asset
management-related obligations; and
Approach asset management from a collaborative, cross-disciplinary
perspective while also regularly engaging with relevant stakeholders to
maximize value from the assets and services.
Provide opportunities for municipal residents and other interested parties to
provide input into the municipality's asset management planning.
Coordinate planning for asset management, where municipal infrastructure
assets connect or are interrelated with those of other municipalities,
neighbouring municipalities or jointly-owned municipal bodies.
Financial stability: Managing our resources to achieve maximum public value.
Ensure that asset management principles are applied to tangible and
intangible assets, and that value is considered holistically, in aspects such as
financial, social (quality of life, community wellbeing, heritage) and
environmental.
Develop and implement an evidence-based, systematic approach to asset
management that is transparent and customer-centric;
Optimize asset decisions based on lowest lifecycle cost, acceptable risk levels
and desired levels of service to allow for long-term planning that will enhance
service and sustainability while also ensuring resilience and adaptability; and
Provide an annual update to Council on asset management planning
progress, factors affecting the ability to meet commitments outlined in the
plan, and a strategy to address any shortcomings.
Innovation: Modernizing our services and how we work.
Integrate asset data systems where possible to minimize duplication of effort
and improve overall information confidence;
Strive for asset management practices, processes and capabilities to be in-
line with current industry best practices;
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Commitment to continual improvement in asset management, the asset
management system, asset management maturity, and asset management
performance;
Performance monitoring and benchmarking internally and against other
similar organizations;
Implement and periodically review asset management documents,
objectives, and requirements to ensure that they remain relevant and
consistent with the organizational plans and other relevant organizational
policies; and
Annual internal reviews and an independent audit of the asset management
system at no longer than 5 year intervals.
6 REVIEW PERIOD
The policy is to be reviewed by the Asset Management Steering Committee
annually, and following any changes in regulatory requirements, or updates to the
Corporate Strategic Plan or Corporate Administrative Plan.
City Staff shall report to Council on asset management progress and on or before
July 1 in each year. The annual review must address:
The City's progress in implementing its asset management plan;
Any factors impeding the City's ability to implement its asset management
plan; and
A strategy to address the identified factors.
7 ROLES & RESPONSIBILITIES
7.1 Council
Approve the strategies and plans as proposed by the Corporate Asset
Management Division by a resolution passed by the City Council;
Serve a representatives of stakeholder and community needs; and
Approve funding for both capital and operating budgets associated with Asset
Management through the annual budget.
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7.2 Executive Team and Executive Lead
Review and approve documents and strategies proposed by the Asset
Management Steering Committee, where the implications are organization-
wide or external;
Endorse every asset management plan and policy;
Participate in the process of aligning asset management strategies and plans
with organizational strategies and objectives; and
Communicate the vision of asset management at a corporate level,
encourage engagement with the processes, and provide the guidance
necessary to ensure alignment and integration across the organization.
7.3 Corporate Asset Management Steering Committee
Provide corporate support for asset management;
Coordinate financial, strategic planning, information technology and asset
management activity;
Establish policies and practices that ensure uniformity of approach across the
organization;
Encourage information sharing and collaboration across departments;
Provide a corporate pool of asset management expertise that can build
capability in areas of lower experience;
Provide input and direction to Corporate Asset Management work plans to
ensure consistency with other initiatives;
Establish and peer review asset management policies, practices, plans, and
other related documents;
Disseminate Steering Committee information within their department where
necessary;
Champion the asset management process within the respective department;
Ensure organization-wide accountability for achieving and reviewing
corporate asset management goals and objectives;
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Coordinate with other related steering committees where required; and
Lead the effective implementation of corporate asset management initiatives.
7.4 Corporate Asset Management Division
Liaise with other departments in service areas relating to asset management,
including convening asset management teams (specific to each service area),
and ensuring project work is consistent with asset management objectives;
Liaise with external stakeholders in relation to asset management matters;
Develop an overall corporate asset management policy, strategy, and
confirm the implementation plan/resource requirements;
Coordinate the development of asset management plans and facilitate peer
reviews;
Coordinate asset management improvement programs including writing
briefs for asset management improvement projects and preparing,
monitoring and reporting on the overall asset management planning
budgets;
Carrying out selected asset management improvement tasks as appropriate;
Lead the development of asset inventories, condition assessments, risk
assessments and related asset management initiatives in line with industry
best practices;
Work with asset management information systems staff to ensure systems
development and functionality meets asset management needs; and
Continuous improvement of the City's Asset Management capabilities.
7.5 Asset System Working Groups and Service Providers
Provide input on needs of department, current status of assets, and current
levels of service;
Support and comply with data collection requirements related to their areas
of expertise;
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Participate in the development of the Asset Management Work Plans
pertaining to their areas of expertise; and
Participate in the regular review of all documentation, data, and asset
measurement tools to ensure continued relevance and applicability of
existing policies and practices as pertains to their area of expertise.
7.6 Residents, Stakeholders and Customers
Participate in public information sessions, and stakeholder engagement
initiatives, where possible;
Provide feedback related to levels of service, service experience, and service
expectations; and
Notify the City, via appropriate means, when service deficiencies or failures
are observed.
8 PERSONS RESPONSIBLE FOR ASSET MANAGEMENT
PLANNING
8.1 Executive Lead
Scott Stewart, C.E.T.,
Deputy Chief Administrative Officer
Infrastructure, Development and Enterprise Services
Phone: 519-822-1260, ext. 3445
Email: [email protected]
8.2 Corporate Asset Management Sponsor
Kealy Dedman, P.Eng.,
General Manager/City Engineer
Engineering and Capital Infrastructure Services
Phone: 519-822-1260, ext. 2248
Email: [email protected]
8.3 Corporate Asset Management
Daryush Esmaili, M.A.Sc., PMP.,
Manager of Corporate Asset and Project Management
Engineering and Capital Infrastructure Services
Phone: 519-822-1260 ext. 2765
Email: [email protected]
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9 CONTACT INFORMATION
For more information about this policy, or questions related to asset management
at the City, please contact:
Daryush Esmaili
Manager of Corporate Asset and Project Management,
City of Guelph
1 Carden St, Guelph, ON, N1H 3A1
Phone: 519-822-1260 ext. 2765
Email: [email protected]