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Integrated Asset Management Strategy
The Corporation of the Town of
Newmarket
December 2016
The Town of Newmarket Integrated Asset Management Strategy
Version:
Version 2.0 Full Report
Date
14 December 2016
Developed for:
The Town of Newmarket
Produced by:
Yaku Consulting Inc. and Cole Engineering
The Town of Newmarket - Integrated Asset Management Strategy
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Table of contents
EXECUTIVE SUMMARY INTRODUCTION
5
ASSET MANAGEMENT VISION
5
ASSESSMENT OF ASSET MANAGEMENT PROGRAM
7
2017 PROJECTS
9
IMPLEMENTATION PLAN
10
1
INTRODUCTION
12
2
PROJECT APPROACH
13
3
BEST AND INDUSTRY PRACTICE
14
3.1
BEST PRACTICE FRAMEWORKS
14
3.2
CURRENT INDUSTRY PRACTICE
16
4
ASSET MANAGEMENT CURRENT STATE ASSESSMENT
19
4.1
ASSET MANAGEMENT VISION
19
4.2
BUSINESS DRIVERS
20
4.3
ASSESSMENT RESULTS
21
4.4
RIGHT-OF-WAY SECTOR ASSESSMENT RESULTS
25
4.5
STORMWATER SECTOR RESULTS
27
4.6
WATER AND WASTEWATER SECTOR RESULTS
27
4.7
INFORMATION TECHNOLOGY SECTOR RESULTS
28
4.8
PARKS SECTOR RESULTS
30
4.9
FACILITIES SECTOR RESULTS
31
4.10
FLEET SECTOR RESULTS
33
4.11
CENTRAL YORK FIRES SERVICES SECTOR RESULTS
35
4.12
NEWMARKET PUBLIC LIBRARY SECTOR RESULTS
37
5
NEEDS ASSESSMENT AND GAP ANALYSIS
39
5.1
SUMMARY OF NEEDS AND GAP ANALYSIS
40
5.2
GAP ANALYSIS - IMPROVEMENT PROJECTS
44
6
FRAMEWORK SYNTHESIS
46
7
ASSET MANAGEMENT SOFTWARE
51
8
IMPLEMENTATION PLAN
52
8.1
IMPLEMENTATION PROJECT SCHEDULE
54
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8.2
RESOURCE REQUIREMENTS
54
8.3
ASSET MANAGEMENT PROGRAM GOVERNANCE
56
APPENDIX A: MATURITY ASSESSMENT QUESTIONNAIRE
61
APPENDIX B: TOWN RESULTS
65
APPENDIX C: RIGHT-OF-WAY SECTOR ASSESSMENT RESULTS
69
APPENDIX D: WATER AND WASTEWATER SECTOR RESULTS
84
APPENDIX E: INFORMATION TECHNOLOGY SECTOR RESULTS
95
APPENDIX F: PARKS SECTOR RESULTS
106
APPENDIX G: FACILITIES SECTOR RESULTS
118
APPENDIX H: FLEET SECTOR RESULTS
129
APPENDIX I: CENTRAL YORK FIRES SERVICES SECTOR RESULTS
142
APPENDIX J: NEWMARKET PUBLIC LIBRARY SECTOR RESULTS
148
APPENDIX K: ASSET MANAGEMENT GAPS AND NEEDS
153
APPENDIX L: IMPLEMENTATION SCHEDULE
160
Executive Summary
The Town of Newmarket - Integrated Asset Management Strategy
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Executive Summary Introduction
The Integrated Asset Management Strategy documents the findings of an independent assessment of
the Town of Newmarket's Asset Management practice capability undertaken in August to September
2016. It provides an analysis of the current state of practice and identifies the needs in terms of asset
management projects to achieve a higher level of practice. Projects in the implementation plan have
been scheduled over a 5-year period outlining the sequence, cost and resources required.
Overall compared against best practice, the Town is at an early state of maturity of asset management
practice. Many of the asset lifecycle processes are in place but are not fully developed, documented or
applied consistently throughout the asset lifecycle or across the entire asset portfolio. This state of
maturity is consistent with many other municipalities in Ontario although like Newmarket many are
working to improve their current level of practice.
The implementation plan in this strategy addresses the challenges to improve the state of asset
management by considering practices, technology and resources. The Town is well positioned to
significantly improve its state of practice by following this implementation plan.
Asset Management Vision
The development of this integrated asset management strategy is part of an initiative adopted under
the Council's Strategic Priorities for the 2014-2018 term under the theme of Efficiency / Financial
Management.
The asset management vision, collaboratively developed by Town staff, demonstrates alignment with
the Town's approach to service delivery.
Executive Summary
The Town of Newmarket - Integrated Asset Management Strategy
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Town of Newmarket Asset Management Vision
Managing service delivery through asset management
Our vision for asset management is to be innovative and fiscally responsible stewards of our
infrastructure assets for the benefit of the community we serve and the people we employ,
now and in the future. We will develop and continuously improve how we manage our
infrastructure assets throughout their lifecycle to ensure they support our goal of a healthy,
happy, thriving, dynamic and extraordinary community in which to live, work and play.
We seek to:
-
Reach out and build understanding among residents, business, staff and elected
officials about the role infrastructure plays in providing services that make our quality
of life even better.
-
Recognize and respond to current and emerging trends in regulations, society and
environment.
-
Maintain a balance between an acceptable level of service and a cost that is
sustainable for residents and businesses now and into the future.
-
Ensure that funding levels and revenue sources are sufficient to meet current and
future infrastructure demands.
We will put best practices in asset management into effect, including an asset management
strategy that links disciplines and departments, integrates data and software resources and
coordinates decision-making so that we will be able to invest capital resources wisely and
make informed choices about how we maintain our assets and deliver our services.
The asset management vision provides the direction for the level of development for the asset
management program in the Town. Ultimately to achieve this vision for asset management the Town
will have to develop a high level of practice of asset management. Given the Town's vision, a reasonable
target level of maturity for asset management within a five-year time frame is a level above the current
level of practice (maturity levels are shown in Figure 1: Asset Management Maturity Levels.
Executive Summary
The Town of Newmarket - Integrated Asset Management Strategy
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Assessment of Asset Management Program
Assessing Asset Management program maturity against a framework of best practice in asset
management is a fundamental method to identify the needs to improve an asset management system
(program). The process to assess maturity level is to evaluate current practices in each asset sector
against the standard of best practice. Best practices are outlined in ISO 55000
The assessment was conducted through a structured workshop format with each of the Town's
departments or groups responsible for the different asset sectors in the Town. A series of questions
related to asset management practice was presented for discussion that included examples of the
practice level for each of five states of maturity.
The questions are structured around 10 different areas of asset management practice within a
framework that includes Strategy and Planning, Performance and Demand, Organization and People,
Asset Data and Information, and Data Management.
The results of the assessment including the current state, the end state after completing the
Implementation Plan, and of the asset management vision is shown in the figure below.
Figure 1: Asset Management Maturity Levels
This independent Maturity Assessment of the capability of the Town's asset management system
(program) provides insights to understand how the Town may advance its practices and is the basis for
the development of the implementation plan.
Aware
Establishing
Developing
Competence
Op8mizing and
Excelling
Maturity
Level
1
2
3
4
5
AM Vision
Current State
Implementa5on
Plan
Executive Summary
The Town of Newmarket - Integrated Asset Management Strategy
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A summary of the current state findings is presented in the table below:
Table 1: Summary of current state findings
ID
Assessment Area
Description of Results
100 Strategy and Planning
The Town has recently developed or is completing the major AM
documents (policy, strategy, plan) as a result of the Corporate strategy.
Although developed, the AM policy has yet to be fully communicated, and
the AM Plan has only been developed for major asset classes. Although
there are a few gaps, the Town has a solid foundation from which to
progress.
200 Performance and
Demand
Within its AMP, performance indicators have been identified for the major
service assets (e.g. roads, water). There is limited formal customer levels of
service, and no link between customer LOS and technical performance
indicators (KPIs) or program KPIs. However the Town regularly conducts
customer surveys including questions about the services delivered and their
cost.
300 Organization and
People
Like many Town's and Cities in Ontario, Newmarket has yet to formally
identify and develop its asset management team through dedicated or
defined roles. The Town has however formed an Asset Management
Committee to oversee its AM program and initiatives. This is an important
step in program development already accomplished.
400 Life Cycle Practices
Operations and maintenance activities are relatively well formulated
although formal cost models linked with the asset strategy (e.g. the trade-
off between O&M and capital rehabilitation) are not in place. In addition
deterioration curves to understand future performance based on current
state or condition have not been developed.
500 Asset Data and
Information
The Town uses JD Edwards as its financial system and asset register. While
essential, the JDE system lacks data and capability of a comprehensive asset
management system to track asset condition and performance. The asset
hierarchy, asset identification, and asset attribute systems are not well
defined for asset management purposes.
600 Monitoring &
Improvement
There is no standard framework for condition measurement (e.g. 1 to 5)
across asset classes and frequency of data collection. Depending on asset
class, this may not be optimal for asset management purposes. Whereas
condition is measured for most assets, an overall performance assessment
framework is not in place, e.g. asset capacity, reliability, etc.
700 Risk Management
A risk management framework or a standard method to assess risk
applicable for the Town as a whole is not in place. Critical assets have not
been formally identified nor asset specific plans to address risks.
800 Decision Making
There is good practice for capital planning and integration in place. What
the Town needs to develop is a coordinated process to identify and define
optimal alternatives at the project, program and service level.
Executive Summary
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ID
Assessment Area
Description of Results
900 Finance
Within the context of available asset and service information, the Town's
financial planning (contained in Capital Financing Strategy/Asset
Replacement Fund (ARF) Study) appears well developed and
comprehensive. As asset information is improved, the Town should easily
be able to update and improve their financial planning.
1000 Data Management
For the formal hallmarks of robust data management practice, the Town
does not achieve a high level of practice. The Town has not adopted a data
management strategy, standards or for the most part identified data
stewards. The legislated requirements such as FIR and PSAB are well met, as
well as the GIS system in particular for water and wastewater.
2017 Projects
The asset management implementation plan will guide the overall development of the asset
management system (program) within the Town. It is comprised of about 30 individual improvement
projects organized in five asset management program objectives spread over a 5-year period.
The overall schedule of implementation considers a five-year period and is included in Appendix L:
Implementation Schedule. The table below includes the projects recommended for the first year of the
Implementation Plan.
WBS
Assessment Area
Assessment Element
Project
1
Governance
1.1
Strategy and Planning
Asset Management
Strategy
120-1 Adoption of the Newmarket Asset Management
Strategy (this project)
1.3
Strategy and Planning
Asset Management Plan
140-1 Define and assign responsibility for stormwater
assets
1.4
Strategy and Planning
Asset Management Plan
140-2 Develop AMP for missing asset classes
1.2
Organization and
People
Asset Management
Structure
310-2 Create or designate Asset Manager position to
provide guidance and oversee implementation of AM
within the Town
1.6
Organization and
People
Asset Management
Structure
310-1 Develop AM roles and responsibility matrix and
incorporate into job descriptions
1.9
Organization and
People
Competency
320-1 Identify required AM specific training and
develop learning plan for the organization
1.5
Asset Data and
Information
Asset Hierarchy
510-1 Develop asset hierarchy from FIR reporting to
the maintenance managed item level
1.7
Data Management
Data Owner
1020-1 Establish data roles - owners, users, collectors
1.8
Performance and
Demand
LOS
210-1 LOS Model: define LOS and KPIs, and model
associated activities and costs.
2
Capital Program Decision Making
2.1
Decision Making
Capital Plans
820-1 Optimize the current capital plan with updated
asset information
Executive Summary
The Town of Newmarket - Integrated Asset Management Strategy
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WBS
Assessment Area
Assessment Element
Project
2.2
Monitoring &
Improvement
Condition Assessment
620-1 Establish standard condition grading framework
and align to asset class/sector condition scales
2.3
Strategy and Planning
Asset Strategy
160-1 Evaluate and document lifecycle practices
Details of these projects are provided in various sections of this strategy.
Implementation Plan
The asset management implementation plan is organized in five asset management program objectives
that provide focus to the improvement. The five asset management program objectives are outlined
below:
- Governance: program oversight and building Town wide asset management frameworks such
as risk and levels of service, and building organizational capacity including through skills
development
- Capital Program Decision-Making: improving the decision-making process for capital
spending by developing lifecycle models, incorporating the models into the asset strategy, and
linking the planned spending with service levels
- Data and Information: improving data and information through development of standards,
and integrating technology systems to support the asset management system (program)
- Maintenance Management: improving maintenance practices and implementing a new
computerized maintenance management system (CMMS)
- Optimizing Asset Management: ongoing works to further advance asset management
practices and incorporating results of previous improvements into long-range financial plans
including rates and reserves
An overview of the plan together with the estimated schedule, new resource requirements and cash
flow is provided in the figure below, Figure 2: Overview of Implementation Plan.
The costs indicated are for the asset management strategy projects and do not include the cost of staff
time on the projects or the cost of recommended new staff resources. In 2019 the focus and costs
include the purchase of a computerized maintenance management system (CMMS). A CMMS is a
significant investment, which is why the costs are higher than in other years.
Executive Summary
The Town of Newmarket - Integrated Asset Management Strategy
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Figure 2: Overview of Implementation Plan
Based on the current level of practice of asset management within the Town and the requirements to
continuously deliver at the higher level anticipated in this strategy, additional staff resources would be
required. The positions and responsibilities are:
- Asset Manager: oversee and provide direction across the Town to implement asset
management practices in a coordinated and integrated fashion.
- Technical staff: technologists or engineers to develop asset specific programs to measure and
monitor asset performance, collect, manage and analyze asset data and support the program
- Information Technology staff: support the configuration and ongoing maintenance of asset
management software including a computerized maintenance management system (CMMS),
advanced (capital) decision-making software, and the integration of various systems to facilitate
asset management.
As an alternative to hiring new staff, the Town could consider outsourcing or a combination of
outsourcing and hiring of new staff. However there is a limit to how much outsourced vendors can be
relied on since ultimately Town staff must be actively involved with managing assets including data in
software systems. Town staff must also have a good understanding of the assets and data in order to
make informed decisions. And lastly the requirements are ongoing rather than project based so
outsourcing will not provide continuity to the town of asset knowledge and be more expensive in the
long term.
1
2
3
4
Asset Manager
2017
Data & Informa5on
Maintenance Management
Capital Decision-Making
Governance
1
2
3
4
1
2
3
4
1
2
3
4
- O&M prac-ces
- CMMS .
-
Organiza-on
-
Frameworks
-
Lifecycle model
-
Asset Strategies
- Data Standards
1
Op5mizing AM
- Advanced AM model .
- Updated Financial plan
New Resources
Technologists (2-3)
IT Support (1)
Project Cost
(excluding staffing)
$170,000
$200,000
$370,000
$320,000
The Town of Newmarket - Integrated Asset Management Strategy
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1 Introduction
Asset management is a management practice for service delivery and of the assets that support the
service based on risk mitigation applied to decision-making. It is commonly defined as achieving agreed
upon customer service levels, while minimizing life cycle costs at an acceptable level of risk.
The Corporation of the Town of Newmarket is seeking to develop an integrated asset management
strategy (the strategy) for the municipality. This report documents the proposed strategy by outlining
how the Town can effectively and efficiently manage its assets in accordance with best practices for life-
cycle asset management. This report also provides a Town-wide Implementation plan or roadmap for
the strategy of improvement initiatives over a 5-year period.
Asset management is an important tool because it helps municipalities maintain and operate
infrastructure in the most effective way helping to manage risk while delivering services to the
community. An asset management program can be assessed to benchmark the current state of practice
using a framework of best practices. After comparing the current state with best practice and the
desired end state, a roadmap for improvement can be established. This asset management assessment
process was employed to develop the Town's integrated asset management strategy.
All of the Town's departments responsible for its various assets participated in the development of this
strategy including Central York Fire Services and Newmarket Public Library Services. Staff from
departments or groups and assets includes:
Department / Group
Assets
Engineering
Public Works
Finance
Human Resources
Central York Fire Services
Newmarket Public Library Services
Roads (roads, bridges, culverts, sidewalks)
Water
Wastewater
Stormwater
Parks
Facilities
Information Technology
Fleet
The outputs of asset management planning support municipal decision makers in regard to maintaining
infrastructure and providing municipal services.
Through the implementation of this strategy the Town will enable assets to be managed in a consistent
fashion, allowing for greater stability in financial and capital planning, more informed decision making
regarding investment in new or existing assets, and enhanced interdepartmental collaboration on
projects that involve asset management.
The Town of Newmarket - Integrated Asset Management Strategy
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2 Project Approach
The integrated asset management strategy follows a typical strategic planning process by assessing
areas of strength and weakness and finding opportunities or gaps that can be systematically addressed
through an implementation plan or roadmap.
The approach to the project is outlined in these major tasks.
1. Phase 1: Determine current state and needs
I.
Best Practice: provide an overview of best practices for asset management
II.
AM Vision: facilitate development of an asset management vision statement, goals
and objectives
III.
Current State: identify current asset management practices, procedures, and tools in
use and compare against best practice
IV.
Needs Assessment: identify essential and ideal features of a strategic asset
management strategy for the Town
V.
Gap Analysis: identify gaps between current Town practices, departmental needs
and best practices
2. Phase 2: Develop an implementation plan
VI.
Framework Synthesis: evaluate needs and gaps within constraints such as resourcing
and budget and recommend an approach for implementing the proposed Strategy
VII.
Asset Management Software: evaluate asset management technology needs and
recommend types of solutions
VIII.
Strategy Roadmap: a prioritized schedule of improvement initiatives with costs and
timing
The findings from the project are compiled together in this report; the Corporation of the Town of
Newmarket Integrated Asset Management Strategy.
The Town of Newmarket - Integrated Asset Management Strategy
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3 Best and Industry Practice
This section outlines the frameworks for measuring asset management best practice and the current
state of practice by municipal government.
Best practice frameworks are discussed to provide context to the assessment framework used to assess
the Town of Newmarket's asset management practices.
The current level of practice in the industry of municipal services provides context to the level of
practice of the Town of Newmarket's asset management system compared with the practice of other
municipal organizations.
3.1 Best Practice Frameworks
The best asset management practices and processes are captured in frameworks recognized as being
essential and important to the achievement of proficiency in asset management. There are many
different frameworks for asset management all having similar themes or elements to benchmark asset
management practice.
Following are three of the common and universally applied frameworks:
The BS ISO 55000 Asset management series is developed from PAS 55 and provides an
overview, concepts and terminology needed to develop a long-term plan for an asset
management system (program). It specifies the requirements for the establishment,
implementation, maintenance and improvement of an asset management system. ISO 55000 is
applicable for any organization and any assets. ISO has been grouped into 7 sections (e.g.
planning, leadership, support). Each section has a number of requirements (or elements) that
total 27 in all. Examples of the elements of practice are asset management objectives,
competence, communication, and information requirements.
PAS55 Asset Management: The Publicly Available Specification (PAS) was first published in
2004 in response to demand from industry for a standard for asset management. It is applicable
to any organization where physical assets are a key or a critical factor in achieving its business
goals. PAS 55 provides guidance for the implementation of an asset management system that
follows cross industry good practice. PAS 55 identifies 7 practice areas (e.g. asset management
policy; asset management strategy, objectives, and plans; asset management enablers and
controls) that are similar but not the same as in ISO55000. Within the 7 practice areas are 28 key
elements (e.g. asset management plan(s), contingency planning, risk management process, life
cycle activities) also similar but not the same as ISO55000.
International Infrastructure Management Manual (IIMM): Now in its 5th Edition, this
manual has been updated from the 2011 edition because of the ISO 55000 standards. Whereas
The Town of Newmarket - Integrated Asset Management Strategy
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the ISO Standards focus on process or 'what to do', the IIMM continues to provide its focus on
the application or applying of the practice for infrastructure asset management. Originally
developed by New Zealand National Asset Management Steering Group (NAMS) and the
Institute of Public Works Engineering Australia (IPWEA), this Manual has been further developed
with broad inputs from industry and government from across the world including Canada and
the United States. IIMM is divided into 17 areas (e.g. forecasting future demand; establishing
base asset knowledge; decision-making techniques; information systems and tools), with 86
practices (e.g. valuation approaches; developing long- term financial forecasts; asset
management leadership and coordination; identifying system data, and functional
requirements).
Although the structure of these industry best practice guides is somewhat different, fundamentally the
principles are the same. Thus most benchmarking frameworks for asset management are based on the
practices and principles embodied within these documents, typically using the PAS 55 scale of
proficiency in asset management. This proficiency scale measures asset management maturity against
5 states of maturity from a 'beginning' state to and 'advanced' state or a state exceeding the
requirements of the standard. This scale is a measure of the extent to which the capabilities of an
organization performs against a framework of best practice (e.g. PAS 55) in asset management.
The aim of any maturity assessment is to provide the asset management practitioner with the
information and understanding to help them implement or develop an asset management system
(program). An organization can choose from among any number of frameworks to complete its own
maturity assessment. The choice should consider a number of factors such as the goal (e.g. whether the
organization wishes to certify for ISO accreditation), the current level of maturity (e.g. organizations at
the beginning stages of asset management will find many of the assessment questions to be
redundant), and the time and effort available and appropriate to complete an assessment. With respect
to this latter point, assessment questionnaires can be several hundred questions long or as few as 19.
Obviously the greater the number of questions the more commitment required from the organization
to complete and document the assessment.
For the assessment of the Town of Newmarket asset management practice, the Asset Management
Strategy Assessment Tool (amSAT) was utilized. Based on PAS55 and IIMM, amSAT is comprised of 10
practice areas (Strategy and Planning, Performance and Demand, Organization and People, Life Cycle
Practices, Asset Data and Information, Monitoring & Improvement, Risk Management, Decision Making,
Finance, Data Management) with 34 practice elements within the 10 practice areas (e.g. operations &
maintenance; asset hierarchy; information systems; condition assessment; optimized decision-making;
information quality). A structured interview process was employed to rank the current level of practice
against the amSAT framework consisting of a series of 2-hour workshops with staff from each of the
respective service or asset groups in the Town.
The Town of Newmarket - Integrated Asset Management Strategy
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The amSAT assessment uses a similar 5-point maturity scale as that of PAS55 as illustrated in the figure
below:
The details of best practice are embodied in the amSAT assessment framework that is described in more
detail in Section 4 and Appendix A.
3.2 Current Industry Practice
Whereas the frameworks (ISO 55000, PAS 55, IIMM) provide a best practice benchmark for maturity
assessment, this industry practice comparison considers the current state of practice of many different
municipal organizations and in particular including those of several other York Region local
municipalities.
The information for the summary was obtained directly through an interview process and structured
questions.
The summary of current municipal asset management practice is provided against several of the amSAT
framework elements.
Figure 3: amSAT 5-Point asset management maturity scale
The State of Current Canadian Municipal Asset Management Practice - 2016
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Strategy and Planning
Almost every municipality has completed asset
management plans for the 4 major asset classes
(Roads, Bridges, Water, Wastewater). Most of
these would be considered basic with basic data
and reflect levels of service practice more
conceptually than what is actually and
consistently done. Almost all municipalities have
not completed AMPs for other assets classes.
Many municipalities have not completed a
strategy for the improvement of the asset
management program or system - noting this is
not the same strategy as the asset intervention
strategy within an AMP.
Performance and Demand
Most organizations have developed Key
Performance Indicators (KPI's) and many in
Canada use National Benchmarking. In most
cases KPI's have been aligned with a level of
service (LOS) theme, and between LOS and
high-level goals or aims such as sustainability or
strategic planning. However although there is
some reported cost linkage - the relationship
between LOS and cost - the majority regard this
area as a work in progress.
Organization and People
In most municipalities' typical traditional
responsibilities for core functions such as
maintenance, capital planning, and mapping are
in place but are not defined in the context of
asset management. Most mid-sized to small
municipalities have not identified formal "AM"
positions or responsibilities.
Organizations that are actively engaged in asset
management have some form of cross -
organization asset management function. This is
typically a corporate asset management group
that provides some or all of oversight,
consistency of practice, guidance, education, or
assistance with AM techniques, tools or
business planning. In these organizations there
is a high degree of support at the senior levels
of management and in a few cases at the
elected officials (council) level.
Asset Data and Information
Many mid sized to small municipalities do not
have a CMMS although they see this as a need.
Most of these municipalities' use the customer
service/complaint tracking software as an input
for work orders.
GIS is a common technology for virtually all
municipalities. The York Region all pipes project
is a main driver to build or establish data
requirements for water and wastewater assets
in the local municipalities.
Monitoring & Improvement
Generally the condition/performance
assessment processes followed are:
- Road and Bridges: mature process with
variation on frequency of measurement
(Roads)
- Fleet: mature maintenance practices
with condition grading mostly opinion
based where a grading is applied
- Wastewater: CCTV commonly done
although transforming findings into
trends and projects not as advanced as
Roads
- Water: age, breaks and opinion are main
data sources
The State of Current Canadian Municipal Asset Management Practice - 2016
The Town of Newmarket - Integrated Asset Management Strategy
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- Facilities: conducting formal BCA's is not
a common practice, focus is on major
components such as roof and HVAC
Risk Management
Almost universally larger municipalities have
developed risk frameworks (how to measure
risk) at the corporate level. Infrequently mid-
sized or smaller municipalities have developed
enterprise risk framework. Most municipalities
have some level of risk framework for certain
specific assets.
Explicitly the risk framework for linear (Roads)
models include decision points based on road
condition and type, and in some cases criticality.
However, typically for other asset classes the
risk modelling lags this level of development.
Decision Making
Cross-functional department interface when it
does occur happens during the capital plan
process. In the smaller organizations the
Finance department plays a significant role in
AM primarily with a focus on the budget
process and regulated financial reporting.
Smaller municipalities appear to have good
informal processes to integrate capital needs
across asset classes or service sectors although
they do not have formal decision-making
processes such as asset criticality to help select
across the organization.
For organizations practicing at a more advanced
level, prioritization techniques reported include
the use of business cases to justify projects,
linking projects to LOS (typically only at a high
level), and overlaying needs of the main asset
classes in the right-of-way to integrate and
optimize the capital plan.
Most capital plans are updated annually for a
10-year period. Performance data considered is
typically based on condition. Development
charges (DC) studies were identified as a source
for project needs where growth is a driving
force. While the plan may cover 10 years most
municipalities recognized limitations on
accuracy or confidence in projects beyond
about 3 years out.
Finance
Financial and capital plans are being prepared
to an extent on the basis of condition and risk
profiles. Efforts are being made to introduce
needs from condition assessment programs to
establish the projects with the budget then
subsequently being set. Most notably this
happens in the Road sector.
In most municipalities budgeting occurs in
department silos using trends from previous
years - the budget is set and the capital projects
determined to meet the budget.
Development of more formal processes appears
to be an emerging area for most of the
surveyed York Region local municipalities.
Data Management
Municipalities all report collecting data for
mapping, capital plans and AMPs. Very few have
formally identified data standards or a strategy
to manage the data. Asset hierarchies typically
were established from PSAB. Both hierarchy and
data may be changed or improved when formal
CMMS or GIS programs/projects are developed.
The Town of Newmarket - Integrated Asset Management Strategy
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4 Asset Management Current State Assessment
4.1 Asset Management Vision
To guide the development of the Town's asset management program, Town staff collaboratively
developed the following vision for asset management:
Newmarket's Asset Management Vision
Managing service delivery through asset management
Our vision is to be innovative and fiscally responsible stewards of our
infrastructure assets for the benefit of the community we serve and the people we
employ, now and in the future. We will develop and continuously improve how we
manage our infrastructure assets throughout their lifecycle to ensure they support
our goal of a healthy, happy, thriving, dynamic and extraordinary community in
which to live, work and play.
We seek to:
-
Reach out and build understanding among residents, business, staff and
elected officials about the role infrastructure plays in providing services
that make our quality of life even better.
-
Recognize and respond to current and emerging trends in regulations,
society and environment.
-
Maintain a balance between an acceptable level of service and a cost that is
sustainable for residents and businesses now and into the future.
-
Ensure that funding levels and revenue sources are sufficient to meet
current and future infrastructure demands.
We will put best practices in asset management into effect, including an asset
management strategy that links disciplines and departments, integrates data and
software resources and coordinates decision-making so that we will be able to
invest capital resources wisely and make informed choices about how we maintain
our assets and deliver our services.
Background
For the 2014-2018 term of Council, staff worked with Council to create a framework for action guided
by the following themes for Strategic Priorities:
- Economic Development / Jobs
- Enhanced Recreational Opportunities
- Community Engagement
- Efficiency / Financial Management
- Traffic Safety & Mitigation
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The development of an asset management strategy (plan, policy & program) is an initiative adopted
under the theme of Efficiency / Financial Management. Accomplishments to date include:
- Development of an Asset Management Committee comprised of management staff across all
service areas and departments within the Town. Generally the committee purpose is to guide
and promote the development of asset management practices for the Town.
- Adoption of an Asset Management Policy
- Completion of an Asset Management Plan for major assets - Road, Bridges and Water and
Wastewater in 2014
- Completion of an Integrated Asset Management Strategy (this report) outlining a plan for
improvement of asset management aligned with the Town's Asset Management Framework
- Development of an Asset Management Vision as part of the Integrated Asset Management
Strategy project.
The asset management vision is a further demonstration of the alignment of the Town's collaborative
approach to service delivery with the strategic corporate direction.
4.2 Business Drivers
There are a number of internal and external factors or drivers that affect the performance of every
organization. According to this definition, a business driver is a resource, process or condition that is
vital for the continued success and growth of a business. A company must identify its business
drivers and attempt to maximize any that are under their control.1
Identifying the business drivers helps the Town identify priorities in improvement plans. To identify
prominent asset management drivers for the Town, a survey was conducted of Town staff. The results
from the survey are tabled below.
Table 2: Ranked Asset Management Drivers
Rank
Asset Management Driver
1 Asset Replacement/Renewal or Aging Infrastructure
2 Asset Maintenance
3 Operational Efficiency
4 Sustainability
5 Service Level Improvement - customer expectation
6 Regulation and Compliance
1 https://www.techopedia.com/definition/28013/business-driver
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Rank
Asset Management Driver
7 Knowledge of Assets
7 Funding Limitations - Customer Willingness to pay
9 Funding Limitations - Government Subsidies
10 Risk Management - uncertainty of risk exposure
11 Infrastructure Security
11 Staff Skills, Experience and Retention
11 Mandated Long Term Asset Planning
14 Customer and Stakeholder Involvement/ expectations
15 Climate Change
16 Data Management
17 Capital Expenditure Reduction/Reduce Debt
17 Challenges to deliver capital program
19 Continuous Improvement - Internally Driven
20 Contractor/Procurement Process
20 Aging Workforce
Note: The ranking score is the same for items that receive equal votes
Asset replacement and aging infrastructure is a driver that every municipality must deal with, and
finding ways to efficiently manage infrastructure will continue to be a constant challenge within Canada.
Municipalities are increasingly being expected to manage more with less and need to find ways to more
efficiently manage infrastructure. This also ties into sustainability, where municipalities need to be able
to maintain their levels of service that have been set even though there are increasing demands for
service and competition for taxpayer and other government funding.
The ranking of the drivers is used to help assess priorities when evaluating the needs for the asset
management system (program) and setting priorities for the development of the asset management
roadmap. This is discussed in further detail in Section 6 Framework Synthesis.
4.3 Assessment Results
The following sub-sections provide a summary of the current state assessment and observations made
based on workshops; reviews of existing documents and/or follow up interviews with staff representing
the different service or sector groups within the Town.
Services and Assets
Newmarket's departments are allocated amongst four commissions with two service areas partially
(Central York Fire Services) or wholly (Newmarket Public Library) owned by the Town.
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The four commissions and representative services are the Office of the CAO including Human
Resources; Corporate and Strategic Initiatives; Corporate Services Commission including Legal Services,
Financial Services and Communications Information Technology; Development and Infrastructure
Services Commission including Planning and Building, Engineering and Public Works Services, and
Community Services Commission including Recreation & Culture, Economic Development and Customer
Services.
In addition, the Town's power supply is managed through Newmarket-Tay Power Distribution Ltd
(NTPD). NPTD is 93% owned by Newmarket Hydro Holdings Inc, which is a wholly-owned subsidiary of
The Town of Newmarket, and 7 % owned by Tay Holding Company Inc which is wholly-owned by the
Township of Tay.
The focus of this Asset Management Strategy is the service areas or sectors directly controlled by Town
staff. In addition an abbreviated form of the asset management practice assessment was completed for
Central York Fire Services and Newmarket Public Library. In accordance with best practice, contracted
service provided is expected to be guided by or to comply with an organization's asset management
program. Accordingly an assessment using a limited set of questions was completed for these two
service sectors in the context of management of contracted services. NPTD was not assessed in this
project.
In municipal asset management the term service usually refers to a service provided to residents and
business of the municipality. The term sector is typically used to describe a group of assets with a
service area. For example the Transportation sector is typically used to describe the road network,
bridges, and may also include rail and other forms of transportation assets. In this report the term
sector is used as a convenience to describe services provided by the Town (e.g. Water supply) and
associated assets, and to also describe asset groups such as Fleet that are not services in the usual
definition.
Observations
Overall, the Town is at the "Establishing" stage of asset management practice. Many of the asset
lifecycle processes are in place but are not well developed, documented or are applied consistently
throughout the asset lifecycle or across the entire asset portfolio.
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A summary of the current state findings is presented in the Table below:
Table 3: Summary of current state findings
ID
Assessment Area
Description of Results
100 Strategy and Planning
The Town has recently developed or is completing the major AM
documents (policy, strategy, plan) as a result of the Corporate strategy.
Although developed, the AM policy has yet to be fully communicated, and
the AM Plan has only been developed for major asset classes. Although
there are a few gaps, the Town has a solid foundation from which to
progress.
200 Performance and
Demand
Within its AMP, performance indicators have been identified for the major
service assets (e.g. roads, water). There is limited formal customer levels of
service, and no link between customer LOS and technical performance
indicators (KPIs) or program KPIs. However the Town regularly conducts
customer surveys including questions about the services delivered and their
cost.
300 Organization and
People
Like many Town's and Cities in Ontario, Newmarket has yet to formally
identify and develop its asset management team through dedicated or
defined roles. The Town has however formed an Asset Management
Committee to oversee its AM program and initiatives. This is an important
step in program development already accomplished.
400 Life Cycle Practices
Operations and maintenance activities are relatively well formulated
although formal cost models linked with the asset strategy (e.g. the trade-
off between O&M and capital rehabilitation) are not in place. In addition
deterioration curves to understand future performance based on current
state or condition have not been developed.
500 Asset Data and
Information
The Town uses JD Edwards as its financial system and asset register. While
essential, the JDE system lacks data and capability of a comprehensive asset
management system to track asset condition and performance. The asset
hierarchy, asset identification, and asset attribute systems are not well
defined for asset management purposes.
600 Monitoring &
Improvement
There is no standard framework for condition measurement (e.g. 1 to 5)
across asset classes and frequency of data collection. Depending on asset
class, this may not be optimal for asset management purposes. Whereas
condition is measured for most assets, an overall performance assessment
framework is not in place, e.g. asset capacity, reliability, etc.
700 Risk Management
A risk management framework or a standard method to assess risk
applicable for the Town as a whole is not in place. Critical assets have not
been formally identified nor asset specific plans to address risks.
800 Decision Making
There is good practice for capital planning and integration in place. What
the Town needs to develop is a coordinated process to identify and define
optimal alternatives at the project, program and service level.
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ID
Assessment Area
Description of Results
900 Finance
Within the context of available asset and service information, the Town's
financial planning (contained in Capital Financing Strategy/Asset
Replacement Fund (ARF) Study) appears well developed and
comprehensive. As asset information is improved, the Town should easily
be able to update and improve their financial planning.
1000 Data Management
For the formal hallmarks of robust data management practice, the Town
does not achieve a high level of practice. The Town has not adopted a data
management strategy, standards or for the most part identified data
stewards. The legislated requirements such as FIR and PSAB are well met, as
well as the GIS system in particular for water and wastewater.
Current Practice Scores & Opportunity Gaps
The Town's service sectors were scored for each of the Asset Management Elements by comparing
observed current practice against best practice. Using the PAS 55 scale of proficiency in asset
management scoring system described in Section 2, it was found that the Town demonstrated a level of
asset management development in the range between Level 2 and Level 3 as illustrated in the figure
below.
Figure 4: Town of Newmarket Asset Management Maturity Level
The results of each asset management practice area are presented in Table 4: Maturity Level of
Assessment Areas - Town Results.
Aware
Establishing
Developing
Competence
Op8mizing and
Excelling
Maturity
Level
1
2
3
4
5
Results
The need for an asset
management system
has been recognized
and there is evidence
of the organiza:ons
intent to progress it.
The organiza8on has
iden8fied the means of
systema8cally and
consistently achieving the
asset management
requirements.
The organiza8on is
developing its asset
management system, and
can demonstrate that
asset management
prac8ces are being
progressed with credible
and resourced plans in
place.
The organiza8on's asset
management ac8vi8es
are fully developed,
embedded and are
effec8ve for its purposes.
The organiza8on can
demonstrate that it
systema8cally and
consistently achieves
relevant requirements
set out in PAS 55/ ISO
55001.
The organiza8on can
demonstrate that it is
systema8cally and
consistently op8mizing
its asset management
prac8ces, employs
leading prac8ces, and
achieves maximum value
from its assets, all in
alignment with the
organiza8on's objec8ves
and opera8ng context.
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Table 4: Maturity Level of Assessment Areas - Town Results
ID
Assessment Area
Score
Status
100
Strategy and Planning
41
Establishing
200
Performance and Demand
41
Establishing
300
Organization and People
44
Establishing
400
Life Cycle Practices
54
Establishing
500
Asset Data and Information
39
Aware
600
Monitoring & Improvement
52
Establishing
700
Risk Management
35
Aware
800
Decision Making
55
Establishing
900
Finance
53
Establishing
1000 Data Management
38
Aware
Average Score
45
Establishing
A number of opportunity gaps were identified that can be closed over short and long terms. The
detailed results of the current situation and assessment are presented in Appendix B: Town Results.
4.4 Right-of-way Sector Assessment Results
The Right-of-Way sector refers to the Town Roads network that is comprised of approximately 245
centerline road kilometres and associated sidewalks, boulevards, signs and street lighting, as well as
culverts and bridges. The roads in the network are predominantly high-class bituminous (HCB) surface
with some low-class bituminous (LCB), gravel, asphalt, concrete and other materials. As a lower tier
municipality within York Region, the Town has only a few traffic signal locations. Atypically stormwater
assets are not included in the Right-of-Way sector.
More information on the assessment results and assets can be found in Appendix C: Right-of-Way
Sector Assessment Results.
Observations
Generally the Town is managing the Right-of-Way (Roads network) assets within a similar framework
and level of practice of most Ontario municipalities.
For the Right-of-Way sector, key assets and documents have been developed including a secondary plan
that may include the new road network needs for the next 20 years, an asset management plan for the
major assets (roads, bridges, and culverts), and a Roads Needs Study for a 10-year period for the major
assets. Level of service, key performance indicators (KPIs), asset strategies, expected useful life, and
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asset risks (only for roads) are discussed in the Asset Management Plan, but they are not linked to
performance and cost.
A formal asset hierarchy to assist with risk assessment and risk management framework has not been
developed. Basic data for roads, parking lots, and streetlights are stored in the GIS system. JD Edwards
software is used for tracking capital and maintenance costs.
Although the Town does not have a formal condition assessment policy or documented standard, roads
are assessed through consultant assignments using consultant-based software (Roads Needs Study) and
Bridge condition is assessed according to legislated requirements. However no formal assessment and
inventory process is in place for signs and streetlights. A formal optimized decision-making process for
the Right-of-Way sector is not in place. Decisions are made based on condition assessment and staff
knowledge. Capital budgets have been established based on past practice and capital projects are
identified in conjunction with established budgets.
Current Practice Scores & Opportunity Gaps
The Right-of-way sector attained an overall maturity level of "Establishing" in terms of its asset
management processes, procedures, and practices.
Table 5: Maturity Level of Assessment Areas - Right-of-Way below defines the overall AM Maturity
Levels for the assessment areas.
Table 5: Maturity Level of Assessment Areas - Right-of-Way
ID
Assessment Area
Score
Status
100
Strategy and Planning
48
Establishing
200
Performance and Demand
50
Establishing
300
Organization and People
33
Aware
400
Life Cycle Practices
53
Establishing
500
Asset Data and Information
35
Aware
600
Monitoring & Improvement
67
Developing
700
Risk Management
40
Establishing
800
Decision Making
60
Developing
900
Finance
53
Establishing
1000 Data Management
30
Aware
Average Score
47
Establishing
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4.5 Stormwater Sector Results
The Town has 53 stormwater management ponds, 55 kilometers of waterways and 253 kilometers of
storm sewers. Responsibility for the stormwater system is shared between two groups, Public Works
Services (Water and Wastewater), and Engineering Services. The storm sewers are maintained by Water
and Wastewater. The stormwater ponds are planned by engineering and maintained by Water and
Wastewater. Responsibility for the long term planning and replacement/rehabilitation of Stormwater
assets has not been assigned and therefore is currently not being conducted. The Town is preparing to
introduce a By-Law to establish a reserve fund for management of assets in this sector. This is an
important step in an asset management program.
As there is limited information for this asset sector, the maturity assessment has not been completed.
4.6 Water and Wastewater Sector Results
The assets managed by Public Works Services Water and Wastewater division includes water pipes,
sewerage, storm sewers, stormwater ponds. The water system comprises 287 km of watermains, with
2,761 valves. The wastewater system comprises 253 km of sewers and 4,066 manhole covers. As noted
in Section 4.5 Stormwater Sector Results, responsibility for stormwater assets is shared with Engineering
Services.
Contracted services include hydrant inspections, CCTV services and hydraulic modeling. Engineering
Services is responsible for system performance analysis. There is no computerized maintenance
management system (CMMS).
More information on the assessment results and assets can be found in Appendix D: Water and
Wastewater Sector Results.
Observations
The Water and Wastewater division currently lacks formal and systematic control of many processes
and procedures. There is no master plan for service. A management plan, Drinking Water Quality
Management System (DWQMS), is applied to water assets only. The department's asset management
practices are not well documented. On an informal basis the division manager currently carries out the
role of Asset Manager for Water and Wastewater assets.
Staff knowledge is used for replacement and repair decisions. There are no deterioration curves
developed and no computerized or formal work management system. Data management hierarchies
are captured in GIS but no formal documentation of hierarchies is in place. The department has no
formal condition assessment program in place but does use CCTV for the wastewater system.
Documentation of water and wastewater pipe breaks is currently being gathered so that in can be used
in the future for condition assessment and capital planning purposes.
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Current Practice Scores & Opportunity Gaps
The Water and Wastewater Sector attained an overall maturity level of "Establishing" in terms of its
asset management processes, procedures, and practices.
Table 6: Maturity Level of Assessment Areas - Water and Wastewater below defines the overall AM
Maturity Levels for the assessment areas.
Table 6: Maturity Level of Assessment Areas - Water and Wastewater
ID
Assessment Area
Score
Status
100
Strategy and Planning
47
Establishing
200
Performance and Demand
50
Establishing
300
Organization and People
40
Establishing
400
Life Cycle Practices
33
Aware
500
Asset Data and Information
45
Establishing
600
Monitoring & Improvement
47
Establishing
700
Risk Management
50
Establishing
800
Decision Making
55
Establishing
900
Finance
60
Developing
1000 Data Management
30
Aware
Average Score
46
Establishing
4.7 Information Technology Sector Results
The Information Technology (ITD) Department is responsible for managing laptops, desktops, cell
phones, mobiles devices, printers, copiers, the GIS database, corporate IT assets (servers, network
equipment, WiFi) and air conditioning units that protect the IT assets. ITD is owner of the software and
stewards of the data. ITD maintains contract services for AC units, but York Region owns and maintains
the fibre communication networks.
More information on the assessment results and assets can be found in Appendix E: Information
Technology Sector Results.
Observations
The IT Department has a growing awareness of the connection between master plans and AM plans but
development of the connection is in the early stages. There is no documentation of a strategy or plan
for management and development of sector assets. The Department's management approach is more
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reactionary, with the exception of the phone system. Asset lifecycle is documented but there is no
senior staff ownership. Replacements are tracked on a spreadsheet. Finance gets information for
reporting for itself through purchase orders etc.
Service performance is measured, and roles and responsibilities are clearly defined for staff
responsibilities. However, there is asset management roles are informally defined.
Costs are tracked through the budget and the lifecycle (useful life) of the assets are known. For
example, computers have an expected useful life of four years. Asset IT software is not integrated;
therefore, there are data silos and information is collected mainly in spreadsheets. Asset IDs are not
used universally across the various systems. There are data owners but control and use of data by them
is still under development. Awareness for information quality is present, but it needs to be developed
further. Failure investigation is a highly developed process. However there is no formal process in place
for risk management. The Department has a one-year plan and a five-year plan for asset renewal and
rehabilitation.
Current Practice Scores & Opportunity Gaps
The Information Technology Sector attained an overall maturity level of "Establishing" in terms of its
asset management processes, procedures, and practices.
Table 7: Maturity Level of Assessment Areas - IT below defines the overall AM Maturity Levels for the
assessment areas.
Table 7: Maturity Level of Assessment Areas - IT
ID
Assessment Area
Score
Status
100
Strategy and Planning
47
Establishing
200
Performance and Demand
60
Developing
300
Organization and People
47
Establishing
400
Life Cycle Practices
47
Establishing
500
Asset Data and Information
50
Establishing
600
Monitoring & Improvement
80
Competence
700
Risk Management
40
Establishing
800
Decision Making
50
Establishing
900
Finance
N/A
N/A
1000 Data Management
50
Establishing
Average Score
52
Establishing
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4.8 Parks Sector Results
The Public Works Service Parks division is responsible for managing parkland including soccer fields,
baseball diamonds, cricket fields, playgrounds, and trails. Other sector assets are parkland equipment
(e.g. bleachers), street trees (30,000), boulevards on the Right-of-Way, and woodlands. There are over
45 active parks and open spaces, over 800 acres of parkland and 44 kilometres of walking and biking
trails. The Facilities division is in charge of buildings within the Parks sector. Fleet is responsible for the
maintenance of vehicles used by Parks. Lighting on trails is the responsibility of Newmarket Hydro.
More information on the assessment results and assets can be found in Appendix F: Parks Sector
Results.
Observations
The Parks division does not have a formal asset management plan or master plan in place. However the
division does have a guidance document, the Recreation Play Book, that outlines improvement
opportunities and plans. The Recreation and Culture Department dictates/leads development, and
Engineering Services manages design and construction. There is a lack of risk and cost assessment of
technical performance, though technical performance is measured and reported. Asset management
staff roles are non-existent.
For the life cycle assessment, although useful lives have been determined, no deterioration curves and
hierarchies have been created for the assets. For asset data and information, no work has been done on
this and no records exist. No formal processes are in place for decision-making, and decisions are made
based on staff discussions and inspections. Only the playgrounds currently have replacement plans.
Current Practice Scores & Opportunity Gaps
The Parks sector attained an overall maturity level of "Aware" in terms of its asset management
processes, procedures, and practices.
Table 8: Maturity Level of Assessment Areas - Parks below defines the overall AM Maturity Levels for
the assessment areas.
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Table 8: Maturity Level of Assessment Areas - Parks
ID
Assessment Area
Score
Status
100
Strategy and Planning
20
Aware
200
Performance and Demand
30
Aware
300
Organization and People
33
Aware
400
Life Cycle Practices
53
Establishing
500
Asset Data and Information
25
Aware
600
Monitoring & Improvement
60
Developing
700
Risk Management
20
Aware
800
Decision Making
40
Establishing
900
Finance
N/A
N/A
1000
Data Management
20
Aware
Average Score
34
Aware
4.9 Facilities Sector Results
The Town of Newmarket owns and operates a number of facilities and buildings. Many of the
Newmarket facilities are also available for rent. List of Town's buildings, facilities, and outdoor amenities
are presented as follows:
- Art Ferguson Clubhouse
- Central York Fire Services Station 4-1
- Central York Fire Services Station 4-2
- Elman W. Campbell Museum
- Global Pet Food Dog Park presented by
snapd
- Gorman Outdoor Pool
- Hollingsworth Arena
- Magna Centre
- Municipal Offices
- Newmarket Community Centre & Lions
Hall
- Newmarket Operations Centre
- Newmarket Public Library
- Newmarket Theatre
- Old Town Hall
- Ray Twinney Recreation Complex
- Recreation Youth Centre & Sk8Park
- Riverwalk Commons
- Rogers Spray Pad
- Seniors' Meeting Place
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More information on the assessment results and assets can be found in Appendix G: Facilities Sector
Results.
Observations
Asset management plans and strategies are not formally documented; however, some aspects are in
place. Planning is mostly based on staff opinion and knowledge, as there is no documented process in
place.
Customer expectations are known based on expert opinions and customer feedback. Regulatory
requirement (e.g. Accessibility, AODA, TSSA, etc.) are determined and documented. Future demand is
estimated based on staff experience, but not fully documented.
Asset hierarchies are prepared at a high level (facility level) and not provided for lower levels (e.g.
component group, component). An asset inventory was developed for the asset hierarchy about 10
years ago but has not been updated or maintained. The inventory included the relationship between
equipment and the system or process to which it belongs (the asset hierarchy). Asset data is stored in
excel spreadsheets but the data is fragmented and incomplete. Data is managed by the facility
supervisor however there is no data standard or data quality assessment process.
Building condition assessments have been completed for priority facilities although there isn't a formal
process in place to complete the assessments. There is no formal risk assessment process to help
manage the priority needs in the capital plan. Where available the capital plan is established based on
condition assessment results, expected useful life, and feedback from vendors. Asset renewal and
replacement decisions are made mostly based on asset age and budget availability.
Current Practice Scores & Opportunity Gaps
The Facilities sector attained an overall maturity level of "Establishing" in terms of its asset management
processes, procedures, and practices.
Table 9: Maturity Level of Assessment Areas - Facilities Sector below defines the overall AM Maturity Levels
for the assessment areas.
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Table 9: Maturity Level of Assessment Areas - Facilities Sector
ID
Assessment Area
Score
Status
100
Strategy and Planning
27
Aware
200
Performance and Demand
40
Establishing
300
Organization and People
53
Establishing
400
Life Cycle Practices
67
Developing
500
Asset Data and Information
35
Aware
600
Monitoring & Improvement
53
Establishing
700
Risk Management
30
Aware
800
Decision Making
60
Developing
900
Finance
40
Establishing
1000 Data Management
50
Establishing
Average Score
46
Establishing
4.10 Fleet Sector Results
Fleet is responsible for the maintenance and repair of all of the Town's vehicles. Fleet owns and utilizes
equipment and spare parts for the maintenance and repair of the following vehicles:
- Fire Trucks (Aerial, Pumper, Tanker, Rescue Truck)
- Passenger Vehicles
- Vans
- Cube Vans
- Light Duty Trucks
- Heavy Duty Trucks
- Trailers
More information on the assessment results and assets can be found in Appendix H: Fleet Sector
Results.
Observations
Asset management plans and strategies are not formally documented. Planning is mostly based on staff
opinion and knowledge, as there is no documented process in place.
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Customer levels of service have been identified but not documented formally and not measured. The
Commercial Vehicle Operators Safety Manual is considered in developing maintenance programs. There
is no demand forecasting process and needs are mainly identified through discussions between Fleet
staff and division managers.
For most assets, an asset hierarchy is provided at a high level and no further break down is available.
Physical data (e.g. mileage, hours of operation, VIN numbers) were previously stored in JD Edwards;
however, this is not maintained anymore. JD Edwards is used for maintenance work orders however the
system is not user friendly. Quality checks are in place on a monthly schedule for updating data and
determining missing data. The Town has initiated a pilot project with Infomax (a software solution) to
upload "written" work orders directly to JD Edwards via Bluetooth using special paper and pen. Staff
reportedly is pleased with the ease of use and the accuracy of the results.
A condition assessment process is in place for vehicles using visual inspection, maintenance history and
staff opinion. Condition is recorded and stored in JD Edwards for each vehicle. Results are forwarded to
division managers through appropriate forms to allow them to plan for future needs. A capital plan is in
place for fleet assets e.g. hoists, tools and equipment.
Current Practice Scores & Opportunity Gaps
The Fleet Sector attained an overall maturity level of "Establishing" in terms of its asset management
processes, procedures, and practices. It should be noted that not all questions were asked of Fleet as
many overlapped common areas asked in separate sections of other Town staff, for example questions
on asset management strategy and policy, finance and risk.
Table 10: Maturity Level of Assessment Areas - Fleet Sector below defines the overall AM Maturity Levels for
the assessment areas.
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Table 10: Maturity Level of Assessment Areas - Fleet Sector
4.11 Central York Fires Services Sector Results
The Town of Aurora and the Town of Newmarket jointly own Central York Fire Services (CYFS). Through
agreement, in the event of a large fire and/or simultaneous fires in different parts of Newmarket and/or
Aurora, CYFS would rely on neighbouring municipalities to assist them. This cross-municipality
assistance is reciprocated by CYFS to its neighbouring municipalities.
Central York Fire Services Sector has four fire stations (two in Newmarket), a training centre, vehicles
(fire trucks and light vehicles), and equipment (e.g. personal protective equipment and firefighting
equipment).
Each municipality is financially responsible for the fire stations within their municipality, and Fleet
maintenance is provided primarily through the Town of Newmarket with cost shared with Aurora
through an allocation formula.
The Town manages maintenance of the two fire stations in Newmarket.
More information on the assessment results and assets can be found in Appendix I: Central York Fires
Services Sector Results.
Observations
ID
Assessment Area
Score
Status
100
Strategy and Planning
60
Developing
200
Performance and Demand
40
Establishing
300
Organization and People
60
Developing
400
Life Cycle Practices
73
Developing
500
Asset Data and Information
45
Establishing
600
Monitoring & Improvement
40
Establishing
700
Risk Management
NA
---
800
Decision Making
80
Competence
900
Finance
NA
---
1000
Data Management
33
Aware
Average Score
54
Establishing
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Although Fire Services does not have formal asset management documents, the 2014 Master Plan
Update includes some aspects of asset management strategies and plans. A performance indicator,
Response Time, measures the level of service for Fire services. Response time is determined (6 minutes
for initial response) and measured but the target has not consistently been achieved. Partially in
response to this, a fifth fire station is planned in the near future.
Cost is considered and analyzed in determining the level of service. Risk levels are determined and the
number of required equipment and staff is clearly defined. Fire Services is aware of required data, but
they have a shortage of resources to document and collect it.
There is no formal condition assessment process in place for the Fleet although there is usually
discussion on major needs and overall vehicle condition with the Town's Fleet services group.
Replacement is generally scheduled based on age and not condition. Replacement costs and times are
presented in reports to Joint Council Committee (JCC).
Current Practice Scores & Opportunity Gaps
The Central York Fires Services sector attained an overall maturity level of "Establishing" in terms of its
asset management processes, procedures, and practices.
This service area is not fully under the control of the Town; therefore a limited set of questions was
used in the assessment of the service area to establish the basic level of asset management maturity.
Table 11: Maturity Level of Assessment Elements - Central York Fire Services below defines the overall
AM Maturity Levels for the assessment elements.
Table 11: Maturity Level of Assessment Elements - Central York Fire Services
ID
Assessment Element
Score Status
110
Asset Management Policy
20
Aware
120
Asset Management Strategy
20
Aware
130
Master Plan
60
Developing
140
Asset Management Plan
40
Establishing
210
LOS
80
Competence
420
Operations & Maintenance (O&M)
80
Competence
520
Asset Management Data
40
Establishing
620
Condition Assessment
40
Establishing
920
Reserve Fund
60
Developing
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4.12 Newmarket Public Library Sector Results
The Newmarket Public Library Sector assets include the library building, books, CDs, furniture, end user
assets (e.g. computers, laptops, scanners, printers), and network assets (e.g. servers, routers).
More information on the assessment results and assets can be found in Appendix J: Newmarket Public
Library Sector Results.
Observations
Asset management plans and strategies are not formally documented, however, many requirement of
an asset management program are in place because the Town must demonstrate some of these aspects
are in place.
Level of use of material (books, software etc.) is carefully monitored and tracked (e.g. registered
members, borrowings, etc.). Also online surveys are in place to determine customer needs. Two levels
of service indicators are used; area of library space/capita and volume/capita. A simple machine to
select happy-not happy at the Library door is used to determine customer satisfaction levels.
Asset hierarchies are provided at a high level but not clearly defined in lower levels.
A Building Condition Audit (BCA) for the library building has been completed. Physical condition
assessment for books, customer reports for CDs and vendor inspection for equipment (e.g. HVAC) are in
place; however, they are not formally documented and in many cases the assessments are subjective.
An asset replacement plan is in place. It is based on condition assessment results and expected useful
life. Also, technology changes are considered in the asset replacement plan. Projects for answering
demand changes are not identified.
Current Practice Scores & Opportunity Gaps
The Newmarket Public Library Sector attained an overall maturity level of "Establishing" in terms of its
asset management processes, procedures, and practices.
Table 12: Maturity Level of Assessment Elements - Public Library below defines the overall AM Maturity
Levels for the assessment elements.
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Table 12: Maturity Level of Assessment Elements - Public Library
ID
Assessment Element
Score Status
130
Master Plan
20
Aware
140
Asset Management Plan
20
Aware
210
LOS
40
Establishing
510
Asset Hierarchy
20
Aware
620
Condition Assessment
60
Developing
820
Capital Plans
80
Competence
920
Reserve Fund
60
Developing
This service area is not fully under the control of the Town; therefore a limited set of questions was
used in the assessment of the service area to establish the basic level of asset management maturity.
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5 Needs Assessment and Gap Analysis
The starting point to develop and implement an asset management system (program) is to review and
compare the organization's current management of its assets against the available good management
practices and the organization's vision or goals for where it wants to be. From this comparison it is
possible to determine how these requirements are currently met, and what are the gaps and needs for
improvement. Based on the findings of needs, a prioritized plan of improvement can be developed.
The current state described in the previous section outlines where the Town is currently using a
framework based on the PAS55 asset management best practices. Where the Town would like its asset
management practice to be was determined as part of an asset management vision workshop.
During the asset management vision workshop participants were asked to rate where they felt the
practice of asset management should strive to be. The exercise was beneficial to identify a target state
in terms of the philosophy of asset management in the Town as well with respect to the maturity state
assessment scale. Participants overwhelmingly felt that asset management should be adopted as a
philosophy of managing the business of service delivery with an advanced state of practice (Level 4).
The needs assessment identifies the specific requirements within the asset management areas of
practice that require improvement towards that goal. Given the current state of practice of
"Establishing" (Level 2) an intermediate target of "Developing" (Level 3) is aggressive but achievable
within the next 5-year period.
This is illustrated in the figure below:
Figure 5: Asset management program target state
Aware
Establishing
Developing
Competence
Op8mizing and
Excelling
Maturity
Level
1
2
3
4
5
Results
The need for an asset
management system
has been recognized
and there is evidence
of the organiza:ons
intent to progress it.
The organiza8on has
iden8fied the means of
systema8cally and
consistently achieving the
asset management
requirements.
The organiza8on is
developing its asset
management system, and
can demonstrate that
asset management
prac8ces are being
progressed with credible
and resourced plans in
place.
The organiza8on's asset
management ac8vi8es
are fully developed,
embedded and are
effec8ve for its purposes.
The organiza8on can
demonstrate that it
systema8cally and
consistently achieves
relevant requirements
set out in PAS 55/ ISO
55001.
The organiza8on can
demonstrate that it is
systema8cally and
consistently op8mizing
its asset management
prac8ces, employs
leading prac8ces, and
achieves maximum value
from its assets, all in
alignment with the
organiza8on's objec8ves
and opera8ng context.
AM Vision
Current State
Implementa)on
Plan 3-5 years
Now
Soon
Future
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5.1 Summary of Needs and Gap Analysis
A needs and gap analysis was completed for the Town as a whole and for each service or sector based
on the current state assessment compared with best practice and the target end state. The target end
state was determined through the Town of Newmarket Asset Management Vision. In general the
findings for the Town apply to each service or sector with the main difference being the extent of the
need or gap. For example within the practice area of Strategy and Planning, asset management plans
(AMPs) are recommended as part of the need to comprehensively and systematically manage assets.
This is applicable for all assets although the gap in each sector is dependent on the extent of the plan
that may already have been developed. For example, Right-of-Way Sector has an AMP with some assets
missing, whereas Fleet has not developed an AMP at all.
A table of detailed needs is presented in Appendix K: Asset Management Gaps and Needs
The following summary presents the findings of the needs and gap analysis within each of the 10 asset
management practice areas. Projects are assigned a code corresponding to the amSAT element (e.g.
130 Master Plan, 140 Asset Management Plan), numbered for each project in that element (e.g. 140-1,
140-2). The project name is followed by a priority ranking with respect to its overall importance to the
Town based on a number of factors such as alignment with business drivers and objectives.
Strategy and Planning
Managing assets strategically involves all staff working towards the same goals. Communication of the
asset management system (program) is an important part of managing assets strategically. Asset
management plans embody the logic and means by which assets are managed including service levels,
interventions, current performance and costs. Developing asset management plans is a useful method
to capture how things are done. When they are prepared with the input of staff, it is also a useful way to
communicate both how things are, and what objectives there are for the Town.
Key actions with overall priority rank are:
- 140-1 Define and assign responsibility for stormwater assets - 1
- 140-2 Develop AMP for missing asset classes - 2
Performance and Demand
There needs to be a link between asset activities and asset performance all the way to how customers
experience the service delivered by the assets. This provides the means to understand actions, their
costs, and the level of service delivered. The customer best describes customer experience. This is
however a longer term prospect since the relationship between customer service and asset
performance is complex and not directly or easily measured.
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The start of development of the formal customer driven service levels is to actively identify and
document activities, standards, and practices in the Town that reflect service levels. This includes
activities such as conducting swabbing at night, and clearing driveway entrances of snow for elderly
residents, as well as more technical activities such as resurfacing a road based on condition grade, and
the frequency of landscaping of parks. Once there is a good understanding of the current service level
and costs, customer input will be more meaningful since the service can be explained in terms that they
can appreciate.
Key actions with overall priority rank are:
- 210-1 LOS Model: define LOS and KPIs, and model associated activities and costs associated with
it - 14
Organization and People
Once senior management and Council approve the Integrated Asset Management Strategy, it must be
supported beyond simple acceptance of the IAMS report. Since asset management is seen as a central
component of efficient and responsible delivery of services, the Town needs to structure itself to
implement an asset management program. Furthermore the Town's Asset Management Vision (AM
Vision) can only be achieved with change to the organizational structure and staffing resources. To
provide focus and consistency in the application of asset management principles, and ensure that AM
Vision is achieved, a central asset management position is required. Support should also be provided
directly by assigning specific asset management responsibilities within each department, and by
identifying the necessary and specific asset management skills required, and providing the necessary
training for staff.
Key actions with overall priority rank are:
- 310-1 Develop AM roles and responsibility matrix and incorporate into job descriptions - 1
- 310-2 Create or designate Asset Manager position to provide guidance and oversee
implementation of AM within the Town - 1
Life Cycle Practices
Decision support will be improved through better modeling techniques that will integrate information
by considering the whole system. Models that relate lifecycle activities (e.g. operations, maintenance,
renewal) and costs with asset performance are needed. Lifecycle activities are practices across the life
cycle of assets (e.g. creation, operation, maintenance, rehabilitation/replacement, disposal and
performance monitoring). Through these practices the desired performance of assets can be achieved.
Each practice has a corresponding cost and an outcome related to asset performance e.g. improved or
maintained condition. At a higher level of asset management maturity, Operations and Maintenance
(O&M) activities and costs should be integrated with other life cycle actions and strategies. When costs
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of the life cycle activities are also understood, optimal decisions (or asset strategy) and trade-offs can be
supported.
Key actions with overall priority rank are:
- 420-1 Document current O&M practices, coordinate with asset strategy, and evaluate and
document O&M costs -- 7
Asset Data and Information
Asset Management depends on data to support all levels of asset management activities throughout the
life cycle. Asset hierarchy, naming protocols and data attributes need to be consistently and uniformly
developed in order for the data to be effectively used. An appropriate suite of management technology
systems and databases provide the capability to assess asset and service status, trends, and needs of
the infrastructure assets. Typical capabilities of these systems include:
- Integrated organization of information describing infrastructure relationships, inventory,
condition, and performance, including a history over time
- Tracking and management of work on assets and associated costs
- Geographical representation of assets for location, work management and reporting purposes
- Analytic models to predict the rate of future change in condition or performance, enabling the
forecast of future infrastructure needs including total cost
- Decision rules or procedures for applying treatments or actions to maintain, rehabilitate,
replace, or expand infrastructure, coupled with analytic models and costs to generate financial
scenarios for planning
- Reporting including for accounting purposes and tailored to different levels of management,
including staff, senior management, Council and public distribution.
Current practice relies on independent databases and spreadsheets that are not linked together or with
the spreadsheet inventory used in Finance, with the GIS database, with work management activities or
with cost information. This must be independently managed and reconciled.
With the presumption that JDE will continue to be the Town's financial accounting system, major needs
requiring a technology application is a central asset registry, work management system(s), and analytical
modeling.
Key actions with overall priority rank are:
- 510-1 Develop asset hierarchy from FIR reporting to the maintenance managed item level - 1
- 520-1 Evaluate data collected after identifying required and critical data and identify gaps - 2
- 540-1 Evaluate needs, develop user requirements for software and develop Terms of Reference
(TOR) for procurement (Phase 2 of this project) - 18
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- 540-2 Procure asset management software, and configure, and implement, and identify key
integration points with JDE - 20
Monitoring & Improvement
It is important for the Town when considering needs across the organization to have a common
framework to assess the importance of needs in different areas. One parameter that is used is Risk that
relies on condition (as a proxy for failure) and consequence of failure. It is important therefore to have a
common framework to assess condition, i.e. good/fair/poor or very good, good, fair/poor etc. As well,
condition is only one measure of an assets performance, and a framework for other parameters such as
capacity or reliability are also required.
Key actions with overall priority rank are:
- 620-1 Establish standard condition grading framework and align to asset class condition scales -5
Risk Management
Risk management can be applied at all stages of the asset life cycle, whenever a significant decision has
to be made. Organizations establish and implement risk management processes to facilitate achieving
their objectives and providing the desired level of service. They identify risks that could have a
significant impact on their objectives, analyze the probability and the consequences of occurrence, and
develop ongoing measures and controls to treat and mitigate risks. A framework for risk management
ensures that risks are systematically identified and treated using a consistent and repeatable process.
Key actions with overall priority rank are:
- 710-1 Develop Risk Management Framework - 7
- 720-1 Conduct a risk assessment and identify high consequence assets and critical assets - 7
Decision Making
To ensure that AM decisions are made efficiently and are repeatable (can be understood, traced and
validated), a decision-making framework is useful if not essential. It is best to represent the framework,
the set of linked and interrelated activities and their sequence, through a business process model. This
allows the current (or newly created) process to be analyzed and improved within the context of the
organizational structure and resource constraints. Optimized decision-making is an evidence-based
process of making the right decisions with the best available data and with decision criteria clearly
defined. Data-driven decisions provide the advantage of transparency for decisions made and support
determining the lowest cost solution that satisfies values and preferences for risk and other criteria such
as community benefit.
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The three primary techniques of decision-making in asset management are risked based analysis (RBA),
benefit-cost analysis (BCA) and multi-criteria analysis (MCA). Each technique has its place depending on
the decision required.
Key actions with overall priority rank are:
- 810-1 Evaluate, select and incorporate ODM techniques into O&M and capital plan process - 25
Finance
Financial plans and asset reserves should be an outcome of the asset strategy in the asset management
plan. Secondly capital plans for the shorter term (e.g.10 years) should be an outcome of the asset
management plan and be linked to the financial plan. The financial plan was developed ahead of the
asset management plan, and the asset management plan has not influenced the capital plans.
Key actions with overall priority rank are:
- 910-1 Update Capital Financing Sustainability Plan - 21
Data Management
The Town needs to establish a data standard, which will include who owns the data, who can access the
data and who is collecting the data. There should be checks on the quality of data collected through a
quality assurance/quality control protocol established as part of the data management standards. Data
standards should be developed in the context of the Town's asset hierarchy and its requirements for
managing asset performance.
Key actions with overall priority rank are:
- 1010-1 Develop data standards aligned with asset hierarchy -2
- 1020-1 Establish data roles - owners, users, collector - 1
5.2 Gap Analysis - Improvement Projects
The primary output of the needs assessment and gap analysis is a list of improvement projects or
opportunities. The projects identified are the priorities within each asset management practice area
that when completed will move the Town from its current asset management position to its future
desired position. Of the 29 identified projects, each has an individual priority established in context of
the Town's drivers, the importance of the corresponding asset management practice area, and the
Town's current plans and situation.
The estimated duration and resource requirements in months and the estimated cost are shown in the
table below.
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Table 13: Project opportunities
Item
Effort (months/ $)
Annual (% or $)
Annual (% or $)
Total Duration
87
87 months
60 months
Management (5)
15
3%
5%
Technical staff (1 PM+ support)
31
28%
40%
Stakeholders (15)
29
2%
3%
External Cost (Town staff not included)
$1,060,000
$146,207
$212,000
If all work were scheduled sequentially, the estimated time for completion would be over 7 years (87
months). It is expected that with overlap of projects this could be managed in a shorter manageable
time frame of 5 years. Within a 5-year period, this would still be a manageable effort with the existing
staff. However, several new resources are recommended to support the asset management system
(program) within the Town. This is discussed further in 8.2 Resource Requirements.
The complete list of projects is provided in Appendix K: Asset Management Gaps and Needs.
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6 Framework Synthesis
The maturity assessment process identified the gaps between best practice and the current state of the
Town's asset management system (program) and the needs to advance the program towards the
Town's vision for asset management.
The needs have been translated into individual opportunity project actions prioritized according to the
Town's drivers and a logical sequence based on dependencies between the opportunities. To provide
focus to these most valuable, practical and urgent opportunities, this section presents different
approaches to implement the recommended initiatives and actions. With any approach, all identified
opportunities are included and it is only the sequence of implementation that changes because of the
focus of the approach.
Town staff was polled during the workshops to review the asset management needs and gap analysis to
determine the preferred approach. In brief, the approaches in order of preference by the Town are:
1. Governance: priority is given to building Town wide frameworks and
organizational capacity
2. Capital Program Decision-Making: focus is improving the decision-making
process for capital spending
3. Data and Information: improving data and information standards including
technology integration
4. Maintenance Management: schedule CMMS selection and implementation
followed/ in conjunction with maintenance program improvement
5. Tactical: schedule all individual projects based on individual priority and
resource constraints
Following is a discussion of each approach. The plan and sequence of the initiatives is presented in
Section 8 Implementation Plan.
Governance Approach
Leadership and organizational culture are the two main reasons why implementing an asset
management system (program) succeeds. Governance provides a top-down structure where priority is
given to building frameworks and organizational capacity for the Town as a whole prior to developing or
tailoring the frameworks to the individual asset sectors.
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The opportunities to focus on would be organizational - defining and designating positions, roles and
responsibilities; training for staff; and include corporate wide frameworks for lifecycle management -
condition, risk, and levels of service that can then be customized to each asset sector.
This approach supports a long-term structured process for asset management system (program)
development. It facilitates providing guidance and a measure of control from a 'corporate' perspective.
It is particularly well suited to larger organizations with both corporate and distributed dedicated asset
management roles. It can be effective for smaller organizations as well by developing the frameworks
simultaneously and collaboratively with service sector stakeholders.
This approach warrants further consideration if there is no urgent need to rapidly progress the asset
management system (program) such as might be the case if there is known and significant capital
shortfalls.
Capital Programming Decision-Making
This approach focuses on developing the means to identify the optimum balance between asset
performance and cost based on real-time performance measures (e.g. condition) aligned with a
prescribed service level. It is in effect a microcosm of the asset management plan focusing on asset
renewal.
The projects to prioritize are those involved with organizing assets (hierarchy), measuring performance
(LOS, condition, risk) and establishing decision criteria (asset strategy). This process to identify the
strategies to preserve or extend asset performance and optimize the selection of capital projects can be
enhanced with software. This requires predictive analytical modeling functionality. The cost and
configuration requirements for this type of software can be much less than that of a CMMS (e.g. 3
months and $50,000 +/-). Depending on the selection, this software could also act as the central asset
register.
While not exactly short term, this approach offers the closest thing to the concept of quick wins since it
will directly support the development of annual capital plans. It also aligns well with regulatory reporting
requirements. It is a good candidate approach in general and especially where reducing capital spending
is a key priority. However it requires that the organization be knowledgeable of the trade-offs involved.
Data on costs, condition and interventions may not be fully accurate thus while the decision-making
logic could be sound, the confidence in results may not be high. Like in the tactical approach, there
should be a strong culture of commitment to asset management to minimize the potential of the
implementation faltering.
Maintenance Management
In this approach the focus is on maintenance centered on procurement of a computerized maintenance
management system (CMMS). After procurement the real work begins to develop and standardize asset
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information at the equipment (maintenance managed item) level, maintenance procedures and
maintenance planning and scheduling. This powerful system carries significant resourcing requirements
and a sustained long-term commitment to improvement (8 months and $300,000 +/-). Although
estimated as an 8 month implementation period in practice it will take several years before the system
is fully embedded and adopted in an organization. It is data intensive and while powerful requires the
collection of data over some period of operation before benefits can be obtained through asset
performance reporting. A CMMS has the added benefit of being a candidate system to act as the
central asset register.
This is a suitable approach for organizations facing issues with maintenance or operating expenditures
and controls, poorly performing equipment or frequent failures. A CMMS will assist chiefly with
maintenance activities such as scheduling preventive maintenance and assigning resources, predicting
equipment reliability problems, and managing inventory. Claimed benefits associated with maintenance
through the CMMS include reduction in maintenance overtime, labour, and contractor costs; material
costs, and increase in equipment availability.
It should be recognized that maintenance software is a significant investment in time and effort and
that benefits to the capital program and long-term renewal planning will not result for quite a long time.
This is primarily because maintenance focuses on the shorter-term activities e.g. daily, weekly, and
monthly and the equipment data will need to be collected for a few years before it can be used in
renewal planning analysis.
Because of the significant resources to procure, implement and provide ongoing support for the CMMS,
a more detailed schedule of activities was developed to illustrate the commitment for the CMMS
decision. A draft schedule for a CMMS procurement and installation together with costs is provided in
the figure below.
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Figure 6: CMMS Implementation Details
Data and Information
Focusing on data and information is appropriate when lifecycle practices are sufficiently mature to
provide direction for improving data and information standards, and when automation needs are
understood well enough to benefit from integrating technology. A data management focus can be used
to drive the asset management system (program) but it should be initiated when the asset management
system (program) is sufficiently mature. This timing will help avoid the risk of standards and integration
needs not reflecting the true needs of the organization.
Tactical Approach
All opportunities are scheduled as individual projects based on individual priority and resource
constraints. This is a suitable option if there is no concern about losing focus or having to market the
progression of the asset management system in a systematic or themed way. There should be a strong
culture of commitment to asset management or the implementation could falter. It also provides
flexibility to adjust effort and cost by shifting the start of individual projects. As an approach it is more
applicable to organizations that are already well along the maturity scale.
Task
Details
Nov
Jan
Mar May Jul Sep Nov Jan Mar May Jul Sep Nov Jan Mar
Base user requirements
Core functionaility
Terms of Reference
Assess Sector needs, IT requirements and
issue Request for Proposal
CMMS Governance Team
Establish body; appoint Project Manager;
identify team
Staffing - new/repurposed
Appoint cmms functions - data entry,
planner/scheduler, system administrator
Selection & Purchase
CMMS Selection & Purchase
Installation
Installation
★
Core Requirements
Integration scoping; reporting
requirements; asset hierarchy
Configuration
Core modules; Inventory data migration
Implementation
Maint task development; process
development and validation
Acceptance
integration testing; functional user testing;
user training
★
Go Live
Refine/ adjust; ongoing support; ongoing
improvement
Estimated Costs
CMMS Purchase
CMMS annual maintenance & licenses
Internal resourcing through to Go Live
Ongoing staff resourcing (~ 2-3 persons)
2016
2018
$90,000
2017
2017
$60,000
$300,000.00
$245,000
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The estimated duration and resource requirements in months and the estimated costs are shown in the
table below.
Table 14: Project opportunities
Item
Effort (months/ $)
Annual (% or $)
Annual (% or $)
Total Duration
87
87 months
60 months
Management (5)
15
3%
5%
Technical staff (1 PM+ support)
31
28%
40%
Stakeholders (15)
29
2%
3%
External Cost (Town staff not included)
$1,060,000
$146,207
$212,000
If all work were scheduled sequentially the estimated time for completion would be over 7 years (87
months). It is expected that with overlap of projects this could be managed in a shorter manageable
time frame of 5 years. Within a 5-year period, this would still be a manageable effort with the existing
staff. However, several new resources are recommended to support the asset management system
(program) within the Town. This is discussed further in 8.2 Resource Requirements.
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7 Asset Management Software
Management of assets require technology systems to facilitate the activities across the lifecycle of the
assets. This ranges from financial accounting, customer information and billing, inventory and work
management, asset demand or capacity analysis, and analytical software to help determine when
capital investment is required.
There are perhaps 5 major functions that should be considered under the banner of asset management
software. These are:
I.
Financial accounting such as for Tangible Capital Asset/Financial Information Return
II.
Asset Register to account for the full inventory
III.
GIS for spatial representation of assets
IV.
Maintenance management (CMMS) for planning and scheduling work on assets
V.
Predictive modelling for asset renewal planning
The Town currently has an Enterprise Resource Planning system (JD Edwards) that it utilizes for financial
reporting as well as other corporate functions. The Town also has a GIS application it uses for mapping
purposes and to support asset management activities such as maintenance.
Most technology systems for asset management have an asset registry function. This is the case for
both JD Edwards and the GIS. What distinguishes the registry in these different systems is the level of
detail provided. In JDE the hierarchy detail is high level and does not support the deeper level of detail
needed for asset renewal planning or maintenance management. The GIS has a deeper level of detail
possibly sufficient for asset renewal planning and maintenance management for linear assets but not
for facilities or equipment. Maintenance management of facilities and equipment benefits from systems
built specifically for this purpose. The registry in a maintenance management system is likely at the most
detailed level required in an organization. The registry required for asset renewal planning will be at a
higher level than the maintenance managed equipment level in a CMMS. There isn't a single application
available that will perform all the required asset management functions including even these 5 major
functions. What is required is a well-defined asset register employed across the different applications to
the level of detail required for the function being provided in each application. With each system having
its own registry, integration between systems will be required together with good data management
practices. Data management is required to avoid issues with duplication and errors in data.
With respect to maintenance management, JDE has maintenance management functionality. At present
it is only employed by Fleet and only to a limited extent. The primary reason for the limited use is
reportedly due to the difficulty of using this module of JDE.
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There are a considerable number of maintenance management systems available for the Town to
consider. Some systems can be hosted by the maker and purchased as a service versus the traditional
approach where the application would be installed on the Town's servers.
The Town does not have any technology systems that provide predictive modeling asset renewal
planning. This type of software should have the capability to configure degradation curves for various
asset classes and provide predictive modeling over a long-term period. It should be able to calculate the
required asset renewals based on set condition points and provide the value and impact of various
investment scenarios over the planning period. The asset register level of detail for asset renewal
planning is typically higher than that required for maintenance and deeper than in the Town's JDE
software.
In general requirements to be considered in the evaluation of technology systems for either include:
- Ease of use/user interface
- Applicability to multiple asset types - although more than one solution may also be considered
- Ability to integrate with other Town systems
- Vendor experience and references
- Vendor support and training
- Initial and ongoing costs
For either maintenance management or asset renewal planning software, the asset register should be
defined and correspond to lifecycle data that should be recorded. For example the level of breakdown
required to record repair and replacement information of at least critical assets and components of
those assets. This breakdown and data helps to answer questions such as when it is most economical
for a watermain to be relined or replaced over its lifetime and at what anticipated cost.
In the Town's Integrated Asset Management Strategy the selection and configuration of maintenance
management software is scheduled after the development of the lifecycle data such as asset register,
asset performance, data standards, and the approach for asset renewal. After the completion of these
improvement projects to better define these practices and identify data, is the appropriate time to
evaluate in detail the requirements for the maintenance management software and integration needs.
8 Implementation Plan
The asset management implementation plan will guide the overall development of the asset
management system (program) within the Town.
An overview of the plan elements together with the estimated schedule, new resource requirements
and cash flow is provided in the figure below:
The Town of Newmarket - Integrated Asset Management Strategy
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Figure 7: Overview of Implementation Plan
The costs indicated are for the Integrated Asset Management Strategy projects and do not include the
cost of the recommended new resources or of the internal costs of staffing during project
implementation.
Successful implementation is best assured by considering these factors:
I.
Project management: designating a responsible individual to manage the project(s)
and program of implementation initiatives with a focus on developing detailed work
plans, resource schedules, budget and performance metrics for monitoring and
control. It is recommended that the implementation plan be the responsibility of the
recommended asset manager position.
II.
Communications: regular and focused reporting on progress of the asset
management system (program).
III.
Leadership: endorsement of the plan and ensuring adoption of concepts and
practices across the organization paying attention to change management
principles. It is recommended that the AM Committee provide leadership for the
asset management system (program) with reporting to the Town's Operations
Leadership Team (OLT). In addition a new position is recommended for Asset
Manager that will also contribute to leadership of the program.
1
2
3
4
Asset Manager
2017
Data & Informa5on
Maintenance Management
Capital Decision-Making
Governance
1
2
3
4
1
2
3
4
1
2
3
4
- O&M prac-ces
- CMMS .
-
Organiza-on
-
Frameworks
-
Lifecycle model
-
Asset Strategies
- Data Standards
1
Op5mizing AM
- Advanced AM model .
- Updated Financial plan
New Resources
Technologists (2-3)
IT Support (1)
Project Cost
(excluding staffing)
$170,000
$200,000
$370,000
$320,000
The Town of Newmarket - Integrated Asset Management Strategy
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IV.
Staff Development: knowledge transfer during project implementation from
vendors, and training to improve technical capabilities for delivery of asset
management practices.
V.
Integration and Transformation: managing disruption to existing operations while
transitioning to new practices and fostering commitment of staff to program
development.
These factors should be adopted and/or embedded as part of the rollout of the implementation plan.
8.1 Implementation Project Schedule
The overall project Gantt chart is provided in Appendix L: Implementation Schedule.
The table below provides the summary details of the program objective start and end times as well as
the costs.
Table 15: Implementation Plan Schedule
Program Objective
Project Costs
Start
End
Months
Governance
$140,000
09-Jan-17
26-Dec-17
12
Capital Program Decision-Making
$150,000
05-Jun-17
29-Aug-18
15
Data and Information
$110,000
04-Jun-18
02-Apr-19
10
Maintenance Management
$320,000
29-Oct-18
22-Nov-19
13
Optimizing the Asset Management program
$340,000
25-Nov-19
21-Dec-21
25
$1,060,000
8.2 Resource Requirements
The workforce demand forecast, provided in Table 16: Resources to implement strategy (days), is an
estimate of the number and mix of employees required in the future to sustain the asset management
system. This is additional to the effort required by staff during the delivery of the individual
improvement projects.
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Resource Requirements - Program Development
A detailed list of resource requirements to implement the proposed strategy across the organization is
provided in the table below.
Table 16: Resources to implement strategy (days)
Program Objective
Management
Technical Staff
Stakeholders
Governance
41
72
56
Capital Program Decision-Making
23
73
45
Data and Information
48
75
56
Maintenance Management
30
128
160
Optimizing the Asset Management program
62
96
78
Approximate total staff resources
204
444
395
Resource Requirements - Ongoing
Based on the current level of practice of asset management within the Town and the requirements to
continuously deliver at the higher level anticipated in this strategy, additional staff resources would be
required. The positions and responsibilities are:
- Asset Manager: oversee and provide direction across the Town to implement asset
management practices in a coordinated and integrated fashion.
- Technical staff: technologists or engineers to develop and support asset specific programs to
measure and monitor asset performance, collect, manage and analyze asset data, and produce
capital plans
- Information Technology staff: support the configuration and ongoing maintenance of asset
management software including a computerized maintenance management system (CMMS),
advanced (capital) decision-making software, and the integration of various systems to facilitate
asset management.
An estimate of the staff resource requirements to support the asset management system for the 5-year
period of the Strategy and ongoing past that time frame is provided in the table below. The resources
are estimated based on the gap between the current maturity level and the end state maturity level
during and after the 5-year period of the implementation plan.
The Town of Newmarket - Integrated Asset Management Strategy
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Table 17: Ongoing staff support
Program Objective
Asset Manager
Technical Staff
IT Support
Governance
½
Capital Program Decision-Making
¼
½ - 1
½
Data and Information
1 8
½ -1
Maintenance Management
1 8
1 - 2
½
Optimizing the Asset Management program
¼
½
Approximate total new staff resources
1
2 - 4
½ - 1 ½
Considerations for the structure the Town should consider to support asset management and
considerations for the Asset Manager position are provided in the next section.
8.3 Asset Management Program Governance
The potential organizational model necessary to govern asset management and the proposed Asset
Management Strategy to ensure the program remains integral to the Town-wide financial, operational
and strategic planning is discussed herein.
The governance model should organize at a high level all functions of the asset management program
such as operational, financial, risk management, and reporting processes. This is done so that the
business units can conduct their activities in ways that comply with objectives and strategic outcomes
set by the organization.
The proposed governance framework is comprised of three layers as depicted below:
Table 18: Governance components
Layer
Meaning
Scope
Structure
Includes organization design and reporting
structure, and operating charter or mandate
Operational Leadership Team;
Asset Management Committee
Roles and
Responsibilities
Within the context of asset management in the
Town and the asset management framework,
this defines functional roles and
responsibilities
Initially it should include OLT, the
AM Committee and the
recommended Asset Manager
position
Framework and
Program
An asset management framework used to
direct, coordinate and control asset
management activities
Asset management framework as
described in the Asset
Management Policy
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8.3.1 Structure
In the Town's Corporate Asset Management Policy (Policy No. CAO.4-01), governance of the asset
management program is addressed by identifying the responsibilities of the Strategic Leadership Team
and the Operational Leadership Team for asset management. It does not specifically address the how
asset management will be delivered although it is implied that it is through the existing organizational
structure. There are two main viewpoints for the governance structure of the asset management
program, either a distributed model or a corporate model.
In the first model type, asset management is a business unit like many others. As a business unit it has a
particular focus and interactions with other business units. Asset Management is placed as a business
unit within the department organizational reporting structure (the organization chart). Interaction is
coordinated to a greater or lesser extent outside of and within the department based on the needs
identified at the time the business unit is formed and organically as it evolves over time. This is
consistent with a distributed model of responsibilities for delivery of asset management.
In the second view, development of asset management as an objective stands outside of the
organization reporting structure and is therefore governed by a committee of representatives from the
stakeholder groups that influence or are impacted by asset performance and asset management.
Effectively this is a corporate structure.
The main difference between these approaches is how formal the asset management program is
regarded and the focus of how it is to be delivered. A corporate structure is regarded as best practice
and is recommended. This provides better oversight across the organization and removes bias that
might occur if asset management oversight is located within a functional department such as Finance or
Engineering. For this reason administratively it is best that the position report to the CAO's office.
8.3.2 Roles and Responsibilities
Asset Management Committee
The key objectives for the Asset Management Committee should be:
I.
Advise on organizational design for asset management responsibilities throughout
the Town's business units.
II.
Ensure consistency in asset management concepts and practices and approve
departmental flexibility of implementation
III.
Approve strategic planning that addresses current and future asset management
challenges and objectives
IV.
Direct the Asset Manager to address the development of asset management and the
asset management strategy
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The current charter of the Asset Management Committee includes details outlining the scope of
responsibilities that meet many of the requirements described above. It does not address the
organization design or skill requirements for asset management. It assigns some level of authority for
directing the work of the Committee to the Committee Lead. The Committee Lead is intended to be a
rotating responsibility, noting that the rotation is not yet in effect. It assigns the responsibility for the
implementation of asset management practices to the committee membership that is comprised of
representatives of various departments. In a general sense this is beneficial but without direction
through preferably both the Committee Lead (recommended to be the new Asset Manager) and the
Integrated Asset Management Strategy (this report), the advancement of asset management will be
fragmented.
To strengthen the function of the Committee and of the advancement of the asset management
program, the Asset Manager position should be assigned as the Committee Lead. It is also
recommended that in selecting and developing workplans for the projects from the Integrated Asset
Management Strategy that the Committee representatives review and approve them by actively
participating in Committee affairs.
Asset Manager Position
Adopting a position for an Asset Manager is a key requirement to provide better assurance of the
successful development of a consistent and integrated asset management system in the Town. This
position would be responsible for the overall implementation of asset management. Ideally it would be
at a management level so it would have a higher level of authority and visibility within the Town.
Considerations for the skills, abilities and experience of the Asset Manager are ability to:
- Provide direction to others in implementation of asset management strategy and development
of the asset management system (program)
- Guide others on the full range of principles of Asset Management activities and assist
departments with application to asset service sectors
- Undertake the analysis and development of asset management policies
- Understanding of asset management maturity capability development
- Lead and evaluate compliance reviews of the asset management system within departments
- Contribute to the specification, selection and integration of Asset Management information
systems
Skills and experience to be considered include:
- A degree in Engineering or Business or related field with equivalent combination of education
and experience
- Knowledge of Canadian and international asset management standards and best practices
The Town of Newmarket - Integrated Asset Management Strategy
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- 10 years of experience in the planning, implementation and application of asset management
procedures, practices, tools and techniques including policy and strategy, levels of service, risk
and lifecycle analysis, prioritization and financial planning and analysis
- Strong communication, facilitation and interpersonal skills
- Strong technical, analytical and problem-solving capabilities
The skills and experience outlined above are those typically referenced for this type of position. It would
be at the Town's discretion to adapt these requirements to suit their own needs.
8.3.3 Framework and Program
The Town's Corporate Asset Management Framework is included within the Asset Management Policy
(Policy No. CAO.4-01). It is noted to encompass all aspects of the management of each asset through its
lifecycle in that it:
- Integrates the strategic objectives of the Town, with key business systems, legislation, and
regulations;
- Creates a framework that establishes the mechanism for a clear line of sight between our AM
program and Corporate objectives and strategies; and
- Commits to providing approved levels of service for present and future customers and
communities, in the most effective and efficient way, through the planning, design,
construction, acquisition, operation and maintenance, renewal, and disposal of assets.
The Corporate Asset Management (AM) Policy applies to assets of the Town, such as roads, sidewalks,
bridges, watermains, sewers, stormwater ponds, pumping stations, fleet, IT systems, buildings, parks,
art and trees. It is shown in the figure below.
The Town of Newmarket - Integrated Asset Management Strategy
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Figure 8: Newmarket Corporate Asset Management Framework
The Town of Newmarket - Integrated Asset Management Strategy
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Appendix A: Maturity Assessment Questionnaire
Table 19: Asset Management Maturity Assessment Areas, Elements and Questions
Q#
Assessment
Area
Ref #
Assessment
Element
Question
1
Strategy and
Planning
110
Asset
Management
Policy
Has an asset management policy been written,
documented, authorised and communicated across the
organization? Does it align with current applicable
legislation, regulatory and statutory requirements and
other organizational policies?
2
Strategy and
Planning
120
Asset
Management
Strategy
Has an asset management strategy been written,
documented, authorised and communicated across the
organization? Is it consistent with other appropriate
organizational policies and strategies, and the needs of
stakeholders?
3
Strategy and
Planning
120
Asset
Management
Strategy
Does the organization's asset management strategy take
account of the lifecycle of its assets, asset types and asset
systems?
4
Strategy and
Planning
130
Master Plan
Is there a formal master planning document? Does it
consider various factors such as change in demand, risk,
financial? Does it align with other plans and strategies
such as the asset management plan?
5
Strategy and
Planning
140
Asset
Management Plan
Is there a formally documented Asset Management Plan?
Does it align with the organizations business objectives,
asset management objectives, and asset management
strategy?
6
Strategy and
Planning
140
Asset
Management Plan
Does the organization establish and document its asset
management plan(s) across the life cycle activities of its
assets and asset systems? E.g. The Asset Management
Plan details how the asset will be operated and
maintained, and how risk will be managed.
7
Strategy and
Planning
150
Contingency
Planning
Has the organization provided plan(s) and procedure(s)
for identifying and responding to incidents and
emergency situations and ensuring continuity of critical
asset management activities?
8
Strategy and
Planning
160
Asset Strategy
Has the organization identified asset strategy for R&R
projects (e.g. shave and pave strategy for road)? Does it
The Town of Newmarket - Integrated Asset Management Strategy
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Q#
Assessment
Area
Ref #
Assessment
Element
Question
include determining benefit and cost of implementing the
asset strategy?
9
Performance
and Demand
210
LOS
Have the Levels of Service been identified and the link
between performance, risk and cost been established?
10
Performance
and Demand
220
Asset Demand
Has the organization established demand-forecasting
methodologies and identified plans for long term needs?
11
Organization
and People
310
Asset
Management
Structure
Is there an established appropriate governance
framework to support the management of assets
including defined roles and responsibilities, appointing
AM manager, providing sufficient resources, acceptance
by senior management, and elected officials of the
importance of asset management?
12
Organization
and People
320
Competency
Does the organization identify competency
requirements? Does the organization ensure that persons
under its direct control undertaking asset management
related activities have an appropriate level of competence
in terms of education, training or experience?
13
Organization
and People
330
Outsourcing
Where the organization has outsourced some of its asset
management activities, how has it ensured that
appropriate controls are in place to ensure the compliant
delivery of its organizational strategic plan, and its asset
management policy and strategy?
14
Life Cycle
Practices
410
Acquisition
Has the organization established, implemented and
maintains processes for the creation (e.g. design),
acquisition or enhancement of assets so they are carried
out under specified condition and aligned with asset
management strategies? E.g. design, modification,
procurement, construction and commissioning activities.
15
Life Cycle
Practices
420
Operations &
Maintenance
(O&M)
Has the organization established, implemented and
maintains processes for operations and maintenance
including plans, so they are carried out and under
specified condition and aligned with asset management
strategies? E.g. during utilization (operation) of assets,
during maintenance (and inspection) of assets? Is the
organization aware of O&M cost of its assets?
16
Life Cycle
Practices
430
Performance
Modelling
How does the organization model the performance of its
assets over their life? E.g. has useful life been
determined? Is there a deterioration curve in place?
The Town of Newmarket - Integrated Asset Management Strategy
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Q#
Assessment
Area
Ref #
Assessment
Element
Question
17
Asset Data and
Information
510
Asset Hierarchy
Has the organization provided asset hierarchies for its
assets? Is it determined what data should be collected at
each level of hierarchies for each life cycle phase?
18
Asset Data and
Information
520
Asset
Management Data
Has the organization identified the asset related data it
requires to support the asset management activities?
19
Asset Data and
Information
530
Asset
Management Data
Availability
Has the organization collected and recorded asset
management data including; physical asset data (e.g.
description, location, size), valuation data, maintenance
data, condition data, performance data, risk data? Has
the organization identified gaps with respect to required
data?
20
Asset Data and
Information
540
Information
Systems
Has the organization integrated its information systems
(e.g. asset register system, maintenance system, financial
system) to support the asset management activities?
21
Monitoring &
Improvement
610
Performance
Assessment
Does the organization measure the performance of its
asset and asset management system (e.g. availability,
health and safety, customer satisfaction)? Has the
organization determined parameters for monitoring asset
performance, the extent of data to be recorded, and the
frequency of collecting it?
22
Monitoring &
Improvement
620
Condition
Assessment
Does the organization assess the condition of its assets?
Has the organization established process for the condition
assessment, the extent of data to be recorded, and the
frequency of collecting it?
23
Monitoring &
Improvement
630
Performance
Improvement
Does the organization investigate failures, incidents and
nonconformities associated with assets, asset systems
and the asset management system?
24
Risk
Management
710
Risk Management
Is there documented process and/or procedure for the
identification and assessment of asset and asset
management related risks throughout the asset life cycle?
Does the risk process cover various types of risk within its
risk assessments? (E.g. physical, operational, natural,
external, stakeholder, life cycle)?
25
Risk
Management
720
Risk Assessment
Does the organization identify Failure Modes, Probability
of Failure (PoF), and Consequence of Failure (CoF) for its
existing assets? Does the organization provide a clear list
of critical assets available?
26
Decision
Making
810
Optimized
Decision Making
Has the organization developed and implemented a
method for optimized decision-making?
The Town of Newmarket - Integrated Asset Management Strategy
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Q#
Assessment
Area
Ref #
Assessment
Element
Question
27
Decision
Making
820
Capital Plans
Is there a process to identify the long-term asset renewal
and rehabilitation requirements and integrate plans
across service sectors?
28
Decision
Making
830
Capital Projects
Integration
Has the organization integrated capital projects across all
service areas?
29
Decision
Making
840
Non-Capital
Projects
Is there a process to identify non-capital projects (e.g.
major maintenance projects)?
30
Finance
910
Financial and
Funding Strategy
Is there documented processes and/or procedures for the
financial planning? Has the organization determined
funding strategy (e.g. rate study, tax)? Has the
organization developed procedures in terms of funding
constraints?
31
Finance
920
Reserve Fund
Does the organization identify the required reserve fund
for different service areas? Is reserve fund available?
32
Finance
930
PS3150
Are there policies and procedures established to reconcile
asset acquisition and renewal Financial Records with the
accounting record (e.g. TCA policy)?
33
Data
Management
1010
Data Standards
Is there documentation and standards established to
describe for the main elements of the asset management
system and interactions between them?
34
Data
Management
1020
Data Owner
Has the organization determined and appointed data
owners to be responsible for ensuring effective control
and use of data?
35
Data
Management
1030
Information
Quality
Does the organization maintain its asset management
information system(s) and ensure that the data held
within it (them) is of the requisite quality and accuracy
and is consistent?
36
Data
Management
1040
Communication
How does the organization ensure that pertinent asset
management information is effectively communicated to
and from employees and other stakeholders, including
contracted service providers?
The Town of Newmarket - Integrated Asset Management Strategy
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Appendix B: Town Results
The Town of Newmarket - Integrated Asset Management Strategy
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The Town's maturity scores and levels are obtained by calculating average maturity score of the
following service or support areas:
- Right of Way (roads network)
- Water & Wastewater
- Facilities
- Fleets
- Parks
- Information Technology (IT)
- Support Service
The Town has attained an overall maturity level of "Establishing" in terms of its asset management
processes, procedures, and practices.
Table 20 below defines the overall AM Maturity levels for the assessment areas.
Table 20: Maturity Level of Assessment Areas - Corporate (Town)
ID
Assessment Area
Score
Status
100
Strategy and Planning
41
Establishing
200
Performance and Demand
41
Establishing
300
Organization and People
44
Establishing
400
Life Cycle Practices
54
Establishing
500
Asset Data and Information
39
Aware
600
Monitoring & Improvement
52
Establishing
700
Risk Management
35
Aware
800
Decision Making
55
Establishing
900
Finance
53
Establishing
1000 Data Management
38
Aware
Average Score
45
Establishing
The Town of Newmarket - Integrated Asset Management Strategy
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100 Strategy and Planning
110 Asset Management Policy
120 Asset Management Strategy
130 Master Plan
140 Asset Management Plan
150 Contingency Planning
160 Asset Strategy
200 Performance and
Demand
210 LOS
220 Asset Management
Strategy
300 Organization and
People
310 Asset Management
Structure
320 Competency
330 Outsourcing
400 Life Cycle
Practices
410 Acquisition
420 Operations &
Maintenance (O&M)
430 Performance
Modelling
500 Asset Data and
Information
510 Asset Hierarchy
520 Asset Management Data
530 Asset Management Data
Availability
540 Information Systems
600 Monitoring &
Improvement
610 Performance Assessment
620 Condition Assessment
630 Performance Improvement
700 Risk Management
710 Risk Management
720 Risk Assessment
800 Decision Making
810 Optimized Decision
Making
820 Capital Plans
830 Capital Projects
Integration
840 Non-Capital Projects
900 Finance
910 Financial and
Funding Strategy
920 Reserve Fund
930 PS3150
1000 Data Management
1010 Data Standards
1020 Data Owner
1030 Information Quality
1040 Communication
110
120 130
140
150
160
210
220
310
320
330
410
420
430
510
520
530
540
610
620
630
710
720
810
820
830
840
910
920
930
1010
1020
1030 1040
Asset Management Maturity Assessment Results - Town (Elements)
ISO 55000
Current Assessment
The Town of Newmarket - Integrated Asset Management Strategy
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0
20
40
60
80
100
Asset Management Maturity Assessment Results - Town (Areas)
ISO 55000 Competence
The Town of Newmarket - Integrated Asset Management Strategy
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Appendix C: Right-of-Way Sector Assessment Results
The Town of Newmarket - Integrated Asset Management Strategy
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Current State Assessment Workshop Details
Workshop Date: Thursday 14 July 2016
Workshop location: Corporate Training Room
Table 21: Right-of-Way workshop participants
Attendee
Position/Organization
Attendee
Position/Organization
Dave Coules
Rod Smith
Mark Gregory
Roads Supervisor / Town
Jamie Taylor
Dan Harman
Lisa Ellis
Business Performance
Coordinator / Town
Mark Lastowski
Dean Rurak
Yaku Consulting
Gord MacMillan
Amir Ebrahimi
Yaku Consulting
Eugene Peerce
Khurram Aziz
Yaku Consulting
Assets in the Sector
Table 22: Right-of-Way Assets
Class
Type - Description
Responsibility
Roads
Local, Collector (247 Km)
PW - Roads
Entrance features
49 structures spread throughout 27 locations
PW - Roads
Boulevards
PW - Roads/Parks
Sidewalks
PW - Roads
Parking Lots
Parking lots (84 with 834,320m2)
PW - Roads
Bridges
Bridges (33)
PW - Roads
Culverts (39)
PW - Roads
Retaining Walls
Retaining walls (57)
PW - Roads
Traffic Signalization
PW - Roads
Street Lighting
Street lights (7,758)
Newmarket Hydro
Salt/Sand Storage structure
Facilities
Fleet
Utility & Trucks, Plows, and etc.
Fleet
Related
Trails & walkways
Parks
Storm Sewer
To be determined
Stormwater Ponds
Engineering
Asset lifecycle activity management
Other than as indicated in the table above, Roads group relies on following for assistance with major
lifecycle activities, or provides the following additional services:
V.
Multi-year contract for road needs study including assessment of approximately 25%
of all roads annually and recommendation for capital works
The Town of Newmarket - Integrated Asset Management Strategy
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VI.
Winter clearing is delivered partly by Operations and partly through contractors
VII.
Operations of stormwater is by Water and Wastewater with planning completed by
Engineering
VIII.
Boulevards - Roads responsible for construction, Parks for maintenance
Assessment Results
Right-of-way sector attained an overall maturity level of "Establishing" in terms of its asset management
processes, procedures, and practices.
Table 23 below defines the overall AM Maturity levels for the assessment areas.
Table 23: Maturity Level of Assessment Areas - Right-of-Way
ID
Assessment Area
Score
Status
100
Strategy and Planning
48
Establishing
200
Performance and Demand
50
Establishing
300
Organization and People
33
Aware
400
Life Cycle Practices
53
Establishing
500
Asset Data and Information
35
Aware
600
Monitoring & Improvement
67
Developing
700
Risk Management
40
Establishing
800
Decision Making
60
Developing
900
Finance
53
Establishing
1000 Data Management
30
Aware
Average Score
47
Establishing
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100 Strategy and Planning
110 Asset Management Policy
120 Asset Management Strategy
130 Master Plan
140 Asset Management Plan
150 Contingency Planning
160 Asset Strategy
200 Performance and
Demand
210 LOS
220 Asset Management
Strategy
300 Organization and
People
310 Asset Management
Structure
320 Competency
330 Outsourcing
400 Life Cycle
Practices
410 Acquisition
420 Operations &
Maintenance (O&M)
430 Performance
Modelling
500 Asset Data and
Information
510 Asset Hierarchy
520 Asset Management Data
530 Asset Management Data
Availability
540 Information Systems
600 Monitoring &
Improvement
610 Performance Assessment
620 Condition Assessment
630 Performance Improvement
700 Risk Management
710 Risk Management
720 Risk Assessment
800 Decision Making
810 Optimized Decision
Making
820 Capital Plans
830 Capital Projects
Integration
840 Non-Capital Projects
900 Finance
910 Financial and
Funding Strategy
920 Reserve Fund
930 PS3150
1000 Decision Making
1010 Data Standards
1020 Data Owner
1030 Information Quality
1040 Communication
110
120 130
140
150
160
210
220
310
320
330
410
420
430
510
520
530
540
610
620
630
710
720
810
820
830
840
910
920
930
1010
1020
1030 1040
Asset Management Maturity Assessment Results - Right-of-Way
(Elements)
ISO 55000
Current Assessment
The Town of Newmarket - Integrated Asset Management Strategy
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0
20
40
60
80
100
Asset Management Maturity Assessment Results - Right-of-Way (Areas)
ISO 55000 Competence
0
20
40
60
80
100
AM Maturity Comparison Chart - Right-of-Way & Town
Roads
Total-Town
The Town of Newmarket - Integrated Asset Management Strategy
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Assessment Questionnaire and Evidence
Table 24: Right-of-way Assessment Evidence
Q
#
Assessment
Area
Question
Score
Evidence - Summary
1
Strategy and
Planning
Has an asset management policy
been written, documented,
authorised and communicated across
the organization? Does it align with
current applicable legislation,
regulatory and statutory
requirements and other
organizational policies?
3
AM policy has been issued and
circulated; although it was identified
that circulation is limited. Staff was
communicated the AM policy through
Town hall meetings and the policy was
also circulated through email, however,
not all staff members are aware of AM
policy availability (e.g. operation staff
were not aware)
AM policy is provided at corporate level
and not department level.
2
Strategy and
Planning
Has an asset management strategy
been written, documented,
authorised and communicated across
the organization? Is it consistent with
other appropriate organizational
policies and strategies, and the needs
of stakeholders?
1
No documented AM strategy. Staff
indicated that some isolated documents
and policies can be found about the
various practices in place (e.g. Road
Needs Study), however, most of the
work is carried out based on staff
knowledge and past practices. No asset
management assessment and gap
analysis has been carried out.
Management is aware, however, there is
a lot of work required to cover life cycle
needs and strategies.
Initially, level 2 was recommended but
after discussion, this element was
assessed to be at level 1
3
Strategy and
Planning
Does the organization's asset
management strategy take account
of the lifecycle of its assets, asset
types and asset systems?
1
No documented AM strategy.
Management is aware, however, there is
a lot of work required to cover life cycle
needs and strategies.
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Q
#
Assessment
Area
Question
Score
Evidence - Summary
4
Strategy and
Planning
Is there a formal master planning
document? Does it consider various
factors such as change in demand,
risk, financial? Does it align with
other plans and strategies such as
the asset management plan?
2
No specific master plan in place.
However, a number of plans are in
place, for example, a transportation plan
and a secondary plan that includes new
roads needs for next 20 years (focuses
on growth, e.g. Yonge and Davis plan,
but does not cover existing roads). This
element identified as between level 1
and 2, however, level 2 recommended
as the Town has a secondary plan in
place for growth.
5
Strategy and
Planning
Is there a formally documented Asset
Management Plan? Does it align with
the organizations business
objectives, asset management
objectives, and asset management
strategy?
3
AM plan is in place; however, it is not
aligned to the AM objectives. It is also
not well communicated to the staff, as
several of participants were not aware
of it. A formal AM plan is documented,
but it is not integrated with the Town's
practices. AM plan is not aligned with
AM strategy, as there is no AM strategy
in place. Level 2 was initially identified,
however, after discussion; level 3 was
ascertained for this element.
6
Strategy and
Planning
Does the organization establish and
document its asset management
plan(s) across the life cycle activities
of its assets and asset systems? E.g.
The Asset Management Plan details
how the asset will be operated and
maintained, and how risk will be
managed.
2
Road Needs Study is used to analyse the
risks. The study identifies the worst 10%
road sections that are then visually
inspected by the staff to determine the
level of risk on a 1-5 scale. The Road
Needs Study doesn't go into details like
condition of potholes or condition of
curbs. These are identified through
either ticket generated by residents or
during visual inspections by the staff.
Once identified, they are also ranked on
a 1-5 scale. Risk process for capital
planning is in place.
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Q
#
Assessment
Area
Question
Score
Evidence - Summary
7
Strategy and
Planning
Has the organization provided plan(s)
and procedure(s) for identifying and
responding to incidents and
emergency situations and ensuring
continuity of critical asset
management activities?
4
Emergency plans and protocols (e.g. fire,
flooding) are in place as per provincial
regulations and documented in the
Town Emergency Plan, prepared with
the Fire department.
Training is in place for the Town's staff
(operation staff, supervisors etc.)
The town has a 24/7 emergency plan
including 24/7 on-call staff. Emergency
equipment is also in place.
This element was initially rated as level
3, however, revised to a rating of 4 after
discussion.
8
Strategy and
Planning
Has the organization identified asset
strategy for R&R projects (e.g. shave
and pave strategy for road)? Does it
include determining benefit and cost
of implementing the asset strategy?
2
The asset strategy is documented in the
AMP but not formally applied. The
annual Road Needs Study identifies the
top 10% of bad roads in need of R&R.
Each year, consultants visually inspect
25% of the roads plus the top 10% worst
roads previously identified through the
Road Needs study. The results are
prioritized into R&R requirements for
the next 5 years and from years 6-10,
which is used for planning purposes.
The main driver for selecting 'strategy' is
cost and budget, the focus in not on
levels of service (LOS), however,
technical issues are considered in
decision making.
It should be noted that while this
element is assessed as having level 2,
many components of asset strategy are
in place, however, they need to be
documented and formalized.
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Q
#
Assessment
Area
Question
Score
Evidence - Summary
9
Demand
Analysis
Have the Levels of Service been
identified and the link between
performance, risk and cost been
established?
2
KPIs are identified in AMP. Levels of
service are defined for O&M, however,
link between levels of service, risk and
funding requirements is not defined or
investigated. The Town conducts
Surveys and has an e-Ticket system in
place for customer complaints.
This element is assessed as a level 2 for
roads and 3 for bridges.
10
Demand
Analysis
Has the organization established
demand forecasting methodologies
and identified plans for long term
needs?
3
Active transportation network
document for development of trials for
walking and cycling lanes has been
developed. The development will be the
responsibility of Roads, while parks will
do the maintenance.
Secondary plan is in place; however,
participants were not sure if it includes
demand forecasting. This element
assessed at level 3, subject to
confirmation from Mark that demand
forecasting is done.
11
Organization
and
People
Is there an established appropriate
governance framework to support
the management of assets including
defined roles and responsibilities,
appointing AM manager, providing
sufficient resources, acceptance by
senior management, and elected
officials of the importance of asset
management?
1
No specific AM roles or responsibilities
have been identified. An Asset
Management Committee has been
established.
12
Organization
and
People
Does the organization identify
competency requirements? Does the
organization ensure that persons
under its direct control undertaking
asset management related activities
have an appropriate level of
competence in terms of education,
training or experience?
2
Although AM roles are not defined
clearly, there are AM practices in place
(e.g. operation and maintenance). Staff
are provided 'traditional' training (e.g.
health and safety training), however,
training relating to the analysis and
assessment of assets is not provided.
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Q
#
Assessment
Area
Question
Score
Evidence - Summary
13
Organization
and
People
Where the organization has
outsourced some of its asset
management activities, how has it
ensured that appropriate controls
are in place to ensure the compliant
delivery of its organizational strategic
plan, and its asset management
policy and strategy?
2
The Town has a good control process in
place for managing the consultant that
performs Road Needs Study.
Performance review for tender services
is done yearly (performance policy) but
not linked to asset management
strategies and plans.
Performance review is also in place and
health and safety requirement are
checked.
Currently assessed as a level 2 as there
is room for improvement to arrive at
level 3, however, moving towards a level
3.
14
Life Cycle
Practices
Has the organization established,
implemented and maintains
processes for the creation (e.g.
design), acquisition or enhancement
of assets so they are carried out
under specified condition and aligned
with asset management strategies?
E.g. design, modification,
procurement, construction and
commissioning activities.
3
Design standards are in place for roads
and bridges, but weak from an
enforcement/application point of view.
Commissioning activities are not
documented.
15
Life Cycle
Practices
Has the organization established,
implemented and maintains
processes for operations and
maintenance including plans, so they
are carried out and under specified
condition and aligned with asset
management strategies? E.g. during
utilization (operation) of assets,
during maintenance (and inspection)
of assets? Is the organization aware
of O&M cost of its assets?
3
Most of assets have standard O&M
procedure documented in Town of
Newmarket Maintenance Standards
including the frequency (e.g. 3-4 years,
every catch basin should be done). O&M
staff is aware and follow the procedures.
Job task forms are developed for O&M
activities, however, these are not
systematic, and O&M mainly performed
through staff knowledge.
Work orders process is defined, and
captures maintenance in the JDEdwards
system. The system tracks time and
material for cost calculations.
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Q
#
Assessment
Area
Question
Score
Evidence - Summary
16
Life Cycle
Practices
How does the organization model the
performance of its assets over their
life? E.g. has useful life been
determined? Is there a deterioration
curve in place?
2
Useful life is determined informally
through staff knowledge, but not clearly
documented.
Deterioration curves are not developed
- it is felt that there is not enough data
to generate them
17
Asset Data
and
Information
Has the organization provided asset
hierarchies for its assets? Is it
determined what data should be
collected at each level of hierarchies
for each life cycle phase?
3
For capital planning purposes, hierarchy
of roads is defined (arterial, collector,
local etc., as category 3-6). Some data is
collected for all roads regardless of
hierarchy. No linkage between data
collection and hierarchy. For O&M tasks,
there is some level of linkage as task
prioritization may be done based on
hierarchy.
18
Asset Data
and
Information
Has the organization identified the
asset related data it requires to
support the asset management
activities?
1
Data is not formally identified. A list of
required data is not available. Assessed
at level 1, however, within the AM Plan,
certain KPIs have been identified, but
not fully. Staff is aware of the gap in this
area.
19
Asset Data
and
Information
Has the organization collected and
recorded asset management data
including; physical asset data (e.g.
description, location, size), valuation
data, maintenance data, condition
data, performance data, risk data?
Has the organization identified gaps
with respect to required data?
1
Data is collected; however, data is
fragmented and incomplete. Staff
acknowledged that they won't be able
to provide a list of assets with a high
degree of confidence level. This element
is assessed as a level 1; however, it is
close to level 2.
20
Asset Data
and
Information
Has the organization integrated its
information systems (e.g. asset
register system, maintenance
system, financial system) to support
the asset management activities?
2
JDE for maintenance (add time to work
orders) and financial reports.
GIS data available for roads, streetlights,
catch basins with road segment
identification number, however, data is
incomplete. Excel sheets for roads and
bridges inventory. Different IDs used in
different systems.
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Q
#
Assessment
Area
Question
Score
Evidence - Summary
21
Monitoring &
Improvement
Does the organization measure the
performance of its asset and asset
management system (e.g. availability,
health and safety, customer
satisfaction)? Has the organization
determined parameters for
monitoring asset performance, the
extent of data to be recorded, and
the frequency of collecting it?
2
Besides condition assessments, for
sidewalks, customer complaints of trips
and falls are considered. Customers
indicate this through the Sidewalk Patrol
Program software that identifies the
location of the incident through GPS.
Inspection of the location is done, and
work scheduled as required. (Michelle,
the environmental coordinator for the
Town of Newmarket is responsible for
this system and has her own budget in
the Annual Budget.
22
Monitoring &
Improvement
Does the organization assess the
condition of its assets? Has the
organization established process for
the condition assessment, the extent
of data to be recorded, and the
frequency of collecting it?
4
Condition assessment program is in
place for most of the assets (roads,
bridges, sidewalks, side rails, retaining
walls), however, frequency is not
determined based on cost and risk. See
description of Roads Needs Study in Q 8.
2200-2300 catch basins are inspected
yearly (out of a total of around 7000).
The results are stored in an excel sheet
and failures are prioritized on a 1-5 scale
based on their importance (e.g. location,
size)
23
Monitoring &
Improvement
Does the organization investigate
failures, incidents and
nonconformities associated with
assets, asset systems and the asset
management system?
4
The process to identify potential
problems and investigate the cause of
failure is in place; however, it is done on
a case-to-case basis; i.e. if there is a
major failure it will be investigated
although there is no formal process.
For major failures (e.g. failure of a bridge
that occurred last winter) investigations
are carried out and root causes analysis
identified. Recommendations and
preventive actions are also suggested.
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Q
#
Assessment
Area
Question
Score
Evidence - Summary
24
Risk
Management
Are there documented process
and/or procedure for the
identification and assessment of
asset and asset management related
risks throughout the asset life cycle?
Does the risk process cover various
types of risk within its risk
assessments? (E.g. physical,
operational, natural, external,
stakeholder, life cycle)?
2
A formal documented process for risk
assessment or management is not in
place. For bridges, the condition
assessment process is based on the
legislated Bridge Code.
25
Risk
Management
Does the organization identify Failure
Modes, Probability of Failure (PoF),
and Consequence of Failure (CoF) for
its existing assets? Does the
organization provide a clear list of
critical assets available?
2
For roads, traffic density (or volume) is
used in some part to determine
criticality. For remaining assets, there is
no formal list of critical assets; however,
staff opinion informally considers
criticality as required. (E.g. bridges on
collectors are more critical than bridges
on local roads etc.)
26
Decision
Making
Has the organization developed and
implemented a method for optimized
decision making?
2
A formal optimized decision making
process is not in place. Decision making
is primarily based on staff knowledge.
Maintenance activities (like Spring
sweeping, crack sealing and centre line
painting) are carried out on a routine or
as required basis.
For roads, the Road Needs Study is in
place that assists in decision making to a
limited extent.
27
Decision
Making
Is there a process to identify the long
term asset renewal and rehabilitation
requirements and integrate plans
across service sectors?
4
Staff identified that a 10-year capital
plan for roads is completed. It is
integrated with other service areas like
water and wastewater.
Overall process is in place; however,
improvement can be done, especially in
ODM.
(It was observed that the same amount
is allocated for roads every year, which
is a budget and not a capital plan).
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Q
#
Assessment
Area
Question
Score
Evidence - Summary
28
Decision
Making
Has the organization integrated
capital projects across all service
areas?
4
Roads program is tweaked through input
from sewer and water. Capital plans are
integrated with other service areas like
water and wastewater through the
annual budget approval process.
29
Decision
Making
Is there a process to identify non
capital projects (e.g. major
maintenance projects)?
2
Non-capital projects are identified and
completed based on budget availability.
Identification is done mainly through
complaints from the residents, routine
inspection or from the Road Needs
Study.
30
Finance
Is there documented processes
and/or procedures for the financial
planning? Has the organization
determined funding strategy (e.g.
rate study, tax)? Has the organization
developed procedures in terms of
funding constraints?
2
No formal zero based budget planning is
done. All budgets are currently 1-year,
however, the town in moving towards a
3-year program.
31
Finance
Does the organization identify the
required reserve fund for different
service areas? Is reserve fund
available?
3
Some reserve funds are available,
however, participants are not sure if it
meets target.
The score for this question was
reviewed with finance staff and changed
from 2 to 3.
32
Finance
Are there policies and procedures
established to reconcile asset
acquisition and renewal Financial
Records with the accounting record
(e.g. TCA policy)?
3
Participants are not qualified to answer
this question
33
Data
Management
Is there documentation and
standards established to describe for
the main elements of the asset
management system and
interactions between them?
1
Data standards for bridges are available.
Some documentation on data for assets
is available but it is very limited.
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Q
#
Assessment
Area
Question
Score
Evidence - Summary
34
Data
Management
Has the organization determined and
appointed data owners to be
responsible for ensuring effective
control and use of data?
1
Data owners are not clearly defined.
Current responsibility for data lies with
silo owners although it is not formally
defined.
35
Data
Management
Does the organization maintain its
asset management information
system(s) and ensure that the data
held within it (them) is of the
requisite quality and accuracy and is
consistent?
1
Some data validation is in place mainly
for data collected from consultants (e.g.
validation of Road Needs Study results is
done through staff review including
visual inspection of identified bad roads.
However, a formal information quality
or validation process is not in place.
36
Data
Management
How does the organization ensure
that pertinent asset management
information is effectively
communicated to and from
employees and other stakeholders,
including contracted service
providers?
3
A "Town hall" event for all staff is held
for communication of information. In
addition, email messaging to all staff is
used. However, a comprehensive
communication plan w.r.t AM is not in
place. Some efforts for improvement in
communication are made (e.g. a senior
leadership action team was constituted
for communication), but staff availability
and interest is a hindrance.
The Town of Newmarket - Integrated Asset Management Strategy
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Appendix D: Water and Wastewater Sector Results
The Town of Newmarket - Integrated Asset Management Strategy
Page 85 of 162
Current State Assessment Workshop Details
Workshop Date: Thursday, July 21, 2016
Workshop location: Operations Meeting Room
Table 25: Water and Wastewater Workshop Participants
Attendee
Position/Organization
Attendee
Position/Organization
Bob Pickett
Cole Engineering
Alison Day
Town of Newmarket
Nadeem Haque
Cole Engineering
Graham Hackson
Town of Newmarket
Bill Wilson
Town of Newmarket
Gord MacMillan Town of Newmarket
Christian Saunders
Town of Newmarket
Jeff McElroy
Town of Newmarket
Jamie Cleland Town of Newmarket
Amir Ebrahimi
Yaku Consulting
Assets in the Sector
Table 26: Water and Wastewater Assets
Class
Type - Description
Responsibility
Water Pipes
287 km of watermains, with 2,761 valves
PW - W&WW
Sewerage
253 km of sewers and 4,066 manhole covers
PW - W&WW
Storm Sewers
PW - W&WW
Stormwater Ponds
PW - W&WW
Assessment Results
Water and Wastewater Sector attained an overall maturity level of "Establishing" in terms of its asset
management processes, procedures, and practices.
Table 27 below defines the overall AM Maturity levels for the assessment areas.
Table 27: Maturity Level of Assessment Areas - Water and Wastewater
ID
Assessment Area
Score
Status
100
Strategy and Planning
47
Establishing
200
Performance and Demand
50
Establishing
300
Organization and People
40
Establishing
400
Life Cycle Practices
33
Aware
500
Asset Data and Information
45
Establishing
600
Monitoring & Improvement
47
Establishing
700
Risk Management
50
Establishing
800
Decision Making
55
Establishing
The Town of Newmarket - Integrated Asset Management Strategy
Page 86 of 162
ID
Assessment Area
Score
Status
900
Finance
60
Developing
1000 Data Management
30
Aware
Average Score
46
Establishing
100 Strategy and Planning
110 Asset Management Policy
120 Asset Management Strategy
130 Master Plan
140 Asset Management Plan
150 Contingency Planning
160 Asset Strategy
200 Performance and
Demand
210 LOS
220 Asset Management
Strategy
300 Organization and
People
310 Asset Management
Structure
320 Competency
330 Outsourcing
400 Life Cycle
Practices
410 Acquisition
420 Operations &
Maintenance (O&M)
430 Performance
Modelling
500 Asset Data and
Information
510 Asset Hierarchy
520 Asset Management Data
530 Asset Management Data
Availability
540 Information Systems
600 Monitoring &
Improvement
610 Performance Assessment
620 Condition Assessment
630 Performance Improvement
700 Risk Management
710 Risk Management
720 Risk Assessment
800 Decision Making
810 Optimized Decision
Making
820 Capital Plans
830 Capital Projects
Integration
840 Non-Capital Projects
900 Finance
910 Financial and
Funding Strategy
920 Reserve Fund
930 PS3150
1000 Decision Making
1010 Data Standards
1020 Data Owner
1030 Information Quality
1040 Communication
110
120 130
140
150
160
210
220
310
320
330
410
420
430
510
520
530
540
610
620
630
710
720
810
820
830
840
910
920
930
1010
1020
1030 1040
Asset Management Maturity Assessment Results - W&WW (Elements)
ISO 55000
Current Assessment
The Town of Newmarket - Integrated Asset Management Strategy
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0
20
40
60
80
100
Asset Management Maturity Assessment Results - W&WW (Areas)
ISO 55000 Competence
The Town of Newmarket - Integrated Asset Management Strategy
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0
20
40
60
80
100
AM Maturity Comparison Chart - Water and Wastewater & Town
W&WW
Total-Town
The Town of Newmarket - Integrated Asset Management Strategy
Page 89 of 162
Assessment Questionnaire and Evidence
Table 28: Water and Wastewater Assessment Evidence
Q# Assessment
Area
Question
Score
Evidence - Summary
1
Strategy and
Planning
Has an asset management policy
been written, documented,
authorised and communicated
across the organization? Does it align
with current applicable legislation,
regulatory and statutory
requirements and other
organizational policies?
2
Not communicated across the
organization. Some of the participants
were not aware that there is an AM
Policy in place. AM Policy is not well
communicated.
2
Strategy and
Planning
Has an asset management strategy
been written, documented,
authorised and communicated
across the organization? Is it
consistent with other appropriate
organizational policies and
strategies, and the needs of
stakeholders?
2
No formal strategy and planning or gap
analysis has been conducted. They know
that it has to be established. AM
Strategies are being defined and the
organization is in the process of
establishing them.
3
Strategy and
Planning
Does the organization's asset
management strategy take account
of the lifecycle of its assets, asset
types and asset systems?
3
Watermain and Sewer replacement life
expectancies are known. Work is done
in conjunction with engineering
department. So there is some
connection between Master Plan and
the Asset Management Plan but it is in
the process of being better established.
4
Strategy and
Planning
Is there a formal master planning
document? Does it consider various
factors such as change in demand,
risk, financial? Does it align with
other plans and strategies such as
the asset management plan?
3
Somewhere between 3 and 4. Therefore
a 3. AM Plan is not fully integrated with
Master Plan. For example, the
department has considered sizing for
water mains, fire flows and have
planned for an underground storage
facility in 2036. They do have a master
plan but it is not linked to other plans.
They think water quality is not
considered in their master plan (like
York Region's master plan).
5
Strategy and
Planning
Is there a formally documented Asset
Management Plan? Does it align with
the organizations business
objectives, asset management
objectives, and asset management
strategy?
2
They do have AMP, but because they do
not have a well-documented and are in
the process of developing an AM
strategy, the AMP is not linked to AM
strategy.
The Town of Newmarket - Integrated Asset Management Strategy
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Q# Assessment
Area
Question
Score
Evidence - Summary
6
Strategy and
Planning
Does the organization establish and
document its asset management
plan(s) across the life cycle activities
of its assets and asset systems? E.g.
The Asset Management Plan details
how the asset will be operated and
maintained, and how risk will be
managed.
1
AMP has been developed but there is
no discussion on how operation and
maintenance can affect risk
management.
7
Strategy and
Planning
Has the organization provided plan(s)
and procedure(s) for identifying and
responding to incidents and
emergency situations and ensuring
continuity of critical asset
management activities?
3
All plans in place for watermain breaks
but for sewers the plan is not as
developed. They have contingency plans
based on DWQMS requirements, but it
is not practiced and simulated.
Furthermore, management level
meetings are not communicated to
front line operations.
8
Strategy and
Planning
Has the organization identified asset
strategy for R&R projects (e.g. shave
and pave strategy for road)? Does it
include determining benefit and cost
of implementing the asset strategy?
2
The department looks at the master
plan and at lateral connections. Water
mains are the drivers. Also what is the
road condition like? DWQMS is
followed. There is however, a
disconnection in terms of ownership.
You end up fixing someone else's
mistake. Engineering and management
need to be more integrated. Need to be
sure to replace components in a logical
sequence and not leave out
replacements of key items during
pipeline replacement, such as replacing
valves. They have asset strategy which is
not well documented yet.
9
Demand
Analysis
Have the Levels of Service been
identified and the link between
performance, risk and cost been
established?
2
Maintenance standard is currently being
reviewed and updated. It is tied back to
regulations and performance is set from
this.
10
Demand
Analysis
Has the organization established
demand forecasting methodologies
and identified plans for long term
needs?
3
DWQMS - 21 elements are followed for
watermains. There is no such plan for
the sewers.
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Q# Assessment
Area
Question
Score
Evidence - Summary
11
Organization
and
People
Is there an established appropriate
governance framework to support
the management of assets including
defined roles and responsibilities,
appointing AM manager, providing
sufficient resources, acceptance by
senior management, and elected
officials of the importance of asset
management?
1
Bill Wilson, the current manager,
carries out the AM role and
responsibility as well as his manager's
role. There is nothing documented or
official.
12
Organization
and
People
Does the organization identify
competency requirements? Does the
organization ensure that persons
under its direct control undertaking
asset management related activities
have an appropriate level of
competence in terms of education,
training or experience?
3
Competency requirements are
identified in job descriptions. Operators
are certified. There's no linkage to AM.
Training is for operations is OK.
13
Organization
and
People
Where the organization has
outsourced some of its asset
management activities, how has it
ensured that appropriate controls
are in place to ensure the compliant
delivery of its organizational strategic
plan, and its asset management
policy and strategy?
2
The department has requirements for
outsourcing but there is no formal
policy. The budget approval identifies
the contract which will be put before
council for approval. This is part of the
procurement process. However, this is
not tied to Asset Management. There is
no systematic control procedure in
place; it changes from a project to
project.
14
Life Cycle
Practices
Has the organization established,
implemented and maintains
processes for the creation (e.g.
design), acquisition or enhancement
of assets so they are carried out
under specified condition and
aligned with asset management
strategies? E.g. design, modification,
procurement, construction and
commissioning activities.
2
The department has to ensure that the
product meets the needs and it is
documented. There is currently no field
services manual for managing
inspection of contracts. Rely on
Consultant who is to confirm acquisition
is ok. There is awareness but no
processes have been formalized.
15
Life Cycle
Practices
Has the organization established,
implemented and maintains
processes for operations and
maintenance including plans, so they
are carried out and under specified
condition and aligned with asset
management strategies? E.g. during
utilization (operation) of assets,
2
There is no tracking of procedures and
costs. Work order numbers are not
specific. No formal document is place.
The Town of Newmarket - Integrated Asset Management Strategy
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Q# Assessment
Area
Question
Score
Evidence - Summary
during maintenance (and inspection)
of assets? Is the organization aware
of O&M cost of its assets?
16
Life Cycle
Practices
How does the organization model
the performance of its assets over
their life? E.g. has useful life been
determined? Is there a deterioration
curve in place?
1
Based on staff opinion. Opinion are
formed based on the number of
watermain breaks. Procedure for pump
replacement needs to be developed.
They do not have depreciation curves;
they are using staff experience for
performance modelling.
17
Asset Data
and
Information
Has the organization provided asset
hierarchies for its assets? Is it
determined what data should be
collected at each level of hierarchies
for each life cycle phase?
2
Hierarchies are captured in GIS. There is
a breakdown for the water system for,
for example, meters, curb boxes,
sewers. However, the hierarchies have
not been documented formally for all
class of assets.
18
Asset Data
and
Information
Has the organization identified the
asset related data it requires to
support the asset management
activities?
2
There is no formal documentation.
19
Asset Data
and
Information
Has the organization collected and
recorded asset management data
including; physical asset data (e.g.
description, location, size), valuation
data, maintenance data, condition
data, performance data, risk data ?
Has the organization identified gaps
with respect to required data?
3
They felt that Level 3 best describes
their current state.
20
Asset Data
and
Information
Has the organization integrated its
information systems (e.g. asset
register system, maintenance
system, financial system) to support
the asset management activities?
2
Data is maintained in silos. They do
make use of electronic systems but
these are not integrated.
21
Monitoring &
Improvement
Does the organization measure the
performance of its asset and asset
management system (e.g.
availability, health and safety,
customer satisfaction)? Has the
organization determined parameters
for monitoring asset performance,
2
Between 2 and 3; therefore a 2. The
department conducts flow testing of
hydraulics, for example. They are in the
early stages of development and have
no linkage to AM objectives.
The Town of Newmarket - Integrated Asset Management Strategy
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Q# Assessment
Area
Question
Score
Evidence - Summary
the extent of data to be recorded,
and the frequency of collecting it?
22
Monitoring &
Improvement
Does the organization assess the
condition of its assets? Has the
organization established process for
the condition assessment, the extent
of data to be recorded, and the
frequency of collecting it?
2
No formal condition assessment
program is in place. They do conduct
CCTV inspection of sewers.
23
Monitoring &
Improvement
Does the organization investigate
failures, incidents and
nonconformities associated with
assets, asset systems and the asset
management system?
3
Investigations are conducted and
corrective action is taken but more on
an ad hoc basis. They investigate the
causes of failure for major failures only.
24
Risk
Management
Are there documented process
and/or procedure for the
identification and assessment of
asset and asset management related
risks throughout the asset life cycle?
Does the risk process cover various
types of risk within its risk
assessments? (E.g. physical,
operational, natural, external,
stakeholder, life cycle)?
3
There is risk assessment for the lifecycle
but it is incomplete. Risk assessment
approach is based on DWQMS
requirements.
25
Risk
Management
Does the organization identify Failure
Modes, Probability of Failure (PoF),
and Consequence of Failure (CoF) for
its existing assets? Does the
organization provide a clear list of
critical assets available?
2
Based on staff opinion and not for all
assets. No PoF or CoF are identified.
They do not have a list of their critical
assets.
26
Decision
Making
Has the organization developed and
implemented a method for
optimized decision making?
2
No formal procedures are in place.
27
Decision
Making
Is there a process to identify the long
term asset renewal and
rehabilitation requirements and
integrate plans across service
sectors?
3
Meets all requirements of 3, but not 4
because there is no risk assessment and
no examination of criticality of assets.
They have hydraulic models (water and
sewer), capital plans are not risk based.
Many decisions are political driven,
balance of work in all Wards.
28
Decision
Making
Has the organization integrated
capital projects across all service
4
Yes there is between roads, sewer,
water and parks.
The Town of Newmarket - Integrated Asset Management Strategy
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Q# Assessment
Area
Question
Score
Evidence - Summary
areas?
29
Decision
Making
Is there a process to identify non
capital projects (e.g. major
maintenance projects)?
2
Corrosion protection of pipes, for
instance was done to extend life by 20
years to cite an example but there is
only a short-term schedule for non-
capital projects.
30
Finance
Is there documented processes
and/or procedures for the financial
planning? Has the organization
determined funding strategy (e.g.
rate study, tax)? Has the organization
developed procedures in terms of
funding constraints?
2
Refined processes exist but are not
always followed. Some reserve funds
are at the discretion of council; others
are more dedicated.
31
Finance
Does the organization identify the
required reserve fund for different
service areas? Is reserve fund
available?
3
Meets level 3 fully. They have reserve
funds but they do not meet the need.
32
Finance
Are there policies and procedures
established to reconcile asset
acquisition and renewal Financial
Records with the accounting record
(e.g. TCA policy)?
4
They implemented PS3150
requirements. Meets level 4 fully.
33
Data
Management
Is there documentation and
standards established to describe for
the main elements of the asset
management system and
interactions between them?
1
Only GIS data is organized (has
standards).The organization has not
considered providing data standards.
34
Data
Management
Has the organization determined and
appointed data owners to be
responsible for ensuring effective
control and use of data?
1
There are no data owners.
35
Data
Management
Does the organization maintain its
asset management information
system(s) and ensure that the data
held within it (them) is of the
requisite quality and accuracy and is
consistent?
1
There is no formal data quality
assurance process in place for asset
management systems.
36
Data
Management
How does the organization ensure
that pertinent asset management
information is effectively
communicated to and from
employees and other stakeholders,
including contracted service
providers?
3
There is only one way communication
and no formal structure. They are in the
process of developing better
communication plans.
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Appendix E: Information Technology Sector Results
The Town of Newmarket - Integrated Asset Management Strategy
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Current State Assessment Workshop Details
Workshop Date: Monday, July 18, 2016
Workshop location: Mulock Room
Table 29: Information Technology Workshop Participants
Attendee
Position/Organization
Attendee
Position/Organization
Bob Pickett
Cole Engineering
Annaliese Vollick
GIS Coordinator/Town of
Newmarket
Nadeem Haque
Cole Engineering
Rob Willats
IT Client Services
Coordinator/Town of
Newmarket
Khurram Aziz
Yaku Consulting
Jordan Kelly
Networks &
Telecommunications
Coordinator
Mary-Anne Wigmore
Acting Director IT/Town of
Newmarket
Assets in the Sector
Table 30: Information Technology Assets
Class
Type - Description
Responsibility
End User Assets
Computers, laptops, printers, scanners, and etc.
IT
Network Assets
Servers, routers, and etc.
IT
Cell phones
IT
Mobiles devices
IT
AC Units
IT
Software
GIS, JD Edwards, and etc.
IT
Assessment Results
The Information Technology Sector attained an overall maturity level of "Establishing" in terms of its
asset management processes, procedures, and practices.
Table 31 below defines the overall AM Maturity levels for the assessment areas.
Table 31: Maturity Level of Assessment Areas - IT
ID
Assessment Area
Score
Status
100
Strategy and Planning
47
Establishing
200
Performance and Demand
60
Developing
The Town of Newmarket - Integrated Asset Management Strategy
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ID
Assessment Area
Score
Status
300
Organization and People
47
Establishing
400
Life Cycle Practices
47
Establishing
500
Asset Data and Information
50
Establishing
600
Monitoring & Improvement
80
Competence
700
Risk Management
40
Establishing
800
Decision Making
50
Establishing
900
Finance
N/A
N/A
1000 Data Management
50
Establishing
Average Score
52
Establishing
110
120 130
140
150
160
210
220
310
320
330
410
420
430
510
520
530
540
610
620
630
710
720
810
820
830
840
910
920
930
1010
1020
1030 1040
Asset Management Maturity Assessment Results - IT (Elements)
ISO 55000
Current Assessment
The Town of Newmarket - Integrated Asset Management Strategy
Page 98 of 162
100 Strategy and Planning
110 Asset Management Policy
120 Asset Management Strategy
130 Master Plan
140 Asset Management Plan
150 Contingency Planning
160 Asset Strategy
200 Performance and
Demand
210 LOS
220 Asset Management
Strategy
300 Organization and
People
310 Asset Management
Structure
320 Competency
330 Outsourcing
400 Life Cycle
Practices
410 Acquisition
420 Operations &
Maintenance (O&M)
430 Performance
Modelling
500 Asset Data and
Information
510 Asset Hierarchy
520 Asset Management Data
530 Asset Management Data
Availability
540 Information Systems
600 Monitoring &
Improvement
610 Performance Assessment
620 Condition Assessment
630 Performance Improvement
700 Risk Management
710 Risk Management
720 Risk Assessment
800 Decision Making
810 Optimized Decision
Making
820 Capital Plans
830 Capital Projects
Integration
840 Non-Capital Projects
900 Finance
910 Financial and
Funding Strategy
920 Reserve Fund
930 PS3150
1000 Decision Making
1010 Data Standards
1020 Data Owner
1030 Information Quality
1040 Communication
0
20
40
60
80
100
Asset Management Maturity Assessment Results - IT (Areas)
ISO 55000 Competence
The Town of Newmarket - Integrated Asset Management Strategy
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0
20
40
60
80
100
AM Maturity Comparison Chart - IT & Town
IT
Total-Town
The Town of Newmarket - Integrated Asset Management Strategy
Page 100 of 162
Assessment Questionnaire and Evidence
Table 32: Information Technology Assessment Evidence
Q# Assessment
Area
Question
Score
Evidence - Summary
1
Strategy and
Planning
Has an asset management policy
been written, documented,
authorized and communicated across
the organization? Does it align with
current applicable legislation,
regulatory and statutory
requirements and other
organizational policies?
2
Strategy and
Planning
Has an asset management strategy
been written, documented,
authorised and communicated across
the organization? Is it consistent with
other appropriate organizational
policies and strategies, and the needs
of stakeholders?
3
Strategy and
Planning
Does the organization's asset
management strategy take account
of the lifecycle of its assets, asset
types and asset systems?
4
Strategy and
Planning
Is there a formal master planning
document? Does it consider various
factors such as change in demand,
risk, financial? Does it align with
other plans and strategies such as
the asset management plan?
2
IT is engaged in Master Plans, and there
is awareness of the connection between
master plans and AM plans but in
developmental stages.
5
Strategy and
Planning
Is there a formally documented Asset
Management Plan? Does it align with
the organizations business
objectives, asset management
objectives, and asset management
strategy?
6
Strategy and
Planning
Does the organization establish and
document its asset management
plan(s) across the life cycle activities
of its assets and asset systems? E.g.
The Asset Management Plan details
how the asset will be operated and
maintained, and how risk will be
managed.
The Town of Newmarket - Integrated Asset Management Strategy
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Q# Assessment
Question
Score
Evidence - Summary
7
Strategy and
Planning
Has the organization provided plan(s)
and procedure(s) for identifying and
responding to incidents and
emergency situations and ensuring
continuity of critical asset
management activities?
2
There is a plan but there is no
documentation. Furthermore, it is
reactive. It will take some time to
develop documentation; however,
phone system is the exception.
8
Strategy and
Planning
Has the organization identified asset
strategy for R&R projects (e.g. shave
and pave strategy for road)? Does it
include determining benefit and cost
of implementing the asset strategy?
3
Lifecycle is documented but there is no
senior staff ownership. People are
aware when their computers are going
to be replaced. This is documented in a
spreadsheet, based usually on warranty,
but the documentation is not usually
kept up to date. Finance gets
information itself through its purchase
orders etc. However, some assets are in
working order past their warranty date.
9
Demand
Analysis
Have the Levels of Service been
identified and the link between
performance, risk and cost been
established?
3
Still developing. Performance is
measured.
10
Demand
Analysis
Has the organization established
demand-forecasting methodologies
and identified plans for long term
needs?
11
Organization
and
People
Is there an established appropriate
governance framework to support
the management of assets including
defined roles and responsibilities,
appointing AM manager, providing
sufficient resources, acceptance by
senior management, and elected
officials of the importance of asset
management?
2
Within department, roles and
responsibilities are clearly defined for
staff responsibilities, e.g. Lisa - Data,
Rob - Client etc. but there is no AM
Manager and roles are informal.
12
Organization
and
People
Does the organization identify
competency requirements? Does the
organization ensure that persons
under its direct control undertaking
asset management related activities
have an appropriate level of
competence in terms of education,
training or experience?
3
Meets all of Level 3 requirements.
Training is on an as needed or ad hoc
basis. No formal training is in place and
there is no linkage to AM activities.
13
Organization
and
People
Where the organization has
outsourced some of its asset
management activities, how has it
ensured that appropriate controls
are in place to ensure the compliant
2
Outsourcing is ad hoc and with no
controls. They have spare switches in
place. Warranty replacement and repair
is available.
The Town of Newmarket - Integrated Asset Management Strategy
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Q# Assessment
Question
Score
Evidence - Summary
delivery of its organizational strategic
plan, and its asset management
policy and strategy?
14
Life Cycle
Practices
Has the organization established,
implemented and maintains
processes for the creation (e.g.
design), acquisition or enhancement
of assets so they are carried out
under specified condition and aligned
with asset management strategies?
E.g. design, modification,
procurement, construction and
commissioning activities.
2
IT goes through an RFP process but it is
not linked to AM. The acquisition
process is in place but the control of the
asset is not.
15
Life Cycle
Practices
Has the organization established,
implemented and maintains
processes for operations and
maintenance including plans, so they
are carried out and under specified
condition and aligned with asset
management strategies? E.g. during
utilization (operation) of assets,
during maintenance (and inspection)
of assets? Is the organization aware
of O&M cost of its assets?
2
There are no formal processes and
procedures. Tracking is done through
budget. Close to a 3 but processes are
still informally defined.
16
Life Cycle
Practices
How does the organization model
the performance of its assets over
their life? E.g. has useful life been
determined? Is there a deterioration
curve in place?
3
The lifecycle (useful life) of the assets
are known - for example computers it is
four years. Not all items are disposed
and if they are functioning well then
they are continued to be used. There is a
tracking of the history of all devices.
They would like to do an ongoing
assessment of devices as they move
forward. Warranty and support are
other factors that are considered. One-
third of the IT hardware is replaced
every year.
17
Asset Data
and
Information
Has the organization provided asset
hierarchies for its assets? Is it
determined what data should be
collected at each level of hierarchies
for each life cycle phase?
3
Assets are tracked in Asset IT (servers,
contracts etc.) through their access IDs.
Keyboards are not tracked (insignificant
cost). All asset hierarchies not provided
but many are broken to their
component level. Therefore a 3 and not
4.
The Town of Newmarket - Integrated Asset Management Strategy
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Q# Assessment
Question
Score
Evidence - Summary
18
Asset Data
and
Information
Has the organization identified the
asset related data it requires to
support the asset management
activities?
3
Meets Level 3 because of staff
information but there is no formal
process.
19
Asset Data
and
Information
Has the organization collected and
recorded asset management data
including; physical asset data (e.g.
description, location, size), valuation
data, maintenance data, condition
data, performance data, risk data ?
Has the organization identified gaps
with respect to required data?
2
Data is collected but no gap assessment
has been done. It is reactive rather than
proactive.
20
Asset Data
and
Information
Has the organization integrated its
information systems (e.g. asset
register system, maintenance
system, financial system) to support
the asset management activities?
2
Asset IT software is not integrated -
therefore there are data silos.
Information is collected mainly in
spreadsheets. Asset IDs are not used
universally across the various systems
although they could be.
21
Monitoring &
Improvement
Does the organization measure the
performance of its asset and asset
management system (e.g. availability,
health and safety, customer
satisfaction)? Has the organization
determined parameters for
monitoring asset performance, the
extent of data to be recorded, and
the frequency of collecting it?
22
Monitoring &
Improvement
Does the organization assess the
condition of its assets? Has the
organization established process for
the condition assessment, the extent
of data to be recorded, and the
frequency of collecting it?
23
Monitoring &
Improvement
Does the organization investigate
failures, incidents and
nonconformities associated with
assets, asset systems and the asset
management system?
4
Investigation of failures etc. is highly
developed but not to the extent of Level
5.
24
Risk
Management
Are there documented process
and/or procedure for the
identification and assessment of
asset and asset management related
risks throughout the asset life cycle?
Does the risk process cover various
types of risk within its risk
assessments? (E.g. physical,
2
There are no formal processes in place
for risk management, though some
planning is done and documented.
However, the documentation is not kept
up to date.
The Town of Newmarket - Integrated Asset Management Strategy
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Q# Assessment
Question
Score
Evidence - Summary
operational, natural, external,
stakeholder, life cycle)?
25
Risk
Management
Does the organization identify Failure
Modes, Probability of Failure (PoF),
and Consequence of Failure (CoF) for
its existing assets? Does the
organization provide a clear list of
critical assets available?
2
There is no risk assessment process;
however, a list of critical assets is kept
including a breakdown to the level of
applications, but there is nothing formal.
26
Decision
Making
Has the organization developed and
implemented a method for optimized
decision making?
2
No formal processes in place
27
Decision
Making
Is there a process to identify the long
term asset renewal and rehabilitation
requirements and integrate plans
across service sectors?
3
There is a one year plan and a five year
strategic plan
28
Decision
Making
Has the organization integrated
capital projects across all service
areas?
29
Decision
Making
Is there a process to identify non
capital projects (e.g. major
maintenance projects)?
30
Finance
Is there documented processes
and/or procedures for the financial
planning? Has the organization
determined funding strategy (e.g.
rate study, tax)? Has the organization
developed procedures in terms of
funding constraints?
31
Finance
Does the organization identify the
required reserve fund for different
service areas? Is reserve fund
available?
32
Finance
Are there policies and procedures
established to reconcile asset
acquisition and renewal Financial
Records with the accounting record
(e.g. TCA policy)?
33
Data
Management
Is there documentation and
standards established to describe for
the main elements of the asset
management system and
interactions between them?
The Town of Newmarket - Integrated Asset Management Strategy
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Q# Assessment
Question
Score
Evidence - Summary
34
Data
Management
Has the organization determined and
appointed data owners to be
responsible for ensuring effective
control and use of data?
3
There are data owners but control and
use of data by the owners is still under
development.
35
Data
Management
Does the organization maintain its
asset management information
system(s) and ensure that the data
held within it (them) is of the
requisite quality and accuracy and is
consistent?
2
There is awareness for information
quality but it needs to be developed
further. Periodic checks are carried out
on data (e.g. for Audit by Microsoft).
36
Data
Management
How does the organization ensure
that pertinent asset management
information is effectively
communicated to and from
employees and other stakeholders,
including contracted service
providers?
The Town of Newmarket - Integrated Asset Management Strategy
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Appendix F: Parks Sector Results
The Town of Newmarket - Integrated Asset Management Strategy
Page 107 of 162
Current State Assessment Workshop Details
Workshop Date: Monday, July 18, 2016
Workshop location: Corporate Training Room
Table 33: Parks Workshop Participants
Attendee
Position/Organization
Attendee
Position/Organization
Bob Pickett Cole Engineering
Doug Zweep
Culture Field
Maintenance
Leadhand/Town of
Newmarket
Nadeem Haque
Cole Engineering
Nick Evans
General Parks and Special
Events Leadhand/Town of
Newmarket
Jeff Bond
acting Manager of
Parks/Town of Newmarket
Scott Chambers
EAB Specialist/Town of
Newmarket
Andrea Cafissi
Supervisor of Parks/Town of
Newmarket
Mark Agnoletto
Senior Manager of
PWS/Town of Newmarket
Dan Prendergast
Forestry Leadhand/Town of
Newmarket
Mike Ashworth
Capital Projects Parks
Development
Coordinator/Town of
Newmarket
John Dwyer
Horticulture Leadhand/Town
of Newmarket
Gord MacMillan
Manager, Capital
Projects/Town of
Newmarket
Khurram Aziz
Yaku Consulting
Assets in the Sector
Table 34: Parks Assets
Class
Type - Description
Responsibility
Parkland
Parks
Playgrounds
Parks
Trails
Parks
Boulevards
Right of way
Parks
Trees
30,000 trees
Parks
Woodlands
Parks
Assessment Results
Parks sector attained an overall maturity level of "Aware" in terms of its asset management processes,
procedures, and practices.
The Town of Newmarket - Integrated Asset Management Strategy
Page 108 of 162
Table 35 below defines the overall AM Maturity levels for the assessment areas.
Table 35: Maturity Level of Assessment Areas - Parks
ID
Assessment Area
Score
Status
100
Strategy and Planning
20
Aware
200
Performance and Demand
30
Aware
300
Organization and People
33
Aware
400
Life Cycle Practices
53
Establishing
500
Asset Data and Information
25
Aware
600
Monitoring & Improvement
60
Developing
700
Risk Management
20
Aware
800
Decision Making
40
Establishing
900
Finance
N/A
N/A
1000
Data Management
20
Aware
Average Score
34
Aware
The Town of Newmarket - Integrated Asset Management Strategy
Page 109 of 162
100 Strategy and Planning
110 Asset Management Policy
120 Asset Management Strategy
130 Master Plan
140 Asset Management Plan
150 Contingency Planning
160 Asset Strategy
200 Performance and
Demand
210 LOS
220 Asset Management
Strategy
300 Organization and
People
310 Asset Management
Structure
320 Competency
330 Outsourcing
400 Life Cycle
Practices
410 Acquisition
420 Operations &
Maintenance (O&M)
430 Performance
Modelling
500 Asset Data and
Information
510 Asset Hierarchy
520 Asset Management Data
530 Asset Management Data
Availability
540 Information Systems
600 Monitoring &
Improvement
610 Performance Assessment
620 Condition Assessment
630 Performance Improvement
700 Risk Management
710 Risk Management
720 Risk Assessment
800 Decision Making
810 Optimized Decision
Making
820 Capital Plans
830 Capital Projects
Integration
840 Non-Capital Projects
900 Finance
910 Financial and
Funding Strategy
920 Reserve Fund
930 PS3150
1000 Decision Making
1010 Data Standards
1020 Data Owner
1030 Information Quality
1040 Communication
110
120 130
140
150
160
210
220
310
320
330
410
420
430
510
520
530
540
610
620
630
710
720
810
820
830
840
910
920
930
1010
1020
1030 1040
Asset Management Maturity Assessment Results - Parks (Elements)
ISO 55000
Current Assessment
The Town of Newmarket - Integrated Asset Management Strategy
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0
20
40
60
80
100
Asset Management Maturity Assessment Results - Parks (Areas)
ISO 55000 Competence
0
20
40
60
80
100
AM Maturity Comparison Chart - Parks & Town
Parks
Total-Town
The Town of Newmarket - Integrated Asset Management Strategy
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Assessment Questionnaire and Evidence
Q# Assessment
Area
Question
Score
Evidence - Summary
1
Strategy and
Planning
Has an asset management policy
been written, documented,
authorised and communicated
across the organization? Does it align
with current applicable legislation,
regulatory and statutory
requirements and other
organizational policies?
2
Strategy and
Planning
Has an asset management strategy
been written, documented,
authorised and communicated
across the organization? Is it
consistent with other appropriate
organizational policies and strategies,
and the needs of stakeholders?
3
Strategy and
Planning
Does the organization's asset
management strategy take account
of the lifecycle of its assets, asset
types and asset systems?
4
Strategy and
Planning
Is there a formal master planning
document? Does it consider various
factors such as change in demand,
risk, financial? Does it align with
other plans and strategies such as
the asset management plan?
1
There is no formal plan; recreation
department dictates development.
Planning is fragmented. Recreation
determines what is to be built and
Engineering will manage the design and
construction. They don't have a master
plan but have what they called a
recreational "play book".
5
Strategy and
Planning
Is there a formally documented Asset
Management Plan? Does it align with
the organizations business
objectives, asset management
objectives, and asset management
strategy?
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Q# Assessment
Area
Question
Score
Evidence - Summary
6
Strategy and
Planning
Does the organization establish and
document its asset management
plan(s) across the life cycle activities
of its assets and asset systems? E.g.
The Asset Management Plan details
how the asset will be operated and
maintained, and how risk will be
managed.
7
Strategy and
Planning
Has the organization provided plan(s)
and procedure(s) for identifying and
responding to incidents and
emergency situations and ensuring
continuity of critical asset
management activities?
8
Strategy and
Planning
Has the organization identified asset
strategy for R&R projects (e.g. shave
and pave strategy for road)? Does it
include determining benefit and cost
of implementing the asset strategy?
1
There is no formal strategy.
9
Demand
Analysis
Have the Levels of Service been
identified and the link between
performance, risk and cost been
established?
2
Meets level 2 fully. Technical
performance is measured and reported
but not to level 3 where risks and costs
have been determined. Service levels
exist, but the link between cost and LOS
is missing. Customer survey developed
by Town with few questions related to
park and what questions that are asked
have no input from parks.
10
Demand
Analysis
Has the organization established
demand forecasting methodologies
and identified plans for long term
needs?
1
Demand is development driven.
Forecasting is done on very informal
basis and not tied with long term
planning. Development charge study is
conducted every 5 years to take into
account demand
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Q# Assessment
Area
Question
Score
Evidence - Summary
11
Organization
and
People
Is there an established appropriate
governance framework to support
the management of assets including
defined roles and responsibilities,
appointing AM manager, providing
sufficient resources, acceptance by
senior management, and elected
officials of the importance of asset
management?
1
There is no AM staff or roles.
12
Organization
and
People
Does the organization identify
competency requirements? Does the
organization ensure that persons
under its direct control undertaking
asset management related activities
have an appropriate level of
competence in terms of education,
training or experience?
2
Competency is addressed in a very
minimal way. They have horticulture
and arborist specialists.
13
Organization
and
People
Where the organization has
outsourced some of its asset
management activities, how has it
ensured that appropriate controls
are in place to ensure the compliant
delivery of its organizational strategic
plan, and its asset management
policy and strategy?
2
Outsourcing is done for road needs
studies, bridge inspections, parking lot
assessments, building condition
assessments and Arborists but is on a ad
hoc basis.
14
Life Cycle
Practices
Has the organization established,
implemented and maintains
processes for the creation (e.g.
design), acquisition or enhancement
of assets so they are carried out
under specified condition and
aligned with asset management
strategies? E.g. design, modification,
procurement, construction and
commissioning activities.
2
There is awareness only.
15
Life Cycle
Practices
Has the organization established,
implemented and maintains
processes for operations and
maintenance including plans, so they
are carried out and under specified
condition and aligned with asset
management strategies? E.g. during
utilization (operation) of assets,
during maintenance (and inspection)
of assets? Is the organization aware
3
O & M costs are still mixed in many
cases (so it is not a 4). A master plan is
followed that determines monthly
schedule of activities.
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Q# Assessment
Area
Question
Score
Evidence - Summary
of O&M cost of its assets?
16
Life Cycle
Practices
How does the organization model
the performance of its assets over
their life? E.g. has useful life been
determined? Is there a deterioration
curve in place?
3
Although useful lives have been
determined there are no deterioration
curves.
17
Asset Data
and
Information
Has the organization provided asset
hierarchies for its assets? Is it
determined what data should be
collected at each level of hierarchies
for each life cycle phase?
1
Hierarchies have not been created for
the assets at the lower level.
18
Asset Data
and
Information
Has the organization identified the
asset related data it requires to
support the asset management
activities?
1
No work has been done on this and no
records have been made. Most of the
data needs are not identified.
19
Asset Data
and
Information
Has the organization collected and
recorded asset management data
including; physical asset data (e.g.
description, location, size), valuation
data, maintenance data, condition
data, performance data, risk data ?
Has the organization identified gaps
with respect to required data?
1
There is no consistency in recording and
no formal system. For example, tree
inventory exists but is not up to date.
20
Asset Data
and
Information
Has the organization integrated its
information systems (e.g. asset
register system, maintenance
system, financial system) to support
the asset management activities?
2
Meets Level 2 fully - information is
collected but it is in silos; not integrated
or complete.
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Q# Assessment
Area
Question
Score
Evidence - Summary
21
Monitoring &
Improvement
Does the organization measure the
performance of its asset and asset
management system (e.g.
availability, health and safety,
customer satisfaction)? Has the
organization determined parameters
for monitoring asset performance,
the extent of data to be recorded,
and the frequency of collecting it?
22
Monitoring &
Improvement
Does the organization assess the
condition of its assets? Has the
organization established process for
the condition assessment, the extent
of data to be recorded, and the
frequency of collecting it?
23
Monitoring &
Improvement
Does the organization investigate
failures, incidents and
nonconformities associated with
assets, asset systems and the asset
management system?
3
Still developing but in Level 3.
24
Risk
Management
Are there documented process
and/or procedure for the
identification and assessment of
asset and asset management related
risks throughout the asset life cycle?
Does the risk process cover various
types of risk within its risk
assessments? (E.g. physical,
operational, natural, external,
stakeholder, life cycle)?
1
Risk a management is not conducted so
it is Level 1.
25
Risk
Management
Does the organization identify Failure
Modes, Probability of Failure (PoF),
and Consequence of Failure (CoF) for
its existing assets? Does the
organization provide a clear list of
critical assets available?
1
PoF and CoF are not determined.
The Town of Newmarket - Integrated Asset Management Strategy
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Q# Assessment
Area
Question
Score
Evidence - Summary
26
Decision
Making
Has the organization developed and
implemented a method for
optimized decision making?
2
No formal processes are in place. Based
on staff discussions and inspections..
27
Decision
Making
Is there a process to identify the
long-term asset renewal and
rehabilitation requirements and
integrate plans across service
sectors?
2
Have a one-year plan done, but three
years plan not done. Only playgrounds
are in the replacement plans
28
Decision
Making
Has the organization integrated
capital projects across all service
areas?
2
There is linkage among some capital
plans of different service areas, but no
formal integration exists. It is being
done in a more intuitive way than as a
process.
29
Decision
Making
Is there a process to identify non
capital projects (e.g. major
maintenance projects)?
30
Finance
Is there documented processes
and/or procedures for the financial
planning? Has the organization
determined funding strategy (e.g.
rate study, tax)? Has the organization
developed procedures in terms of
funding constraints?
31
Finance
Does the organization identify the
required reserve fund for different
service areas? Is reserve fund
available?
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Q# Assessment
Area
Question
Score
Evidence - Summary
32
Finance
Are there policies and procedures
established to reconcile asset
acquisition and renewal Financial
Records with the accounting record
(e.g. TCA policy)?
33
Data
Management
Is there documentation and
standards established to describe for
the main elements of the asset
management system and
interactions between them?
34
Data
Management
Has the organization determined and
appointed data owners to be
responsible for ensuring effective
control and use of data?
1
There are no data owners.
35
Data
Management
Does the organization maintain its
asset management information
system(s) and ensure that the data
held within it (them) is of the
requisite quality and accuracy and is
consistent?
1
No quality assurance exists for any of
the data.
36
Data
Management
How does the organization ensure
that pertinent asset management
information is effectively
communicated to and from
employees and other stakeholders,
including contracted service
providers?
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Appendix G: Facilities Sector Results
The Town of Newmarket - Integrated Asset Management Strategy
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Current State Assessment Workshop Details
Workshop Date: Monday 8 August 2016
Workshop location: Corporate Training Room
Workshop participants:
Table 36: Facilities workshop participants
Attendee
Position/Organization
Attendee
Position/Organization
Harry Vanwensem
Manager of Facilities /
Town
Lisa Ellis
Business Performance
Coordinator / Town
Scott Bond
Supervisor of Facility MTC
/ Town
Dean Rurak
Yaku Consulting
Michael Wilson
Supervisor of Facility
Operations / Town
Amir Ebrahimi
Yaku Consulting
Jason Emo
Supervisor of Facility
Operations / Town
Khurram Aziz
Yaku Consulting
Ryan Gamna
Facility Lead Hand / Town
Assets in the Sector
Table 37: Facilities Assets
Class
Type - Description
Responsibility
Infrastructure
Fire Stations
Facilities
Library
Facilities
Operations centre
Facilities
Administrative offices
Facilities
Parks buildings (e.g. toilets, storages)
Facilities
Recreation Centres
Facilities
Senior Centre
Facilities
Museum
Facilities
Arts and Culture Centre
Facilities
Bar and Restaurant
Facilities
Residential Houses
Facilities
Pumping Stations
Facilities
Asset lifecycle activity management
Other than as indicated in the table above, facilities group relies on following for assistance with major
lifecycle activities, or provides the following additional services:
IX.
Building Condition Assessment is outsourced
The Town of Newmarket - Integrated Asset Management Strategy
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X.
Clearing is delivered through contractors
Assessment Results
Facilities sector attained an overall maturity level of "Establishing" in terms of its asset management
processes, procedures, and practices.
Table 38 below defines the overall AM Maturity levels for the assessment areas.
Table 38: Maturity Level of Assessment Areas - Facilities Sector
ID
Assessment Area
Score
Status
100
Strategy and Planning
27
Aware
200
Performance and Demand
40
Establishing
300
Organization and People
53
Establishing
400
Life Cycle Practices
67
Developing
500
Asset Data and Information
35
Aware
600
Monitoring & Improvement
53
Establishing
700
Risk Management
30
Aware
800
Decision Making
60
Developing
900
Finance
40
Establishing
1000 Data Management
50
Establishing
Average Score
46
Establishing
The Town of Newmarket - Integrated Asset Management Strategy
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100 Strategy and Planning
110 Asset Management Policy
120 Asset Management Strategy
130 Master Plan
140 Asset Management Plan
150 Contingency Planning
160 Asset Strategy
200 Performance and
Demand
210 LOS
220 Asset Management
Strategy
300 Organization and
People
310 Asset Management
Structure
320 Competency
330 Outsourcing
400 Life Cycle
Practices
410 Acquisition
420 Operations &
Maintenance (O&M)
430 Performance
Modelling
500 Asset Data and
Information
510 Asset Hierarchy
520 Asset Management Data
530 Asset Management Data
Availability
540 Information Systems
600 Monitoring &
Improvement
610 Performance Assessment
620 Condition Assessment
630 Performance Improvement
700 Risk Management
710 Risk Management
720 Risk Assessment
800 Decision Making
810 Optimized Decision
Making
820 Capital Plans
830 Capital Projects
Integration
840 Non-Capital Projects
900 Finance
910 Financial and
Funding Strategy
920 Reserve Fund
930 PS3150
1000 Decision Making
1010 Data Standards
1020 Data Owner
1030 Information Quality
1040 Communication
110
120 130
140
150
160
210
220
310
320
330
410
420
430
510
520
530
540
610
620
630
710
720
810
820
830
840
910
920
930
1010
1020
1030 1040
Asset Management Maturity Assessment Results - FaciliNes (Elements)
ISO 55000
Current Assessment
The Town of Newmarket - Integrated Asset Management Strategy
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0
20
40
60
80
100
Asset Management Maturity Assessment Results - FaciliNes (Areas)
ISO 55000 Competence
0
20
40
60
80
100
AM Maturity Comparison Chart - FaciliNes & Town
FaciliZes
Total-Town
The Town of Newmarket - Integrated Asset Management Strategy
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Assessment Questionnaire and Evidence
Table 39: Facilities Assessment Evidence
Q# Assessment
Area
Question
Score
Evidence - Summary
1
Strategy and
Planning
Has an asset management policy
been written, documented,
authorised and communicated
across the organization? Does it
align with current applicable
legislation, regulatory and
statutory requirements and other
organizational policies?
2
Participants were not fully aware that
there is an asset management plan in
place.
2
Strategy and
Planning
Has an asset management strategy
been written, documented,
authorised and communicated
across the organization? Is it
consistent with other appropriate
organizational policies and
strategies, and the needs of
stakeholders?
1
There is not an AM Strategy in place.
3
Strategy and
Planning
Does the organization's asset
management strategy take account
of the lifecycle of its assets, asset
types and asset systems?
1
There is not an AM Strategy in place.
4
Strategy and
Planning
Is there a formal master planning
document? Does it consider
various factors such as change in
demand, risk, financial? Does it
align with other plans and
strategies such as the asset
management plan?
1
There is not a formal Mater Plan in
place.
There was a list of assets with 10-year
replacement schedule in place, but it is
not used anymore.
5
Strategy and
Planning
Is there a formally documented
Asset Management Plan? Does it
align with the organizations
business objectives, asset
management objectives, and asset
management strategy?
1
There is not a formal AMP in place.
Capital request are based on Building
Condition Assessment, Useful life and
feedback from consultants. Some
aspects of AMP are in place.
6
Strategy and
Planning
Does the organization establish
and document its asset
management plan(s) across the life
cycle activities of its assets and
asset systems? E.g. The Asset
Management Plan details how the
asset will be operated and
maintained, and how risk will be
1
There is not a formal AMP in place.
The Town of Newmarket - Integrated Asset Management Strategy
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Q# Assessment
Area
Question
Score
Evidence - Summary
managed.
7
Strategy and
Planning
Has the organization provided
plan(s) and procedure(s) for
identifying and responding to
incidents and emergency situations
and ensuring continuity of critical
asset management activities?
1
No formal and documented contingency
plan in place.
8
Strategy and
Planning
Has the organization identified
asset strategy for R&R projects
(e.g. shave and pave strategy for
road)? Does it include determining
benefit and cost of implementing
the asset strategy?
2
They are doing renewal and
replacement, but it is mostly based on
age.
9
Demand
Analysis
Have the Levels of Service been
identified and the link between
performance, risk and cost been
established?
2
The expectations are known based on
expert opinions and customer
complaints. There are response to
complaints but not documented.
Regulatory requirement (e.g.
accessibility, AODA, TSSA, etc.) are
determined and considered for many of
assets.
10
Demand
Analysis
Has the organization established
demand forecasting methodologies
and identified plans for long term
needs?
2
It is based on staff experience, but not
fully documented. A 15 year
requirement forecast is provided.
11
Organization
and
People
Is there an established appropriate
governance framework to support
the management of assets
including defined roles and
responsibilities, appointing AM
manager, providing sufficient
resources, acceptance by senior
management, and elected officials
of the importance of asset
management?
2
At some point in the past information
was developed but it was never formally
adopted and it was not kept up-to-date.
..
12
Organization
and
People
Does the organization identify
competency requirements? Does
the organization ensure that
persons under its direct control
undertaking asset management
related activities have an
appropriate level of competence in
terms of education, training or
experience?
2
The HR hiring process is in place,
requirements (e.g. health & safety) are
determined.
Job descriptions are determined.
Training budget is determined and some
training is in place. It is not asset
management related.
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Q# Assessment
Area
Question
Score
Evidence - Summary
13
Organization
and
People
Where the organization has
outsourced some of its asset
management activities, how has it
ensured that appropriate controls
are in place to ensure the
compliant delivery of its
organizational strategic plan, and
its asset management policy and
strategy?
4
For BCA, requirements are clearly
determined and controls are in place.
For cleaning, requirements are
determined and facilities supervisor will
control that. Also there is complaint
system that will be followed with
supervisor to make sure it is solved.
Consultant performance evaluation for
upcoming contracts will be completed
based on contractors' performance and
sent to procurement.
14
Life Cycle
Practices
Has the organization established,
implemented and maintains
processes for the creation (e.g.
design), acquisition or
enhancement of assets so they are
carried out under specified
condition and aligned with asset
management strategies? E.g.
design, modification, procurement,
construction and commissioning
activities.
4
For fleet (e.g. Zamboni) standards are
identified and sources are evaluated to
meet the standards.
For major building items (e.g. roof and
HVAC) standards are in place.
Major and large projects are managed
by engineering services, and on recent
projects O&M teams were involved.
15
Life Cycle
Practices
Has the organization established,
implemented and maintains
processes for operations and
maintenance including plans, so
they are carried out and under
specified condition and aligned
with asset management strategies?
E.g. during utilization (operation) of
assets, during maintenance (and
inspection) of assets? Is the
organization aware of O&M cost of
its assets?
4
O&M procedures are determined and
implemented.
Work orders can be tracked for each
asset (e.g. HVAC, refrigerator). It is via
JDE.. Noted this was not at the individual
asset level.
16
Life Cycle
Practices
How does the organization model
the performance of its assets over
their life? E.g. has useful life been
determined? Is there a
deterioration curve in place?
2
Useful life is determined based on
industry standards.
Deterioration curves are not developed,
but may have for a number of assets
(e.g. heating)
The Town of Newmarket - Integrated Asset Management Strategy
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Q# Assessment
Area
Question
Score
Evidence - Summary
17
Asset Data
and
Information
Has the organization provided
asset hierarchies for its assets? Is it
determined what data should be
collected at each level of
hierarchies for each life cycle
phase?
1
Asset hierarchies are prepared at high
level (facility level) but not at system,
individual asset or component level.
18
Asset Data
and
Information
Has the organization identified the
asset related data it requires to
support the asset management
activities?
2
A clear list of required data is not
documented.
19
Asset Data
and
Information
Has the organization collected and
recorded asset management data
including; physical asset data (e.g.
description, location, size),
valuation data, maintenance data,
condition data, performance data,
risk data? Has the organization
identified gaps with respect to
required data?
2
Asset inventory with assets relationships
was provided 10 years ago but is not
updated from that time.
20
Asset Data
and
Information
Has the organization integrated its
information systems (e.g. asset
register system, maintenance
system, financial system) to
support the asset management
activities?
2
Some assets data are stored in excel
worksheets.
Operating budget is in JDE.
Staff uses reports from JDE converted to
excel.
21
Monitoring &
Improvement
Does the organization measure the
performance of its asset and asset
management system (e.g.
availability, health and safety,
customer satisfaction)? Has the
organization determined
parameters for monitoring asset
performance, the extent of data to
be recorded, and the frequency of
collecting it?
2
Performance is not assessed
systematically. Customer satisfaction is
measured through customer surveys
and complaints.
22
Monitoring &
Improvement
Does the organization assess the
condition of its assets? Has the
organization established process
for the condition assessment, the
extent of data to be recorded, and
the frequency of collecting it?
2
Building Condition Assessment is just
now in place. It is a 4 scales assessment.
It is currently started with older
properties.
Frequency for roof is determined (5
years) but whole building is not
determined, as they are not complete
through the first assessment cycle
The Town of Newmarket - Integrated Asset Management Strategy
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Q# Assessment
Area
Question
Score
Evidence - Summary
23
Monitoring &
Improvement
Does the organization investigate
failures, incidents and
nonconformities associated with
assets, asset systems and the asset
management system?
4
Reactive and proactive actions based on
performance results are in place.
24
Risk
Management
Are there documented process
and/or procedure for the
identification and assessment of
asset and asset management
related risks throughout the asset
life cycle? Does the risk process
cover various types of risk within
its risk assessments? (E.g. physical,
operational, natural, external,
stakeholder, life cycle)?
1
Believed something is in place but
unclear on the details or where it is from
25
Risk
Management
Does the organization identify
Failure Modes, Probability of
Failure (PoF), and Consequence of
Failure (CoF) for its existing assets?
Does the organization provide a
clear list of critical assets available?
2
Critical assets are understood informally
based on staff knowledge, They have
not formally been recognised or
documented.
26
Decision
Making
Has the organization developed
and implemented a method for
optimized decision-making?
3
Decision making process is implemented
but not fully documented. BCA
consideration and sensitivity analysis are
in place.
There is no formal risk assessment in
place and so risk based decision-making
is not developed yet.
27
Decision
Making
Is there a process to identify the
long term asset renewal and
rehabilitation requirements and
integrate plans across service
sectors?
2
There is a capital plan in place.
28
Decision
Making
Has the organization integrated
capital projects across all service
areas?
4
Capital plans are integrated between
different business units.
All capitals go for discussions and review
together and after they are combined.
29
Decision
Making
Is there a process to identify non
capital projects (e.g. major
maintenance projects)?
3
10 years non-capital projects (repairs
and maintenances) are provided for
major equipment.
It is more based on budget than
equipment requirements.
The Town of Newmarket - Integrated Asset Management Strategy
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Q# Assessment
Area
Question
Score
Evidence - Summary
30
Finance
Is there documented processes
and/or procedures for the financial
planning? Has the organization
determined funding strategy (e.g.
rate study, tax)? Has the
organization developed procedures
in terms of funding constraints?
1
No zero-based budgeting is in place.
Budget typically is determined from last
year budget with some modifications.
31
Finance
Does the organization identify the
required reserve fund for different
service areas? Is reserve fund
available?
3
Small reserves are in place, but based on
participant knowledge required reserve
funds are not determined.
There is lack of communication between
operational staff and finance staff.. Note
the score from Finance was checked and
this to 3 from original 2.
32
Finance
Are there policies and procedures
established to reconcile asset
acquisition and renewal Financial
Records with the accounting record
(e.g. TCA policy)?
2
Facilities group are unaware of PC3150
reporting, so score of 2 was selected
since it is known the Town is
incompliance with TCA reporting
requirements.
33
Data
Management
Is there documentation and
standards established to describe
for the main elements of the asset
management system and
interactions between them?
2
No data standard is in place
34
Data
Management
Has the organization determined
and appointed data owners to be
responsible for ensuring effective
control and use of data?
3
Service manager is data owner and is
responsible for updating data. This is not
determined in the job description.
35
Data
Management
Does the organization maintain its
asset management information
system(s) and ensure that the data
held within it (them) is of the
requisite quality and accuracy and
is consistent?
2
No formal data quality assessment is in
place. Data are not updated periodically
36
Data
Management
How does the organization ensure
that pertinent asset management
information is effectively
communicated to and from
employees and other stakeholders,
including contracted service
providers?
3
Communication is in place, and it is
mainly one way. Good example is
communications for budget request.
They started to determine pertinent
information.
The Town of Newmarket - Integrated Asset Management Strategy
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Appendix H: Fleet Sector Results
The Town of Newmarket - Integrated Asset Management Strategy
Page 130 of 162
Current State Assessment Workshop Details
Workshop Date: Thursday 14 July 2016
Workshop location: Corporate Training Room
Table 40: Fleet workshop participants
Attendee
Position/Organization
Attendee
Position/Organization
John Hoover
Fleet
Dean Rurak
Yaku Consulting
Connor Wilson
Fleet
Amir Ebrahimi
Yaku Consulting
Lisa Ellis
Business Performance
Coordinator
Khurram Aziz
Yaku Consulting
Alan Pressman
Yaku Consulting
Assets in the Sector
Table 41: Fleet Assets
Class
Type
Responsibility
Fire Vehicles
Light Duty Truck
Fire & Fleet
Aerial, Pumper, Tanker, Rescue Truck
Fire & Fleet
Trailer
Fire & Fleet
Passenger Vehicle
Fire & Fleet
Non-Fire Vehicles
Passenger Vehicle
Related Section & Fleet
Van
Related Section & Fleet
Light Duty Truck
Related Section & Fleet
Heavy Duty Truck
Related Section & Fleet
Trailer
Related Section & Fleet
Equipment
Fleet
Spare part
Fleet
Asset lifecycle activity management
Other than as indicated in the table above, fleet group relies on following for assistance with major
lifecycle activities, or provides the following additional services:
XI.
Fleet group does not equipped with AC test equipment, and so AC test is outsourced
XII.
When work load is high some maintenance and repair activities are outsourced
Assessment Results
Fleet sector attained an overall maturity level of "Establishing" in terms of its asset management
processes, procedures, and practices.
The Town of Newmarket - Integrated Asset Management Strategy
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Table 42 below defines the overall AM Maturity levels for the assessment areas.
Table 42: Maturity Level of Assessment Areas - Fleet Sector
ID
Assessment Area
Score
Status
100
Strategy and Planning
60
Developing
200
Performance and Demand
40
Establishing
300
Organization and People
60
Developing
400
Life Cycle Practices
73
Developing
500
Asset Data and Information
45
Establishing
600
Monitoring & Improvement
40
Establishing
700
Risk Management
NA
---
800
Decision Making
80
Competence
900
Finance
NA
---
1000 Data Management
33
Aware
Average Score
54
Establishing
The Town of Newmarket - Integrated Asset Management Strategy
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100 Strategy and Planning
110 Asset Management Policy
120 Asset Management Strategy
130 Master Plan
140 Asset Management Plan
150 Contingency Planning
160 Asset Strategy
200 Performance and
Demand
210 LOS
220 Asset Management
Strategy
300 Organization and
People
310 Asset Management
Structure
320 Competency
330 Outsourcing
400 Life Cycle
Practices
410 Acquisition
420 Operations &
Maintenance (O&M)
430 Performance
Modelling
500 Asset Data and
Information
510 Asset Hierarchy
520 Asset Management Data
530 Asset Management Data
Availability
540 Information Systems
600 Monitoring &
Improvement
610 Performance Assessment
620 Condition Assessment
630 Performance Improvement
700 Risk Management
710 Risk Management
720 Risk Assessment
800 Decision Making
810 Optimized Decision
Making
820 Capital Plans
830 Capital Projects
Integration
840 Non-Capital Projects
900 Finance
910 Financial and
Funding Strategy
920 Reserve Fund
930 PS3150
1000 Decision Making
1010 Data Standards
1020 Data Owner
1030 Information Quality
1040 Communication
110
120 130
140
150
160
210
220
310
320
330
410
420
430
510
520
530
540
610
620
630
710
720
810
820
830
840
910
920
930
1010
1020
1030 1040
Asset Management Maturity Assessment Results - Fleet (Elements)
ISO 55000
Current Assessment
The Town of Newmarket - Integrated Asset Management Strategy
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0
20
40
60
80
100
Asset Management Maturity Assessment Results - Fleet (Areas)
ISO 55000 Competence
0
20
40
60
80
100
AM Maturity Comparison Chart - Fleet & Town
Fleet
Total-Town
The Town of Newmarket - Integrated Asset Management Strategy
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Assessment Questionnaire and Evidence
Table 43: Fleet Assessment Evidence
Q# Assessment
Area
Question
Score Evidence - Summary
1
Strategy and
Planning
Has an asset management policy
been written, documented,
authorised and communicated across
the organization? Does it align with
current applicable legislation,
regulatory and statutory
requirements and other
organizational policies?
NA
Not Applicable
2
Strategy and
Planning
Has an asset management strategy
been written, documented,
authorised and communicated across
the organization? Is it consistent with
other appropriate organizational
policies and strategies, and the needs
of stakeholders?
NA
Not Applicable
3
Strategy and
Planning
Does the organization's asset
management strategy take account of
the lifecycle of its assets, asset types
and asset systems?
NA
Not Applicable
4
Strategy and
Planning
Is there a formal master planning
document? Does it consider various
factors such as change in demand,
risk, financial? Does it align with other
plans and strategies such as the asset
management plan?
2
A formal master planning document is
not available.
Planning is mostly based on staff
opinion and knowledge, as there is no
documented process in place.
Needs are determined by the staff
based on the condition of fleet assets
and forwarded to departments
managers through appropriate forms.
Decisions are based on budget
considerations.
Town of Newmarket Fleet Audit
document is available. This document
has not yet been adopted by the
council. It basically lists the practice
followed by the staff, and the
document is unofficially followed.
The Town of Newmarket - Integrated Asset Management Strategy
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Q# Assessment
Area
Question
Score Evidence - Summary
5
Strategy and
Planning
Is there a formally documented Asset
Management Plan? Does it align with
the organizations business objectives,
asset management objectives, and
asset management strategy?
NA
Not Applicable
6
Strategy and
Planning
Does the organization establish and
document its asset management
plan(s) across the life cycle activities
of its assets and asset systems? E.g.
The Asset Management Plan details
how the asset will be operated and
maintained, and how risk will be
managed.
NA
Not Applicable
7
Strategy and
Planning
Has the organization provided plan(s)
and procedure(s) for identifying and
responding to incidents and
emergency situations and ensuring
continuity of critical asset
management activities?
NA
Not Applicable
8
Strategy and
Planning
Has the organization identified asset
strategy for R&R projects (e.g. shave
and pave strategy for road)? Does it
include determining benefit and cost
of implementing the asset strategy?
4
Dry service, full service and annual
safety inspections are in place. Annual
inspections carried out through
certified stations. Service needs are
determined based on the type of
vehicle, and the departments' needs
(e.g. Fire department has 11 trucks and
requires that 6 trucks be in service at all
times for its 6 crews).
Maintenance, services (i.e. oil change)
and part replacement are based on
time and/or mileage. The process is
based on considering departments'
needs (i.e. planned service and
inspection so many vehicles do not
come in for service at the same time). A
weekly mileage report is generated.
The process is fully documented and
scheduled.
(Note: The fleet service area is
undergoing a review nowadays)
The Town of Newmarket - Integrated Asset Management Strategy
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Q# Assessment
Area
Question
Score Evidence - Summary
9
Demand
Analysis
Have the Levels of Service been
identified and the link between
performance, risk and cost been
established?
3
Commercial Vehicle Operators Safety
Manual (CVOR book) available. Service
currently implemented through emails,
however, Fire department is working on
using the Firehouse system instead of
emails. LOS in general have been
identified but not integrated with time
and maintenance schedule.
Specific LOS measures such as response
time are not in place.
Safety stock for parts is not linked to
LOS.
Formal documentation is not in place.
10
Demand
Analysis
Has the organization established
demand forecasting methodologies
and identified plans for long term
needs?
1
A documented demand forecasting
process in not in place. Needs are
mainly identified through discussions
between fleet supervisor and
department supervisors. Decisions are
subjective and are made on an ad-hoc
basis. These decisions mainly pertain to
the response of a current problem, and
not to estimated future demand.
11
Organization
and
People
Is there an established appropriate
governance framework to support
the management of assets including
defined roles and responsibilities,
appointing AM manager, providing
sufficient resources, acceptance by
senior management, and elected
officials of the importance of asset
management?
NA
Not Applicable
12
Organization
and
People
Does the organization identify
competency requirements? Does the
organization ensure that persons
under its direct control undertaking
asset management related activities
have an appropriate level of
competence in terms of education,
training or experience?
4
All staffs have basic required licences.
Some staffs have advanced inspection
and maintenance licences. These
include Ozone depletion license,
propane license, trucking coach license,
automotive and heavy equipment
license, Emergency Vehicle Technician
(EVT) certification.
Competency and licensing
requirements are provided in job
description.
The Town provides some training to
staff on a requirement basis.
The Town has an annual personal
The Town of Newmarket - Integrated Asset Management Strategy
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Q# Assessment
Area
Question
Score Evidence - Summary
improvement plan in place where staffs
identify their training needs in
consultation with their supervisors.
13
Organization
and
People
Where the organization has
outsourced some of its asset
management activities, how has it
ensured that appropriate controls are
in place to ensure the compliant
delivery of its organizational strategic
plan, and its asset management policy
and strategy?
2
No formal process is in place or
documented. Staff often checks the
work completed by the consultant,
however, this is done on an ad-hoc
basis.
14
Life Cycle
Practices
Has the organization established,
implemented and maintains
processes for the creation (e.g.
design), acquisition or enhancement
of assets so they are carried out
under specified condition and aligned
with asset management strategies?
E.g. design, modification,
procurement, construction and
commissioning activities.
4
Specifications are determined and pre
inspections are in place. New vehicles
are inspected to determine if the
requirements have been met.
Note: Sometimes, the
recommendations by staff are
disregarded during the acquisition
process.
15
Life Cycle
Practices
Has the organization established,
implemented and maintains
processes for operations and
maintenance including plans, so they
are carried out and under specified
condition and aligned with asset
management strategies? E.g. during
utilization (operation) of assets,
during maintenance (and inspection)
of assets? Is the organization aware
of O&M cost of its assets?
4
O&M cost for each asset worth over
$5000 can be tracked through JDE.
Equipment with less worth is not
tracked individually but pooled
together. Maintenance program and
procedure, with their frequency is
developed and documented.
Staffs are aware of the procedure.
16
Life Cycle
Practices
How does the organization model the
performance of its assets over their
life? E.g. has useful life been
3
Useful lives of assets are determined,
however, trade-n value of vehicles is
also factored in by the staff when
The Town of Newmarket - Integrated Asset Management Strategy
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Q# Assessment
Area
Question
Score Evidence - Summary
determined? Is there a deterioration
curve in place?
determining end-of-life for vehicles. In
response to the audit, plans to monitor
condition are being developed.
Downtime and backup are also being
considered.
17
Asset Data
and
Information
Has the organization provided asset
hierarchies for its assets? Is it
determined what data should be
collected at each level of hierarchies
for each life cycle phase?
2
Asset hierarchy is provided at a high
level. Assets are divided into four major
categories - heavy equipment, general
equipment, light vehicles and heavy
vehicles.
Further sub-categories are defined for
Fire trucks; however, no further break
down for other assets is available.
18
Asset Data
and
Information
Has the organization identified the
asset related data it requires to
support the asset management
activities?
2
Only the data needed is collected.
Required data is not formally
determined.
19
Asset Data
and
Information
Has the organization collected and
recorded asset management data
including; physical asset data (e.g.
description, location, size), valuation
data, maintenance data, condition
data, performance data, risk data?
Has the organization identified gaps
with respect to required data?
2
Mileage, hours of operation, VIN
numbers etc. were previously entered
in JDEdwards; however, this is not
maintained anymore. Staff noted that
details were too onerous to be kept,
therefore, not collected.
Mileage can be tracked from latest
work orders.
Maintenance histories are available.
Accessibility is low.
20
Asset Data
and
Information
Has the organization integrated its
information systems (e.g. asset
register system, maintenance system,
financial system) to support the asset
management activities?
3
JDE is used for Financial and O&M data.
The Town is currently evaluating
various options for their data
requirement needs in addition to the
JDE system.
Current data is not well integrated.
Work orders can be tracked through
JDE; however, mileage is not trackable
and searchable.
The Town has initiated a pilot project
with Infomax in which a Magic pen is
used to for work order data entry on a
special purpose paper and the collected
data is uploaded to its cloud platform
when the pen is docked.
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Q# Assessment
Area
Question
Score Evidence - Summary
21
Monitoring &
Improvement
Does the organization measure the
performance of its asset and asset
management system (e.g. availability,
health and safety, customer
satisfaction)? Has the organization
determined parameters for
monitoring asset performance, the
extent of data to be recorded, and
the frequency of collecting it?
NA
Not Applicable
22
Monitoring &
Improvement
Does the organization assess the
condition of its assets? Has the
organization established process for
the condition assessment, the extent
of data to be recorded, and the
frequency of collecting it?
2
Condition assessment process is in
place and done through visual
inspection and staff opinion. Condition
is recorded and stored in JDE for each
vehicle on a 4 scale system (Poor, Fair,
Good and Excellent). No guideline is
currently in place for making the
inspection more robust.
(Note: This element is assessed as a
level 2, however, it could be assessed as
a level 3)
23
Monitoring &
Improvement
Does the organization investigate
failures, incidents and
nonconformities associated with
assets, asset systems and the asset
management system?
2
No formal root cause analysis in
process. Discussions revealed that there
is a considerable variety of fleet
available, and the staff often don't run
into the same problem (repeated
failures seldom occur), hence they do
not see a need for formal root cause
analysis.
24
Risk
Management
Are there documented process
and/or procedure for the
identification and assessment of asset
and asset management related risks
throughout the asset life cycle? Does
the risk process cover various types of
risk within its risk assessments? (E.g.
physical, operational, natural,
external, stakeholder, life cycle)?
NA
Not Applicable
25
Risk
Management
Does the organization identify Failure
Modes, Probability of Failure (PoF),
and Consequence of Failure (CoF) for
its existing assets? Does the
organization provide a clear list of
critical assets available?
NA
Not Applicable
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Q# Assessment
Area
Question
Score Evidence - Summary
26
Decision
Making
Has the organization developed and
implemented a method for optimized
decision making?
NA
Not Applicable
27
Decision
Making
Is there a process to identify the long
term asset renewal and rehabilitation
requirements and integrate plans
across service sectors?
4
Capital plan is in place for fleet itself.
28
Decision
Making
Has the organization integrated
capital projects across all service
areas?
NA
Not Applicable
29
Decision
Making
Is there a process to identify non
capital projects (e.g. major
maintenance projects)?
NA
Not Applicable
30
Finance
Is there documented processes
and/or procedures for the financial
planning? Has the organization
determined funding strategy (e.g.
rate study, tax)? Has the organization
developed procedures in terms of
funding constraints?
NA
Not Applicable
31
Finance
Does the organization identify the
required reserve fund for different
service areas? Is reserve fund
available?
NA
Not Applicable
32
Finance
Are there policies and procedures
established to reconcile asset
acquisition and renewal Financial
Records with the accounting record
(e.g. TCA policy)?
NA
Not Applicable
33
Data
Management
Is there documentation and
standards established to describe for
the main elements of the asset
management system and interactions
between them?
2
Data standards for each field that is
recorded through the magic pen (pilot
project) in JDE are available. (Note:
Winfield does not integrate with JDE)
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Q# Assessment
Area
Question
Score Evidence - Summary
34
Data
Management
Has the organization determined and
appointed data owners to be
responsible for ensuring effective
control and use of data?
1
Data owner is not officially identified.
(* Note that quality checks are
implemented and work order data is
examined on a monthly basis to
determine incomplete entries. Valerie is
the administrative assistant for fleet,
responsible for this)
35
Data
Management
Does the organization maintain its
asset management information
system(s) and ensure that the data
held within it (them) is of the
requisite quality and accuracy and is
consistent?
2
Quality checks are in place on a
monthly schedule, to determine missing
data. Process is in place to add new
assets in the system and also mark the
status of decommissioned assets in the
system as disposed. This process is
separately by finance in finance registry
and by Valerie in asset registry in JDE.
36
Data
Management
How does the organization ensure
that pertinent asset management
information is effectively
communicated to and from
employees and other stakeholders,
including contracted service
providers?
NA
Not Applicable
The Town of Newmarket - Integrated Asset Management Strategy
Page 142 of 162
Appendix I: Central York Fires Services Sector Results
The Town of Newmarket - Integrated Asset Management Strategy
Page 143 of 162
Current State Assessment Workshop Details
Workshop Date: Monday 8 August 2016
Workshop location: Planning Room
Workshop participants:
Table 44: Central York Fires Services workshop participants
Attendee
Position/Organization
Attendee
Position/Organization
Ian Laing
Fire Chief / Fire Services
Dean Rurak
Yaku Consulting
Lisa Ellis
Business Performance
Coordinator / Town
Amir Ebrahimi
Yaku Consulting
Assets in the Sector
Table 45: Central York Fires Services Assets
Class
Type
Responsibility
Infrastructure
Fire Station (4 stations, 2 in Newmarket, 2 in Aurora)
Facilities???
Training Centre
Facilities???
Fleet
Fire Trucks (e.g. Aerial, Pumper, Rescue Truck)
Fire & Fleet
Light Duty Vehicles
Fire & Fleet
Equipment
Vehicle Extrication Equipment (e.g. hydraulic spreader)
Fire Services???
Firefighting Equipment (e.g. axe, halligan bar)
Fire Services
Medical Equipment (e.g. oxygen, basic trauma kit)
Fire Services
Personal Protective Equipment
Fire Services
Asset lifecycle activity management
Other than as indicated in the table above, facility group relies on following for assistance with major
lifecycle activities, or provides the following additional services:
Assessment Results
Central York fires services sector attained an overall maturity level of "Establishing" in terms of its asset
management processes, procedures, and practices.
Table 46 below defines the overall asset management maturity levels for the assessment elements.
Table 46: Maturity Level of Assessment Elements - Central York Fires Services
ID
Assessment Element
Score Status
110
Asset Management Policy
20
Aware
The Town of Newmarket - Integrated Asset Management Strategy
Page 144 of 162
ID
Assessment Element
Score Status
120
Asset Management Strategy
20
Aware
130
Master Plan
60
Developing
140
Asset Management Plan
40
Establishing
210
LOS
80
Competence
420
Operations & Maintenance (O&M)
80
Competence
520
Asset Management Data
40
Establishing
620
Condition Assessment
40
Establishing
920
Reserve Fund
60
Developing
This service area is not fully under the control of the Town, therefore a limited set of questions was
used in the assessment of the service area to establish the basic level of asset management maturity.
0
20
40
60
80
100
Asset
Management
Policy
Asset
Management
Strategy
Master Plan
Asset
Management
Plan
LOS
OperaZons &
Maintenance
(O&M)
Asset
Management
Data
CondiZon
Assessment
Reserve Fund
Asset Management Maturity Assessment Results -
Central York Fire Services
The Town of Newmarket - Integrated Asset Management Strategy
Page 145 of 162
Assessment Questionnaire and Evidence
Table 47: Central York Fire Services Assessment Evidence
Q# Assessment
Area
Question
Score Evidence - Summary
1
Strategy and
Planning
Has an asset management policy been
written, documented, authorised and
communicated across the
organization? Does it align with
current applicable legislation,
regulatory and statutory requirements
and other organizational policies?
1
Although some aspects are considered
in 2014 Fire Department Master Plan
Update, there is not an established AM
Policy
2
Strategy and
Planning
Has an asset management strategy
been written, documented,
authorised and communicated across
the organization? Is it consistent with
other appropriate organizational
policies and strategies, and the needs
of stakeholders?
1
Although some aspects are considered
in 2014 Fire Department Master Plan
Update, there is not an established AM
Strategy
3
Strategy and
Planning
Does the organization's asset
management strategy take account of
the lifecycle of its assets, asset types
and asset systems?
1
There is no formal AM Strategy in place.
4
Strategy and
Planning
Is there a formal master planning
document? Does it consider various
factors such as change in demand,
risk, financial? Does it align with other
plans and strategies such as the asset
management plan?
3
2014 Fire Department Master Plan
Update is prepared, it is high level and
not provided at component level
Talks about population change
There is no formal AM Strategy and
AMP to be aligned with
5
Strategy and
Planning
Is there a formally documented Asset
Management Plan? Does it align with
the organizations business objectives,
asset management objectives, and
asset management strategy?
2
Although some aspects are considered
in 2014 Fire Department Master Plan
Update, there is not an established
AMP
Reports to JCC are also available and
includes replacement times and costs
There is no formal AM Strategy to be
aligned with
6
Strategy and
Planning
Does the organization establish and
document its asset management
plan(s) across the life cycle activities
of its assets and asset systems? E.g.
The Asset Management Plan details
how the asset will be operated and
maintained, and how risk will be
2
Life cycle requirements for Building and
Heavy Trucks are identified
The Town of Newmarket - Integrated Asset Management Strategy
Page 146 of 162
Q# Assessment
Area
Question
Score Evidence - Summary
managed.
9
Demand
Analysis
Have the Levels of Service been
identified and the link between
performance, risk and cost been
established?
4
Level of Service that is approved by JJC
is provided. Response time is measured
but not achieved the target, so fire
service is planning to add the fifth fire
station.
Customer LOS is documented (6 min
response), technical LOS should be
included in Master Plan Update.
Response time for all incidents is same,
but response depth (how much
resources required to send) is different.
Risk levels are determined and number
of required equipment and staff for
each level is clearly defined.
In determining the level of service, cost
is considered and analysed.
15
Life Cycle
Practices
Has the organization established,
implemented and maintains processes
for operations and maintenance
including plans, so they are carried
out and under specified condition and
aligned with asset management
strategies? E.g. during utilization
(operation) of assets, during
maintenance (and inspection) of
assets? Is the organization aware of
O&M cost of its assets?
4
For all non-building assets, O&M are
understood and implemented.
Costs are tracked and documented, but
not analysed and reviewed (it is part of
annual budget program). Reports only
focus on expending and remaining
budget.
18
Asset Data
and
Information
Has the organization identified the
asset related data it requires to
support the asset management
activities?
2
Fire service is aware of required data,
but they have shortage to resources to
document and collect it.
22
Monitoring &
Improvement
Does the organization assess the
condition of its assets? Has the
organization established process for
the condition assessment, the extent
of data to be recorded, and the
frequency of collecting it?
2
For heavy fleet service time, cost,
numbers and etc. is collected.
For facilities, fire service is in the
process of establishing the program.
There is no condition rating in place.
Replacement is generally scheduled
based on age and not condition.
The Town of Newmarket - Integrated Asset Management Strategy
Page 147 of 162
Q# Assessment
Area
Question
Score Evidence - Summary
31
Finance
Does the organization identify the
required reserve fund for different
service areas? Is reserve fund
available?
3
Fire service has reserve fund in place
and it is based on Master Plan Update.
Asset Replacement Fund is one of the
reserve types.
Reserve funds do not meet the
requirement.
The Town of Newmarket - Integrated Asset Management Strategy
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Appendix J: Newmarket Public Library Sector Results
The Town of Newmarket - Integrated Asset Management Strategy
Page 149 of 162
Current State Assessment Workshop Details
Workshop Date: Tuesday 09 August 2016
Workshop location: Planning Room
Workshop participants:
Table 48: Public Library workshop participants
Attendee
Position/Organization
Attendee
Position/Organization
Todd Kyle
Chief Executive Officer/
Public Library
Amir Ebrahimi
Yaku Consulting
Lisa Ellis
Business Performance
Coordinator / Town
Khurram Aziz
Yaku Consulting
Dean Rurak
Yaku Consulting
Assets in the Sector
Table 49: Public Library Assets
Class
Type
Responsibility
Infrastructure
Library Building
Facilities
Books
Public Library
CD/VHS/DVD
Public Library
Furniture
Public Library
IT Assets
Network Assets (e.g. servers, routers)
Public Library
End User Assets (e.g. computers, laptops, printers,
scanners)
Public Library
Asset lifecycle activity management
Other than as indicated in the table above, facility group relies on following for assistance with major
lifecycle activities, or provides the following additional services:
XIII.
Projects that cost more than $100,000 is outsourced (e.g. HVAC maintenance)
Assessment Results
Newmarket public library sector attained an overall maturity level of "Establishing" in terms of its asset
management processes, procedures, and practices.
Table 50 below defines the overall asset management maturity levels for the assessment elements.
The Town of Newmarket - Integrated Asset Management Strategy
Page 150 of 162
Table 50: Maturity Level of Assessment Elements - Public Library
ID
Assessment Element
Score Status
130
Master Plan
20
Aware
140
Asset Management Plan
20
Aware
210
LOS
40
Establishing
510
Asset Hierarchy
20
Aware
620
Condition Assessment
60
Developing
820
Capital Plans
80
Competence
920
Reserve Fund
60
Developing
This service area is not fully under the control of the Town, therefore a limited set of questions was
used in the assessment of the service area to establish the basic level of asset management maturity.
0
20
40
60
80
100
Master Plan
Asset
Management
Plan
LOS
Asset Hierarchy
CondiZon
Assessment
Capital Plans
Reserve Fund
Asset Management Maturity Assessment Results - Public Library
The Town of Newmarket - Integrated Asset Management Strategy
Page 151 of 162
Assessment Questionnaire and Evidence
Table 51: Public Library Assessment Evidence
Q# Assessment
Area
Question
Score Evidence - Summary
4
Strategy and
Planning
Is there a formal master planning
document? Does it consider various
factors such as change in demand,
risk, financial? Does it align with other
plans and strategies such as the asset
management plan?
1
There is not a formal established
master plan. Projects for answering
change in demand are not identified.
5
Strategy and
Planning
Is there a formally documented Asset
Management Plan? Does it align with
the organizations business objectives,
asset management objectives, and
asset management strategy?
1
Although some aspects are determined
and documented, there is not an
established AMP.
6
Strategy and
Planning
Does the organization establish and
document its asset management
plan(s) across the life cycle activities
of its assets and asset systems? E.g.
The Asset Management Plan details
how the asset will be operated and
maintained, and how risk will be
managed.
1
Although some aspects are determined
and documented, there is not an
established AMP.
9
Demand
Analysis
Have the Levels of Service been
identified and the link between
performance, risk and cost been
established?
2
Level of use is carefully monitored and
tracked (e.g. registered members,
borrowings, etc.).
Two LOS indicators are in place on is
sqft/capita (min target is 0.6) and one is
volume/capita (min target is 2.2).
Link between performance, risk and
cost has not been identified.
17
Asset Data
and
Information
Has the organization provided asset
hierarchies for its assets? Is it
determined what data should be
collected at each level of hierarchies
for each life cycle phase?
1
Asset hierarchies are not clearly
defined.
The Town of Newmarket - Integrated Asset Management Strategy
Page 152 of 162
Q# Assessment
Area
Question
Score Evidence - Summary
22
Monitoring &
Improvement
Does the organization assess the
condition of its assets? Has the
organization established process for
the condition assessment, the extent
of data to be recorded, and the
frequency of collecting it?
3
Building Condition Assessment (BCA)
for facility is completed.
Physical condition assessment for
books, customer reports for CDs and
vendor inspection for equipment (e.g.
HVAC) are in place but they are not
formally documented and in many
cases they are subjective assessments.
27
Decision
Making
Is there a process to identify the long-
term asset renewal and rehabilitation
requirements and integrate plans
across service sectors?
4
Asset replacement plan is in place. It is
based on condition assessment results
and UEL. Technology changes are
considered in asset replacement plan.
Books, CDs and material are paid by
operating budget but they are reported
in capital budget.
31
Finance
Does the organization identify the
required reserve fund for different
service areas? Is reserve fund
available?
3
Reserve funds are available in asset
replacement fund.
Reserve targets are frequently reviewed
and corrected based on technology and
requirements changes.
The Town of Newmarket - Integrated Asset Management Strategy
Page 153 of 162
Appendix K: Asset Management Gaps and Needs
The Town of Newmarket - Integrated Asset Management Strategy
Page 154 of 162
Table 52: Asset management needs and gaps
Score
AM
Element
Gap Assessment
Need
Asset
Management
Program
Formal AM/ AM improvement program has
not been established
10-1 Adopt asset management strategy
roadmap
10-2 Develop/adopt the asset
management framework identified in the
AM policy
47
Asset
Management
Policy
No specific project in this period
Improvement after communication as
part of AM program
30
Asset
Management
Strategy
Completion and adoption of a formal Asset
Management Strategy
120-1 Newmarket Asset Management
Strategy (this project)
37
Master Plan
Master planning process not linked with
AM Plan
130-1 As and when master plans are
developed, evaluate in context of current
AMP for alignment. Example: look at
rehab needs when considering expansion
33
Asset
Management
Plan
AM Plan not developed for all asset classes;
weak link between LOS and Asset Strategy;
responsibility for Stormwater not well
defined
140-1 Define and assign responsibility for
stormwater assets
140-2 Develop AMP for missing asset
classes
140-3 Update AMP and improve link
between LOS and Asset strategy (future)
52
Contingency
Planning
Business continuity and asset specific
contingency plans not in place
150-1 Develop business continuity and
asset contingency plans for critical assets
47
Asset
Strategy
Current AM practice not fully reflected in
AMP asset strategy
160-1 Evaluate and document lifecycle
practices
43
LOS
Limited formal customer LOS, and no link
between customer LOS and technical KPIs
or program KPIs
210-1 LOS Model: define LOS and KPIs,
and model associated activities and costs
associated with it
210-2 LOS: Collect data and validate
model; engage customers in setting LOS
(future)
40
Asset
Demand
Asset demand not formally captured for
many assets
220-1 Define how to measure asset
demand and evaluate future demand
against current capacity
28
Asset
Management
Structure
Organization and responsibility for Asset
Management not formally defined
310-1 Develop AM roles and
responsibility matrix and incorporate into
job descriptions
The Town of Newmarket - Integrated Asset Management Strategy
Page 155 of 162
Score
AM
Element
Gap Assessment
Need
310-2 Create or designate Asset Manager
position to provide guidance and oversee
implementation of AM within the Town
54
Competency
Limited AM specific training
320-1 Identify required AM specific
training and develop learning plan for the
organization
49
Outsourcing
No specific project in this period
Outsourcing is highly ranked
57
Acquisition
No specific project in this period
Improvements due to other elements
60
Operations &
Maintenance
(O&M)
O&M activities not integrated with asset
strategy including costs
420-1 Document current O&M practices,
coordinate with asset strategy, and
evaluate and document O&M costs
46
Performance
Modeling
Formal deterioration curves have not been
developed
430-1 Develop asset performance
lifecycle (deterioration) model
40
Asset
Hierarchy
Asset hierarchy, asset identification, and
asset attribute systems are not well defined
for asset management purposes
510-1 Develop asset hierarchy from FIR
reporting to the maintenance managed
item level
37
Asset
Management
Data
Very likely that the data collected is not all
the required data for asset management
purposes
520-1 Evaluate data collected after
identifying required and critical data and
identify gaps
37
Asset
Management
Data
Availability
No specific project in this period
Improvement due to Asset Hierarchy,
Data Standards
43
Information
Systems
Lack of a comprehensive asset
management system which tracks assets
condition and performance; difficult user
interface on JDE work management module
and not deployed for all asset classes
540-1 Evaluate needs, develop user
requirements for software and develop
TOR for procurement (Phase 2 of this
project)
540-2 Procure asset management
software, and configure and implement,
and identify key integration points with
JDE
540-3 Develop information system
requirements for asset management and
a plan to integrate systems, e.g. GIS and
CMMS
40
Performance
Assessment
No formal performance assessment system
in place
610-1 Develop asset performance
assessment framework and system
50
Condition
Assessment
There is no standard framework for
condition measurement (e.g. 1 to 5) across
asset classes and frequency of data
collection may not be optimal
620-1 Establish standard condition
grading framework and align to asset
class condition scales
620-2 Evaluate and establish condition
assessment framework (e.g. frequency)
The Town of Newmarket - Integrated Asset Management Strategy
Page 156 of 162
Score
AM
Element
Gap Assessment
Need
66
Performance
Improvemen
t
No specific project in this period
37
Risk
Management
Risk management framework is not in place
nor standard method to assess risk
710-1 Develop Risk Management
Framework
33
Risk
Assessment
Critical assets are not formally defined and
understood
720-1 Conduct a risk assessment and
identify high consequence assets and
critical assets
44
Optimized
Decision
Making
No formal ODM technique is used to
evaluate alternatives or compare across
sectors
810-1 Evaluate, select and incorporate
ODM techniques into O&M and capital
plan process
60
Capital Plans
820-1 Optimize the capital plan with
updated asset information
Improvement due to Risk, ODM and Asset
Strategy
70
Capital
Projects
Integration
No specific project in this period
Integration process is highly ranked
47
Non-Capital
Projects
No specific project in this period
Improvement due to Risk, ODM and Asset
Strategy
35
Financial and
Funding
Strategy
Long range forecast of rehabilitation and
replacement precedes formal asset strategy
and asset management plan
910-1 Update capital financing
sustainability plan
60
Reserve Fund
Reserve established prior to formal asset
strategy and asset management plan
920-1 Update reserve fund policy
60
PS3150
30
Data
Standards
No formal data standards
1010-1 Develop data standards aligned
with asset hierarchy
33
Data Owner
No formal data owner or stewards
1020-1 Establish data roles - owners,
users, collector
30
Information
Quality
No formal process to check or manage data
quality
1030-1 Establish QA/QC procedures and
evaluate quality of critical asset data
60
Data Sharing
No specific project in this period
Improvements due to Data Standards,
Data Owner, Information Quality
The Town of Newmarket - Integrated Asset Management Strategy
Page 157 of 162
Table 53: Sector involvement in projects
- Legend:
P = Participation in Town wide project
- IP = Individual project as applicable to the sector
Assessment Element
Project Action
R.O.W
Facilities
Fleet
W&WW
Parks
IT
Asset Management
Program
10-1 Adopt asset management strategy
roadmap (this project)
P
P
P
P
P
P
10-2 Develop/adopt the asset
management framework identified in
the AM policy
P
P
P
P
P
P
Asset Management Policy
No specific project in this period
Asset Management
Strategy
120-1 Newmarket Asset Management
Strategy (this project)
P
P
P
P
P
P
Master Plan
130-1 As and when master plans are
developed, evaluate in context of
current AMP for alignment. Example:
look at rehab needs when considering
expansion
Asset Management Plan
140-1 Define and assign responsibility
for stormwater assets
P
P
140-2 Develop AMP for missing asset
classes
IP
IP
IP
IP
IP
IP
140-3 Update AMP and improve link
between LOS and Asset strategy (future)
P
P
P
P
P
P
Contingency Planning
150-1 Develop business continuity and
asset contingency plans for critical assets
IP
IP
IP
IP
IP
Asset Strategy
160-1 Evaluate and document lifecycle
practices
P
P
P
P
P
P
LOS
210-1 LOS Model: define LOS and KPIs,
and model associated activities and
costs associated with it
P/IP
P/IP
P/IP
P/IP
P/IP
P
210-2 LOS: Collect data and validate
model; engage customers in setting LOS
(future)
P
P
P
P
P
P
Asset Demand
220-1 Define how to measure asset
demand and evaluate future demand
against current capacity
IP
IP
IP
IP
IP
IP
Asset Management
Structure
310-1 Develop AM roles and
responsibility matrix and incorporate
into job descriptions
P
P
P
P
P
P
The Town of Newmarket - Integrated Asset Management Strategy
Page 158 of 162
Assessment Element
Project Action
R.O.W
Facilities
Fleet
W&WW
Parks
IT
310-2 Create or designate Asset
Manager position to provide guidance
and oversee implementation of AM
within the Town
Competency
320-1 Identify required AM specific
training and develop learning plan for
the organization
P
P
P
P
P
P
Outsourcing
No specific project in this period
Acquisition
No specific project in this period
Operations &
Maintenance (O&M)
420-1 Document current O&M practices,
coordinate with asset strategy, and
evaluate and document O&M costs
IP
IP
IP
IP
IP
IP
Performance Modelling
430-1 Develop asset performance
lifecycle (deterioration) model
IP
IP
IP
IP
IP
Asset Hierarchy
510-1 Develop asset hierarchy from FIR
reporting to the maintenance managed
item level
P
P
P
P
P
P
Asset Management Data
520-1 Evaluate data collected after
identifying required and critical data and
identify gaps
IP
IP
IP
IP
IP
Asset Management Data
Availability
No specific project in this period
Information Systems
540-1 Evaluate needs, develop user
requirements for software and develop
TOR for procurement (Phase 2 of this
project)
P
P
P
P
P
P
540-2 Procure asset management
software, and configure and implement,
and identify key integration points with
JDE
P
P
P
P
P
P
540-3 Develop information system
requirements for asset management and
a plan to integrate systems, e.g. GIS and
CMMS
P
P
P
P
P
P
Performance Assessment
No specific project in this period
P
P
P
P
P
P
Condition Assessment
620-1 Establish standard condition
grading framework and align to asset
class condition scales
P
P
P
P
P
P
620-2 Evaluate and establish condition
assessment framework (e.g. frequency)
IP
IP
IP
IP
IP
IP
The Town of Newmarket - Integrated Asset Management Strategy
Page 159 of 162
Assessment Element
Project Action
R.O.W
Facilities
Fleet
W&WW
Parks
IT
Performance
Improvement
No specific project in this period
Risk Management
710-1 Develop Risk Management
Framework
P
P
P
P
P
P
Risk Assessment
720-1 Conduct a risk assessment and
identify high consequence assets and
critical assets
IP
IP
IP
IP
IP
IP
Optimized Decision
Making
810-1 Evaluate, select and incorporate
ODM techniques into O&M and capital
plan process
P
P
P
P
P
P
Capital Plans
820-1 Optimize the capital plan with
updated asset information
IP
IP
IP
IP
IP
IP
Capital Projects
Integration
No specific project in this period
Non-Capital Projects
No specific project in this period
Financial and Funding
Strategy
910-1 Update capital financing
sustainability plan
P
P
P
P
P
P
Reserve Fund
920-1 Update reserve fund policy
P
P
P
P
P
P
PS3150
No specific project in this period
Data Standards
1010-1 Develop data standards aligned
with asset hierarchy
IP
IP
IP
IP
IP
IP
Data Owner
1020-1 Establish data roles - owners,
users, collector
P
P
P
P
P
P
Information Quality
1030-1 Establish QA/QC procedures and
evaluate quality of critical asset data
IP
IP
IP
IP
IP
IP
Data Sharing
No specific project in this period
The Town of Newmarket - Integrated Asset Management Strategy
Page 160 of 162
Appendix L: Implementation Schedule
The Town of Newmarket - Integrated Asset Management Strategy
Page 161 of 162
ID
WBS
Task Name
Duration
Start
Finish
0
0
Newmarket Implementation Plan
60 mons
Mon 17-01-09
Tue 21-12-21
1
1
Governance
12 mons
Mon 17-01-09
Tue 17-12-26
2
1.1
120-1 Adopt Newmarket Asset Management
Strategy (this project)
0 mons
Mon 17-01-09
Mon 17-01-09
3
1.2
310-2 Create or designate Asset Manager position
to provide guidance and oversee implementation
of AM within the Town
3 mons
Mon 17-01-09
Wed 17-04-05
4
1.3
140-1 Define and assign responsibility for
stormwater assets
1 mon
Mon 17-01-09
Mon 17-02-06
5
1.4
140-2 Develop AMP for missing asset classes
4 mons
Tue 17-02-07
Fri 17-06-02
6
1.5
510-1 Develop asset hierarchy from FIR reporting
to the maintenance managed item level
3 mons
Thu 17-04-06
Mon 17-07-03
7
1.6
310-1 Develop AM roles and responsibility matrix
and incorporate into job descriptions
1 mon
Thu 17-04-06
Thu 17-05-04
8
1.7
1020-1 Establish data roles - owners, users,
collector
1 mon
Fri 17-05-05
Fri 17-06-02
9
1.8
210-1 LOS Model: define LOS and KPIs, and model
associated activities and costs associated with it
6 mons
Tue 17-07-04
Tue 17-12-26
10
1.9
320-1 Identify required AM specific training and
develop learning plan for the organization
3 mons
Mon 17-06-05
Wed 17-08-30
11
2
Capital Program Decision Making
15 mons
Mon 17-06-05
Wed 18-08-29
12
2.1
820-1 Optimize the capital plan with updated asset
information
2 mons
Mon 17-06-05
Tue 17-08-01
13
2.2
620-1 Establish standard condition grading
framework and align to asset class condition scales
2 mons
Tue 17-07-04
Wed 17-08-30
14
2.3
160-1 Evaluate and document lifecycle practices
4 mons
Thu 17-08-31
Tue 17-12-26
15
2.4
430-1 Develop asset performance lifecycle
(deterioration) model
3 mons
Mon 18-01-08
Wed 18-04-04
16
2.5
710-1 Develop Risk Management Framework
4 mons
Tue 18-02-06
Fri 18-06-01
17
2.6
720-1 Conduct a risk assessment and identify high
consequence assets and critical assets
3 mons
Mon 18-06-04
Wed 18-08-29
18
3
Data and Information
10 mons
Mon 18-06-04
Tue 19-04-02
19
3.1
1010-1 Develop data standards aligned with asset
hierarchy
5 mons
Mon 18-06-04
Fri 18-10-26
20
3.2
540-3 Develop information system requirements
for asset management and a plan to intergate
systems, e.g. GIS and CMMS
5 mons
Mon 18-10-29
Tue 19-04-02
01-09
H2 H1 H2 H1 H2 H1 H2 H1 H2 H1 H2 H1 H2
6
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2018
2019
2020
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The Town of Newmarket - Integrated Asset Management Strategy
Page 162 of 162
ID
WBS
Task Name
Duration
Start
Finish
21
3.3
520-1 Evaluate data collected after identifying
required and critical data and identify gaps
1 mon
Mon 18-10-29
Mon 18-11-26
22
3.4
1030-1 Establish QA/QC procedures and evaluate
quality of critical asset data
2 mons
Tue 18-11-27
Fri 19-02-01
23
4
Maintenance
13 mons
Mon 18-10-29
Fri 19-11-22
24
4.1
420-1 Document current O&M practices,
coordinate with asset strategy, and evaluate and
document O&M costs
3 mons
Mon 18-10-29
Fri 19-02-01
25
4.2
540-2 Procure asset management software, and
configure and implement, and identify key
integration points with JDE
8 mons
Wed 19-04-03
Fri 19-11-22
26
5
Optimizing AM Program
25 mons
Mon 19-11-25
Tue 21-12-21
27
5.1
610-1 Develop asset performance assessment
framework and system
2 mons
Mon 19-11-25
Thu 20-01-30
28
5.2
620-2 Evaluate and establish condition
assessment framework (e.g. frequency)
2 mons
Fri 20-01-31
Mon 20-03-30
29
5.3
210-2 LOS: Collect data and validate model;
engage customers in setting LOS (future)
2 mons
Tue 20-03-31
Wed 20-05-27
30
5.4
810-1 Evaluate, select and incorporate ODM
techniques into O&M and capital plan process
2 mons
Thu 20-05-28
Fri 20-07-24
31
5.5
150-1 Develop business continuity and asset
contingency plans for critical assets
4 mons
Mon 20-07-27
Thu 20-11-19
32
5.6
140-3 Update AMP and improve link between
LOS and Asset strategy (future)
6 mons
Wed 20-09-23
Wed 21-03-31
33
5.7
910-1 Update capital financing sustainability
plan
8 mons
Thu 21-04-01
Mon 21-11-22
34
5.8
920-1 Update reserve fund policy
1 mon
Tue 21-11-23
Tue 21-12-21
35
5.9
130-1 As and when master plans are
developed, evaluate in context of current
AMP for alignment. Example: look at rehab
needs when considering expansion
0 mons
Fri 20-12-25
Fri 20-12-25
36
5.10
220-1 Define how to measure asset demand
and evaluate future demand against current
capacity
0 mons
Fri 21-07-30
Fri 21-07-30
12-25
07-30
H2 H1 H2 H1 H2 H1 H2 H1 H2 H1 H2 H1 H2
6
2017
2018
2019
2020
2021
2022
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