ASSET MANAGEMENT STRATEGY AND ROADMAP ... Hall/Documents/Reports...2019/05/13 · City of Prince...

A five-year strategy and implementation plan to support the City in realizing its 2040 vision to be a model for sustainable Canadian cities through strategic improvements in asset management processes and practices

January 2019

ASSET MANAGEMENT STRATEGY AND ROADMAP

City of Prince George Asset Management Strategy and Roadmap Page | i

© 2019, the City of Prince George. All Rights Reserved.

The preparation of this document was carried out with assistance from the Government of Canada and the Federation of Canadian Municipalities. Notwithstanding this support, the views expressed are the personal views of the authors, and the Federation of Canadian Municipalities and the Government of Canada accept no responsibility for them.

The original version of this document was prepared by Urban Systems Ltd. for sole use by the City of Prince George. No representations of any kind are made by Urban Systems Ltd. or its employees to any party with whom Urban Systems Ltd. does not have a contract.

City of Prince George Asset Management Strategy and Roadmap Page | ii

DDocument Control

EDocs #492118

Rev No Date Revision Details Author Reviewer Approver

0 2019-01-01 Final Consultant’s Deliverable Urban Systems

Ltd.

BD JW

City of Prince George Asset Management Strategy and Roadmap Page | iii

[Page intentionally left blank]

City of Prince George Asset Management Strategy and Roadmap Page | iv

Table of Contents

Glossary ...........................................................................................................................................................v Executive Summary ....................................................................................................................................... vi Part 1 Overview of the Asset Management Strategy and Roadmap ........................................................... 2

1.1 The City’s Vision as a Sustainable City ...................................................................................... 3 1.2 Challenges to Realizing this Vision ............................................................................................ 3 1.3 Asset Management as a Pathway to Sustainability .................................................................. 3 1.4 Purpose of the Asset Management Strategy and Roadmap .................................................... 4 1.5 Using the Asset Management Strategy and Roadmap ............................................................. 4

Part 2 Asset Management Framework and Governance ............................................................................ 5 2.1 The City’s Asset Management Framework ................................................................................ 6 2.2 Asset Management Planning Process ....................................................................................... 6 2.1 Governance Structure ................................................................................................................ 7

Part 3 Where are we at? ................................................................................................................................ 8 3.1 What Assets Do We Have? ......................................................................................................... 9 3.2 What is the State of our Assets?.............................................................................................. 10 3.4 Maturity of Asset Management Processes and Practices ...................................................... 12 3.5 Strategic Outlook ...................................................................................................................... 13

Part 4 Where do we want to be? ................................................................................................................. 14 4.1 The City’s Vision and Goals ...................................................................................................... 15 4.2 Asset Management Objectives ................................................................................................ 15

Part 5 How will we get there? ...................................................................................................................... 17 5.1 Asset Management Improvement Strategies ......................................................................... 18 5.2 Roadmap for Implementing the Strategies............................................................................... 20

Tables

Table 1 Assets Used for Providing Services ......................................................................................................... 9 Table 2 Asset Replacement Values (2017 dollars) .......................................................................................... 10 Table 3 City Goals that are Supported by Asset Management ........................................................................ 15 Table 4 Asset Management Improvement Strategies ...................................................................................... 18

Figures

Figure 1 Asset Management Framework ............................................................................................................. 6 Figure 2 Asset Management Planning Process ................................................................................................... 7 Figure 3 Asset Management Governance ............................................................................................................ 7 Figure 4 Approximate 2017 Replacement Value of City Assets (millions) ...................................................... 11 Figure 5 Asset Age Profile .................................................................................................................................. 11

City of Prince George Asset Management Strategy and Roadmap Page | v

GGlossary

Asset management - an integrated and continuous process of making capital and operational decisions about assets that are informed by cost, risk, and service levels. Sustainable service delivery is the goal of asset management.

Level of service – the defined quality for a particular activity or service area against which performance can be measured. Level of service usually relates to quality, quantity, reliability, responsiveness, environmental acceptability, and cost. Lifecycle costs – the total cost of an asset over its service life, including the initial capital cost as well as the cost of ongoing operations and maintenance, renewal, replacement, and disposal.

Sustainable service delivery – an approach to delivering services that ensures that services are provided to the community today in a way that:

is fiscally, environmentally, and socially responsible; is adaptive to changing circumstances and future conditions; and does not compromise the ability of future generations to meet their own needs.

City of Prince George Asset Management Strategy and Roadmap Page | vi

Executive Summary

What is Asset Management and Why Is It Important?

Infrastructure assets such as roads and sidewalks, water, drainage, and sewer infrastructure, parks and public buildings deliver important services to communities. A key challenge facing local governments throughout British Columbia is the long-term sustainability of these services. This calls for local governments to manage their assets in a way that supports sustainable service delivery.

Asset management is an integrated and continuous process of making capital and operational decisions about assets that are informed by cost, risk, and service levels. Sustainable service delivery is the goal of asset management. Sustainable service delivery is the goal of asset management.

The City’s Asset Management Strategy and Roadmap

The City developed this Asset Management Strategy and Roadmap as part of its efforts to improve in asset management, in support of sustainable service delivery. The Strategy directly aligns with the City’s Asset Management Policy. The purpose of the Strategy is to outline strategic improvements for how the City:

effectively aligns corporate plans, strategies, and operations; makes informed and transparent decisions about asset management, including the long-term

planning, financing, operation, maintenance, upgrade, renewal, replacement, and disposal of capital infrastructure assets;

continuously improves its asset management processes and practices; builds resiliency to the impacts of climate change through asset management decisions; and engages stakeholders in asset management.

The Strategy describes where the City is currently at in terms of the assets it owns, the City’s maturity in asset management processes and practices, where the City wants to be, and improvement strategies to get there. The Roadmap details the prioritized actions that the City will take to implement the improvement strategies, as well as the timeline over which the actions should be carried out. State of the City’s Assets

Figures 1 and 2 one the following pages show why it is so important to have a strategy in place for effectively managing the City’s assets.

City of Prince George Asset Management Strategy and Roadmap Page | vii

FFigure ES-1 Asset Age Profile

As shown in Figure ES-1, many of the City’s assets were built in the 1970s and will need to be strategically replaced while also supporting the City in meeting its service sustainability and climate change adaptation and mitigation goals.

As shown in Figure ES-2, the City’s assets are valued at almost $3 billion in terms of replacement cost.

-

20

40

60

80

100

120

140

160

180

200

1927

1950

1955

1958

1961

1964

1967

1970

1973

1976

1979

1982

1985

1988

1991

1994

1997

2000

2003

2006

2009

2012

2015

2018

Rep

lace

men

t Val

ue in

$ M

illio

ns

Year Acquired

Bridges Civic Facilities District EnergyFleet Parks & Trails RoadsSanitary Sewer Sidewalks & Walkways Storm DrainageStreet Lights Water

City of Prince George Asset Management Strategy and Roadmap Page | viii

FFigure ES-2 Approximate 2017 Replacement Value of City Assets (millions)

Asset Management Practices and Strategic Outlook

As part of the process to develop the Strategy and Roadmap, an assessment was conducted of current asset management processes and practices. Given the assets the City owns, the state of the City’s assets, and the City’s current maturity levels in asset management, the City’s strategic outlook is overall positive. Current funding levels are likely insufficient to achieve financial sustainability over the long term. However, the City is investing in improvements in asset management processes and practices and with further improvements, including increased funding levels, the City will move towards service sustainability.

Asset Management Objectives and Improvement Strategies

Based on the strategic outlook, eight key objectives for the City’s asset management processes and practices were identified. These are also the basis of the City’s Asset Management Policy. Improvement strategies to make progress towards these objectives are summarized in Table ES-1.

Roads, $1,118

Water, $428Sanitary Sewer, $475

Storm Drainage,

$210

Civic Facilities, $485

Sidewalks & Walkways, $74

Parks & Trails, $62Bridges, $54 Fleet, $40 District Energy, $20

Street Lights, $17Roads

Water

Sanitary Sewer

Storm Drainage

Civic Facilities

Sidewalks & Walkways

Parks & Trails

Bridges

Fleet

District Energy

Street Lights

Total: $2.98 billion

City of Prince George Asset Management Strategy and Roadmap Page | ix

TTable ES-1 Asset Management Improvement Objectives and Strategies

Objective Where we want to be

Improvement Strategies How to get from where we are to where we want to be

1. The City demonstrates organizational alignment and commitment to sustainable service delivery.

a. Formally adopt and enforce the revised Asset Management Policy. b. Improve communication about asset management and decision-

making with staff, Council, and the public. c. Reference the AM Policy and Strategy when developing/updating

corporate and asset-related strategies, policies, and plans. d. Develop standard operating procedures and maintenance schedules

so that they achieve target levels of service.

2. Decisions about service delivery are prioritized in a clear, consistent, and transparent way based on trade-offs between level of service, lifecycle cost, and risk.

a. Develop and implement a risk framework for each major asset class. b. Develop and implement a condition assessment and rating framework

for all major asset classes, to support identification of risk. c. Establish levels of service for each major asset class. Integrate them

into budgeting and capital/O&M/master planning and decisions. d. Develop and implement a prioritization framework (applicable to all

asset classes) for annual budgeting that considers risk to service delivery, lifecycle cost, and trade-offs. Integrate into the Financial Plan.

e. Develop and regularly update asset management plans for each major asset class, considering lifecycle costs of delivering target LOS and managing risks to target LOS. Integrate them into budgets and capital/O&M/master planning and decisions.

f. Ensure that development standards promote selection of lowest lifecycle cost infrastructure options, and align with target level of service.

g. Consider lifecycle costs and trade-offs in land use decisions.

3. Appropriate information and tools are available, integrated, and used alongside professional judgement to inform decisions.

a. Develop and implement Asset Data Governance Standards. b. Ensure roles, responsibilities, and standard operating procedures for

data collection and management are defined and clearly understood. c. Ensure the source of data and limitations of data are clear. d. Collaborate across departments/asset owners during planning and

decision-making processes to make decisions using outputs of software/tools.

e. Ensure appropriate software systems are in place, are well-used, and are appropriately integrated.

4. Sufficient financial resources are in place to enable sustainable service delivery and continuous improvement in asset management.

a. Review the Sustainable Finance Guidelines when developing the annual budget and when establishing cost recovery strategies.

b. Ensure taxation, user rates, fees, and charges are informed by lifecycle costs and enable the City to meet target levels of service.

c. Develop and implement a pooled / envelope funding model for services.

d. Develop and implement a long-term Financial Plan that is informed by lifecycle costs and defined service levels.

e. Clearly communicate to Council the capital and operating budget needs to meet levels of service, and communicate trade-offs of not meeting operating needs.

City of Prince George Asset Management Strategy and Roadmap Page | x

OObjective Where we want to be

IImprovement Strategies How to get from where we are to where we want to be

5. Sufficient human resources are in place to enable sustainable service delivery and continuous improvement in asset management.

a. Develop an Asset Management Steering Committee. b. Ensure that roles and responsibilities in asset management and

decision-making (asset management governance) are clear and understood.

c. Develop and implement a Knowledge Retention Strategy d. Review staffing levels annually when developing the annual budget.

Ensure they are sufficient to provide the defined level of service. e. Provide ongoing training and professional development opportunities

to staff that support asset management improvements. f. Ensure that the annual budget and annual departmental work plans

are informed by the Asset Management Strategy and Roadmap to enable implementation.

6. The City’s approach to asset management builds the City’s resiliency to climate change and supports its climate change adaptation and mitigation goals.

a. Integrate vulnerability to climate change into the City's risk frameworks and management processes.

b. Use the Energy and GHG Management Plan as an input to levels of service and Asset Management Plans.

c. Articulate and quantify the municipal services provided by natural assets. Identify and manage risks to these services.

d. Develop and implement a Climate Adaptation Plan. Ensure the CAP considers the role of natural assets in achieving adaptation goals.

e. Identify and implement opportunities to mitigate climate impacts through City operations.

f. Integrate climate impacts into land use planning and decision-making. g. Use the City's regulations and design standards as a tool for climate

change adaptation and mitigation.

7. The City continuously improves in sustainable service delivery, and measures, tracks, and communicates progress.

a. Implement and regularly update the Asset Management Strategy and 5-Year Roadmap.

b. Measure, track, and communicate progress on implementation of the Asset Management Strategy and Roadmap.

8. Stakeholders are appropriately engaged in decisions about sustainable service delivery.

a. Improve communication about asset management and decision-making with staff, Council, and the public.

b. Develop and implement a Communication and Engagement Strategy as part of the process to define levels of service.

c. Strengthen servicing agreements with lease-holders of City-owned facilities.

Asset Management Roadmap

The City’s Asset Management Roadmap describes the following:

the desired outcomes of each improvement strategy specific actions that need to be taken to implement each strategy the anticipated impact and effort of each action the priority level of each action and when it should be implemented responsibility for leading implementation

City of Prince George Asset Management Strategy and Roadmap Page | 1


PPart 1

Overview of the Asset Management Strategy and Roadmap

» The City’s Vision as a Sustainable City

» Challenges to Realizing this Vision

» Asset Management as a Pathway to Sustainability

» The Purpose of the Asset Management Strategy and Roadmap

» Using the Strategy and Roadmap


1.1 The City’s Vision as a Sustainable City

The City of Prince George, together with the community, established a vision for the future in its 2010 Integrated Community Sustainability Plan, myPG:

As BC’s northern capital, Prince George is a model for sustainable Canadian cities. The local environment is healthy, supporting a robust economy and an enviable quality of life for residents. Everyone has housing they can afford, good food on the table, and a strong, supportive network of friends and co-workers. Built on regional assets, the economy is strong and stable. A vibrant downtown, great community, affordable lifestyle, and spectacular natural setting are Prince George’s greatest strengths.

1.2 Challenges to Realizing this Vision

A key challenge facing the City, and indeed local governments across Canada, is the long-term sustainability of services that rely on infrastructure assets, such as roads and sidewalks; water, drainage, and sewer infrastructure; parks and public buildings. Some of the challenges related to sustainable service delivery include:

Ageing assets need renewal and replacement in order to sustain service levels, and the condition and longevity of assets can be difficult to determine.

Financing needs for the operation, maintenance, replacement, and renewal of assets can be large, requiring planning for large peaks and troughs in expenditure for renewing and replacing such assets.

As communities grow and land use changes, the demand for new and improved services grows, which adds to the financing complexity.

Impacts from climate change, such as increased flooding, forest fires, water shortages, and increased population growth present risks to service and financial sustainability.

The construction, operation, maintenance, replacement, and renewal of assets contributes to greenhouse gas emissions that in turn contribute to climate change.

1.3 Asset Management as a Pathway to Sustainability

The challenges described above call for the City to manage its assets in a comprehensive and systematic way that supports ssustainable service delivery, meaning that services are provided to the community today in a way that:

is fiscally, environmentally, and socially responsible; is adaptive to changing circumstances and future conditions, including changes in climate; and does not compromise the ability of future generations to meet their own needs.

Asset management is an integrated and continuous process of making capital and operational decisions about assets that are informed by cost, risk, and service levels.

Sustainable service delivery is the goal of asset management


11.4 Purpose of the Asset Management Strategy and Roadmap

The Asset Management Strategy and Roadmap supports the City in achieving its 2040 vision to be a model for sustainable Canadian cities through improvements in asset management processes and practices. The Strategy and Roadmap outline strategic improvements for how the City:

effectively aligns corporate plans, strategies, and operations; makes informed and transparent decisions about asset management, including the long-term

planning, financing, operation, maintenance, upgrade, renewal, replacement, and disposal of capital infrastructure assets;

continuously improves its asset management processes and practices; builds resiliency to the impacts of climate change through asset management decisions; and engages stakeholders in asset management.

The Strategy describes where the City is currently at in terms of the assets it owns, the City’s maturity in asset management processes and practices, where the City wants to be, and strategies to get there. The RRoadmap details the prioritized actions that the City will take to implement the strategies, as well as the timeline over which the actions should be carried out and the resources required to do so.

1.5 Using the Asset Management Strategy and Roadmap

The Strategy and Roadmap is a tool for both City staff and Council. Staff will use the Strategy and Roadmap to guide operations, annual work planning, and annual budgeting. Council will use the Strategy and Roadmap to inform their decisions about the allocation of resources towards priorities for improvements in asset management.


PPart 2

Asset Management Framework and Governance

» Asset Management Framework

» Asset Management Planning Process

» Governance Structure


22.1 The City’s Asset Management Framework

The City’s asset management framework is shown in Figure 1 below.

Figure 1 Asset Management Framework

None of these components is static – each is a “living” tool or system aimed at supporting the City in providing sustainable service delivery. The intent is that each component is developed and then reviewed on a regular basis so that all components are increasingly more integrated and relevant to the City.

With that said, the framework shown above represents a desired ‘end state’ in terms of how the various components of the framework fit together and inform one another. Each is currently at various stages of maturity, and the 5-Year Asset Management Roadmap describes strategies and actions to progressively build out the framework.

2.2 Asset Management Planning Process

Asset Management for Sustainable Service Delivery: A BC Framework establishes a high-level, systematic approach that supports local governments in moving toward service, asset, and financial sustainability through an asset management process. This process is what is used by the City, and it is illustrated in Figure 2.


FFigure 2 Asset Management Planning Process

2.1 Governance Structure

Governance is the structure of responsibilities for the oversight and implementation of asset management, for the purpose of providing sustainable service delivery. An overview of the City’s asset management governance structure is illustrated in Figure 3.

Figure 3 Asset Management Governance

Senior Leadership Team

AM Champion / Steering Committee Chair

AM Steering Committe

DivisionalManager

Divisional Manager

DivisionalManager

Divisional Manager

Senior guidance on strategic issues related to corporate decision-making; provide direction on corporate AM projects and initiatives; empower staff to lead improvements in AM.

Provide leadership to the AM Steering Committee; lead internal stakeholder engagement, relationship-building and awareness-building within the City.

Direction-setting committee with representation from Engineering, Public Works, Finance, Planning, Climate Change, and IT. Include representation from the SLT (CAO and Public Works Director). Lead implementation of the Strategy and Roadmap.

Support implementation of the Strategy and Roadmap by adopting and leading change at a Divisional level. Empower staff to support implementation of improvements in AM.


PPart 3

Where are we at? » What Assets do we Have?

» What is the State of our Assets?

» Maturity of Asset Management Processes and Practices

» Strategic Outlook


33.1 What Assets Do We Have?

The City uses infrastructure assets to provide services to the community. The range of infrastructure assets and the services provided from the assets is shown in Table 1.

Table 1 Assets Used for Providing Services

Asset Class Description Services Provided

Roads Road network made up of 325 lane km’s of arterials, 143 lane km’s of major collectors, 191 lane km’s of minor collectors, 816 lane km’s of locals, 60 lane km’s of alleys, and 254 lane km’s of gravel roadways.

Safe and reliable transportation for the community, region, industry and tourism.

Water Groundwater source wells and distribution system with chlorination disinfection. Comprised of wells, pumping stations, pressure reducing valves, reservoirs, and 560km of pressurized water mains. Includes 2,100 hydrants and 7,100 valves.

Safe, reliable drinking water and fire protection for most residential, commercial, industrial, and institutional properties within City limits.

Sanitary Sewer Sewer collection and treatment. Comprised of sewer liftstations for pumping sewerage to the Wastewater Treatment Plant or lagoons through 450km of gravity sewer mains and 17km of pressurized forcemains. Includes 5,300 manholes and 220km of service connections.

Sewer collection from residential, commercial, industrial, and institutional properties within City limits.

Storm Drainage

Storm water is collected through 5,500 catchbasins in the roadways and 40km of service connections from some commercial and residential properties. It is transported through 370km of storm mains and several liftstations.

Storm water collection from some residential, commercial, industrial, and institutional properties within City limits. Collection of storm water runoff from roadways.

Civic Facilities 65 City-owned buildings comprised of Fire Halls, Police, Aquatics, Arenas, Cultural, Parking, Administration, and buildings leased to 3rd party users.

Provide comfortable, healthy, social and recreational spaces for the use of the local government and the community.


193km of sidewalks and 13km of walkways.

Safe and reliable pedestrian network along roadways (sidewalks) and between roadways (neighbourhood walkways).

Parks & Trails 362 parks and green spaces (equaling 1,894ha), 25 ball diamonds, 18 sport fields, 38 basketball courts, 40 tennis courts, 282 park benches, 47 playgrounds, and 114km of trails.

Offerings range from nature and major parks and trails with, to athletic parks that cater to a variety of recreational activities, to downtown parks featuring prime areas for events or festivals.

Bridges 18 vehicle bridges and 6 pedestrian bridges.

Safe and reliable transportation connections over water bodies and other roadways.

Fleet 260 fleet vehicles and equipment comprised of passenger vehicles, construction vehicles and equipment, fire

Fleet vehicles and equipment support all of the services provided by the City.


AAsset Class DDescription SServices Provided

trucks, vacuum/flusher trucks, cargo trailers, ice resurfacers, road patching equipment, manlifts, landscaping equipment, and snow clearing equipment.

District Energy Comprised of nearly 3km of distribution piping from Lakeland Mills sawmill to the downtown core. Includes a backup boiler facility and 12 heat exchangers.

Provides space heating and hot water to 11 downtown buildings using renewable energy.

Street Lights & Traffic Signals

4,672 streetlights along roadways including underground and some overhead electrical wiring. 43 pedestrian and traffic signalized intersections.

Lighting and safe traffic movements for pedestrians and drivers

Cemetery 50 hectares of land and a mausoleum. Includes an administration building and an equipment building.

Traditional burial for both full-casket and cremated remains. Crypts for casket internment or niches for cremated remains are available in the Mausoleum.

Solid Waste Parks and street decorative garbage bins and residential automated garbage carts.

Residential garbage pickup

Transit Some City owned bus shelters. Most assets are owned and operated by BC Transit.

Bus service in partnership with BC Transit

33.2 What is the State of our Assets?

Table 2 and Figure 4 show the 2017 replacement values of City’s assets. The asset age profile is shown in Figure 5.

Table 2 Asset Replacement Values (2017 dollars)

Asset Class Replacement Cost ($mmillions)

Roads 1,118 Water 428 Sanitary Sewer 475 Storm Drainage 210.5 Civic Facilities 485 Sidewalks & Walkways 74 Parks & Trails 62 Bridges 54 Fleet 40 District Energy 20 Street Lights 17 Total 2,9984


FFigure 4 Approximate 2017 Replacement Value of City Assets (millions)

Figure 5 Asset Age Profile

Roads, $1,118

Water, $428Sanitary Sewer, $475

Storm Drainage,

$210

Civic Facilities, $485

Sidewalks & Walkways, $74

Parks & Trails, $62Bridges, $54 Fleet, $40

District Energy, $20

Street Lights, $17

2017 Approximate Replacement Value ($ in millions)

Roads

Water

Sanitary Sewer

Storm Drainage

Civic Facilities


Parks & Trails

Bridges

Fleet

District Energy

Street Lights

Total: $2.98 billion

-

20

40

60

80

100

120

140

160

180

200

1927

1950

1955

1958

1961

1964

1967

1970

1973

1976

1979

1982

1985

1988

1991

1994

1997

2000

2003

2006

2009

2012

2015

2018

Rep

lace

men

t Val

ue in

$ M

illio

ns

Year AcquiredBridges Civic Facilities District EnergyFleet Parks & Trails RoadsSanitary Sewer Sidewalks & Walkways Storm DrainageStreet Lights Water


The preceding figures and tables show why it is important to have a strategy for effectively managing the City’s assets. They are valued at almost $3 billion in terms of replacement cost, and many of the City’s assets were built in the 1970s and will need to be strategically replaced while also supporting the City in meeting its service sustainability and climate change adaptation and mitigation goals.

33.4 Maturity of Asset Management Processes and Practices

The current maturity of the City’s asset management practices and competencies was assessed to identify strengths, challenges, and opportunities for improvements. The AssetSMART 2.0 assessment tool was used as a framework for assessing the City’s maturity in asset management as it aligns with the BC Framework. The core elements of asset management form the AssetSMART assessment categories and they include:

ASSETS INFORMATION FINANCES PEOPLE

The assessment was conducted by interviewing 25 members of administration (staff, managers, and senior leadership), and 4 members of Council. The assessment process and findings were documented in detail in the Asset Management Current-State Assessment (Urban Systems Ltd., 2018). A summary of the findings of the City’s current maturity is provided below.

UNDERSTANDING OF AASSETS

Overall, the City’s understanding of its assets is quite strong, with some variability between asset classes. The City has been unable to complete or maintain its inventory largely due to high standards for accuracy and precision of data that are not necessarily reflective of the intended use of the data. The City will benefit from developing data standards that reflect the intended use of the data, and from defining roles, responsibilities, and standard operating procedures for data collection and management.

INFORMATION TO SUPPORT DECISIONS

Overall, the City has a lot of information available to support the definition of condition, consequence, and risk; to inform definitions of service levels; to provide strategic direction on decision-making; and to track performance. The City’s challenge is in bringing this information together to make decisions. The City relies heavily on tools to support decisions and may benefit from bringing people together to bridge the gaps that exist in and between some tools. The City will benefit from leveraging its existing information, risk frameworks, and strategic direction to support decision-making, versus “starting from scratch”. The City will also benefit from assessing the impacts of climate change on assets and using this to inform capital and operating decisions.

01234Policy

Strategy

Level of Service

RiskAsset

ReplacementPlans

Long-TermCapital Plans

Climate Change

01234Location

AttributeData

Install DateReplacementValue

NaturalAssets


SSUSTAINABILITY OF FINANCES

The City does not currently fully recover the cost of providing services. Financial resources are not necessarily being applied to where they are needed most and there is pressure on the general fund. This leads to some services being chronically under-funded. The City will benefit from a comprehensive, consistent, and transparent approach to determining funding needs; communicating these needs to Council; and updating and enforcing policies to help ensure decisions are being made in accordance with best practices.

PPEOPLE CAPACITY AND EFFECTIVENESS

Like many communities, the City is currently doing a lot with limited resources. Staff strive to move towards proactive planning, but are often occupied with immediate pressures. Local conditions mean staff are stretched across different services and need to regularly adapt to new functions. The City will benefit from bringing together people in cross-departmental forums to address servicing issues not readily solved by tools. The City will also benefit from developing and implementing a knowledge retention strategy to capitalize on the deep experience of its seasoned staff and the young talent available.

33.5 Strategic Outlook

Given the assets the City owns, the state of the City’s assets, and the City’s current maturity levels in asset management, the City’s strategic outlook is overall positive. Current funding levels are likely insufficient to achieve financial sustainability over the long term; however, the City is investing in improvements in asset management processes and practices and with further improvements, including increased funding levels, the City will move towards service sustainability.

01234

People Capacity

Awareness

TeamworkRoles

Decision-Making

01234

gFinancial

Plan

Revenues

Reserves

Debt


PPart 4

Where do we want to be? » The City’s Vision and Goals

» Asset Management Objectives


44.1 The City’s Vision and Goals

The City’s vision for 2040, as expressed in myPG, is to be a mmodel for sustainable Canadian cities.

myPG articulates numerous goals related to this vision. These goals describe where the City wants to be in terms of “Social Development”, “Environment”, “Economic Development”, and “City Government”.

The City’s Asset Management Strategy and Roadmap aims to support the City in achieving all of these goals; however, those that most directly guide the Strategy and Roadmap fall under the category of “City Government” and “Environment” and are listed in Table 3.

Table 3 City Goals that are Supported by Asset Management

Goall Description

Sustainable Infrastructure The City manages the procurement, construction, maintenance, rehabilitation, and replacement of its physical assets considering lifecycle cost, risk, and service level continuity.

Sustainable Fiscal Management

The City will be financially sustainable, with the revenue resources required to support its plans and infrastructure and provide services that citizens and businesses need.

Organizational Excellence The City is a responsive, cost-effective, people-centered service delivery organization that understands customer needs and strives to exceed the expectations of those it serves.

Effective Governance The City works cooperatively with its partners in the government, education, health, and business sectors, and with the Lheidli T’enneh and other First Nation organizations.

Reduce Carbon Emissions and Adapt for Climate Change

Prince George has reduced carbon emissions and dependence on fossil fuels, and is prepared for climate change.

Green City, Green Practices Prince George is a green city with healthy habitat and forests, and a strong environmental consciousness, led by government and local organizations that demonstrate sustainable practices.

4.2 Asset Management Objectives

The City’s Asset Management Policy is a tool that aims to support the City in achieving its vision and goals by establishing objectives for asset management. These objectives provide direction for strategies, actions, and decisions that are implemented at the City so that they are in accordance with asset management best practices.

The City’s asset management objectives include the following:

1. The City demonstrates organizational alignment and commitment to sustainable service delivery





5. Sufficient human resources are in place to enable sustainable service delivery and continuous improvement in asset management.




The Strategy and Roadmap sets out the path for meeting these objectives through strategic improvements beginning in 2019.


PPart 5

How will we get there? » Asset Management Improvement Strategies

» Roadmap for Implementing the Strategies


55.1 Asset Management Improvement Strategies

The following strategies will support the City in achieving its 2040 vision and goals and the objectives set out in the Asset Management Policy. Table 4 summarizes the City’s objectives and improvement strategies.

Table 4 Asset Management Improvement Strategies

Objective Where we want to be

Improvement Strategiies How to get from where we are to where we want to be

1. The City demonstrates organizational alignment and commitment to sustainable service delivery.

a. Formally adopt and enforce the revised Asset Management Policy. b. Improve communication about asset management and decision-making

with staff, Council, and the public. c. Reference the AM Policy and Strategy when developing/updating

corporate and asset-related strategies, policies, and plans. d. Develop standard operating procedures and maintenance schedules so

that they achieve target levels of service.


a. Develop and implement a risk framework for each major asset class. b. Develop and implement a condition assessment and rating framework

for all major asset classes, to support identification of risk. c. Establish levels of service for each major asset class. Integrate them into

budgeting and capital/O&M/master planning and decisions. d. Develop and implement a prioritization framework (applicable to all asset

classes) for annual budgeting that considers risk to service delivery, lifecycle cost, and trade-offs. Integrate into the Financial Plan.

e. Develop and regularly update asset management plans for each major asset class, considering lifecycle costs of delivering target LOS and managing risks to target LOS. Integrate them into budgets and capital/O&M/master planning and decisions.

f. Ensure that development standards promote selection of lowest lifecycle cost infrastructure options, and align with target level of service.

g. Consider lifecycle costs and trade-offs in land use decisions.


a. Develop and implement an Asset Data Governance Standards. b. Ensure roles, responsibilities, and standard operating procedures for

data collection and management are defined and clearly understood. c. Ensure the source of data and limitations of data are clear. d. Collaborate across departments/asset owners during planning and

decision-making processes to make decisions using outputs of software/tools.

e. Ensure appropriate software systems are in place, are well-used, and are appropriately integrated.


a. Review the Sustainable Finance Guidelines when developing the annual budget and when establishing cost recovery strategies.

b. Ensure taxation, user rates, fees, and charges are informed by lifecycle costs and enable the City to meet target levels of service.

c. Develop and implement a pooled / envelope funding model for services. d. Develop and implement a long-term Financial Plan that is informed by

lifecycle costs and defined service levels. e. Clearly communicate to Council the capital and operating budget needs

to meet levels of service, and communicate trade-offs of not meeting operating needs.

5. Sufficient human resources are in place to enable sustainable service

a. Develop an Asset Management Steering Committee. b. Ensure that roles and responsibilities in asset management and decision-

making (asset management governance) are clear and understood. c. Develop and implement a Knowledge Retention Strategy


OObjective Where we want to be

IImprovement Strategiies How to get from where we are to where we want to be

delivery and continuous improvement in asset management.

d. Review staffing levels annually when developing the annual budget. Ensure they are sufficient to provide the defined level of service.

e. Provide ongoing training and professional development opportunities to staff that support asset management improvements.

f. Ensure that the annual budget and annual departmental work plans are informed by the Asset Management Strategy and Roadmap to enable implementation.


a. Integrate vulnerability to climate change into the City's risk frameworks and management processes.

b. Use the Energy and GHG Management Plan as an input to levels of service and Asset Management Plans.

c. Articulate and quantify the municipal services provided by natural assets. Identify and manage risks to these services.

d. Develop and implement a Climate Adaptation Plan. Ensure the CAP considers the role of natural assets in achieving adaptation goals.

e. Identify and implement opportunities to mitigate climate impacts through City operations.

f. Integrate climate impacts into land use planning and decision-making. g. Use the City's regulations and design standards as a tool for climate

change adaptation and mitigation.


a. Implement and regularly update the Asset Management Strategy and 5-Year Roadmap.

b. Measure, track, and communicate progress on implementation of the Asset Management Strategy and Roadmap.


a. Improve communication about asset management and decision-making with staff, Council, and the public.

b. Develop and implement a Communication and Engagement Strategy as part of the process to define levels of service.

c. Strengthen servicing agreements with lease-holders of City-owned facilities.


55.2 Roadmap for Implementing the Strategies

The City’s Asset Management Roadmap is shown on the following pages. It describes the following:

the desired outcomes of each improvement strategy specific actions that need to be taken to implement each strategy the anticipated impact and effort of each action the priority level of each action and when it should be implemented responsibility for leading implementation

IMPR

OVE

MEN

T ST

RAT

EGIE

S D

ESIR

ED O

UTC

OM

ES

KEY

ACT

ION

S IM

PAC

T ((L

,M,H

) EF

FOR

T (L

,M,H

) PR

IOR

ITY

(L,M

,H)

TIM

ING

(A

ppro

x Ye

arr)

(Dep

artm

enta

l)

dem

onst

rate

s or

gani

zatio

nal

alig

nmen

t and

sust

aina

ble

ally

ado

pt a

nd

rce

the

revi

sed

t Man

agem

ent

y.

Rel

evan

t cor

pora

te

stra

tegi

es, p

olic

ies,

and

pl

ans

are

info

rmed

by

each

ot

her a

nd th

ey s

uppo

rt

sust

aina

ble

serv

ice

deliv

ery.

Pr

esen

t to

Coun

cil f

or a

dopt

ion

early

in 2

01

9.

M

L H

2

01

9

R

evie

w th

e AM

pol

icy

ever

y fiv

e ye

ars

(with

the

Asse

t M

anag

emen

t Str

ateg

y an

d R

oadm

ap) a

nd id

entif

y ar

eas

whe

re g

reat

er e

nfor

cem

ent i

s re

quire

d an

d ta

ke a

ctio

ns to

im

prov

e

Co

nnec

t to

mon

itorin

g in

dica

tors

ref

eren

ced

in S

trat

egy

7b.

H

M

H

20

23

ove

com

mun

icat

ion

t ass

et

agem

ent a

nd

sion

-mak

ing

with

C

ounc

il, a

nd th

e c.

Coun

cil a

nd s

enio

r le

ader

ship

sup

port

sta

ff in

pr

ovid

ing

sust

aina

ble

serv

ice

deliv

ery.

D

evel

op a

nd im

plem

ent a

n in

tern

al c

omm

unic

atio

n pl

an

that

leve

rage

s in

tern

al c

ham

pion

s th

roug

hout

the

orga

niza

tion.

M

M

M

20

19

D

evel

op a

nd im

plem

ent a

n ex

tern

al c

omm

unic

atio

n pl

an.

L H

M

2

02

0

renc

e th

e AM

Pol

icy

Stra

tegy

whe

n lo

ping

/upd

atin

g or

ate

and

asse

t-ed

str

ateg

ies,

es

, and

pla

ns

G, O

CP, F

inan

cial

Cl

imat

e Ad

apta

tion

Miti

gatio

n Pl

ans,

er

Pla

ns, A

nnua

l rt

ing)

.

Rel

evan

t cor

pora

te

stra

tegi

es, p

olic

ies,

and

pl

ans

are

info

rmed

by

each

ot

her a

nd th

ey s

uppo

rt

sust

aina

ble

serv

ice

deliv

ery.

In

clud

e re

view

of t

he A

M S

trat

egy

and

Roa

dmap

in th

e Te

rms

of R

efer

ence

for t

he d

evel

opm

ent/

upda

te o

f eac

h st

rate

gy/p

olic

y/pl

an.

H

M

H

20

20

lop

stan

dard

at

ing

proc

edur

es

mai

nten

ance

du

les

so th

at th

ey

eve

targ

et le

vels

of

ce.

Stan

dard

ope

ratin

g pr

oced

ures

sup

port

su

stai

nabl

e se

rvic

e de

liver

y.

U

se a

risk

-bas

ed a

ppro

ach

to id

entif

y ke

y op

erat

iona

l ac

tiviti

es fo

r w

hich

SO

Ps w

ill b

e us

eful

to h

elp

miti

gate

ris

k. D

evel

op w

ritte

n SO

Ps fo

r tho

se k

ey a

ctiv

ities

. Ide

ntify

ke

y op

erat

iona

l act

iviti

es a

nd th

en d

evel

op w

ritte

n do

cum

enta

tion

of S

OPs

for

each

act

ivity

in a

pha

sed

appr

oach

acc

ordi

ng to

prio

rity.

H

H

M

20

22

D

evel

op a

mai

nten

ance

sch

edul

e fo

r maj

or a

sset

cla

sses

to

ach

ieve

targ

et le

vels

of s

ervi

ce.

H

H

M

20

21

a cl

ear,

base

d on

trad

eof

fs b

etw

een

lifec

ycle

cos

t, an

d ris

k.

lop

and

impl

emen

t k

fram

ewor

k fo

r m

ajor

ass

et c

lass

. he

fram

ewor

k to

tiz

e da

ta c

olle

ctio

n,

ess

impr

ovem

ent,

prio

ritie

s in

et

ing,

al

/O&

M/

mas

ter

ning

and

dec

isio

ns.

A ris

k fr

amew

ork

(con

side

ring

both

like

lihoo

d an

d co

nseq

uenc

e) is

in

plac

e an

d is

use

d to

info

rm

deci

sion

s. R

isk

is

cons

iste

ntly

con

side

red

and

incl

uded

in d

ecis

ion-

mak

ing

proc

esse

s ac

ross

th

e or

gani

zatio

n.

D

evel

op a

cor

pora

te r

isk

man

agem

ent f

ram

ewor

k th

at

outli

nes

the

type

s of

ris

ks to

mee

ting

serv

ice

leve

ls th

at

will

be

iden

tifie

d (e

.g.,

clim

ate

chan

ge, f

inan

cial

, etc

.),

defin

es ri

sk a

sses

smen

t par

amet

ers

(def

initi

ons

for

cons

eque

nce

and

likel

ihoo

d of

failu

re b

y m

ajor

ass

et

clas

s), a

nd th

e pr

oces

s fo

r man

agin

g ris

ks.

H

H

H

20

21

Co

nduc

t a G

IS-b

ased

ris

k as

sess

men

t for

eac

h m

ajor

as

set c

lass

, sta

rtin

g w

ith U

tiliti

es/R

oads

. Lev

erag

e ex

istin

g in

form

atio

n on

bre

ak h

isto

ry a

nd in

form

atio

n ab

out

cond

ition

ass

essm

ents

to in

form

like

lihoo

d of

failu

re. U

se

spat

ial i

nfor

mat

ion

and

othe

r ex

istin

g da

ta to

ass

ess

cons

eque

nce

of fa

ilure

. Ena

ble

GIS

-bas

ed a

naly

tics

and

repo

rtin

g on

ris

k.

H

H

H

20

21

U

se th

e re

sults

of t

he ri

sk fr

amew

ork

to in

form

the

capi

tal

plan

ning

pro

cess

, ope

ratio

ns p

roce

dure

s, a

nd

mai

nten

ance

sch

edul

es fo

r ea

ch m

ajor

ass

et c

lass

.

H

H

H

20

22

& O

ngoi

n

M

onito

r ris

ks o

ver t

ime

and

upda

te ri

sk a

sses

smen

t an

nual

ly.

M

H

M

20

22

& O

ngoi

n

IMPR

OVE

MEN

T ST

RAT

EGIE

S D

ESIR

ED O

UTC

OM

ES

KEY

ACT

ION

S IM

PAC

T ((L

,M,H

) EF

FOR

T (L

,M,H

) PR

IOR

ITY

(L,M

,H)

TIM

ING

(A

ppro

x Ye

arr)

(Dep

artm

enta

l)

lo

p an

d im

plem

ent

nditi

on a

sses

smen

t ra

ting

fram

ewor

k fo

r aj

or a

sset

cla

sses

, pp

ort i

dent

ifica

tion

k.

A ris

k fr

amew

ork

(con

side

ring

both

like

lihoo

d an

d co

nseq

uenc

e) is

in

plac

e an

d is

use

d to

info

rm

deci

sion

s.

D

evel

op a

con

sist

ent c

ondi

tion

ratin

g fr

amew

ork

for

all

maj

or a

sset

cla

sses

. Ide

ntify

gap

s in

con

ditio

n in

form

atio

n an

d pr

ogre

ssiv

ely

fill t

hem

usi

ng th

e fr

amew

ork.

M

M

L 2

02

3

U

se in

form

atio

n ab

out c

ondi

tion

to in

form

ris

k an

d th

e de

velo

pmen

t of a

mai

nten

ance

sch

edul

e. T

his

coul

d al

so

info

rm th

e pr

iorit

izat

ion

of w

hich

SO

Ps a

nd m

aint

enan

ce

sche

dule

s ar

e de

velo

ped.

H

H

M

20

22

& O

ngoi

n

blis

h le

vels

of

ce fo

r eac

h m

ajor

t c

lass

. Int

egra

te

into

bud

getin

g an

d al

/O&

M/m

aste

r ni

ng a

nd d

ecis

ions

.

Leve

ls o

f ser

vice

are

de

fined

for

each

ass

et

clas

s an

d ar

e ba

sed

on

mun

icip

al r

egul

ator

y re

quire

men

ts, b

est

prac

tices

for

lifec

ycle

op

timiz

atio

n an

d ris

k m

anag

emen

t, an

d cu

stom

er e

xpec

tatio

ns a

nd

will

ingn

ess

to p

ay, a

nd a

re

used

to in

form

dec

isio

ns.

D

efin

e an

d do

cum

ent c

urre

nt a

nd ta

rget

leve

ls o

f ser

vice

fo

r ea

ch m

ajor

ass

et c

lass

. Roa

ds a

nd F

acili

ties

are

mos

t re

ady

for t

his

proc

ess.

Lev

erag

e N

WW

BI d

ata

to d

efin

e LO

S fo

r U

tiliti

es.

Id

entif

y ca

pita

l pro

ject

s, o

pera

tiona

l pro

cedu

res,

or

mai

nten

ance

pra

ctic

es re

quire

d to

add

ress

the

gap

betw

een

curr

ent a

nd ta

rget

LO

S.

In

corp

orat

e th

ese

proj

ects

into

rele

vant

pla

ns a

nd

budg

ets.

Rev

ise

targ

et L

OS

whe

re r

equi

red

to m

eet a

ffor

dabi

lity

cons

trai

nts.

H

H

H

20

19

& O

ngoi

n

lop

and

impl

emen

t or

itiza

tion

ewor

k (a

pplic

able

to

sset

cla

sses

) for

al

bud

getin

g th

at

ders

risk

to s

ervi

ce

ery,

life

cycl

e co

st,

trad

e-of

fs. I

nteg

rate

he

Fin

anci

al P

lan.

id

er b

oth

asse

t w

al a

nd n

ew a

sset

s,

ongo

ing

O&

M.

Inve

stm

ents

in

impr

ovem

ents

to s

ervi

ce

deliv

ery

are

prio

ritiz

ed

usin

g a

clea

r an

d tr

ansp

aren

t set

of c

riter

ia.

Trad

e-of

fs b

etw

een

leve

l of

serv

ice,

cos

t, an

d ris

k ar

e do

cum

ente

d, u

nder

stoo

d,

and

used

to in

form

de

cisi

ons.

Es

tabl

ish

clea

r an

d co

nsis

tent

prio

ritiz

atio

n cr

iteria

(in

clud

ing

risk)

for

annu

al b

udge

ting

purp

oses

. Im

plem

ent

thro

ugh

the

annu

al b

udge

ting

proc

ess.

M

H

L 2

02

5

lop

and

regu

larly

te

ass

et

agem

ent p

lans

for

maj

or a

sset

cla

ss,

derin

g lif

ecyc

le

s of

del

iver

ing

targ

et

and

man

agin

g ris

ks

rget

LO

S. In

tegr

ate

into

bud

gets

and

al

/O&

M/m

aste

r ni

ng a

nd d

ecis

ions

.

The

full

lifec

ycle

cos

t of a

ny

new

City

-ow

ned

asse

t is

cons

ider

ed a

nd u

sed

to

unde

rsta

nd c

umul

ativ

e im

pact

s to

ope

ratio

ns a

nd

to in

form

dec

isio

ns.

D

evel

op a

“LC

C In

dex”

or r

esou

rce

that

pro

vide

s un

it lif

ecyc

le c

osts

for m

ajor

ass

ets.

Upd

ate

regu

larly

in

adva

nce

of u

pdat

es to

AM

Ps u

sing

info

rmat

ion

from

Ci

tyw

orks

.

M

H

L 2

02

4 &

Ong

oin

D

evel

op A

MPs

for

each

maj

or a

sset

cla

ss. U

se L

CC In

dex

to in

tegr

ate

lifec

ycle

cos

ts in

to th

e AM

P. U

pdat

e ev

ery

4

year

s as

par

t of e

lect

ion

cycl

es.

H

H

M

20

19

-20

23

&O

ngoi

ng

re th

at

lopm

ent s

tand

ards

ot

e se

lect

ion

of

st li

fecy

cle

cost

st

ruct

ure

optio

ns,

alig

n w

ith ta

rget

of

ser

vice

.

Dev

elop

men

t sta

ndar

ds

refle

ct th

e lif

ecyc

le c

osts

of

infr

astr

uctu

re.

R

evie

w c

urre

nt d

evel

opm

ent s

tand

ards

and

iden

tify

area

s of

impr

ovem

ent.

Upd

ate

stan

dard

s as

nec

essa

ry.

M

H

M

20

20

ider

life

cycl

e co

sts

trad

e-of

fs in

land

de

cisi

ons.

Trad

e-of

fs b

etw

een

leve

l of

serv

ice,

cos

t, an

d ris

k ar

e do

cum

ente

d, u

nder

stoo

d,

Ev

alua

te th

e lif

ecyc

le c

ost o

f ser

vici

ng s

cena

rios

in

pote

ntia

l dev

elop

men

ts u

sing

CLI

C. C

omm

unic

ate

the

resu

lts to

Cou

ncil

to in

form

dec

isio

ns a

bout

dev

elop

men

t li

ti

L M

L

20

19

IMPR

OVE

MEN

T ST

RAT

EGIE

S D

ESIR

ED O

UTC

OM

ES

KEY

ACT

ION

S IM

PAC

T ((L

,M,H

) EF

FOR

T (L

,M,H

) PR

IOR

ITY

(L,M

,H)

TIM

ING

(A

ppro

x Ye

arr)

(Dep

artm

enta

l)

and

used

to in

form

de

cisi

ons.

lop

and

impl

emen

t ss

et D

ata

agem

ent a

nd

rnan

ce

ovem

ent P

lan.

The

City

con

tinue

s to

de

velo

p an

d m

aint

ain

a co

mpl

ete

and

accu

rate

as

set i

nven

tory

, inc

ludi

ng

all c

ritic

al a

sset

s. D

ata

is

acce

ssib

le to

all

who

nee

d it.

D

evel

op a

com

mitt

ee o

f 'da

ta s

tew

ards

', w

ith s

taff

re

pres

enta

tion

from

eac

h m

ajor

ass

et ty

pe, a

nd c

lear

ly

defin

e th

eir

role

and

resp

onsi

bilit

ies

(Impl

emen

tatio

n of

th

e As

set D

ata

Gov

erna

nce

Stan

dard

s).

H

H

H

20

20

B

y m

ajor

ass

et c

lass

, do

a de

taile

d as

sess

men

t of d

ata

com

plet

enes

s an

d ac

cura

cy. I

dent

ify th

e ro

ot c

ause

(s) o

f da

ta in

accu

racy

.

M

H

M

20

20

Id

entif

y an

d m

ap c

urre

nt d

ata

colle

ctio

n an

d m

anag

emen

t pr

oces

ses

and

oppo

rtun

ities

for i

mpr

ovem

ent,

incl

udin

g op

port

uniti

es to

leve

rage

dev

elop

men

t-trig

gere

d w

orks

to

colle

ct in

form

atio

n on

off

site

ass

ets.

H

H

H

20

19

D

evel

op a

n As

set D

ata

Man

agem

ent a

nd G

over

nanc

e Im

prov

emen

t Pla

n. C

onne

ct in

form

atio

n ga

ps to

dec

isio

n-m

akin

g re

quire

men

ts a

nd p

riorit

ize

gap-

fillin

g ac

ross

ass

et

type

s. In

clud

e im

plem

enta

tion

plan

, and

iden

tify

reso

urce

s re

quire

d. F

ollo

w u

p on

pla

n an

nual

ly. (

Impl

emen

tatio

n of

th

e As

set D

ata

Gov

erna

nce

Stan

dard

s).

H

H

H

20

19

re r

oles

, on

sibi

litie

s, a

nd

dard

ope

ratin

g ed

ures

for d

ata

ctio

n an

d ag

emen

t are

ed

and

cle

arly

rs

tood

.

All s

taff

invo

lved

in

infr

astr

uctu

re s

ervi

ce

deliv

ery

unde

rsta

nd th

eir

role

and

see

how

thei

r w

ork

cont

ribut

es to

sus

tain

able

se

rvic

e de

liver

y. S

tand

ard

oper

atin

g pr

oced

ures

su

ppor

t sus

tain

able

ser

vice

de

liver

y.

Id

entif

y an

d m

ap d

ata

colle

ctio

n an

d m

anag

emen

t pr

oces

ses.

Iden

tify

clea

r rol

es a

nd re

spon

sibi

litie

s w

ithin

th

ese

proc

esse

s. M

ay b

e do

ne a

s pa

rt o

f the

Ass

et D

ata

Man

agem

ent a

nd G

over

nanc

e Im

prov

emen

t Pla

n. C

onne

ct

to S

trat

egy

1d.

H

H

H

20

19

re th

e so

urce

of

and

limita

tions

of

are

clea

r.

Lim

itatio

ns o

f qua

litat

ive

and

quan

titat

ive

data

bei

ng

used

to in

form

dec

isio

ns

are

docu

men

ted

and

unde

rsto

od.

Ad

d an

att

ribut

e to

the

GIS

ass

et d

ata

stru

ctur

e to

iden

tify

the

accu

racy

of t

he in

form

atio

n.

L L

L 2

01

9

Co

mm

unic

ate

the

accu

racy

of d

ata

used

to in

form

de

cisi

ons

and

iden

tify

limita

tions

. L

M

L 2

01

9 &

Ong

oin

bora

te a

cros

s rt

men

ts/a

sset

er

s du

ring

plan

ning

de

cisi

on-m

akin

g es

ses

to m

ake

sion

s us

ing

outp

uts

ftw

are/

tool

s.

The

outp

uts

of s

oftw

are

syst

ems

and

othe

r too

ls

are

used

as

inpu

ts to

co

llabo

rativ

e di

scus

sion

s in

w

hich

dec

isio

ns a

re

ultim

atel

y m

ade

usin

g pr

ofes

sion

al ju

dgem

ent.

M

eet i

n in

ter-

depa

rtm

enta

l gro

ups

as p

art o

f cap

ital

plan

ning

, bud

getin

g, a

sset

man

agem

ent p

lann

ing

proc

esse

s to

iden

tify

proj

ects

and

tim

ing.

Con

side

r tim

ing

of p

rivat

e de

velo

pmen

t.

M

L M

O

ngoi

ng

re a

ppro

pria

te

war

e sy

stem

s ar

e in

e,

are

wel

l-use

d, a

nd

ppro

pria

tely

ra

ted.

Suita

ble

soft

war

e sy

stem

s ar

e in

pla

ce a

nd in

tegr

ated

to

the

exte

nt p

ract

ical

, and

st

aff k

now

how

to u

se

them

.

Co

ntin

ue to

pro

vide

reg

ular

trai

ning

opp

ortu

nitie

s to

sta

ff

on th

e us

e of

sof

twar

e sy

stem

s.

M

L M

O

ngoi

ng

finan

cial

ew

the

Sust

aina

ble

nce

Gui

delin

es

n de

velo

ping

the

albu

dget

and

whe

n

Fina

ncia

l dec

isio

ns a

re in

al

ignm

ent w

ith th

e Su

stai

nabl

e Fi

nanc

e G

uide

lines

R

evie

w th

e Su

stai

nabl

e Fi

nanc

e G

uide

lines

whe

n de

velo

ping

the

annu

al b

udge

t, at

bot

h th

e st

aff a

nd

Coun

cil l

evel

.

L M

L

Ong

oing

IMPR

OVE

MEN

T ST

RAT

EGIE

S D

ESIR

ED O

UTC

OM

ES

KEY

ACT

ION

S IM

PAC

T ((L

,M,H

) EF

FOR

T (L

,M,H

) PR

IOR

ITY

(L,M

,H)

TIM

ING

(A

ppro

x Ye

arr)

(Dep

artm

enta

l)

asse

t m

anag

emen

t.

blis

hing

cos

t ve

ry s

trat

egie

s.

re ta

xatio

n, u

ser

, fee

s, a

nd c

harg

es

nfor

med

by

lifec

ycle

s

and

enab

le th

e o

mee

t tar

get l

evel

s rv

ice.

The

sett

ing

of ta

xatio

n,

user

rate

s, fe

es, a

nd

char

ges

is in

form

ed b

y th

e fu

ll lif

ecyc

le c

ost o

f ser

vice

de

liver

y. F

undi

ng le

vels

are

pr

edic

tabl

e an

d st

able

ove

r th

e lo

ng te

rm.

Co

nduc

t a fu

ndin

g re

view

as

part

of t

he p

roce

ss to

dev

elop

AM

Ps. I

dent

ify a

nd im

plem

ent f

undi

ng s

trat

egie

s. N

ote

that

sto

rmw

ater

is c

urre

ntly

sig

nific

antly

und

er- fu

nded

and

in

crea

sing

fund

ing

for

this

ser

vice

is a

prio

rity.

Use

fund

ing

proj

ectio

ns to

info

rm th

e lo

ng-te

rm F

inan

cial

Pl

an a

nd c

apita

l pla

nnin

g pr

oces

ses.

M

H

M

20

19

-20

23

&O

ngoi

ng

lop

and

impl

emen

t ol

ed /

env

elop

e ng

mod

el fo

r ce

s.

Staf

f und

erst

and

the

fund

ing

avai

labl

e to

them

to

sup

port

long

-term

cap

ital

plan

ning

.

D

evel

op a

10

-yea

r ca

pita

l pla

n fo

r ea

ch m

ajor

ass

et c

lass

(s

tart

ing

with

thos

e in

the

gene

ral f

und)

. Ide

ntify

tota

l an

nual

fund

ing

need

s an

d al

loca

te p

oole

d fu

nds

acco

rdin

gly.

M

H

M

20

19

-20

23

&O

ngoi

ng

lop

and

impl

emen

t g-

term

Fin

anci

al

that

is in

form

ed b

y yc

le c

osts

and

ed

ser

vice

leve

ls.

Rel

evan

t cor

pora

te

stra

tegi

es, p

olic

ies,

and

pl

ans

are

info

rmed

by

each

ot

her a

nd th

ey s

uppo

rt

sust

aina

ble

serv

ice

deliv

ery.

D

evel

op a

long

-term

Fin

anci

al P

lan

(LTF

P) th

at is

info

rmed

by

AM

Ps. O

verv

iew

of t

he p

roce

ss: c

olle

ct d

ata

on a

sset

s,

then

dev

elop

AM

Ps. T

hese

will

info

rm a

firs

t cut

cap

ital

plan

, whi

ch s

houl

d th

en in

form

the

LTFP

. The

cap

ital p

lan

and

LTFP

sho

uld

then

be

final

ized

thro

ugh

an it

erat

ive

proc

ess

until

the

capi

tal p

lan

and

LTFP

gen

eral

ly m

atch

.

M

H

M

20

23

& O

ngoi

n

rly c

omm

unic

ate

to

cil t

he c

apita

l and

at

ing

budg

et n

eeds

ee

t lev

els

of s

ervi

ce,

com

mun

icat

e tr

ade-

of n

ot m

eetin

g at

ing

need

s.

Trad

e-of

fs b

etw

een

leve

l of

serv

ice,

cos

t, an

d ris

k ar

e do

cum

ente

d, u

nder

stoo

d,

and

used

to in

form

de

cisi

ons.

Id

entif

y ca

pita

l and

ope

ratin

g bu

dget

nee

ds to

mee

t de

fined

leve

ls o

f ser

vice

, and

the

risks

of n

ot m

eetin

g th

ese

need

s. C

omm

unic

ate

thes

e ne

eds

and

risks

to

Coun

cil d

urin

g ea

ch a

nnua

l bud

getin

g pr

oces

s.

H

H

M

20

22

hum

an

sust

aina

ble

asse

t m

anag

emen

t.

lop

an A

sset

ag

emen

t Ste

erin

g m

ittee

.

A cr

oss-

func

tiona

l tea

m is

in

pla

ce to

cha

mpi

on

sust

aina

ble

serv

ice

deliv

ery.

Id

entif

y te

am m

embe

rs. S

tart

with

the

CAM

N te

am a

s a

foun

datio

n an

d ex

pand

it to

incl

ude

repr

esen

tatio

n fr

om

Publ

ic W

orks

and

IT.

L L

M

2

01

9

D

evel

op a

Tea

m C

hart

er to

cle

arly

art

icul

ate

the

team

's

man

date

, goa

ls, r

oles

, and

res

pons

ibili

ties.

L

M

M

20

19

D

evel

op a

wor

k pl

an fo

r th

e Te

am u

sing

the

Asse

t M

anag

emen

t Roa

dmap

. M

M

M

2

01

9

re th

at ro

les

and

onsi

bilit

ies

in a

sset

ag

emen

t and

si

on-m

akin

g (a

sset

ag

emen

t rn

ance

) are

cle

ar

unde

rsto

od.

All s

taff

invo

lved

in

infr

astr

uctu

re s

ervi

ce

deliv

ery

unde

rsta

nd th

eir

role

and

see

how

thei

r w

ork

cont

ribut

es to

sus

tain

able

se

rvic

e de

liver

y.

Id

entif

y ge

nera

l ass

et m

anag

emen

t rol

es a

nd

resp

onsi

bilit

ies

for e

ach

leve

l of s

taff

thro

ugho

ut th

e or

gani

zatio

n. C

lear

ly c

omm

unic

ate

thes

e to

sta

ff.

L H

M

2

01

9

Id

entif

y an

d m

ap s

igni

fican

t pro

cess

es in

ass

et

man

agem

ent (

e.g.

cap

ital p

lann

ing,

ass

et a

cqui

sitio

n,

etc.

). Id

entif

y cl

ear

role

s an

d re

spon

sibi

litie

s w

ithin

thes

e pr

oces

ses.

M

H

L 2

02

0

lop

and

impl

emen

t ow

ledg

e R

eten

tion

egy

Staf

f kno

wle

dge

and

expe

rienc

e is

val

ued,

re

tain

ed, a

nd c

aptu

red

with

in p

roce

sses

and

pr

oced

ures

to im

prov

e se

rvic

e de

liver

y.

D

evel

op a

nd im

plem

ent a

Kno

wle

dge

Ret

entio

n St

rate

gy

with

invo

lvem

ent f

rom

bot

h se

nior

and

new

sta

ff. I

nteg

rate

w

ith S

OPs

.

H

M

H

20

21

IMPR

OVE

MEN

T ST

RAT

EGIE

S D

ESIR

ED O

UTC

OM

ES

KEY

ACT

ION

S IM

PAC

T ((L

,M,H

) EF

FOR

T (L

,M,H

) PR

IOR

ITY

(L,M

,H)

TIM

ING

(A

ppro

x Ye

arr)

(Dep

artm

enta

l)

ew s

taff

ing

leve

ls

ally

whe

n lo

ping

the

annu

al

et. E

nsur

e th

ey a

re

cien

t to

prov

ide

the

ed le

vel o

f ser

vice

.

Hum

an r

esou

rce

leve

ls a

re

appr

opria

te fo

r the

targ

et

leve

l of s

ervi

ce.

R

evie

w s

taff

ing

leve

ls a

nnua

lly w

hen

deve

lopi

ng th

e an

nual

bud

get.

Com

mun

icat

e re

sour

cing

nee

ds to

Cou

ncil

and

the

risk

of n

ot m

eetin

g se

rvic

e le

vels

with

out

incr

ease

d re

sour

ces.

M

M

M

Ong

oing

de o

ngoi

ng tr

aini

ng

prof

essi

onal

lo

pmen

t rt

uniti

es to

sta

ff

supp

ort a

sset

ag

emen

t ov

emen

ts.

Staf

f kno

wle

dge

and

expe

rienc

e is

val

ued,

re

tain

ed, a

nd c

aptu

red

with

in p

roce

sses

and

pr

oced

ures

to im

prov

e se

rvic

e de

liver

y.

Id

entif

y st

aff k

now

ledg

e an

d tr

aini

ng r

equi

rem

ents

(in

clud

ing

the

use

and

bene

fits

of C

ityw

orks

and

oth

er

soft

war

e/to

ols)

.

L L

L 2

02

1

Pr

ovid

e re

gula

r tra

inin

g op

port

uniti

es to

sta

ff in

the

use

and

bene

fits

of s

oftw

are/

tool

s.

M

L M

O

ngoi

ng

In

clud

e tr

aini

ng /

pro

fess

iona

l dev

elop

men

t opp

ortu

nitie

s in

ann

ual d

epar

tmen

tal w

ork

plan

s an

d in

the

annu

al

budg

et.

M

L L

Ong

oing

re th

at th

e an

nual

et

and

ann

ual

rtm

enta

l wor

k s

are

info

rmed

by

sset

Man

agem

ent

egy

and

Roa

dmap

ab

le

emen

tatio

n.

All s

taff

invo

lved

in

infr

astr

uctu

re s

ervi

ce

deliv

ery

unde

rsta

nd th

eir

role

and

see

how

thei

r w

ork

cont

ribut

es to

sus

tain

able

se

rvic

e de

liver

y.

D

evel

op a

nd im

plem

ent a

nnua

l dep

artm

enta

l wor

k pl

ans

as p

art o

f the

ann

ual b

udge

ting

proc

ess.

Col

labo

rate

with

th

e AM

Ste

erin

g C

omm

ittee

to e

nsur

e al

ignm

ent w

ith a

nd

cove

rage

of t

he A

M S

trat

egy

and

Roa

dmap

.

L M

M

2

01

9 &

Ong

oin

appr

oach

to

asse

t m

anag

emen

t

resi

lienc

y to

rate

vul

nera

bilit

y to

at

e ch

ange

into

the

ris

k fr

amew

orks

m

anag

emen

t es

ses.

Clim

ate

chan

ge im

pact

s ar

e co

nsid

ered

in c

apita

l pl

anni

ng d

ecis

ions

.

En

sure

the

corp

orat

e ris

k m

anag

emen

t fra

mew

ork

incl

udes

con

side

ratio

n of

clim

ate

risk.

M

M

M

2

02

1

Co

nduc

t a h

igh-

leve

l clim

ate

chan

ge v

ulne

rabi

lity

and

risk

asse

ssm

ent f

or e

ach

maj

or a

sset

cla

ss to

iden

tify

sign

ifica

nt is

sues

, usi

ng c

onse

quen

ce a

nd li

kelih

ood

scal

es d

efin

ed in

the

City

’s ri

sk fr

amew

ork.

H

H

M

20

21

In

tegr

ate

the

resu

lts in

to th

e ap

prop

riate

pla

ns a

nd

budg

ets

(cap

ital p

lans

, ass

et m

anag

emen

t pla

ns,

oper

atio

nal p

roce

dure

s, m

aint

enan

ce p

lans

, etc

.)

M

H

M

20

22

& O

ngoi

n

he E

nerg

y an

d G

HG

ag

emen

t Pla

n as

an

to le

vels

of s

ervi

ce

Asse

t Man

agem

ent

s.

Clim

ate

chan

ge im

pact

s ar

e co

nsid

ered

in c

apita

l pl

anni

ng d

ecis

ions

.

In

clud

e em

issi

ons

or e

ffic

ienc

y ta

rget

s in

leve

ls o

f ser

vice

fo

r rel

evan

t ass

ets

Th

roug

h th

e as

set m

anag

emen

t pla

n, id

entif

y op

port

uniti

es to

repl

ace

or r

enew

end

-of-l

ife a

sset

s w

ith

ener

gy-e

ffic

ient

or l

ow-e

mis

sion

rep

lace

men

ts.

H

M

H

20

22

& O

ngoi

n

ulat

e an

d qu

antif

y m

unic

ipal

ser

vice

s de

d by

nat

ural

ts

. Ide

ntify

and

ag

e ris

ks to

thes

e ce

s.

The

role

of n

atur

al a

sset

s is

co

nsid

ered

in th

e Ci

ty's

ap

proa

ch to

clim

ate

chan

ge a

dapt

atio

n an

d m

itiga

tion.

D

evel

op a

nat

ural

ass

et m

anag

emen

t pla

n fo

r ke

y C

ity

natu

ral a

sset

s, in

clud

ing

the

aqui

fers

. Bro

adly

eng

age

staf

f in

the

deve

lopm

ent o

f the

pla

n to

bui

ld a

war

enes

s of

th

e ro

le o

f nat

ural

ass

ets

in s

ervi

ce d

eliv

ery

and

resi

lienc

e.

Id

entif

y re

gula

tory

mec

hani

sms,

ope

ratio

nal p

rogr

ams,

an

d ot

her p

roje

cts

to im

prov

e pr

otec

tion

of th

e aq

uife

rs.

H

H

M

20

24

lop

and

impl

emen

t m

ate

Adap

tatio

n En

sure

the

CAP

de

rs th

e ro

le o

f ra

l ass

ets

in

evin

g ad

apta

tion

s.

The

role

of n

atur

al a

sset

s is

co

nsid

ered

in th

e Ci

ty's

ap

proa

ch to

clim

ate

chan

ge a

dapt

atio

n an

d m

itiga

tion.

U

se th

e re

sults

of t

he C

limat

e Ad

apta

tion

and

Miti

gatio

n Pl

ans

to id

entif

y al

tern

ate

desi

gn s

tand

ards

, low

impa

ct

desi

gn, p

rocu

rem

ent,

and

plan

ning

dec

isio

ns.

H

H

M

20

25

IMPR

OVE

MEN

T ST

RAT

EGIE

S D

ESIR

ED O

UTC

OM

ES

KEY

ACT

ION

S IM

PAC

T ((L

,M,H

) EF

FOR

T (L

,M,H

) PR

IOR

ITY

(L,M

,H)

TIM

ING

(A

ppro

x Ye

arr)

(Dep

artm

enta

l)

ify a

nd im

plem

ent

rtun

ities

to m

itiga

te

ate

impa

cts

thro

ugh

oper

atio

ns.

Clim

ate

chan

ge im

pact

s ar

e co

nsid

ered

in C

ity

oper

atio

ns.

Co

nduc

t an

oper

atio

ns r

evie

w to

iden

tify

oppo

rtun

ities

for

impr

ovem

ent.

Not

e th

at th

is m

ay b

e do

ne th

roug

h th

e pr

oces

s to

est

ablis

h SO

Ps.

M

H

L 2

02

6

rate

clim

ate

cts

into

land

use

ni

ng a

nd d

ecis

ion-

ng.

Asse

t man

agem

ent a

nd

clim

ate

chan

ge im

pact

s ar

e co

nsid

ered

in la

nd u

se

deci

sion

s.

R

evie

w a

nd u

pdat

e flo

od m

appi

ng a

ppro

xim

atel

y ev

ery

10

ye

ars

as p

er E

GB

C G

uide

lines

.

Rev

iew

map

s of

are

as th

at a

re a

t hig

h ris

k fo

r w

ildfir

e an

d la

ndsl

ide

(e.g

., tr

ee d

eath

res

ultin

g fr

om p

ine

beet

le

impa

cts)

and

use

this

to in

form

land

use

dec

isio

ns.

U

se s

cena

rio p

lann

ing

to d

evel

op la

nd u

se p

lans

and

ne

ighb

ourh

ood

plan

s, c

onsi

derin

g th

e im

pact

of

impe

rvio

us a

rea

on fl

oodi

ng a

nd th

e in

terf

ace

of la

nd u

se

with

wild

fire

and

flood

ris

k.

Co

nsid

er e

nerg

y us

e/G

HG

em

issi

ons

in d

ecis

ions

abo

ut

serv

icin

g la

nd u

se.

M

H

L 2

02

6

he C

ity's

at

ions

and

des

ign

dard

s as

a to

ol fo

r at

e ch

ange

ta

tion

and

atio

n.

Clim

ate

chan

ge im

pact

s ar

e co

nsid

ered

in th

e de

sign

and

/or

reha

bilit

atio

n of

in

fras

truc

ture

and

thei

r bu

sine

ss c

ase

optio

ns in

or

der t

o ev

alua

te tr

ade-

offs

.

Co

nduc

t a re

view

of C

ity re

gula

tions

and

des

ign

stan

dard

s an

d id

entif

y op

port

uniti

es fo

r up

date

s to

sup

port

clim

ate

chan

ge a

dapt

atio

n an

d m

itiga

tion

goal

s (in

clud

ing

flood

m

appi

ng a

nd a

ltern

ativ

e de

sign

usi

ng n

atur

al a

sset

s).

Upd

ate

stan

dard

s as

nec

essa

ry.

M

H

M

20

20

U

pdat

e th

e Ci

ty's

Inte

nsity

-Dur

atio

n-Fr

eque

ncy

(IDF)

cur

ves

to a

ccou

nt fo

r im

pact

s fr

om c

limat

e ch

ange

. H

M

H

2

02

2

cont

inuo

usly

im

prov

es in

su

stai

nabl

e

trac

ks, a

nd

prog

ress

.

emen

t and

regu

larly

te

the

Asse

t ag

emen

t Str

ateg

y 5

-Yea

r Roa

dmap

.

An A

sset

Man

agem

ent

Stra

tegy

and

Impr

ovem

ent

Plan

("R

oadm

ap")

are

in

plac

e an

d in

form

the

City

's

appr

oach

to im

prov

emen

t in

sus

tain

able

ser

vice

de

liver

y.

Im

plem

ent t

he S

trat

egy

and

Roa

dmap

with

lead

ersh

ip

from

the

AM S

teer

ing

Com

mitt

ee a

nd s

uppo

rt fr

om a

ll st

aff

invo

lved

in a

sset

man

agem

ent.

H

M

H

20

19

& O

ngoi

n

R

evie

w th

e St

rate

gy a

nd R

oadm

ap o

n an

ann

ual b

asis

to

iden

tify

wha

t has

bee

n co

mpl

eted

, wha

t has

bee

n po

stpo

ned,

and

why

.

L M

M

O

ngoi

ng

U

pdat

e th

e St

rate

gy a

nd R

oadm

ap e

very

five

yea

rs b

ased

on

pro

gres

s th

e Ci

ty h

as m

ade

and

wha

t has

bee

n le

arne

d fr

om im

plem

entin

g as

set m

anag

emen

t.

M

M

M

20

24

& O

ngoi

n

sure

, tra

ck, a

nd

mun

icat

e pr

ogre

ss

mpl

emen

tatio

n of

ss

et M

anag

emen

t eg

y an

d R

oadm

ap.

The

City

mea

sure

s, tr

acks

, an

d co

mm

unic

ates

pr

ogre

ss to

war

ds s

trat

egic

go

als

usin

g m

eani

ngfu

l and

si

mpl

e in

dica

tors

.

Id

entif

y in

dica

tors

of p

rogr

ess

M

M

H

20

19

M

easu

re p

rogr

ess

indi

cato

rs d

urin

g th

e an

nual

rev

iew

of

the

Stra

tegy

and

Roa

dmap

L

M

H

20

21

Vi

sual

ly c

omm

unic

ate

prog

ress

on

impl

emen

tatio

n of

the

Stra

tegy

and

Roa

dmap

in s

taff

com

mon

are

as

M

L M

2

02

1

are

appr

opria

tely

en

gage

d in

sust

aina

ble

ove

com

mun

icat

ion

t ass

et

agem

ent a

nd

sion

-mak

ing

with

C

ounc

il, a

nd th

e c.

Leve

ls o

f ser

vice

, and

tr

ade-

offs

bet

wee

n co

sts

and

serv

ices

, are

info

rmed

by

and

und

erst

ood

by s

taff

, Co

unci

l, st

akeh

olde

rs, a

nd

the

publ

ic.

D

evel

op a

nd im

plem

ent a

n in

tern

al c

omm

unic

atio

n pl

an.

M

M

M

20

19

D

evel

op a

nd im

plem

ent a

n ex

tern

al c

omm

unic

atio

n pl

an.

L H

M

2

02

0

IMPR

OVE

MEN

T ST

RAT

EGIE

S D

ESIR

ED O

UTC

OM

ES

KEY

ACT

ION

S IM

PAC

T ((L

,M,H

) EF

FOR

T (L

,M,H

) PR

IOR

ITY

(L,M

,H)

TIM

ING

(A

ppro

x Ye

arr)

(Dep

artm

enta

l)

lop

and

impl

emen

t m

mun

icat

ion

and

gem

ent S

trat

egy

as

of th

e pr

oces

s to

e

leve

ls o

f ser

vice

.

Publ

ic in

put u

sed

to in

form

de

cisi

ons

abou

t ser

vice

de

liver

y is

repr

esen

tativ

e of

th

e ta

rget

cus

tom

er.

D

evel

op a

Com

mun

icat

ion

& E

ngag

emen

t Str

ateg

y as

par

t of

the

proc

ess

to d

efin

e LO

S fo

r ea

ch m

ajor

ass

et c

lass

. H

M

H

2

01

9

Cl

early

def

ine

the

inpu

t pro

vide

d by

the

com

mun

ity in

the

proc

ess

to d

evel

op L

OS,

incl

udin

g th

e nu

mbe

r of p

eopl

e en

gage

d, w

here

they

live

, etc

.

H

H

M

20

20

& O

ngoi

n

ngth

en s

ervi

cing

em

ents

with

leas

e-er

s of

City

-ow

ned

ties.

City

-ow

ned

faci

litie

s ar

e m

aint

aine

d in

suc

h a

way

as

to m

axim

ize

serv

ice

life.

R

evie

w e

xist

ing

serv

icin

g ag

reem

ents

at t

ime

of re

new

al

and

clea

rly id

entif

y C

ity v

ersu

s le

aseh

olde

r re

spon

sibi

litie

s to

mai

ntai

n th

e as

set.

Incl

ude

such

requ

irem

ents

in a

ll ne

w le

ases

.

M

M

M

Ong

oing

ASSET MANAGEMENT STRATEGY AND ROADMAP ... Hall/Documents/Reports...2019/05/13 · City of Prince...

Documents

Transcript of ASSET MANAGEMENT STRATEGY AND ROADMAP ... Hall/Documents/Reports...2019/05/13 · City of Prince...