Asset Management Implementation Strategy

Transcription

1 Asset Management Implementation Strategy I. M. (Abe) Mouaket, Ph.D., P. Eng. Transportation Operational Planning & Policy Engineer, Transportation Infrastructure Asset Management Transportation Services Division, City of Toronto Paper # 0065 SESSION # S025:Taking the Next Step PRESIDING OFFICER: Thursday, November 3, 2005 Kenneth James Leonard, 8:00 10:00 a.m. Cambridge Systematics, Inc.

2 Overall Strategy People s Readiness What Tools & Skills Are Available Strategy External Forces & Pressures Available Resources

3 The City of Toronto s Approach to Asset Management: incremental. Our experience suggests that evolution is more productive than revolution. The evolutionary strategy is doable, more palatable, and cost-effective.

4 City of Toronto: Historical Synopsis 6 Independent Municipalities City of Toronto Borough of Scarborough Borough of Etobicoke Borough of North York Borough of York Borough of East York 1953 Creation of the Corporation of Metropolitan Toronto Metro Toronto City of Toronto City of Scarborough City of Etobicoke City of North York City of York Borough of East York 1998 Time

5 Toronto Before Amalgamation Corporation of Metropolitan Toronto City of North York City of Scarborough City of Etobicoke City of York City of Toronto Borough of East York Local Municipality All Internal Community Affairs Metro Toronto Across Community Needs

6 City of Toronto: Historical Synopsis 6 Independent Municipalities City of Toronto Borough of Scarborough Borough of Etobicoke Borough of North York Borough of York Borough of East York 1953 Creation of the Corporation of Metropolitan Toronto Metro Toronto City of Toronto City of Scarborough City of Etobicoke City of North York City of York Borough of East York 1998 Amalgamation of 7 Municipalities into The City of Toronto Time

7 Toronto After Amalgamation City of Toronto North York District Scarborough District Etobicoke & York District Toronto/ East York District City H.O. Policy Planning Finance Four Districts Operations Community Affairs

8 COUNCIL Auditor General Clerk s Solicitor s C.A.O. Executive Management Internal Audit Strategic/Corp. Policy Community Neighborhood Services Corporate Services Economic Development Culture & Tourism Finance Urban Development Services Works & Emergency Services Commissioner Commissioner Commissioner Commissioner Commissioner Commissioner

9 Toronto: 7 th Largest in N.A. Population (7 th largest in N.A.) Area Households Active Vehicles 2,646,320 63,044 Hectares 1,005,250 1,159,000 Large Asset Profile Transportation: Roads and Structures Water and Waste Water Fire Stations Parks Buildings Rivers and Creeks Fleets and Equipment

10 6 Independent Municipalities City of Toronto Borough of Scarborough Borough of Etobicoke Borough of North York Borough of York Borough of East York City of Toronto: Historical Synopsis 2005 Time Amalgamation of 7 Municipalities into The City of Toronto Creation of the Corporation of Metropolitan Toronto Internal Restructuring: From 6 Departments to 3 Fields 1953 Metro Toronto City of Toronto City of Scarborough City of Etobicoke City of North York City of York Borough of East York 1998

11 COUNCIL Auditor General Clerk s Solicitor s City Manager Executive Management Internal Audit Strategic/Corp. Policy Citizen Focused Services Social/ Community Services Deputy City Manager Infrastructure & Support Services Deputy City Manager Internal Business Deputy City Manager

12 Asset Management Reality Varying degrees of sophistication among the previous municipalities: various softwares, skills, abilities Varying design standards/condition levels among the assets, e.g. roads, water, parks Varying practices and mindsets among the previous staff Incompatible IT systems Serious financial pressures from Provincial downloading and costs of amalgamation Decentralized set-up to be managed centrally Serious turf protection Council manages one year at a time based on envelopes of spending Stream of Retirements

13 Overall Strategy V Staff Retraining IV I Reorganize: Administratively Legally II Review Rationalize Harmonize III Enhance Coordination Develop New Tools

14 Asset Management Approach: What is Feasible, not Ideal Organizational Initiatives Separate Functions & Rely on Matrix Management: - Policy, Planning & Financing Centralized /District Reps - Delivery de-centralized Create separate units within various Divisions with asset management responsibilities Re-structure to bring all physical assets under one Deputy City Manager Create joint task forces to review, rationalize and harmonize decision criteria and methods of evaluation and repair Allow for the creation of a common platform among assets in terms of sophistication before complete integration of asset management

15 Asset Management Approach: What is Feasible, not Ideal Information Initiatives Harmonize data base design (Toronto Infrastructure Assets Database Standard TIADS, formerly MIDS) Measure performance and benchmark Provincial demand under the Municipal Performance Measurement Program -- MPMP

16 Asset Management Approach: What is Feasible, not Ideal Operational Initiatives Implement cost-recovery measures, e.g. fee for service, pavement degradation fees, and so on. Enhance communication and coordination internally and externally, e.g. TPUCC, BIA, Community Councils Staff re-training and re-profiling Re-visit the governance structure of the City, e.g. Legislative powers and power structure within Council

17 Asset Management Guide: One Step at a Time Dozen specific steps Each step may have numerous tasks Ensure consensus through effective communication The steps are not linear

18 1 Define the questions that your organization wants answered in the new system and the performance measures that are publicly and politically acceptable. Identify what questions you have failed to answer in the past due to technique or data barriers. Engineering indicators are often not comprehensible to the public or its representatives. It is very important to define what is acceptable and what the program is accountable for achieving/ accomplishing.

19 2 Build consensus on the existing system: components and their capabilities, strengths and weaknesses, as well as gaps. It is very important to build a common base of knowledge among stakeholders.

20 3 Identify the overall principles to be observed regarding the philosophy (e.g. principles, methods, thresholds and parameters) of asset management, its process (flow, authority/accountability profiles) and the required tools to answer the key questions in the new asset management framework and deliver the required documentations.

21 4 Establish the goals, means and Divide the business into manageable portions. For example, Where do you want to go with asset management How are you going to get it done (internally or externally) What are the logical components in each function, e.g. in the road function, pavements, rights of way, structures, yards/service centres, toll facilities.

22 5 Pick a winner as example and develop it first. Success breeds more success. There are many problems involved: psychological, technical, data, operational and computational. The first example should have the least problems in order to have the highest chance for success.

23 6 For each component, build on what you have. Where possible, try to salvage whatever you can. If you have a pavement management system and/or a bridge management system, try to use them and Focus on bridging their communication rather than reinventing the wheel. A major seller for the OBMS was its compatibility with the MPMA.

24 7 For different logical frameworks, try to fix the problem in the mix. Each decision model for the components produces needs that must be traded-off with what the others produce in the way of choosing the optimal investment strategy. A good trade-off model would be capable of adjusting and reconciling different frameworks and relies on producing answers to common key questions.

25 8 Involve stakeholders in the development of process, authority and accountability profiles. The last thing you want is to develop those in an ivory tower and then having to sell them. Field and IT staff need to be involved right from the beginning.

26 9 Interactive models (as opposed to black boxes) ought to be sought. User control over intermediate steps during the process ensures more practicality and acceptability of results at the end.

27 10 Ensure appropriate data is available. Even for the same component, say pavements, capital activities are much better documented than maintenance activities, e.g. capital has GIS, maintenance does not. One has to ensure the integrity of the data: - data is reasonably precise - meaningful - needed - internally consistent.

28 11 Always develop a prototype before full implementation. In the prototype, problems are simpler to solve and easier to manage than in the real world data sets. Problems in prototype are piecemeal activity, for real world data, continuous Prototypes offer better understanding of what the customer wants

29 12 Empower your staff, don t abandon them. Do not pass the models and tools to staff to wrestle with until you gave them proper training. Success of automated systems can be easily derailed by simple problems. Staff need to know where the traps are to have a pleasurable experience with the new tools. MTO Model Tailor to City Needs Test on City Data Sample Compile All City Data City Staff Testing Identify Improvements Theoretical Hand-on Training

30 Concluding Remarks: Things were thrown up in the air in almost every aspect: Administratively, Financially, technically, Human resources, skills, Significant variations in conditions and treatments of the business, people, systems, assets, and so on. Under such circumstances, drumming up a unified perspective on how to handle things is a major challenge. Incremental improvements is the most practical and least threatening.

31 Thank You For your attention

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33 Infrastructure & Support Services Support Services Bill Forest, Director Deputy City Manager Fareed Amin Bus. Support Services Carol Moore, Director Technical Services Bill Crowther, Ex. Dir Waterfront Secretariat Ellaine Baxter Tahair Clean & Beautiful Secret. Ellaine Baxter Tahair Building Ann Borooah, Ex. Dir. City Planning Ted Tyndorf, Ex. Director Fire Services William Stewart, Gen. Mgr. Solid Waste Management Vacant, Gen. Mngr Transportation Services Gary Welsh, Gen. Mngr. Toronto Water VAcant, Gen..Mngr. Municipal Lic. & Standards Pam Coburn, Exec. Dir.

34 Road System Kilometers (2004) Road Class Centerline Km Lane-km Expressway Major Arterial Minor Arterial Collector Local Laneways City Wide Total , , , , , , ,377.2

35 Structures (2004) Road Class Expressway Bridge Type Road Rail (Underpass) Pedestrian Total No. (m 2 ) No. (m 2 ) No. (m 2 ) No. (m 2 ) 57 73, ,064 Culverts Concrete Steel Arterial , , ,622 Collector 5 4, ,401 Local 65 29, , ,678 Pedestrians Only N/A Total , , , ,

36 Water & Wastewater ASSET Trunk Watermains Distribution Watermain Water Treatment Plants Water Pumping Stations Storm Sewers Sanitary Sewers Combined Sewers Wastewater Treatment Plants Wastewater Pumping Stations QUANTITY 510 km 5,015 km ,305 km 4,396 km 1,302 km 4 74