Business Plan Summary

Size: px
Start display at page:

Download "2012-2016 Business Plan Summary"

Transcription

1 Owner: Business Plan Summary Program Corporate, Operational & Council Services Service grouping Corporate Services Service Type Internal Service Tom Johnson, Managing Director - Corporate Assets, CAO's Office Strategic Priority Good government Purpose The Corporate Division enables the management of assets through the development and implementation of a comprehensive and effective framework that supports decision making based on the shared principles of effective communication, risk management, long-term planning, defined levels of service, enhanced life-cycle controls and monitoring across the entire corporation. This process supports good government by providing the community with appropriate levels of service while ensuring sustainability and cost effectiveness of corporate assets. Corporate serves the decision-makers: Council, the asset owners and operators, and asset users as well as the community. Key processes Corporate Asset Risk Management Financial & Staffing In $000s Operating budget 2010 Actual 2011 Revised Budget Expenditure: 670 Non-tax revenue: 0 0 Net (tax supported): Capital budget 2010 Revised Budget Revised Budget Expenditure: 0 Non-tax revenue: 0 0 Net (tax supported): 0 0 Staffing FTEs: Percentage of expenditures budget (all rate sources): Annual per household cost of net budget ($): Establish and manages risk associated with corporate asset management. This is undertaken through a systemized analysis and assessment of the likelihood and consequence of failure of individual and groups of assets. Societal, economic and environmental risks are considered % Outsourced percentage 25% Corporate Policy and Procedures Establish and implement policies and procedures related to corporate asset management. This activity identifies the level of service desired from each asset and sets the parameters to sustain an acceptable level of service at an acceptable level of risk. The levels of service are confirmed through the Council approval of procedures and policies. Corporate Asset Life Cycle Management Determine and manage life cycles of corporate assets. This uses science to predict and manage the life cycle of an asset from design to decommissioning to sustain the service and optimize use of the asset. This combines computer modeling, historic knowledge and current condition analysis. % % Outsourced percentage 25% Outsourced percentage 25% Page 1 of 10

2 Corporate Strategic Planning/Budgeting for Assets Integrate the asset management program with the capital budget program. This enables recommendations for appropriate investment that control risk through budgeting the right amount for maintenance/monitoring and replacement/decommissioning expenses at the right time thus ensuring sustainability of service. Information regarding the condition, needs and priority of assets is made readily available through the corporate asset management process. This information is useful in making short and long-term predictions of asset life thereby enabling the drafting of budgets based on solid comparable grounds. Oversee Corporate Process and Technology Establish, develop and oversee a Corporate System including an asset registry to make informed decisions on a corporate basis. This involves the use of asset management software as an interface using Oracle data from all service areas to create useful information for use by stakeholders, compiling the information and providing reports that meet the needs of the users from operators to budget developers to auditors. This includes providing the data to meet PSAB 3150 reporting requirements. Regulatory/Policy landscape Service Delivery method Discretionary Legislative % % Outsourced percentage 0% Outsourced percentage 25% New council direction, new regulations, legislative changes The asset management process integrates broadly with most legislation while being specifically enshrined with respect to tangible capital asset inventories under Provincial legislative (PSAB 3150) requirements. Legislation is expected specifically with respect to the 'municipal asset management process'. It has just been applied to the electricity community by the Ontario Energy Board. Electrical rate changes in 2010 were not permitted without an approved asset management plan. Within five years or less we can expect asset management plans to be a pre-requisite for obtaining future transfer funding. The effectiveness of the asset management process may impact London's credit rating. Legislation and Legislative Guidelines: Municipal Act PS 3150 Tangible Capital Assets Building Code Act Environmental Protection Act Clean Water Act Environmental Assessment Act Planning Act Accessibility for Ontarians with Disabilities Act Bridges Act etc. Current state of this service The City of London owns tangible capital assets with a replacement value of $12 billion including roads, sewers, water systems, facilities, parks, arenas, land, etc. Historically these have been managed through individual systems without a corporate shared basis of information for decision making. Value is added through the consideration of assets on a corporate level as well as a service basis. This helps to ensure that limited resources are applied where needed most, minimizing risk and enhancing effective use of assets. Page 2 of 10

3 can be defined as "an integrated set of processes to minimize the lifecycle costs of owning, operating and maintaining assets, at an acceptable level of risk, while continuously delivering an established level of service." The corporate framework for asset management is currently at the conceptual stage. The program is expected to answer the following questions. What do we own? Where is it? What is it worth? What is its condition and expected remaining service life? What is the level of service expectation, and what needs to be done? When do you need to do it? How much will it cost? What is the acceptable level of risk? How do you ensure long-term affordability and sustainability? Individual departments and divisions have varying levels of established management abilities with varying levels of effectiveness. The documented listing of assets has progressed in the area of tangible assets inventory for the purpose of PSAB but more information is needed to serve the purpose of asset management. The tangible capital assets historic costing is a foundation stone for an effective asset management system. Opportunities exist to improve existing practices, expand and systemize current data collection and enable a framework that could provide clearer rationales for decision making by Council and staff. Failing to provide for corporate asset management can inhibit good decision making and may impact the corporate ability to obtain future transfer funding from senior levels of government. It must also be noted that London is currently behind many other municipalities across Canada with respect to asset management. The lack of a good corporate asset management program may impact the AAA credit rating currently enjoyed by the City. Recent enhancements to economy, efficiency and effectiveness Not yet available as development is still underway. Future direction of this service A corporate asset management program is planned to be implemented in the City of London. Existing inventory and maintenance systems are multiple and discrete to each service area constraining the ability to make a balanced corporate decision. Corporate asset management begins with looking at the existing systems and developing a framework that will enable a merging of information to support the corporate asset management program in order to effectively sustain levels of service in the long term. Staff are planned to be resourced with appropriate equipment and training. Consultants need to be retained to support the program. The need for additional resources must be assessed on an ongoing basis to support the unit as it develops if agreed upon timelines are to be achieved. The public expects the corporation to provide an appropriate level of municipal services in a cost effective, safe, legal and sustainable manner. Corporate asset management is a tool to balance risk with cost and societal needs providing sustainable services at an acceptable level including compliance with PSAB legislation and expected future asset management legislation. Page 3 of 10

4 Level of service expectations continue to increase while costs are expected to be reduced. Climate and legislative change will demand enhanced assets. The aging workforce, future retirements and lack of succession planning will impact the corporate ability to manage its assets and potentially its ability to sustain the existing levels of service. Legislation will continue to rapidly evolve in the area of public sector accounting and management. Mandatory asset management is expected to be a requisite in order to successfully source funds from transfer programs including stimulus funding initiatives. The electricity community has just been challenged with mandatory asset management planning. Other new legislation including technical requirements such as AODA clearly impact assets and will need to be accommodated in future plans and budgets. Objectives next 4 years Create Corporate Program Develop a decision making framework involving planning, engineering, economics, and finance to best manage existing and new municipal assets. Research asset management practices in selected municipalities. Review and analysis of current asset management awareness and practices in the corporation. Review and analysis of corporate expectations regarding asset management plan and provide recommendations with respect to impact on budget practices, performance measures and indicators, and reporting. Identify level of service expectations. Develop draft program and implement on a pilot basis. Implement program. Monitor and continuously improve program. Complete assessment of current practises by end of Complete level of service identification by Pilot aspects of asset management Fully implement and move to monitoring stage. Establish Network and Team Identify and set up a team of stakeholders and their expertise to deal with the launch of the development phase of corporate asset management. The vision of the network includes a quarterly meeting of senior management with a more frequent meeting schedule for divisional leads who are expert in the management of the individual systems Undertake an outreach program to identify senior stakeholders in the asset management process. Set up a second tier of field experts to participate in the development of the asset management process. Page 4 of 10

5 Educate stakeholders on asset management using meetings and Powerpoint presentations. Identify team members. Teams of field experts meet regularly and provide minutes of meetings and decisions reached. Identify and Assess Existing Systems Document the current status of assets and their existing management using the PSAB information as a base and developing a common corporate matrix for the management of the data Assess existing systems, identify the deficiencies and corrective actions required to support a corporate overview. The current status of inventory records management in the corporation is eclectic while corporate management requires consideration of common information. This development process will require the talents of the Division and outside consultants to collect, organize and report. Some areas have already begun this work. Document and report existing systems. Assess information and identify gaps. Recommend methods to address gaps in information and process. Prepare State of the Assets Report Report on the current state of the assets including an assessment of infrastructure gap and recommendations that address any identified issues. This is expected to take 18 months to two years to complete and is linked to the above activity Identify infrastructure gap and prepare report. Report to Council on the state of the assets. Develop Plan/Program Strategy Establish what a corporate asset management plan/program would look like and garner acceptance of the strategy Draft a corporate asset management plan. Retain consulting services with expertise in asset management and the acquisition of a software system to support the plan. Educate stakeholders and garner acceptance by Council. Assess and select software suitable for asset management purposes and implement same in order to facilitate decision-making. Successful performance of consultant. Acceptance of strategy by Council. Implementation of software system. Page 5 of 10

6 Develop Policies Establish policies where necessary regarding asset management, risk assessment, priorities and levels of service. Identify gaps in policy with respect to corporate asset management. Draft asset management policy. Garner approval of policy by Council. Implement policy change to address any deficiencies. Report on gaps in policy Prepare draft asset management policy Achieve approval by Council Implement follow-up policy update to address deficiencies, if any. Develop Standards Establish metrics and standards regarding asset management, risk assessment, priorities and levels of service. Although this is expected to take up to five to seven years to fully implement, there will be significant progress on route. Address gaps in available criteria particularly expected levels of service. Develop metrics and standards for risk, life cycle parameters and levels of service through external resources and in-house experience. Gaps identified Percentage completion developing criteria. 20% per year. Metrics and standards available Prioritize Investments The information from corporate asset management is available to systemize prioritization of the maintenance and replacement of assets. This objective integrates asset management systems to support the budgeting decision-making process to enable best value for corporate investments. A sample question the system would help to answer is whether it would be better to replace the asset rather than continue to repair the asset. Develop information in a usable friendly format for decision makers. Aid strategy development based on integrated asset management. Develop annual reports Stakeholder satisfaction level with available information Enhanced prioritization Page 6 of 10

7 Establish Performance Measures Establish measurable targets for the purpose of business planning Identify classes of performance measures for asset management specific to individual and groups of assets. Identify performance measures and document for use in business planning. Measurable targets available. Emerging issues and challenges Legislation Legislative change is expected and will impact the program in a yet to be determined fashion. The degree of impact on a developed program will be minimal compared to having legislation enacted without any corporate program available to support compliance. Economy Changing financial resources will impact any planning and budgeting process requiring a high degree of flexibility in management strategies. The program will still be available but need to be flexible and rerun to allow for an economic step change. Rates are set annually by Council. Upper tier programs like stimulus funding are not predictable in the long term. For example, if the federal government boosted the capital available in 2014 to an additional $100 million for infrastructure, decisions could be made that alter the projections of asset maintenance and replacement schedules. The system would need to rerun at the new setpoint. The overall economy affects the revenues available to run the City thereby affecting the plan to reduce gap and the ability to sustain assets. Environmental Climate change is expected to have a significant but not yet identified impact on the status of infrastructure. For example, stormwater needs are expected to increase such that existing facilities and sewers will need to be upsized or modified. Maintenance for biological pests may trigger new programs with assets. Vegetation changes could trigger different maintenance needs especially trees which are considered City infrastructure assets. Power and equipment particularly air conditioning may require upgrades to deal with temperature increases. Green energy modifications may be mandated. More severe weather may require upgrades to structures owned by the City. Other The aging workforce with associated retirements is expected to have significant impact on corporate asset management with regards to the value of knowledge. The risk associated with the loss of expertise through retirement is reduced through a strong historic database and a continual capture of data with associated asset management. Other The variety, risks, life cycle and vintage of assets are neither linear nor absolute. This complexity results in varying costs from year to year so that predictions of future needs are the best available but remain predictions only. Managing the complexity is its own challenge. Page 7 of 10

8 Service changes with financial impact (+/-) Corporate Development Objective Support the development of the corporate asset management program using the expertise of consultants specializing in the asset management area. This includes development of strategies, policies, procedures, standards, criteria, outreach programs and reporting whereby a management consultant helps to build the framework for an asset management program. The outcome of these strategies is to increase the efficiencies and effectiveness of our investments in the City's assets. Implementation year 2012 Target year Funding type Ongoing Budget Implications in $000s Year Gross Expenditure Non -Tax Supported Revenue Net Budget (Tax Supported) Operating budget Year 1: 0 0 Year 2: 0 0 Year 3: 0 0 Ongoing annual: Beginning year Capital budget 0 0 Year 1: Year 2: Year 3: Future years: Beginning year Actual consultant expense to be determined by the end of The above numbers are estimated only. Software System and Consultants Objective Implement an asset management computer software system to integrate data from multiple sources and provide reports in useful formats for decision makers from operators to Council. This element supports a fundamental piece of the corporate asset management program and requires specific computer system consulting expertise. Until such a time as the program framework is designed, we cannot select the software most appropriate to meet London's needs for risk management, transparency, compliance and decision-making. Implementation year 2012 Target year Funding type Ongoing Budget Implications in $000s Year Gross Expenditure Non -Tax Supported Revenue Net Budget (Tax Supported) Operating budget Year 1: Year 2: 0 Year 3: 0 Ongoing annual: Beginning year Page 8 of 10

9 Capital budget Year 1: Year 2: 0 Year 3: 0 Future years: Beginning year This capital budget is intended to allow for the initial purchase of software and equipment while the ongoing expense is intended to pay for updates as the software evolves. The operational expense is intended to cover the needs for a technologist to maintain and troubleshoot the asset management database. Statistics and performance measures A Activity measures Description of measurements Identify the replacement value of assets on an ongoing basis as percentage complete Actuals 2006 Actuals 2007 Actuals 2008 Actuals 2009 Actuals 2010 Expected 2010 Actuals 2011 Forecast 2012 Forecast 2013 Forecast 2014 Forecast 2015 Forecast 2016 Forecast Accuracy of result is expected to improve as the asset management program develops. Description of measurements Develop process (% completeness and accuracy)that identifies the values of infrastructure gaps and report annually Actuals 2006 Actuals 2007 Actuals 2008 Actuals 2009 Actuals 2010 Expected 2010 Actuals 2011 Forecast 2012 Forecast 2013 Forecast 2014 Forecast 2015 Forecast 2016 Forecast Accuracy of result is expected to improve as the asset management program and data develop. B Efficiency measures Description of measurements Number of user reports per year Actuals 2006 Actuals 2007 Actuals 2008 Actuals 2009 Actuals 2010 Expected 2010 Actuals 2011 Forecast 2012 Forecast 2013 Forecast 2014 Forecast 2015 Forecast 2016 Forecast ,000 2,000 Use will accelerate as data becomes available, reports are developed online and corporate asset management reaches full implementation. 0 Page 9 of 10

10 C Effectiveness/Quality/Satisfaction measures Description of measurements Identify percentage stakeholder satisfaction through survey of operations, administration Actuals 2006 Actuals 2007 Actuals 2008 Actuals 2009 Actuals 2010 Expected 2010 Actuals 2011 Forecast 2012 Forecast 2013 Forecast 2014 Forecast 2015 Forecast 2016 Forecast Survey to be completed near commencement and completion of program. Description of measurements % completion of the asset registry Actuals 2006 Actuals 2007 Actuals 2008 Actuals 2009 Actuals 2010 Expected 2010 Actuals 2011 Forecast 2012 Forecast 2013 Forecast 2014 Forecast 2015 Forecast 2016 Forecast Reflects the development of the software systemization of corporate asset management. 5 Page 10 of 10

10.1.2 Corporate Asset Management Corporate, Operational & Council Services

10.1.2 Corporate Asset Management Corporate, Operational & Council Services HOW DOES THIS SERVICE CONTRIBUTE TO THE QUALITY OF LIFE IN THE CITY OF LONDON? The desired population results in the City of London s Strategic Plan: A Strong Economy, A Vibrant and Diverse Community,

More information

Business Plan: Corporate Asset Management

Business Plan: Corporate Asset Management Business Plan: Corporate Asset Management How does this service contribute to the results identified in the City of London Strategic Plan? A Strong Economy A Sustainable Infrastructure Corporate Asset

More information

2012-2016 Business Plan Summary

2012-2016 Business Plan Summary Owner: 2012-2016 Business Plan Summary Program Corporate, Operational & Council Services Service grouping Financial Management Service Type Internal Service Larry Palarchio, Director of Financial Planning

More information

2012-2016 Business Plan Summary

2012-2016 Business Plan Summary Owner: 2012-2016 Business Plan Summary Program Parks, Recreation & Neighbourhood Services Service grouping Neighbourhood & Recreation Services Service Type Public Service Lynne Livingstone, Director Neighbourhood

More information

LONDON CORPORATE ASSET MANAGEMENT PLAN 2014

LONDON CORPORATE ASSET MANAGEMENT PLAN 2014 LONDON CORPORATE ASSET MANAGEMENT PLAN 2014 ACKNOWLEDGEMENT Acknowledgement The Corporate Asset Management office would like to acknowledge the efforts of the staff of the individual City of London Service

More information

Business Plan Summary

Business Plan Summary Owner: 2012-2016 Business Plan Summary Program Transportation Services Service grouping Roadways Service Type Public Service Shane Maguire, Division Manager, Parking & Traffic Signals, Planning, Environmental

More information

Town of Mattawa Asset Management Plan. December 2013

Town of Mattawa Asset Management Plan. December 2013 Town of Mattawa Asset Management Plan December 2013 2 P a g e Town of Mattawa Asset Management Plan Executive Summary This Asset Management Plan is intended to describe the infrastructure owned, operated,

More information

Optimized Decision Modeling For Organizational Asset Management

Optimized Decision Modeling For Organizational Asset Management TANGIBLE CAPITAL ASSETS PHOTO: GARY J. WOOD Optimized Decision Modeling For Organizational Asset Management BY GRACE MCLENAGHAN, REGION OF PEEL Infrastructure state of good repair and availability of sustainable

More information

2015-2018 Business Plan Driving Change. Investing in the Future of London s Mobility

2015-2018 Business Plan Driving Change. Investing in the Future of London s Mobility 2015-2018 Business Plan Driving Change Investing in the Future of London s Mobility Contents 3 Introduction 5 The Vision, Mission and Principles 6 Strategic Outcomes 6 An Integrated, Affordable and Valued

More information

Program: Facilities and Construction Management. Program Based Budget 2016-2018. Facilities and Construction Management. Page 81

Program: Facilities and Construction Management. Program Based Budget 2016-2018. Facilities and Construction Management. Page 81 Program: Program Based Budget 2016-2018 Page 81 Program: Vision: To develop and maintain town buildings which are safe, comfortable and welcoming to all. Mission Statement: To provide technical expertise

More information

Business Plan: Roadway Planning & Design

Business Plan: Roadway Planning & Design Business Plan: Roadway Planning & Design How does this service contribute to the results identified in the City of London Strategic Plan? A Strong Economy A Sustainable Infrastructure London s transportation

More information

Program: Planning Services Program Based Budget

Program: Planning Services Program Based Budget Program: Planning Services Program Based Budget 2008-2010 510 Overview Program: Vision Statement: To promote livable and sustainable development in order to enhance the natural, cultural, social and economic

More information

3.06. Infrastructure Asset Management at Colleges. Chapter 3 Section. Background. Ministry of Training, Colleges and Universities

3.06. Infrastructure Asset Management at Colleges. Chapter 3 Section. Background. Ministry of Training, Colleges and Universities Chapter 3 Section 3.06 Ministry of Training, Colleges and Universities Infrastructure Asset Management at Colleges Chapter 3 VFM Section 3.06 Background The Ministry of Training, Colleges and Universities

More information

2014 ASSET MANAGEMENT PLAN Building, Stormwater & Linear Transportation

2014 ASSET MANAGEMENT PLAN Building, Stormwater & Linear Transportation 2014 ASSET MANAGEMENT PLAN Building, Stormwater & Linear Transportation Version 1 Table of Contents Executive Summary... 5 1.1 Background... 5 1.2 State of Local Infrastructure... 5 1.3 Desired Levels

More information

7.0 Review of Management Systems

7.0 Review of Management Systems 7.0 Review of Management Systems 7.1 INTRODUCTION This section is intended to review management systems which will allow the Joint Board of the LHPWSS to have the staff and planning mechanisms in place

More information

Enabling Strategy. April 2013

Enabling Strategy. April 2013 Charting our Course Enabling Strategy Long INFORMATION Term Financial TECHNOLOGY Planning Strategy April 2013 Long Term Financial Planning Strategy The Long Term Financial Planning Strategy applies a disciplined

More information

Office of the Auditor General of Canada Department of Education Implementation Plan. Office of the Auditor General of Canada

Office of the Auditor General of Canada Department of Education Implementation Plan. Office of the Auditor General of Canada Office of the Auditor General of Canada Public Schools and Advanced Education Yukon Department of Education January 2009 Implementation Plan Page 1 of 10 RECOMMENDATION 39: Performance Targets for the

More information

Strategic priorities. Inspire and engage our people. Enhance client centricity. Improve profitability. Pursue selective international growth

Strategic priorities. Inspire and engage our people. Enhance client centricity. Improve profitability. Pursue selective international growth Improve profitability Enhance client centricity Pursue selective international growth Strategic priorities Strongly committed to a moderate risk profile Invest in our future Inspire and engage our people

More information

The Corporation of the Municipality of Callander. Asset Management Plan

The Corporation of the Municipality of Callander. Asset Management Plan The Corporation of the Municipality of Callander Asset Management Plan April 2014 1 Index A) Executive Summary P. 3 B) Introduction P. 4 C) State of Local Infrastructure P. 7 D) Expected Levels of Service

More information

Program: Human Resources Program Based Budget 2014-2016. Page 39

Program: Human Resources Program Based Budget 2014-2016. Page 39 Program: Human Resources Program Based Budget 2014-2016 Page 39 Program: Human Resources Vision Statement: To be the principal authority for human resources management and a key strategic contributor to

More information

Transportation ACCOUNTABILITY STATEMENT MINISTRY OVERVIEW STRATEGIC CONTEXT

Transportation ACCOUNTABILITY STATEMENT MINISTRY OVERVIEW STRATEGIC CONTEXT Transportation ACCOUNTABILITY STATEMENT This business plan was prepared under my direction, taking into consideration the government s policy decisions as of March 17, 2016. original signed by Brian Mason,

More information

Strategic Policy. 2015-2018 Business Plan and 2015 Budget

Strategic Policy. 2015-2018 Business Plan and 2015 Budget Strategic Policy 2015-2018 Business Plan and 2015 Budget Agenda Existing Core Services Vision and Mission Service Delivery Model Service Level Issues and Trends Service Area Information Accomplishments

More information

2012-2016 Business Plan Summary

2012-2016 Business Plan Summary Owner: 2012-2016 Business Plan Summary Program Corporate, Operational & Council Services Service grouping Corporate Services Service Type Internal Service Julie Kovacs, Manager Systems and Development,

More information

2012-2016 Business Plan Summary

2012-2016 Business Plan Summary Owner: 2012-2016 Business Plan Summary Program Social & Health Services Service grouping Social & Community Support Services Service Type Public Service Cindy Howard, Director, Social & Community Support

More information

City of Brantford Water and Wastewater Ontario Regulation 453/07 Financial Plans. Financial Plan #063-301

City of Brantford Water and Wastewater Ontario Regulation 453/07 Financial Plans. Financial Plan #063-301 City of Brantford Water and Wastewater Ontario Regulation 453/07 Financial Plans Financial Plan #063-301 May 26, 2015 Contents Page EXECUTIVE SUMMARY (i) 1. Introduction... 1-1 1.1 Study Purpose... 1-1

More information

Municipal Accounting ULB Level Reform

Municipal Accounting ULB Level Reform ULB Level Reform 1. The Reform In terms of the recommendations of the National Municipal Accounts Manual (NMAM) released by the Ministry of Urban Development MoUD, Government of India decided to introduce

More information

2012-2016 Business Plan Summary

2012-2016 Business Plan Summary Owner: -2016 Business Plan Summary Program Corporate, Operational & Council Services Service grouping Corporate Services Service Type Internal Service Mike Bushby Division Manager Fleet Services and Departmental

More information

INTERNAL AUDIT REPORT

INTERNAL AUDIT REPORT INTERNAL AUDIT REPORT USE OF EXTERNAL CONSULTING FINAL June 26, 2014 Prepared by: Katherine Gray, Business Performance Specialist Loretta Alonzo, Internal Auditor Table of Contents EXECUTIVE SUMMARY...

More information

COST EFFICIENCIES/PRODUCTIVITY

COST EFFICIENCIES/PRODUCTIVITY Updated: 0-0-0 EB-0-0 Schedule Page of 0 COST EFFICIENCIES/PRODUCTIVITY.0 INTRODUCTION Hydro One has updated this exhibit to improve the information on Cost Efficiencies and Productivity initiatives and

More information

2014 Business Plan & Budget

2014 Business Plan & Budget 2014 Business Plan & Budget Finance Department Mission Statement To support our internal and external stakeholders in bringing together people, partnerships and possibilities to be financially strong and

More information

EXECUTIVE SUMMARY. Asset Management Relationships and Dependencies. Introduction

EXECUTIVE SUMMARY. Asset Management Relationships and Dependencies. Introduction EXECUTIVE SUMMARY Introduction The Asset Management Plan demonstrates sound stewardship of the Region s existing assets to support services at desired levels and to ensure the support of the Region s infrastructure

More information

Capital Improvement Program: Public Input and the Need for a Multi-year Plan

Capital Improvement Program: Public Input and the Need for a Multi-year Plan Attachment 1 OFFICE OF THE INDEPENDENT BUDGET ANALYST REPORT Date Issued: September 21, 2012 IBA Report Number: 12-39 Budget and Finance Committee Docket Date: September 26, 2012 Item Number: 8 OVERVIEW

More information

Managing Capital Assets

Managing Capital Assets Managing Capital Assets A New Emphasis on a Traditional Role By Public Sector Digest Research and Shayne Kavanagh Capital asset management has become a topic of increasing interest for local governments,

More information

Asset Management Plan

Asset Management Plan City of Powell River Buildings Asset Management Plan Scenario 1 and 2 Version 2.2 July 2013 Document Control Doc ID Rev No Date Revision Details buildings s1_v1 buildings s2_v1 buildings s1_v2 buildings

More information

PERFORMANCE AUDIT COVERAGE PLAN

PERFORMANCE AUDIT COVERAGE PLAN PERFORMANCE AUDIT COVERAGE PLAN 2015/16-2017/18 www.bcauditor.com CONTENTS Auditor General s Message 3 Background 5 Current Projects 8 2015/16 Project Topics 10 2016/17 and 2017/18 Project Topics 12 Summary

More information

4 Adoption of Asset Management Policy and Strategy

4 Adoption of Asset Management Policy and Strategy 4 Adoption of Asset Management Policy and Strategy Abstract The report recommends the adoption of an updated Asset Management Policy 2014 and an Asset Management Strategy 2014-2019. Both documents are

More information

CITY OF TORONTO Fleet Services 2011 Recommended Operating Budget & 2011 2020 Capital Plan. January 13, 2011

CITY OF TORONTO Fleet Services 2011 Recommended Operating Budget & 2011 2020 Capital Plan. January 13, 2011 CITY OF TORONTO Fleet Services 2011 Recommended Operating Budget & 2011 2020 Capital Plan January 13, 2011 Agenda 1. Program Overview 2. 2010 Service Performance 3. 2011 Recommended Operating Budget 4.

More information

2012-2016 Business Plan Summary

2012-2016 Business Plan Summary Owner: 2012-2016 Business Plan Summary Program Economic Prosperity Service grouping Economic Development Service Conventions, Meetings and Events Attraction (LCC) Type Public Service Lori Da Silva, General

More information

Helping electronics and high-tech companies improve business performance through better service management and support

Helping electronics and high-tech companies improve business performance through better service management and support Helping electronics and high-tech companies improve business performance through better service management and support Accenture and Oracle Corporation help electronics and high-tech companies improve

More information

City of Cambridge and IBM Build a Smarter City

City of Cambridge and IBM Build a Smarter City City of Cambridge and IBM Build a Smarter City September 8, 2010 Presented by Mike Hausser, P.Eng Director of Asset Management and Support Services City of Cambridge Infrastructure Asset Life Cycle Install

More information

Business Plan: Information Technology Services (ITS)

Business Plan: Information Technology Services (ITS) Business Plan: Information Technology Services (ITS) How does this service contribute to the results identified in the City of London Strategic Plan? A Sustainable Infrastructure A Caring Community Fundamental

More information

2016/ /19 BUSINESS PLAN

2016/ /19 BUSINESS PLAN 2016/17 2018/19 BUSINESS PLAN March 31, 2016 TABLE OF CONTENTS Page No. CHAIR S STATEMENT... (i) STRATEGIC DIRECTION AND CONTEXT... 1 Strategic Direction... 1 Overall Assessment of Strengths, Opportunities,

More information

Policies & Procedures

Policies & Procedures Budget and Business Plan 2015 Policies & Procedures POLICIES & PROCEDURES Policies & Procedures Presentation of Halton Region s Financial Information General Guidelines Halton Region prepares and presents

More information

PPP Canada Quarterly Financial Report

PPP Canada Quarterly Financial Report PPP Canada Quarterly Financial Report Third Quarter 2015 16 Nine-month period ended December 31, 2015 February 26, 2016 Table of Contents Quarterly Financial Report Narrative Discussion... 3 P3 Knowledge

More information

JOB OPENING - SENIOR RESEARCH ANALYST (OTTAWA) Senior ( 5 years + in similar related position)

JOB OPENING - SENIOR RESEARCH ANALYST (OTTAWA) Senior ( 5 years + in similar related position) JOB OPENING - SENIOR RESEARCH ANALYST (OTTAWA) POSITION: TERM: LOCATION: JOB DESCRIPTION: EXPERIENCE LEVEL: LANGUAGE: KEY SKILLS: Senior Research Analyst 1 year Ottawa See attached Senior ( 5 years + in

More information

2014-2018 B UILDING A T O R ONTO PUBLIC S E R V ICE

2014-2018 B UILDING A T O R ONTO PUBLIC S E R V ICE 2014-2018 B UILDING A T O R ONTO PUBLIC S E R V ICE CONTENTS A Look Back as we Continue Forward 2 Message from the City Manager 3 Message from the Executive Director of Human Resources 4 Message from

More information

Asset Management Plan 2015 Facilities and Transit

Asset Management Plan 2015 Facilities and Transit Asset Management Plan 2015 Facilities and Transit Prepared for Submitted by October 2015 Asset Management Plan Contents Section 1 Executive Summary Table of Content Section 2 Introduction Section 3 State

More information

Asset Management: A Best Practice

Asset Management: A Best Practice Asset Management: A Best Practice Purpose Introduction This guide will help you understand: The definition of Asset Management. Why asset management is important to your utility. The best practices in

More information

The Town of Fort Frances

The Town of Fort Frances The Town of Fort Frances Long-Term Capital Financial Plan POLICY Resolution Number: 391 (Consent) 12/09 SECTION ADMINISTRATION AND FINANCE NEW: December 2009 REVISED: Supercedes Resolution No. Policy Number:

More information

City of Toronto Core Services Review

City of Toronto Core Services Review City of Toronto Core Services Review Standing Committee Summary Executive Committee Governance City Manager s Office, Corporate Finance, Financial Planning, Special Projects, City Clerk s Office and Legal

More information

A&CS Assurance Review. Accounting Policy Division Rule Making Participation in Standard Setting. Report

A&CS Assurance Review. Accounting Policy Division Rule Making Participation in Standard Setting. Report A&CS Assurance Review Accounting Policy Division Rule Making Participation in Standard Setting Report April 2010 Table of Contents Background... 1 Engagement Objectives, Scope and Approach... 1 Overall

More information

Our Challenging Future

Our Challenging Future Protecting Our Future by Making Advanced Asset Management Decisions < All stories in this section Gregory M. Baird Dec 23, 2011 America s economic dominance as a world power over the past several decades

More information

photos.com Cost, Quality and Accountability Public Tendering versus Self-Performance for Municipal Infrastructure Delivery in Canada

photos.com Cost, Quality and Accountability Public Tendering versus Self-Performance for Municipal Infrastructure Delivery in Canada photos.com Cost, Quality and Accountability Public Tendering versus Self-Performance for Municipal Infrastructure Delivery in Canada For more than 200 years and with few exceptions, Canada s municipal

More information

MUNICIPAL ASSET MANAGEMENT & FINANCIAL PLANNING A CASE STUDY: THE TOWNSHIP OF SCUGOG

MUNICIPAL ASSET MANAGEMENT & FINANCIAL PLANNING A CASE STUDY: THE TOWNSHIP OF SCUGOG MUNICIPAL ASSET MANAGEMENT & FINANCIAL PLANNING IN SMALLER MUNICIPALITIES A CASE STUDY: THE TOWNSHIP OF SCUGOG JULY 2012 By: David A. Stewart THE PAPER VS. THE PRESENTATION The Paper Includes A literature

More information

COMPREHENSIVE ASSET MANAGEMENT STRATEGY

COMPREHENSIVE ASSET MANAGEMENT STRATEGY COMPREHENSIVE ASSET MANAGEMENT STRATEGY APPROVED BY SENIOR MANAGEMENT COMMITTEE ON AUGUST 23, 2012 (TO BE FINALIZED AFTER APPROVAL OF CAM POLICY BY COUNCIL) August 2012 Contents CONTENTS EXECUTIVE SUMMARY

More information

Introduction to Strategic Supply Chain Network Design Perspectives and Methodologies to Tackle the Most Challenging Supply Chain Network Dilemmas

Introduction to Strategic Supply Chain Network Design Perspectives and Methodologies to Tackle the Most Challenging Supply Chain Network Dilemmas Introduction to Strategic Supply Chain Network Design Perspectives and Methodologies to Tackle the Most Challenging Supply Chain Network Dilemmas D E L I V E R I N G S U P P L Y C H A I N E X C E L L E

More information

The Corporation of the City of Greater Sudbury. Social Services. Strategic Plan

The Corporation of the City of Greater Sudbury. Social Services. Strategic Plan The Corporation of the City of Greater Sudbury Social Services Strategic Plan 2011-2015 Table of Contents Executive Summary... 4 Introduction.................................5 Community Development Department...

More information

Long Term Financial Planning & Asset Management. Fitting the pieces together

Long Term Financial Planning & Asset Management. Fitting the pieces together Long Term Financial Planning & Asset Management Fitting the pieces together DNV Highlights Information is stimulating new thinking & confidence in decision making Our asset plans are ~99% complete Our

More information

School Renewal and Maintenance

School Renewal and Maintenance Chapter 4 Section 4.13 Ministry of Education School Renewal and Maintenance Follow-up on VFM Section 3.13, 2008 Annual Report Background Ontario has 72 district school boards with about 5,000 schools and

More information

CGAM022.1/12/10. Asset Management Improvement Strategy 2010

CGAM022.1/12/10. Asset Management Improvement Strategy 2010 Asset Management Improvement Strategy 2010 Version Control Version No. Date Details Author/s 1.0 July 2009 Adopted Strategy 2.0 October 2010 Update TABLE OF CONTENTS OF CONTENTS 4 OF THE ASSET MANAGEMENT

More information

BELA-BELA LOCAL MUNICIPALITY

BELA-BELA LOCAL MUNICIPALITY BELA-BELA LOCAL MUNICIPALITY POLICY ON LONG TERM FINANCIAL PLANNING 2014/2015 1 Policy 1. Policy Title POLICY ON LONG TERM FINANCIAL PLANNING 2. Main Purpose The Policy on is aimed at ensuring that the

More information

4.05. Hospitals Administration of Medical Equipment. Chapter 4 Section. Background. Follow-up on VFM Section 3.05, 2006 Annual Report

4.05. Hospitals Administration of Medical Equipment. Chapter 4 Section. Background. Follow-up on VFM Section 3.05, 2006 Annual Report Chapter 4 Section 4.05 Hospitals Administration of Medical Equipment Follow-up on VFM Section 3.05, 2006 Annual Report Background Ontario has more than 150 public hospital corporations, each responsible

More information

London Borough of Bromley COMMISSIONING - PROPOSED TOTAL FACILITY MANAGEMENT CONTRACT

London Borough of Bromley COMMISSIONING - PROPOSED TOTAL FACILITY MANAGEMENT CONTRACT Report No. DRR14/089 London Borough of Bromley PART 1 - PUBLIC Decision Maker: Executive Date: 15 th October 2014 Decision Type: Non-Urgent Executive Key Title: COMMISSIONING - PROPOSED TOTAL FACILITY

More information

APPLICATION PORTFOLIO ASSESSMENT

APPLICATION PORTFOLIO ASSESSMENT WHITE PAPER APPLICATION PORTFOLIO ASSESSMENT A strategic path for Decision Making Table of Contents ABSTRACT Critical decisions about IT and application systems are a high priority for today s executives.

More information

OFFICE OF THE PRIVACY COMMISSIONER OF CANADA. Audit of Human Resource Management

OFFICE OF THE PRIVACY COMMISSIONER OF CANADA. Audit of Human Resource Management OFFICE OF THE PRIVACY COMMISSIONER OF CANADA Audit of Human Resource Management May 13, 2010 Prepared by the Centre for Public Management Inc. TABLE OF CONTENTS 1.0 Executive Summary... 2 2.0 Background...

More information

HYDRO ONE GOVERNANCE AND CONTROL FRAMEWORK

HYDRO ONE GOVERNANCE AND CONTROL FRAMEWORK Filed: 0-- EB-0-0 Tab Page of HYDRO ONE GOVERNANCE AND CONTROL FRAMEWORK.0 OVERVIEW The Corporate Governance structure and Internal Control Framework of Hydro One Inc. provide assurance regarding Hydro

More information

CVRD Asset Management Policy

CVRD Asset Management Policy CVRD Asset Management Policy Policy Statement The Cowichan Valley Regional District (CVRD) shall adopt and apply recognized holistic Asset Management practices in its strategic planning, operations and

More information

Tourism has long been the keystone of the economy of Muskoka

Tourism has long been the keystone of the economy of Muskoka Muskoka Tourism Marketing Agency (MTMA) Established Program District Council created the MTMA in 1985 Independent, non-profit destination marketing organization (DMO) Established as a membership organization

More information

TRANSLATING VISION INTO ACTION: DEFINING THE PLANNING FRAMEWORK

TRANSLATING VISION INTO ACTION: DEFINING THE PLANNING FRAMEWORK City of Saint John TRANSLATING VISION INTO ACTION: DEFINING THE PLANNING FRAMEWORK (ADOPTED BY COMMON COUNCIL JUNE 2008) TABLE OF CONTENTS Project Overview Business Reasons for Project...1 Strategic Reference

More information

Business Plan: Fleet Services

Business Plan: Fleet Services Business Plan: Fleet Services How does this service contribute to the results identified in the City of London Strategic Plan? A Strong Economy A Green and Growing City Fleet Services owns and manages

More information

Capital Asset Management 3.12

Capital Asset Management 3.12 ONTARIO HOUSING CORPORATION AND METROPOLITAN TORONTO HOUSING AUTHORITY Capital Asset Management 3.12 The Ontario Housing Corporation (OHC) is an agency of the Ministry of Municipal Affairs and Housing

More information

Engineers Canada s Pre Budget Submission

Engineers Canada s Pre Budget Submission Engineers Canada s Pre Budget Submission Engineers Canada is the national organization of provincial and territorial associations that regulate the practice of engineering in Canada and license the country's

More information

STRATEGIC FINANCIAL PLAN 2007 to 2010

STRATEGIC FINANCIAL PLAN 2007 to 2010 STRATEGIC FINANCIAL PLAN 2007 to 2010 January 2008 Table of Contents 1.0 Introduction Page 3 2.0 Linkage Long Term Financial Planning and the City s Community Strategic Plan Page 4 3.0 Why is Long Term

More information

CODE: E.003 Financial Services BUDGET AND BUSINESS PLANNING POLICY. 1.2 The essential activities covered by this policy include:

CODE: E.003 Financial Services BUDGET AND BUSINESS PLANNING POLICY. 1.2 The essential activities covered by this policy include: BUDGET AND BUSINESS PLANNING POLICY CONTENTS 1.1 Budget and business planning is undertaken to support strategic planning and decision-making and to serve accountability by enabling administration to plan

More information

Ministry of Finance. Plan for 2015-16. saskatchewan.ca

Ministry of Finance. Plan for 2015-16. saskatchewan.ca Ministry of Finance Plan for 2015-16 saskatchewan.ca Statement from the Minister I am pleased to present the Ministry of Finance Plan for 2015-16. Government s Direction and Budget for 2015-16 is focused

More information

Program: Economic Development Program Based Budget 2015 2017. Page 309

Program: Economic Development Program Based Budget 2015 2017. Page 309 Program: Economic Development Program Based Budget 2015 2017 Page 309 Program: Economic Development Vision Statement: To be recognized by companies as the premier town in Canada in which to locate. Mission

More information

DRAFT LONG TERM FINANCIAL PLANNING AND IMPLEMENTATION POLICY

DRAFT LONG TERM FINANCIAL PLANNING AND IMPLEMENTATION POLICY BITOU MUNICIPALITY DRAFT LONG TERM FINANCIAL PLANNING AND IMPLEMENTATION POLICY TABLE OF CONTENTS Page Number 1. INTRODUCTION 3 2. PURPOSE 3 3. GUIDING PRINCIPLES 4 4. DEVELOPMENT OF A FINANCIAL PLAN 4

More information

Statement of Mandate 2013-2014

Statement of Mandate 2013-2014 Statement of Mandate 2013-2014 Table of Contents Message from the Minister and Deputy Minister 1.0 Our Mandate... 4 1.1 Our Mission... 4 2.0 Our Priorities... 5 2.1 Make Life More Affordable and Breaking

More information

Asset Management Plan

Asset Management Plan Example Transportation Asset Management Plan Outline This outline was created using the Transportation Asset Management Plan (TAMP) Builder ( www.tamptemplate.org ), a product of NCHRP Project 8-36/116.

More information

Corporation of the County of Renfrew

Corporation of the County of Renfrew Corporation of the County of Renfrew Asset Management Plan November 26, 2014 TABLE OF CONTENTS 1.0 Executive Summary Page 3 2.0 Introduction Page 5 3.0 State of Infrastructure Page 15 Buildings Page 20

More information

Program: Human Resources Program Based Budget 2013-2015. Page 41

Program: Human Resources Program Based Budget 2013-2015. Page 41 Program: Human Resources Program Based Budget 2013-2015 Page 41 Program: Human Resources Vision Statement: To be the principal authority for human resources management and a key strategic contributor to

More information

Fortune 500 Medical Devices Company Addresses Unique Device Identification

Fortune 500 Medical Devices Company Addresses Unique Device Identification Fortune 500 Medical Devices Company Addresses Unique Device Identification New FDA regulation was driver for new data governance and technology strategies that could be leveraged for enterprise-wide benefit

More information

Water Rate Study & O.Reg.453/07 Water Financial Plan No.103-301A

Water Rate Study & O.Reg.453/07 Water Financial Plan No.103-301A March 2, 2012 dfa DFA Infrastructure International Inc. dfa DFA Infrastructure International Inc. 33 Raymond Street St. Catharines Ontario Canada L2R 2T3 Telephone: (905) 938-0965 Fax: (905) 937-6568 March

More information

The Audit of Best Value and Community Planning The City of Edinburgh Council. Best Value audit 2016

The Audit of Best Value and Community Planning The City of Edinburgh Council. Best Value audit 2016 The Audit of Best Value and Community Planning The City of Edinburgh Council Best Value audit 2016 Report from the Controller of Audit February 2016 The Accounts Commission The Accounts Commission is the

More information

Sales & Operations Planning Process Excellence Program

Sales & Operations Planning Process Excellence Program Chemical Sector We make it happen. Better. Sales & Operations Planning Process Excellence Program Engagement Summary November 2014 S&OP Excellence Robust discussions creating valuable ideas Engagement

More information

Asset Management and Industry Solutions - A Municipal Perspective

Asset Management and Industry Solutions - A Municipal Perspective Asset Management and Industry Solutions - A Municipal Perspective Saidur Rahman, Ph.D., P. Eng. Senior Infrastructure Project Manager Town of Oakville Highlights Municipal Infrastructure in Canada Scope

More information

OCCUPATIONAL STANDARD (For use in the development of supply chain related job descriptions, performance evaluations, career development plans, etc.

OCCUPATIONAL STANDARD (For use in the development of supply chain related job descriptions, performance evaluations, career development plans, etc. OCCUPATIONAL STANDARD (For use in the development of supply chain related job descriptions, performance evaluations, career development plans, etc.) Description of Position (As defined by the CSCSC Stakeholder

More information

14 TRUTHS: How To Prepare For, Select, Implement And Optimize Your ERP Solution

14 TRUTHS: How To Prepare For, Select, Implement And Optimize Your ERP Solution 2015 ERP GUIDE 14 TRUTHS: How To Prepare For, Select, Implement And Optimize Your ERP Solution Some ERP implementations can be described as transformational, company-changing events. Others are big disappointments

More information

City of Toronto STRATEGIC ACTIONS 2013-2018

City of Toronto STRATEGIC ACTIONS 2013-2018 City of Toronto STRATEGIC ACTIONS 2013-2018 Contents Message from the City Manager 2 Council s Strategic Plan 3 Developing Strategic Actions 6 Strategic Actions 2013-2018 7 City Building 8 Economic Vitality

More information

The City Librarian recommends that the Toronto Public Library Board:

The City Librarian recommends that the Toronto Public Library Board: STAFF REPORT ACTION REQUIRED 10. 2013 Audited Financial Statements Date: May 26, 2014 To: From: Toronto Public Library Board City Librarian SUMMARY The purpose of this report is to present the Audited

More information

Relationship Between Budgetary and Financial Statement Information

Relationship Between Budgetary and Financial Statement Information Relationship Between Budgetary and Financial Statement Information The original recommended practice was developed by the Government Finance Officers Association (GFOA). Some aspects of the practice have

More information

The Governance Brief

The Governance Brief ISSUE 21 2015 Infrastructure Asset Management: Can the Canadian Municipal Experience Help Inform Better Practices in Southeast Asia? By Murray Jamer The Infrastructure Deficit: A Municipal Perspective

More information

City s strategies to achieve its operational and financial objectives It is an integral component of the City s Long Term Financial Plan

City s strategies to achieve its operational and financial objectives It is an integral component of the City s Long Term Financial Plan COUNCIL POLICY RESOLUTION POLICY NUMBERI506 DATE January 16 2012 PURPOSE To outline the Corporation sposition with regard to Asset Management including roles and responsibilities related to Asset Management

More information

ASSET MANAGEMENT STRATEGY

ASSET MANAGEMENT STRATEGY City of Salisbury ASSET MANAGEMENT STRATEGY Version 6 June 2015 City of Salisbury Asset Management Strategy Document Control Document Control NAMS.PLUS Asset Management www.ipwea.org/namsplus Document

More information

Asset Management Plan Final Report

Asset Management Plan Final Report AssetManagementPlan FinalReport DillonConsultingLimited 10FifthStreetSouth Chatham,ONN7M4V4 T:519-352-7802 F:519-354-2050 May,2014 www.dillon.ca EXECUTIVE SUMMARY Public infrastructure is central to our

More information

An Introduction to Greenhouse Gas Data Management: Building Systems for Corporate/Facility-Level Reporting

An Introduction to Greenhouse Gas Data Management: Building Systems for Corporate/Facility-Level Reporting An Introduction to Greenhouse Gas Data Management: Building Systems for Corporate/Facility-Level Reporting Mr. David Rosenheim Ms. Alex Carr The Climate Registry Ms. Deborah Harris ICF International May

More information

Township of Terrace Bay Drinking Water System Financial Plan

Township of Terrace Bay Drinking Water System Financial Plan Township of Terrace Bay Drinking Water System Financial Plan August 2014 Introduction Municipalities in Ontario recently adopted a full accrual accounting approach to tangible municipal assets in accordance

More information

Long Term Financial Planning & Asset Management. Fitting the pieces together

Long Term Financial Planning & Asset Management. Fitting the pieces together Long Term Financial Planning & Asset Management Fitting the pieces together DNV Highlights Information is stimulating new thinking & confidence in decision making Our plans are ~75% complete Our LTFP is

More information

The Financial Planning Analysis and Reporting System (FPARS) Project: Implementation Status Update

The Financial Planning Analysis and Reporting System (FPARS) Project: Implementation Status Update STAFF REPORT ACTION REQUIRED The Financial Planning Analysis and Reporting System (FPARS) Project: Implementation Status Update Date: March 24, 2014 To: From: Wards: Reference Number: Government Management

More information

ENTELEC 2000 SCADA Outsourcing A Business Case Abstract. By Gerald E. Snow UTSI International Corporation

ENTELEC 2000 SCADA Outsourcing A Business Case Abstract. By Gerald E. Snow UTSI International Corporation This paper was first presented at the ENTELEC 2000 Technical Session, sponsored by the Energy Telecommunications and Electrical Association, Inc. This document may not be copied, in whole or in part, without

More information