1. City of Vaughan | Corporate Asset Management Strategy
Jack Graziosi: Director of Engineering Services, City of Vaughan
Aman Singh: Lead Business Consulting, GHD Canada
CNAM 2014 Conference
Toronto, Ontario
May 20-23, 2014

2. Agenda Background Business Drivers for AM AM Strategy
Implementation Methodology
Results
Next Steps

3. Agenda Background Business Drivers for AM AM Strategy
Implementation Methodology
Results
Next Steps

4. Background | The City of Vaughan
Part of York Region
Population ≈ 310,000
17th largest municipality in Canada
Significant growth in last 25 years
99 spoken languages

5. Background | Organizational Structure

6. Background |The Assets
Engineering and Public Works
Roads
Watermains
Sewers
Bridges
Streetlights
Storm Water Management Ponds
Community Services
Municipal Buildings
Community Centres
Libraries
Fire Halls
Parks
Trees
Playground Equipment
Benches
Fleet
Vehicles
Equipment
Strategic and Corporate Services
Information Technology
Computers
Servers

7. Background | AM Visioning & PAS-55:2008
Maturity Score
Confidence Rating
Innocent
The organization is starting to learn about the importance of Asset Management 1
Aware
The organization is aware of the importance of Asset Management and is starting to apply this knowledge 2
Establishing
The organization is developing its Asset Management activities and establishing them as Business As Usual 3
Competence
The organizations Asset Management activities are developed, embedded and are becoming effective 4
Enterprising
The organization’s Asset Management activities are fully effective and are being integrated throughout the business 5
Excelling
The organizations Asset Management activities are fully integrated and are being continuously improved to deliver optimal whole life value
Low
Indicates the organization is doing all that is required by the previous maturity level and has a plan in place to start implementing/ addressing the items list at this maturity level
Medium
Indicates the organization has implemented an action plan to address the items at this maturity level, however there is evidence of minor inconsistencies or non-compliances.
High
Indicates the organization is doing all that is required by this maturity level, but has yet to start addressing items listed in the next maturity level. There is evidence to support all activities to this level at a high standard.

8. Project Management Team
Background | Program Governance Structure
Senior Management Team
Overall guidance on the AM Program
Continuity and support for next phases of the AM Program
AM Steering Team
Project Steering Team
Project Management Team
Department Leads
Overall direction of the AM Program
Communications to wider organization
City Project Manager
Delivery and execution of AM Program

9. Agenda Background AM Business Drivers AM Strategy
Implementation Methodology
Results
Next Steps

10. AM Business Drivers | What are they?
The City …
… currently manages its assets;
… views this as an opportunity to improve AM practices.
The City’s approach to AM will be …
… integrated, i.e. include input from all Commissions and Departments;
… structured and consistent, i.e. enable the City to make well- informed decisions and balanced trade-offs to benefit the City as a whole.

11. AM Business Drivers | The City’s Vision
AM Vision
Formal, transparent and structured approach to Asset Management across the Organization
Maintain reliability, performance and levels of service
Reduce overall cost of asset ownership, and …
Integrate information across all commissions
Provide confidence that the City is making the right decisions for the right reasons for the right costs at the right time

12. Improve asset reliability
AM Business Drivers | Balancing Act
Risk
Cost of Service
Value for Money
Customer Service
Level of Service
Customer Needs
Improve asset reliability 6

13. Agenda Background AM Business Drivers AM Strategy
Implementation Methodology
Results
Next Steps

14. AM Strategy | The Process
2014
2013
AM Program Charter + Vision + Policy
PAS 55 Gap Analysis
Levels of Service & Performance Management Framework
AM Roadmap Strategies & Initiatives
Asset Management Plans
IT Systems Strategy (CMMS & DSS)
AM Governance Model Strategy
2014

15. AM Strategy | The AM Framework

16. AM Strategy | The AM Framework
This is the T&ES Asset Management Framework:
Plan, Do, Measure, Support
Pilots will specifically target 5 planning processes (LOS, Failure Mode, etc.)

17. AM Strategy | AM Framework & Gap Analysis
Components of Gap Analysis
© Copyright 2011 GHD.

18. AM Strategy | AM Framework & Gap Analysis
Components of Gap Analysis
© Copyright 2011 GHD.

19. AM Strategy | AM Framework & Gap Analysis
Components of Gap Analysis
© Copyright 2011 GHD.

20. AM Strategy | AM Framework & Gap Analysis
Components of Gap Analysis
© Copyright 2011 GHD.

21. AM Strategy | AM Framework & Gap Analysis
Components of Gap Analysis
© Copyright 2011 GHD.

22. Agenda Background AM Business Drivers AM Strategy
Implementation Methodology
Results
Next Steps

23. CAMS as a Strategic Objective
Implementation | The Approach
Identified
CAMS as a Strategic Objective
Gap
Analysis
AM Roadmap 
2009
2012
Developed
RFP
2013
Secured Consultant
...
2016
CAMS Ph2
AM Roadmap
Implemented 
2018
AM Sustainability 
CAMS Ph1
Complete
2014
Maturity Score (International Standard: PAS-55 / ISO 55000)
Innocent
The organization is starting to learn about the importance of Asset Management 1
Aware
The organization is aware of the importance of Asset Management and is starting to apply this knowledge 2
Establishing
The organization is developing its Asset Management activities and establishing them as Business As Usual 3
Competence
The organizations Asset Management activities are developed, embedded and are becoming effective 4
Enterprising
The organization’s Asset Management activities are fully effective and are being integrated throughout the business 5
Excelling
The organizations Asset Management activities are fully integrated and are being continuously improved to deliver optimal whole life value 10

24. Implementation | Gap Analysis

25. Performance Indicators Supporting Technology & Processes
Implementation| Performance Management Framework
Steps to develop:
Agree on objectives the program is contributing
Establish service levels “logic model” or hierarchy
Develop performance indicators
Determine reporting requirements
Community Objectives
Service Levels
Customer LOS (Outcomes)
Technical LOS (Outputs)
Reporting for:
Accountability
Continuous Improvement
Performance Indicators
Actual versus Target LOS
Data
Supporting Technology & Processes

26. Implementation| Performance Management Framework
Logic Model
Customer Service Objectives
Outcomes
Outputs
Inputs
Availability
Cost Effectiveness
Reliability
Responsiveness
Safety
Suitability
Sustainability
City of Vaughan Strategic Plan Vision 20 | 20
Regulator Service Objectives
Service Area Strategic Service Objectives
Asset Service Objectives
Program Service Objectives
Services of sufficient capacity are convenient & accessible to entire community
Services are provided at lowest possible cost for both current & future customers, for a required LOS, & are affordable
Services are predictable & continuous
Opportunities for community involvement; customers treated fairly & consistently, within acceptable timeframes
Services are delivered such that they minimize health, safety & security risks
Services are suitable for the intended function (fit for purpose)
Services preserve & protect the natural and heritage environment
Regulatory Responsiveness Requirements
Regulatory Safety Requirements
Regulatory Sustainability Requirements
Council Approved
Manage Growth & Economic Well-Being
Ensure Financial Sustainability
Ensure a High Performing Organization
Promote Community Safety, Health & Wellness
Lead & Promote Env’l Sustainability
Preserve Our Heritage & Support Diversity, Arts & Culture
Manage Corporate Assets
Demonstrate Excellence in Service Delivery
Service Area Availability Objectives
Service Area Cost Effectiveness Objectives
Service Area Reliability Objectives
Service Area Responsiveness Objectives
Service Area Safety Objectives
Service Area Suitability Objectives
Service Area Sustainability Objectives
Asset Availability Objectives
Asset Cost Effectiveness Objectives
Asset Reliability Objectives
Asset Suitability Objectives
Program Availability Objectives
Program Cost Effectiveness Objectives
Program Reliability Objectives
Program Responsiveness Objectives
Program Safety Objectives
Program Suitability Objectives
Program Sustainability Objectives
Organizational Excellence
Service Excellence
Administration

27. Implementation | Governance Model
The structure resolves the two (2) basic tasks:
Divides work in the organization into logical units
Ensure the work gets done by providing work coordination and control

28. Buildings & Facilities Parks & Forestry Operations
Implementation | Governance Model
(At Maturity)
Senior Management Team
Asset Management Office
External Experts
Commissions
AM Coordinator
AM Coordinator
AM Coordinator
AM Coordinator
AM Coordinator
AM Coordinator
Buildings & Facilities
Fleet
ITM
Engineering Services
Public Works
Parks & Forestry Operations

29. Buildings & Facilities
Implementation | Governance Model
(Interim Model)
Senior Management Team
Establish AMO
Fill the AMO Lead
Keep AM Steering Team in place to support AMO Lead
Asset Management Office
AM Steering Team
Informal AM Network Team
External Experts
Task Team
Initiative # 1
Task Team
Initiative #2
Task Team
Initiative # 3
Task Team
Initiative #4
Buildings & Facilities
Fleet
ITM
Engineering Services
Public Works
Parks & Forestry
Operations

30. We Need these Systems Now
Implementation | IT Systems Strategy
We Need these Systems Now 18

31. This aligns with the Ministry of the Infrastructure’s guidelines
Implementation | The Asset Management Plan
This aligns with the Ministry of the Infrastructure’s guidelines 19

32. Agenda Background AM Business Drivers AM Strategy
Implementation Methodology
Results
Next Steps

33. Results | Asset Installation Profile
Asset Installation Profile| Water Services (Total, 2012$)

34. Results | Asset Consumption Profile
Example: Water Services (Total, 2012$)

35. Results | Future Investment Profile
Future Investment Profile | Water Services (Total, 2012$)

36. Performance Management
Implementation | The AM Program Roadmap
Planning
Core Service Delivery
Performance Management
Support Services

37. Key outcomes / benefits
Internal
Better understanding of corporate assets
Consistency in financial reporting
Informed decision making by Council
External
Maintain defined levels of service by reducing risk in assets
More consistent taxation rates

38. Agenda Background AM Business Drivers AM Strategy
Implementation Methodology
Sample Results
Next Steps

39. Next Steps | AM Program
Data Collection
CWMS
AMS
People 19

40. Questions? Contact Us: Jack Graziosi
Director of Engineering Services, City of Vaughan
Aman Singh
Lead Business Consulting, GHD Canada
Questions?