1. The Benefits of Building a Corporate Asset Management Network
Vanessa Chau, P.Eng, MIAM Grace McLenaghan, P.Eng, PMP
Manager, Corporate Asset Management Advisor, Corporate Asset Management
City of Brampton

2. Agenda Brampton’s Corporate Asset Management Journey
Corporate Asset Management Governance Model
Corporate Asset Management Network
Strategic AM Policy
Next Steps

3. CITY OF BRAMPTON

4. Brampton’s Strategic Plan

5. Long-Term Financial Planning
Corporate Asset Management Policy
Asset
Management Planning
Strategic Planning
Budgeting
Processes
Long-Term Financial Planning
In 2016, the City of Brampton put in place an Asset Management Policy, in response to the growing needs to manage its asset and in pressure from higher
Level of Government (e.g. Federal Government) – A Policy and Strategic Plan were needed to receive Gas Tax Funding (approximately $31 million annually)
The City of Brampton has put together a Strategic Corporate Asset Management Plan in 2016.
“Coordinated activity of an organization to realize value from its assets” Source: ISO55000

6. Ontario Regulation 588/17
The Ontario Government (Provincial body) enacted Regulations for Asset Management Planning as of January 2018
Implementation of the Regulation is tied to Federal and Provincial Funding. Federal Government acts as bonding agency for municipality
Policy will include key elements of Asset Management Strategy – includes coordination with Master Plans, AM Capacity Building and accountability at the Leadership level. Smaller Communities will have less strict requirements, however Brampton, as a larger City, is expected to comply with the full extent of the Regulation’s requirements.
Stormwater, Roads and Bridges will be part of Phase I (by 2021) all other assets will require to be included in the Asset Management Plan by 2023
By 2024 a Long Term Asset Financing Plan will be required for all infrastructure, with consideration with Proposed (future) Levels of Service

7. Brampton’s Corporate Asset Management Journey
Corporate Asset Management Office
Asset Management Planning Regulation
Representation from all Service Areas in Corporate Asset Management Network
Developed a Corporate AM Plan to meet requirements of Federal Gas Tax Agreement
Council Endorsed Future Corporate AM Roadmap
Strategic Asset Management Policy
Comprehensive Asset Inventory
Levels of Service Framework
Integration with Financial Planning
2016
2017
2024+
Training & Innovation Centre
Future Ready Brampton
Launched Asset Management Training and Innovation Centre
100+ Graduates to date
Asset Management Strategies
Brampton Transit’s Asset Management Plan
Evidence Based Decision Making
Sustainable Levels of Service
Alignment with ISO 55000

8. Corporate Asset Management (CAM) Planning Timeline
Implications of Ontario Regulation 588/17

9. Elements of ISO 55000 Assessment
In keeping with the ISO framework, the City of Brampton is strongly focused on the fundamental block to the successful implementation of a mature Asset Management Strategy – putting the right Governance in place to support and sustain its journey.
The Corporate Asset Management Network has been a key part of instilling a culture of asset management innovation

10. Brampton’s Asset Management (AM) Governance Structure
Council
Corporate Leadership Team
Asset Management Steering Committee
Corporate AM Office 
AM Technical Leads
AM Network
Implements the CAM Roadmap in collaboration with the AM Technical Leads
Strategically develop, administer and support asset management activities
Deliver and manage services:
80+ staff and external support

11. Brampton’s Asset Management (AM) Governance
Top Management Endorsement and Direction – Corporate Leadership Team (CLT) includes Chief Administrative Officer and most Senior Asset Stewards (Commissioners). Continuous and Ongoing Partnership – between the Corporate Asset Management Office and the AM Network
What makes Brampton’s Governance Structure successful?
Senior decision makers (at the highest executive level) are engaged, informed and consulted in setting key direction and establishing Policies and Directives
CAMO continuously engages the AM network or build support and capacity within the organization, and share ‘pain point’ and successes – opportunity to learn from each other

12. Brampton’s Asset Management (AM) Governance
Full Integration of Roadmap Delivery with Service Areas - CAM Steering Committee is composed of Senior Managers from all asset- owning Service Areas
Senior Service Areas Leads – supportive and involved in decision making – complete line of sight between highest executive level (Corporate and Executive Offices) and front line Asset Management Delivery

13. Brampton’s Corporate Asset Management Office (CAMO)
Corporate Asset Management Office (CAMO) is located under Corporate Services.
CAMO act as partners and coordinators for all of the city services. CAMO is tied very closely to Finance, but there are connections to all the other departments as well.
Why Corporate Services:
Providing an unbiased approach - not confined to one Service Area
ability to ultimately demonstrate optimized evidence-based decision-making.
CAMO acts an impartial body to standardize and coordinate Asset Management Activities
Putting CAMO in Corporate Services (versus an asset-rich Service Area such as Public Works) ensures that optimization is seen as unbiased.
Strong link to the Treasures and Finance stresses focus on sustainability and Long Term Financial Planning

14. Corporate Asset Management Network
Asset Management Network Team (AMN)
Representation from Senior Managers from each Service Area (Technical Leads)
Broader representation of technical experts and Strategic Partners (e.g. IT Professionals, frontline technical and operations staff, Finance)
Ongoing communication – Asset Management goals are never far from the mind
Ongoing forum for Change Management – the creation of a large pool of ‘champions’ within the Service Areas
CHAMPION
The Asset Management Network consists on over 80 representatives from all service areas
Network Leads (one lead per Service Areas) are actively engaged as partners in the development of Departmental Plans, as well as engaged in technical discussion and setup of Standards (for example, standardized approach to an asset registry)

15. Why Establish an Asset Management Network?
A comprehensive Asset Management System cannot be developed in isolation – early input from Service Leads = coordinated effort and pooled resources “Buy-In” from Service Areas – most effective change management happens when Supervisory staff are leading the change In-House Expertise – leverage asset owner’s knowledge of ‘pain points’ and technical expertise in developing good Asset Management Strategies
Communicate Strategic Objectives and Direction from the AM Steering Committee
Get feedback from Service Areas on ongoing initiatives – get the “Big Picture” of Corporate-wide AM implementation and its challenges
Foster a sense of participation and comradery
Share and Celebrate Achievements!

16. Benefits of the AM Network
Opportunity to shape the AM Roadmap –participate in decision making and in setting priorities
Expertise and Assistance – Access to a pool of like- minded Asset Management professionals, right at your doorstep
A chance to be ‘heard’ – roundtable approach to showcase projects and achievements within Service Areas
Globally recognized training – AM Network members were given first priority by the Training and Innovation Centre

17. Asset Management Training and Innovation Centre
The IAM is planning to achieve Chartered Status and develop a Register of Professionals in Asset Management. This will position Asset Management alongside well respected professions such as engineering, accounting and law; and will increase the IAM’s professional standing globally.
Phase 1: Pilot Launch
50+ Graduates
Phase 3: Bridging the Gap
2017
2018–2019
2020+
Phase 2: Partnership Network Building
Training and Innovation Centre as an added bonus for membership into the Network – globally recognized training is prioritized for Network Members, in recognition of the needs to build AM capacity within the front lines
Chartership Status
“Brampton is one of leading municipalities in the world in the adoption of Asset Management by integrating the ISO international standard into its broader governance and asset risk framework.” Mr. Richard Edwards, Past President, Institute of Asset Management (IAM)

18. Benefits of the AM Network
Staff Engagement and Recognition within the Organization!
Formal recognition from the CAMO Team and the Treasurer – visible branding and ‘membership’

19. Lessons Learned from the AM Network Journey
Ongoing participation – membership of the Network changes with shifts in positions, roles and responsibility
Decision Making – need to prioritize over competing priorities
Alignment with the “Top” – AM Network must keep the vision of the Steering Committee in mind
Change Management –to release “the way it has always been done” and embrace a new approach

20. The Future of the AM Network – Shaping Corporate Culture and Values
The AM Network is poised to assist the City of Brampton in the delivery of a “Future Ready” Asset Management Program
Brampton’s leadership in establishing an active mechanism to foster Change Management will allow for a smooth delivery of its Roadmap
Sharing of resources and coordination of initiatives will result in greater efficiency
Ongoing communication and sharing will create cohesive “Top-down” and “Bottom- up” views
Developing a Corporate Culture which values Asset Management and sees the benefits at all levels will be key to the Corporate Asset Management’s Program success and to meeting Regulatory requirement by 2024.
A culture of innovation will be key in developing a “living document” approach to AMP – not a report that sits on the shelf but a coordinate and optimized effort to improve asset stewardship activities

21. Next Steps
Regular CAM Network and Steering Committee Meetings – Keep the Momentum Going! Endorsement of the CAM Governance Structure Strategic Asset Management Policy

22. THANK YOU!
Questions? Visit
Vanessa Chau, P.Eng.
Grace McLenaghan, P.Eng., PMP