1. Strategic Decision Making And Resiliency
Nigel D’Souza, P.Eng. CAMA ISO55001/2
Asset Management Consultant
City of Mississauga

2. Think about a time…. Resiliency in action
Had to get something done, but it was impossible.
Had to think of all the options, pick the right decision, but then I needed support to make it happen.

3. So what? Have common objectives Effectively tell our story
Focus on what’s important

4. The City of Mississauga

5. 334 buildings $2 billion Population: 721,599 (2016 census)
Canada’s 6th most populous city
Encompasses sq km’s
4.4 Million Square Feet
5.6 Million Square Feet
27%
2000
2017
replacement
value
over
$2 billion
334 buildings
298 parks lighting
& electrical
229 paved
parking lots 5

6. Where does decision making happen?

7. Where Does Decision Making Happen?

8. What do we need to decide?
…and how do we know what to do?
Operating Plan
Maintenance Plan
Refurbishment/Replacement Plan ….
“Sometimes a feeling is all we humans have to go on.”
-Capt. J. T. Kirk

9. Council Sr.Mgmt. O&M Mgmt. Corp. Risk. Mgmt. Asset Mgmt. Alignment
OBJECTIVES
Tactical Application

10. Risk needs to be considered for decisions
Example:
Likelihood of Failure
Consequence of Failure
Health & Safety
Environmental Compliance
Disruption to the community / Public Image
Inability to meet process functional service levels
All financial consequences (Fines, R&R, property damage, loss of revenue, etc.)
Condition
Effectiveness of O&M Protocols (SOP)
Ability to Meet Functional Requirements
Maintainability
Operability

11. Evaluating Options Cost Benefit Analysis (CBA)
Multi-Criteria Analysis (MCA)
Risk Based evaluation
Condition Rating
Net Present Value
MTBF/Service Impacts/Emergency Work
Regulatory Requirements

12. Are we doing a great job?

13. Be proud
Great things happening in all our organisations
…but why!

14. How many organisations measure results…
Met budget
Reduced costs
More efficient
Achieved our ROI (return on investment)
Our assets are in good condition

15. How do many departments measure results
Met budget
Reduced costs
More efficient
Achieved our ROI (return on investment)
Met service targets

16. Results Asset Management seeks optimisation for…
‘triple bottom line results’
Economic Performance (Financial performance for stakeholders)
Environmental Impact (Sustainability)
Social Responsibility
For a municipality: Shareholders = Customers

17. Our Purpose as Asset Managers
‘Our purpose is to foster a community through service excellence’
However…
‘Our responsibility is to support our purpose triple bottom line results’

18. Our Asset Management Journey
PEMAC Asset Management Conceptual Model: pemac.org/knowledge/pemac-body-knowledge

19. The Relationship and Emphasis on Maintenance
PEMAC Asset Management Conceptual Model: pemac.org/knowledge/pemac-body-knowledge

20. The Relationship and Emphasis on Maintenance
PEMAC Asset Management Conceptual Model: pemac.org/knowledge/pemac-body-knowledge

21. Resiliency for our Purpose
Enabling resiliency through decisions
Enabling resiliency through support of decisions
There is work that needs to be done to support our purpose through our responsibilities.

22. Enabling Resiliency

23. Sources of Information
Push Sources
User identified
Modeled
Condition Monitoring
Pull Sources
Desktop review
Facilitated review
Physical review

24. How to embed Resiliency
Contingency
maintenance/monitoring regime
Planning for variances in decision outcomes
Response tactics
RCM
RCFA
Failure Management
Champions
Competency and Maturity Evaluations
Knowledge Sharing within/between organisations
New skills required for changes needed
Learning (Developing/Sustaining Competencies)

25. How do we foster resiliency in Asset Management?
Asset Redundancy/Spares
Emergency/Contingency plans
Enable People with training, information, and tools

27. Questions