A five-year strategy and implementation plan to support the City in realizing its 2040 vision to be a model for sustainable Canadian cities through strategic improvements in asset management processes and practices
January 2019
ASSET MANAGEMENT STRATEGY AND ROADMAP
City of Prince George Asset Management Strategy and Roadmap Page | i
© 2019, the City of Prince George. All Rights Reserved.
The preparation of this document was carried out with assistance from the Government of Canada and the Federation of Canadian Municipalities. Notwithstanding this support, the views expressed are the personal views of the authors, and the Federation of Canadian Municipalities and the Government of Canada accept no responsibility for them.
The original version of this document was prepared by Urban Systems Ltd. for sole use by the City of Prince George. No representations of any kind are made by Urban Systems Ltd. or its employees to any party with whom Urban Systems Ltd. does not have a contract.
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DDocument Control
EDocs #492118
Rev No Date Revision Details Author Reviewer Approver
0 2019-01-01 Final Consultant’s Deliverable Urban Systems
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Table of Contents
Glossary ...........................................................................................................................................................v Executive Summary ....................................................................................................................................... vi Part 1 Overview of the Asset Management Strategy and Roadmap ........................................................... 2
1.1 The City’s Vision as a Sustainable City ...................................................................................... 3 1.2 Challenges to Realizing this Vision ............................................................................................ 3 1.3 Asset Management as a Pathway to Sustainability .................................................................. 3 1.4 Purpose of the Asset Management Strategy and Roadmap .................................................... 4 1.5 Using the Asset Management Strategy and Roadmap ............................................................. 4
Part 2 Asset Management Framework and Governance ............................................................................ 5 2.1 The City’s Asset Management Framework ................................................................................ 6 2.2 Asset Management Planning Process ....................................................................................... 6 2.1 Governance Structure ................................................................................................................ 7
Part 3 Where are we at? ................................................................................................................................ 8 3.1 What Assets Do We Have? ......................................................................................................... 9 3.2 What is the State of our Assets?.............................................................................................. 10 3.4 Maturity of Asset Management Processes and Practices ...................................................... 12 3.5 Strategic Outlook ...................................................................................................................... 13
Part 4 Where do we want to be? ................................................................................................................. 14 4.1 The City’s Vision and Goals ...................................................................................................... 15 4.2 Asset Management Objectives ................................................................................................ 15
Part 5 How will we get there? ...................................................................................................................... 17 5.1 Asset Management Improvement Strategies ......................................................................... 18 5.2 Roadmap for Implementing the Strategies............................................................................... 20
Tables
Table 1 Assets Used for Providing Services ......................................................................................................... 9 Table 2 Asset Replacement Values (2017 dollars) .......................................................................................... 10 Table 3 City Goals that are Supported by Asset Management ........................................................................ 15 Table 4 Asset Management Improvement Strategies ...................................................................................... 18
Figures
Figure 1 Asset Management Framework ............................................................................................................. 6 Figure 2 Asset Management Planning Process ................................................................................................... 7 Figure 3 Asset Management Governance ............................................................................................................ 7 Figure 4 Approximate 2017 Replacement Value of City Assets (millions) ...................................................... 11 Figure 5 Asset Age Profile .................................................................................................................................. 11
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GGlossary
Asset management - an integrated and continuous process of making capital and operational decisions about assets that are informed by cost, risk, and service levels. Sustainable service delivery is the goal of asset management.
Level of service – the defined quality for a particular activity or service area against which performance can be measured. Level of service usually relates to quality, quantity, reliability, responsiveness, environmental acceptability, and cost. Lifecycle costs – the total cost of an asset over its service life, including the initial capital cost as well as the cost of ongoing operations and maintenance, renewal, replacement, and disposal.
Sustainable service delivery – an approach to delivering services that ensures that services are provided to the community today in a way that:
is fiscally, environmentally, and socially responsible; is adaptive to changing circumstances and future conditions; and does not compromise the ability of future generations to meet their own needs.
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Executive Summary
What is Asset Management and Why Is It Important?
Infrastructure assets such as roads and sidewalks, water, drainage, and sewer infrastructure, parks and public buildings deliver important services to communities. A key challenge facing local governments throughout British Columbia is the long-term sustainability of these services. This calls for local governments to manage their assets in a way that supports sustainable service delivery.
Asset management is an integrated and continuous process of making capital and operational decisions about assets that are informed by cost, risk, and service levels. Sustainable service delivery is the goal of asset management. Sustainable service delivery is the goal of asset management.
The City’s Asset Management Strategy and Roadmap
The City developed this Asset Management Strategy and Roadmap as part of its efforts to improve in asset management, in support of sustainable service delivery. The Strategy directly aligns with the City’s Asset Management Policy. The purpose of the Strategy is to outline strategic improvements for how the City:
effectively aligns corporate plans, strategies, and operations; makes informed and transparent decisions about asset management, including the long-term
planning, financing, operation, maintenance, upgrade, renewal, replacement, and disposal of capital infrastructure assets;
continuously improves its asset management processes and practices; builds resiliency to the impacts of climate change through asset management decisions; and engages stakeholders in asset management.
The Strategy describes where the City is currently at in terms of the assets it owns, the City’s maturity in asset management processes and practices, where the City wants to be, and improvement strategies to get there. The Roadmap details the prioritized actions that the City will take to implement the improvement strategies, as well as the timeline over which the actions should be carried out. State of the City’s Assets
Figures 1 and 2 one the following pages show why it is so important to have a strategy in place for effectively managing the City’s assets.
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FFigure ES-1 Asset Age Profile
As shown in Figure ES-1, many of the City’s assets were built in the 1970s and will need to be strategically replaced while also supporting the City in meeting its service sustainability and climate change adaptation and mitigation goals.
As shown in Figure ES-2, the City’s assets are valued at almost $3 billion in terms of replacement cost.
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Bridges Civic Facilities District EnergyFleet Parks & Trails RoadsSanitary Sewer Sidewalks & Walkways Storm DrainageStreet Lights Water
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FFigure ES-2 Approximate 2017 Replacement Value of City Assets (millions)
Asset Management Practices and Strategic Outlook
As part of the process to develop the Strategy and Roadmap, an assessment was conducted of current asset management processes and practices. Given the assets the City owns, the state of the City’s assets, and the City’s current maturity levels in asset management, the City’s strategic outlook is overall positive. Current funding levels are likely insufficient to achieve financial sustainability over the long term. However, the City is investing in improvements in asset management processes and practices and with further improvements, including increased funding levels, the City will move towards service sustainability.
Asset Management Objectives and Improvement Strategies
Based on the strategic outlook, eight key objectives for the City’s asset management processes and practices were identified. These are also the basis of the City’s Asset Management Policy. Improvement strategies to make progress towards these objectives are summarized in Table ES-1.
Roads, $1,118
Water, $428Sanitary Sewer, $475
Storm Drainage,
$210
Civic Facilities, $485
Sidewalks & Walkways, $74
Parks & Trails, $62Bridges, $54 Fleet, $40 District Energy, $20
Street Lights, $17Roads
Water
Sanitary Sewer
Storm Drainage
Civic Facilities
Sidewalks & Walkways
Parks & Trails
Bridges
Fleet
District Energy
Street Lights
Total: $2.98 billion
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TTable ES-1 Asset Management Improvement Objectives and Strategies
Objective Where we want to be
Improvement Strategies How to get from where we are to where we want to be
1. The City demonstrates organizational alignment and commitment to sustainable service delivery.
a. Formally adopt and enforce the revised Asset Management Policy. b. Improve communication about asset management and decision-
making with staff, Council, and the public. c. Reference the AM Policy and Strategy when developing/updating
corporate and asset-related strategies, policies, and plans. d. Develop standard operating procedures and maintenance schedules
so that they achieve target levels of service.
2. Decisions about service delivery are prioritized in a clear, consistent, and transparent way based on trade-offs between level of service, lifecycle cost, and risk.
a. Develop and implement a risk framework for each major asset class. b. Develop and implement a condition assessment and rating framework
for all major asset classes, to support identification of risk. c. Establish levels of service for each major asset class. Integrate them
into budgeting and capital/O&M/master planning and decisions. d. Develop and implement a prioritization framework (applicable to all
asset classes) for annual budgeting that considers risk to service delivery, lifecycle cost, and trade-offs. Integrate into the Financial Plan.
e. Develop and regularly update asset management plans for each major asset class, considering lifecycle costs of delivering target LOS and managing risks to target LOS. Integrate them into budgets and capital/O&M/master planning and decisions.
f. Ensure that development standards promote selection of lowest lifecycle cost infrastructure options, and align with target level of service.
g. Consider lifecycle costs and trade-offs in land use decisions.
3. Appropriate information and tools are available, integrated, and used alongside professional judgement to inform decisions.
a. Develop and implement Asset Data Governance Standards. b. Ensure roles, responsibilities, and standard operating procedures for
data collection and management are defined and clearly understood. c. Ensure the source of data and limitations of data are clear. d. Collaborate across departments/asset owners during planning and
decision-making processes to make decisions using outputs of software/tools.
e. Ensure appropriate software systems are in place, are well-used, and are appropriately integrated.
4. Sufficient financial resources are in place to enable sustainable service delivery and continuous improvement in asset management.
a. Review the Sustainable Finance Guidelines when developing the annual budget and when establishing cost recovery strategies.
b. Ensure taxation, user rates, fees, and charges are informed by lifecycle costs and enable the City to meet target levels of service.
c. Develop and implement a pooled / envelope funding model for services.
d. Develop and implement a long-term Financial Plan that is informed by lifecycle costs and defined service levels.
e. Clearly communicate to Council the capital and operating budget needs to meet levels of service, and communicate trade-offs of not meeting operating needs.
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OObjective Where we want to be
IImprovement Strategies How to get from where we are to where we want to be
5. Sufficient human resources are in place to enable sustainable service delivery and continuous improvement in asset management.
a. Develop an Asset Management Steering Committee. b. Ensure that roles and responsibilities in asset management and
decision-making (asset management governance) are clear and understood.
c. Develop and implement a Knowledge Retention Strategy d. Review staffing levels annually when developing the annual budget.
Ensure they are sufficient to provide the defined level of service. e. Provide ongoing training and professional development opportunities
to staff that support asset management improvements. f. Ensure that the annual budget and annual departmental work plans
are informed by the Asset Management Strategy and Roadmap to enable implementation.
6. The City’s approach to asset management builds the City’s resiliency to climate change and supports its climate change adaptation and mitigation goals.
a. Integrate vulnerability to climate change into the City's risk frameworks and management processes.
b. Use the Energy and GHG Management Plan as an input to levels of service and Asset Management Plans.
c. Articulate and quantify the municipal services provided by natural assets. Identify and manage risks to these services.
d. Develop and implement a Climate Adaptation Plan. Ensure the CAP considers the role of natural assets in achieving adaptation goals.
e. Identify and implement opportunities to mitigate climate impacts through City operations.
f. Integrate climate impacts into land use planning and decision-making. g. Use the City's regulations and design standards as a tool for climate
change adaptation and mitigation.
7. The City continuously improves in sustainable service delivery, and measures, tracks, and communicates progress.
a. Implement and regularly update the Asset Management Strategy and 5-Year Roadmap.
b. Measure, track, and communicate progress on implementation of the Asset Management Strategy and Roadmap.
8. Stakeholders are appropriately engaged in decisions about sustainable service delivery.
a. Improve communication about asset management and decision-making with staff, Council, and the public.
b. Develop and implement a Communication and Engagement Strategy as part of the process to define levels of service.
c. Strengthen servicing agreements with lease-holders of City-owned facilities.
Asset Management Roadmap
The City’s Asset Management Roadmap describes the following:
the desired outcomes of each improvement strategy specific actions that need to be taken to implement each strategy the anticipated impact and effort of each action the priority level of each action and when it should be implemented responsibility for leading implementation
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PPart 1
Overview of the Asset Management Strategy and Roadmap
» The City’s Vision as a Sustainable City
» Challenges to Realizing this Vision
» Asset Management as a Pathway to Sustainability
» The Purpose of the Asset Management Strategy and Roadmap
» Using the Strategy and Roadmap
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1.1 The City’s Vision as a Sustainable City
The City of Prince George, together with the community, established a vision for the future in its 2010 Integrated Community Sustainability Plan, myPG:
As BC’s northern capital, Prince George is a model for sustainable Canadian cities. The local environment is healthy, supporting a robust economy and an enviable quality of life for residents. Everyone has housing they can afford, good food on the table, and a strong, supportive network of friends and co-workers. Built on regional assets, the economy is strong and stable. A vibrant downtown, great community, affordable lifestyle, and spectacular natural setting are Prince George’s greatest strengths.
1.2 Challenges to Realizing this Vision
A key challenge facing the City, and indeed local governments across Canada, is the long-term sustainability of services that rely on infrastructure assets, such as roads and sidewalks; water, drainage, and sewer infrastructure; parks and public buildings. Some of the challenges related to sustainable service delivery include:
Ageing assets need renewal and replacement in order to sustain service levels, and the condition and longevity of assets can be difficult to determine.
Financing needs for the operation, maintenance, replacement, and renewal of assets can be large, requiring planning for large peaks and troughs in expenditure for renewing and replacing such assets.
As communities grow and land use changes, the demand for new and improved services grows, which adds to the financing complexity.
Impacts from climate change, such as increased flooding, forest fires, water shortages, and increased population growth present risks to service and financial sustainability.
The construction, operation, maintenance, replacement, and renewal of assets contributes to greenhouse gas emissions that in turn contribute to climate change.
1.3 Asset Management as a Pathway to Sustainability
The challenges described above call for the City to manage its assets in a comprehensive and systematic way that supports ssustainable service delivery, meaning that services are provided to the community today in a way that:
is fiscally, environmentally, and socially responsible; is adaptive to changing circumstances and future conditions, including changes in climate; and does not compromise the ability of future generations to meet their own needs.
Asset management is an integrated and continuous process of making capital and operational decisions about assets that are informed by cost, risk, and service levels.
Sustainable service delivery is the goal of asset management
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11.4 Purpose of the Asset Management Strategy and Roadmap
The Asset Management Strategy and Roadmap supports the City in achieving its 2040 vision to be a model for sustainable Canadian cities through improvements in asset management processes and practices. The Strategy and Roadmap outline strategic improvements for how the City:
effectively aligns corporate plans, strategies, and operations; makes informed and transparent decisions about asset management, including the long-term
planning, financing, operation, maintenance, upgrade, renewal, replacement, and disposal of capital infrastructure assets;
continuously improves its asset management processes and practices; builds resiliency to the impacts of climate change through asset management decisions; and engages stakeholders in asset management.
The Strategy describes where the City is currently at in terms of the assets it owns, the City’s maturity in asset management processes and practices, where the City wants to be, and strategies to get there. The RRoadmap details the prioritized actions that the City will take to implement the strategies, as well as the timeline over which the actions should be carried out and the resources required to do so.
1.5 Using the Asset Management Strategy and Roadmap
The Strategy and Roadmap is a tool for both City staff and Council. Staff will use the Strategy and Roadmap to guide operations, annual work planning, and annual budgeting. Council will use the Strategy and Roadmap to inform their decisions about the allocation of resources towards priorities for improvements in asset management.
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PPart 2
Asset Management Framework and Governance
» Asset Management Framework
» Asset Management Planning Process
» Governance Structure
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22.1 The City’s Asset Management Framework
The City’s asset management framework is shown in Figure 1 below.
Figure 1 Asset Management Framework
None of these components is static – each is a “living” tool or system aimed at supporting the City in providing sustainable service delivery. The intent is that each component is developed and then reviewed on a regular basis so that all components are increasingly more integrated and relevant to the City.
With that said, the framework shown above represents a desired ‘end state’ in terms of how the various components of the framework fit together and inform one another. Each is currently at various stages of maturity, and the 5-Year Asset Management Roadmap describes strategies and actions to progressively build out the framework.
2.2 Asset Management Planning Process
Asset Management for Sustainable Service Delivery: A BC Framework establishes a high-level, systematic approach that supports local governments in moving toward service, asset, and financial sustainability through an asset management process. This process is what is used by the City, and it is illustrated in Figure 2.
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FFigure 2 Asset Management Planning Process
2.1 Governance Structure
Governance is the structure of responsibilities for the oversight and implementation of asset management, for the purpose of providing sustainable service delivery. An overview of the City’s asset management governance structure is illustrated in Figure 3.
Figure 3 Asset Management Governance
Senior Leadership Team
AM Champion / Steering Committee Chair
AM Steering Committe
DivisionalManager
Divisional Manager
DivisionalManager
Divisional Manager
Senior guidance on strategic issues related to corporate decision-making; provide direction on corporate AM projects and initiatives; empower staff to lead improvements in AM.
Provide leadership to the AM Steering Committee; lead internal stakeholder engagement, relationship-building and awareness-building within the City.
Direction-setting committee with representation from Engineering, Public Works, Finance, Planning, Climate Change, and IT. Include representation from the SLT (CAO and Public Works Director). Lead implementation of the Strategy and Roadmap.
Support implementation of the Strategy and Roadmap by adopting and leading change at a Divisional level. Empower staff to support implementation of improvements in AM.
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PPart 3
Where are we at? » What Assets do we Have?
» What is the State of our Assets?
» Maturity of Asset Management Processes and Practices
» Strategic Outlook
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33.1 What Assets Do We Have?
The City uses infrastructure assets to provide services to the community. The range of infrastructure assets and the services provided from the assets is shown in Table 1.
Table 1 Assets Used for Providing Services
Asset Class Description Services Provided
Roads Road network made up of 325 lane km’s of arterials, 143 lane km’s of major collectors, 191 lane km’s of minor collectors, 816 lane km’s of locals, 60 lane km’s of alleys, and 254 lane km’s of gravel roadways.
Safe and reliable transportation for the community, region, industry and tourism.
Water Groundwater source wells and distribution system with chlorination disinfection. Comprised of wells, pumping stations, pressure reducing valves, reservoirs, and 560km of pressurized water mains. Includes 2,100 hydrants and 7,100 valves.
Safe, reliable drinking water and fire protection for most residential, commercial, industrial, and institutional properties within City limits.
Sanitary Sewer Sewer collection and treatment. Comprised of sewer liftstations for pumping sewerage to the Wastewater Treatment Plant or lagoons through 450km of gravity sewer mains and 17km of pressurized forcemains. Includes 5,300 manholes and 220km of service connections.
Sewer collection from residential, commercial, industrial, and institutional properties within City limits.
Storm Drainage
Storm water is collected through 5,500 catchbasins in the roadways and 40km of service connections from some commercial and residential properties. It is transported through 370km of storm mains and several liftstations.
Storm water collection from some residential, commercial, industrial, and institutional properties within City limits. Collection of storm water runoff from roadways.
Civic Facilities 65 City-owned buildings comprised of Fire Halls, Police, Aquatics, Arenas, Cultural, Parking, Administration, and buildings leased to 3rd party users.
Provide comfortable, healthy, social and recreational spaces for the use of the local government and the community.
Sidewalks & Walkways
193km of sidewalks and 13km of walkways.
Safe and reliable pedestrian network along roadways (sidewalks) and between roadways (neighbourhood walkways).
Parks & Trails 362 parks and green spaces (equaling 1,894ha), 25 ball diamonds, 18 sport fields, 38 basketball courts, 40 tennis courts, 282 park benches, 47 playgrounds, and 114km of trails.
Offerings range from nature and major parks and trails with, to athletic parks that cater to a variety of recreational activities, to downtown parks featuring prime areas for events or festivals.
Bridges 18 vehicle bridges and 6 pedestrian bridges.
Safe and reliable transportation connections over water bodies and other roadways.
Fleet 260 fleet vehicles and equipment comprised of passenger vehicles, construction vehicles and equipment, fire
Fleet vehicles and equipment support all of the services provided by the City.
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AAsset Class DDescription SServices Provided
trucks, vacuum/flusher trucks, cargo trailers, ice resurfacers, road patching equipment, manlifts, landscaping equipment, and snow clearing equipment.
District Energy Comprised of nearly 3km of distribution piping from Lakeland Mills sawmill to the downtown core. Includes a backup boiler facility and 12 heat exchangers.
Provides space heating and hot water to 11 downtown buildings using renewable energy.
Street Lights & Traffic Signals
4,672 streetlights along roadways including underground and some overhead electrical wiring. 43 pedestrian and traffic signalized intersections.
Lighting and safe traffic movements for pedestrians and drivers
Cemetery 50 hectares of land and a mausoleum. Includes an administration building and an equipment building.
Traditional burial for both full-casket and cremated remains. Crypts for casket internment or niches for cremated remains are available in the Mausoleum.
Solid Waste Parks and street decorative garbage bins and residential automated garbage carts.
Residential garbage pickup
Transit Some City owned bus shelters. Most assets are owned and operated by BC Transit.
Bus service in partnership with BC Transit
33.2 What is the State of our Assets?
Table 2 and Figure 4 show the 2017 replacement values of City’s assets. The asset age profile is shown in Figure 5.
Table 2 Asset Replacement Values (2017 dollars)
Asset Class Replacement Cost ($mmillions)
Roads 1,118 Water 428 Sanitary Sewer 475 Storm Drainage 210.5 Civic Facilities 485 Sidewalks & Walkways 74 Parks & Trails 62 Bridges 54 Fleet 40 District Energy 20 Street Lights 17 Total 2,9984
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FFigure 4 Approximate 2017 Replacement Value of City Assets (millions)
Figure 5 Asset Age Profile
Roads, $1,118
Water, $428Sanitary Sewer, $475
Storm Drainage,
$210
Civic Facilities, $485
Sidewalks & Walkways, $74
Parks & Trails, $62Bridges, $54 Fleet, $40
District Energy, $20
Street Lights, $17
2017 Approximate Replacement Value ($ in millions)
Roads
Water
Sanitary Sewer
Storm Drainage
Civic Facilities
Sidewalks & Walkways
Parks & Trails
Bridges
Fleet
District Energy
Street Lights
Total: $2.98 billion
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The preceding figures and tables show why it is important to have a strategy for effectively managing the City’s assets. They are valued at almost $3 billion in terms of replacement cost, and many of the City’s assets were built in the 1970s and will need to be strategically replaced while also supporting the City in meeting its service sustainability and climate change adaptation and mitigation goals.
33.4 Maturity of Asset Management Processes and Practices
The current maturity of the City’s asset management practices and competencies was assessed to identify strengths, challenges, and opportunities for improvements. The AssetSMART 2.0 assessment tool was used as a framework for assessing the City’s maturity in asset management as it aligns with the BC Framework. The core elements of asset management form the AssetSMART assessment categories and they include:
ASSETS INFORMATION FINANCES PEOPLE
The assessment was conducted by interviewing 25 members of administration (staff, managers, and senior leadership), and 4 members of Council. The assessment process and findings were documented in detail in the Asset Management Current-State Assessment (Urban Systems Ltd., 2018). A summary of the findings of the City’s current maturity is provided below.
UNDERSTANDING OF AASSETS
Overall, the City’s understanding of its assets is quite strong, with some variability between asset classes. The City has been unable to complete or maintain its inventory largely due to high standards for accuracy and precision of data that are not necessarily reflective of the intended use of the data. The City will benefit from developing data standards that reflect the intended use of the data, and from defining roles, responsibilities, and standard operating procedures for data collection and management.
INFORMATION TO SUPPORT DECISIONS
Overall, the City has a lot of information available to support the definition of condition, consequence, and risk; to inform definitions of service levels; to provide strategic direction on decision-making; and to track performance. The City’s challenge is in bringing this information together to make decisions. The City relies heavily on tools to support decisions and may benefit from bringing people together to bridge the gaps that exist in and between some tools. The City will benefit from leveraging its existing information, risk frameworks, and strategic direction to support decision-making, versus “starting from scratch”. The City will also benefit from assessing the impacts of climate change on assets and using this to inform capital and operating decisions.
01234Policy
Strategy
Level of Service
RiskAsset
ReplacementPlans
Long-TermCapital Plans
Climate Change
01234Location
AttributeData
Install DateReplacementValue
NaturalAssets
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SSUSTAINABILITY OF FINANCES
The City does not currently fully recover the cost of providing services. Financial resources are not necessarily being applied to where they are needed most and there is pressure on the general fund. This leads to some services being chronically under-funded. The City will benefit from a comprehensive, consistent, and transparent approach to determining funding needs; communicating these needs to Council; and updating and enforcing policies to help ensure decisions are being made in accordance with best practices.
PPEOPLE CAPACITY AND EFFECTIVENESS
Like many communities, the City is currently doing a lot with limited resources. Staff strive to move towards proactive planning, but are often occupied with immediate pressures. Local conditions mean staff are stretched across different services and need to regularly adapt to new functions. The City will benefit from bringing together people in cross-departmental forums to address servicing issues not readily solved by tools. The City will also benefit from developing and implementing a knowledge retention strategy to capitalize on the deep experience of its seasoned staff and the young talent available.
33.5 Strategic Outlook
Given the assets the City owns, the state of the City’s assets, and the City’s current maturity levels in asset management, the City’s strategic outlook is overall positive. Current funding levels are likely insufficient to achieve financial sustainability over the long term; however, the City is investing in improvements in asset management processes and practices and with further improvements, including increased funding levels, the City will move towards service sustainability.
01234
People Capacity
Awareness
TeamworkRoles
Decision-Making
01234
gFinancial
Plan
Revenues
Reserves
Debt
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PPart 4
Where do we want to be? » The City’s Vision and Goals
» Asset Management Objectives
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44.1 The City’s Vision and Goals
The City’s vision for 2040, as expressed in myPG, is to be a mmodel for sustainable Canadian cities.
myPG articulates numerous goals related to this vision. These goals describe where the City wants to be in terms of “Social Development”, “Environment”, “Economic Development”, and “City Government”.
The City’s Asset Management Strategy and Roadmap aims to support the City in achieving all of these goals; however, those that most directly guide the Strategy and Roadmap fall under the category of “City Government” and “Environment” and are listed in Table 3.
Table 3 City Goals that are Supported by Asset Management
Goall Description
Sustainable Infrastructure The City manages the procurement, construction, maintenance, rehabilitation, and replacement of its physical assets considering lifecycle cost, risk, and service level continuity.
Sustainable Fiscal Management
The City will be financially sustainable, with the revenue resources required to support its plans and infrastructure and provide services that citizens and businesses need.
Organizational Excellence The City is a responsive, cost-effective, people-centered service delivery organization that understands customer needs and strives to exceed the expectations of those it serves.
Effective Governance The City works cooperatively with its partners in the government, education, health, and business sectors, and with the Lheidli T’enneh and other First Nation organizations.
Reduce Carbon Emissions and Adapt for Climate Change
Prince George has reduced carbon emissions and dependence on fossil fuels, and is prepared for climate change.
Green City, Green Practices Prince George is a green city with healthy habitat and forests, and a strong environmental consciousness, led by government and local organizations that demonstrate sustainable practices.
4.2 Asset Management Objectives
The City’s Asset Management Policy is a tool that aims to support the City in achieving its vision and goals by establishing objectives for asset management. These objectives provide direction for strategies, actions, and decisions that are implemented at the City so that they are in accordance with asset management best practices.
The City’s asset management objectives include the following:
1. The City demonstrates organizational alignment and commitment to sustainable service delivery
2. Decisions about service delivery are prioritized in a clear, consistent, and transparent way based on trade-offs between level of service, lifecycle cost, and risk.
3. Appropriate information and tools are available, integrated, and used alongside professional judgement to inform decisions.
4. Sufficient financial resources are in place to enable sustainable service delivery and continuous improvement in asset management.
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5. Sufficient human resources are in place to enable sustainable service delivery and continuous improvement in asset management.
6. The City’s approach to asset management builds the City’s resiliency to climate change and supports its climate change adaptation and mitigation goals.
7. The City continuously improves in sustainable service delivery, and measures, tracks, and communicates progress.
8. Stakeholders are appropriately engaged in decisions about sustainable service delivery.
The Strategy and Roadmap sets out the path for meeting these objectives through strategic improvements beginning in 2019.
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PPart 5
How will we get there? » Asset Management Improvement Strategies
» Roadmap for Implementing the Strategies
City of Prince George Asset Management Strategy and Roadmap Page | 18
55.1 Asset Management Improvement Strategies
The following strategies will support the City in achieving its 2040 vision and goals and the objectives set out in the Asset Management Policy. Table 4 summarizes the City’s objectives and improvement strategies.
Table 4 Asset Management Improvement Strategies
Objective Where we want to be
Improvement Strategiies How to get from where we are to where we want to be
1. The City demonstrates organizational alignment and commitment to sustainable service delivery.
a. Formally adopt and enforce the revised Asset Management Policy. b. Improve communication about asset management and decision-making
with staff, Council, and the public. c. Reference the AM Policy and Strategy when developing/updating
corporate and asset-related strategies, policies, and plans. d. Develop standard operating procedures and maintenance schedules so
that they achieve target levels of service.
2. Decisions about service delivery are prioritized in a clear, consistent, and transparent way based on trade-offs between level of service, lifecycle cost, and risk.
a. Develop and implement a risk framework for each major asset class. b. Develop and implement a condition assessment and rating framework
for all major asset classes, to support identification of risk. c. Establish levels of service for each major asset class. Integrate them into
budgeting and capital/O&M/master planning and decisions. d. Develop and implement a prioritization framework (applicable to all asset
classes) for annual budgeting that considers risk to service delivery, lifecycle cost, and trade-offs. Integrate into the Financial Plan.
e. Develop and regularly update asset management plans for each major asset class, considering lifecycle costs of delivering target LOS and managing risks to target LOS. Integrate them into budgets and capital/O&M/master planning and decisions.
f. Ensure that development standards promote selection of lowest lifecycle cost infrastructure options, and align with target level of service.
g. Consider lifecycle costs and trade-offs in land use decisions.
3. Appropriate information and tools are available, integrated, and used alongside professional judgement to inform decisions.
a. Develop and implement an Asset Data Governance Standards. b. Ensure roles, responsibilities, and standard operating procedures for
data collection and management are defined and clearly understood. c. Ensure the source of data and limitations of data are clear. d. Collaborate across departments/asset owners during planning and
decision-making processes to make decisions using outputs of software/tools.
e. Ensure appropriate software systems are in place, are well-used, and are appropriately integrated.
4. Sufficient financial resources are in place to enable sustainable service delivery and continuous improvement in asset management.
a. Review the Sustainable Finance Guidelines when developing the annual budget and when establishing cost recovery strategies.
b. Ensure taxation, user rates, fees, and charges are informed by lifecycle costs and enable the City to meet target levels of service.
c. Develop and implement a pooled / envelope funding model for services. d. Develop and implement a long-term Financial Plan that is informed by
lifecycle costs and defined service levels. e. Clearly communicate to Council the capital and operating budget needs
to meet levels of service, and communicate trade-offs of not meeting operating needs.
5. Sufficient human resources are in place to enable sustainable service
a. Develop an Asset Management Steering Committee. b. Ensure that roles and responsibilities in asset management and decision-
making (asset management governance) are clear and understood. c. Develop and implement a Knowledge Retention Strategy
City of Prince George Asset Management Strategy and Roadmap Page | 19
OObjective Where we want to be
IImprovement Strategiies How to get from where we are to where we want to be
delivery and continuous improvement in asset management.
d. Review staffing levels annually when developing the annual budget. Ensure they are sufficient to provide the defined level of service.
e. Provide ongoing training and professional development opportunities to staff that support asset management improvements.
f. Ensure that the annual budget and annual departmental work plans are informed by the Asset Management Strategy and Roadmap to enable implementation.
6. The City’s approach to asset management builds the City’s resiliency to climate change and supports its climate change adaptation and mitigation goals.
a. Integrate vulnerability to climate change into the City's risk frameworks and management processes.
b. Use the Energy and GHG Management Plan as an input to levels of service and Asset Management Plans.
c. Articulate and quantify the municipal services provided by natural assets. Identify and manage risks to these services.
d. Develop and implement a Climate Adaptation Plan. Ensure the CAP considers the role of natural assets in achieving adaptation goals.
e. Identify and implement opportunities to mitigate climate impacts through City operations.
f. Integrate climate impacts into land use planning and decision-making. g. Use the City's regulations and design standards as a tool for climate
change adaptation and mitigation.
7. The City continuously improves in sustainable service delivery, and measures, tracks, and communicates progress.
a. Implement and regularly update the Asset Management Strategy and 5-Year Roadmap.
b. Measure, track, and communicate progress on implementation of the Asset Management Strategy and Roadmap.
8. Stakeholders are appropriately engaged in decisions about sustainable service delivery.
a. Improve communication about asset management and decision-making with staff, Council, and the public.
b. Develop and implement a Communication and Engagement Strategy as part of the process to define levels of service.
c. Strengthen servicing agreements with lease-holders of City-owned facilities.
City of Prince George Asset Management Strategy and Roadmap Page | 20
55.2 Roadmap for Implementing the Strategies
The City’s Asset Management Roadmap is shown on the following pages. It describes the following:
the desired outcomes of each improvement strategy specific actions that need to be taken to implement each strategy the anticipated impact and effort of each action the priority level of each action and when it should be implemented responsibility for leading implementation
IMPR
OVE
MEN
T ST
RAT
EGIE
S D
ESIR
ED O
UTC
OM
ES
KEY
ACT
ION
S IM
PAC
T ((L
,M,H
) EF
FOR
T (L
,M,H
) PR
IOR
ITY
(L,M
,H)
TIM
ING
(A
ppro
x Ye
arr)
(Dep
artm
enta
l)
dem
onst
rate
s or
gani
zatio
nal
alig
nmen
t and
sust
aina
ble
ally
ado
pt a
nd
rce
the
revi
sed
t Man
agem
ent
y.
Rel
evan
t cor
pora
te
stra
tegi
es, p
olic
ies,
and
pl
ans
are
info
rmed
by
each
ot
her a
nd th
ey s
uppo
rt
sust
aina
ble
serv
ice
deliv
ery.
Pr
esen
t to
Coun
cil f
or a
dopt
ion
early
in 2
01
9.
M
L H
2
01
9
R
evie
w th
e AM
pol
icy
ever
y fiv
e ye
ars
(with
the
Asse
t M
anag
emen
t Str
ateg
y an
d R
oadm
ap) a
nd id
entif
y ar
eas
whe
re g
reat
er e
nfor
cem
ent i
s re
quire
d an
d ta
ke a
ctio
ns to
im
prov
e
Co
nnec
t to
mon
itorin
g in
dica
tors
ref
eren
ced
in S
trat
egy
7b.
H
M
H
20
23
ove
com
mun
icat
ion
t ass
et
agem
ent a
nd
sion
-mak
ing
with
C
ounc
il, a
nd th
e c.
Coun
cil a
nd s
enio
r le
ader
ship
sup
port
sta
ff in
pr
ovid
ing
sust
aina
ble
serv
ice
deliv
ery.
D
evel
op a
nd im
plem
ent a
n in
tern
al c
omm
unic
atio
n pl
an
that
leve
rage
s in
tern
al c
ham
pion
s th
roug
hout
the
orga
niza
tion.
M
M
M
20
19
D
evel
op a
nd im
plem
ent a
n ex
tern
al c
omm
unic
atio
n pl
an.
L H
M
2
02
0
renc
e th
e AM
Pol
icy
Stra
tegy
whe
n lo
ping
/upd
atin
g or
ate
and
asse
t-ed
str
ateg
ies,
es
, and
pla
ns
G, O
CP, F
inan
cial
Cl
imat
e Ad
apta
tion
Miti
gatio
n Pl
ans,
er
Pla
ns, A
nnua
l rt
ing)
.
Rel
evan
t cor
pora
te
stra
tegi
es, p
olic
ies,
and
pl
ans
are
info
rmed
by
each
ot
her a
nd th
ey s
uppo
rt
sust
aina
ble
serv
ice
deliv
ery.
In
clud
e re
view
of t
he A
M S
trat
egy
and
Roa
dmap
in th
e Te
rms
of R
efer
ence
for t
he d
evel
opm
ent/
upda
te o
f eac
h st
rate
gy/p
olic
y/pl
an.
H
M
H
20
20
lop
stan
dard
at
ing
proc
edur
es
mai
nten
ance
du
les
so th
at th
ey
eve
targ
et le
vels
of
ce.
Stan
dard
ope
ratin
g pr
oced
ures
sup
port
su
stai
nabl
e se
rvic
e de
liver
y.
U
se a
risk
-bas
ed a
ppro
ach
to id
entif
y ke
y op
erat
iona
l ac
tiviti
es fo
r w
hich
SO
Ps w
ill b
e us
eful
to h
elp
miti
gate
ris
k. D
evel
op w
ritte
n SO
Ps fo
r tho
se k
ey a
ctiv
ities
. Ide
ntify
ke
y op
erat
iona
l act
iviti
es a
nd th
en d
evel
op w
ritte
n do
cum
enta
tion
of S
OPs
for
each
act
ivity
in a
pha
sed
appr
oach
acc
ordi
ng to
prio
rity.
H
H
M
20
22
D
evel
op a
mai
nten
ance
sch
edul
e fo
r maj
or a
sset
cla
sses
to
ach
ieve
targ
et le
vels
of s
ervi
ce.
H
H
M
20
21
a cl
ear,
base
d on
trad
eof
fs b
etw
een
lifec
ycle
cos
t, an
d ris
k.
lop
and
impl
emen
t k
fram
ewor
k fo
r m
ajor
ass
et c
lass
. he
fram
ewor
k to
tiz
e da
ta c
olle
ctio
n,
ess
impr
ovem
ent,
prio
ritie
s in
et
ing,
al
/O&
M/
mas
ter
ning
and
dec
isio
ns.
A ris
k fr
amew
ork
(con
side
ring
both
like
lihoo
d an
d co
nseq
uenc
e) is
in
plac
e an
d is
use
d to
info
rm
deci
sion
s. R
isk
is
cons
iste
ntly
con
side
red
and
incl
uded
in d
ecis
ion-
mak
ing
proc
esse
s ac
ross
th
e or
gani
zatio
n.
D
evel
op a
cor
pora
te r
isk
man
agem
ent f
ram
ewor
k th
at
outli
nes
the
type
s of
ris
ks to
mee
ting
serv
ice
leve
ls th
at
will
be
iden
tifie
d (e
.g.,
clim
ate
chan
ge, f
inan
cial
, etc
.),
defin
es ri
sk a
sses
smen
t par
amet
ers
(def
initi
ons
for
cons
eque
nce
and
likel
ihoo
d of
failu
re b
y m
ajor
ass
et
clas
s), a
nd th
e pr
oces
s fo
r man
agin
g ris
ks.
H
H
H
20
21
Co
nduc
t a G
IS-b
ased
ris
k as
sess
men
t for
eac
h m
ajor
as
set c
lass
, sta
rtin
g w
ith U
tiliti
es/R
oads
. Lev
erag
e ex
istin
g in
form
atio
n on
bre
ak h
isto
ry a
nd in
form
atio
n ab
out
cond
ition
ass
essm
ents
to in
form
like
lihoo
d of
failu
re. U
se
spat
ial i
nfor
mat
ion
and
othe
r ex
istin
g da
ta to
ass
ess
cons
eque
nce
of fa
ilure
. Ena
ble
GIS
-bas
ed a
naly
tics
and
repo
rtin
g on
ris
k.
H
H
H
20
21
U
se th
e re
sults
of t
he ri
sk fr
amew
ork
to in
form
the
capi
tal
plan
ning
pro
cess
, ope
ratio
ns p
roce
dure
s, a
nd
mai
nten
ance
sch
edul
es fo
r ea
ch m
ajor
ass
et c
lass
.
H
H
H
20
22
& O
ngoi
n
M
onito
r ris
ks o
ver t
ime
and
upda
te ri
sk a
sses
smen
t an
nual
ly.
M
H
M
20
22
& O
ngoi
n
IMPR
OVE
MEN
T ST
RAT
EGIE
S D
ESIR
ED O
UTC
OM
ES
KEY
ACT
ION
S IM
PAC
T ((L
,M,H
) EF
FOR
T (L
,M,H
) PR
IOR
ITY
(L,M
,H)
TIM
ING
(A
ppro
x Ye
arr)
(Dep
artm
enta
l)
lo
p an
d im
plem
ent
nditi
on a
sses
smen
t ra
ting
fram
ewor
k fo
r aj
or a
sset
cla
sses
, pp
ort i
dent
ifica
tion
k.
A ris
k fr
amew
ork
(con
side
ring
both
like
lihoo
d an
d co
nseq
uenc
e) is
in
plac
e an
d is
use
d to
info
rm
deci
sion
s.
D
evel
op a
con
sist
ent c
ondi
tion
ratin
g fr
amew
ork
for
all
maj
or a
sset
cla
sses
. Ide
ntify
gap
s in
con
ditio
n in
form
atio
n an
d pr
ogre
ssiv
ely
fill t
hem
usi
ng th
e fr
amew
ork.
M
M
L 2
02
3
U
se in
form
atio
n ab
out c
ondi
tion
to in
form
ris
k an
d th
e de
velo
pmen
t of a
mai
nten
ance
sch
edul
e. T
his
coul
d al
so
info
rm th
e pr
iorit
izat
ion
of w
hich
SO
Ps a
nd m
aint
enan
ce
sche
dule
s ar
e de
velo
ped.
H
H
M
20
22
& O
ngoi
n
blis
h le
vels
of
ce fo
r eac
h m
ajor
t c
lass
. Int
egra
te
into
bud
getin
g an
d al
/O&
M/m
aste
r ni
ng a
nd d
ecis
ions
.
Leve
ls o
f ser
vice
are
de
fined
for
each
ass
et
clas
s an
d ar
e ba
sed
on
mun
icip
al r
egul
ator
y re
quire
men
ts, b
est
prac
tices
for
lifec
ycle
op
timiz
atio
n an
d ris
k m
anag
emen
t, an
d cu
stom
er e
xpec
tatio
ns a
nd
will
ingn
ess
to p
ay, a
nd a
re
used
to in
form
dec
isio
ns.
D
efin
e an
d do
cum
ent c
urre
nt a
nd ta
rget
leve
ls o
f ser
vice
fo
r ea
ch m
ajor
ass
et c
lass
. Roa
ds a
nd F
acili
ties
are
mos
t re
ady
for t
his
proc
ess.
Lev
erag
e N
WW
BI d
ata
to d
efin
e LO
S fo
r U
tiliti
es.
Id
entif
y ca
pita
l pro
ject
s, o
pera
tiona
l pro
cedu
res,
or
mai
nten
ance
pra
ctic
es re
quire
d to
add
ress
the
gap
betw
een
curr
ent a
nd ta
rget
LO
S.
In
corp
orat
e th
ese
proj
ects
into
rele
vant
pla
ns a
nd
budg
ets.
Rev
ise
targ
et L
OS
whe
re r
equi
red
to m
eet a
ffor
dabi
lity
cons
trai
nts.
H
H
H
20
19
& O
ngoi
n
lop
and
impl
emen
t or
itiza
tion
ewor
k (a
pplic
able
to
sset
cla
sses
) for
al
bud
getin
g th
at
ders
risk
to s
ervi
ce
ery,
life
cycl
e co
st,
trad
e-of
fs. I
nteg
rate
he
Fin
anci
al P
lan.
id
er b
oth
asse
t w
al a
nd n
ew a
sset
s,
ongo
ing
O&
M.
Inve
stm
ents
in
impr
ovem
ents
to s
ervi
ce
deliv
ery
are
prio
ritiz
ed
usin
g a
clea
r an
d tr
ansp
aren
t set
of c
riter
ia.
Trad
e-of
fs b
etw
een
leve
l of
serv
ice,
cos
t, an
d ris
k ar
e do
cum
ente
d, u
nder
stoo
d,
and
used
to in
form
de
cisi
ons.
Es
tabl
ish
clea
r an
d co
nsis
tent
prio
ritiz
atio
n cr
iteria
(in
clud
ing
risk)
for
annu
al b
udge
ting
purp
oses
. Im
plem
ent
thro
ugh
the
annu
al b
udge
ting
proc
ess.
M
H
L 2
02
5
lop
and
regu
larly
te
ass
et
agem
ent p
lans
for
maj
or a
sset
cla
ss,
derin
g lif
ecyc
le
s of
del
iver
ing
targ
et
and
man
agin
g ris
ks
rget
LO
S. In
tegr
ate
into
bud
gets
and
al
/O&
M/m
aste
r ni
ng a
nd d
ecis
ions
.
The
full
lifec
ycle
cos
t of a
ny
new
City
-ow
ned
asse
t is
cons
ider
ed a
nd u
sed
to
unde
rsta
nd c
umul
ativ
e im
pact
s to
ope
ratio
ns a
nd
to in
form
dec
isio
ns.
D
evel
op a
“LC
C In
dex”
or r
esou
rce
that
pro
vide
s un
it lif
ecyc
le c
osts
for m
ajor
ass
ets.
Upd
ate
regu
larly
in
adva
nce
of u
pdat
es to
AM
Ps u
sing
info
rmat
ion
from
Ci
tyw
orks
.
M
H
L 2
02
4 &
Ong
oin
D
evel
op A
MPs
for
each
maj
or a
sset
cla
ss. U
se L
CC In
dex
to in
tegr
ate
lifec
ycle
cos
ts in
to th
e AM
P. U
pdat
e ev
ery
4
year
s as
par
t of e
lect
ion
cycl
es.
H
H
M
20
19
-20
23
&O
ngoi
ng
re th
at
lopm
ent s
tand
ards
ot
e se
lect
ion
of
st li
fecy
cle
cost
st
ruct
ure
optio
ns,
alig
n w
ith ta
rget
of
ser
vice
.
Dev
elop
men
t sta
ndar
ds
refle
ct th
e lif
ecyc
le c
osts
of
infr
astr
uctu
re.
R
evie
w c
urre
nt d
evel
opm
ent s
tand
ards
and
iden
tify
area
s of
impr
ovem
ent.
Upd
ate
stan
dard
s as
nec
essa
ry.
M
H
M
20
20
ider
life
cycl
e co
sts
trad
e-of
fs in
land
de
cisi
ons.
Trad
e-of
fs b
etw
een
leve
l of
serv
ice,
cos
t, an
d ris
k ar
e do
cum
ente
d, u
nder
stoo
d,
Ev
alua
te th
e lif
ecyc
le c
ost o
f ser
vici
ng s
cena
rios
in
pote
ntia
l dev
elop
men
ts u
sing
CLI
C. C
omm
unic
ate
the
resu
lts to
Cou
ncil
to in
form
dec
isio
ns a
bout
dev
elop
men
t li
ti
L M
L
20
19
IMPR
OVE
MEN
T ST
RAT
EGIE
S D
ESIR
ED O
UTC
OM
ES
KEY
ACT
ION
S IM
PAC
T ((L
,M,H
) EF
FOR
T (L
,M,H
) PR
IOR
ITY
(L,M
,H)
TIM
ING
(A
ppro
x Ye
arr)
(Dep
artm
enta
l)
and
used
to in
form
de
cisi
ons.
lop
and
impl
emen
t ss
et D
ata
agem
ent a
nd
rnan
ce
ovem
ent P
lan.
The
City
con
tinue
s to
de
velo
p an
d m
aint
ain
a co
mpl
ete
and
accu
rate
as
set i
nven
tory
, inc
ludi
ng
all c
ritic
al a
sset
s. D
ata
is
acce
ssib
le to
all
who
nee
d it.
D
evel
op a
com
mitt
ee o
f 'da
ta s
tew
ards
', w
ith s
taff
re
pres
enta
tion
from
eac
h m
ajor
ass
et ty
pe, a
nd c
lear
ly
defin
e th
eir
role
and
resp
onsi
bilit
ies
(Impl
emen
tatio
n of
th
e As
set D
ata
Gov
erna
nce
Stan
dard
s).
H
H
H
20
20
B
y m
ajor
ass
et c
lass
, do
a de
taile
d as
sess
men
t of d
ata
com
plet
enes
s an
d ac
cura
cy. I
dent
ify th
e ro
ot c
ause
(s) o
f da
ta in
accu
racy
.
M
H
M
20
20
Id
entif
y an
d m
ap c
urre
nt d
ata
colle
ctio
n an
d m
anag
emen
t pr
oces
ses
and
oppo
rtun
ities
for i
mpr
ovem
ent,
incl
udin
g op
port
uniti
es to
leve
rage
dev
elop
men
t-trig
gere
d w
orks
to
colle
ct in
form
atio
n on
off
site
ass
ets.
H
H
H
20
19
D
evel
op a
n As
set D
ata
Man
agem
ent a
nd G
over
nanc
e Im
prov
emen
t Pla
n. C
onne
ct in
form
atio
n ga
ps to
dec
isio
n-m
akin
g re
quire
men
ts a
nd p
riorit
ize
gap-
fillin
g ac
ross
ass
et
type
s. In
clud
e im
plem
enta
tion
plan
, and
iden
tify
reso
urce
s re
quire
d. F
ollo
w u
p on
pla
n an
nual
ly. (
Impl
emen
tatio
n of
th
e As
set D
ata
Gov
erna
nce
Stan
dard
s).
H
H
H
20
19
re r
oles
, on
sibi
litie
s, a
nd
dard
ope
ratin
g ed
ures
for d
ata
ctio
n an
d ag
emen
t are
ed
and
cle
arly
rs
tood
.
All s
taff
invo
lved
in
infr
astr
uctu
re s
ervi
ce
deliv
ery
unde
rsta
nd th
eir
role
and
see
how
thei
r w
ork
cont
ribut
es to
sus
tain
able
se
rvic
e de
liver
y. S
tand
ard
oper
atin
g pr
oced
ures
su
ppor
t sus
tain
able
ser
vice
de
liver
y.
Id
entif
y an
d m
ap d
ata
colle
ctio
n an
d m
anag
emen
t pr
oces
ses.
Iden
tify
clea
r rol
es a
nd re
spon
sibi
litie
s w
ithin
th
ese
proc
esse
s. M
ay b
e do
ne a
s pa
rt o
f the
Ass
et D
ata
Man
agem
ent a
nd G
over
nanc
e Im
prov
emen
t Pla
n. C
onne
ct
to S
trat
egy
1d.
H
H
H
20
19
re th
e so
urce
of
and
limita
tions
of
are
clea
r.
Lim
itatio
ns o
f qua
litat
ive
and
quan
titat
ive
data
bei
ng
used
to in
form
dec
isio
ns
are
docu
men
ted
and
unde
rsto
od.
Ad
d an
att
ribut
e to
the
GIS
ass
et d
ata
stru
ctur
e to
iden
tify
the
accu
racy
of t
he in
form
atio
n.
L L
L 2
01
9
Co
mm
unic
ate
the
accu
racy
of d
ata
used
to in
form
de
cisi
ons
and
iden
tify
limita
tions
. L
M
L 2
01
9 &
Ong
oin
bora
te a
cros
s rt
men
ts/a
sset
er
s du
ring
plan
ning
de
cisi
on-m
akin
g es
ses
to m
ake
sion
s us
ing
outp
uts
ftw
are/
tool
s.
The
outp
uts
of s
oftw
are
syst
ems
and
othe
r too
ls
are
used
as
inpu
ts to
co
llabo
rativ
e di
scus
sion
s in
w
hich
dec
isio
ns a
re
ultim
atel
y m
ade
usin
g pr
ofes
sion
al ju
dgem
ent.
M
eet i
n in
ter-
depa
rtm
enta
l gro
ups
as p
art o
f cap
ital
plan
ning
, bud
getin
g, a
sset
man
agem
ent p
lann
ing
proc
esse
s to
iden
tify
proj
ects
and
tim
ing.
Con
side
r tim
ing
of p
rivat
e de
velo
pmen
t.
M
L M
O
ngoi
ng
re a
ppro
pria
te
war
e sy
stem
s ar
e in
e,
are
wel
l-use
d, a
nd
ppro
pria
tely
ra
ted.
Suita
ble
soft
war
e sy
stem
s ar
e in
pla
ce a
nd in
tegr
ated
to
the
exte
nt p
ract
ical
, and
st
aff k
now
how
to u
se
them
.
Co
ntin
ue to
pro
vide
reg
ular
trai
ning
opp
ortu
nitie
s to
sta
ff
on th
e us
e of
sof
twar
e sy
stem
s.
M
L M
O
ngoi
ng
finan
cial
ew
the
Sust
aina
ble
nce
Gui
delin
es
n de
velo
ping
the
albu
dget
and
whe
n
Fina
ncia
l dec
isio
ns a
re in
al
ignm
ent w
ith th
e Su
stai
nabl
e Fi
nanc
e G
uide
lines
R
evie
w th
e Su
stai
nabl
e Fi
nanc
e G
uide
lines
whe
n de
velo
ping
the
annu
al b
udge
t, at
bot
h th
e st
aff a
nd
Coun
cil l
evel
.
L M
L
Ong
oing
IMPR
OVE
MEN
T ST
RAT
EGIE
S D
ESIR
ED O
UTC
OM
ES
KEY
ACT
ION
S IM
PAC
T ((L
,M,H
) EF
FOR
T (L
,M,H
) PR
IOR
ITY
(L,M
,H)
TIM
ING
(A
ppro
x Ye
arr)
(Dep
artm
enta
l)
asse
t m
anag
emen
t.
blis
hing
cos
t ve
ry s
trat
egie
s.
re ta
xatio
n, u
ser
, fee
s, a
nd c
harg
es
nfor
med
by
lifec
ycle
s
and
enab
le th
e o
mee
t tar
get l
evel
s rv
ice.
The
sett
ing
of ta
xatio
n,
user
rate
s, fe
es, a
nd
char
ges
is in
form
ed b
y th
e fu
ll lif
ecyc
le c
ost o
f ser
vice
de
liver
y. F
undi
ng le
vels
are
pr
edic
tabl
e an
d st
able
ove
r th
e lo
ng te
rm.
Co
nduc
t a fu
ndin
g re
view
as
part
of t
he p
roce
ss to
dev
elop
AM
Ps. I
dent
ify a
nd im
plem
ent f
undi
ng s
trat
egie
s. N
ote
that
sto
rmw
ater
is c
urre
ntly
sig
nific
antly
und
er- fu
nded
and
in
crea
sing
fund
ing
for
this
ser
vice
is a
prio
rity.
Use
fund
ing
proj
ectio
ns to
info
rm th
e lo
ng-te
rm F
inan
cial
Pl
an a
nd c
apita
l pla
nnin
g pr
oces
ses.
M
H
M
20
19
-20
23
&O
ngoi
ng
lop
and
impl
emen
t ol
ed /
env
elop
e ng
mod
el fo
r ce
s.
Staf
f und
erst
and
the
fund
ing
avai
labl
e to
them
to
sup
port
long
-term
cap
ital
plan
ning
.
D
evel
op a
10
-yea
r ca
pita
l pla
n fo
r ea
ch m
ajor
ass
et c
lass
(s
tart
ing
with
thos
e in
the
gene
ral f
und)
. Ide
ntify
tota
l an
nual
fund
ing
need
s an
d al
loca
te p
oole
d fu
nds
acco
rdin
gly.
M
H
M
20
19
-20
23
&O
ngoi
ng
lop
and
impl
emen
t g-
term
Fin
anci
al
that
is in
form
ed b
y yc
le c
osts
and
ed
ser
vice
leve
ls.
Rel
evan
t cor
pora
te
stra
tegi
es, p
olic
ies,
and
pl
ans
are
info
rmed
by
each
ot
her a
nd th
ey s
uppo
rt
sust
aina
ble
serv
ice
deliv
ery.
D
evel
op a
long
-term
Fin
anci
al P
lan
(LTF
P) th
at is
info
rmed
by
AM
Ps. O
verv
iew
of t
he p
roce
ss: c
olle
ct d
ata
on a
sset
s,
then
dev
elop
AM
Ps. T
hese
will
info
rm a
firs
t cut
cap
ital
plan
, whi
ch s
houl
d th
en in
form
the
LTFP
. The
cap
ital p
lan
and
LTFP
sho
uld
then
be
final
ized
thro
ugh
an it
erat
ive
proc
ess
until
the
capi
tal p
lan
and
LTFP
gen
eral
ly m
atch
.
M
H
M
20
23
& O
ngoi
n
rly c
omm
unic
ate
to
cil t
he c
apita
l and
at
ing
budg
et n
eeds
ee
t lev
els
of s
ervi
ce,
com
mun
icat
e tr
ade-
of n
ot m
eetin
g at
ing
need
s.
Trad
e-of
fs b
etw
een
leve
l of
serv
ice,
cos
t, an
d ris
k ar
e do
cum
ente
d, u
nder
stoo
d,
and
used
to in
form
de
cisi
ons.
Id
entif
y ca
pita
l and
ope
ratin
g bu
dget
nee
ds to
mee
t de
fined
leve
ls o
f ser
vice
, and
the
risks
of n
ot m
eetin
g th
ese
need
s. C
omm
unic
ate
thes
e ne
eds
and
risks
to
Coun
cil d
urin
g ea
ch a
nnua
l bud
getin
g pr
oces
s.
H
H
M
20
22
hum
an
sust
aina
ble
asse
t m
anag
emen
t.
lop
an A
sset
ag
emen
t Ste
erin
g m
ittee
.
A cr
oss-
func
tiona
l tea
m is
in
pla
ce to
cha
mpi
on
sust
aina
ble
serv
ice
deliv
ery.
Id
entif
y te
am m
embe
rs. S
tart
with
the
CAM
N te
am a
s a
foun
datio
n an
d ex
pand
it to
incl
ude
repr
esen
tatio
n fr
om
Publ
ic W
orks
and
IT.
L L
M
2
01
9
D
evel
op a
Tea
m C
hart
er to
cle
arly
art
icul
ate
the
team
's
man
date
, goa
ls, r
oles
, and
res
pons
ibili
ties.
L
M
M
20
19
D
evel
op a
wor
k pl
an fo
r th
e Te
am u
sing
the
Asse
t M
anag
emen
t Roa
dmap
. M
M
M
2
01
9
re th
at ro
les
and
onsi
bilit
ies
in a
sset
ag
emen
t and
si
on-m
akin
g (a
sset
ag
emen
t rn
ance
) are
cle
ar
unde
rsto
od.
All s
taff
invo
lved
in
infr
astr
uctu
re s
ervi
ce
deliv
ery
unde
rsta
nd th
eir
role
and
see
how
thei
r w
ork
cont
ribut
es to
sus
tain
able
se
rvic
e de
liver
y.
Id
entif
y ge
nera
l ass
et m
anag
emen
t rol
es a
nd
resp
onsi
bilit
ies
for e
ach
leve
l of s
taff
thro
ugho
ut th
e or
gani
zatio
n. C
lear
ly c
omm
unic
ate
thes
e to
sta
ff.
L H
M
2
01
9
Id
entif
y an
d m
ap s
igni
fican
t pro
cess
es in
ass
et
man
agem
ent (
e.g.
cap
ital p
lann
ing,
ass
et a
cqui
sitio
n,
etc.
). Id
entif
y cl
ear
role
s an
d re
spon
sibi
litie
s w
ithin
thes
e pr
oces
ses.
M
H
L 2
02
0
lop
and
impl
emen
t ow
ledg
e R
eten
tion
egy
Staf
f kno
wle
dge
and
expe
rienc
e is
val
ued,
re
tain
ed, a
nd c
aptu
red
with
in p
roce
sses
and
pr
oced
ures
to im
prov
e se
rvic
e de
liver
y.
D
evel
op a
nd im
plem
ent a
Kno
wle
dge
Ret
entio
n St
rate
gy
with
invo
lvem
ent f
rom
bot
h se
nior
and
new
sta
ff. I
nteg
rate
w
ith S
OPs
.
H
M
H
20
21
IMPR
OVE
MEN
T ST
RAT
EGIE
S D
ESIR
ED O
UTC
OM
ES
KEY
ACT
ION
S IM
PAC
T ((L
,M,H
) EF
FOR
T (L
,M,H
) PR
IOR
ITY
(L,M
,H)
TIM
ING
(A
ppro
x Ye
arr)
(Dep
artm
enta
l)
ew s
taff
ing
leve
ls
ally
whe
n lo
ping
the
annu
al
et. E
nsur
e th
ey a
re
cien
t to
prov
ide
the
ed le
vel o
f ser
vice
.
Hum
an r
esou
rce
leve
ls a
re
appr
opria
te fo
r the
targ
et
leve
l of s
ervi
ce.
R
evie
w s
taff
ing
leve
ls a
nnua
lly w
hen
deve
lopi
ng th
e an
nual
bud
get.
Com
mun
icat
e re
sour
cing
nee
ds to
Cou
ncil
and
the
risk
of n
ot m
eetin
g se
rvic
e le
vels
with
out
incr
ease
d re
sour
ces.
M
M
M
Ong
oing
de o
ngoi
ng tr
aini
ng
prof
essi
onal
lo
pmen
t rt
uniti
es to
sta
ff
supp
ort a
sset
ag
emen
t ov
emen
ts.
Staf
f kno
wle
dge
and
expe
rienc
e is
val
ued,
re
tain
ed, a
nd c
aptu
red
with
in p
roce
sses
and
pr
oced
ures
to im
prov
e se
rvic
e de
liver
y.
Id
entif
y st
aff k
now
ledg
e an
d tr
aini
ng r
equi
rem
ents
(in
clud
ing
the
use
and
bene
fits
of C
ityw
orks
and
oth
er
soft
war
e/to
ols)
.
L L
L 2
02
1
Pr
ovid
e re
gula
r tra
inin
g op
port
uniti
es to
sta
ff in
the
use
and
bene
fits
of s
oftw
are/
tool
s.
M
L M
O
ngoi
ng
In
clud
e tr
aini
ng /
pro
fess
iona
l dev
elop
men
t opp
ortu
nitie
s in
ann
ual d
epar
tmen
tal w
ork
plan
s an
d in
the
annu
al
budg
et.
M
L L
Ong
oing
re th
at th
e an
nual
et
and
ann
ual
rtm
enta
l wor
k s
are
info
rmed
by
sset
Man
agem
ent
egy
and
Roa
dmap
ab
le
emen
tatio
n.
All s
taff
invo
lved
in
infr
astr
uctu
re s
ervi
ce
deliv
ery
unde
rsta
nd th
eir
role
and
see
how
thei
r w
ork
cont
ribut
es to
sus
tain
able
se
rvic
e de
liver
y.
D
evel
op a
nd im
plem
ent a
nnua
l dep
artm
enta
l wor
k pl
ans
as p
art o
f the
ann
ual b
udge
ting
proc
ess.
Col
labo
rate
with
th
e AM
Ste
erin
g C
omm
ittee
to e
nsur
e al
ignm
ent w
ith a
nd
cove
rage
of t
he A
M S
trat
egy
and
Roa
dmap
.
L M
M
2
01
9 &
Ong
oin
appr
oach
to
asse
t m
anag
emen
t
resi
lienc
y to
rate
vul
nera
bilit
y to
at
e ch
ange
into
the
ris
k fr
amew
orks
m
anag
emen
t es
ses.
Clim
ate
chan
ge im
pact
s ar
e co
nsid
ered
in c
apita
l pl
anni
ng d
ecis
ions
.
En
sure
the
corp
orat
e ris
k m
anag
emen
t fra
mew
ork
incl
udes
con
side
ratio
n of
clim
ate
risk.
M
M
M
2
02
1
Co
nduc
t a h
igh-
leve
l clim
ate
chan
ge v
ulne
rabi
lity
and
risk
asse
ssm
ent f
or e
ach
maj
or a
sset
cla
ss to
iden
tify
sign
ifica
nt is
sues
, usi
ng c
onse
quen
ce a
nd li
kelih
ood
scal
es d
efin
ed in
the
City
’s ri
sk fr
amew
ork.
H
H
M
20
21
In
tegr
ate
the
resu
lts in
to th
e ap
prop
riate
pla
ns a
nd
budg
ets
(cap
ital p
lans
, ass
et m
anag
emen
t pla
ns,
oper
atio
nal p
roce
dure
s, m
aint
enan
ce p
lans
, etc
.)
M
H
M
20
22
& O
ngoi
n
he E
nerg
y an
d G
HG
ag
emen
t Pla
n as
an
to le
vels
of s
ervi
ce
Asse
t Man
agem
ent
s.
Clim
ate
chan
ge im
pact
s ar
e co
nsid
ered
in c
apita
l pl
anni
ng d
ecis
ions
.
In
clud
e em
issi
ons
or e
ffic
ienc
y ta
rget
s in
leve
ls o
f ser
vice
fo
r rel
evan
t ass
ets
Th
roug
h th
e as
set m
anag
emen
t pla
n, id
entif
y op
port
uniti
es to
repl
ace
or r
enew
end
-of-l
ife a
sset
s w
ith
ener
gy-e
ffic
ient
or l
ow-e
mis
sion
rep
lace
men
ts.
H
M
H
20
22
& O
ngoi
n
ulat
e an
d qu
antif
y m
unic
ipal
ser
vice
s de
d by
nat
ural
ts
. Ide
ntify
and
ag
e ris
ks to
thes
e ce
s.
The
role
of n
atur
al a
sset
s is
co
nsid
ered
in th
e Ci
ty's
ap
proa
ch to
clim
ate
chan
ge a
dapt
atio
n an
d m
itiga
tion.
D
evel
op a
nat
ural
ass
et m
anag
emen
t pla
n fo
r ke
y C
ity
natu
ral a
sset
s, in
clud
ing
the
aqui
fers
. Bro
adly
eng
age
staf
f in
the
deve
lopm
ent o
f the
pla
n to
bui
ld a
war
enes
s of
th
e ro
le o
f nat
ural
ass
ets
in s
ervi
ce d
eliv
ery
and
resi
lienc
e.
Id
entif
y re
gula
tory
mec
hani
sms,
ope
ratio
nal p
rogr
ams,
an
d ot
her p
roje
cts
to im
prov
e pr
otec
tion
of th
e aq
uife
rs.
H
H
M
20
24
lop
and
impl
emen
t m
ate
Adap
tatio
n En
sure
the
CAP
de
rs th
e ro
le o
f ra
l ass
ets
in
evin
g ad
apta
tion
s.
The
role
of n
atur
al a
sset
s is
co
nsid
ered
in th
e Ci
ty's
ap
proa
ch to
clim
ate
chan
ge a
dapt
atio
n an
d m
itiga
tion.
U
se th
e re
sults
of t
he C
limat
e Ad
apta
tion
and
Miti
gatio
n Pl
ans
to id
entif
y al
tern
ate
desi
gn s
tand
ards
, low
impa
ct
desi
gn, p
rocu
rem
ent,
and
plan
ning
dec
isio
ns.
H
H
M
20
25
IMPR
OVE
MEN
T ST
RAT
EGIE
S D
ESIR
ED O
UTC
OM
ES
KEY
ACT
ION
S IM
PAC
T ((L
,M,H
) EF
FOR
T (L
,M,H
) PR
IOR
ITY
(L,M
,H)
TIM
ING
(A
ppro
x Ye
arr)
(Dep
artm
enta
l)
ify a
nd im
plem
ent
rtun
ities
to m
itiga
te
ate
impa
cts
thro
ugh
oper
atio
ns.
Clim
ate
chan
ge im
pact
s ar
e co
nsid
ered
in C
ity
oper
atio
ns.
Co
nduc
t an
oper
atio
ns r
evie
w to
iden
tify
oppo
rtun
ities
for
impr
ovem
ent.
Not
e th
at th
is m
ay b
e do
ne th
roug
h th
e pr
oces
s to
est
ablis
h SO
Ps.
M
H
L 2
02
6
rate
clim
ate
cts
into
land
use
ni
ng a
nd d
ecis
ion-
ng.
Asse
t man
agem
ent a
nd
clim
ate
chan
ge im
pact
s ar
e co
nsid
ered
in la
nd u
se
deci
sion
s.
R
evie
w a
nd u
pdat
e flo
od m
appi
ng a
ppro
xim
atel
y ev
ery
10
ye
ars
as p
er E
GB
C G
uide
lines
.
Rev
iew
map
s of
are
as th
at a
re a
t hig
h ris
k fo
r w
ildfir
e an
d la
ndsl
ide
(e.g
., tr
ee d
eath
res
ultin
g fr
om p
ine
beet
le
impa
cts)
and
use
this
to in
form
land
use
dec
isio
ns.
U
se s
cena
rio p
lann
ing
to d
evel
op la
nd u
se p
lans
and
ne
ighb
ourh
ood
plan
s, c
onsi
derin
g th
e im
pact
of
impe
rvio
us a
rea
on fl
oodi
ng a
nd th
e in
terf
ace
of la
nd u
se
with
wild
fire
and
flood
ris
k.
Co
nsid
er e
nerg
y us
e/G
HG
em
issi
ons
in d
ecis
ions
abo
ut
serv
icin
g la
nd u
se.
M
H
L 2
02
6
he C
ity's
at
ions
and
des
ign
dard
s as
a to
ol fo
r at
e ch
ange
ta
tion
and
atio
n.
Clim
ate
chan
ge im
pact
s ar
e co
nsid
ered
in th
e de
sign
and
/or
reha
bilit
atio
n of
in
fras
truc
ture
and
thei
r bu
sine
ss c
ase
optio
ns in
or
der t
o ev
alua
te tr
ade-
offs
.
Co
nduc
t a re
view
of C
ity re
gula
tions
and
des
ign
stan
dard
s an
d id
entif
y op
port
uniti
es fo
r up
date
s to
sup
port
clim
ate
chan
ge a
dapt
atio
n an
d m
itiga
tion
goal
s (in
clud
ing
flood
m
appi
ng a
nd a
ltern
ativ
e de
sign
usi
ng n
atur
al a
sset
s).
Upd
ate
stan
dard
s as
nec
essa
ry.
M
H
M
20
20
U
pdat
e th
e Ci
ty's
Inte
nsity
-Dur
atio
n-Fr
eque
ncy
(IDF)
cur
ves
to a
ccou
nt fo
r im
pact
s fr
om c
limat
e ch
ange
. H
M
H
2
02
2
cont
inuo
usly
im
prov
es in
su
stai
nabl
e
trac
ks, a
nd
prog
ress
.
emen
t and
regu
larly
te
the
Asse
t ag
emen
t Str
ateg
y 5
-Yea
r Roa
dmap
.
An A
sset
Man
agem
ent
Stra
tegy
and
Impr
ovem
ent
Plan
("R
oadm
ap")
are
in
plac
e an
d in
form
the
City
's
appr
oach
to im
prov
emen
t in
sus
tain
able
ser
vice
de
liver
y.
Im
plem
ent t
he S
trat
egy
and
Roa
dmap
with
lead
ersh
ip
from
the
AM S
teer
ing
Com
mitt
ee a
nd s
uppo
rt fr
om a
ll st
aff
invo
lved
in a
sset
man
agem
ent.
H
M
H
20
19
& O
ngoi
n
R
evie
w th
e St
rate
gy a
nd R
oadm
ap o
n an
ann
ual b
asis
to
iden
tify
wha
t has
bee
n co
mpl
eted
, wha
t has
bee
n po
stpo
ned,
and
why
.
L M
M
O
ngoi
ng
U
pdat
e th
e St
rate
gy a
nd R
oadm
ap e
very
five
yea
rs b
ased
on
pro
gres
s th
e Ci
ty h
as m
ade
and
wha
t has
bee
n le
arne
d fr
om im
plem
entin
g as
set m
anag
emen
t.
M
M
M
20
24
& O
ngoi
n
sure
, tra
ck, a
nd
mun
icat
e pr
ogre
ss
mpl
emen
tatio
n of
ss
et M
anag
emen
t eg
y an
d R
oadm
ap.
The
City
mea
sure
s, tr
acks
, an
d co
mm
unic
ates
pr
ogre
ss to
war
ds s
trat
egic
go
als
usin
g m
eani
ngfu
l and
si
mpl
e in
dica
tors
.
Id
entif
y in
dica
tors
of p
rogr
ess
M
M
H
20
19
M
easu
re p
rogr
ess
indi
cato
rs d
urin
g th
e an
nual
rev
iew
of
the
Stra
tegy
and
Roa
dmap
L
M
H
20
21
Vi
sual
ly c
omm
unic
ate
prog
ress
on
impl
emen
tatio
n of
the
Stra
tegy
and
Roa
dmap
in s
taff
com
mon
are
as
M
L M
2
02
1
are
appr
opria
tely
en
gage
d in
sust
aina
ble
ove
com
mun
icat
ion
t ass
et
agem
ent a
nd
sion
-mak
ing
with
C
ounc
il, a
nd th
e c.
Leve
ls o
f ser
vice
, and
tr
ade-
offs
bet
wee
n co
sts
and
serv
ices
, are
info
rmed
by
and
und
erst
ood
by s
taff
, Co
unci
l, st
akeh
olde
rs, a
nd
the
publ
ic.
D
evel
op a
nd im
plem
ent a
n in
tern
al c
omm
unic
atio
n pl
an.
M
M
M
20
19
D
evel
op a
nd im
plem
ent a
n ex
tern
al c
omm
unic
atio
n pl
an.
L H
M
2
02
0
IMPR
OVE
MEN
T ST
RAT
EGIE
S D
ESIR
ED O
UTC
OM
ES
KEY
ACT
ION
S IM
PAC
T ((L
,M,H
) EF
FOR
T (L
,M,H
) PR
IOR
ITY
(L,M
,H)
TIM
ING
(A
ppro
x Ye
arr)
(Dep
artm
enta
l)
lop
and
impl
emen
t m
mun
icat
ion
and
gem
ent S
trat
egy
as
of th
e pr
oces
s to
e
leve
ls o
f ser
vice
.
Publ
ic in
put u
sed
to in
form
de
cisi
ons
abou
t ser
vice
de
liver
y is
repr
esen
tativ
e of
th
e ta
rget
cus
tom
er.
D
evel
op a
Com
mun
icat
ion
& E
ngag
emen
t Str
ateg
y as
par
t of
the
proc
ess
to d
efin
e LO
S fo
r ea
ch m
ajor
ass
et c
lass
. H
M
H
2
01
9
Cl
early
def
ine
the
inpu
t pro
vide
d by
the
com
mun
ity in
the
proc
ess
to d
evel
op L
OS,
incl
udin
g th
e nu
mbe
r of p
eopl
e en
gage
d, w
here
they
live
, etc
.
H
H
M
20
20
& O
ngoi
n
ngth
en s
ervi
cing
em
ents
with
leas
e-er
s of
City
-ow
ned
ties.
City
-ow
ned
faci
litie
s ar
e m
aint
aine
d in
suc
h a
way
as
to m
axim
ize
serv
ice
life.
R
evie
w e
xist
ing
serv
icin
g ag
reem
ents
at t
ime
of re
new
al
and
clea
rly id
entif
y C
ity v
ersu
s le
aseh
olde
r re
spon
sibi
litie
s to
mai
ntai
n th
e as
set.
Incl
ude
such
requ
irem
ents
in a
ll ne
w le
ases
.
M
M
M
Ong
oing