Focused Learning Session 3 | 10:30 am – 12:00 pm | 30 participants maximum
Leveraging PSAB 3150 to Build a State of Infrastructure Report
Kevin Bainbridge, City of Hamilton and Reg Andres, R.V. Anderson
Moving beyond PSAB, delegates will learn what PSAB brings to asset management reporting and the differences between PSAB and SoIR. Participants will leave with knowledge of how to use PSAB to support State of the Asset Reporting. In this interactive session, participants will learn:
- What can PSAB reports tell me about my Assets?
- What Asset Management Questions does PSAB answer?
- What is the purpose of a State of Infrastructure Report?
- What does a State of Infrastructure Report tell me about my Assets?
- What is the difference between a PSAB 3150 report and a State of Infrastructure Report?
- How can I use my PSAB report to create a State of Infrastructure Report?
Concurrent Session 4 | 10:30 am – 12:00 pm
Implementation of an Integrated Linear Asset Management System in the City of Prince George
Frank Blues, City of Prince George and Chris Lombard, AECOM
The implementation of asset management software holds significant benefit to municipal organizations, including the use of asset data to make informed capital renewal decisions, the optimization of capital planning and understanding the long-term sustainable funding needs for infrastructure rehabilitation and replacement. However, software implementations normally fail because organizations become too focused on installing the software at the expense of understanding how it will change the way people work
The City of Prince George has been developing its approach to asset management through a number of interrelated projects since 2004. In May 2009, the City acquired and implemented Capital Infrastructure Planning software over an intensive four-month period. This session will discuss the City of Prince George's successful software implementation that hinged on well-defined and well-documented business processes to gain an understanding of the current and desired state of asset management within the organization, and a structured change management and training program to transition individuals and working groups to take ownership and start using asset management software to its full capacity.
Out of Our Silos: What Do We Need to Learn – The BC Knowledge Product
Wally Wells, Local Government Asset Management Working Group of British Columbia
John Weninger, Urban Systems Ltd.
With funding from Infrastructure Canada, supported by the Province of British Columbia and the Local Government Asset Management Working Group of BC, the Group designed and carried out a study to learn what communities are doing, what they understand and what we need to do to further asset management, especially in our smaller communities. While the conclusions of the study obviously reflect BC communities, they are believed to represent a good cross section of the situation across Canada. This unique study has resulted in a strategy focused around and directed to our technical, political, financial, planning and management associations to fill education and communication gaps. It also provides the federal and provincial government a basis to assess needs and design funding and assistance programs to support the identified needs.
Building Capacity through Pilot Projects and Partnerships – The Saskatchewan Experience
Kathy Rintoul, Saskatchewan Ministry of Municipal Affairs
This session will discuss the benefits of a pilot project in Saskatchewan that involved the collaborative participation of the municipal sector, the provincial government and the private sector regarding municipal tangible capital assets. Participants will learn how accounting and engineering disciplines can work together to achieve shared objectives, learn from each other and build effective partnerships. We will discuss how a grassroots project with multiple players can produce quick results in a cost effective manner to address real municipal concerns. Learn how the pilot project resulted in knowledge sharing and capacity building, building trust and momentum for the benefit of future initiatives and next steps, such as those related to asset management.
Focused Learning Session 4 | 1:30 pm – 3:00 pm | 30 participants maximum
Risk Assessment, City of Calgary Roads
Nico Bernard, City of Calgary
The Roads Business Unit wanted to better define their levels of services in terms of customer expectations and link it to operational and asset measures. At the same time the business unit wanted to better understand the risk of its services and assets. It was looking for a process to assess risk and help prioritize asset rehabilitation needs. Detail risk assessment models were built and applied to certain asset groups. The interactive session will highlight some of the different risk assessment processes available and their effective application.
Concurrent Session 5 | 1:30 pm – 3:00 pm | presented in French | translation may be provided
Lessons Learned from the Project of the Montreal Water & Sewer Networks Renewal Plan
Les lecons apprises du plan d'intervention des reseaux d'eau the la Ville the Montréal
Normand Hachey, City of Montreal
This project consisted of planning for the Montreal water and sewer networks, which represent more than 12,000 km. This project took five years to complete and involved many managers and specialists in domains such as geomatics, project engineering, planning and finance. The objective of the project was to determine the types of maintenance and rehabilitation treatments that will be required on the networks, the cost of these treatments and the right time for their implementation. The objective of this presentation is to point out the lessons learned throughout this project in terms of the technical decisions and orientations that had to be taken and the strategies that were developed to collect essential data. The presentation will also address the orientations which will have to be taken from now in order to ensure the continuity of the project.
City of Montreal State of the Infrastructure Report for Water Distribution & Wastewater Collection Systems
Bilan d'état global des réseaux d'eau secondaires de la Ville de Montréal
Chantal Morissette, City of Montreal
Since 2005, the City of Montreal has made unprecedented effort (human and financial) to improve every aspects of water management. In order to account for the impact of that effort and to know what has to be done for the years to come, City of Montreal needed a global evaluation of the state of its infrastructures. Participants will learn
- How the partnership between the 19 districts and central service was a key element for the improvement of water and wastewater distribution system management.
- How the Infraguide method for asset management evaluation has been used and how it complements the intervention plan.
- How this evaluation has been made with the collaboration of the maintenance and operation managers of the 19 districts of the City of Montreal.
- What the purpose is of that kind of report and how it helps to better focus on what is needed.
This presentation will show the City of Montreal state of the infrastructure report for water and wastewater distribution system. The objective of this report was to have a qualitative analysis of the state of each water and wastewater asset for each district and to account for the impact of the investment that was made in every district.
The Myth of Integrating Systems to Share Municipal Information is Finally Resolved
Le mythe de l'intgration des systemes pour la mise en commun des informations municipals enfin resolu
Jérôme Lavoie, City of Trois-Rivières
After much reflection, the City of Trois-Rivières decided to adopt the GOcité platform. The acquisition of an existing platform saved close to two years of development and analysis, while ensuring a stable and recognized data structure and allowing for interoperability between systems. This project is an example of the successful integration of those systems, while retaining the specific nature and added value of each one. The presentation will look at the implementation steps and the benefits of integration for an organization's operations. A case study will be presented in which the systems have been integrated in order to share information. Participants will leave with an approved process for integrating systems and a demonstration of the benefits.
Focused Learning Session 5 | 3:30 pm – 5:00 pm | presented in French only | 30 participants maximum
Methodology to Produce a State of the Infrastructure Report for Water Distribution & Wastewater Collection Systems
Méthodologie pour réaliser un bilan d'état global d'actifs appliqué aux réseaux d'eau
Chantal Morissette, City of Montreal
Linking PSAB-SOIR through the Montréal experience for water, where the central service is responsible for the infrastructure renewal whereas its 19 boroughs are responsible for the infrastructure maintenance. The participants will go through the main steps included in the process of completing the Report Card and the SOTI using simulated water networks data. Each step will be carried out by the facilitators. The participants will have the opportunity, depending on their background in terms of water networks management, to be interviewed and to answer the question "What is its condition?". The facilitators will complete each step in order to produce, at the end of the workshop, a Report Card from the simulated water networks.
Concurrent Session 6 | 3:30 – 5:00 pm
Business Case for an Integrated Infrastructure & Geo-Spatial Management System
Terry Wong, City of Calgary
At regional and local governments, 85% of the data managed has geospatial location reference points; more than 85% of assets are land and infrastructure related; over 70% of the citizen inquiries and service requests relate to municipal infrastructure. And the largest portion of future capital investment relates to maintenance, upgrade, growth and strategic needs for infrastructure. This presentation will provide insight into the key considerations (business, financial, technology and information), which are included in a business case for developing an integrated infrastructure and geospatial management system. In addition, the outline of the road map or IT enterprise architecture methodology for defining the appropriate system architecture will be defined. The City of Calgary has a rich history of successful geo-spatial and infrastructure management initiatives; this is our next chapter.
Implementation of a Risk-Centric Optimized Decision Making Approach to Corporate Asset Management at the Region of Peel
Grace McLenaghan, Region of Peel
The Risk-Centric Optimized Decision Making methodology incorporates a Level of Service Strategy, a Risk Framework and a Lifecycle Strategy to prioritize capital investment across various asset classes. This presentation will focus on the applicability of Optimized Decision Making Model to three diverse asset classes that were selected for to pilot the methodology: water distribution mains, roads and social housing units. Effectiveness of the of Risk-Centric Optimized Decision Making in balancing capital investment between the asset classes, and producing meaningful data with respect to trade-offs between risk, service levels and capital expenditure will be discussed. Quality and applicability of results, and the feasibility of expanding the model to incorporate all asset classes will also be discussed. Data gaps, pitfalls and challenges of incorporating this methodology for asset classes, which are less data-rich will also form part of the discussion.
The City of Red Deer Alberta Reaches the Finish Line!
Russell Crook, City of Red Deer
The City of Red Deer initially saw the Enterprise Asset Management initiative and related outcomes as being more of a project, perhaps more passive than proactive. Right from the beginning, it was clear they would need to mobilize large numbers of staff if they were going to be successful in establishing a program that would be embraced by all asset-centric divisions, divisions of corporate services, and by management and staff at all levels. This session will discuss their experience in engaging staff at all levels and positions that was crucial to the credibility and integrity of the program.