Asset Management Journey

Stratford Profile Population of 10,000 Police and Fire under contract, Roads owned by province Annual Operating Budget of $10 million Annual Capital Budget of $5 million +/- Tangible Capital Asset Value of approximately $50 million

The Journey Begins Using a GIS system for mapping, mainly in the planning department Commissioned a GIS user needs study in 2006 to identify ways that GIS can be used to support the work of all departments

Corporate GIS Installed a corporate GIS system Digitized infrastructure drawings Provided simple GIS viewer for all staff Developed preventative maintenance programs (using Excel spreadsheets) for assets Provided tools like mail merge and network analysis

Asset Management Software In 2008, we issued an rfp for “asset inventory and management software” to enable: a more intuitive user interface ArcGIS geodatabase interoperability/integration Asset condition and valuation for PSAB 3150 compliance if available Maintenance scheduling and recording Analysis of asset data CRM, if available

Asset Management Today All infrastructure is digitized and attribute data added Complaints are tracked to properties Inspection reports are digitized and tied to properties Placed initial valuation, at a high level, on all assets to conform to PSAB 3150 - Financial Valuation of assets (not within asset management software)

Sample GIS Layers Infrastructure Parcels Road Properties Water Land Use and Zoning Sanitary Sewer Environmental Areas Storm Sewer Parks and Playgrounds Active Transportation Municipal Buildings and Facilities Street Lights Electoral Districts

Sample Asset Table

Asset Management - short term plan Moving to integrate asset management and financial software (Town Suite) Developing new chart of accounts to consolidate companies to match consolidated financial statements Adding financial data to assets and attributes within the asset management software

Asset Management - long term plan Develop Overall Asset Management Strategy which will include: Asset Condition Assessment Automated Preventative Maintenance Program Risk Assessment and Service Level Review Five Year Capital Plan and long term Capital Replacement Plan (lifecycle costing) Possibly automated Work Order System

What we did well Involved all departments Provided universal viewer Focused on technology as a means to improve efficiency and customer service Tied complaints to properties Digitized all asset information Process for digitization of new assets

What we would do differently look at best practices from other communities be more strategic integrate financial and asset planning and data early on

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