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2016-09-06 S&O Committee - Attachment 1 to Item 2 - Asset Management Roadmap
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06-09-2016 Services & Organisation Committee
Attachment 1 to Item 2
PROJECT REPORT
Asset Management Road-Map
Prepared for
24th August 2016
CH2M Hill Australia Pty Ltd
Level 7, 545 Queen St
Brisbane, Queensland
This document may only be used for the purpose for which it was commissioned; and in accordance with the Terms of Engagement for
the commission. This document should not be used or copied without written authorisation from CH2M Australia Pty Ltd.
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Full text of the other 59 sections
Section 2
Contents
Section Page
Acronyms and Abbreviations........................................................................................................ v
Noosa Council Business Context ................................................................................................. vi
ISO 55000 and the Road-Map Development Approach ................................................................. 7
2.1 Introduction to ISO 55000 ............................................................................................ 7
2.2 Road-Map Development Approach .............................................................................. 8
2.2.1 Asset Management Gap Analysis..................................................................... 8
2.2.2 Draft Improvement Plan .................................................................................. 9
2.2.3 Road-Map Development Workshops .............................................................. 9
2.2.4 Road-Map Documentation ............................................................................ 10
Road-Map Initiatives ................................................................................................................. 11
3.1 Introduction ................................................................................................................ 11
3.2 Road-Map Initiative Details ........................................................................................ 12
3.2.1 Asset Management System Enablers............................................................. 12
3.2.2 Develop the SAMP (Context of the Organisation) ......................................... 18
3.2.3 Leadership...................................................................................................... 27
3.2.4 Planning ......................................................................................................... 29
3.2.5 Support .......................................................................................................... 38
3.2.6 Operation ....................................................................................................... 46
3.2.7 Performance Evaluation ................................................................................ 49
3.2.8 Improvement ................................................................................................. 50
Initial Council Priorities ............................................................................................................. 52
Next Steps ................................................................................................................................ 53
Appendices
Appendix A ............................................... Asset Management Road-Map: Indicative GANTT Chart
Appendix B ................................................................................ Summary of Road-Map Initiatives
Tables
Figures
Figure 2-1: ISO 55000 Asset Management Elements and Framework
Figure 2-2: IAM Asset Management Maturity Assessment Scale
Figure 3-1 PESTLE Diagram
Figure 3-2 ISO 55000 Framework
ASSET MANAGEMENT ROAD-MAP REPORT
Section 3
Acronyms and Abbreviations
AMP Asset Management Plan
AMS Asset Management System
IAM Institute of Asset Management
ISO International Standards Organisation
SAM Self-Assessment Methodology (IAM assessment approach and tool)
ASSET MANAGEMENT ROAD-MAP REPORT
Section 4
ACRONYMS AND ABBREVIATIONS Noosa Council Business Context In Council’s current operational environment there is a strong focus on asset renewal and maintenance. With high community expectations, Council needs a robust Asset Management approach to maximise asset service lives whilst ensuring future financial sustainability. From an asset management perspective, the 2014 de-amalgamation has left Noosa Council with a number of legacy issues related to asset data and support systems, but has provided the opportunity for Council to start its Asset Management development with a clean sheet. The ISO55000 Standard represents current best practice in asset management, and Council has chosen to develop its Asset Management System with this Standard in-mind as a benchmark for future improvements. CH2M was selected to assess Council’s current capability in asset management and based on this assessment, to assist in the development of an improvement plan or Road-Map to guide Council’s Asset Management into the future. VI ASSET MANAGEMENT ROAD-MAP REPORT
Section 5
ISO 55000 and the Road-Map
Development Approach
2.1 Introduction to ISO 55000
ISO 55000 is an International Standard that specifies the requirements for the establishment,
implementation, maintenance and improvement of a management system for asset management. It
consists of three parts, each covered by a separate document:
• ISO 55000: Asset Management - Overview, Principles and Terminology;
• ISO 55001: Asset Management - Management Systems - Requirements; and
• ISO 55002: Asset Management - Management Systems - Guidelines for the Application of ISO
55001.
The ISO 55000 overview document sets the context for the Standard and outlines the principles and
nomenclature applied within it. The ISO 55001 document provides details of the requirements for
compliance with the standard. It is this document that has been used to guide the Road-Map
development and is the source of the clauses referenced in the Road-Map Initiatives section of this
report. The ISO 55002 document supports the Standard by providing guidance for the application of
an Asset Management System in accordance with ISO 55001.
There are 25 assessable elements that relate to clauses in the standard that, in aggregate, make up
the ISO 55000 Asset Management System. These elements and the Asset Management Framework
are presented in Figure 2-1 below:
Figure 2-1: ISO 55000 Asset Management Elements and Framework
ASSET MANAGEMENT ROAD-MAP REPORT
Section 6
2.2 Road-Map Development Approach
The development of Noosa Council’s asset management improvement plan (Road-Map) was
undertaken in four stages, as follows:
1. An asset management gap analysis;
2. Creation of a Draft Improvement Plan;
3. Identification of Road-Map initiatives, through a series of collaborative workshops; and
4. Documentation of the Road-Map.
An overview of each of these stages is provided in the following sections:
2.2.1 Asset Management Gap Analysis
CH2M undertook a gap analysis of Noosa Council’s Asset Management maturity, using the Institute
of Asset Management (IAM) Self-Assessment Methodology (SAM). The assessment comprised a
review of all asset management documentation currently developed by Council, together with a
series of targeted interviews with nominated Council staff responsible for elements of asset
management delivery. The SAM guided planning and execution of both activities, providing
comprehensive coverage, structure and reference to the ISO 55001 requirements.
The gap analysis resulted in a 1 to 5 maturity score for Council in the 25 Asset Management
“capability elements” covered by ISO 55001. A score of 3 in all elements is required for ISO 55000
certification and any score below 3 is considered a “gap” for the purposes of the assessment. The
maturity scoring is depicted in Figure 2-2 below:
Figure 2-2: IAM Asset Management Maturity Assessment Scale
CH2M’s Gap Analysis Report details the approach and findings of the Gap Analysis and also identified
opportunities for improvement in each of the 25 capability elements. This was based on analysis of
the documentation and interview outcomes and follow-on conversations with relevant Council staff.
The improvement opportunities that were identified, their interdependencies and the potential for
consolidation across capability areas provided the basis of the Draft Improvement Plan, described
below.
8 ASSET MANAGEMENT ROAD-MAP REPORT
Section 7
2.2.2 Draft Improvement Plan
The development of an Asset Management improvement Road-Map is a daunting task for any
organisation, regardless of its level of asset management maturity. Creation of a Draft Plan ahead of
collaborative Road Map development can often be beneficial in expediting the development
process.
The Draft Improvement Plan is a “first cut” of the Road-Map that has been created before all of the
deliverable inputs have been considered or identified. It is by definition, rough, but it has the
following advantages in a collaborative development environment:
1. It provides something to start from, other than a blank page – people work better together if
they can discuss the merits and issues of something, rather than nothing;
2. It gives an indication of what the final Road-Map will look like and also what the contributors
to development might need to consider, in terms of Road-Map element level of detail and
interdependencies;
3. It makes the task of Road-Map development seem significantly less overwhelming for
development contributors.
The Draft Improvement Plan for Noosa’s Road-Map was based on the improvement opportunities
identified in the Asset Management Gap Analysis, and further refined, based on CH2M’s experience
with Road-Maps developed for other clients. The initiatives identified in the Draft Improvement Plan
have been grouped with reference to ISO 55001, to aid discussion on how each of these initiatives
meet the requirements of the Standard.
2.2.3 Road-Map Development Workshops
Three Road-Map development workshops were held over two and a half days from the 16th to the
18th of May 2016. The primary objectives of each workshop were as follows:
Workshop 1: 1) To confirm Council’s drivers and objectives for the Road-Map;
2) To obtain a baseline understanding of the ISO 55000 Standard and its requirements;
and
3) To present the Asset Management Gap Analysis and its findings.
Workshop 2: 1) To identify any initiatives or projects that might interface with the Road-Map;
2) To Clarify Council’s requirements for the Road-Map outputs;
3) To develop the Road-Map; and
4) To discuss Road-Map initiative resourcing, coordination, priorities and implications.
Workshop 3: 1) To finalise Council’s Road-Map; and
2) To discuss the next steps.
The Road-Map workshops were attended by approximately 12 Council staff, all of whom were
respondents in the Gap Analysis targeted interview process. Collectively, these attendees
represented key stakeholders in the asset management system. The list of workshop attendees is
presented in Appendix A of this report. All attendees were engaged in the discussions, providing
constructive and practical input throughout the two and a half days.
ASSET MANAGEMENT ROAD-MAP REPORT 9
Section 8
The final output of the workshop was a Gantt chart showing:
• the Road-Map initiatives identified;
• their indicative timeframe;
• their primary resources;
• their anticipated duration; and
• their interdependencies.
In addition, CH2M gathered a significant volume of notes during the course of the workshops,
capturing attendee feedback that may be relevant to the Road-Map or its initiatives. These notes
were a key resource in the refinement and documentation of the Road-Map following the
workshops.
2.2.4 Road-Map Documentation
Documentation of the Road-Map ensures that everyone at Council has a clear understanding of
what activities the Road-Map comprises and their benefits. Clear documentation of the specific
steps and resource requirements of each initiative also allows Council to prioritise and plan for Road-
Map delivery.
Documenting the Road-Map was a two-stage process:
1. Filling-in the detail of the initiatives developed in the workshop to meet Council’s stated
requirements; and
2. Recording the process of Road-Map development and presenting each Road-Map initiative
in the agreed format and level of detail.
This report represents the output of the second stage of this process. It is CH2M’s intention that
once Council approves this document, it becomes a “living document”. That is, it will be refined and
augmented as necessary to capture the influences of other initiatives at Council and to reflect
current and future resource availabilities. In this respect, the Road-Map will most effectively be
delivered as a programme, where benefits are tracked and these benefits influence the priority and
timing of tasks under the programme.
10 ASSET MANAGEMENT ROAD-MAP REPORT
Section 9
Road-Map Initiatives
3.1 Introduction
This section of the report provides the detail of the Road-Map initiatives collectively developed in
the Road-Map development workshops and subsequently refined by CH2M post-workshop. For
simplicity, each initiative has been detailed separately and provides sufficient detail to enable
Council to plan and deliver the identified tasks as a discrete package of work. Detail has been also
been provided on the dependencies between each initiative, other Road-Map initiatives and other
Council initiatives and/or projects outside the scope of the Road-Map.
Indicative delivery timings, key resources and levels of effort have also been provided for each
initiative, based on the workshop deliberations and CH2M’s best estimates. The delivery timings
have deliberately been specified in three categories that provide Council with a level of flexibility to
balance competing resource demands. For clarity, these categories are presented in the table below:
Delivery Timeframe Indicative Delivery Timing
Short (1 year) Now to end of the 2016/2017 Financial Year
Medium (2-4 years) 2017/2018 Financial Year to 2020/2021 Financial Year
Long (> 4 years) Beyond the 2019/2021 Financial Year
In this report, more detail has been provided on the Initiatives to be delivered in the short
timeframe, to enable resource and budget planning. Details for the proposed medium and long-term
initiatives, which may depend on the outcomes of earlier initiatives, can be discussed internally at
Council and documented.
Where Council Managers have been identified in the development workshops as leads for a given
initiative, these have been documented. CH2M has also identified where Council may need external
support to complete an initiative either for reasons of capacity or due to the specific nature of the
tasks.
The Road-Map initiatives developed for Council are presented in the form of a Gantt chart in
Appendix A, with resource and timing summarised in tabular form in Appendix B.
Details of each Road-Map Initiatives are provided on the following pages.
ASSET MANAGEMENT ROAD-MAP REPORT 11
Section 10
3.2 Road-Map Initiative Details
3.2.1 Asset Management System Enablers
Develop the Draft Improvement Plan and Report
Description of the Initiative:
Noosa Council commissioned CH2M to assess the Council’s current asset maturity and provide a plan
of future improvements (the “Road-Map”) that will utilise the ISO 55000 International Asset
Management Standard as a benchmark. The Road-Map presented in this Report defines the asset
management way forward for Council and is of sufficient detail to allow Council to scope tasks, plan
resources and track achievement on its asset management journey.
Council Lead(s)
Asset Planning Co-ordinator, Asset Management Steering Team
ISO 55001 Reference:
4.4 Asset Management System: Developing a staged program to build Council’s Asset
Management System.
5.1 Leadership and Commitment: Ensuring that the Asset Management Policy, the SAMP
and Asset Management Objectives are established and are compatible with the
organisational objectives.
Interfaces with existing Council Initiatives:
Draft AMP Road-Map Provides insights into Council plans for Asset Management
Plan development.
Draft T1 AMS Road-Map Provides insights into Council plans for Asset Management
Information System development.
Mobility Project: Defines a key mechanism for operationalising Council’s
Asset Management System in the future.
Data Validation Project: Review, rationalising and cleansing of Council’s asset data.
Asset Register Consolidation: Development of an accurate, single database supporting
Council’s Asset Register.
SMEC Model Update: Data collection and calibration of Council’s SMEC Pavement
Management System.
Project Delivery Toolkit: Includes development of a workflow for streamlined
capture of asset data from As-Constructed drawings.
Building Condition Assessment: Collection of condition data for Council’s building assets.
Pool Equipment Condition Collection of condition data for Council’s pool equipment
Assessment: Assets.
Bridge Condition Assessment: Collection and management of condition data for Council’s
bridge assets.
Sand Slurry System Strategy: Development of a Strategy (and Asset Management Plan)
for the current Sand Slurry System Operation &
Maintenance Contract.
Fleet Strategy: Needs Analysis and 10-year Procurement Strategy for
Council’s fleet (vehicles and plant).
12 ASSET MANAGEMENT ROAD-MAP REPORT
Section 11
Dependencies with other Road-Map Initiatives:
Covers all Road-Map initiatives.
Potential Benefits:
The Road-Map will provide clear guidance on the activities to be delivered under Council’s asset
management improvement program, reference to ISO 55000 requirements, scope, resourcing
requirements and benefits. The Road-Map will also provide the baseline on which programme
progress and benefits achievement will be measured.
Scope of Work:
Task Task Description Resources Approx. Delivery Deliverable /
No. Duration Timeframe Outcome
1 Complete the Asset Management CH2M 1 month Short Improvement
Improvement Road-Map for Noosa Road-Map
Council
2 Draft and finalise Asset Management CH2M 2 weeks Short Improvement
Improvement Road-Map Report Road-Map Report
Refine Asset Management Governance Arrangements
Description of the Initiative:
The asset management gap analysis highlighted that Council has an active and engaged Steering
Team, providing guidance and decision-making on matters related to asset management
development. This analysis also noted that there was evidence to suggest a strong correlation
between staff understanding of Council’s asset management status and how closely linked,
organisationally, these staff were to Steering Team members.
The establishment and clear documentation of an asset management governance structure that
clarifies and builds on the good work already done by the Steering Team would be relatively simple
to achieve and yield significant benefits. It would not only strengthen asset management decision-
making, but also ensure a one-Council approach to asset management into the future. In addition, it
would define a two-way path of communication between the Steering team and the majority of
Council staff.
The proposed governance structure should be clearly documented and include roles and
responsibility statements for all key players in the structure. Consideration should also be given to
documenting the method of capture and communication of asset management issues and decisions
made. The agreed governance structure and support mechanisms should meet all of the pre-existing
corporate governance policies and procedures already established at Council.
Council Lead(s)
Asset Planning Co-ordinator, Asset Management Steering Team, NSC Management Team
Interfaces with existing Council Initiatives:
Mobility Project: Provides a mechanism for guidance / approval of future additional
Project scope.
Asset Condition Ensures consistency of the condition data collected and ultimately,
Assessment Projects alignment with the Asset Information Strategy.
ASSET MANAGEMENT ROAD-MAP REPORT 13
Section 12
Dependencies with other Road-Map Initiatives:
Develop the Asset Management System Change Management Approach: The Asset
Management Governance arrangements will be a key mechanism for reviewing and
implementing change.
ISO 55001 References:
4.2 Understanding the Needs and Expectations of Stakeholders: Determining the criteria
for asset management decision-making
4.4 Asset Management System: Documenting system components
5.1 Leadership and Commitment: Supporting and role-modelling cross-functional
working
5.3 Organisational Roles, Responsibilities and Authorities: Assigning responsibility and
authority for ensuring the adequacy, ongoing suitability and effectiveness of the
Asset Management System
8.2 Management of Change: Identification and assessment of change
9.3 Management Review: A documented and systematic approach to Management
review
Potential Benefits:
Development and documentation of a robust asset management governance structure for Council
will increase internal and external stakeholder confidence that asset management decisions are
receiving an appropriate level of consideration. It will also assure a high level of transparency in
future decision-making.
On the assumption that the governance structure developed will preside over the full range of asset
management decision-making from operational to strategic, the resulting structure will also be an
excellent mechanism for future asset management communication and knowledge-sharing.
Scope of Work:
Task Task Description Resources Approx. Delivery Deliverable /
No. Duration Timeframe Outcome
1 Develop draft governance structure for Council 2 weeks Short Draft Governance
consideration / refinement by Council Structure Proposal
2 Refine, seek approval of and Council 1 month Short Agreed
institutionalise proposed structure Governance
Structure and
Responsibility
Matrix
Governance
players assigned
and active
14 ASSET MANAGEMENT ROAD-MAP REPORT
Section 13
Develop the Asset Management System Change Management Strategy
Description of the Initiative:
The level of support for asset management at Council is high and there is high level of enthusiasm
from staff to improve Council’s asset management approach. Even in this positive environment,
there is a risk of staff fatigue if change management is not considered early in the roll-out of the
Road-Map programme and defined in a robust Change Management Strategy.
The Change Management Strategy should articulate Council’s proposed approach to identifying and
addressing the impact of future changes to Council’s Asset Management System on staff and other
stakeholders. Given Council has only started development of its Asset Management System, the
initial focus of this Strategy should be on:
• Gauging the change impact of the proposed Road-Map initiatives; and
• Identification of measures to manage these impacts and streamline delivery.
With regard to the latter point, appropriate measures could include: awareness-raising (of initiative
scope and benefits); early resource planning/allocation and preparation to meet expected demand;
progress/benefits reporting; and celebrating task completion.
As Council’s Asset Management System becomes more developed, the focus of the Change
Management Strategy will shift to identifying and addressing changes/refinements to the Asset
Management System and their human resource impacts.
The Change Management Strategy will inform some of the content delivered under the Asset
Management Communications Framework and will need to be aligned with this Framework.
Council Lead(s)
Asset Management Coordinator, Human Resources Manager
Interfaces with existing Council Initiatives:
N/A
Dependencies with other Road-Map Initiatives:
Develop the Asset Management Communications Framework: Communications will be one
component of the change management approach
ISO 55001 Reference:
8.2 Management of Change: Identification and assessment of change
Potential Benefits:
Development of an Asset Management System Change Management Strategy will put in-place a
mechanism for identifying factors that may influence the Asset Management System in the future
and for managing any changes necessary. Such a mechanism will not only improve Council’s ability
to plan for such changes (due to potentially increased lead-times), but also increase the general
resilience of the Asset Management System.
ASSET MANAGEMENT ROAD-MAP REPORT 15
Section 14
Scope of Work:
Task Task Description Resources Approx. Delivery Deliverable /
No. Duration Timeframe Outcome
1 Engage with Council’s HR Branch to Council 1 month Short Agreed change
establish an appropriate change management
management approach. approach for the
asset management
system
2 Develop and/or integrate any necessary Council 3 months Medium Existing documents
change management documentation modified or new
and protocols. documents
developed to
support AMS
change.
Develop the Asset Management Communications Framework
Description of the Initiative:
CH2M found that communication related to Council’s Asset Management System was good among
Managers and staff directly involved in asset management guidance, development and delivery. It
was noted however, that these communications have been somewhat ad-hoc, in terms of the
stakeholders targeted and the channels of communication applied. It was also noted that the level of
asset management awareness of staff not directly involved in asset management deteriorates
significantly.
It is recognised that development of Council’s Asset Management System is in its infancy and as a
result, there is limited tangible material to communicate about the System at this stage. It would be
useful however, to establish a Communications Framework for sharing and dissemination of asset
management knowledge ahead of this information becoming available.
Council’s Asset Management Communications Framework would clearly articulate the internal and
external stakeholders that it would be beneficial to communicate with and outline a strategy to
engage with them. The Framework would also present such details as:
• The most appropriate communication channel to adopt for each stakeholder group;
• The nature and frequency of the communications to and from these groups; and
• The person(s) in Council that will be responsible for creation, distribution and capture of the
information or materials communicated.
• Triggers or intervals for reviewing some or all of the Framework.
It is recommended that the Asset Management Communications Framework considers all relevant
current stakeholder engagement activities and that it is developed in collaboration with staff who
take carriage of communication activities at Council. This will ensure that opportunities to leverage
these existing activities and that the communications that go out are consistent with Noosa’s unique
branding.
In the recent Road-Map planning workshops held with Council staff, it was indicated that a staged
approach to the development of the Communications Framework would be preferred, focusing on
internal communications in the first instance and with external communications following at a later
date. Council’s Road-Map reflects this requirement by separating the Communications Framework
into internal and external components, with different delivery dates.
16 ASSET MANAGEMENT ROAD-MAP REPORT
Section 15
Council Lead(s)
Community Engagement Manager, Asset Management Steering Team
Interfaces with other Council Initiatives:
Various Branch-led stakeholder engagement activities.
Dependencies with other Road-Map Initiatives:
Develop the Asset Management System Change Management Strategy: Informs specific
communication measures and messages related to change management.
Asset Management Awareness: Defines much of the content to be delivered under the
Communications Framework.
ISO 55001 References:
7.4 Communication: Planning and documenting what asset management information is
communicated, with whom and how.
4.2 Understanding the Needs and Expectations of Stakeholders: Identifying asset
management system stakeholders and their communication needs
5.1 Leadership and Commitment: Establishing a mechanism to communicate the
importance of meeting asset management requirements
Potential Benefits:
Development and documentation of the Asset Management Communications Framework will
embed an approach that is consistent, effective and efficient. It will not only capture stakeholder
needs, but also:
• raise the awareness of stakeholders and staff of Council’s asset management objectives;
• inform Council staff about the current status of Asset Management System development;
and
• become the vehicle for change management related to the Asset Management System.
Scope of Work:
Task Task Description Resources Approx. Delivery Deliverable /
No. Duration Timeframe Outcome
1 Develop draft Communications Council 2 weeks Short Draft
Framework for Internal stakeholders Communications
Framework
(internal)
2 Refine, seek approval of and Council 1 month Short Agreed
institutionalise Communications Communications
Framework (internal) Framework
(internal)
3 Develop draft Communications Council 1 month Medium Draft
Framework for external stakeholders Communications
Framework
(external)
4 Refine, seek approval of and Council 3 months Medium Agreed
institutionalise Communications Communications
Framework (external) Framework
(external)
ASSET MANAGEMENT ROAD-MAP REPORT 17
Section 16
3.2.2 Develop the SAMP (Context of the Organisation)
Asset Management System Scope
Description of the Initiative:
To promote transparency and to aid understanding of the Asset Management System, Council will
need to determine the scope of its Asset Management System to suit its current operating context.
This determination needs to address:
• The scope of assets managed under the system;
• The Council functions that the system will ultimately support; and
• All interfaces between the Asset Management System and other Council Management
Systems.
This determination must be documented and could be achieved by modifying or adding relevant
statements in Council’s Asset Management documentation as necessary. These documents would
include:
1. The Asset Management Policy;
2. The SAMP; and
3. The individual Asset Management Plans.
In support of this task, it is recommended that the development of a “block diagram”, showing the
major components of Council’s proposed Asset Management System and other Council interfacing
functions and Management Systems be undertaken. Annex B of the ISO 55000 document presents
the elements of an ISO 55000-compliant asset management system and is a good starting point for
this block diagram. This diagram is provided in Figure 3-2 overleaf:
18 ASSET MANAGEMENT ROAD-MAP REPORT
Section 17
Figure 3-1 ISO 55000 Framework
Where Council intends to develop separate Asset Management Plans, divided along functional, asset
class and facility lines, the rationale for these choices should be clearly stated in the SAMP. This will:
• ensure that all users of the Asset Management System have a clear understanding of where
to find guidance on a specific asset; and
• assist with clarifying the boundaries of these plans, ensuring that there are no assets within
the scope of the Asset Management System that are missed or covered twice in the plans.
Council Lead(s)
Asset Planning Co-ordinator, Asset Management Steering Team
Interfaces with existing Council Initiatives:
N/A
Dependencies with other Road-Map Initiatives:
Review / Update Asset Management Policy: Informs any scoping statements made in the
updated Policy.
ISO 55001 Reference:
4.3 Determining the Scope of the Asset Management System: Establishing the
boundaries and suitability of the Asset Management System to achieving
organisational objectives.
ASSET MANAGEMENT ROAD-MAP REPORT 19
Section 18
Potential Benefits:
Provides clarity on the scope and boundaries of the Asset Management System, which enables more
efficient development and operation of Asset Management System components. Clearer
understanding of the boundaries of the Asset Management System with other Council Management
systems also allows investigation of the protocols, reporting and data transfers required at these
interfaces.
Scope of Work:
Task Task Description Resources Approx. Delivery Deliverable /
No. Duration Timeframe Outcome
1 Agree scope of assets covered in Asset Council 2 weeks Short Agreed list of
Management System assets within the
scope of the
Asset
Management
System.
2 Develop a “block diagram” showing the External 2 weeks Short Block Diagram of
elements of Council’s AMS and their Support Council’s AMS
connectivity to other Council functions /
Management Systems.
Council
3 Document rationale for Asset Council 1 month Short Rationale for
Management Plan scopes and priorities AMP scopes,
provided in
SAMP.
Environmental Scan
Description of the Initiative:
An Environmental Scan assists in
building an understanding of the
external factors that influence
Council’s decision-making which may
in-turn, influence the objectives,
nature and scope of the Asset
Management System. It is
recommended the PESTLE 1 approach
be adopted when undertaking an
environmental scan, as it ensures
consideration of the majority of
external factors that influence
Figure 3-2 PESTLE Diagram
decision-making, as depicted in Figure
3-1, to the right:
Some data gathering is required to support the PESTLE analysis, but the analysis itself is best
undertaken within a facilitated workshop environment with nominated Council staff. The
workshopping approach is not only cost/time-effective, but provides a forum that promotes
collaboration and ownership” of the analysis outcomes.
1 The PESTLE approach investigates the primary factors that contribute to business decision-making, as follows: Political, Economic, Social,
Technological, Legal and Environmental.
20 ASSET MANAGEMENT ROAD-MAP REPORT
Section 19
During this workshop, it is strongly recommended that the attendees also carry-out a SWOT
(Strengths, Weaknesses, Opportunities and Threats) analysis, based on the outcomes of the PESTLE
analysis. This analysis builds on the PESTLE analysis outcomes to identify:
1. How well placed Council is to respond to the influences identified; and
2. What courses of action Council might consider.
CH2M acknowledges that it was agreed in the Road-Map development workshops to incorporate the
outcomes of the Environmental Scan carried out, to support development of Council’s new
Corporate Plan. The approach detailed above provides Council with an insight into the typical
Environmental Scan applied to SAMP development, for its consideration.
Council Lead(s)
Executive Manager, Asset Planning Co-ordinator
Interfaces with existing Council Initiatives:
N/A
Dependencies with other Road-Map Initiatives:
Asset Management Scope: May influence the Scope of the Asset Management System.
ISO 55001 References:
4.3 Understanding the Organisation and its Context: Determining the external issues
that are relevant to the organisation’s purpose and that affect the ability to achieve
intended Asset Management System outcomes.
Potential Benefits:
A clear and documented understanding of all of the external factors that currently influence Council
that may have a bearing on the scope and objectives of the Asset Management System.
A documented list of opportunities and threats related to the external influences identified, which
may influence the scope and/or objectives of the Asset Management System.
Scope of Work:
Task Task Description Resources Approx. Delivery Deliverable /
No. Duration Timeframe Outcome
1 Data gathering for PESTLE / SWOT Council 1 month Short Supporting data for
analysis (optional) the PESTLE / SWOT
Workshop
2 1 day PESTLE and SWOT Analysis Council 1 week Short PESTLE and SWOT
Workshop (optional) Analysis Report
External
Provider
Stakeholder Analysis
Description of the Initiative:
The Asset Management Gap Analysis revealed that individual Council branches generally have a
good understanding of the internal and external stakeholders of the assets they are directly
responsible for. The Analysis did not however, find a lot of evidence that knowledge of these asset
stakeholders and their needs is centralised and shared with other branches or processed from a
whole-of-portfolio perspective. A current Stakeholder Analysis will address this shortcoming.
The first step of a Stakeholder Analysis for Council will be to formalise Council’s approach to Asset
Management System Stakeholder Analysis. This Road-Map Report provides some detail on the
ASSET MANAGEMENT ROAD-MAP REPORT 21
Section 20
analysis process, but it will need to be refined to reflect Council’s current practices to ensure
practicality and efficiency of implementation. It is envisaged that the outcome of this step will be a
Guideline document for reference by Council staff and a Template that ensures capture of relevant
stakeholder data.
Once the analytical approach has been established, the second step will largely be a task of
consolidating and validating the current stakeholder information available to the various Council
branches. Salient information that needs to be captured about these stakeholders include:
• Who the stakeholders are;
• What assets these stakeholders have an interest in;
• Why the assets are important to them (including evidence);
• Stakeholder asset performance requirements and needs;
• Key stakeholder contacts and their current mode of engagement; and
• All current sources of stakeholder data gathered.
Once this data has been gathered, Council will be in a position to analyse the stakeholder data and
determine:
1. The level of influence or each stakeholder (group);
2. Whether any stakeholders are missing;
3. The nature and frequency of stakeholder information to capture;
4. The alignment of stakeholder requirements with Council objectives;
5. Streamlined methods of capturing stakeholder feedback in the future; and
6. The most effective mechanism for storage and dissemination of stakeholder information.
The findings of the Stakeholder Analysis may be presented in a dedicated Report or be incorporated
in an over-arching Corporate Asset Management Plan – if Council choses to develop such a
document. Regardless of this choice, the findings of this analysis should be reflected and addressed
in the relevant individual Asset Management Plans and associated Branch Plans.
Council Lead(s)
Asset Planning Co-ordinator, Community Engagement Manager, Asset Management Steering Team,
Asset Management Working Group(s)
Interfaces with existing Council Initiatives:
N/A
Dependencies with other Road-Map Initiatives:
Asset Management Scope: May influence the Scope of the Asset Management System.
Refine Structure of Asset Management Governance Arrangements: To identify the Asset
Management Working Group(s) members that will contribute to the Stakeholder Analysis.
ISO 55001 Reference:
4.3 Determining the Scope of the Asset Management System: Identifying asset
management system stakeholders and their needs
Potential Benefits:
A comprehensive and current view of stakeholders of Council’s Asset Management System and their
needs. This knowledge-base will underpin Council’s Asset Management objectives and the service
levels that will be applied within the Asset Management System. The more accurately this
22 ASSET MANAGEMENT ROAD-MAP REPORT
Section 21
knowledge-base reflects stakeholder needs and their relative priorities, the more cost-effectively
Council can plan and deliver required service levels to its stakeholders.
Scope of Work:
Task Task Description Resources Approx. Delivery Deliverable /
No. Duration Timeframe Outcome
1 Develop / document analysis approach and Council 1 month Short Stakeholder
supporting template. Analysis
Guideline
document and
Template.
2 Consolidate current stakeholder Council 2 months Short A consolidated
information. knowledge-base
of stakeholder
information
3 Analysis of / reporting on gathered Council 1 month Short Asset
stakeholder information Stakeholder
External 2 weeks Short
Report /
Provider
Stakeholder
Section for CAMP
Asset Management Objectives (Levels of Service)
Description of the Initiative:
CH2M found evidence of both strategic and operational levels of service being applied to assets
during the course of the Asset Management Gap Analysis. It was also found that opportunities exist
to improve consistency and coverage of these levels of service across Council’s asset portfolio as well
as their linkage to defined Council service levels (i.e. “Line-of-sight”).
It is recommended that Council will need to develop and The corporate Key
Corporate
populate a Level of Service framework for the assets that are LOS
Performance Indicators (KPIs)
or Core Values
within the scope of its Asset Management System. This
Framework will align with the objectives stated in Council’s The LOS that the Asset
Customer
Corporate Plan and provide – as much as possible – clear LOS
Manager / Corporation
provides to the Customer
linkages between asset-specific condition/performance (the
asset-owner perspective) and customer Levels of Service (the The LOS that the asset is
Asset
service-delivery perspective) to guide all levels of asset decision- LOS
capable of providing to the
Asset Manager / Corporation
making.
Developing the Levels of Service Framework would be undertaken in two main steps:
1. Documentation of what asset levels of service are currently tracked by Council; and
2. Development of the Levels of Service Framework.
The second step will be informed not only by the gaps identified in the existing service levels, but the
results of the Stakeholder Analysis and Asset Management System scoping that will be carried-out
before this initiative. It is important to note that the Framework developed will not articulate all of
the Asset Levels of Service. These will be developed separately, as part of the incremental roll-out of
Asset Management Plans.
ASSET MANAGEMENT ROAD-MAP REPORT 23
Section 22
Council Lead(s)
Asset Planning Co-ordinator, Asset Management Steering Team
Interfaces with existing Council Initiatives:
Development of Council’s Corporate Plan: Council’s Asset Management Objectives need to
be in alignment with business objectives presented in Council’s Corporate Plan.
Dependencies with other Road-Map Initiatives:
Stakeholder Analysis: A key input to the development of appropriate Levels of Service.
Asset Management System Scope: Defines the Asset s that the levels of service will apply to
and potentially influences the nature of the service levels developed.
ISO 55001 References:
6.2.1 Asset Management Objectives: The organisation shall establish asset management
objectives at relevant functions and levels.
5.1 Leadership and Commitment: Ensuring that the Asset Management Policy, the
SAMP and Asset Management Objectives are established and are compatible with
the organisational objectives.
Potential Benefits:
The completed Levels of Service Framework will define triggers for asset intervention and
investment that will be more transparently linked to Council’s stated objectives and stakeholder
needs. Uniform coverage of service levels across the asset portfolio that cascade to defined
objectives will also inform allocation of Council resources to most efficiently achieve these
objectives.
The Levels of Service Framework developed will also be a valuable resource for engaging with
stakeholders as it will transparently demonstrate the trade-offs required to balance asset service
levels and available resources. This improved understanding will enable Council to work with asset
stakeholders to set realistic service level expectations for Council’s asset portfolio.
Scope of Work:
Task Task Description Resources Approx. Delivery Deliverable /
No. Duration Timeframe Outcome
1 Document currently available Levels of Council 1 month Short A list of current
Service Levels of Service
and the assets
they relate to.
2 Develop Level of Service Framework Council 6 months Medium A comprehensive
Framework of
External 1 month
Asset Service
Support
Levels that
provide
transparent “line-
of-sight”
24 ASSET MANAGEMENT ROAD-MAP REPORT
Section 23
Asset Management Decision-Making
Description of the Initiative:
A robust Asset Management Decision-making Framework ensures that Council achieves its Asset
Management Objectives (i.e. maximises its Levels of Service) with the resources available, at least
risk.
Council already has a decision framework for the assessment of Capital Projects that is aligned with
Corporate Objectives and existing support/governance mechanisms. The opportunity to apply
and/or refine this “8-Point Score” approach for asset management decision-making purposes,
operational and maintenance funding in-particular, was identified in the Road-Map workshops and
this task could potentially be a quick win for Council.
Review of this methodology for Asset Management purposes would need to take into account the
Stakeholder Analysis and Asset Management Objectives tasks identified in the Road-Map. It is
anticipated that some augmentation of the current approach may be required to address the
specific requirements of certain asset classes and stakeholder groups.
Ultimately, the decision-making criteria and method of assessment / prioritisation for specific Assets
will be defined by the nominated Asset Owners in Council, captured in dedicated Asset Strategies
and documented in the relevant Asset Management Plans.
Council Lead(s)
Asset Planning Co-ordinator, Asset Management Steering Team, Asset Management Working
Group(s)
Interfaces with existing Council Initiatives:
“8-Point Score” approach for Capital Project Assessment.
Dependencies with other Road-Map Initiatives:
Asset Management Objectives: Defines the levels of service that will underpin future asset
management decision-making.
Failure / Root Cause Analysis: The results of these analyses will have a significant influence
on operational asset decision-making.
ISO 55001 Reference:
6.2.1 Planning to Achieve Asset Management Objectives: The organisation shall determine
and document the method and criteria for decision-making and prioritising the
activities and resources to achieve its asset management plan(s) and asset
management objectives.
Potential Benefits:
The definition and documentation of a Decision-making Framework for Council’s assets that is
aligned to Council’s Asset Management Objectives will improve the transparency and consistency of
asset management decision-making. It will also ensure that investments made in Council assets and
the activities these investments support are targeted to stakeholder needs and mitigate
business/operational risks to the greatest extent possible.
The clear documentation of the Asset Management Decision-making Framework also provides a
foundation for improvement of decision-making, as evidence of the effectiveness of this framework
becomes available in the future.
ASSET MANAGEMENT ROAD-MAP REPORT 25
Section 24
Scope of Work:
Task Task Description Resources Approx. Delivery Deliverable /
No. Duration Timeframe Outcome
1 Review and refine as necessary, current Council 1 month Medium Use of “8-point
“8-point score” approach for asset score” approach
management purposes. as an asset
management
decision-tool.
2 Develop asset management decision- Council 2 months Short Documented
making criteria for individual Asset asset
Management Plans management
decision-making
criteria
Develop Council’s Preliminary SAMP
Description of the Initiative:
A SAMP is a foundational document that specifies an organisation’s asset management objectives
and its proposed approach to achieving them. It should be aligned with and support Council’s
Corporate Plan and Asset Management Policy. Unlike the Asset Management Plans, which have an
asset-centric service level and investment focus, the SAMP has more of a capability focus. In this
context, it details the activities and processes that Council puts into place to build and continually
improve its Asset Management System.
Key components of Council’s SAMP will be:
1. A comprehensive description of the Asset Management System, it’s scope of influence over
Council functions and it’s interface with other Council Management Systems;
2. Clear definition of the scope of assets covered by Council’s Asset Management System;
3. Details of the internal and external factors that might influence the Asset Management
System and how Council intends to manage any changes resulting from these influences in
the future;
4. Details of the requirements, expectations and relative influence of all parties with a stake in
the in-scope assets (the asset stakeholders);
5. Council’s rationale for grouping of assets under a common Asset Management Plan;
6. The asset-related decision-making criteria that Council will apply to each asset group
represented in an Asset Management Plan;
7. Council’s current improvement plan for the Asset Management System (including the Road-
Map initiatives, in the first instance);
8. Current and potential future risks and opportunities related to the Asset Management
System; and
9. Council’s approach to reviewing and continually improving the Asset Management System;
A representative SAMP Template will be provided to Council under the current Road-Map
commission, taking into account the components described above.
It can be seen that much of the material for the SAMP components identified above will be
developed under preceding Road-Map initiatives. These will form the basis of a preliminary SAMP
that will evolve and improve as Council’s Asset Management maturity increases.
26 ASSET MANAGEMENT ROAD-MAP REPORT
Section 25
Council Lead(s)
Asset Planning Co-ordinator, Asset Management Steering Team, Asset Management Working
Group(s)
Interfaces with existing Council Initiatives:
N/A
Dependencies with other Road-Map Initiatives:
Asset Management Scope: Prerequisite for SAMP Creation.
Environmental Scan: Prerequisite for SAMP Creation.
Stakeholder Analysis: Prerequisite for SAMP Creation.
Asset Management Objectives (Corporate Levels of Service): Prerequisite for SAMP Creation.
Asset Management Decision-Making: Prerequisite for SAMP Creation.
Develop Asset Management Competency Framework and Plan: Prerequisite for SAMP
Creation.
ISO 55001 Reference:
4.4 Asset Management System: The organisation has a SAMP, which is derived from its
Organisational Plan, is aligned with this Plan, the Asset Management Policy and the
Scope of the Asset Management System.
Potential Benefits:
The SAMP describes Council’s Asset Management System and articulates the mechanisms that will
be put in-place to ensure its effectiveness and continual improvement. It transparently links
Council’s Asset Management approach to stated corporate objectives and informs asset decision-
making that is strategic and aligned with stakeholder needs.
Scope of Work:
Task Task Description Resources Approx. Delivery Deliverable /
No. Duration Timeframe Outcome
1 Develop a SAMP Template for Council Council 1 month Short SAMP Template.
External
Provider
2 Develop and document a preliminary Council 3 months Medium Preliminary
SAMP SAMP Document.
3.2.3 Leadership
Review / Update Asset Management Policy
Description of the Initiative:
CH2M’s review of Council’s Asset Management Policy found this document to be generally in
accordance with ISO 55000. It is anticipated however, that during the course of delivering the Asset
Management Road-Map presented in this Report, there will be a need to review the Policy to
capture new learnings and retain alignment with other Asset Management System documentation
developed.
Review of Council’s current Asset Management Policy is expected to be evolutionary rather than
revolutionary and the resourcing and timing presented in the Report reflects this. It is recommended
that the proposed review be undertaken once the preliminary SAMP is completed, as this will allow
the review to take advantage of the outcomes of the Definition of Asset Management Scope,
Environmental Scan and Stakeholder Analysis.
ASSET MANAGEMENT ROAD-MAP REPORT 27
Section 26
Council Lead(s)
Asset Planning Co-ordinator, Asset Management Steering Team, External Provider
Interfaces with existing Council Initiatives:
N/A
Dependencies with other Road-Map Initiatives:
Development of Council’s Preliminary SAMP: Prerequisite for Asset Management Policy
Review.
ISO 55001 References:
5.2 Asset Management Policy: Top Management will establish an Asset Management
Policy.
5.1 Leadership and Commitment: Top Management shall… …ensure that the Asset
Management Policy, SAMP and Asset Management Objectives are compatible with
organisational objectives.
Potential Benefits:
Council Leadership demonstrate their commitment to development of the Asset Management
System and sets the principles for this system through the Asset Management Policy.
Scope of Work:
Task Task Description Resources Approx. Delivery Deliverable /
No. Duration Timeframe Outcome
1 Refine existing Council Asset Management Council 1 month Short Revised Asset
Policy Management
External
Policy
Provider
Develop Asset Management Roles and Responsibilities
Description of the Initiative:
Once the scope of Council’s Asset Management System has been agreed, there is a need to clarify
specific roles, accountabilities and responsibilities for staff contributing to any component of the
System. A key requirement for developing these roles and responsibilities is a comprehensive
understanding of the workflows and processes that contribute to the Asset Management System.
Documentation of these is covered in Section 4.2.5 of this Report.
Once the workflows and processes related to the Asset Management
System have been documented, it is recommended that a RACI Chart be
developed that covers all process steps identified. This chart will identify
Council staff that are responsible for delivering each process step, the
person accountable for signing the work off, who needs to be consulted,
and who needs to be informed.
Development of the RACI Chart is most efficiently carried out through a series of workshops, possibly
linked to specific asset management workflows. Most value will be gained from these workshops if
they are facilitated by a person that is familiar with Asset Management practices and the ISO 55000
Framework in-particular and attended by a senior Human Resources representative from Council.
Council Lead(s)
Asset Planning Co-ordinator, Human Resources Manager
28 ASSET MANAGEMENT ROAD-MAP REPORT
Section 27
Interfaces with existing Council Initiatives:
Existing Council competency / skills tracking mechanisms
Dependencies with other Road-Map Initiatives:
Asset Management Scope: Defines scope of roles and accountabilities.
Refine the Structure of AM Governance Arrangements: Influences staff lines of reporting and
decision escalation paths.
ISO 55001 Reference:
7.1 Resources: The organisation shall determine and provide the resources needed for
the establishment, implementation, maintenance and continual improvement of the
asset management system.
Potential Benefits:
The development of Asset Management roles and responsibilities will clarify the competencies
necessary to sustain Council’s Asset Management System and allow Council to recruit or develop
these competencies, as necessary. Clear understanding of the roles and responsibilities of key staff
in Council’s Asset Management System also give staff members more certainty of the part they play
in asset management and allow for succession planning for these staff, where business continuity is
a risk.
Scope of Work:
Task Task Description Resources Approx. Delivery Deliverable /
No. Duration Timeframe Outcome
1 Review of existing responsibility Council 2 months Medium Understanding of
matrices. current
responsibilities.
2 Development of a comprehensive RACI Council 3 months Medium RACI Charts for
Chart for Council’s Asset Management the Asset
System. Management
System.
3.2.4 Planning
Develop Risk Assessment Methodology and Framework
Description of the Initiative:
A robust and transparent methodology and framework for the assessment of risks and opportunities
related to the Asset Management System needs to align with the existing risk management
approach employed by Council. The resulting assessment framework needs to address risks and
opportunities related to all levels of the Asset Management System:
1. Council;
2. Customer / Stakeholder; and
3. Assets.
Council already has a mature risk assessment approach and associated risk / opportunity register in-
place. The risk assessment requirements of the Asset Management System need to be determined
to identify how these requirements can be integrated within Council’s current risk identification,
reporting, escalation and mitigation arrangements. It is anticipated that only minor modifications
will be required to Council’s existing risk assessment approach and that the majority of work in this
area will be in developing the asset management-specific materials that will be considered under
this framework.
ASSET MANAGEMENT ROAD-MAP REPORT 29
Section 28
Council Lead(s)
Governance Advisor, Asset Planning Co-ordinator, Asset Management Steering Team
Interfaces with existing Council Initiatives:
Council’s existing Risk Management Approach
Council’s existing Internal Audit Approach
Dependencies with other Road-Map Initiatives:
N/A
ISO 55001 References:
6.1 Actions to Address Risks and Opportunities for the Asset Management System: The
organisation shall determine the risks and opportunities that need to be addressed
to: give assurance that the asset management system can achieve its intended
outcome(s); prevent, or reduce undesired effects; and achieve continual
improvement.
6.2.2 Planning to Achieve Asset Management Objectives: When planning how to achieve
its asset management objectives, the organisation shall determine and document…
…actions to address risks and opportunities associated with managing the assets.
5.1 Leadership and Commitment: Top Management shall… …ensure that the approach
used for managing risk in asset management is aligned with the organisation’s
approach to managing risk.
Potential Benefits:
Completion of this initiative will ensure that risks and opportunities at all levels of the Asset
Management System are identified and assessed on the same basis as other Council risks. This
consistency of assessment will ensure that Council takes a balanced view of all opportunities and
risks and that its response to these risks is scoped and prioritised appropriately.
Scope of Work:
Task Task Description Resources Approx. Delivery Deliverable /
No. Duration Timeframe Outcome
1 Determine Asset Management System Council 2 months Short AMS Risk
risk / opportunity assessment Assessment needs
requirements. identified.
2 Modify Council’s Corporate Risk Council 18 Months Short to Revised corporate
Assessment Approach, as necessary. Medium risk management
approach.
Develop Asset Investment Planning Framework
Description of the Initiative:
The Asset Investment Planning Framework defines the generic procedures and support tools that
will be applied to enable the identification, assessment, prioritisation and approval of all asset
investments. To maximise Council visibility of asset whole-of-life costs this framework needs to have
coverage of the full spectrum of expenditures across the asset life-cycle: including initial capital
outlay, upgrade, renewal, maintenance and operational expenditure. In this context, the final
framework is likely to augment or integrate with a number of existing Council asset investment
review and approval processes.
30 ASSET MANAGEMENT ROAD-MAP REPORT
Section 29
The Framework will provide specific detail on Council’s asset investment planning, as it relates to:
• Options analysis;
• Business case evaluation;
• Prioritisation;
• Resource analysis;
• Risk assessment; and
• Governance.
Council Lead(s)
Director Corporate Services, Asset Management Steering Team
Interfaces with existing Council Initiatives:
Existing Council capital project review and approval mechanisms.
Dependencies with other Road-Map Initiatives:
Asset Management Decision-Making: Defines some of the criteria that will apply under the
Investment Planning Framework.
Refine the Structure of Asset Management Governance Arrangements: Will be the structure
applied to review and approval of investments covered by the Asset Investment Planning
Framework.
Asset Management Process Mapping and Data Analysis: Will document the workflow,
processes and tools that support the Asset Investment Planning Framework.
ISO 55001 References:
7.3 Awareness: Persons doing work under the organisation’s control, who can have an
impact on the achievement of the asset management objectives, shall be aware of…
…their work activities… … and how they relate to each other.
8.1 Operational Planning and Control: The organisation shall plan, implement and
control the processes needed to meet requirements...
Potential Benefits:
Development of the Asset Investment Planning Framework will provide Council with an opportunity
to re-cast existing asset investment planning processes and support tools to cover the entire asset
life-cycle. Documentation of the Framework promotes more detailed and consistent understanding
of the asset investment planning workflow by Council staff, which will improve their ability to make
more beneficial contributions to it.
Scope of Work:
Task Task Description Resources Approx. Delivery Deliverable /
No. Duration Timeframe Outcome
1 Review of existing Council asset Council 2 months Medium Opportunities to
investment review / approval processes leverage existing
processes/ tools.
Any workflow
“gaps” identified.
2 Document the Asset Investment Planning Council 4 months Medium The Asset
Framework Investment
Planning
Framework.
ASSET MANAGEMENT ROAD-MAP REPORT 31
Section 30
Develop Asset Management Delivery Platform
Capture of Asset Management Requirements in Contracts
Description of the Initiative:
Once the requirements of Council’s Asset Management System are understood, Council should
consider the staged revision of contracts that have an asset management component to address
these requirements. Specific considerations would include:
• Transferring responsibility for meeting Level of Service requirements;
• Clarifying asset specific roles related to the contracts (who maintains what);
• Defining requirements for asset condition or performance assessment (either carried-out by
the contracted entity or the provision of access so others can);
• Formalising responsibilities for any asset reporting required by Council’s Asset Management
System; and
• Ensuring transfer of any intellectual property rights to Council, where these may become an
operational liability in the future.
CH2M does not currently have sufficient understanding of Council’s existing contracts and their
nature to form a view on the level of effort required by this initiative. Depending on the number and
level of standardisation of these contracts, any required changes may be dealt with on a contract-by-
contract basis of through the development of appropriate contract pro-forma/templates.
To ensure that future contracts related to asset management function achieve the best outcomes
for Council, Guidelines should be developed to assist Council staff to select the most appropriate
Form of Contract for the assets or services being sought. Specific considerations addressed in these
Guidelines would include:
• Balancing risk-transfer, quality of delivery and cost;
• The criticality of the assets/services covered in the contract scope;
• The level of prescription and/or compliance with Council Standards appropriate;
• The potential for economies of scale or other economic benefits; and
• The focus on performance or output.
Council Lead(s)
Procurement and Fleet Manager, Asset Planning Co-ordinator, Asset Management Steering Team
Interfaces with existing Council Initiatives:
N/A
Dependencies with other Road-Map Initiatives:
Asset Management Objectives: Defines the levels of service that may be transferred as
performance objectives under the contract.
Develop Asset Management Plans: The Asset Management Plans will define the asset-
specific levels of service and reporting requirements that may be transferred under the
contract.
32 ASSET MANAGEMENT ROAD-MAP REPORT
Section 31
ISO 55001 Reference:
8.3 Outsourcing: The organisation shall determine:
a) the processes and activities that are to be outsourced (including the scope
and boundaries of the outsourced processes and activities and their
interfaces with the organization’s own processes and activities);
b) the responsibilities and authorities within the organisation for managing the
outsourced processes and activities;
c) the processes and scope for the sharing of knowledge and information
between the organisation and its contracted service provider(s);
Potential Benefits:
Alignment of Council’s asset-oriented contracts with the Asset Management System will ensure
greater visibility of asset status and consistency of asset management outcomes regardless of the
party responsible for asset oversight.
Scope of Work:
Task Task Description Resources Approx. Delivery Deliverable /
No. Duration Timeframe Outcome
1 Capture of asset management Council 2 Months Medium to Contracts
requirements in Contracts. Long accurately and
consistently
address asset
management
requirements
2 Develop Guidelines for alternative Forms Council 2 Months Long Asset
of asset management contracting. Management
Contracting
Guidelines
Define Asset Management Handover Procedures
Description of the Initiative:
The first task under this initiative identifies the need to consider asset management objectives and
outcomes in the asset handover procedures currently being developed as part of Council’s Project
Delivery Toolkit initiative. Specific outcomes sought by this task will include:
• Ensuring assets delivered for Council are in accordance with relevant Standards and are
capable of meeting all associated Levels of Service both at hand-over and into the future;
• Streamlining capture of asset inventory data by Council asset information systems at
contract hand-over; and
• Ensuring transfer of all asset operation and maintenance requirements to Council on
completion of the contract defects liability period;
The second task under this initiative is to document the procedures that will be applied at asset
creation or hand-over to ensure that all assets are appropriately and consistently capitalised. These
procedures will include Council business rules, linked to relevant asset accounting standards, to:
• Determine the asset materiality threshold;
• Establish rules that be applied to inform the level of asset componentisation;
• Define the cost inputs to consider when determining asset capital value; and
• Document the workflow that will be followed from creation / acquisition of the asset to
recording of the asset on Council’s asset register;
ASSET MANAGEMENT ROAD-MAP REPORT 33
Section 32
The first two procedures will need to be developed in collaboration with Council staff to ensure the
outcomes of these procedures serve both financial and operational objectives.
Council Lead(s)
Asset Planning Co-ordinator, Infrastructure Planning & Design Manager, Financial Services Manager,
Co-ordinator Engineering, Project Officer Planning & Infrastructure
Interfaces with existing Council Initiatives:
Project Delivery Toolkit Initiative
As Constructed Process Mapping
Dependencies with other Road-Map Initiatives:
Asset Management Process Mapping and Data Analysis: The process steps and/or workflows
developed under this initiative will be incorporated into the end-to-end process mapping
under this initiative.
ISO 55001 Reference:
8.1 Operational Planning and Control: The organisation shall plan, implement and
control the processes needed to meet requirements...
Potential Benefits:
The benefits of including asset management considerations within the current Project Delivery
Toolkit initiative are that capture of asset data at hand-over is streamlined and Council is not left
with an administrative or operational liability post-handover.
The development of procedures for the capitalisation of assets that meet both financial and
operational requirements of the business will not only standardise the capitalisation process, but
improve operational efficiency. Providing a “single point of truth” of capitalised asset data eliminates
data ambiguities and reduces data administration overheads. A common source of this information
for both financial and operational purposes provides the opportunity for Council staff to provide
inputs on asset modifications (i.e. maintenance, renewal or upgrade) that would not otherwise
accurately be reflected in Council’s financial systems.
Scope of Work:
Task Task Description Resources Approx. Delivery Deliverable /
No. Duration Timeframe Outcome
1 Ensure capture of asset management Council 2 months Short PD Toolkit
requirements in existing PD Toolkit developed meets
initiative. asset
management
requirements.
2 Document procedures for realisation and Council 4 months Short Consistent
capitalisation of handed-over assets approach to asset
capitalisation
that meets
financial and
operational
requirements.
34 ASSET MANAGEMENT ROAD-MAP REPORT
Section 33
Asset Management Planning Platform
Develop and Agree on a Standard Asset Management Plan Template
Description of the Initiative:
The template must be flexible enough to cover the varying nature of asset “groupings” that might
potentially be presented in future Asset Management Plans. It is noted that Council’s future Asset
Management Plans may be precinct-based, facility-based or asset class-based.
It is understood that Council has sourced some examples of Asset Management Plan templates,
including some provided by CH2M. Based on these examples and an understanding of both ISO
55000 requirements and Council’s current business context, a suitable template can be developed.
This template should include sufficient annotation to guide the creation of a completed plan. With
time, this annotation may include hyperlinks to relevant Council Asset Management references
and/or Guidelines.
To test and refine the draft AMP template developed, Council should apply the template to a
representative facility or asset class. This will give Council an appreciation of the level of effort
required to develop an AMP and allow a level of fine-tuning, ahead of the whole-of-portfolio AMP
roll-out. It is expected that the template will be refined to ensure that the information documented
is of sufficient detail and in formats that support appropriate decision-making. Another
consideration impacting detail / presentation might be the data transfer / presentation constraints
of Council asset information systems.
Council Lead(s)
Asset Planning Co-ordinator, Asset Management Steering Team, Asset Management Working
Group(s)
Interfaces with existing Council Initiatives:
N/A
Dependencies with other Road-Map Initiatives:
Asset Management Objectives: The organisation shall establish, document and maintain
asset management plan(s) to achieve the asset management objectives.
ISO 55001 Reference:
6.2.2 Planning to Achieve Asset Management Objectives: When planning how to achieve
its asset management objectives, the organisation shall determine and document…
…actions to address risks and opportunities associated with managing the assets.
Potential Benefits:
Council will develop a “standardised” Asset Management Plan template that will enable more ready
assessment of needs across asset classes.
The pilot AMP, once refined, will be Council’s first ISO 55000 aligned AMP.
Scope of Work:
Task Task Description Resources Approx. Delivery Deliverable /
No. Duration Timeframe Outcome
1 Develop a suitable template for future Council 2 months Short Draft Asset
Asset Management Plans Management
Plan Template
2 Develop a “Pilot” AMP using the Council 4 months Short Refined AMP
template developed to test / refine the Template and
template. completed AMP
ASSET MANAGEMENT ROAD-MAP REPORT 35
Section 34
Develop Corporate Asset Management Plan / State of the Assets Report (SoAR)
Description of the Initiative:
In the period while Council’s SAMP and AMP program are being developed, a whole-of-portfolio
document can be developed to support asset management planning. This document will consolidate
available asset data in a structure consistent with ISO 55000, to provide Council as accurate a picture
as possible of the status, stakeholder details, influencing factors and needs of Council’s asset-base.
The resulting document may be considered a Corporate Asset Management Plan, but is likely to be
more aligned to the “State of the Assets” Reports that are produced by asset owners in other non-
municipal sectors.
Given the developing nature of Council’s asset knowledge base and the data that underpins it, this
document will present data and make recommendations at a suitably high level. It will however,
provide more detail than a consolidation of Council’s existing High-level Asset Management Plans
and will be structured in accordance with the agreed Asset Management Template. It is noted that
much of the information required to fill any potential gaps in the CAMP, while not formally recorded,
is likely to be available from the various officers in Council with asset responsibility. In particular, the
strategies currently applied to individual assets often appear to be well understood by these staff
but limited documentary evidence of these strategies is available. It is suggested that some
consultation with these staff be carried-out to capture and document any missing information
necessary and can assist with this consultation, if required.
In parallel with development of the CAMP, Council should put in-place a program to develop and
refine Asset-specific Levels of Service that align with the Asset Management Objectives defined in
the SAMP. These Levels of Service will also need to be developed with due consideration of the Asset
Strategies developed for the CAMP.
Council Lead(s)
Asset Planning Co-ordinator, Asset Management Working Group(s)
Interfaces with existing Council Initiatives:
Existing High-Level Asset Management Plans
Dependencies with other Road-Map Initiatives:
Develop Council’s Preliminary SAMP: Defines the internal and external influences of the
Asset Management System that need to be captured in the CAMP. Also documents the asset
management decision-making criteria that will be employed in the CAMP.
Develop and Agree on a Standard Asset Management Template: Will guide the structure and
content of the CAMP/SoAR.
ISO 55001 Reference:
6.2.2 Planning to Achieve Asset Management Objectives: The organisation shall establish,
document and maintain asset management plan(s) to achieve the asset
management objectives. These asset management plan(s) shall be aligned with the
asset management policy and the SAMP
Potential Benefits:
The main benefit of the CAMP or SoAR document is that it will meet Council’s asset management
planning requirements in the period up until the full suite of AMPs is developed. Once the AMPs are
on-line, the purpose of this report may transition to being the mechanism for providing the asset-
centric components of Council’s Annual Report.
In its intended role, the CAMP/SoAR will provide Council with as comprehensive view of the status
and needs of the asset portfolio as available asset information/knowledge will allow. Based on this
36 ASSET MANAGEMENT ROAD-MAP REPORT
Section 35
improved knowledge, Council will be able to make more informed operational and financial asset
decisions and be more confident of the outcomes of these decisions.
Scope of Work:
Task Task Description Resources Approx. Delivery Deliverable /
No. Duration Timeframe Outcome
1 Capture and document existing asset Council 2 months Short Existing asset
strategies. strategies and
External
their decision
Provider
criteria
(optional)
2 Develop Asset-specific Levels of Council 12 months Short Asset Levels of
Service Service
3 Develop State of the Assets Report Council 2 months Medium SoAR Document
(SoAR)
Develop Asset Management Plans
Description of the Initiative:
Once Council’s Asset Management Template has been refined and finalised and the Preliminary
SAMP has been finalised, the individual AMPs can be developed. It is anticipated that the
development of these plans will be prioritised and staged in accordance with:
• The criticality of the assets covered in each Plan;
• The relative proportion of funding required by the assets; and
• The ability of Council data and information systems supporting each asset to populate the
Plans.
In this draft of the Road-Map, the scope of each AMP has not been established and as a result, the
AMP development program cannot be documented. It is envisaged however, that this Road-Map
Report will be updated as other Road-Map initiatives are completed to present the latest program.
An early task has been identified under this initiative to develop a draft list of AMPs and their likely
sequence in the AMP program, to assist with program planning. This can be done as soon as the
scope of the Asset Management System has been determined and the rationale for individual AMP
scopes has been finalised.
In the interim, the Corporate Asset Management Plan or State of the Assets Report will be the
document that supports Council’s asset management planning from a whole-of-portfolio
perspective.
Council Lead(s)
Asset Planning Co-ordinator, Asset Management Working Group(s)
Interfaces with existing Council Initiatives:
N/A
Dependencies with other Road-Map Initiatives:
Develop Council’s Preliminary SAMP: Defines the internal and external influences of the
Asset Management System that need to be captured in the AMPs. Also documents the asset
management decision-making criteria that will be employed in the AMPs.
Develop Corporate Asset Management Plan / State of the Assets Report: Defines the asset
strategies that will be applied or refined in the individual AMPs.
Standard Asset System Scope: Determines the scope of assets covered in each AMP.
ASSET MANAGEMENT ROAD-MAP REPORT 37
Section 36
Develop and Agree on a Standard Asset Management Template: Prerequisite for the AMP
roll-out.
ISO 55001 Reference:
6.2.2 Planning to Achieve Asset Management Objectives: The organisation shall establish,
document and maintain asset management plan(s) to achieve the asset
management objectives. These asset management plan(s) shall be aligned with the
asset management policy and the SAMP
Potential Benefits:
Collectively the AMPs will build on and provide more transparency over the asset information
provided in the CAMP/SoAR document. They will underpin asset decision-making and improve the
clarity and defensibility of these decisions. They will also be an important resource not only for the
reporting of asset status, but for engaging with asset stakeholders on asset strategy and levels of
service, through tighter linkage of investment to asset outcomes.
Scope of Work:
In later drafts of this Road-Map, the individual Asset Management Plans, their resource
requirements and delivery timeframes will be recorded in the table below:
Task Task Description Resources Approx. Delivery Deliverable /
No. Duration Timeframe Outcome
1 Develop draft list of AMPs and their Council 1 month Short Preliminary AMP
delivery timeframe Program
2 Incremental development of AMPs Council Short to Completed AMPs
Medium
3.2.5 Support
Develop Asset Management Competency Framework and Plan
Description of the Initiative:
It is understood that most Council staff have a role statement or Position Description, but these will
need to be reviewed to reflect any new or changed functions, tasks and decision-making introduced
by the Asset Management System. This initiative defines the procedures Council will employ to
assess existing Council staff with a role under the Asset Management System against the
competencies required to fulfil the roles and accountabilities identified in the Develop Asset
Management Roles and Accountabilities Road-Map initiative.
The first step of this initiative will be to determine minimum competencies necessary to carry-out
specific asset management roles. It is recommended that Council utilise the Institute of Asset
Management (IAM) Competences Framework as a reference for this task. The IAM Framework is
structured to cover seven key asset management roles, against which a number of competence units
are assigned. Each competence unit is further subdivided into a small set of competence elements,
which are at a level of detail that would generally be found in a Position description role statement.
The Framework also provides an indicative list of knowledge and understanding that might be
needed to meet competence element requirements, which will be helpful in planning any future
asset management training requirements.
Once these competencies are understood, they can be mapped to the staff in Council that will
undertake the asset management roles. Any competence gaps can then be readily identified and a
plan can be developed to address these gaps. The second volume of the IAM Competences
Framework documentation provides guidance on a suitable approach which can be readily modified
to suit Council’s requirements and existing Council human resource procedures. The resulting
approach should be documented in an Asset Management Competence Development Plan.
38 ASSET MANAGEMENT ROAD-MAP REPORT
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Council Lead(s)
Asset Planning Co-ordinator, Human Resources Manager, Asset Management Steering Team
Interfaces with existing Council Initiatives:
Existing Council HR Policies and Procedures
Dependencies with other Road-Map Initiatives:
Asset Management Process Mapping and Data Analysis: The Process Maps developed will
assist Council in understanding and assigning asset management roles within Council’s Asset
Management System.
ISO 55001 Reference:
7.2 Competence: The organisation shall:
— determine the necessary competence of person(s) doing work under its
control that affects its asset performance, asset management performance
and asset management system performance;
— ensure that these persons are competent on the basis of appropriate
education, training, or experience;
— where applicable, take actions to acquire the necessary competence, and
evaluate the effectiveness of the actions taken;
— retain appropriate documented information as evidence of competence;
— periodically review current and future competency needs and requirements.
Potential Benefits:
The assessment of staff competence in asset management and the development of a plan to address
any competence shortfalls will ensure that Council staff are adequately trained and knowledgeable
to ensure the effective application of Council’s Asset Management System. In addition, the mapping
of staff roles to specific asset management competences will give staff more certainty of their
contribution to the asset management system.
Scope of Work:
Task Task Description Resources Approx. Delivery Deliverable /
No. Duration Timeframe Outcome
1 Determine minimum competencies for Council 1 month Medium AM Competency
AMS roles. Framework
2 Map competencies of staff assigned to Council 1 month Medium Clarity of staff
AMS roles (including position description roles
review).
3 Undertake a gap analysis of staff Council 1 month Medium Staff competence
competencies. improvement
needs
understood.
4 Create an Asset Management Competence Council 3 months Medium Plan to close any
Development Plan competence
“gaps”
ASSET MANAGEMENT ROAD-MAP REPORT 39
Section 38
Asset Management Awareness
Description of the Initiative:
This initiative covers the production and delivery of awareness raising materials that support
Council’s Asset Management System. At the current stage of Council’s Asset Management System
development, limited material has been scoped, but a focus will be needed around:
• The Asset Management Policy;
• The benefits of Council’s Asset Management System;
• The work activities of Council’s Asset Management System and how staff contribute to their
effectiveness; and
• The methods of assessing and implications of not complying with Asset Management System
compliance.
In the first instance, a task to develop an asset management induction ‘pack’ was identified during
the development workshops. This will provide all staff who have a role in Council’s Asset
Management System and those that might be influenced by it, with a base level understanding of
general asset management principles, Council’s Asset Management Policy, the ISO 55000 Standard
and Council’s Asset Management System. This pack can be developed electronically and sourced
from Council’s intranet site.
Further materials will be developed as other Road-Map initiatives are closed-out and Council’s Asset
Management System becomes more mature. This section of the report should be updated as these
are materials are identified and scoped.
Council Lead(s)
Asset Planning Co-ordinator, Human Resources Manager, Asset Management Steering Team
Interfaces with existing Council Initiatives:
Existing Council communications protocols and presentation standards.
Dependencies with other Road-Map Initiatives:
Develop the Asset Management Communications Framework: Defines the Framework under
which the Asset Management awareness materials will be delivered.
Develop Asset Management Competency Framework and Plan: The Asset Management
Competence Plan may identify awareness raising opportunities, to promote staff role clarity
or where there is a widespread knowledge shortfall in a specific area identified through the
staff competence assessment process.
ISO 55001 Reference:
7.3 Awareness: Persons doing work under the organization’s control… …shall be aware
of: the asset management policy; their contribution to the effectiveness of the asset
management system, including the benefits of improved asset management
performance; their work activities, the associated risks and opportunities and how
they relate to each other; and the implications of not conforming to the asset
management system requirements.
40 ASSET MANAGEMENT ROAD-MAP REPORT
Section 39
Potential Benefits:
Improved staff understanding of asset management principles in-general and the details of Council’s
Asset Management System in-particular will enable them to work more effectively on tasks related
to the System. This knowledge, if effectively developed, should build staff buy-in through a greater
appreciation of their contribution to Council’s stated Asset Management outcomes and their
associated benefits.
Scope of Work:
Task Task Description Resources Approx. Delivery Deliverable /
No. Duration Timeframe Outcome
1 Develop asset management induction Council 2 months Medium Asset
pack. Management
Induction Pack
2 Develop staff AM training materials Council 3 months Medium Staff AM Training
Materials
Asset Information Improvement
Asset Management Process Mapping and Data Analysis
Description of the Initiative:
This initiative builds on the process mapping already carried out by Council, to give a holistic view of
Council’s Asset Management System, from a process perspective.
The suggested output for this initiative is a documented end-to-end workflow for each asset
management process, summarised in the form of a “Swim-lane” diagram. The swim-lane diagram is
a form of Process Map, showing process steps within “lanes” that define the business unit that
“owns” that step. The current process maps generated by Council for the As-Constructed and LDCC
Incoming Request processes are examples of swim lane diagrams.
Key Asset Management workflows that would be mapped include:
• Asset Investment Planning;
• Asset Service Level Determination and Review;
• Asset Condition and Performance Assessment;
• Asset Handover and Capitalisation;
• Work Order Management (creation, delivery, close-out); and
• Asset Disposal.
The mapping and documentation of Asset Management System workflows / processes should be
carried-out incrementally, as information from other Road-Map initiatives come to-hand and where
there is a good business case to resource the mapping.
CH2M notes that Council’s Asset Management information system provider (Technology 1) may
have developed some process maps of specific Asset Management workflows for the purposes of
scoping and delivering the system. It may be worthwhile to enquire if any such mapping has been
done and if so, whether these maps can be provided to Council.
ASSET MANAGEMENT ROAD-MAP REPORT 41
Section 40
Details of each of the process steps in the swim lane diagram would be provided in an accompanying
workflow document, including:
• Process Step “owners”;
• Key decisions made;
• Process step inputs / outputs; and
• Tools / resources required to support the process step.
With the benefit of the process maps developed, Council will be in a position to determine the asset
data required to support the Asset Management System. The data requirements determined may
either be documented along with their associated workflows or as a separate document.
Council Lead(s)
Asset Planning Co-ordinator, Financial Services Manager, Systems Officer, Asset Management
Working Group(s)
Interfaces with existing Council Initiatives:
As Constructed Process Mapping
Local Disaster Coordination Centre Incoming Request Process
Dependencies with other Road-Map Initiatives:
Develop Asset Investment Planning Framework: Needs to reflect the output of the
Investment Planning Framework documented.
Define Asset Management Handover Procedures: Needs to reflect the output of the
procedures developed.
Develop Asset Management Roles and Responsibilities: Roles and responsibilities will be
linked to the process steps mapped and the process maps will become a resource for staff
competency assessment in the future.
Develop Asset Management Information Strategy: The data requirements captured under
this initiative will provide the data “desired state” against which, the current status of
Council’s asset data will be assessed.
ISO 55001 References:
8.1 Operational Planning and Control: The organisation shall plan, implement and
control the processes needed to meet requirements...
7.3 Awareness: Persons doing work under the organisation’s control, who can have an
impact on the achievement of the asset management objectives, shall be aware of…
…their work activities… … and how they relate to each other.
7.5 Information Requirements: The organisation shall determine its information
requirements to support its assets, asset management, asset management system
and the achievement of its organisational objectives.
Potential Benefits:
Comprehensive documentation of the workflows and processes that support Council’s Asset
Management System will increase staff understanding of both individual workflow activities and
their interdependencies. The resulting process maps also provide a foundation for assessing the data
needs of the Asset Management System.
Identification of the asset data requirements of the Asset Management System will allow Council to
determine whether existing asset data is sufficient and where this in not the case, to plan for
improvement.
42 ASSET MANAGEMENT ROAD-MAP REPORT
Section 41
Scope of Work:
Task Task Description Resources Approx. Delivery Deliverable /
No. Duration Timeframe Outcome
1 Map the workflows supporting the Asset Council 6 months Medium AMS Process Maps
Management System (staged) and
2 Determine the data requirements for the Council 6 months Medium Asset
workflows mapped. Management
System data
requirements
Develop Asset Management Information Strategy
Description of the Initiative:
The purpose of this initiative is to review Council’s existing asset data and assess how well it meets
the needs of Council’s proposed Asset Management System. Completeness, quality, structure and
accessibility will be key areas of focus for the review. Once the status of Council’s asset data is well
understood, a staged improvement plan can be developed to improve, augment and maintain the
quality of the data, as necessary.
The first task under this initiative is the assessment of the current state of Council’s asset data. This
will require:
• the identification of all potential datasets, their contents and formats;
• recording the information system that the data is stored in;
• assessment of the completeness / quality of the data; and
• determination of how accessible the data is to staff who need access under the Asset
Management System;
Once this is done, the available asset data can be compared against the requirements of the Asset
Management System, as determined in the Asset Management Process Mapping and Data Analysis
Road-Map initiative. Any shortfall identified, which includes issues of data quality or accessibility,
should be documented and a strategy developed to address these shortfalls.
The Asset Management Information Strategy should cover:
• New asset data to be collected;
• Existing asset data to be augmented or “cleansed”;
• Redefinition of existing data structures to aid analysis or reporting – including the asset
hierarchy / componentisation;
• Data to be consolidated and/or migrated from one system to another;
• Documentation of asset information data Standards;
• Data review/validation measures to be implemented to achieve the data Standards
documented; and
• Measures to be put in-place to improve data access.
The Asset Management Information Strategy should incorporate as an Appendix or be accompanied
by a regularly updated Asset Management Data map, showing the current status of asset datasets,
attributes, formats and source information system. This map will not only show the current status of
Council’s Asset Management data improvement program, but will be a valuable reference for
Council staff seeking asset data throughout this program.
ASSET MANAGEMENT ROAD-MAP REPORT 43
Section 42
Council Lead(s)
Asset Planning Co-ordinator, Financial Services Manager, Systems Officer, Asset Management
Working Group(s)
Interfaces with existing Council Initiatives:
Mobility Program: Will continue to be a valuable mechanism for capture of asset data and
requirements.
Dependencies with other Road-Map Initiatives:
Asset Management Process Mapping and Data Analysis: Defines the “desired state” for
Council’s Asset Management data
ISO 55001 Reference:
7.5 Information Requirements: The organisation shall determine its information
requirements to support its assets, asset management, asset management system
and the achievement of its organisational objectives.
Potential Benefits:
Development of Council’s Asset Management Information Strategy will allow Council to understand
the nature of the data required to sustain an ISO 55000-aligned Asset Management System. The
strategy will also ensure alignment with future strategic asset management system data
requirements. In addition, it will provide a staged implementation plan for the establishment of this
data in the most appropriate format, stored in the most appropriate information system.
Scope of Work:
Task Task Description Resources Approx. Delivery Deliverable /
No. Duration Timeframe Outcome
1 Review existing asset hierarchy Council 2 months Short Revised asset
hierarchy
2 Develop or revise data standards Council 2 months Short Agreed asset
information data
Standards
3 Develop information improvement Council 3 months Short Comprehensive
program and high-quality
asset data to
support the Asset
Management
System
Asset Management Document Control
Description of the Initiative:
The new Asset Management System will require the development of a number of documents that
will need to be controlled, from both a quality control perspective and to ensure good governance.
This initiative will formalise the mechanisms of control that will apply to the following Asset
Management System documents, as a minimum:
• The Asset Management Policy;
• The (Preliminary) SAMP;
• The Corporate Asset Management Plan (CAMP);
• The Individual Asset Management Plans;
• The Operational Plans showing the tactical output of the Asset Management Plans;
44 ASSET MANAGEMENT ROAD-MAP REPORT
Section 43
• The Asset Management Competency Framework and Plan; and
• The Asset Management Information Strategy.
Control mechanisms will cover the following activities related to the documents:
a. Distribution, access, retrieval and use;
b. Storage and preservation, including preservation of legibility;
c. Control of changes (i.e. Version control); and
d. Retention and disposal.
It is anticipated that Council will have the necessary procedures and protocols in-place and that the
Asset Management System documentation will need to be recognised in accordance with these
procedures. This may require either revision of the procedures/protocols themselves or modification
of the documents to comply (i.e. Inclusion of an approvals page on key documents). Use of Council’s
current Document Management System (ECM), and the rules associated with this system, will also
apply to Asset Management System support documentation.
Council Lead(s)
Asset Planning Co-ordinator, Asset Management Steering Team
Interfaces with existing Council Initiatives:
Existing document control mechanisms
Dependencies with other Road-Map Initiatives:
Develop Council’s Preliminary SAMP: Source document for control.
Review/Update Asset Management Policy: Source document for control.
Develop Corporate Asset Management Plan / State of the Assets Report: Source document
for control.
Develop Asset Management Plans: Source documents for control.
Develop Asset Management Competency Framework and Plan: Source document for control.
Develop Asset Management Information Strategy: Source document for control.
Develop Quality Management Plan: Source document for control.
ISO 55001 Reference:
7.6.3 Control of Documented Information: Documented information required by the asset
management system… …shall be controlled to ensure: it is available and suitable for
use, where and when it is needed; and it is adequately protected (e.g. from loss of
confidentiality, improper use, or loss of integrity).
Potential Benefits:
Control of Asset Management documentation will improve ensure that all stakeholders with a need
to reference key documents will have access. It will also give these stakeholders confidence that the
documents being referenced have been appropriately reviewed/endorsed and that they are the
most current documents available.
ASSET MANAGEMENT ROAD-MAP REPORT 45
Section 44
Scope of Work:
Task Task Description Resources Approx. Delivery Deliverable /
No. Duration Timeframe Outcome
1 Determine asset management document Council 1 month Short / AMS document
control requirements Medium control needs
understood.
2 Incorporate procedures developed into Council 1 month Medium Revised
existing corporate governance / document document
control procedures control
procedures
aligned to AMS
requirements
3.2.6 Operation
Asset Management Plan to Delivery
Description of the Initiative:
This initiative documents the end-to-end workflow commencing from Asset Management Plan
creation and concluding at final asset investment delivery. The final document will detail what
programmatic data is presented in the AMPs, how this information contributes to
planned/prioritised programmes of asset-oriented work and how these programmes are reviewed /
approved.
Typically this document would also define the level of detail required for programmed activity data
at various timeframes prior to delivery, with more detail and accuracy required as activities near
their delivery date. The processes of activity step-in and approval at each of these timing “gateways”
should also be documented.
Council Lead(s)
Asset Planning Co-ordinator, Financial Services Manager, Asset Management Steering Team
Interfaces with existing Council Initiatives:
Existing Council budgeting processes
Dependencies with other Road-Map Initiatives:
Develop Asset Investment Planning Framework: Defines the procedures, support tools and
decision-making related to the AMP to Budget workflow.
Asset Management Process Mapping and Data Analysis: Will document the workflow,
processes and tools related to the AMP to Budget workflow.
ISO 55001 References:
8.1 Operational Planning and Control: Keeping documented information to the extent
necessary to have confidence and evidence that the processes have been carried out
as planned.
5.1 Leadership and Commitment: Ensuring the integration of the asset management
system requirements into the organisation’s business processes.
46 ASSET MANAGEMENT ROAD-MAP REPORT
Section 45
Potential Benefits:
Individual Asset Management Plan “owners”, Council Management and the end users of these Plans
will gain a greater appreciation of how the AMPs contribute to annual adopted budgets and financial
forecasts, and the process applied to achieve annual budget approval. This knowledge should
streamline AMP development and reduce the number of iterations required in the workflow to gain
approval.
Scope of Work:
Task Task Description Resources Approx. Delivery Deliverable /
No. Duration Timeframe Outcome
1 Document the workflow from Asset Council 2 months Medium Documented
Management Plan to long term financial AMP to Budget
forecasting and approved annual budget. workflow.
Management of Change
Description of the Initiative:
In contrast to the Change Management Strategy task under the Road-Map which has a human
resources focus, the Management of Change initiative focuses on changes which might have an
impact on asset lives, existing asset management approaches applied or asset service levels. These
changes may include legislative changes, outsourcing of one or many asset classes, significant
changes in stakeholder requirements or new external reporting requirements.
The first step in this initiative is to determine the possible changes that may pose a risk to achieving
asset management objectives or that might impact the effectiveness of existing asset management
approaches. Typically this would be carried-out on an asset class basis and would result in
comprehensive changes by asset class as well as their associated consequence and likelihood (i.e.
their risk). A key outcome of this task will be the identification of factors that initiate or influence the
scale of the changes identified.
Once these risks have been identified and verified, appropriate mitigation measures can be
developed to manage them. These measures may include: collection of information or initiation of
research to provide early warning of changes; modification of existing asset management processes
to improve resilience to change; development of tools to improve forecasting capability; or review of
asset service levels to provide change “headroom”.
Council Lead(s)
Asset Planning Co-ordinator, Human Resources Manager, Asset Management Steering Team
Interfaces with existing Council Initiatives:
Existing Council risk management procedures and/or processes
Dependencies with other Road-Map Initiatives:
Develop Risk Assessment Methodology and Framework: Defines the approach to be applied
to assessing risks related to the identified changes.
Develop the Asset Management System Change Management Strategy: Informs specific
communication measures and messages related to asset-focused change management.
ISO 55001 Reference:
8.2 Management of Change: Risks associated with any planned change, permanent or
temporary that can have an impact on achieving the asset management objectives,
shall be assessed before the change is implemented.
ASSET MANAGEMENT ROAD-MAP REPORT 47
Section 46
Potential Benefits:
Council’s Asset Management System will be more resilient to change and key documents within this
system will present the measures developed to plan for and respond to all changes identified.
Scope of Work:
Task Task Description Resources Approx. Delivery Deliverable /
No. Duration Timeframe Outcome
1 Identify possible changes, their influencing Council 3 months Medium Comprehensive
factors and associated risks, by asset class. list of possible
changes, by
asset class.
2 Develop measures to mitigate the risks of Council 2 months Medium Identified
changes identified. measures to
mitigate risks of
change.
Control of Outsourced Activities
Description of the Initiative:
This initiative formalises the rules that will be applied to outsourcing the management of Council
assets and/or the procurement of external parties to deliver asset management functions on
Council’s behalf. It will define the risks and opportunities related to outsourcing these services to:
• Identify critical assets and asset management functions that should remain under Council
control;
• Determine the circumstances under which management of less critical assets and asset
management functions could be outsourced; and
• Identify the most appropriate Form of Contract for procurement of asset management or
asset management functions.
Council Lead(s)
Noosa Leadership Team, Governance Advisor, Procurement and Fleet Manager
Interfaces with existing Council Initiatives:
Existing Council Contract Administration processes and procedures.
Dependencies with other Road-Map Initiatives:
Develop the Asset Management System Change Management Strategy: Informs specific
communication measures and messages related to asset-focused change management.
ISO 55001 Reference:
8.2 Outsourcing: The organisation shall ensure that outsourced processes and activities
are controlled… … and integrated into the organisation’s asset management system.
Potential Benefits:
The Asset Management Strategic Sourcing Study will provide better understanding of the risks and
opportunities related to outsourcing the management of specific assets or asset management
functions. It will also provide clear guidance on the considerations to be made and approach to be
employed when outsourcing these services.
48 ASSET MANAGEMENT ROAD-MAP REPORT
Section 47
Scope of Work:
Task Task Description Resources Approx. Delivery Deliverable /
No. Duration Timeframe Outcome
1 Develop an Asset Management Strategic Council 2 months Medium AM Strategic
Sourcing Strategy Sourcing Strategy
3.2.7 Performance Evaluation
Quality Management Plan
Description of the Initiative:
This initiative covers the development and documentation of a Quality Management Plan for
Council’s Asset Management System. The Plan will provide guidance on the monitoring, reporting,
management review and approval regime that will be put in-place to:
• Assure the suitability, timeliness and quality of asset inventory, condition and performance
data;
• Track achievement of financial and non-financial outcomes of the Asset Management
System; and
• Drive continual improvement of the Asset Management System, in terms of both asset
decision-support and achievement of Asset Management objectives.
The regime documented in the Quality Management Plan should be tightly integrated with Council’s
existing Quality Management procedures, where possible and applicable. It should also leverage
Council’s Internal Audit function at regular intervals for general review and appropriate levels of
issue escalation for specific non-conformances. For this reason, development of the Asset
Management System Quality Management Plan should be preceded by a review of these existing
functions against the requirements of the Asset Management System.
Council Lead(s)
Asset Planning Co-ordinator, Governance Advisor, Asset Management Steering Team
Interfaces with existing Council Initiatives:
Existing Council Quality Management procedures
Existing Council Internal Audit procedures
Dependencies with other Road-Map Initiatives:
Asset Management Document Control: Covers one aspect of Quality Management of the
Asset Management System.
Develop Asset Information Management Strategy: Standards and data validation approaches
developed under this initiative need to be captured in the Asset Management System Quality
Management Plan.
Asset Management Process Mapping and Data Analysis: Will document the workflows,
processes and tools related to Asset Management System quality management.
ASSET MANAGEMENT ROAD-MAP REPORT 49
Section 48
ISO 55001 Reference:
9.1 Monitoring, Measurement, Analysis and Evaluation: The organisation shall
determine what needs to be monitored and measured… … to evaluate and report on:
asset performance, asset management performance; and the effectiveness of the
Asset Management System.
10.1 Non-conformity and Corrective Action: The organisation shall… …react to the
nonconformity or incident, and… … evaluate the need for action to eliminate the
causes of the nonconformity or incident.
10.2 Preventive Action: The organisation shall establish processes to proactively identify
potential failures in asset performance and evaluate the need for preventive action.
Potential Benefits:
Council will have confidence that the Asset Management System is delivering against stated Asset
Management objectives. The documented regime will provide an audit trail that demonstrates the
effectiveness of the Asset Management System. This regime will also enable continual improvement
of the Asset Management System as Council’s Asset Management capability improves.
Scope of Work:
Task Task Description Resources Approx. Delivery Deliverable /
No. Duration Timeframe Outcome
1 Investigate integration of AMS Council 2 months Medium Required
performance management requirements amendments to
in existing Council quality management existing Plans or
and internal audit plan functions.
2 Develop Asset Management System Council 2 months Medium Asset
Quality Management Plan Management
System Quality
Management
Plan
3.2.8 Improvement
Failure / Root Cause Analysis
Description of the Initiative:
This initiative seeks to identify the mechanisms of asset failure and implement processes to ensure
these failures can be appropriately and cost-effectively responded to.
The initial task of this initiative is to gather a comprehensive baseline understanding of the failure
mechanisms associated with the full range of Council assets and their most likely root causes. As
there is not a significant body of asset data to draw from, it is anticipated that the assessment will
require consultation with Council’s operational staff, to consolidate their collective knowledge. The
most effective mechanism for this consultation would appear to be the current Mobility Project.
To capture failure / root cause data sustainably, regular reviews should be incorporated into
Council’s existing maintenance planning workflows. Specific objectives should include: capture of
failure indicators during asset inspections/servicing and inclusion of data fields in corrective
maintenance job plans to identify likely root causes.
The final task in this initiative is the implementation of an information “feedback loop” to ensure
that systemic defects identified during existing capital works defects liability inspections initiate a
review of design/performance standards and/or flag a an monitoring mechanism for maintenance
post-handover. It is anticipated that this task will result in minor amendments to existing Contract
closure procedures.
50 ASSET MANAGEMENT ROAD-MAP REPORT
Section 49
Council Lead(s)
Asset Planning Co-ordinator, Infrastructure Planning & Design Manager, Civil Operations Manager,
Manager Procurement/Fleet, Design Co-ordinator, Asset Management Working Group(s)
Interfaces with existing Council Initiatives:
Existing Council Internal Audit plan
Council Mobility Project (as a data capture mechanism)
Existing Council work management system (asset maintenance)
Existing Council Project review procedures
Dependencies with other Road-Map Initiatives:
Quality Management Plan: Covers some operationally-focused aspects of Quality
Management of the Asset Management System.
ISO 55001 Reference:
10.3 Continual Improvement: The organisation shall continually improve the suitability,
adequacy and effectiveness of its asset management and the asset management
system.
Potential Benefits:
Council will have an improved understanding of the mechanisms of failure for individual assets and
the latent asset management liabilities of assets delivered under larger capital projects. It will also
be better equipped to predict and respond to these failures as a result of the review processes
implemented.
Scope of Work:
Task Task Description Resources Approx. Delivery Deliverable /
No. Duration Timeframe Outcome
1 Capture and documentation of routine Council 24 months Short/ Database of
asset failures Medium routine asset
failures and the
factors that
influence them
2 Implement process of routine failure Council 6 months Medium Failure review
review in work management system process
embedded.
3 Implement a process of post-delivery Council 6 months Medium Project review
review for larger capital projects (including process refined.
revision of Standards and tender
specification documents if required).
ASSET MANAGEMENT ROAD-MAP REPORT 51
Section 50
Initial Council Priorities
4
A draft of this report was provided to Council in June 2016 for feedback and this report reflects the
comments and suggestions offered. In addition to commentary on the Report Content, Council
provided more specific feedback on current priorities, based on the holistic improvement program
presented in the Draft Road-Map Report. These priorities have been presented in a Briefing Note to
Council, tabled in July 2016.
Council has identified five key priorities for the Road-Map, as:
1. Raising awareness of Councils’ Asset Management System and the principles that underpin
it;
2. Understanding the Organisation and its Context;
3. Development of Council’s Asset Management System;
4. Improving Council’s ability to specify appropriate preventative actions;
5. Ensuring appropriate resourcing for Asset Management System development an ongoing
operation.
In consideration of these five priorities, Council has earmarked four Road-Map tasks, which will
underpin Council’s Asset Management capability improvement. These are:
1. The development of a Strategic Asset Management Plan;
2. The creation of an Asset Management Information Strategy;
3. The development of a State of the Assets pro-forma and report; and
4. The development of an Asset Management Plan pro-forma and creation of a number of
AMPs under this pro-forma.
The priorities in the previous section of this report and the Gantt chart presented in Appendix A of
this Report have been amended to reflect these priorities and task staging.
52 ASSET MANAGEMENT ROAD-MAP REPORT
Section 51
Next Steps
5
Based on the information provided in this report, it is anticipated that Council will continue to:
• Assess the task timings, interdependencies and resource requirements against other Council
activities;
• Amend the Road-Map “programme” and resource allocations, based on the assessment
detailed above; and
• Roll-out of the Road-Map programme, as Council priorities and resources allow.
It is expected that the programme will be reviewed regularly during its implementation, to address
changes in priority and resource availability issues that may come up from time to time. Each task
delivered may also influence “downstream” tasks, both in terms of scope and timing.
Given the likelihood of change and the need for task continuity, it is highly recommended that the
Road-Map programme is managed by a single person in Council that understands the ISO 55000
Framework. This Programme Manager, with the support of the Asset Management Steering Team
and to-be-established Asset Management Working Group(s) will be able to coordinate the task to
deliver maximise benefits and ensure ongoing progress to align with the Standard.
CH2M has enjoyed working with Council to develop this Road-Map and would welcome the
opportunity to support Council and its nominated Programme Manager in delivering the Programme
or providing advice on the ISO 55000 Standard.
ASSET MANAGEMENT ROAD-MAP REPORT 53
Section 52
Appendix A
Asset Management Road-Map:
Indicative GANTT Chart
ASSET MANAGEMENT ROAD-MAP REPORT
Section 53
ID Task Name Duration 16 23 May '16 27 Jun '16 1 Aug '16 5 Sep '16 10 Oct '16 14 Nov '16 19 Dec '16 23 Jan '17 27 Feb '17 3 Apr '17 8 May '17 12 Jun '17 17 Jul '17 21 Aug '17 25 Sep '17 30 Oct '17 4 Dec '17 8 Jan '18 12 Feb '18 19 Mar '18 23 Apr '18 28 May '18 2 Jul '18 6 Aug '18 10 Sep '18 15 Oct '18 19 Nov '18 24 Dec '18 28 Jan '19 4 Mar '19 8 Apr '19 13 May '19 17 Jun '19 22 Jul '19 26 Aug '19 30 Sep '19 4 Nov '19 9 Dec '19 13 Jan '20 17 Feb '20 23 Mar '20 27 Apr '20 1 Jun '20 6 Jul '20 10 Aug '20 14 Sep '20 19 Oct '20 23 Nov '20 28 Dec '20 1 Feb '21 8 Mar '21 12 Apr '21
F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S
1 AMS Enablers 320 days
2 Improvement RoadMap (short) 1 mon CH2M
3 Agreed Program Manager (short) 1 day NSC Management Team
4 Refine Asset Management Governance Arrangements 30 days
5 Develop Draft Governance Structure for Council Consideration 2 wks Bryan O'Connor
(short)
6 Refine, seek approval of and embed stucture (short) 1 mon AMT,Bryan O'Connor,NSC Management Team
7 Communications 300 days
8 Develop draft Communications Framework for internal stakeholders 2 wks Deb Bambrook,Bryan O'Connor
(short)
9 Refine, seek aproval of and institutionalise Internal Communications 1 mon AMT,Bryan O'Connor,Deb Bambrook,NSC Management Team
Framework (short)
10 Develop draft Communications Framework for external stakeholders 1 mon Bryan O'Connor,Deb Bambrook
(medium)
11 Refine, seek approval of and institutionalise External 3 mons AMT,Bryan O'Connor,Deb Bambrook,NSC Leadership Team
Communications Framework (medium)
12 Change Management 280 days
13 Engage with HR on Change Management Approach (short) 1 mon Will Burgess-Dean,Bryan O'Connor
14 Develop and/or integrate any necessary Change Management 3 mons AMT,Bryan O'Connor,Will Burgess-Dean
documentation protocols (medium)
15 Context of the Organisation 175 days
16 Develop SAMP 175 days
17 AMS Scope 20 days
18 Agree Scope of AMS Asset Coverage (short) 1 wk Bryan O'Connor,AMT
19 Document rationale for AMP scopes and priorities (short) 2 wks AMT,Bryan O'Connor
20 Develop Noosa AMS Functional "Block Diagram" (short) 1 mon AMT,Bryan O'Connor
21 Environmental Scan 25 days
22 Data gathering for AMS PESTLE / SWOT Analysis ‐ Optional (short) 1 mon Deb Iezzi,AMT,Bryan O'Connor
Alternatively, employ Corporate Plan outputs
23 AMS PESTLE / SWOT Analysis Workshop ‐ prep and delivery 1 wk Deb Iezzi,Bryan O'Connor,External Provider
(short)
24 Stakeholder Analysis (Incorporate in AMP Development) 80 days
25 Develop Approach and Template (short) 1 mon Bryan O'Connor,AMT
26 Consolidate current stakeholder information (short) 1 mon AMN,AMT,Bryan O'Connor
27 Mapping Stakeholders and Needs (Short) 2 mons Bryan O'Connor,AMN
28 AM Objectives (Levels of Service) 80 days
29 Document currently available Levels of Service (short) 1 mon AMN,Bryan O'Connor
30 Develop Noosa Los Framework (short) 1 mon Bryan O'Connor,AMN,AMT,NSC Leadership Team
31 AM Decision‐Making 40 days
32 Review / Refine "8 Point Score" Approach for AM applicability 1 mon Bryan O'Connor,AMT
(medium)
33 Develop asset management decision‐making criteria for individual 2 mons AMN,AMT,Bryan O'Connor
AMPs (short)
34 Develop and Agree SAMP Template (short) 1 mon CH2M,AMT,AMN,Bryan O'Connor
35 Develop and document SAMP (short) 3 mons AMN,AMT,Bryan O'Connor
36 Leadership 320 days
37 Review / Update AM Policy (short) 1 mon Bryan O'Connor,CH2M,AMT
38 Roles and Responsibility 100 days
39 Review existing Roles / Responsibility Matrix (medium) 2 mons Bryan O'Connor,Will Burgess-Dean
40 Develop comprehensive RACI Chart for the AMS (medium) 3 mons AMN,Bryan O'Connor,Will Burgess-Dean
41 Planning 1146 days
42 Risk Framework and Methodology 400 days
43 Determine AMS risk/opportunity assessment requirements 2 mons Paul Bright,AMT,Bryan O'Connor
(medium)
44 Amend existing Council Risk approach, as necessary (medium) 18 mons AMT,Bryan O'Connor,Paul Bright
45 Life‐cycle Analysis 40 days
46 Integrate with SMEC Modelling (short ‐ exist project) 2 mons Bryan O'Connor
47 Investment Planning 80 days
48 Review existing Council asset investment review / approval 2 mons Wayne Jensen,AMT
processes (medium)
49 Develop / refine Investment Planning Framework (medium) 2 mons Wayne Jensen,AMT
50 Investment Delivery 1146 days
51 Contracts 690 days
52 Capture of LoS and Delegation of AM Responsibilities (medium / 2 mons AMT,Bryan O'Connor,Phill Parkman
long) ‐ Note: Outsourced Delivery consideration
53 Guidelines for Alternative Forms of AM Contracting (long) 2 mons Phill Parkman,AMT
54 Project Management 140 days
55 Note: No Corporate PM Procedures ‐ Consolidate? (long) 4 mons Nick Wellwood
56 PM Training Regime (medium / long) 3 mons Nick Wellwood,Will Burgess-D
57 Handover (as Con) 120 days
58 Handover Procedures in‐Development ‐ Part of PD Toolkit (short) 2 mons Bryan O'Connor,Mark Lewis,Wayne Jensen,As Constructed Working Group
59 Project Capitalisation Process Development ‐ Document 4 mons Bryan O'Connor,Nick Wellwood,Wayne Jensen,Beth Potter,As Constructed Working Group
Procedures (medium)
60 Asset Management Planning Platform 355 days
61 Develop and Agree AMP Templates (short) 1 mon Bryan O'Connor,AMN,External Provider
62 Asset Strategies 280 days
63 Capture and document existing asset strategies (short) 2 mons Bryan O'Connor,AMT
64 Develop / refine asset‐specific Levels of Service (short / medium) 12 mons Bryan O'Connor,AMT
65 State of the Assets Report 40 days
66 Develop State of the Asset Report ‐ Consider Annual Report? 2 mons AMN,Bryan O'Connor,External Provider
(medium) ‐ Note: High‐level at first
67 Asset Management Plans 205 days
68 Develop Draft List of AMPs and their likely sequence. 1 mon AMT,Bryan O'Connor
69 Precinct Plans 120 days
70 Hastings Street Precinct Plan (medium) 3 mons
71 Noosa Riverside Precinct Plan 3 mons
72 Pilot Asset Management Plans 60 days
73 Sand Pumping AMP (short) 3 mons Bryan O'Connor,External Provider,Stephen James,Ashley Saward
74 Noosa Aquatic Centre AMP (short) 3 mons Bryan O'Connor,David Shing,External Provider
75 Asset Class AMPs 80 days
76 Stormwater AMP 3 mons Bryan O'Connor,External Provider
77 Roads AMP 2 mons Bryan O'Connor,External Provider
78 Bridges AMP 2 mons Bryan O'Connor,Allan Hull,Dave Pierce,External Provider
79 Community Buildings AMP 3 mons Bryan O'Connor,Alison Hamblyn,External Provider
80 Support 480 days
81 Asset Management Competency Framework and Plan
82 Determine minimum competencies for AMS roles (medium) ‐ Note: 1 mon AMT,Bryan O'Connor,Will Burgess-Dean
can adopt IAM Competency Framework as a starting point
83 Map competencies of staff assigned to AMS roles (medium) 1 mon Bryan O'Connor,Will Burgess-Dean
84 Undertake competency Gap Analysis (medium) 1 mon Bryan O'Connor,Will Burgess-Dean
85 Develop Competence Development Plan (medium) 3 mons AMT,Bryan O'Connor,Will Burgess-Dean
86 Awareness 280 days
87 AM Induction Pack (medium) 2 mons Bryan O'Connor
88 Staff AM Training Materials 3 mons Bryan O'Connor
89 Develop Asset Information Strategy 180 days
90 Review Current Status (short) 120 days
91 Review Asset Hierarchy (short) 2 mons AMN,Bryan O'Connor,Craig Smit,GIS,Wayne Jensen
92 Map AMS workflows (short/medium) 3 mons Craig Smit,Bryan O'Connor,Wayne Jensen,Allan Hull
93 Determine data requirements for workflow steps (short/medium) 3 mons Bryan O'Connor,Craig Smit
94 Develop / revise Data Standards, as necessary (short) 2 mons AMN,Bryan O'Connor,Wayne Jensen
95 Develop Asset Information Improvement Program (short) 3 mons AMN,Bryan O'Connor,Wayne Jensen
96 Document Control (short/medium) 46 days
97 Determine AMS document control requirements (short / medium) 1 mon Deb Iezzi,Michael Shave,Nick Wellwood,NSC Leadership Team
98 Refine existing Corporate document control system, as necessary 1 mon Michael Shave,Deb Iezzi,Nick Wellwood,NSC Management Team
(medium)
99 Operation 750 days
100 Document the AMP to Budget Process (medium) 2 mons Bryan O'Connor,Wayne Jensen,Martin Drydale,AMT
101 Management of Change 100 days
102 Identify and document possible changes and their influence, by 3 mons AMN,Bryan O'Connor,Nick Wellwood,Paul Bright
asset class (medium)
103 Develop and document measures to mitigate the risks related to the 2 mons AMN,Bryan O'Connor,Nick Wellwood,Paul Bright
changes (medium)
104 Control of Outsourced Activities 40 days
105 Develop Strategic Sourcing Strategy (medium) 2 mons NSC Management Team,Paul Bright,Phill Parkman
106 Performance Evaluation 80 days
107 Quality Management Plan 80 days
108 Investigate integration of AMS in current QMP ‐ Internal Audit 2 mons AMN,Bryan O'Connor,Paul Bright,Phill Parkman
(medium)
109 Develop a Quality Management Plan for Council's AMS (medium) 2 mons Bryan O'Connor,NSC Leadership Team,Paul Bright,Phill Parkman
110 Improvement 562 days?
111 Root Cause Analysis 562 days
112 Capture and document routine Failures: WMS (short/medium) ‐ 24 mons AMN,Bryan O'Connor,Craig Smit
Considered in mobility program
113 Include routine failure review process in maintenance work 6 mons AMN,Bryan O'Connor
management system (medium)
114 Refine capital project post‐delivery reviews to capture AMS 6 mons Bryan O'Connor,Allan Hull,Martin Drydale
requirements ‐ includes triggers for revision of Standards (medium)
115 Develop Improvement Process for the AMS (medium) 6 mons AMN,Deb Iezzi,NSC Leadership Team
116
Project: Noosa Draft RoadMap Task Milestone Project Summary Inactive Milestone Manual Task Manual Summary Rollup Start-only External Tasks Deadline Manual Progress
Date: Wed 24/08/16 Split Summary Inactive Task Inactive Summary Duration-only Manual Summary Finish-only External Milestone Progress
Page 1
Section 54
Appendix B
Summary of Road-Map Initiatives
ASSET MANAGEMENT ROAD-MAP REPORT
Appendix B
Summary of Road-Map Initiatives
cham: ASSET MANAGEMENT ROAD-MAP REPORTSection 55
Task Task Description Sub- Sub-task Description Linked Resources Council Leads Approx. Delivery Deliverable / Outcome
No. Task RoadMap Duration Timing
No. Tasks
1 Develop the 1 Complete the Asset Management CH2M Asset Planning 1 month Short Improvement RoadMap
Improvement RoadMap Improvement RoadMap for Noosa Coordinator
and Report Council
2 Draft and finalise Asset Management 1.1 CH2M Asset Planning 2 weeks Short Improvement RoadMap Report
Improvement RoadMap Report Coordinator
2 Refine Asset 1 Develop draft governance structure Council Asset Planning 2 weeks Short Draft Governance Structure
Management for consideration / refinement by Coordinator, Proposal
Governance Council Asset
Arrangements Management
Steering Team
2 Refine, seek approval of and 2.1 Council Asset Planning 1 month Short Agreed Governance Structure and
institutionalise proposed structure Coordinator, Responsibility Matrix
Asset
Governance players assigned and
Management
active
Steering Team,
NSC Management
Team
3 Develop the Asset 1 Engage with Council’s HR Branch to Council Asset Planning 1 month Short Agreed change management
Management System establish an appropriate change Coordinator approach for the asset
Change Management management approach. management system
Strategy
2 Develop and/or integrate any 3.1 Council Asset Planning 3 months Medium Existing documents modified or
necessary change management Coordinator, new documents developed to
documentation and protocols. Human Resources support AMS change.
Manager
4 Develop the Asset 1 Develop draft Communications Council Community 2 weeks Short Draft Communications Framework
Management Framework for Internal stakeholders Engagement (internal)
Communications Manager
Framework
2 Refine, seek approval of and 4.2 Council Community 1 month Short Agreed Communications
institutionalise Communications Engagement Framework (internal)
Framework (internal) Manager, Asset
Management
Steering Team
3 Develop draft Communications Council Community 1 month Medium Draft Communications Framework
Framework for external stakeholders Engagement (external)
Manager, Asset
Management
Steering Team
4 Refine, seek approval of and 4.3 Council Community 3 months Medium Agreed Communications
institutionalise Communications Engagement Framework (external)
Framework (external) Manager, Asset
Management
Steering Team
5 Asset Management 1 Agree scope of assets covered in Asset Council Asset Planning 2 weeks Short Agreed list of assets within the
System Scope Management System Coordinator, scope of the Asset Management
Asset System.
Management
Steering Team
2 Develop a “block diagram” showing External Asset Planning 2 weeks Short Block Diagram of Council’s AMS
the elements of Council’s AMS and Support Coordinator,
their connectivity to other Council Asset
Council
functions / Management Systems. Management
Steering Team
3 Document rationale for Asset 5.1 Council Asset Planning 1 month Short Rationale for AMP scopes,
Management Plan scopes and Coordinator, provided in SAMP.
priorities Asset
Management
Steering Team
6 Environmental Scan 1 Data gathering for PESTLE / SWOT Council Executive 1 month Short Supporting data for the PESTLE /
analysis (optional) Manager, Asset SWOT Workshop
Planning
Coordinator
2 1 day PESTLE and SWOT Analysis 6.1 Council Executive 1 week Short PESTLE and SWOT Analysis Report
Workshop (optional) Manager, Asset
Planning
External
Coordinator
Provider
Section 56
Task Task Description Sub- Sub-task Description Linked Resources Council Leads Approx. Delivery Deliverable / Outcome
No. Task RoadMap Duration Timing
No. Tasks
7 Stakeholder Analysis 1 Develop / document stakeholder Council Asset Planning 1 month Short Stakeholder Analysis Guideline
analysis approach and supporting Coordinator, document and Template.
External
template. Community
Provider
Engagement
Manager, Asset
Management
Steering Team
2 Consolidate current stakeholder 7.1 Council Asset Planning 2 months Short A consolidated knowledge-base of
information. Coordinator, stakeholder information
Asset
Management
Steering Team,
Asset
Management
Working Group(s)
3 Analysis of / reporting on gathered 7.2 Council Asset Planning 1 month Short Asset Stakeholder Report /
stakeholder information Coordinator, Stakeholder Section for CAMP
External 2 weeks Short
Asset
Provider
Management
Steering Team,
Asset
Management
Working Group(s)
8 Asset Management 1 Document currently available Levels of Council Asset Planning 1 month Short A list of current Levels of Service
Objectives (Levels of Service Coordinator, and the assets they relate to.
Service) Asset
Management
Steering Team,
Asset
Management
Working Group(s)
2 Develop Level of Service Framework 6.3, 11.1 Council Asset Planning 6 months Medium A comprehensive Framework of
Coordinator, Asset Service Levels that provide
External 1 month
Asset transparent “line-of-sight”
Support
Management
Steering Team,
Asset
Management
Working Group(s)
9 Asset Management 1 Review and refine as necessary, Council Asset Planning 1 month Medium Use of “8-point score” approach as
Decision-Making current “8-point score” approach for Coordinator an asset management decision-
asset management purposes. tool.
2 Develop asset management decision- 7.3 Council Asset Planning 2 months Short Documented asset management
making criteria for individual Asset Coordinator, decision-making criteria
Management Plans Asset
Management
Steering Team,
Asset
Management
Working Group(s)
10 Develop Council’s 1 Develop a SAMP Template for Council Council Asset Planning 1 month Short SAMP Template.
Preliminary SAMP Coordinator,
External
Asset
Provider
Management
Steering Team,
Asset
Management
Working Group(s)
2 Develop and document a preliminary 7.1, 7.3, Council Asset Planning 3 months Medium Preliminary SAMP Document.
SAMP 8.2, 9.2 Coordinator,
Asset
Management
Steering Team,
Asset
Management
Working Group(s)
11 Review / Update Asset 1 Refine existing Council Asset Council Asset Planning 1 month Short Revised Asset Management Policy
Management Policy Management Policy Coordinator,
External
Asset
Provider
Management
(optional)
Steering Team
12 Develop Asset 1 Review of existing responsibility Council Asset Planning 2 months Medium Understanding of current
Management Roles and matrices. Coordinator, responsibilities.
Responsibilities Human Resources
Manager
2 Development of a comprehensive 12.1 Council Asset Planning 3 months Medium RACI Charts for the Asset
RACI Chart for Council’s Asset Coordinator, Management System.
Management System. Human Resources
Manager
Section 57
Task Task Description Sub- Sub-task Description Linked Resources Council Leads Approx. Delivery Deliverable / Outcome
No. Task RoadMap Duration Timing
No. Tasks
13 Develop Risk 1 Determine Asset Management System Council Asset Planning 2 months Short AMS Risk Assessment needs
Assessment risk / opportunity assessment Coordinator, identified.
Methodology and requirements. Governance
Framework Advisor, Asset
Management
Steering Team
2 Modify Council’s Corporate Risk 13.1 Council Asset Planning 18 Short to Revised corporate risk
Assessment Approach, as necessary. Coordinator, Months Medium management approach.
Governance
Advisor, Asset
Management
Steering Team
14 Develop Asset 1 Review of existing Council asset Council Director 2 months Medium Opportunities to leverage existing
Investment Planning investment review / approval Corporate processes/ tools. Any workflow
Framework processes Services, Asset “gaps” identified.
Management
Steering Team
2 Document the Asset Investment 14.1 Council Director 4 months Medium The Asset Investment Planning
Planning Framework Corporate Framework.
Services, Asset
Management
Steering Team
15 Develop Asset 1 Capture of asset management Council Asset Planning 2 months Medium Contracts accurately and
Management Delivery requirements in Contracts. Coordinator, to consistently address asset
Platform: Capture of Procurement and Long management requirements
Asset Management Fleet Manager,
Requirements in Asset
Contracts Management
Steering Team
2 Develop Guidelines for alternative 15.1 Council Procurement and 2 months Long Asset Management Contracting
Forms of asset management Fleet Manager, Guidelines
contracting. Asset
Management
Steering Team
16 Develop Asset 1 Develop corporate Project Long
Management Delivery Management Framework (covering
Platform: Develop asset management)
Project Management
Approach for Asset 2 Develop and implement a Project Medium
Management training regime
Management
17 Develop Asset 1 Ensure capture of asset management Council Asset Planning 2 months Short PD Toolkit developed meets asset
Management Delivery requirements in existing PD Toolkit Coordinator, management requirements.
Platform: Define Asset initiative. Infrastructure
Management Handover Planning & Design
Procedures Manager,
Financial Services
Manager,
Coordinator
Engineering.
2 Document procedures for realisation Council Asset Planning 4 months Short Consistent approach to asset
and capitalisation of handed-over Coordinator, capitalisation that meets financial
assets Infrastructure and operational requirements.
Planning & Design
Manager,
Financial Services
Manager
18 Asset Management 1 Develop a suitable template for future Council Asset Planning 2 months Short Draft Asset Management Plan
Planning Platform: Asset Management Plans Coordinator, Template
Develop and Agree on a Asset
Standard Asset Management
Management Plan Steering Team
Template
2 Develop a “Pilot” AMP using the 18.1 Council Asset Planning 4 months Short Refined AMP Template and
template developed to test / refine the Coordinator, completed AMP
External
template. Asset
Provider
Management
Working Group(s)
19 Asset Management 1 Capture and document existing asset 9.2, 18.1 Council Asset Planning 2 months Short Existing asset strategies and their
Planning Platform: strategies. Coordinator, decision criteria
External
Develop State of the Asset
Provider
Assets Report Management
(optional)
Steering Team
2 Develop Asset-specific Levels of 19.1 Council Asset Planning 12 months Short Asset Levels of Service
Service Coordinator,
Asset
Management
Steering Team
3 Develop State of the Assets Report 19.2 Council Asset Planning 2 months Medium SoAR Document
(SoAR). Coordinator,
Asset
Management
Working Group(s)
Section 58
Task Task Description Sub- Sub-task Description Linked Resources Council Leads Approx. Delivery Deliverable / Outcome
No. Task RoadMap Duration Timing
No. Tasks
20 Asset Management 1 Develop draft list of AMPs and their Council Asset Planning 1 month Short Preliminary AMP Program
Planning Platform: delivery timeframe Coordinator,
Develop Asset Asset
Management Plans Management
Working Group(s)
2 Incremental development of AMPs 10.2, 18.1, Council Asset Planning TBA Short to Completed AMPs
19.1, 19.2, Coordinator, Medium
20.1 Asset
Management
Working Group(s)
21 Develop Asset 1 Determine minimum competencies for Council Asset Planning 1 month Medium AM Competency Framework
Management Asset Management System roles. Coordinator,
Competency Framework Human
and Plan Resources
Manager, Asset
Management
Steering Team
2 Map competencies of staff assigned to Council Asset Planning 1 month Medium Clarity of staff roles
AMS roles. Coordinator,
Human
Resources
Manager, Asset
Management
Steering Team
3 Undertake a gap analysis of staff 21.1, 21.2 Council Asset Planning 1 month Medium Staff competence improvement
competencies. Coordinator, needs understood.
Human
Resources
Manager, Asset
Management
Steering Team
4 Create an Asset Management 21.3 Council Asset Planning 3 months Medium Plan to close any competence
Competence Development Plan Coordinator, “gaps”
Human
Resources
Manager, Asset
Management
Steering Team
22 Asset Management 1 Develop asset management induction Council Asset Planning 2 months Medium Asset Management Induction Pack
Awareness pack. Coordinator,
External
Human
Provider
Resources
Manager, Asset
Management
Steering Team
2 Develop staff AM training Council Asset Planning 3 months Medium Staff AM Training Materials
materials Coordinator,
Human
Resources
Manager, Asset
Management
Steering Team
23 Asset Information 1 Map the workflows supporting the Council Asset Planning 6 months Medium AMS Process Maps and
Improvement: Asset Asset Management System Coordinator, (staged)
Management Process Director
Mapping and Data Corporate
Analysis Services, Asset
Management
Working Group(s)
2 Determine the data requirements for 23.1 Council Asset Planning 6 months Medium Asset Management System data
the workflows mapped. Coordinator, , requirements
Asset
Management
Working
Group(s),
Director
Corporate
Services
Section 59
Task Task Description Sub- Sub-task Description Linked Resources Council Leads Approx. Delivery Deliverable / Outcome
No. Task RoadMap Duration Timing
No. Tasks
24 Asset Information 1 Review existing asset hierarchy Council Asset Planning 3 months Short Revised asset hierarchy
Improvement: Asset Coordinator,
Information Director
Improvement: Asset Corporate
Management Process Services
Mapping and Data
Analysis 2 Develop or revise data standards 24.1, 24.2 Council Asset Planning 2 months Short Agreed asset information data
Coordinator, Standards
Asset
Management
Working
Group(s),
3 Develop information improvement 23.2, 24.1, Council Asset Planning 3 months Short Comprehensive and high-quality
program 24.2, 24.3 Coordinator, asset data to support the Asset
Director Management System
Corporate
Services, Asset
Management
Working
Group(s), Asset
Management
Steering Team
25 Asset Management 1 Determine asset management Council Asset Planning 1 month Short / AMS document control needs
Document Control document control requirements Coordinator, Medium understood.
Asset
Management
Steering Team,
2 Incorporate procedures developed 25.1 Council Asset Planning 1 month Medium Revised document control
into existing corporate governance / Coordinator, procedures aligned to AMS
document control procedures Asset requirements
Management
Steering Team,
Asset
Management
Working Group(s)
26 Asset Management Plan 1 Document the workflow from Asset 14.2 Council Asset Planning 2 months Medium Documented AMP to Budget
to Budget Workflow Management Plan to approved Coordinator, workflow.
Budget. Director
Corporate
Services, Asset
Management
Steering Team
27 Management of Change 1 Identify possible changes and their 19.3 Council Asset Planning 3 months Medium Comprehensive list of possible
influencing factors, by asset class. Coordinator, changes, by asset class.
Asset
Management
Steering Team,
Asset
Management
Working Group(s)
2 Develop measures to mitigate the risks 13.1 Council Asset Planning 2 months Medium Identified measures to mitigate
of changes identified. Coordinator, risks of change.
Human
Resources
Manager, Asset
Management
Steering Team
28 Control of Outsourced 1 Develop an Asset Management 3.2 Council Noosa Leadership 2 months Medium AM Strategic Sourcing Strategy
Activities Strategic Sourcing Strategy Team,
Governance
Advisor,
Procurement and
Fleet Manager
29 Quality Management 1 Investigate integration of AMS 10.2 Council Asset Planning 2 months Medium Required amendments to existing
Plan performance management Coordinator, Plans or functions.
requirements in existing Council Governance
quality management and audit Advisor, Asset
functions Management
Steering Team
2 Develop Asset Management System 29.1, 24.3, Council Asset Planning 2 months Medium Asset Management System Quality
Quality Management Plan 25.2 Coordinator, Management Plan
Governance
Advisor, Asset
Management
Steering Team
Section 60
Task Task Description Sub- Sub-task Description Linked Resources Council Leads Approx. Delivery Deliverable / Outcome
No. Task RoadMap Duration Timing
No. Tasks
30 Failure / Root Cause 1 Capture and documentation of routine Council Asset Planning 24 months Short/ Database of routine asset failures
Analysis asset failures Coordinator, Medium and the factors that influence them
Asset
Management
Working Group(s)
2 Implement process of routine failure Council Asset Planning 6 months Medium Failure review process embedded.
review in work management system Coordinator,
Asset
Management
Steering Team,
Civil Operations
Manager,
Procurement and
Fleet Manager,
Asset
Management
Working Group(s)
3 Implement a process of post-delivery Council Asset Planning 6 months Medium Project review process refined.
review for larger capital projects Coordinator,
(including revision of Standards). Infrastructure
Planning &
Design Manager