EAM Program Roadmap

1. EAM Program Roadmap EAM Program Roadmap Project April 2012

2. Table of Contents • Purpose • Strategic Objective • Asset Management Framework plus • Planning Assumptions • Asset Classes (priority/treatment) • EAM Program Roadmap • EAM Program Proposed Governance Model • Wrap up • Next Steps

3. EAM Program Roadmap • Strategic plan that matches short-term and long-term goals with specific business and technology solutions to help meet those goals. • High level plan depicting a sequence of recommended projects to achieve the desired future state.

4. Strategic Objective of EAM To have sustainable, reliable infrastructure providing optimal service delivery in support of community health, safety, economic prosperity and quality of life.

5. Cost Threshold Evaluation Methodology Depreciation Methodology AM Framework 2006 AM Expertise Governance 5 Yr Capacity Plan 5 Yr Maintenance Plan Service Level Plan Project delivery Plan 5 Yr Recapitalization Plan Change Mgmt. Project Mgmt. Asset Registry Performance Methodology Condition Methodology Life Cycle Maintenance Management Data Standards Data Model Business Base Data Requirements

6. Assumptions EAM Program Current State • EAM Program Office will provide: • Project Management methodology and supporting templates and processes/procedures • Asset management expertise, guidance and mentoring • On-going training, mentoring and communications to support a consistent approach to project management and asset management • Integrated project management processes, tracking the integration points among the various projects and other AM related initiatives on the roadmap

7. Assumptions con’t EAM Program Current State Projects will have clearly defined deliverables with the objective of improving existing or adding new AM functionality Each project will be assigned a project manager or project lead and all projects will be managed using the same formal project management methodology Methodical approach to solutions delivery, QA and testing (process and technology) will be applied AM process work will incorporate most appropriate industry best practises with the goal of implementing practical asset management, suitable to HRM

8. EAM Projects

9. Asset Class Priorities EAM Program Current State • Road Infrastructure (ROW) • Failing systems (RA) • Suspect there are some mature processes that may be easily refined and possibly applied to other asset classes • Buildings (Facilities) • Incompleteautomated capabilities • High value, dynamic assets • Has executive support and planned initiatives/funding for 2012/13 • Land Improvements • More dynamic and complex than land • Land • Not as dynamic as other classes • High value but does not change as frequently as other asset classes

10. Fleet (vehicles & ferries) • EAM Program Office will provide oversight to ensure alignment with EAM strategic objectives via application of PM methodology and practical AM practises • New technology solution selected (Fleet Focus, Asset Works) • Follow same principles of AM but the technology solutions tends to be very different • Recommend integrating systems in the future to share data to inform the AM planning and budget process (corporate reporting)

11. EAM Program Road Map 2016/17 2014/15 2015/16 2012/13 2013/14 ROAD INFRA. (ROW) BUILDINGS LAND IMPROVEMENTS LAND FLEET P1 – Establish EAM Program P2 P2 – Foundational EAM P 3– Asset Registry P4 – Operational EAM P5 – Strategic EAM P7 – Sustainable EAM. P6 Financial Models Project FLEET EAM Oversight (EAM Governance) => => => => => => $1.6M– $1.9M $1.8M – $2.5M $500k - $800K HRM staff HRM Staff 4 to 5 year @ $3.9M to $5.2M

12. P1 – Establish EAM Program Office Establish Program Office Manage Program Office Transition Program Office • 6-7 months • Prg. M to managing program in partnership with internal manager • 1 months • Prg. M gradually transition to internal manager • 3 months • Implement program office processes and procedures • 13 months ($280-300k) • 10 months for Prg. M@90% • 13 months for AM SME@20% • External program manager and asset management SME • Reports into Manager of Infrastructure

15. P3 – Asset Registry Project Define Data Management Determine data requirements Populate Registry • 2 months • Confirm asset priorities • Confirm information requirements • Define data mgmt. processes • Define data gathering approach • 4 months • Refine/define data requirements • Define/refine data model & data governance • Define PI • Prioritize data • Define/confirm system of record • 18 months • Gather and record basic inventory data in asset registry • 24 months ($525-560K) • Mostly internal resources • Recommend assigning team lead with PM skills @50% and AM SME @20% • May need some data collection support (external service)

18. P4 - Operational EAM Project 2014/15 2012/13 2013/14 ROAD INFRASTRUCTURE BUILDINGS LAND IMPROVEMENTS LAND BUSINESS CASE LOS ASSESSMENT MODEL ROAD INF. PROCESSES ROAD INF SOLUTION BUILDING CONDITION & PROCESSES BUILDING SOLUTION Interim LAND IMP PROCESSES LAND PROCESSES RISK ASS. MODEL LAND IMP SOLUTION LAND SOLUTION ASSET DESIGN STANDARDS SOLUTION ARCHITECTURE

22. EAM Governance • Owners of EAM initiatives and deliverables • Centralized point for all EAM related decisions • Guidance in two key areas: • Program establishment and maturity towards desired state (EAM Program Roadmap) • Program sustainability via policy and procedures; continuous improvement; change control

23. EAM Governance • Directors - F&ICT, TPW, C&RS, PI, Transit, Police, Fire& HW • Chaired by Director of PI • Authority to make decisions and enforce change • Provide strategic direction and set priorities • Approve major deliverables and change requests • Escalation point for decisions • Director of PI is the Program Sponsor • Report to Manager Infrastructure, owner of roadmap • Central coordination point for EAM initiatives • Track, monitor and control EAM initiatives/budgets • Communication, change control, CM, PM • Methodology, policy and procedures , expertise • Portal for stakeholder engagement • Mgmt. level reps from business, Finance & ICT • Reviewer/approver of deliverables • Allocate people resources • Participate in CM activities • Portal to clients (other BU’s) • Ensure transition to operations and sustainability

24. EAM Program Project Mgmt. Operations Projects R&R Policy People Procedures Change Control Change Mgmt. Decisions Risk Mgmt. Assets Methodology Issue Mgmt.

25. Organization Chart

26. Wrap Up • Seven projects over 4 to 5 years @ $3.9M to $5.2M • Recommend forming an EAM Program Office reporting into Manager of Infrastructure • Over time the Manager of Infrastructure takes on program management responsibilities • Engage/empower internal resources as much as possible right out of the gate • Highly recommend engaging AM SME to guide the evolution of AM practise, procedures, processes and tools • Highly recommend PM practices to coordinate EAM activities in alignment with desired outcomes

27. Next Steps • Present EAM Program Roadmap to business advisory group • Final approval • Secure funding for 2012/13 • Procure Program Manger (P1) • Procure AM SME (P1, P2) • Kick off “business case” for P3 (primarily ROW)