We commit to improving and maintaining the public water, sewer, storm, facility, transportation, and any other publicly owned asset, while minimizing the long-term cost of operating those assets. We strive to make the most cost-effective renewal and replacement investments and provide the highest-quality customer service possible.
The International Infrastructure Management Manual defines the goal of asset management as meeting a required level of service in the most cost-effective way through the creation, acquisition, operation, maintenance, rehabilitation, and disposal of assets to provide for present and future customers.
An Asset Management Plan (AMP) is a tactical plan for managing an organization’s infrastructure and other assets to deliver an agreed standard of service. Typically, an Asset Management Plan will cover more than a single asset, taking a system approach - especially where a number of assets are co-dependent and are required to work together to deliver an agreed standard of service.
1) Asset Inventory
2) Level of Service
3) Critical Assets
4) Revenue Structure
5) Capital Improvement Project Plan
• What do I own?
• Where is it?
• What condition is it in?
• What is its remaining useful life?
• What is its value?
Geographic Information Systems (GIS) integrate spatial data (maps) and tabular data (informational databases) through computer technology. In doing so, it revolutionizes the way in which we can utilize information.
The City's Asset Management Team uses GIS as a tool to administer asset management through the implementation of an Asset Management Plan (AMP) for publicly-owned assets. The Asset Management Team is currently establishing a comprehensive GIS database along with a "scope of work" for creating an AMP for each asset. The Team uses the Department of Environmental Quality and the Michigan Transportation Asset Management Council as a guide to success.
Level of Service (LOS) defines the way in which the City stakeholders want the City to perform over the long term. The LOS can include any technical, managerial, or financial components the City's wishes, as long as all regulatory requirements are met.
In determining criticality, two questions are important. The first is how likely is it that the asset will fail; and second, what is the consequence of failure? Determining an asset’s criticality will allow a utility to manage its risk and aid in determining where to spend operation and maintenance dollars and plan capital expenditures.
Factors attributed to Probability of Failure:
Assessing criticality requires an examination of the probability of failure and the consequence of failure as discussed above. The assets that have the greatest probability of failure and the greatest consequences associated with the failure will be the assets that are the most critical.
Accurate budgeting will help track and control spending, ensure accountability, and improve the ability to anticipate expenses.
A long-term Capital Improvement Plan (CIP) should look at the utility’s needs for the future.
There are several categories of capital improvements that must be considered. The categories are listed below.
Information above was taken from the DEQ Forms and Guidance for an Asset Management Plan, which are located on this page for more details.