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Asset Management for Sustainable Service Delivery: A BC Framework

FLASHBACK TO 2011 AND THE VANCOUVER ISLAND ECONOMIC SUMMIT: “A key message is that we must get it right at the front-end of the land development process in order to achieve long-term sustainability, especially financial,” stated Judy Walker, planner with the Village of Cumberland, at a pre-summit forum about the unfunded infrastructure liability as a driver for sustainable service delivery


“We have learned from Glen Brown and others that the change in approach starts with land use planning and recognizing that infrastructure and services can be provided sustainably, both fiscally and ecologically. Another key message is that everyone involved in land development has a role to play in achieving sustainable service delivery,” stated Judy Walker. “The topic for the town-hall part was Sustainable Service Delivery Means Integrate Land Use Planning and Infrastructure Asset Management.”

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FLASHBACK TO 2011: “The link between asset management and the protection of a community’s natural resources is emerging as an important piece in Sustainable Service Delivery,” stated Glen Brown in foreshadowing the ‘Primer on Integrating Natural Assets into Asset Management’, released in September 2019


“The term Sustainable Service Delivery describes a life-cycle way of thinking about infrastructure needs and how to pay for those needs over time. The challenge is to think about what asset management entails BEFORE the asset is built. This paradigm-shift starts with land use planning and determining what services can be provided sustainably, both fiscally and ecologically,” stated Glen Brown. “Land use planning in British Columbia may be significantly improved when integrated with asset management planning.”

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COLLABORATE / IMPROVE WHERE LIVE: ‘Sustainable Service Delivery’ refocuses business processes on how constructed and natural assets are used to deliver services, and support outcomes that reduce life-cycle costs and address risks (Asset Management BC Newsletter, Fall 2019)


Motivated by a shared vision for restoration of the aquatic environment in Burrard Inlet, three engineers with distinguished careers have been passionate and relentless in convincing Metro Vancouver to rethink the treatment process strategy for the new Lions Gate Treatment Plant. “Recent studies have shown harmful chemicals and pharmaceuticals present in local waters and in juvenile salmon. How stupid would it be to build a $778 million plant and have it out of date before it even opened,” stated Ken Ashley.

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BREAKING DOWN SILOS: “If asset management for sustainable service delivery is so simple and logical, why are we not getting it?” asks Wally Wells, Executive Director, Asset Management BC (July 2019)


“Different generations have different perspectives because of the way they grew up which formed beliefs and thinking patterns. This message really brings to light that different audiences will resonate with different messages in different ways,” wrote Wally Wells for an article co-authored with Kim Stephens and Cory Stivell. “Good messaging is what provides an opportunity to change a perspective which in turn aspires action. So maybe the question is: Are you considering your different audiences and ‘generational ways of thinking in your messaging process and content?’ If not, why not?”

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YOUTUBE VIDEO: “A simple challenge to a municipal councillor or regional board member is: Why would you take on another unfunded liability called drainage – which is what you have been doing for a lifetime!,” stated Kim Stephens, keynote speaker at the Nanaimo Water Stewardship Symposium (April 2018)


“An educational goal is that those who are involved in municipal land use and drainage would understand the vision for ‘Sustainable Watershed Systems, through Asset Management’. It is an educational goal. Part of that is the paradigm-shift to recognize watersheds as infrastructure assets,” stated Kim Stephens. “The significance there is that people in local government get it, in terms of whether you use the word deficit or liability, that we don’t have the money to refinance or replace our existing core infrastructure such as water, sewer or roads.”

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ASSET MANAGEMENT BC NEWSLETTER (Summer 2018): “The BC Framework refocuses business processes on how physical and natural assets are used to deliver services, and support outcomes that reduce life-cycle costs and address risks,” wrote Kim Stephens, Partnership for Water Sustainability in BC


“A game-changer flowing from Living Water Smart is ‘Asset Management for Sustainable Service Delivery: A BC Framework’. Led by Asset Management BC, the BC Framework sets a strategic direction for local government service delivery,” stated Kim Stephens. “Hydrology is the engine that powers ecological services. Thus, integration of the Partnership’s work within the BC Framework should accelerate implementation of the whole-system, water balance approach at the heart of the ‘Sustainable Watershed Systems, through Asset Management’ program.”

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ASSET MANAGEMENT BC NEWSLETTER (Summer 2018): “BC municipalities and regional districts, their respective CAOs and staff would benefit from guidance to a common communications approach to enhance asset management practices,” wrote David Allen, Chief Administrative Officer, City of Courtenay


“Ironically, while AM BC has championed the need for sustainable service delivery, it has increasingly recognized the need to address its own sustainability in maintaining an independent and neutral position in supporting other local governments,” stated David Allen. “This is possibly why there has not yet been a collation of policy practices offered in support of CAOs and council/board elected officials where, from a public administrator’s perspective, something of that nature would be very useful.”

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ASSET MANAGEMENT BC NEWSLETTER (Winter 2018): “Operationalizing Asset Management: It’s about People, Too” – David Love, City of Courtenay


“In the spring of 2016 ‘Operationalizing Asset Management’ was ready. We then developed a comprehensive change management plan consisting of workshops, presentations and dialogue amongst all the affected persons,” stated David Love. “The whole thing was led by the CAO, and supported by Council’s Asset Management Policy that had set guidelines for implementing an organization-wide Asset Management processes. This was completed in the fall and the changes were then implemented en masse.”

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ASSET MANAGEMENT BC NEWSLETTER (Summer 2018): Spall but Mighty: A Closer Look at the Service Sustainability Assessment Tool in Action – Interview with Doug Allin, CAO, Township of Spallumcheen


“It can be daunting, particularly in small communities with limited staff. That’s why you need to start small. Just jump in and get going. Pick one aspect to focus on and start with a plan. One of the first things I do in any community is start with the education – from the inside out. We can’t embrace Asset Management if our decision-makers don’t know what it is, why it’s necessary, and how it will benefit our community,” stated Doug Allin. “It all starts with a conversation, and asking: Is that what we want for our community?”

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ASSET MANAGEMENT BC NEWSLETTER (Winter 2018): Rossland’s Asset Management Planning Takes Centre Stage at Asset Management BC Conference


“In the recent past, our approach to infrastructure renewal was closer to a policy of Disaster Response than a systematic strategy to upgrade our essential services based on a comprehensive plan,” stated Mayor Kathy Moore. “But as part of its overall strategic plan, the current council has been undergoing a process to address asset management. That process has included an organizational assessment that allowed the city to “develop a clear understanding of where the organization needs to build Asset Management Capacity over the next two to seven years.”

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