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“Local governments manage 60% of the physical assets in Canada on 8 cents of the tax dollar. These assets comprise the economic backbone of our communities – they are essential – and so should their management. While all local governments do asset management and financial planning, the integration needs to enable discussions with our community about level of service, required maintenance and the cost of replacement. As professionals, we owe our communities those discussions. The resilience of our communities increasingly relies on the integration and the discussions will break the poor practices through awareness,” stated Kim Fowler.

“People look at asset management as a function, but it is not a function. It is a process, and the process for getting you to Sustainable Service Delivery is asset management. You cannot legislate a process. For this reason, I am really, really, really nervous about the way the accounting profession will try to treat natural assets in a financial statement. Accountants do not know how to deal with the subject of natural asset management. If accountants cannot explain it properly, then inclusion of natural assets in PSAB 3150 is either going to be dismissed in practice and/or done poorly. In my view, that is the bottom-line,” stated Wally Wells.

“We are much more emotional and habitual than we are prepared to admit. What we do shapes what we think, just as much as what we think informs our actions. What researchers studying behaviour tell us is that at the very least, the link between thinking and doing is iterative. This single idea makes the daunting notion of remaking municipal operations via asset management, not just possible, but manageable. To change the paradigm, given enough time, all you need to do, is change what you do and shape how people internalize the new behaviour,” stated Duane Nicol.

“Asset Management for Sustainable Service Delivery: A BC Framework” redefines the context for deciding how infrastructure is planned, financed, implemented, and maintained in British Columbia. It raises questions about how communities would service urbanizing and redeveloping areas in future. The BC Framework points the way to a holistic and integrated approach to asset management. Nature, and the ecosystem services that it provides, are viewed as a fundamental and integral part of a community’s infrastructure system.

“Small municipalities, such as Terrace, have limited resources to be able to take on something like Asset Management wholeheartedly and with focus. For most of us it is a corner of the desk project that we get to when we have time. We are now trying to change that, bit by bit. Although our level of human capital has not changed, our lens of how to view Asset Management has. The more we learn within the process and the results, it is no longer a matter of getting to it when we have time, but rather making the time to do it. Put simply, we cannot afford NOT to make this a priority,” stated Khalie Genereaux.

“Collaborating with external agencies opened our minds to thinking of AM practices in far broader terms, so that they might be applied in any community, regardless of size. We didn’t realize it, at the time, but it led to us eventually conclude that operationalizing AM would involve four separate, interconnected initiatives that would be the pathway for our journey toward Sustainable Service Delivery: They coalesced into what we locally refer to as The 4C’s – Collaboration, Capacity, Culture, and Council,” stated David Allen.

Glen Brown coined the term Sustainable Service Delivery in 2010. He synthesized three themes – financial accountability, infrastructure sustainability, service delivery – into an easy to remember phrase. “My inspiration came from Guy Felio. He said, ‘It’s all about the service’, because infrastructure/ assets are worthless IF they do not provide a service. That is what resonated with me. Also, Guy Felio said, for any asset management approach to be successful, it must not focus on the infrastructure asset by itself. That way-of-thinking applies to nature and the environment as well,” stated Glen Brown.

“Words matter. In the local government setting, what is a natural asset, really? It is a vague term that has become a buzz word that is not helpful. Why not use plain language that creates a mental picture? Stream corridor systems, parks, and conservation areas – these are land uses that constitute ‘natural assets’. From a municipal asset management perspective, however, the most important is stream systems because they provide a ‘package of ecological services’ – drainage, habitat, recreation, and enjoyment of property. Streams are a major focus for community involvement,” stated Kim Stephens.

“An issue we have in communicating our message often seems to relate to the use and interpretation or misinterpretation of words or phrases. Too often we use technical terms within our own skill sets, not appreciating that others may not know what we are really saying. Asset Management, itself, is an intimidating term. The process of asset management or ‘managing assets’, is not new. The process, as defined today, just leads to better decisions across the entire organization for priority setting with limited budgets. However, we have succeeded in confusing everyone,” stated Wally Wells.

“Beyond local government, the provincial umbrella for EAP is ‘Asset Management for Sustainable Service Delivery: A BC Framework’. The driver for EAP is degradation of stream channels and streamside riparian setback zones. Over the last six years, the EAP methodology and metrics have been tested, refined and mainstreamed. The methodology has allowed consideration of opportunities taken or missed and risks avoided or incurred. On an ongoing basis, it allows for the question, how well are we doing? In short, EAP provides local government with a path forward to address loss of riparian integrity along streams,” stated Ray Fung.