strategic asset management overview

© 2019 Dude Solutions | CONFIDENTIAL 1© 2019 Dude Solutions | CONFIDENTIAL Software for Smarter Operations

Strategic Asset

Management Overview

© 2020 Dude Solutions | CONFIDENTIAL 2

Strategic Asset Management Overview

What is Strategic Asset Management?

Why is Strategic Asset Management necessary?

(Why should clients care?)

Market insights

Training Schedule

Wrap-Up & Q/A

Agenda


Assets can be tangible or intangible.

Examples include:

• Buildings/Facilities (ex. HVAC, Electrical)

• Transportation/Roadways (ex. pavement, bridges, sidewalks)

• Water Distribution (ex. mains, valves, hydrants, treatment plants)

• Sanitary Sewer Collection (ex. manholes, force mains)

• Storm Water Management (ex. ditches, canals, pipes)

• Ports, Rail, Airports

• Parks, Playgrounds, Sports Fields

But first…what do we mean by “assets”?


What is Strategic

Asset Management?


Strategic Asset Management (SAM)

• Establishes alignment across your organization – Line of Sight

• Long-term view

• Value

• Purpose

• Long-term outcomes

• Focus is on understanding how assets deliver value

• To the organization

• To customers / stakeholders

Managing Assets vs Asset ManagementBoth are important BUT there is a difference

Managing Assets

• The things you do to assets

• Life-cycle delivery

• Plan

• Acquire

• Operate & Maintain

• Renew / Dispose

• Focus tends to be on minimizing life-cycle cost


Strategic Asset Management

Strategic Asset Management (leading indicator)

• Service Level Optimization

• Life-Cycle Modeling

• Infrastructure Investment Planning

• Long-Term Financial Planning

• “What If?” Scenarios

Tactical Asset Management (lagging indicator)

• Customer Request Management

• Maintenance Management

• Inspections

• Risk Management

• Performance Reporting

Asset Information

• Physical Asset Registers

• Financial Asset Registers

• Condition Assessments

• Basic Reporting

Strategic AssetManagement

Tactical AssetManagement

Asset Information


Strategic Asset Management (SAM) is a comprehensive and structured approach to managing the whole life of assets by:

• Changing the organizational mindset from short-term to the longer view

• Aligning business practices around levels of service, costs and risk profiles

• Enabling optimized total asset lifecycle management

• Establishing a clear vision for how an organization manages its assets for “value”

• Providing a plan for doing the right things—at the right times—for the right reasons

What is Strategic Asset Management?


Why is Strategic Asset

Management

Necessary?(why should clients care?)


Ensures assets meet service provision requirements

Maximize community/institution’s benefits from use of assets

Reduce dependency on new asset solutions

• Extend the life of assets

• Ensure existing assets are better utilized

• Alternatives to new assets

Reduce the cost of owning/managing assets

• Better planning

• Rationalize assets

• Decisions based on whole life costs and appraisals

Strategic Asset Management Objectives


Breaking the Cycle

Using Asset Life-cycle Modeling


Long-term Asset Vision

Turn lagging indicators into leading indicators (Predictive Modeling)

10, 15, 25 years and beyond (vs. 3 – 5 years)

Deliver value at any point on the asset management journey

Allow client to “tell their story”


Transparency

• Well-defined stakeholder expectations

• Active engagement and dialog with stakeholders

Well-understood operations and maintenance (O&M) costs

• “O&M” are costs associated with operating and maintaining an asset

Realistic capital investment planning (CIP) budgets

• “CIP” is a series of integrated activities an organization undertakes to identify, plan and execute future work and activities (ex. rehab, repair or replacement activities)

Manage for value and total cost of ownership (TCO)

• “TCO” is an estimate of all the direct and indirect costs involved in acquiring and operating an asset over it’s lifetime

Why Should Clients Care?


What is the best service level for a given amount of funding?

What will be the future asset performance if we change the current level of funding?

How much funding is required to bring assets up to the target performance level?

Organizations Can Answer Strategic Questions


Focus is on the OutputHow does the client tell their story………


100s – 100,000s of assets to maintain

Asset life-cycles spanning decades

Increasing customer / citizen demands for service / high quality products

Aging (rapidly) assets and declining performance

Shrinking (?) budgets and competing demands for limited funds

Why Should Clients Care?

Are we

really

doing the

best we

can?

What level of funding do we need to deliver (maintain) an acceptable level of service?

How do we optimize our capital dollars to maximize our asset value over the long-term?

How do we communicate all of this with our various stakeholders?

Wouldn’t it be great if we had a single platform to analyze our capital needs across all of our asset classes?


Market Insights


What is the asset lifecycle cost?

What is the operational cost?

What budget is required?

What does the long-term financial plan look like?

What is the true financial value of my assets?

The game has changed


Global infrastructure funding gap

Increasing demand on aging infrastructure

Less free capital to fund future infrastructure needs

Growing infrastructure funding gap

everywhere globally

Governments worldwide increasingly

mandating high standards of infrastructure asset management


We still have the workers…

Capital expenditure in the public sector is down

11.3 11.4 11.6 11.4 10.7 10.4 10.4 10.2 10.4 10.8

6.6 6.7 6.8 6.9 7.1 7.0 7.0 6.9 6.9 7.3

17.8 18.1 18.4 18.3 17.8 17.4 17.4 17.1 17.3 18.1

2011 2012 2013 2014 2015 2016 2017 2018 2019 2024 Proj

State WorkersLocal Workers

Source: U.S. Bureau of Economic Analysis; U.S. Census Bureau; S&P Global Market Intelligence; Federal Reserve Economic Data; U.S. Census Annual Survey of Public Employment & Payroll

Public Sector Workforce (MMs)

The biggest uptick in state and local government workers from ‘13 to ‘18 in the U.S. was in

transit, hospitals, parks and recreation, fire protection, and health.


…but not the money for the assets they operate and maintain

Capital expenditure in the public sector is down

Public Infrastructure Spending (2)Capital Outlay in Education (1)

$46

$57$51

$46 $46$51

$56

$1,383 $1,454

$1,155

$982 $977

$1,052 $1,155

$-

$200

$400

$600

$800

$1,000

$1,200

$1,400

$1,600

$25

$30

$35

$40

$45

$50

$55

$60

$65

$70

$75

Capital Outlay ($B) Capital Outlay / Pupil

1.15%

1.35%

1.55%

1.75%

1.95%

2.15%

2.35%

'93 '95 '97 '99 '01 '03 '05 '07 '09 '11 '13 '15 '17 '19

Public Construction Spending / GDP

1) Includes expenditures for property and for buildings and alterations completed by school district staff or contractors2) Seasonally-adjusted, annualized rates; based on public construction spending as a percentage of GDPSource: U.S. Bureau of Economic Analysis; U.S. Census Bureau; S&P Global Market Intelligence; Federal Reserve Economic Data; U.S. Census Annual Survey of Public Employment & Payroll

Capital outlays in education dropped steeply

with a modest pick up

Q4 ’19 marked the lowest level on record of

public works investment


Public Spending on Transportation & Water Infrastructure

…but not enough to offset capital spending cuts

Maintenance spending is creeping up…

$-

$50

$100

$150

$200

$250'56 '60 '64 '68 '72 '76 '80 '84 '88 '92 '96 '00 '04 '08 '12

Capital Outlays ($B)

Operations & Maintenance ($B)

Source: Congressional Budget Office based on data from the Office of Management and Budget, the Census Bureau, and the Bureau of Economic Analysis

$150

$175

$200

$225

$250

'90 '94 '98 '02 '06 '10 '14

› Even before the Great Recession hit in 2000s, gross capital spending dropped – and it has not recovered

› In the late 1980s, Federal funding sources dropped to ~40% of total capital outlays on infrastructure – and it has hovered at that level since

› Highways are bearing the burden of the decreased capital spending more than any other infrastructure type

› Since 2003, real purchases of capital have declined by ~33%, as the prices of materials to build transportation and water infrastructure have rapidly increased.

Observations

Expense prioritization is a must!


Understanding how maintenance

and operations impact the capital

plan and vice versa will be critical

long-term as underfunded U.S.

infrastructure continues to erode


What’s next?


Q&A

strategic asset management overview

Documents