Review of the Asset Management Program Improvements

Review of the Asset Management Program Improvements

RECOMMENDATION:

THAT the report dated October 28, 2025, from the Deputy Director of Engineering titled “Review of the Asset Management Program Improvements” be received.

PURPOSE:

To provide Council with an update on improvements made this year to the Town’s Asset Management (AM) Program.

BACKGROUND:

View Royal’s AM Program objectives are to:

• Deliver services according to Council’s vision for the community,
• Optimize the use of Town assets to deliver community services,
• Achieve and maintain sustainable service delivery through adequate funding and planning,
• Enhance transparency for all stakeholders in decision-making processes,
• Facilitate investment prioritization.

In January 2024, Council received for information the Town of View Royal’s Asset Management Strategy (“AM Strategy”) that aims to assess and improve the Town’s Asset Management Program., The strategy informs the non-core project “N-111 Asset Management Program Improvements” (Attachment 1).

The AM Program follows the AMBC Framework for Sustainable Service Delivery (Figure 1), a systematic approach that supports View Royal in managing service-based assets in an environmentally, economically, and equitably sustainable manner.

Figure 1 - AMBC Framework for Sustainable Service Delivery

DISCUSSION:

Since the approval of project N-111 in 2024, progress has been made across the four AM core elements—People, Assets, Information, and Finances—through the following strategic initiatives:

PEOPLE

• Establish a Cross-Departmental AM Working Group A multidisciplinary internal working group was established in January 2024 to guide AM initiatives. Members include the CAO, Director of Engineering, Director of Finance, Assistant Fire Chief, Deputy Director of Engineering, and Deputy Director of Finance. The group meets quarterly or as needed to support program delivery.

• Enroll Staff and Council in AM training In 2024, staff developed a competency-based training framework to guide AM training delivery. It was determined that all staff and Council members should receive at least basic training in asset management principles. Online and in-person training opportunities were coordinated throughout 2025 in alignment with the framework.

ASSETS

• Establish Levels of Service for all assets With support from an external consultant, staff developed a comprehensive framework to measure the service levels delivered by capital infrastructure. This framework provides a measurable and reportable tool to guide Council’s discussions on desired and acceptable levels of service, and to inform asset management plans. The framework is scheduled to be presented to Council in early 2026.

• Prepare AM Plans for critical assets AM Plans for critical assets will be developed upon Council’s acceptance of the levels of service framework.

• Adopt AM Policy and AM Strategy Staff will bring an AM Policy and an updated AM Strategy for Council’s consideration in early 2026. The purpose of this is to provide the Town with an administrative strategy to achieving and maintaining sustainable service delivery.

INFORMATION

• Integrate Sustainable Infrastructure Replacement (SIR) Plan data into existing AM software This integration was completed in 2024 with consultant support. It enables the analysis of reserve contributions and forecasted capital renewal spending.

• Conduct data audit and establish standards This initiative aimed to enhance data-driven decision-making by optimizing asset data systems, standards, and protocols. The project was completed in 2025 with external consultant support.

FINANCES

• SIR Plan funding recommendations Funding recommendations from the Town’s Sustainable Infrastructure Replacement Plan (“SIR Plan”) were incorporated into the 2024-2028 and 2025-2029 Financial Plans at Council’s direction.

NEXT STEPS:

Heading into 2026, staff will continue to administer the planned initiatives described in the non-core project “N-111 Asset Management Program Improvements”, which includes:

ASSETS (1) Bringing forward an AM Policy and updated AM Strategy for the purposes of Council approval in early 2026. (2) Presenting the Levels of Service framework in early 2026. (3) Preparing the first AM Plan for critical assets following Council’s direction on the above item (1)

PEOPLE (4) Administering the AM training program throughout the organization.

INFORMATION (5) Improving AM data practices by adopting the recommendations identified in the AM data processes and protocols audit.

FINANCES (6) Recommending the SIR Plan’s financial strategies during the annual financial planning process. (7) Anticipating an update to the SIR Plan in 2027.

ANALYSIS:

Impacts and implications can be summarized as follows:

ALIGNMENT:

The recommended option aligns with the Town’s following core guiding documents as follows:

PUBLIC PARTICIPATION GOAL:

The desired level of public participation for the recommended option is:

[X] Inform [ ] Consult [ ] Involve [ ] Collaborate [ ] Empower [ ] N/A

TIME CRITICAL:

There are no timing considerations for the Town.

ATTACHMENTS:

ATTACHMENT 1: N-111 Asset Management Program Improvements from FP 2025-2029