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Asset Management Team

  • 1.  Asset Management Team

    Posted 31 May 2019 00:17
    Edited by Alpesh Solanki 04 October 2019 16:16
    Hi Everyone,

    Does anyone share present situation for Asset Management Team that how it perform in most of the councils. Does entire Asset Management Team report to CEO/COO or Engineering Manager or Finance Manager? I think CEO/COO or Engineering would be better to take charge of Asset Management Team.

    Can anyone share their thoughts or best experiences on this topic?

    Thank you everyone in advance

    Regards
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  • 2.  RE: Asset Management Team

    Posted 02 June 2019 19:30
    Hi Alpesh,

    I've worked with a number of Local Government organisations who have used various structures. Really when it comes down to it, It is more about the person not the structure. It is more important to have the person who is most passionate about implementing Asset Management across the organisation.

    Regards,

    Steve

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    Shephen Hegedus
    Shepherd Services Pty Ltd
    Partner/Director Asset Services
    shephen@shepherdservices.com.au
    0417076345
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  • 3.  RE: Asset Management Team

    Posted 08 October 2019 23:01
    Thank you for valuable feedback.
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  • 4.  RE: Asset Management Team

    Posted 17 October 2019 00:14
    G day Steve
    I totally agree with your comments, too often the CEO, COO etc have their own agendas (political expediency) it is the actual person involved with assets that makes it function effectively,I have at times had to deal with local government and it is my least favorite thing to do,
    Gil
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  • 5.  RE: Asset Management Team

    Posted 02 June 2019 19:31
    Hi Alpesh,

    Here at Charleston Water our AM department​ (responsible for coordinating AM efforts) reports directly to the Chief Project Officer (Engineering).  However, the "AM Team" (a cross functional multi department team responsible for independent and collaborative AM decision making) reports directly to the Executive Office for final approval of AM decisions.

    We have found this arrangement to be very helpful for breaking down departmental silos and ensuring decision are made that are mutually acceptable across departments. Our SAMP outlines the team structure in a bit more detail (web address provided below).

    https://sc-charlestonwatersystem.civicplus.com/DocumentCenter/View/1663/SAMP

    I hope this information is helpful!

    Regards,

    Earl DuPriest
    Asset Management Program Manager
    Charleston Water System
    103 St. Philip Street | Charleston, SC 29403
    Tel: 843-727-7202
    Mob: 843-214-4310
    E: dupriester@charlestoncpw.com




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  • 6.  RE: Asset Management Team

    Posted 03 June 2019 17:54
    Dear Earl, a very interesting structure you describe, I tried to see your SAMP, but the URL does not seem to work for external access. Would it be possible to receive the document via email please? I am travelling at present, could you please send to e.krauss1@icloud.com for ease of access? Much obliged, and thank you in advance, kind regards Ernst Krauss Asset Management SME (SEQWater secondee)

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    Ernst Krauss

    0428393428
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  • 7.  RE: Asset Management Team

    Posted 04 June 2019 18:18
    ​Hi Ernst,

    I hope all is well in Queensland.  I used to work closely with SEQ water in my previous role working with Gold Coast Water / Allconnex.

    The CWS SAMP document is very large at 54MB.  Unfortunately I can not email that version of the document due to size restrictions.  I tested the link and it should be operational.  I would recommend trying to copy paste the link into a chrome browser. Otherwise internet explorer or edge browsers may need to have their security settings updated.

    As an alternative you can try a direct search.  Google Charleston Water System. Select the search result  Customer / Charleston Water System.  On the CWS webpage choose the "About Us" option top right of screen. On the About Us page select the "Mission, Vision, Values & Strategic Plan" option at the center of the web page.  On the MVV&SP page scroll to the bottom and you will find the CWS AM policy and SAMP links.

    Hopefully one of these options work for you.  If not send me an email and we will figure it out some other way.

    Regards,

    Earl DuPriest
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  • 8.  RE: Asset Management Team

    Posted 04 June 2019 19:30
    Hi Earl, how small the world is! 

    We are starting an Asset Management program now. 

    Thank you so much for the information about the links, I will try tomorrow when I have full access again to my regular services. I let you know if I succeed. 

    Regards Ernst
    Sent from my iPad



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  • 9.  RE: Asset Management Team

    Posted 08 October 2019 23:02
    Thank you for valuable feedback.
    Original Message
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  • 10.  RE: Asset Management Team

    Posted 02 June 2019 21:23
    I have to agree with Alpesh, as long as we are talking about Asset Management (AM) and not the management of assets. By reporting to the CEO, the organisational impact of AM gets the support and authority of the CEO to get things done, and we all know that without support from the higher echelons AM is destined to fail! I did do a report once to the CEO on this, and while he agreed that it was a good idea he didn't want to increase the size of his department. AM is not an holey engineering function and is not solely a finance function either. I currently report to Finance, while this is the wrong department it is the right manager, and this makes a lot of difference.

    The one thing that I think we are missing is the direct linkage between AM and GIS.  It is time for a department on its own (lucky for those who have one).

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    Ashley Bishop
    Asset Management Coordinator
    Benalla Rural City Council
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  • 11.  RE: Asset Management Team

    Posted 08 October 2019 23:02
    Thank you for valuable feedback.
    Original Message
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  • 12.  RE: Asset Management Team

    Posted 03 June 2019 20:24
    Hi Alpesh
    The asset team sits within the Infrastructure and Operations Directorate that contains the infrastructure delivery people.  However, we work very closely with the Manager of Finance and Director Corporate Services to ensure alignment of asset management and long term funding.  You can build a case for either scenario, the key is the dialogue and relationship between asset and corporate key stakeholders to ensure alignment on asset management outcomes that meet the strategic outcomes and are affordable for the community.
    Regards
    David
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  • 13.  RE: Asset Management Team

    Posted 08 October 2019 23:02
    Thank you for valuable feedback.
    Original Message
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  • 14.  RE: Asset Management Team

    Posted 04 June 2019 00:52
    Hi Alpesh

    After working with multiple agencies over the years I can say everyone does it a little bit differently.

    However I have noticed four main configurations

    1. A dispersed arrangement where asset management functions are delegated throughout the organisation to the people best able to perform those functions. e.g. the manager roads looks after road asset management, operations collect data. ITS manages data, etc
    2. A core asset management team providing support, information, planning, data management, etc. to finance, design, works, customer services, and other functional groups.
    3. A one man band typically for smaller organisations where one person does everything
    4. Outsourced to contractor/consultant

    Each of these approaches has strengths and weaknesses that need to be matched to the organisation capacity, size and culture. In my opinion the dispersed structure seems to offer the best outcome, opportunity and resilience but it relies on a open and delegating leadership structure and sufficiently large organisation  to permit specialization.  Effectiveness depends on the maturity of the organisation and it is sometimes necessary to build a simple approach first before expanding.

    In terms of who reports to who I have seen multiple versions.  The more senior the chain the more ability to influence the outcome, but typically the more responsibilities covered.
    1. Asset management as a core department and executive role reporting to top management with various operations, design, planning, etc functions
    2. Subsection reporting to a works/operations director
    3. Subsection reporting to a finance director
    4. Dispersed into the organisation structure

    If you are just starting out my suggestion is start with what you have (maybe a one man band) build a small team and gradually assign responisibilities.

    Hope this is useful

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    Graham Lantzke
    Principal Asset Engineer
    WSP Pty Ltd
    graham.lantzke@wsp.com
    PERTH WA
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  • 15.  RE: Asset Management Team

    Posted 08 October 2019 23:02
    Thank you for valuable feedback.
    Original Message
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  • 16.  RE: Asset Management Team

    Posted 17 October 2019 00:13
    Previous replies in this thread have raised a number of relevant perspectives, especially that of organisational maturity I would offer another for consideration.

    Asset Management does not exist in a vacuum. Assets are not maintained merely to keep them running or available from an optimum engineering perspective. Rather Assets are provided to the public to provide/ enable services. Thus while a budget provides both an enabler and constraint it is the Service Provider who determines and provides the level of service to the public and the range of services a Council provides is a balance of what the community wants and is prepared to pay for.

    These factors need to be managed at an appropriate level. In addition, linkages with the Council's Strategic plan need to be maintained with the Operation Plan. Financial Plan and the SAMs/ TAMPs. Thus, Asset Management development, from a strategic perspective in larger Councils, should report to the CEO and deliver to the Executive Team. Conversely if AM Development reports to a specific discipline i.e. Finance or Engineering then the the perspective of these disciplines will inevitably hold sway over the drivers for the service. I would suggest, if you find your Council in the latter situation, you should consider including in your change/ improvement plan steps to move the AM Development to team to a more effective reporting position.
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