The vendor is required to provide asset management policy strategy plan and implementation services for include:
• Phase 1 – Asset management policy review & update
• Phase 2 – Asset management strategy
• Phase 3 – Asset management plan & implementation
1. Asset management policy review & update:
• Reviewing the current 2019 policy and identifying gaps or areas for alignment with the updated strategy.
• Establishing the policy’s scope based on available information, with input from key departments where possible, recognizing that internal familiarity with asset and service coverage may be limited.
• Updating the existing policy using the best practice structure, including:
o Intent – clear articulation of purpose and anticipated organizational outcomes.
o Scope – identification of included departments, asset categories, and services.
o Principles – a concise set of asset management principles aligned with iso 55000 series, FCM guidelines, and other applicable best practices.
o Roles and responsibilities – clarified responsibilities across council, management, and departments.
• Circulating the updated draft internally and incorporating feedback.
• Preparing the finalized policy for council consideration.
• Creating a brief summary and internal communication material to support implementation.
2. Asset management strategy
• Conducting a gap analysis to assess the county’s current asset management capabilities and maturity against iso 55000, the FCM maturity scale, and other applicable best practices.
• Reviewing available asset data and systems (e.g., GIS, citywide, spreadsheets) and identifying future data and technological needs to support scalable am implementation.
• Engaging internal departments to gather input on current am practices, pain points, and future aspirations.
• Recommending a governance structure (e.g., am steering committee, working groups) suited to the county’s organizational size and capacity.
• Defining clear roles and responsibilities across all organizational levels (council, CAO, directors, supervisors, am champions).
• Aligning governance with existing corporate reporting processes, decision-making cycles, and performance review timelines.
• Developing supporting governance documentation, including terms of reference, reporting templates, meeting structures, and process maps showing how governance will function in practice.
• Creating a tailored asset management framework that:
o Demonstrates how the am policy connects to strategies, plans, systems, and practices.
o Describes the organizational structure, business processes, and required information flows.
o Provides a visual model of how am components interact.
o Identifies tools, systems, and governance mechanisms needed for integrated asset decision-making.
• Drafting a comprehensive asset management strategy that includes:
o Purpose and scope – the intended audience, organizational level, and asset types covered.
o Organizational context – county mission, vision, strategic plan alignment, service level objectives, and stakeholder expectations.
o Decision-making approach – how lifecycle costs, risk, and service outcomes guide decisions.
o Framework description – overview of am practices and how they tie into financial planning and reporting.
o Objectives and key performance indicators – smart objectives with clear baseline metrics and tracking indicators.
o Am improvement plan – a staged roadmap for implementation, capacity building, data improvement, and system enhancements.
• Aligning the strategy with existing and future county plans, such as capital budgeting, long-range financial plans, and infrastructure priorities.
• Drafting an implementation plan that:
o Outlines priority actions, milestones, dependencies, and resource needs.
o Defines key performance measures and targets.
o Provides timelines for review and updates.
• Preparing summary deliverables, such as an executive summary and a senior leadership slide deck, to support communication and council presentation.
• Delivering internal training and onboarding materials to embed the strategy and governance practices into day-to-day operations.
• Collaborating closely with county staff throughout the project to ensure knowledge transfer, build internal am competencies, and enable sustainable long-term adoption.
3. Asset management plan and implementation
• Establishing levels of service, ensuring that performance expectations are clearly defined and linked to asset management practices and investment priorities.
• Providing the quality and consistency of each asset type, which ties directly into condition assessments and performance criteria, informing decisions on asset lifecycle management.
• Considering the risks of service interruptions, which ties into risk-based asset management by assessing and addressing the risks of failure or service interruptions to ensure resilience.
• Addressing both short- and long-term investment needs to maintain assets in high performing condition, which ensures that the asset base is maintained and performs optimally across different timeframes.
• Implementing the plans through information technology (software), using county’s current software like city wide or recommending a new software solution with asset management capabilities to enable an integrated approach to asset management.
• Facilitating training and procedures for staff to carry out asset management in-house, ensuring capacity-building to operationalize the amp effectively and maintain knowledge within the organization.
- Contract Period/Term: 1 year
- Questions/Inquires Deadline: April 30, 2025