Facility Forum - Spring 2016 - (Page 22)

BUILDINGS AND GROUNDS asset management for Public Facilities By Tamer E. El-Diraby and John Tarantino M a nagers of public facilities have far reaching social, environmental, and economic responsibilities. One proven method to achieve this is through implementing asset management systems. This includes clear definition of service expectations, sustained effort to collect performance data, and sound analysis tools to support budgeting decisions. Achieving this will require the establishment of an organizational culture and a decision making process that support a sustained effort to conduct these activities. In other words, the management of large/public facilities entails more than simply the technical activities. It must be part of a transformational process for the business procedures of the organization that integrate service levels and performance management into the capital and operational budgets. Level of Service Definition The starting point of any asset management plan is to clarify expectations. What levels of services are required? This is not limited to the physical conditions of the facility (which should always be the first priority). It must also include environmental, financial, and user satisfaction measures. Core objectives for this step must include profiling the customers (i.e., users): their needs, values, and expectations. This also must include what the customers are willing to pay for each level of service. In addition, there must be a clear definition of the technical service levels as stipulated by code. Capacity, Demand and need Forecasting Facility managers must also develop clear plans to monitor demand and to forecast its growth/change. Demand patterns can be hard to predict given the fluctuation in community activities, population growths, demographics, and user attitudes. Of essential importance is to understand the factors that can have impact on size and dynamics of demand. This should be coupled with a clear assessment of current usage levels and patterns. These two elements must be combined through well-developed predictive models: what does the future look like? Data Collection and Management To understand the technical aspects of assets, to profile customers, and to support decision making, diverse amounts of information is generated. It is necessary to undertake periodic inspections to determine the condition of the asset and to plan how and when the assets would be best maintained, rehabilitated or replaced. This must include a formalized set of roles and responsivities for data collection. The adoption of a data modeling standard to enhance the ability to retrieve information and conduct needed analysis is another major element in this regard. A reliable protocol to assure integrity and quality of data is also needed. The operators must also adopt suitable technologies to enhance data reliability, including manual or automatic acquisition of individual performance data elements that are incorporated into the corresponding performance 22 | ontario recreation FacilitieS aSSociation indicator. For example, using surveys to measure "customer satisfaction," using visual inspection to "assess conditions," or using simulation to anticipate "energy usage levels." Asset Performance Defining levels of services (and collecting data about this) and understanding demand dynamics should be used to build models to objectively measure performance. At the core of this are the following activities: * Performance Objectives: this refers to the operational and service goals of infrastructure systems set forth by owners/operators of infrastructure systems. Setting clear performance objectives is a prerequisite for the effective identification of performance measures. * Performance Measures: a broad metric used to assess the attainment of performance goals of an infrastructure system/sector. Performance measures normally match the performance goals. For example, the performance measure "Level of Customer Service" stems from the performance goal "Improve Service." Generally, cost, social and economic benefits, reliability, environmental consequences, safety, and service levels are widely recognized as important measures. However there is no single generallyaccepted list, framework, or method for comprehensively describing infrastructure performance measures. Given the broad and subjective nature of the performance measures (e.g., environmental impacts), a performance measure normally encompass a set of sub-measures or indicators.

Table of Contents for the Digital Edition of Facility Forum - Spring 2016

CAO’s Message
Industry Watch
Rink on the Roof
ORFA Professional Development Pillars
A World without Grass
Asset Management for Public Facilities
Cemeterian
Risk Management
Modernization of Safe Food and Water Regulations under the Health Protection and Promotion Act
Health & Safety
An Amazing Transformation
Member Profile
Hockey Injury Lawsuit Dismissed
Energy Champion
Index of Advertisers

Facility Forum - Spring 2016

https://www.nxtbook.com/naylor/ORFQ/ORFQ0118
https://www.nxtbook.com/naylor/ORFQ/ORFQ0417
https://www.nxtbook.com/naylor/ORFQ/ORFQ0317
https://www.nxtbook.com/naylor/ORFQ/ORFQ0217
https://www.nxtbook.com/naylor/ORFQ/ORFQ0117
https://www.nxtbook.com/naylor/ORFQ/ORFQ0416
https://www.nxtbook.com/naylor/ORFQ/ORFQ0316
https://www.nxtbook.com/naylor/ORFQ/ORFQ0216
https://www.nxtbook.com/naylor/ORFQ/ORFQ0116
https://www.nxtbook.com/naylor/ORFQ/ORFB0215
https://www.nxtbook.com/naylor/ORFQ/ORFB0115
https://www.nxtbookmedia.com