The Bottom Line - Spring 2018 - 10
If the current legislation and funding plan is adhered
to, the District should be able to have the best funded
and maintained capital infrastructure of any city or state in the
country.
1. What assets does the District own?
2. What condition are the assets in?
3. How does the District prioritize its
capital needs?
4. How much funding is available to
address these needs?
The OCFO conducted a comprehensive
review with all District agencies to gain a
better understanding of the assets owned.
This review covered all street and road segments, sidewalks, schools, public buildings,
fleet vehicles, parks and recreation centers,
and all other District assets. These assets
are being inventoried in a new system called
the Capital Asset Replacement Scheduling
System, or CARSS. CARSS is an asset
management planning solution that delivers
a comprehensive view of the District's capital asset health and provides information on
each project or asset. Since system implementation began in Fiscal Year 2016, the
number of assets inventoried in CARSS
has increased from 14% to over 96% of all
District-owned assets. Additionally, facility condition assessments have been either
completed, or are in progress, on all Districtowned buildings. Finally, the OCFO worked
with the Mayor's office to develop a scoring
matrix. Based on the Mayor's criteria, the
matrix was used to rate and prioritize each
capital project, or asset, to help determine
its relative level of importance compared
THE BOTTOM LINE
to all other capital projects throughout the
District. CARSS then used this ranking
to determine how many projects can be
funded in the Capital Improvement Plan
(CIP) period, based on the amount of money
available. This new tool was used to help
build the current CIP, as well as the new CIP
in the Mayor's Proposed FY 2019 Budget.
With the implementation of CARSS, the
District arguably now possesses the most
comprehensive and detailed capital asset
management system of any city or state in
the country.
The OCFO has also developed a separate long-range financial forecasting model,
which can determine the optimal capital
funding mix within financial constraints,
including debt capacity, pay-as-you-go
(paygo) or cash funding, as well as federal or other grant funding. In analyzing the
District's total capital needs, while building
the current FY 2018-2023 CIP, it was determined that the District could afford to fund
approximately $6.7 billion of capital projects
during that six-year time frame. However,
an additional $4.2 billion in necessary capital projects were also identified that could
not be funded during the CIP period. A little
less than half of this funding gap is related
to deferred maintenance, or reinvestment
in assets the District currently owns such
as roof repair, street maintenance, and
Table of Contents for the Digital Edition of The Bottom Line - Spring 2018
The Bottom Line
Table of Contents
CFO’s Journal: Why a Value-Based Culture is Important and the Journey Ahead for the OCFO
DC Leads the Way in Long-Term Infrastructure Planning
2018 DC Institutional Investor Conference
Continuous Improvement Office: The First Four Months
Risky Business
OHR Training and Development Highlights
Office of the General Counsel: Working with the Mayor, City Council and the Congress
The Bottom Line - Spring 2018 - The Bottom Line
The Bottom Line - Spring 2018 - 2
The Bottom Line - Spring 2018 - Table of Contents
The Bottom Line - Spring 2018 - CFO’s Journal: Why a Value-Based Culture is Important and the Journey Ahead for the OCFO
The Bottom Line - Spring 2018 - 5
The Bottom Line - Spring 2018 - 6
The Bottom Line - Spring 2018 - 7
The Bottom Line - Spring 2018 - DC Leads the Way in Long-Term Infrastructure Planning
The Bottom Line - Spring 2018 - 9
The Bottom Line - Spring 2018 - 10
The Bottom Line - Spring 2018 - 11
The Bottom Line - Spring 2018 - 2018 DC Institutional Investor Conference
The Bottom Line - Spring 2018 - 13
The Bottom Line - Spring 2018 - Continuous Improvement Office: The First Four Months
The Bottom Line - Spring 2018 - 15
The Bottom Line - Spring 2018 - Risky Business
The Bottom Line - Spring 2018 - 17
The Bottom Line - Spring 2018 - OHR Training and Development Highlights
The Bottom Line - Spring 2018 - 19
The Bottom Line - Spring 2018 - Office of the General Counsel: Working with the Mayor, City Council and the Congress
The Bottom Line - Spring 2018 - 21
The Bottom Line - Spring 2018 - 22
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