The City of Prince Rupert is looking to develop a more complete strategy towards how it manages its assets, posting a Request for Proposals to the BC Bid website seeking out the services of a consultant to help steer them towards support of their objectives.
The overview for the project RFP from September 8th outlines the scope of what City Hall is hoping to achieve from their latest initiative and how it will serve to provide a roadmap for the future.
The development of an Asset Management Strategy and Roadmap, along with a Data Governance Framework, will bring together the existing Asset Management components that the City of Prince Rupert has put in place, including an Asset Management Policy and an Asset Management Investment Plan, while addressing gaps identified in the Asset Management Readiness Scale Assessment.
More specifically, this strategy will focus on how the Asset Management Policy can be implemented, and define what tools, processes, and standard practices need to be put in place to achieve a successful Asset Management Program in the long-term.
The Asset Management Strategy and Asset Management Roadmap shall be used to guide the City in moving the Asset Management Program forward. These documents will link together the City’s existing asset management documents, including the Asset Management Investment Plan (AMIP) for core assets and the Asset Management Policy.
It will define how the City will implement the principles set out in the Policy and support the delivery of the asset management objectives. The Strategy will lay out a process for integrating the AMIP with the long term financial planning and annual budgeting process, as well as how to integrate the existing GIS/Excel based asset register with Local Government Data Entry (LGDE) reporting requirements to improve efficiency.
The Strategy should also include ways to add new asset categories to the existing AMIP. The Roadmap should identify 3-5 year objectives and performance targets, and clearly define staff responsibilities to achieve these objectives.
The timeline for the initiative is one which starts with the deadline for expressions of interest which comes up on October 1st.
Once selected the successful applicant will then have to meet a range of deadlines towards elements of their work, though those are still to be determined.
The final Draft of the new Asset Management Strategy, Roadmap and other Frameworks is set for June 3rd, of 2022.
The bid package includes information related the city's Water Fund Asset Management Reserve, Sewer Fund Asset Management Reserve and Solid Waste Asset Management Reserve
You can review all of the documentation from the BC Bid website
Past City of Prince Rupert Bid Requests and RFP's can be reviewed here.
For more notes on items of interest from City Hall see our archive page here.
ReplyDeleteHello Prince Rupert taxpayers.
Right now the mayor has a City Administrator, Corporate Administrator, Chief Financial Officer, Communications Director and lord knows who else that are city employees. City Hall's job is to run the city. If these people can't do it hire the people that can. Don't hire people that don't have the ability to do the job.
The city assets are the responsibility of city hall. Is this finally as I suspected an admission they are in over our head. Now we have to hire more people?
Pretty sure it's not as dire a situation as you are painting, seems more like hiring of a consultant to bring together elements already in place and create a more seamless process. Something done by many municipalities. Doubt it means anyone is in over their head, probably more a case of timeline and workload constraints and this doesn't seem like a full time hire. Though as you note there are quite a few people working at City Hall, how they assign work and divide up responsibilities might be an interesting thing to learn more on ... NCR
DeleteAm I happy that the city is asking for outside help, yes.
ReplyDeleteShould it have been sooner, you bet.
But, instead of farming out infrastructure needs to consultants five years after issues were raised via Rebuild discussions. I would have gone in the following direction.
Pull the CAO, CFO, Dir of Ops, and the Corporate Admin off of their existing board seats with Legacy, Citywest, and the Airport. Free them up to refocus on infrastructure priorities and help their staff get those priorities over the finish line.
Let city councilors sit on the above boards on a rotational basis throughout their terms so they get some experience on the city business side.
It comes down to people and process, I have no doubt we have great people at city hall. What I doubt is the current process at city hall, because I, like many residents are not seeing any tangible results.