2017 CNAM Conference Sessions Time to Retire the Darts ...cnam.ca/wordpress/wp-content/uploads/2015/04/5603-Website-Speak… · capabilities related to capital asset investments

Page 1 of 27 *SUBJECT TO CHANGE*

*SUBJECT TO CHANGE* 2017 Conference Program

2017 CNAM Conference Sessions

Time to Retire the Darts: Defining the gap between capital needs and available funding by asset type (A case study on how the District of Columbia leveraged technology to optimize their capital investment for maximum return.)

David Clark, District of Columbia

Rob Corazzola, PowerPlan

During this presentation, the presenters will discuss the advantages developing an integrated asset inventory program that focuses on improved clarity of decision making made possible by a system which optimizes risk, assets, resources and budgets. The presenters will tell the story of how the District of Columbia managed the key components of this process: recognizing the need to evaluate projects and assets, the creation of evaluation criteria and their appropriate weighting, the configuration of the software to record and tabulate results, and the time and effort needed to properly score each asset and project objectively. Additionally, the speakers will address how structuring a useful differentiation of assets based on how they must be managed in the future can benefit capital performance. Finally, the question will be asked and answered, can one successfully determine an ROI for an investment into ongoing recurring capital needs?

Parks Canada’s Federal Infrastructure Investment Program – Securing and Implementing Unprecedented Funding

Davina Brown, Parks Canada Agency

Bernadette O'Connor, Opus International

At Parks Canada, a senior government official once said to us "How did you let it get this bad?" "This bad" was in reference to our estimate in 2012 that over 50% of the Agency's $16 billion asset portfolio was in poor condition with an estimated backlog of $2.8 billion in deferred work. Parks Canada's assets include irreplaceable cultural heritage resources, visitor assets such as campgrounds and visitor centres, and general infrastructure such as highways, bridges and dams. By 2014, the Government of Canada had announced $2.8 billion in funding to improve the condition of the aging portfolio. Today, Parks Canada is on track to deliver this unprecedented program of work. In this presentation, Parks Canada shares the "push and pull" factors used to secure funding, and ultimately to affect change. Essential enablers for success are also discussed, such as collaborative partnerships and strategic decision making underpinned by sound asset information.



Cloud-based software for optimal long-range risk-based renewal planning of water distribution networks

Mahmoud Halfawy, Infrastructure Data Solutions, Inc. (IDS)

Amir Agha, City of Regina, Saskatchewan

Loretta Gette, City of Regina, Saskatchewan

Water utilities are striving to reduce maintenance backlog and close the investment gap through optimizing long-range renewal plans to sustain levels of service, and reduce risks and lifecycle costs of water distribution networks. Current heuristic approaches for prioritizing and selecting rehabilitation and replacement projects are not guaranteed to generate “optimal” programs. This session discusses a novel multi-objective optimization approach and cloud-based software that is capable of generating “optimal” renewal plans, while simultaneously considering multiple objectives and constraints, and a set of alternative renewal methods. The optimization objective function is formulated to maximize system-level condition or minimize risk at the lowest lifecycle cost. The paper discusses the software architecture and techniques used to support deterioration modeling, risk analysis, prioritization, and optimal project selection. The session also discusses an example application for developing an optimal 20-year renewal plan for Regina’s water distribution network, under a range of budget and performance target scenarios.

TransLink's CAPITAL-M Program Achievements and Lessons Learnt

Vikki Kwan, TransLink

TransLink is Metro Vancouver's regional transportation authority, responsible for regional transit, cycling and commuting options including roads and bridges. In 2015, TransLink initiated a multi-year program called CAPITAL-M (Capital Asset Prioritization Investment Tool for Advanced Lifecycle Management) to improve TransLink’s asset management practices across the enterprise. The CAPITAL – M objectives including maintaining and enhancing safety, service, and reliability by proactively managing assets, and improving decision making and prioritization capabilities related to capital asset investments. This presentation will share the CAPITAL-M Program’s achievements after one year, including lessons learnt and next steps in TransLink’s enterprise asset management journey.



Why We Chose Aerial Imagery to Manage our Trees

Monica Silva B.Sc, The City of Vaughan

Elaine Chang PhD, PEng, PMP, The City of Vaughan

The City of Vaughan owns more than 160,000 trees along 360km of roadways that criss-cross the City’s 27,000Ha. The City needed a detailed inventory of its street trees, to conduct tree care and maintenance activities more efficiently, and to make more informed medium-term and long-term planning decisions for the urban tree canopy. The City considered various data collection options, including traditional ground-based data collection, and found that aerial imagery was more cost-effective, and allowed the City to complete its street tree inventory within a single-season. The aerial approach will provide geo-location, species, age and health attributes (based on remote sensing of tree stress levels) of individual street trees, as well as biomass volumes and carbon sequestration. Samples of the City-wide ortho-photo image, and geo-spatial tree data from the City’s project will be shown. The City’s plans for building on its tree management program will be discussed.

Challenges and Value in Building a GIS Inventory at Halifax Water

Harold MacNeil, Halifax Water

Kelsey Green, OPUS International

Halifax Water provides services to over 80,000 customers across the Halifax Regional Municipality. Its water, wastewater, and storm water infrastructure is valued at over $6.7 billion. This requires a structured, coordinated, and proactive approach to managing their infrastructure assets to meet desired levels of service and better manage risk. Improving data and information gaps within its corporate GIS was identified as a high priority. Recent large scale asset inventory projects involving extensive field data collection, compilation, and updating of its GIS have created challenges for the organization. Smart data acquisition tactics have been central to this work, built around understanding business requirements, agile data collection methodologies, well defined asset hierarchy and data formats, leading acquisition technology, utilizing pilot projects and rigorous quality control. The coordination and timing of these large data projects along with a number of large IT projects create challenges in managing limited resources and working with business partners to implement.

From Defect Finding to Network Assessment - Calgary’s Roadway Asset Condition Assessment Programs

Ms. Kai Li, the City of Calgary

Ms. Judy Yu, Associated Engineering



Calgary Roads, partnered with Associated Engineering, has conducted a thorough review of all the existing asset condition assessment (ACA) programs in Roads. The purpose of the review is to identify gaps in the existing ACA programs, along with recommendations on improving the ACA processes and data. The end result aimed at a better understanding of investment needs from both a defect perspective (on an annual basis) and long term financial commitments for asset lifecycle replacement as it relates to asset deterioration. All ACA programs were reviewed based on uniform criteria including assessment approach, condition rating system, sample sizing, frequency, relevance, data confidence and validation. The review identified Individual program improvements and those that benefit all programs. In this presentation, Calgary Roads would like to share our findings and lessons learned and also welcome comments and discussions on improving our ACA programs.

Sidewalk Condition Assessment & Rating System Development: Strathcona County Case Study

Doug Manarin, P.Eng., Opus International Consultants (Canada) Limited

Victor Iwuoha, P.Eng., Strathcona County, AB

Cherie Fuchs, P.Eng., P.E., Opus International Consultants

This case study presents the methodology developed to complete a network sidewalk condition assessment and condition rating system for determining appropriate maintenance, rehabilitation and renewal treatments in Strathcona County. The assessment included the collection of distress data for over 470 km of concrete sidewalk. Observations were loaded into a GIS with outputs designed to directly identify and quantify locations requiring corrective treatments ranging from panel replacements and grinding to utility adjustments and vegetation removal. The rating system provides a comparison tool to inform decision making by ranking each segment very good, good, fair, poor and very poor. This ranking assists the County in considering trade-offs between maintenance and renewal options for entire segments. The tool also allows for comparison between segments or by neighbourhood. The presentation provides practical information on planning a condition assessment to inform decision making and provide discussion on lessons learned as part of the project.

A Practical, Staff-Driven Asset Management for Small to Medium Sized Utilities - The LASA Experience

Philip Tiewater, Opus International Consultants

Michael Kyle, Lancaster Area Sewer Authority

The Lancaster Area Sewer Authority (LASA) is a medium sized wastewater operation. As they approached decisions about expansion they wanted a picture of their financial future. After



dabbling with asset management (AM) over 10 years they decided to try AM for their capital program and to gain a better picture of their finances as they considered major investments. Instead of the typical consultant-driven AM project they chose to have an AM “coach” to reduce costs and to help AM become part of the culture of LASA. The coaching helped the staff ease into AM and to adopt it at their own pace rather than a schedule driven project. Because staff did all of the work they “own” it. The resulting 50-year financial projections and “Nessie” curve allows LASA to see the impacts of financial decisions, to consider the timing of the investments, and to run rate scenarios.

Coordinating Asset Management Plans Across 10 Business Units – A Calgary Story

Henry Fang, The City of Calgary

Owen James, Associated Engineering

Corporate Asset Management (CAM), supported by Associated Engineering, has been working with 10 business units on generating business unit level asset management plans since Jan. 2016. Faced with challenges such as diverse asset portfolio and different asset management maturity level across the corporation, CAM delivered the AMPs through template standardization, workplan development, stakeholder engagement and change management. The AMP development process also intended to embed risk and level of service practices in decision making. There have been many opportunities realized, knowledge gained and lessons learned through the AMP development process.

Linking AMPs to Short Term and Long Term Investment Plans

Daniel Olsen, CH2M

Billy Haklander, Lake Huron and Elgin Area Primary Water Supply Systems

Asset Management Plans (AMPs) in Ontario typically focus on renewal investment drivers to maintain levels of service (LOS) to existing customers. This moderate sized water utility in Ontario explored an innovative approach to developing an AMP that covered all drivers for investment including both maintaining LOS and growth/enhancements. The utility’s LOS framework identified trends in LOS measures to understand the utility’s performance against service goals. The utility’s Risk Management framework and lifecycle model were used respectively to identify short-term (1-5 years) and long-term needs (6 to 30 years) to maintain LOS. Outputs from the master plan and other studies were used to inform growth and enhancement needs. A 30-year unconstrained investment projection was developed and used as an input into the financial plan where a financial strategy was developed including rate increases needed to fund the 30-year projection. On a yearly basis, the LOS, risk, and a business case processes will continue to be used to prioritize investments for the capital budget.



Calgary Water Asset Management Plan by Collaboration

Joanna Line, City of Calgary

Oscar Aular, City of Calgary

January Townsend, City of Calgary

The intent of this workshop is to discuss key elements of the management of Calgary's potable water distribution network. Over the past thirty years Calgary has refined its strategies for replacement and rehabilitation of the distribution network. These decisions have been very successful in reducing the number of main breaks per year. In 2015 Calgary moved towards more formalized Asset Management Plans. The documents provide information to guide the management of assets, in compliance with regulatory requirements and inform the decision-making process when assessing funding requirements. One key aspect of the plans is the need to conduct hypothetical scenario analysis on how modifying funding levels directly impacts the level of risk for water assets. We have recently implemented a decision tool - RIVA - to assist in this analysis, and communicate the impacts to our long range capital plans.

The Challenges of a Sustainable Physical Asset Management Approach

Dharmen Dhaliah, P.Eng, PMP, CAMA, MMP, CMRP, City of Toronto

The Challenges of a Sustainable Physical Asset Management Approach Dharmen Dhaliah - City of Toronto A holistic approach to managing physical assets has become a top priority these days, both in the public and the private sectors. Physical assets are in urgent need for more attention and better care in order to meet required service levels, to minimize risks, to comply with regulatory requirements, to sustain growth demands and to meet the ever-changing needs of the community at large. Without doubt businesses and governments fully understand the importance of physical asset management and are dedicating capital to close the gap. The major stumbling block is finding a sustainable organizational approach. Lots of organizations are stuttering and getting confused when it comes to implementing and sustaining a physical asset management philosophy. One of the main reasons is the existence of bureaucratic silos. In many organizations - government, corporate and non-profit sectors there is a lack of collaboration and alignment to achieve organizational strategic goals. This session will explore the challenges faced by organizations while they start implementing a sustainable physical asset management approach.



Managing Change: Integrating Sustainability & Asset Management

Angela Danyluk, MSc., RPBio, The City of Vancouver

Service needs, assets, and the climate are changing - do your capital planning and asset management systems reflect these changes? If they did, would municipal services and livability goals be better met? Angela will explore these questions drawing upon the City of Vancouver’s experience in sustainability, asset management and capital planning based on the Greenest City Action Plan, the Capital Plan and the Federation of Canadian Municipalities Leadership in Asset Management Program. During the discussion Angela will cover topics and on-the-ground efforts related to: • The connection between land use planning and development to municipal service levels, sustainability and financial goals. These domains must be better integrated in order for communities to achieve their sustainability, service and financial goals. • A range of themes related to sustainability and metrics, e.g. air quality, resilience, safety, storm water design, flood construction level, GHG/m2, water use, transportation mode split. • The challenges associated with costing and communicating green field development compared to alternatives due to traditional land use planning and municipal financial planning. Communities do not account for the long term O&M costs of land use decisions well. These long term costs present a larger burden then upfront capital costs which developers typically contribute too. • The range of sustainability planning and action that can occur, e.g. from facilities and corporate fleets to neighbourhoods to long term community planning initiatives.

Barriers to Asset Management

Wally Wells P.Eng., Asset Mannagement BC

BC, under the gas tax agreement, recently carried out a major survey of communities of where they are with asset management. The survey was qualitative and quantitative. A report will be issued in a few months. One of the outcomes is the identification of areas where people are struggling with asset management. From this, Asset Management BC with our partners, are identifying what we do about t, from education and training to development of tools. Also, in continuing work with our communities, we have an ever growing list of lessons learned. Recently I presented some of these at the BC Public Works conference., The response from the participants was excellent as the examples were real life cases of lessons learned and what to do about it.



Evaluating the Sustainability of Public Infrastructure Projects

Michael Benson, University of New Brunswick

Jeff Rankin, University of New Brunswick

The session will outlay current research occurring at the University of New Brunswick on the development of a comprehensive model to evaluate the economic, environmental, and social efficiency of public infrastructure projects. The presentation will begin by outlining some background information on the various methods and tools currently available to decision makers who wish to determine the "sustainability" of infrastructure. Various shortcomings will then be identified, and a new model, determined as the Sustainable Efficiency Model, will be presented. Further this, two case studies applying the model will be presented and a final discussion on the model's usability, feasibility, and usefulness will be discussed.

Developing Long-Term Sustainable Transit Asset Management Models

Gabe Taba, City of Windsor

Naeem Farooqi, WSP | Parsons Brinckerhoff

In 2015, the City of Windsor’s Asset Planning Division with support and direction from WSP|Parsons Brinckerhoff, embarked upon an ambitious plan to modernize and upgrade their transit asset portfolio and operating procedures. The primary focus was the establishment of a long-term bus and capital asset replacement strategy and an in-depth analysis and understanding of the types of physical assets currently managed and their corresponding life cycle events and parameters. Tying in with Windsor City Council’s 20-year vision statements, the final project deliverables were a full life cycle costing analysis and model for all of Transit Windsor’s major asset components. Utilizing subjective and objective asset condition data in conjunction with proprietary modeling techniques, Transit Windsor was presented with a 20-year full bus and capital asset replacement program as well as streamlined operating and maintenance business cases and standard operating procedures.

Asset Lifecycle Plans at Calgary’s Water Treatment Plants

Chris Graham, The City of Calgary, Water Treatment

Kendal Martens, The City of Calgary, Water Treatment

Jennifer Ouyang, The City of Calgary, Water Treatment

This presentation will discuss the steps The City of Calgary has implemented to develop Asset Lifecycle Plans for large water pumps at the Treatment Plants as key building blocks towards Asset Lifecycle Planning and Asset Management excellence. Asset Lifecycle Plans are used to define the inspection, monitoring, repair maintenance, refurbishment, replacement and capacity strategies. The City of Calgary Water Treatment Division is currently developing asset specific



planning documents that will be used to inform and support these major maintenance decisions. Asset Lifecycle Plans will promote a consistent long term approach to the management of critical assets – reducing operational risk and potential service impact on customers, analyzing cost-benefits and total cost of decisions made to maximize investment value. This benefits both the Operating and Capital budget forecasting for asset refurbishment, replacement and new installations.

Alignment of Financial Planning, Accounting, and Physical Assets - A Case Study

Peter Simcisko, Watson & Associates Economists

Gregg Houser, City of Moncton

A case study describing the experience of the City of Moncton, NB. Best practice in asset management seeks to have alignment between the financial planning, accounting, and physical asset management functions in the organization. This case study will provide real life examples of how this can be accomplished, and how this alignment supports sustainable service delivery within an asset management program.

Bridging the Gap between Traditional GIS and Expanding Asset Management Demands – Halifax Water’s Driveway Culvert Data Collection Project

Lucie Kendell, GISP, Halifax Water

Despite being owned and maintained by Halifax Water, driveway culverts are not assets in the corporate Geographic Information System (GIS). The asset population was uncertain; condition information was nonexistent. While driveway culverts follow a “run to failure” replacement program, Halifax Water is accountable for the stormwater service provided and therefore responsible for budgeting replacement costs – a challenging projection when asset information is incomplete. A solution was cultivated through a collaboration of our Asset Management and GIS Groups. ArcGIS Online technology was leveraged to collect a statistical sample of 500 driveway culvert condition assessments, in a concurrent desktop and real-time field data collection exercise, that was applied to a refined asset population estimate. This presentation will show how Halifax Water is using ArcGIS Online technology as a collaborative solution to bridge the gap between traditional GIS and expanding asset management demands. (This topic could be adapted to a workshop format.)

Using Value Management for Developing a Fire Infrastructure Plan in Downtown Calgary

Pinky de la Cruz, City of Calgary

Mushtaq Rabbi, City of Calgary



In 2015, Calgary Fire Department (CFD) had to decide what to do with two aging fire stations in downtown – replace or rehabilitate? To determine the best infrastructure solution for the area, CFD embarked on a Value Management (VM) study. This involved collaborating with a team of 24 City staff and external disciplinary experts. The VM study allowed the department to look at things more strategically, better frame the opportunity and problem, and create an excellent platform to communicate ideas across a multi-disciplinary team while building relationships and channels across the Corporation. With guidance from a qualified VM facilitator, the team was able to identify more creative solutions, analyze these options including looking at the balance of value and functionality, and identify a defensible measure of return on investment that can be used to inform a business case for City Council.

The Secret Life of Culverts: Halifax Water's mission to uncover its cross culvert inventory.

Marc Lopez, Halifax Water

Kelsey Green, OPUS INTERNATIONAL CONSULTANTS

Halifax Water is responsible for managing a stormwater network that is valued at over $1.5 billion dollars. As part of its asset management program improvement plan, stormwater assets were identified as being significantly incomplete with only limited data being readily available. In response, Halifax Water undertook a comprehensive asset inventory and condition assessment of its existing stormwater cross culverts. This included developing a data collection and condition rating methodology, pilot study, field data collection of 1,748 culverts, and preparing an ArcGIS geodatabase. The collected data was then used to develop a 30 year capital investment plan, applying an asset life cycle modeling approach, utilizing linear programming with alternative funding scenarios assessed that considered condition, risk and investment. With the completion of this study, Halifax Water has established the necessary building blocks for future assessments of its culvert infrastructure including an updates to inventory, condition assessment, long term investment plan, and a sustainable process for future assessments.

One City, One Voice, a Few Pumps and Lots of Fire Stations

Pinky De La Cruz, The City of Calgary, Fire Department

Chris Graham, The City of Calgary, Water Services

Kendal Martens, The City of Calgary, Water Services

The City of Calgary’s Calgary Fire Department (CFD) and Water Services (WS), two separate business units have separately embarked on projects to determine their asset portfolio’s criticality, condition, asset level of service and a prioritized lifecycle plan. Through past and on-going collaboration, these two areas have realized that their experience with these projects could be described using a broad framework that could be applied to different asset types. This presentation provides the approach, principles and learnings that could be considered in



successfully putting together aspects of asset criticality, condition, risks, asset level of service and crucial stakeholder engagement to achieve the rigor and buy-in to craft a defensible lifecycle plan and priorities.

Modeling Impacts of Climate Change on Pipe Failure

Gizachew Demissie, University of British Columbia

Dr. Solomon Tesfamariam, University of British Columbia

Jordi Hemsing, City of Calgary

The safety and reliability of water supply system (WSS) are crucial in providing water for domestic use, food, and energy production, transportation, recreation and maintenance of natural ecosystems. However, as a result of climatic variability (droughts, floods, freezing temperature, and thawing temperature) and other environmental impacts, most of the water systems have experienced the water resources and its infrastructure management issues and will continue facing the same problem in the future. These system has been designed and constructed based on historical climate data; yet, observations show that there have been changes in climatic pattern and statistics. The change in climate combined with the aging and deterioration of the WSS have presented great challenges to most water utilities. Particularly, transmission and distribution pipes, spatially distributed components of the WSS, are most often vulnerable to failure (leak- age/breakage/burst) as a result of environmental and operational conditions. The objective of this study is to develop a Bayesian Model Averaging (BMA) methodology to forecast pipe failure by integrating climate attributes (from climate models), operational factors, pipe physical attributes, and external soil corrosion. The City of Calgary WSS pipes will be used as a case study for the developed BMA model.

Developing an Expert System for Evaluating Infrastructure: Incorporating Resiliency and Sustainability

Dr. Jyoti Kumari Upadhyaya, PhD., P. Eng., University of Windsor

Dr. Nihar Biswas, Ph.D., P. Eng., University of Windsor

Dr. Edwin Tam, PhD., P. Eng., University of Windsor

This presentation demonstrates how sustainability and resiliency can be incorporated in asset management through a comprehensive consideration of technical, financial, social and long term aspects. The previously developed and tested Functionality-Survivability-Sustainability (FSS) Framework has clearly identified these issues and incorporated indicators to reflect the performance of an infrastructure system accordingly. The FSS framework serves as a basis for this expert system approach by allowing the user to rate the performance of the infrastructure



system based on possible indicators, circumstances, and potential outcomes. The FSS framework assesses infrastructure systems into three, general categories that are successively more comprehensive and robust: 1) supplying nominal functionality; 2) having the additional capacity for resilience to survive events; and 3) providing for long term sustainability. What is unique are the set of factors by which infrastructure is assessed: what resources are required; how are people’s health and well-being impacted; and can the management of the system respond to and evolve with changing circumstances.

Toward Climate-Resilient Public Infrastructure

Bassem Saassouh (Research Officer), National Research Council - Canada

Climate change and extreme weather events will cost Canadians more than $5 billion annually by 2020 and more than $43 billion/year by 2050. One of the major technical challenges facing public infrastructure is the growing risk of failure of existing infrastructure under effects of climate change and extreme weather events combined with the lack of innovative approaches and technologies dealing with the associated risk. NRC and collaborators have started a 5-year project that will develop frameworks, guidelines and decision support tools for risk-based management that will enhance the resilience of public infrastructure through climate adaptation measures. The presentation will discuss: - the latest advancement of the project with respect to risk management of infrastructure and municipal assets. - the remaining challenges facing the development of guidelines for integration of climate change into the asset management process, mainly in terms of data needed for a comprehensive risk-based planning and decision making.

Risk Based Planning and Decision Making

Shiva Tiwari, City of Calgary

Waste & Recycling Services is an early adopter of the Integrated Infrastructure Risk Management Framework (IIRMF) at City of Calgary. The IIRMF framework was initially applied to manage the top three family of landfill assets identified as the ones bearing the highest levels of risks and uncertainties, namely: (i) liners, caps and leachate management systems (ii) sedimentation ponds and (iii) landfill gas systems. The risk definitions pertaining to how the status ratings of the condition of the asset (hence probability of failure) and consequence of failure are derived were formulated through a series of consultations with practitioners and industry experts. The risk definitions were then calibrated against the prevalent engineering standards at the time of construction, as built drawings, field sampling and tests. Finally, the risk approach was implemented as a business process which serves to provide input into the broader infrastructure investment planning decisions.



Calgary Olympic Legacy Lives On

Barry Heck, President & CEO, WinSport (Canada Olympic Park)

Dale Oviatt, Sr. Manager Communications and Stakeholder Engagement, WinSport (Canada Olympic Park)

The history of the Olympic Games is rife with examples of assets that end up mothballed when the flame is extinguished. But thanks to the forethought of Calgary’s Olympic leaders, the assets from the Calgary Games are thriving. Having endowment funds to assure the future of these facilities is only part of the equation. The other keys are expansion, innovation in how the facilities are used, strategic planning, and at times, making some tough decisions. All these are especially important for an organization that receives to government funding for day-to-day operations.

How the City of Prince George Uses Benchmarking to Continuously Improve its Water and Wastewater Utilities

Kristy Brown, City of Prince George

Chris Lombard, AECOM

The National Water and Wastewater Benchmarking Initiative (NWWBI) had its inception in 1997 and is managed by AECOM. To date there are 39 wastewater and 37 water utilities participating across Canada. The City of Prince George became a participant in 2004. The NWWBI aligns with one of the Prince George Council’s focus areas: Actively communicate and engage with employees, citizens, local organizations and partners, and key constituencies outside of Prince George to advance the community. It also aligns with two of Council’s strategic priorities: Assess, prioritize, and align capital, operating and maintenance activities AND update and improve systems to ensure appropriate and valid customer service delivery. The City of Prince George will share how they are using their participation in the NWWBI to keep Council informed on the performance of its water and wastewater utilities, and how the information is used to continuously improve and strengthen its utilities.

Substantial Road Capital Budget Savings

Dr. Michael Maher, Golder Associates

Dr. Roozbeh Rashedi, Infrastructure Solutions Inc.

Kelly Walsh, Town of Fort Erie

This year, Infrastructure Solutions Inc. completed the most comprehensive Canadian survey of municipal road maintenance practices ever undertaken. The 171 survey participants represented 45,000 km of paved road, 15% of Canada’s population, and a wide range of



municipalities by region and population (request a copy!). For every major surface treatment type, less than 20% of municipal road networks are maintained in accordance with what respondents believe to be best practice.

A strategic alliance has been forged between the University of Waterloo, Golder Associates Ltd., and Infrastructure Solutions as a social entrepreneurial undertaking to create greater awareness around the advantages of preventive maintenance and to advance road network capital planning tools. The University of Waterloo has invested 10 years of research into linear and non-linear optimization and a patent-pending process for analyzing “big data.” The improvements achieved through Waterloo’s optimized solution, which inevitably highlights the critical importance of preventive maintenance, can be translated into substantial savings or increased socio-economic benefit or both.

All governments need to build a strategy for self-sufficiency. Better capital planning should be high on that priority list. As it pertains to road networks, a government's first order of business is to capitalize on the significant cost savings and lifecycle gain associated with road preventive maintenance. A second initiative would be to use advanced analytical tools to attain the highest possible return, both from a financial and socio-economic perspective, on road capital expenditures. Only by stakeholder buy-in on a practical and implementable capital plan can communities stem their infrastructure deficit, maintain a quality of life and plot a course for the future with confidence.

Integrated Civic Facility Planning

Ryan Meier, City of Calgary

Shela Luprypa,

The ICFP Program is working collaboratively with civic service providers to develop a corporate facility planning framework that enables The City to plan and deliver sustainable facilities. Once the framework is implemented, the intent is that a road will be cleared for the creation of a long term portfolio plan that can feed into lifecycle maintenance plans and capital planning - and vice versa. Further, because levels of service are meant to drive AMPs and capital plans, this means levels of service will drive long term portfolio planning as well. In our presentation, these connections will all be explored. The intent of the presentation is to present the issues and opportunities that these relationships create. For instance, how do we maintain the big picture when planning life-cycle maintenance upgrades, and how does long term portfolio planning help asset managers do this?

Asset Management at the City of Barrie - Where are are we after 5 years of Implementation

Roop Lutchman, GHD Limited



Kelly Oakley, City of Barrie

The City of Barrie (the City) developed an AM strategy in 2009 and has been implementing various best in class practices since then (e.g., AM Plans). In general, the City is comfortable with its AM Strategy, but believes that it was appropriate to validate its overall maturity development and focused on the following: 1. Develop an updated work plan (also known as an AM Roadmap) 2. Ensure an appropriate governance structure is in place to guide the City’s continued AM Strategy implementation over the next few years 3. Prepare and updated State of the Assets Report (SOAR) for communication with Council and the public The City has identified the need for the project to align with the Ontario Provincial guidelines for AM Plans and condition assessment, changes in the Development Charges Act (Bill 73), proposed changes to the Infrastructure for Jobs and Prosperity Act (2015), ISO 55000 and alignment with other corporate initiatives as it improves its asset management culture.

This paper provides and overview of the City's learnings from the past 5 years of AM development, the approach to AM maturity assessment and Roadmap and AM Governance Model development as well as results of its latest SOAR.

Operationalization of a Public Works Program Asset Management Strategy

Pious Maposa, CPA, CGA, MBA., Regional Municipality of Halton

Dan Olsen, P. Eng., CH2M

Working with CH2M, Halton Region Public Works has embarked on the development of core practices and principles required to confidently assess infrastructure expenditures over the life of the complete set of Public Works assets, including water, wastewater, roads and waste management. The project built on previously developed frameworks for Level of Service and Risk Management and employed a series of workshops with the Service Areas to define strategies for lifecycle, risk and growth management for assets and develop tools to operationalize the strategies within Public Works. The implementation of the project will provide a clear line-of-site between the LOS, lifecycle, growth management, and risk strategies to decisions made on assets in the 10 Year Capital and Operating (Maintenance and Repair) expenditure plan.

Waterloo's Comprehensive Asset Management Approach

Cassandra Pacey, City of Waterloo

Milos Posavljak, City of Waterloo and University of Waterloo



Over the past decade, a number of different approaches of implementing asset management processes have been presented. This presentation focuses on the approach taken by the City of Waterloo in developing its 2016 Comprehensive Corporate Asset Management Plan. The presentation provides details of the approach in four sequential categories: buildup of asset management initiative, RFP development, project execution, and implementation. Details on the importance of analyzing asset-centric information and supporting information are provided. This minimizes the risk of incompatibility of the asset management plan with existing processes. Different forms of cross-departmental collaboration are described with a focus on minimizing the impact on existing staff resources and time. To ensure a “living” document at the end of the process, that can readily be updated as needed - existing technology (e.g. Excel) was used in innovative ways in providing future projections of asset performance and associated needed funding.

Cultural Challenges in Implementing Asset Management

Martin Gordon, P.Eng, CPA-CMA, Opus International Consultants

Abdulrahman Al-Wohaibi, Royal Commission of Jubail

Jubail Industrial City lies on the Persian Gulf in Saudi Arabia. A small fishing village until 1975, the City was designated to be the eastern industrial hub for the country and is currently the largest civil engineering project in the world today. The new City (current population of ~125,000) has a planned full build to be completed by 2045, for a population of 450,000. The Royal Commission of Jubail engaged Opus on a five year contract to implement asset management best practice in their operations and maintenance sector which, on average, inherits $1 Billion of new municipal infrastructure annually from new construction activities. The presentation will discuss the unique social, cultural, environmental and technical challenges of implementing asset management best practice in a city that is operating in a perpetual construction zone, in the desert, with a mixture of cultures and abilities in a diverse workforce.

Development of a Renewal Decision Model – A Risk Based Approach

Jack Graziosi, City of Vaughan

This presentation will review a recent project at the City of Vaughan whereby a renewal decision model was developed for its capital planning activities. A risk assessment was conducted for the various asset classes (i.e. potable water, sanitary and storm water) that was integrated into a lifecycle model optimized across all City-owned assets within the municipal right-of-way. The output of these tasks were crucial for the development of the business rules that will guide the decision-making for future investments in the City’s linear infrastructure.



Tying It All Together: The Balance Between Instinct and Analytics

Christina Benty, Strategic Leadership Solutions

Local infrastructure provides the foundation for the health, well-being, and economic prosperity of communities across the country. Dependable core services make up the built environment and exist to provide these basic necessities of life that residents rely on every day. Historically, local governments have built infrastructure and acquired assets with insufficient consideration for depletion, depreciation, and amortization. As a result, politicians and citizens lack a clear understanding of the cost implications of maintaining and renewing existing infrastructure. The long-time practice of short-term decisions about investment, maintenance, and renewal is not sustainable. The time has come to quantify the true cost to provide, maintain, and renew, community-owned capital assets, and balance it against the community’s willingness to pay for those services and assets. Being strategically driven means the longer term strategies are not trumped by the day-to-day priorities.

Optimization and Multicriteria Techniques for Decision-Making in Asset Management

Cristina Torres-Machi, University of Waterloo

Zaid Alyami, University of Waterloo

Susan L. Tighe, University of Waterloo

Asset management agencies face the challenge of reduced budget, aging and deteriorating infrastructure and increasing user demand and expectations. This lead to an increasing demand for implementing effective asset management to manage infrastructure assets cost effectively at acceptable levels of service. Asset management has gained movement over the last two decades to manage infrastructure assets by Canadian municipalities and provinces. Optimization techniques are used to find optimum alternatives to complex infrastructure management problems subject to level of service objectives and budget constraints. In this session, various optimization and multicriteria decision-making techniques are introduced and applied to asset management problems. Scenarios defining the suitability of different approaches are defined.

Harnessing the Power of Asset Management – The Case for In-House Asset Management Training!

Stephen Hove – MSc, MBA, MCIOB, MRICS, City of Calgary

The City of Calgary is pioneering in-house Asset Management training with great success. Amongst its many benefits, this in-house training is proving to be a catalyst for Asset Management awareness and is enhancing the City’s Asset Management capabilities. This session will focus on the drivers for in-house Asset Management training, methodology,



benefits, challenges and suggested solutions. It seeks to demonstrate that training is a key enabler for harnessing the power of Asset Management and ultimately successful Asset Management within an organization. People ‘do’ Asset Management as such training is a ‘means to an end’ and essential for ‘learning organisations’.

Customized AM Training Sessions Delivered by Municipal Staff to Other Staff

David Albrice, City of Burnaby

Matthew Walker, CH2M

The City of Burnaby engaged CH2M to develop a bespoke training program that focused on the preparation of Department Asset Management Plans (DAMPs). The program was then delivered by City staff to a series of cohorts comprised of representatives from different functional units and levels of the organization. The paper explores: - The use of an adult learning model when developing the materials - The considerations in finding an appropriate blend of asset management theory and practice - The provision of pertinent local examples and the use of real City data - The role of exercises and case studies in helping the audience to assimilate the information - The use of visual analytics to make the materials more engaging - The need to train-the-trainer so that the consultant can hand over the materials to an empowered delivery team - The staged roll-out of the training program, commencing with a pilot group

UBC’s Proposed Online Infrastructure Asset Management Graduate Course

Dana J. Vanier, PhD, M.Eng.,B.Eng., P.Eng., MCSCE, The University of British Columbia

Jude Pillainayagam, MBA, P.Eng., PD Comp Tech., MIAM, I.S.P.,, City of Coquitlam

Brandon Searle, M.Eng. B.E., Opus International Consultants

Many AM professionals have limited access to asset management courses owing to work situation, employment location, lack of professional accreditation, and/or time constraints. This graduate level course, proposed by UBC Civil Engineering, is based on National Research Council Canada publications and national and international best practice documents. It is aimed at practitioners interested in acquiring in-depth knowledge about past AM initiatives, existing AM Frameworks and sophisticated AM support tools and techniques. Course delivery includes taped video lectures, on-line quizzes and assignments, virtual interactions with instructors and flexible lectures. It is currently under development and being tested by the City of Coquitlam, Opus International and academic faculty (Profs. Thomas Froese - UBC and Jeff Rankin and Mara Sanchez-Castillo - UNB) and graduate students from UBC and University of New Brunswick (MScE Candidate Michael Benson). This innovative course addresses AM practitioners needs and should be offered to accredited professionals in 2017/8.



Improving AM Maturity thorugh an Effective AM Governance Model

Roop Lutchman, GHD Limited

Katie Chesterton, City of Regina

Lee Anne Harder, City of Regina

Asset Management (AM) has become a must have practice in many organizations and implementation range from informal to very comprehensive programs focusing on strategies, tactical and operational elements. Asset owners, that are successful at implementing AM programs and realize the anticipated return on the investment, design and implement an effective AM governance model to guide AM development and sustain the new culture in the organization. This paper provides guidance to asset owners who are embarking on an AM program, are in the process of implementing one or have completed implementation and are keen to sustain the gains and continuously improve. The paper will be supported by the City of Regina's AM Development and AM Governance model project.

Aligning asset management practice and policy in Ontario

Curtis Ching, York Region/Asset Management Ontario

Leanne Brannigan, Peel Region/Asset Management Ontario

This session will discuss the journey of Asset Management Ontario and it's lessons learned in working with multiple tiers of government to improve collaboration and leverage best practices in sustainable public-sector infrastructure management across the Province of Ontario and beyond.

ISO 55000 for the Public Sector and Municipalities

Gareth Lifton, CH2M

Iain Cranston, CH2M

Following recent growth in Asset Management globally, the International Organization for Standardization (ISO) has brought together experts from around the world to develop a standard that can be used by a wide range of asset owning organizations, to ensure consistency and share best practice. Your organization might already be familiar with other ISO Management System standards (for example ISO 9000 Quality Management or ISO 14000 Environmental Management). This session will provide people with an overview of the ISO 55000 Asset Management standard, and explain what it means and how it can be used in public sector and municipal organizations. CH2M's Gareth Lifton was part of initial author committee



for ISO 55000 and represents industries across Canada in the global review panel for the standard.

The Role of Executive Leadership in Municipal Infrastructure Asset Management – A case study of the iLembe District Municipality, KwaZulu-Natal, South Africa

Emmanuel Ngcobo, iLembe District Municipality

Dasagen Pather, SMEC South Africa

The purpose of this paper is to highlight the role of executive leadership, necessary to facilitate a successful and sustainable approach to asset management in the municipal environment. Infrastructure assets are the vehicles through which municipalities can deliver on their mandates of service delivery, hence the effective management of these assets throughout their entire lifecycle, is crucial to the success of a municipality’s operations. An organisational approach wherein which the executive leadership embraces the objectives of asset management in an holistic manner, is therefore likely to foster a culture which promotes proactive collaboration between the finance and technical municipal spheres of government. Due to the Generally Recognised Accounting Practices (GRAP) which govern this process in South Africa; the asset management approach is often stigmatised as an accounting compliance, and therefore the responsibility and accountability should lie solely with municipal accounting or finance personnel. In terms of the Institute of Municipal Engineers South Africa (IMESA), Infrastructure Asset Management Guidelines; the role of engineers or technical personnel in the asset management process is a vital one to ensuring that the approach progresses from one of compliance to one of facilitating maintenance initiatives necessary to enhance service delivery. It is therefore incumbent that the asset management approach within municipalities be driven by executive leadership as a joint venture between these two separate yet interconnected municipal spheres, where the technical arm is able to proactively plan for maintenance and replacement of municipal Infrastructure, and the finance arm is able to accurately report on the financials pertaining to these infrastructure transactions accordingly. This rationale is further expanded on in this paper, in the context of the iLembe District Municipality, making particular references to their asset management approach and practices adopted to date, with particular emphasis on the guiding role of their executive management team.



AM: Get Started and Keep Moving Forward

Deborah Duncan, City of Nanaimo

Kim Fowler, City of Nanaimo

Presentation Outline: The City of Nanaimo's progress to date re building AM capacity - AM Steering Committee, asset renewal plans (eg inventory, assumptions), long term financial planning, AM reserves Participation in LAMP program and desired outcomes - integrate sustainability objectives/best practices, integrate development/land use planning, establish governance model (eg policy and other documents), identify service levels including performance measures and link to operational and investment plans, develop risk framework (to prioritize investment within funding/resource limits)

The Implementation Challenge: Why Asset Management Plans Sit on the Shelf

Brittney Dawney, Urban Systems Ltd

John Weninger, P.Eng., MBA, Urban Systems Ltd

Hakim Bismel, CFP, CPA, CGA, Township of Langley

As awareness grow of the importance of asset management in sustainable service delivery, many local governments have or are in the process of developing asset management policies, strategies and plans. However, local governments often struggle to implement them, and many strategic documents end up sitting on the shelf. Years later, they are revisited, a gap analysis is conducted, new recommendations are made, and the implementation challenge continues. The question is: Why? Asset management is typically viewed as a technical problem, and indeed, this is true for many pieces of the asset management pie: for example, inventorying assets, assessing risk, defining levels of service, and establishing funding mechanisms. Because these pieces are complicated, local governments often engage technical experts to undertake analyses and develop recommendations. This results in outcomes for the local government that are technically sound but do not reflect what successful implementation relies upon: the organization’s unique culture. This includes the values and behaviours of the people responsible for implementation, and the complex systems in which those people are working together.

Breathing Excitement into Asset Management

Erin Hobbs, Region of Waterloo

Richard Pinder, Region of Waterloo

The Region of Waterloo is the midst of a multi-year Asset Management System Implementation Project (AMSIP). The project is comprised of two primary components:



1. Work Management System Implementation (Lucity) - an enterprise level software product to be used by all asset-owning Divisions at the Region of Waterloo to perform maintenance and all other work on assets. 2. Decision Support System acquisition and implementation - a set of correlated tools that work with the Work Management System in an integrated fashion to facilitate decision making for determining the appropriate rehabilitation, restoration, replacement, or maintenance strategies for optimal Asset performance. This set of integrated tools and procedures, to be known as ‘The Asset Management System’, will replace multiple aging, obsolete systems and will centralize all technical, financial, warranty, condition, performance and risk information relating to Regional assets. Region staff will have a better understanding of the full asset lifecycle costs through performance metrics, dashboards and comprehensive reporting. Integrated with other key corporate systems, these systems will enable staff to make better decisions related to asset maintenance, help forecast capital works, improve efficiencies through enhanced work planning and scheduling, provide consistent metrics for comparing assets in all Divisions and allow better reporting to help Council make more informed decisions. The team directly working on the project is fully engaged and excited about the opportunities, and efficiencies the Asset Management System presents, however is struggling with engaging others within the Region. The project is massive, spanning seven (7) service areas, representing 5.32 billion dollars with of assets, and involving staff from the commissioner level down to the boots on the ground. Engaging all levels of staff and providing an appropriate amount of communication and request for input has ben a significant challenge. The objectives of this presentation are as follows: 1. Provide an overview of the Region’s approach to implementing a corporate Asset Management System 2. Illustrate the approaches used to communicate to staff and resulting responses 3. Seek input from the audience on effective methods of communication that have worked for them.

Implementing Value-Driven Asset Management in a Smaller City

Ross Homeniuk, KPMG LLP

Jamie Hart, City of Brandon

Located in Western Manitoba, the City of Brandon (pop. 50,000) serves as a regional hub of commerce, industry and agricultural support. Like many small to medium sized prairie communities, the City is challenged to balance the needs of an aging asset base with calls to drive development and growth. Faced with limited resources and growing expectations, the City sought to improve the effectiveness of infrastructure investments in meeting community priorities. This presentation draws upon experience and lessons learned in detailing the City’s efforts to address the challenges and opportunities faced by smaller communities in implementing effective, value-driven asset management initiatives.



Township of King - Implementation of AMP and Software

Thomas Uda, GHD

Rod Lovely, Assetic

Township of King to be confirmed,

The Township of King is a small municipality with limited funds, and therefore, required an AM Plan and software solution that would provide a simple way for the Township to effectively manage its existing and future assets. The Township retained GHD to help develop an Asset Management Plan to inform long range planning for its assets. This project involved implementation of the AMP through Assetic AM Planning software. The AMP levels of service and AM strategies are direct inputs into the AM software, which enables the Town to have a structured decision logic, consider multiple budget scenarios, and assess the impact of constrained budgets on asset condition. The AM Planning Software is set up such that the Township will be able to take ownership of the on-going updating of asset information and future forecasts.

Harnessing the Power of Reconciliation to Develop an Asset Management Guide for Indigenous Communities in BC Region

Danny Higashitani, P.Eng, Indigenous and Northern Affairs Canada

Colleen O'Toole, P.Eng, Kerr Wood Leidal Associates Ltd.

Robin Hawker, Kerr Wood Leidal Associates Ltd.

The BC Region of Indigenous and Northern Affairs Canada (INAC) has been a leader in building capacity regarding asset management concepts and practices. In 2016, INAC paired with Kerr Wood Leidal Associates to develop an Asset Management Guide tailored to the unique contexts of BC Indigenous communities. The Guide was and designed with significant input from BC First Nations who have demonstrated leadership in building their own Asset Management Programs. The Guide tells the stories of these asset management champions, highlighting real-world challenges and solutions experienced in the development and implementation of their Asset Management Programs. This session will provide an overview of the lessons learned in developing the Guide and the role that proactive infrastructure management plays in the path toward reconciliation.



Strategic Financial Planning – A Critical Next Step in Asset Management Plans

Councillor Liz Welsh, Town of Petrolia, Ontario

The Town of Petrolia, Ontario has helped lead the province by developing a Strategic Financial Planning model that incorporates our 10-year Asset Management Plan and helps us prioritize, schedule and plan our financing strategy to replace our major assets. Our proposal would be to provide a high-level overview of our model – how it works and how it has helped us. Our model covers all aspects of our municipality, ie, Water, Sanitary/Storm Sewer, and Town General including projected annual operating revenues and expenditures, and our asset management plan for the next 10-years. Our model helps us address levels of service, risk management, linking financial planning to asset management, innovation, strategic planning, funding our actions, and has led to improved collabouration across departments and better communications between Council and staff at the strategic level.

Risk Assessment and Modelling: Interactive Session on Understanding Concepts to Modelling with Technology

Jude Pillainayagam, MBA, P.Eng, City of Coquitlam

Chris Lombard MBA, P. Eng, AECOM

This workshop will be presented based on the risk assessment and modelling works carried out for water, sewer, drainage and road assets in the Cities of Surrey and Coquitlam, BC, and the implementation of risk assessment and reporting tools in Coquitlam using Spatial and CMMS technology platforms.

Risk assessment and modelling are critical tasks in asset management if assets are to be managed at the lowest possible life-cycle-cost. The power and value of risk is rarely emphasized in practicing environments. The role of risk in ‘risk-based’ condition assessment, asset replacement, and operations and maintenance scheduling cannot be understated. This workshop aims not only providing the knowledge of risk assessment and modelling but also helping participants gain hands-on experience in developing the risk models. Further, participants will learn from the experiences of early adopters incorporating the risk models with technology platforms and utilizing in their day to day asset management practices.

Criticality Model for Sanitary Pumping Stations

Luke Kurach, City of Edmonton

Paul Smeaton, CH2M

The City of Edmonton owns and manages 84 sanitary pumping stations. A criticality model for pumping stations and forcemains was developed that considered both the likelihood and consequence of asset failure. The model was populated quickly and cost-effectively using both



asset data and knowledge of operational staff. High criticality facilities were then inspected and renewals projects promoted into the capital program. The inspections were also used to validate the model. The approach has enabled the City to take a more proactive approach to planning renewals and is being rolled-out to other assets such as outfalls and ponds. This paper will focus on how the model is being used in practice to improve renewals planning.

WORKSHOPS

How to write a Department / Corporate AMP

Andy Whittaker, CH2M

Paul Smeaton, CH2M

Alissa Lee, CH2M

Attendees at this workshop will walk through the process of developing a department or corporate level Asset Management Plan (AMP). Based on typical AMP structures across Canada, the CH2M team will walk the attendees through the steps they need to go through for completing each section of the AMP, including State of Infrastructure, Levels of Service, and Financial Planning.

A Problem Solving Approach to Business Case Development


Judy Yu, Associated Engineering

Christina Benty, Strategic Leadership Solutions

Business cases form a powerful tool in the act of managing municipal assets. They present the benefits and costs associated with maintaining or changing investment needs and enable asset managers to evaluate and prioritize needs and allocate scarce resources to areas that provide the best value for tax payers or rate payers. However, many organizations either don’t use business cases or where they do the required information is not presented in a way that supports robust decision making. This workshop will lead participants through the core elements of a business case to support investment decision making and including the principles of problem solving to help writers better describe what the business case is seeking to achieve.



Calgary Housing Company – Our Asset Management Journey with ISO 55001

Jack Meulenbroek, Calgary Housing Company

Gopal Karumanasseri, City of Calgary Community Services


Calgary Housing Company manages a significant property portfolio across the City of Calgary on behalf of the City and the Province to provide social, low income and low market housing opportunities for Calgarians. In 2015, CHC was audited against the ISO 55001 standard for their approach to the management of that asset portfolio which provided the impetus to improve CHC’s management of the assets.

In conjunction with Associated Engineering and the City of Calgary, CHC has risen to the challenge laid out by the audit report to review the organization, improve information and business processes and develop more objective plans for the property portfolio. We will walk through our journey of developing an AM Policy, SAMP, our evaluation of risk and culmination into our AMP and also highlight the challenges encountered and the benefits and sense of success on meeting the ISO55001 audit requirements.

Risk Management in Practice

Iain Cranston, CH2M

Paul Smeaton, CH2M

Andy Whittaker, CH2M

Attendees at this workshop will be taken through process to develop and implement a risk framework on an asset with real life problems, learning about the theory behind risk management, but also how to apply it. Based on a module from CH2M’s Asset Management Training Course, the attendees will take on a management role at the MoneyPit Manor Apartments, a residential apartment block that has it’s fair share of real world infrastructure problems ranging from structural issues to garage door problems. The workshop will take people through the high level theory around risk management, before the group learns how to setup a risk matrix and use it to quantify risks for the organization. With risks understood, MoneyPit Manor Apartments is in a much better position to make better decisions.

Documents

2017 CNAM Conference Sessions Time to Retire the Darts ...cnam.ca/wordpress/wp-content/uploads/2015/04/5603-Website-Speak… · capabilities related to capital asset investments