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Alignment of Financial Planning, Accounting, and Physical Assets - A Case Study
Gregg HouserCity of Moncton
Ben MollerAssetic
Peter SimciskoWatson & Associates Economists Ltd.
Learning Objectives• Understanding how much asset information is
needed to begin the asset management journey• Reconciling financial assets with physical assets• Understanding at what scale value is realized
from assets (individual asset, system, or portfolio)
City of Moncton
City of Moncton
ISO 55000• “Assets exist to provide value to the organization
and its stakeholders.”• “Asset management enables an organization to
realize value from assets in the achievement of its organizational objectives”
• “Asset management involves the balancing of costs, opportunities and risks against the desired performance of assets, to achieve the organizational objectives.”
Beginning of AM Journey The City of Moncton requires an asset management system that identifies opportunities for real-time inventories and reporting of an integrated asset management database.
Implementation of the resulting solution will help ensure the City is able to provide reliable, timely and uninterrupted service to its current and future residents in a cost effective and sustainable manner.
All of the City of Moncton’s tangible Capital Assets will be included in the asset management system.
* The City knew they did not have an asset register that would support their future asset management program.
Initial StateFINANCIAL
ASSETS
ORACLE Fixed Assets GIS
Hansen/Infor
Harfan
Fleet Maintenance
PHYSICAL ASSETS
Objective“...to ensure the City is able to provide reliable, timely and uninterrupted service to its current and future residents in a cost effective and sustainable manner….”
• No formal Asset Management Policy• No formal Strategic Asset Management Plan• No formal Asset Management Plans (for different asset
types/classes)
Haven’t worked out the “How”...need to clarify the “What” (value)
Financial Register• Global similarities
Canada IFAC USA
What is it: List of fixed assets that belong to an accounting entity.
Purpose: Track value of assets for depreciation (or valuation) to be recorded for management and taxation purposes.
Financial Register• Ownership • Financial view of asset• Asset consumption based on accounting data (‘Financial
Consumption’)• Value of the asset ….. NOT ….. Value from the asset
Financial Register3% annual
consumption (amortization)
Physical Register
Physical Register
Physical Register• Capital treatment selected based on a well-defined set of
situations
Business Process • Asset Creation• Asset Renewal (Capital
Works Project• Financial Reporting
• Subdivision development• Capital works projects
Business Process • Synchronizing with the
City’s GIS• Tracking valuation with
financial transactions (Accounting Module)
• Output for Predictor• Maintaining historical
condition assessments (future)
Business Process Functional Location
(Road Name)
Road Segment Asset
Surface Component
Road Bed Component
System Navigation
Sync with GIS/Predictor modeling
Accounting Reporting
Data cleanup• Road stubs• 2,762 road segments• 6,041 financial records
How much information is needed?• Clear idea of what you own (what your assets are)• Condition data• Understanding of priorities (criticality),
documented if possible• Financial register clarity – having an asset register
that is as ‘clean’ as possible before merging with physical asset register – CONSISTENCY
• Documenting business process – understanding what different parts of the organization do, how, and why
Aligned Register
Financial Register
Physical Asset
Register
Asset Management
Register –“Aligned” Register
Aligned RegisterFinancial
view of assetsPhysical view
of assets
Aligned Outcome
Service Level
Funding Programs
Budget
Service Level
Funding Programs
Budget
Old Moncton New Moncton
Unaligned Service OutcomeCurrent Budget: 1.4% of Replacement Value
Aligned Service OutcomeIdeal Roads Budget: 2.5% of Replacement Value
< Financial Amortization> Current Budget
Value from Assets• Starting point: detailed condition assessment
reports on City’s major facilities (33/187 facilities, but 74% of replacement value)• Each dept. managed their own facilities based
on available budget and apparent condition of their assets
• Very reactive vs. proactive• Due to newly available data, tendency to fall
into trap of maintenance management vs. lifecycle management
Value from Assets• Ability to obtain funding was a main objective
• Needed to be able to show which assets needed to be funded.
• Looking at the long term vs. short-term annual needs.
Next Steps
• Asset Management Policy
• Strategic Asset Management Plan
• Implementing tools to support Asset Management Plan
• Asset Management Plan
Questions?Contact Me:
Gregg Houser City of Moncton, Deputy Treasurer
[email protected] Simcisko
Senior [email protected]
