A Canadian Network of Asset Managers BY MUNICIPALITIES, FOR MUNICIPALITIES Strategic Plan 2011-2015
A Roadmap for CNAM RIt gives me great pleasure to share with CNAM members that their Board of Directors has been working hard to build a strategic direction and plan for the association with one of our primary goals being sustainment of membership value. In keeping with this philosophy, we are proud to present CNAM s first Strategic Plan. Approved by the CNAM Board in March 2011, this plan signals an opportunity for growth of the organization and for our members to get involved, network with peers and really make a difference in the asset management landscape in Canada and beyond. This Strategic Plan is issued for the information and guidance of all members and will be reviewed each year of its life and refined as appropriate. If you have any feedback regarding the plan or are interested in getting involved in any of our committees, please send me your thoughts at chair@cnam.ca. Steve Wyton, CNAM Chair The Canadian Network of Asset Managers Board of Directors has created a Strategic Plan to serve as a roadmap for the organization over the next five years. CNAM members are encouraged to participate and share their expertise and enthusiasm. www.cnam.ca p. 2 Canadian Network of Asset Managers PO Box 89068, Calgary, Alberta, T2Z 3W3 April 2011
About Us The Canadian Network of Asset Managers was established by municipalities for municipalities to further the practice of asset management in Canada. CNAM was formalized as a not-for-profit association in 2009 to promote industry awareness, innovation and knowledge transfer of municipal/utility infrastructure asset management principles and practices among both operational and strategic municipal practitioners. AVision CNAM leads an inclusive and multi-disciplinary approach for municipal infrastructure asset management, resulting in reliable public services that support the wellbeing of Canadians and sustainable communities. Mission As a national leader for municipal infrastructure asset management, CNAM is a recognized source of knowledge, promotes innovation and collaboration, and provides a common voice to facilitate action. Governance The Canadian Network of Asset Managers is governed according to bylaws, which may be amended only by Special Resolution to be voted upon by all eligible members. Board Composition: 7 Regional Municipal Members º º Territories (Yukon, NWT, Nunavut) º º West (BC, Alberta) º º Prairie (Saskatchewan, Manitoba) º º Ontario º º Quebec º º East (NS, N&L, NB, PEI) º º First Nations 1 Municipal Member (population 100,000 or less) 5 Municipal Members at Large 3 Non-Municipal Members www.cnam.ca p. 3
Committees The CNAM Board is supported by a number of working committees focused on specific objectives. The committees are open to all CNAM members and members are encouraged to participate and share their expertise and enthusiasm. CMembership Advisory Committee The Membership Advisory Committee is responsible to recommend to the CNAM Board measures that can be undertaken that would increase value to the members, improve administrative efficiencies and increase revenue for the organization Education, Research and Technical Committee The Education, Research and Technical Committee develops and offers education, alone or in partnership with other organizations, to enhance the capacity of infrastructure asset managers to use knowledge and tools in their functions. The committee engages in and supports research activities that will fill knowledge gaps identified by CNAM membership. Workshop Committee The Workshop Committee provides leading edge professional development to members through CNAM s annual workshop. The committee organizes host city and venue selection, programming, trade show/exhibits, sponsorship, marketing, volunteers and budgeting. Partnership Committee The Partnership Committee seeks out and develops mutually beneficial relationships with other like-minded organizations to advance the vision and mission of CNAM and provide value-added benefits to CNAM members. Business Services Committee The Business Services Committee develops and maintains policy to provide guidance to CNAM staff regarding association operation and administration procedures. The committee oversees association governance including election, nomination, AGM and bylaw; budget, finance and audit; marketing and communications; membership; association sponsorship; and bilingual policy. www.cnam.ca p. 4
Our Strategies & Workplan SThe CNAM Board of Directors has identified five strategic priorities based on input gathered informally from CNAM members and a strategic planning session held in November 2010. The Board has determined numerous activities and projects to help achieve the five strategic directions. CNAM members are encouraged to contribute their expertise as volunteers to successfully deliver these projects to the benefit of members and the asset management industry in Canada. 1Engage in and support knowledge generation, consolidation and dissemination CNAM seeks to be the definitive hub through which municipal industry professionals can both gain and distribute information on the latest developments in municipal infrastructure asset management. Enhance and promote 2 membership value CNAM will begin to expand the resources available to members through the sharing of tools, templates and research, and fostering strategic partnerships. Communication packages detailing the benefits of membership will be developed with the goal of increasing membership, thereby increasing capacity to provide further value to members. Create, maintain and formalize 3 relationships with other organizations to unify and improve the state of asset management practice CNAM will build capacity to further asset management knowledge through formal and informal partnerships with similar and complementary organizations. Linkages will be established with world leaders in the practice of asset management as well as with Canadian stakeholders. Demonstrate the value of the asset 4 management practice Asset management is becoming recognized in Canada as a means to effectively and efficiently manage the municipal infrastructure required to provide services. Demonstrating and communicating the value of the practice to local representatives and the public at large are key in gaining the necessary acceptance to build further capacity and competency in the field. www.cnam.ca p. 5 International positioning 5 CNAM seeks to establish Canada s position as an active participant in the global asset management scene.
Engage in and support knowledge generation, consolidation and dissemination 1Lead: CNAM seeks to be the definitive Education, Research & Technical Committee hub through which municipal Activities/Projects: Develop/leverage an asset management competency framework what it means to be an industry professionals can both gain Asset Manager, what skill sets should be cultivated and distribute information on the Contribute to the development of the Asset Management Body of Knowledge (AMBOK) latest developments in municipal This effort is being lead by Asset Management Council, a Technical Society of infrastructure asset management. Engineers Australia Develop a municipal mentorship program which may also include secondments, cross-training, resource sharing and sabbaticals Develop and leverage the development and/or update of guidelines, best practices and standard management practices. This will involve building upon the work started by Infra Guide Deliver or partner to deliver asset management related education, including working with educational institutions to develop programs Develop and/or leverage an asset management policy framework to serve as a template for municipalities embarking upon asset management Develop and/or leverage asset management readiness/maturity assessment tools www.cnam.ca p. 6
Enhance and promote membership value 2Lead: CNAM will begin to expand the Membership Committee resources available to members Activities/Projects: Further asset management education through: through the sharing of tools, templates º º CNAM annual workshop and research and fostering strategic º º Promotion of educational programs partnerships. Communication packages detailing the benefits of º º Addition of a half- or one-day training session on specific technical areas at CNAM workshop membership will be developed with the goal of increasing membership, º º Bringing together vendors and municipal members to discuss solutions through speed dating at the CNAM workshop thereby increasing capacity to provide º º Hosting local and/or regional seminars Enhanced CNAM web presence including: further value to members. º º A survey tool on cnam.ca to facilitate research and benchmarking with municipal peers º º A CNAM publication or newsletter for members º º A section to post and share documents developed by members as well as current status or progress º º Discussion forums º º An expert list for tools, services, consulting, etc. º º Member profiles (three business questions, three fun questions) º º Dashboard reporting on CNAM s progress toward objectives º º A section to post and share RFPs for asset management related work Creation and maintenance of an internal administrative policy which documents and guides standard operational activities for the Association Actively marketing membership by: º º Developing a membership benefits package to attract new members º º Amending membership structure to include municipal organizations º º Exploring the role of social media www.cnam.ca p. 7
Create, maintain and formalize relationships with other organizations to unify and improve the state of asset management practice 3Lead: CNAM will build capacity to further Partnerships Committee asset management knowledge through Activities/Projects: Increase CNAM s visibility who makes up CNAM and what do we do? formal and informal partnerships º º Participate in other organizations conferences with similar and complementary º º Develop partnerships with organizations or publications that share a mutual interest in organizations. Linkages will be infrastructure asset management and the promotion of CNAM established with world leaders in the Build partnerships with asset management leaders and interested stakeholders, practice of asset management as well both nationally and internationally: as with Canadian stakeholders. º º Provide value to members (content, links, networking) º º Focus on uniting disciplines and asset types for sharing ideas º º Establish formal partnerships/recognition with Infrastructure Canada and provincial infrastructure ministries º º Position CNAM as the go-to group for others in own areas º º Represent municipal asset management needs to other associations º º Establish formal partnerships/recognition with complimentary international organizations and associations Establish a regional presence through chapters, education programs, joint conferences and/ or presentations to others Target research/grant dollars www.cnam.ca p. 8
Demonstrate the value of the asset management practice 4Lead: Asset management is becoming Education, Research & Technical Committee recognized in Canada as a means Activities/Projects: Recognize and promote good asset management practices to effectively and efficiently manage º º Annual environmental scan/state of practice reporting the municipal infrastructure required º º Asset management achievement award to provide services. Demonstrating º º CNAM award (productivity, innovation, personal achievement) and communicating the value of the º º Promoting AM to politicians practice to local representatives and the public at large is key in gaining the º º Publishing articles with various industry partners regarding members asset management successes and explore the development of CNAM s own publication necessary acceptance to build further º º Collaborating with government on legislation promoting sustainable development Build capacity/competency capacity and competency in the field. º º Creating an asset manager designation in association with asset management competencies, education requirements and qualifications º º Developing capacity to support research º º Establishing guidelines for asset management framework www.cnam.ca p. 9
International positioning 5Lead: CNAM seeks to establish Canada s Partnerships Committee position as an active participant in the Activities/Projects: Sign a Memorandum of Understanding with the Institute of Asset Management global asset management scene. Participate in the International Standards Organization s project to develop an Asset Management Standard (ISO PC 251) Contribute toward a Canadian chapter in the next update to the International Infrastructure Management Manual www.cnam.ca p. 10