Bab II Strategic Asset Management Framework-rev

STRATEGI PENGELOLAAN 1

BAB IISTRATEGIC ASSET MANAGEMENT FRAMEWORK

Tujuan Pembelajaran Umum Bab II :

Mahasiswa dapat menjelaskan apa yang dimaksud dengan Kerangka Strategi Manajemen

Aset

Tujuan Pembelajaran Khusus Bab II:

Mahasiswa mampu menjelaskan latar belakang, ruang lingkup, perencanaan, dan

implementasi dari strategi manajemen aset

2.1. Latar Belakang dan Ruang Lingkup dari Strategic Asset ManagementFramework

Tujuan Pembelajaran Umum Sub- Bab 2.1 :

Mahasiswa dapat menjelaskan latar belakang dan ruang lingkup dari Strategic Asset

Management Framework

Tujuan Pembelajaran Khusus Sub- Bab 2.1 :

1. Mahasiswa dapat menjelaskan latar belakang dari Strategic Asset Management

Framework

2. Mahasiswa dapat menjelaskan ruang lingkup dari Strategic Asset Management

Framework

2.1.1 Latar Belakang Strategic Asset Management Framework

Managing Organization assets requires a strategic approach, to enable Organization to

meet community needs, provide and sustain public assets and to achieve service outcomes.

Asset management assists Organization, through its agencies, to meet its desired outcomes

effectively and efficiently by:


a. making the best possible use of existing assets;

b. maximizing value for money when investing in new assets; and

c. making decisions to invest in, retain or divest assets that take into consideration and

protect the needs of current and future generations.

This Strategic Asset Management Framework is designed to assist agencies to make

informed decisions on the assets it needs to support service delivery. It builds on the 1998

policy Strategic Asset Management Policy – An Overview.

The key objectives of the Strategic Asset Management Framework are:

a) to integrate the Organization’s asset management policies and make them more

accessible ;and

b) to make stronger links between planning asset needs and implementing asset decisions.

The Framework also highlights the need for agencies to ensure that their corporate planning

processes are integrated with their asset planning processes. In this context, agencies are

also encouraged to explore alternative solutions to purchasing new assets or retaining any

existing assets that are under-performing or under-utilised.

This Framework document outlines the major components of asset management, and shows

the broad relationships between them. In addition, supporting policies have been developed

to provide guidance for each component.

2.1.2 Ruang Lingkup Strategic Asset Management Framework

This Strategic Asset Management Framework is to be applied by general Organization

agencies, public financial corporations and public non-financial corporations in accordance

with all relevant legislation, Treasurer’s Instructions and related Organization policies.

However, agencies that are required, by legislation, to produce Statements of Corporate

Intent (SCI) and Strategic Development Plans (SDP) are not bound by this policy, but are


expected to adopt the principles of the Framework in meeting their statutory obligations,

although there are several reporting requirements, predominantly relating to the capital

investment process, with which all agencies are expected to comply. Further guidance

about reporting requirements is provided in Strategic Asset Plans.

CORPORATE PLANNING

STRATEGICPLANNING

STRATECIC ASSET PLANS

AgencyMission

CorporatePlan

Strategic Asset

Management Plan

Acquisition

CommunityDemand

Service Delivery Strategy

Human Resources

Plan

Operation & Maintenance

ServiceDelivery

Information Technology

Plan Disposal

FinancialPlan

Alternative Solution

Gambar 2.1. Strategic Asset Management Framework

(Sumber : Department of Treasury and Finance - Tasmania , 2004)

In addition, as agencies vary widely in terms of their size and nature, the Framework may

have limited application to some agencies. In this context, each agency should adopt a

common sense approach towards implementation. Any document that is developed to meet

external reporting requirements should be clear and concise, and prepared to an appropriate

level of length and detail.

If there is any doubt about the applicability of any aspect of the Strategic Asset

Management Framework, or how to address any reporting requirement, please contact your

Department of Treasury and Finance analyst for advice.


Where an Information and Communications Technology (ICT) project is being considered,

the agency should also consult the Office of e-Organization in the Department of the

Premier and Cabinet and the Organization Procurement Division of the Department of

Treasury and Finance.

2.2. Perencanaan dalam Strategic Asset Management Framework


Mahasiswa dapat menjelaskan perencanaan dalam Strategic Asset Management

Framework


1. Mahasiswa dapat menjelaskan Corporate Planning

2. Mahasiswa dapat menjelaskan Asset Planning

3. Mahasiswa dapat menjelaskan The Strategic Asset Plan

2.2.1 Corpoorate Planning

Corporate planning has an important influence on asset management.

Agencies invest in, and retain, the capital resources required to deliver agreed levels of

services to achieve the desired outcomes.

The resources utilized by the agency should be clearly aligned with the agency’s desired

outcomes, and at least one goal in the Organization’s strategic planning framework.

Agencies’ performance against these agency-level outcomes is assessed using key

effectiveness and efficiency indicators.

Gambar 2.1. illustrates how agencies may conduct planning at strategic and business

levels, to identify and secure the resources required to deliver agreed services through

Outcome Based Management (OBM). Such planning, which may include consultation with

the community or key stakeholders, is usually conducted on a cyclical basis, perhaps every

two to three years.


Corporate Planning identifies the specific programs and provides details on services that an

agency intends to deliver during a financial year and the means by which these will be

delivered. Within the context of the agency's longer term (i.e. strategic) plan, it builds on

the performance review of the preceding year and anticipates and works toward the services

and results identified in the RSP (Results and Services Plan).

2.2.2 Asset Planning

Asset planning, management and review should be undertaken on a cyclical basis, in

association with corporate and other planning activities.

The asset planning process should draw on the information gathered from the business and

operational planning processes, which should be conducted around human, information,

financial and physical resourcing needs, either to develop or to meet the level of services

(or output targets) agreed with Organization from within an approved level of funding.

This planning is largely undertaken internally by the agency, although key decisions to

invest or dispose of significant assets must be endorsed by the Organization’s Expenditure

Review Committee. Consideration should be given to seeking community input to the asset

planning process, where community support for strategic asset management decisions is

critical to ensuring cost-effective implementation.

The broad asset needs identified through the asset planning, management and review

processes should be highlighted in the agency’s strategic asset plan, which should then be

articulated through appropriate capital investment, maintenance, and/or asset disposal

planning processes.

2.2.3 The Strategic Asset Plan


The asset planning process should result in the formulation of a Strategic Asset Plan

(Gambar 2.1.).

This plan is the means by which an agency aligns its asset portfolio to Organization desired

outcomes. It defines the strategic actions that it intends to implement to ensure that its

assets best meet its service delivery requirements. A common sense approach should be

taken to determine the appropriate level of detail and complexity at which the planning

process is undertaken.

Asset planning balances the service delivery potential, and cost, of existing assets against

the cost of other resources required to achieve agency service objectives, timeframes and

budgets. Non asset solutions should also be considered at this point.

Strategies for the management of individual assets and portfolios should be based on

defined service delivery objectives.

The primary stages for an agency to develop a Strategic Asset Plan are:

a) to demonstrate a need to acquire physical assets from the business planning process,

after

b) consideration of alternative solutions that do not require assets, such as changes to

service delivery;

c) to identify the agency’s ideal asset mix;

d) to review the agency’s existing assets, in terms of reviewing and optimising existing

capacity, asset performance and the condition of existing assets at an appropriate

level of detail;

e) to undertake a gap analysis between the ideal and the existing asset mix; and

f) to summarize the conclusions formed from this planning process in the Strategic

Asset Plan.

The resulting plan should outline the capital investment, maintenance and asset disposal

implications for the agency over the short- to medium-term.


2.3. Implementasi dari Strategic Asset Management Framework


Mahasiswa dapat menjelaskan implementasi dari Strategic Asset Management

Framework


1. Mahasiswa dapat menjelaskan Delivering the Strategic Asset Plan

2. Mahasiswa dapat menjelaskan Capital Investment Plan

3. Mahasiswa dapat menjelaskan Maintenance Plan

4. Mahasiswa dapat menjelaskan Asset Disposal Plan

2.3.1 Delivering the Strategic Asset Plan

The key processes to implement each of the capital investment, maintenance, and asset

disposal implications that were identified in the Strategic Asset Plan.

2.3.2 Capital Investment Plan

The capital investment plan details the new assets, or the major changes required to support

the agency’s service delivery.

This plan should address all relevant factors, including flexible long-term service delivery

requirements, demographic trends, periodic refurbishment, life cycle costing and the impact

on future budgets, Organization priorities, and the risks of change to service delivery

requirements.

The primary stages for an agency in managing the capital investment implications of the

Strategic Asset Plan are:


a. to identify capital investment implications arising from the agency’s business and asset

strategic planning processes;

b. for the agency to undertake sufficiently rigorous evaluation of proposed new assets, to

justify its inclusion of the proposals in the 10-year capital investment plan, which may

include consideration of financing options such as Public Private Partnerships (PPPs)3;

c. to develop sufficient project definition, to establish a clear understanding of the project

and a plan for its implementation, and determine whether the project is sufficiently

defined to proceed into detailed design and documentation;

d. to deliver the project; and

e. after commissioning has been completed, to undertake a review of the project’s

readiness for service.

Further guidance on the capital investment process is available from the policy document

Capital Investment Policy.

2.3.3. Maintenance Plan

Agencies must ensure existing assets sustain service delivery and are appropriately

maintained, operated and fully utilized.

Through asset management, agencies should plan and undertake maintenance programs for

all assets. A Maintenance Plan should be developed to identify existing maintenance

requirements, and the approach to manage these requirements within approved funding

limits. As part of this plan, assets should be retained in, or restored to, conditions that are

specified to support service delivery.

Maintenance Plans need to be consistent with the Strategic Asset Plan, and aligned with

investment and disposal plans and properly accounted for in agency budgets. Issues relating

to under-utilization of assets, the suitability and accessibility of assets, and the recurrent

costs associated with the asset should be fed back into the asset planning process.


The primary stages for an agency in managing the maintenance implications of the

Strategic Asset Plan are:

a. to review the current maintenance program in the light of the issues raised in the asset

b. planning process;

c. to assess the risks inherent within the current maintenance program;

d. to prioritise maintenance needs;

e. to define the appropriate balance between maintenance that should be undertaken in the

f. short-term, and that which may be deferred;

g. to define the available funding resources; and

h. to prepare a maintenance schedule, aiming to ensure that assets are maintained in a cost

effective manner with minimal disruption to the occupants, or the delivery of services.

Further guidance on maintenance is provided in the Maintenance Policy.

2.3.4. Asset Disposal Plan

Agencies should develop contingency plans for asset disposal at the end of the asset’s

useful life. Disposal of assets can release capital for other uses, and there may be grounds

or incentives for agencies to dispose of surplus capital stock, or to relocate, where the value

of the asset is greater when used for other purposes. Alternatives to closure of under-

utilised or under-performing assets should be considered.

The primary stages for an agency to manage the asset disposal implications of the Strategic

Asset Plan are:

1. to evaluate surplus assets for potential disposal;

2. to implement the disposal process; and

3. to review the effectiveness of the disposal process.

Further guidance on asset disposal processes is available from the Asset Disposal Policy

RANGKUMAN


1. Managing Organization assets requires a strategic approach, to enable Organization

to meet community needs, provide and sustain public assets and to achieve service

outcomes. Asset management assists organization, through its agencies, to meet its

desired outcomes effectively and efficiently.

2. The key objectives of the Strategic Asset Management Framework are to integrate the

Organization’s asset management policies and make them more accessible ;and to

make stronger links between planning asset needs and implementing asset decisions.

3. Perencanaan dalam Strategic Asset Management Framework terdiri dari Corporate

Planning, Asset Planning, dan The Strategic Asset Plan

4. Implementasi dalam Strategic Asset Management Framework terdiri dari Delivering

the Strategic Asset Plan, Capital Investment Plan, Maintenance Plan dan Asset

Disposal Plan

5. The key processes to implement each of the capital investment, maintenance, and asset

disposal implications that were identified in the Strategic Asset Plan.

6. The capital investment plan details the new assets, or the major changes required to

support the agency’s service delivery. The plan should address all relevant factors,

including flexible long-term service delivery requirements, demographic trends,

periodic refurbishment, life cycle costing and the impact on future budgets,

Organization priorities, and the risks of change to service delivery requirements.

7. Maintenance Plans need to be consistent with the Strategic Asset Plan, and aligned with

investment and disposal plans and properly accounted for in agency budgets. Issues

relating to under-utilization of assets, the suitability and accessibility of assets, and the

recurrent costs associated with the asset should be fed back into the asset planning

process.

8. Disposal of assets can release capital for other uses, and there may be grounds or

incentives for agencies to dispose of surplus capital stock, or to relocate, where the

value of the asset is greater when used for other purposes.

LATIHAN / SOAL


1. Jelaskan dengan apa yang disebut sebagai tujuan dari Strategic Asset Management

Framework!

2. Jelaskan bagaimana implementasi dari manajemen strategis dapat digunakan oleh

organisasi untuk pengelolaan asetnya!

3. Sebutkan apa yang dimaksud dengan bagian dari implementasi Strategic Asset

Management ?

LEMBAR PRE-TESTMencoba mengingatkan manajemen strategis aset seperti yang dipelajari dalam bab I dan

bagaimana kerangka dalam manajemen strategis aset dapat diterapkan dalam suatu

organisasi untuk mencapai tujuan

LEMBAR POST-TEST

Setelah mempelajari pengertian dan ruang lingkup tentang kerangka manajemen stategis

asset dalam pengelolaan aset maka mahasiswa dapat menjelaskan pemahaman dan

pengetahuannya bagaimana kerangka pengelolaan aset suatu organisasi

DAFTAR PUSTAKA

1. Macnair , Gordon Ordon E., SR/WA, AACI, P. APP, (2 0 1 0 ), Right of Way , July /

August

2. ………….., Developing Strategic Asset Management Plans-Department of Treasury

and Finance (2004), Tasmania ,

Bab II Strategic Asset Management Framework-rev

Documents

Transcript of Bab II Strategic Asset Management Framework-rev