Unprocessed claims and lack of clean up coordination are immediate stressors.

Bob Bland, author of <i><b>A Budgeting Guide for Local Government, 2nd Edition</i></b>, summarizes Chapter 7, "Planning and Budgeting for Capital Improvements," and provides classroom discussion questions.

<em>By Scott Akenhead for Trilogics Technologies, Inc.</em><br><strong><br>A performance indicator, thwarted</strong><br><br>Consider the manager of an ultraviolet water treatment facility who <br>is looking, as always, for ways to cut back on asset maintenance costs. He interested in monitoring the hours of life for his UV lamps, and the maintenance labour costs for those lamps. It occurs to him that a useful performance indicator would be labour-dollars per lamp-hour. Comparing this indicator between types of lamps might show clear differences in life-cycle cost between lamps. Graphing this indicator with time might show important

The idea of criticality is fundamental to Asset Management

In last month’s issue, we introduced some of the various international Asset Management initiatives. It should be clear that there are many references, resources, and ongoing research in this emerging field. In this second part of our two part introduction, we introduce our five key elements of Asset Management. Each subsequent article will be based on one of the following elements:
<p><strong>1. Planning and Targets</strong> – Implementing Asset Management requires high level strategic plans, then tactical plans that involve resource allocations, and finally, operations plans. The range of plans should have</p>