City of Olathe - PNWS-AWWA Ses… · 20 City of Olathe •Developed a standardized Utilities CIP...
29
City of Olathe Adopting a Holistic Approach to Asset Management
Transcript of City of Olathe - PNWS-AWWA Ses… · 20 City of Olathe •Developed a standardized Utilities CIP...
City of Olathe Adopting a Holistic Approach to Asset Management
The City of Olathe
City of Olathe 2
Area of 61 square miles
4th largest City in Kansas
Population of 130,045
Full Service City
More than Water & Sewer
City of Olathe 3
300 Employees
6 Divisions
6 Funds
o Central Garage
o General Fund
o Solid Waste
o Stormwater
o System Development Fund
o Water & Sewer
32 Programs
Infrastructure Inventory
City of Olathe 5
Description of Inventory
Streets and Sidewalks Includes streets (arterials, collectors, local; curb and gutter), sidewalks, bridges and auxiliary structures (such as gates, streetscape and others).
Utility Drainage Includes sanitary sewer, stormwater and wastewater treatments.
Solid Waste Includes operation and administration facilities, customer accounts, transfer station, household hazardous waste facility and compost facility.
Water Services Includes water distribution, water metering and water production.
Traffic Control Includes traffic signals, signs, markings, street lighting and school beacons.
Buildings Includes public works and operation facilities (e.g. administrative and maintenance), laboratory services
Fleet Includes city vehicles and shop equipment.
Technology Equipment Includes servers, network, all communication equipment.
In the Beginning
City of Olathe 6
Asset Management done in silos
Gaps in processes
Unorganized and inaccurate asset inventory
Asset condition information was inconsistent or non-existent
Various “homegrown” asset management systems
What We Knew
City of Olathe 7
Assets were aging faster than we could replace them
Investments in infrastructure had been on the decline since „08
We were not adequately planning for the wave of needed
infrastructure replacement
Continued growth required new infrastructure development
Regulations made infrastructure improvements even more
costly
But…..Leadership was committed to and supported a
comprehensive approach to Asset Management
Our Current State
City of Olathe 8
We are “doing” Asset Management
Designing a Comprehensive Asset Management (CAM)
System o Shared consensus and goals that include:
Creating cross-divisional collaboration “matrix”
Developing champions within all levels of the organization
(Re)defining coordinated business process
(Re)Defining the Organization
City of Olathe 9
2010 Reorganization o Consolidation of three Departments
2013 APWA Reaccreditation
Creation of Asset Management Team
Department wide process review o Documentation and analysis of Standard Operating Procedures (SOPs)
o Development of in-house Procedure Management System (OPro)
Stewardship of Infrastructure
City of Olathe 11
Strategies:
o Maximize value of existing and future infrastructure
o Developing a comprehensive asset management inventory and system
o Developing sustainable levels of service and performance targets
o Identify priorities and optimize infrastructure investments
o Comply with current regulatory demands and help shape future
regulations
Developing the Culture
City of Olathe 12
Charting the course
o Program development, objectives, goals, levels of service
Putting the “right” people in the “right job”
Communication
Assessing performance
o Reinforce and reward organizational values
o Make directional change when needed
Setting Direction
Creating Alignment
Developing the Plan
Strengthening Processes, Systems, and Data
Data Collection, Inventory and
Management
City of Olathe 13
Conducting asset inventory and condition assessment
o Mobile Data Collection (MDC)
Baseline Inventory Sub-project (BIS)
Field Data Collection Sub-project (FDCS)
the Pipeline Sub-project (tPS)
Utilization of Information System
Tools Consolidation of work order and asset management systems to develop a better
understanding of current infrastructure
In Use • Bridge Inspections Data
• Pavement Management
• Street Maintenance
• Sewer Manhole
• Sewer Gravity Mains
• Signs
• Street Light Supports
• Circuits
• Junction Boxes
• Power Supplies
• Cabinets
• Water Valves
• Water Hydrants
• Water Mains
• Sewer ARVs
• Sewer Vaults
• Water Asset Failures
City of Olathe 14
• Stormwater Inlets
• Stormwater Outlets
• Stormwater Pipes
• Stormwater Basins
• Streets
• Parking Lots
• Snow Zones
• Stormwater Channels
• Stormwater Junctions
In the Works • Bridge Inspections Data
• Pavement Management
• Street Maintenance
• Sewer Manhole
• Sewer Gravity Mains
• Signs
• Street Light Supports
• Circuits
• Junction Boxes
• Power Supplies
• Cabinets
• Water Valves
• Water Hydrants
• Water Mains
• Sewer ARVs
• Sewer Vaults
• Water Asset Failures
Interfaces • Eone-Labor, Equipment
• Billing System-Sewer & Water Work Requests
• WinCan CCTV inspection system (future)
• Olathe Connect (future)-Work Requests
Other Systems • MaintStar
• ERPortal
• Mission Control
Implementation Objectives : Centralized Asset Inventory
Overall Condition Index (OCI) by Asset
Type
So Now What?
City of Olathe 15
• Asset Management Road Map
o Purpose:
Provide an assessment of the current state of the Olathe‟s Asset Management
program
Recommend (prioritized) initiatives for further implementation
o Objectives:
Identify strengths and opportunities for improvement
Develop a longer term Roadmap to improve management and performance
City of Olathe 16
Comprehensive Asset
Management
Strategy
Process
People
Technology
The Roadmap Process
City of Olathe 17
The Roadmap Process • Contracted with CH2MHILL
• CH2MHILL’s team conducted an exhaustive review of Asset
Management related documents, processes and procedures
• CH2MHILL interviewed over 20 of Olathe’s senior leaders through out the organization to validate conclusions from document review and to gather staff opinions on opportunities for improvements
City of Olathe 18
The Roadmap Process
• CH2MHILL facilitated a self
assessment workshop attended by
over 20 Olathe‟s senior leaders
o Attendees assessed the organization‟s
maturity (capabilities), on a 1 to 5
scale, related to 36 different AM
processes
o CH2MHILL used its Comprehensive
Asset Management Review and
Assessment (CAMRA) tool to
structure the discussion
• CH2HMILL prepared a report and Roadmap reflecting its findings
and results of the self assessment workshop, and a recommended
list of initiatives
Strategic Roadmap
City of Olathe 19
Initiatives and Actions
City of Olathe 20
• Developed a standardized Utilities CIP prioritization framework that considers risk and consequence of failure
• Developed a Hydrant AMP
• Developed a draft IT Master Plan
• Developed plans to retain skilled employees and reduce costly turnover
• Formalized Levels of Service (LOS) and corresponding Key Performance Indicators (KPIs)
• Piloted BCE process
• Created Maintenance Manager position in Utilities Maintenance
CIP Prioritization Process
City of Olathe 21
Objectives
City of Olathe 22
• Develop a consistent approach to the justification and
prioritization of competing projects
• Develop a CIP that was driven by a rigorous
understanding of asset need including risk measurements
and root cause analysis
• Adjust funding requirements to suit the assets needs
CIP Prioritization Process
City of Olathe 23
• Projects were selected from three categories –
o Renewal and Replacement Projects
o Level of Service Projects
o Capacity Projects
Likelihood of Failure
City of Olathe 24
LOF Category Wt Negligible = 1 Unlikely = 3 Possible = 5 Likely = 7 Very Likely = 10
Capacity (Hydraulic or
Treatment)30%
Adequate capacity for
next 25 years or as
designed and/or 200%
backup redundancy
available.
Adequate capacity for next
10 years or as designed
and/or 100% backup
redundancy available.
Demand strategies are
mostly adequate to ensure
adequate capacity or are
not needed.
Adequate capacity for next
5 years or as designed
and/or 50% backup
redundancy available.
Currently overloaded under
peak conditions 1 - 2 times
per year and/or 25% backup
redundancy available.
Voluntary demand
management strategies can
only address 50% of
potential water shortages.
Chronically overloaded
under existing
conditions (3 or more
times per year) and no
backup available.
Structural Condition 30%Existing infrastructure is
in: Good conditionModerate condition Fair condition Poor condition Deteriorated
Operational
Maintenance20%
Little or no maintenance
required to keep
operational.
Moderate maintenance
required.
Moderate plus maintenance
required (between 25 -50%
of moderate costs/effort).
Excessive maintenance
required (more than 50% of
moderate costs/effort).
High level of
maintenance required
that stretches O&M
capability and is costly
(more than 100% of
moderate costs/effort).
Reliability/
Performance Indicator20%
No corrective work order
events within 12 months.
<2 corrective work order
events within 12 months.
2-5 corrective work order
events within 12 months.
6-8 corrective work order
events within 12 months.
>8 corrective work order
events within 12
months.
Likelihood of Failure (LOF)by Category Olathe
LOF Category Wt Negligible = 1 Unlikely = 3 Possible = 5 Likely = 7 Very Likely = 10
Capacity (Hydraulic or
Treatment)100%
Adequate capacity for
next 25 years or as
designed and/or 200%
backup redundancy
available.
Adequate capacity for next
10 years or as designed
and/or 100% backup
redundancy available.
Demand strategies are
mostly adequate to ensure
adequate capacity or are
not needed.
Adequate capacity for next
5 years or as designed
and/or 50% backup
redundancy available.
Currently overloaded under
peak conditions 1 - 2 times
per year and/or 25% backup
redundancy available.
Voluntary demand
management strategies can
only address 50% of
potential water shortages.
Chronically overloaded
under existing
conditions (3 or more
times per year) and no
backup available.
Structural Condition 0%Existing Infrastructure is
in: Good conditionModerate condition Fair condition Poor condition Deteriorated
Operational
Maintenance0%
Little or no maintenance
required to keep
operational.
Moderate maintenance
required.
Moderate plus maintenance
required (between 25 -50%
of moderate costs/effort).
Excessive maintenance
required (more than 50% of
moderate costs/effort).
High level of
maintenance required
that stretches O&M
capability and is costly
(more than 100% of
moderate costs/effort).
Reliability/
Performance Indicator0%
No corrective work order
events within 12 months.
<2 corrective work order
events within 12 months.
2-5 corrective work order
events within 12 months.
6-8 corrective work order
events within 12 months.
>8 corrective work order
events within 12
months.
Likelihood of Failure (LOF) by Category Olathe
Likelihood of Failure - Capacity
City of Olathe 25
Consequence of Failure
City of Olathe 26
COF Category Wt. Negligible = 1 Unlikely = 3 Possible = 5 Likely = 7 Very Likely = 10
Impact on the
Safety of Public
and Employees
30% No impact. Minimal impact. Moderate impact. Significant impact.Significant and immediate impact on
injuries or off site health issues.
Impact on
Regulatory
Compliance
25%No state or local permit
violations. No SSOs.
Notice of Violation (NOV), no
enforcement action, fines or
surcharge.
Notice of Violation (NOV),
regulatory inquiry but fines or
surcharge unlikely.
Notice of Violation (NOV), probable
enforcement action, but fines or
surcharge unlikely.
Notice of Violation (NOV), enforcement
action with fines or surcharge.
Impact on Service
Delivery20% No impact.
Minor impact; conservation
messages may need to be
emphasized more than usual.
System overload will occur once
per year with potential for small
SSO and number of backups.
Moderate impact; conservation
messages may need to be
accelerated and some
measures, such as volunteer
lawn watering bans, may need
to be implemented for short
periods. System overloads will
occur 2 times per year and less
than 3 backups.
Major impact; some mandatory
water conservation measures need
to be implemented; new
development permits and new
construction restricted until a new
source is online. Chronic system
overloads - 4 times per year.
Severe impact; major mandatory water
conservation measures need to be
implemented; new development permits
and new construction needs to be placed
on hold until a new source is online.
Chronic system overloads, large SSO
volumes and more than 5 backups.
Impact to
Community 15%
No social or economic impact
on the community. No
reactive media coverage. Any
media coverage is a result of
proactive announcements by
utility. No complaints.
Minor disruption. No adverse
media coverage. Some
complaints.
Moderate disruption. Some
adverse media coverage.
Substantial but short-term
disruption. Adverse media coverage
due to public impact. Localized
media coverage.
Long-term impact. Area-wide disruption.
Regional media coverage.
Impact on O&M 10% No impact on O&M.Minor impact on O&M (5%
increase over typical)
Moderate impact on O&M (10%
increase over typical).
Significant increase in O&M (20%
increase over typical).
Severe increase in O&M and disruption to
other operations needed.
Consequence of Failure (COF) by Level of Service
CategoryOlathe
0
10
20
30
40
50
60
70
80
90
Ha
rold
Str
ee
t W
WTP
Ha
rold
an
d V
an
Ma
r Lif
t S
tati
on
Re
pla
ce
me
nt
WTP
2: R
eh
ab
ilit
ati
on
WTP
2: E
lectr
ica
l/B
ack
up
Po
we
r
WTP
2: C
he
mic
al
Fe
ed
Mo
dif
ica
tio
ns
Co
lle
cto
r W
ell 5
Ra
w W
ate
r Tra
nsm
issio
n M
ain
, C
W5
to
WTP
2
WTP
2: L
ime
Fe
ed
Bu
ild
ing
an
d P
lan
t
Mo
dif
ica
tio
ns
Ha
rris
on
Str
ee
t W
ate
rlin
e
Lif
t S
tati
on
Re
pla
ce
me
nts
Wa
terl
ine
Re
ha
bilit
ati
on
I&I
Re
ha
bilit
ati
on
Sta
nd
pip
e R
eco
ati
ng
s
Fa
cilit
ies R
eh
ab
ilit
ati
on
Re
mo
te F
acilit
ies I
mp
rove
me
nts
Ele
vate
d S
tora
ge
Ta
nk
, 1
51
st
& M
ur-
Le
n
WP
T 2
: A
lte
rna
tive
Dis
infe
cti
on
36
" Tra
nsm
issio
n M
ain
11
9th
Str
ee
t W
ate
r Tra
nsm
issio
n M
ain
Imp
rove
me
nts
Ne
igh
bo
rho
od
Sa
nit
ary
Se
we
r
Imp
rove
me
nts
WTP
2: M
em
bra
ne
Mo
du
le A
dd
itio
ns
Lo
ne
Elm
Bo
oste
r P
um
p S
tati
on
an
d 1
2"
Ma
in
Ris
k S
co
re-I
mp
lem
en
t
5-year Capital Improvement Projects -
Total Risk Score
Do Nothing
After Implementation
Risk Reduction
2015-2019 5-Year CIP
City of Olathe 27
2016-2025 10-Year CIP
0.00
5.00
10.00
15.00
20.00
25.00
30.00
35.00
40.00
Ha
rris
on
Str
ee
t W
ate
rlin
e (
20
15
)
Ha
rold
an
d V
an
Ma
r Lif
t S
tati
on
(2
01
5)
WTP
2: C
he
mic
al F
ee
d M
od
ific
ati
on
s (
20
18
)
JCW
Me
teri
ng
Va
ult
Im
pro
ve
me
nts
(N
EW
) (2
01
6)
I&I
Re
ha
bilit
ati
on
(O
n-g
oin
g)
Ne
igh
bo
rho
od
Sa
nit
ary
Se
we
r Im
pro
v. (O
n-g
oin
g)
Lif
t S
tati
on
Im
pro
ve
me
nts
(O
n-g
oin
g)
WTP
2: A
lte
rna
tive
Dis
infe
cti
on
(2
01
6)
WTP
2: E
lectr
ic/B
ack
up
Po
we
r (2
01
8)
Wa
terl
ine
Re
ha
bilit
ati
on
(O
n-g
oin
g)
Bla
ck
Bo
b W
ate
rlin
e R
ep
lace
me
nt
(NE
W)
(2
02
0)
En
vir
on
me
nta
l La
b (
20
16
)
Bla
ck
Bo
b W
ate
rlin
e U
psiz
ing
(2
02
0)
Co
lle
cto
r W
ell 5
(2
01
8)
Dre
sse
r H
ydra
nt
Re
pla
ce
me
nt
(NE
W)
(20
16
)
Lo
ne
Elm
Bo
oste
r P
um
p S
tati
on
an
d 1
2"
Ma
in (
20
15
)
Re
mo
te F
acilit
ies I
mp
rove
me
nts
(2
02
0)
Ele
vate
d S
tora
ge
Ta
nk
(2
02
0)
Ce
da
r C
ree
k W
WTP
: M
ain
ten
an
ce
Bu
ild
ing
(2
01
6)
Ra
w W
ate
r Tra
nsm
issio
n M
ain
, C
W5
to
WTP
2 (
20
18
)
Sta
nd
pip
e R
eco
ati
ng
s (
20
17
)
Ra
w W
ate
rlin
e C
W5
to
CW
6 (
20
25
)
WTP
2: Lim
e F
ee
d B
uild
ing
an
d P
lan
t M
od
ific
ati
on
(2
01
5)
Co
lle
cto
r W
ell 6
(2
02
5)
No
rth
Pa
rke
r S
an
ita
ry S
ew
er
(N
EW
) (2
01
6)
11
9th
St.
Wa
ter
Tra
nsm
issio
n M
ain
Im
pro
v. (2
02
0)
WTP
2: M
em
bra
ne
Mo
du
le A
dd
itio
ns (
20
19
)
WTP
2: B
asin
Exp
an
sio
n (2
02
0)
Ris
k S
co
re-I
mp
lem
en
t
10-Year Capital Improvement Projects -
Total Risk Score
Do Nothing
After Implementation
Risk Reduction
City of Olathe 28
Results
City of Olathe 29
• Developed Standardize Utilities CIP prioritization framework and tools
• Advanced Asset Management principles
• Improved data management and utilization of tools for real results
• Adjusted resource allocation to asset needs
• Delayed $38.9M in capacity projects
• Maintained signal digit rate increases
• Advanced our analytical expertise
• Improved communication and information sharing between work groups
Next Steps
City of Olathe 30
• Develop AMPs for all major classes of assets in all lines of
business
• Develop Management Team team charter that establishes
shared values and commitments
• Enhance communication through a Communication Plan
and training
Questions?
Contact information:
Sarah Doherty
Olathe Public Works, Asset Manager
Phone: 913-971-9034
Nick Pealy
Senior Consultant, CH2MHILL
Cell: 206-852-9790
City of Olathe 31
