Complying with the Asset Management Requirements of Ohio Senate...
Transcript of Complying with the Asset Management Requirements of Ohio Senate...
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Complying with the Asset Management Requirements of
Ohio Senate Bill 2Practical Water Utility Asset Management Plans
Ohio AWWA – NE SectionOctober 26, 2017
Kevin Campanella, Utility Planning Leader, Burgess & Niple
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Agenda
Who Are You?What are Your Intentions?Senate Bill 2 – It’s a LawWhat is AM? The AM Story - BackwardsWhy Me?
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What are Your Intentions?AM as a One Hit Wonder?
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There’s Gold in Them Thar Hills
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Senate Bill 2
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Senate Bill 2
Section 6109.24 (B): “A public water system shall demonstrate the technical, managerial, and financial capability of the system to comply with this chapter and rules adopted under it by implementing an asset management program” by October 1, 2018.
This applies to all public water systems
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SB2 AM Program Requirements
Section 6109.24 (B)(3) Asset Management Program shall include: An inventory and evaluation of all (physical) assets Approved capacity projections Emergency preparedness and contingency planning programs A capital improvements plan (CIP) Asset rehabilitation and replacement (“R&R”) program
Criteria and Timeline
Operations and maintenance programs Long-term funding strategy
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What is Asset Management?
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Asset Management v. Asset Management
Financial Asset Management and Utility Asset Management are different…sort of Utility Asset Management is about Infrastructure
Water and storm pipes SewersTreatment plants Pumping StationsMonitoring equipment Maintenance equipmentTransformers ChemicalsSpecialized staff Green infrastructure
To take water from a river and make sure it’s safe to drink over the course of a lifetime, when there are new chemicals introduced into the environment daily, and when expectations of reliability are very high…it’s a complex challenge.
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US EPA AM Framework
1 • Set Target Levels of Service
2 • Develop Asset Registry
3 • Assess Condition
4 • Determine Residual Life
5 • Determine Life Cycle & Replacement Costs
6 • Determine Business Risks
7 • Optimize O&M Investment
8 • Optimize Capital Investment
9 • Determine Funding Strategy
10 • Build Asset Management Plan
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US EPA AM Framework
1 • Set Target Levels of Service
2 • Develop Asset Registry
3 • Assess Condition
4 • Determine Remaining Useful Life
5 • Determine Life Cycle & Replacement Costs
6 • Determine Business Risks
7 • Optimize O&M Investment
8 • Optimize Capital Investment
9 • Determine Funding Strategy
10 • Build Asset Management Plan
Levels of Service
Current State of Assets
Risk Management
Life-Cycle Costs
Long Term Funding
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US EPA’s 5 Core AM Questions
3. RISK EXPOSURE
1. LEVELS OF SERVICE
2. CURRENT STATE OF ASSETS
5. LONG-TERM FUNDING STRATEGY
4. MINIMIZE LIFE-CYCLE COSTS
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SB2 AM Program Requirements
Section 6109.24 (B)(3) Asset Management Program shall include: Inventory and evaluation of all (physical) assets Approved capacity projections Emergency preparedness and contingency planning programs A capital improvements plan (CIP) Asset rehabilitation and replacement (“R&R”) program
Criteria and Timeline
Operations and maintenance programs Long-term funding strategy
Current State of Assets
Levels of Service: Growth
Levels of Service: Aging Infrastructure
Long Term Funding
Risk
Life-Cycle Costs and Risk
Long Term Funding
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The AM Story -Backwards
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Results from AM Programs
Assets missing from register WWTP bypassesCIP 5-15% reduction from CIP evaluationOperations 5-10% reductionMaintenance $250k / year in savings at two WWTPs Safety improvements Benefits in more reliable service
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Savings were achieved…
…because there was an asset management process in place.
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The Last Page in the Asset Register
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The Last Pages in the CIP
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The Last Page on Operations
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The Last Pages in Maintenance
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$110k saved…and maybe a life
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Elements of an Asset Management Program
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The 5 Chapters of the Typical AMP
3. RISK EXPOSURE
1. LEVELS OF SERVICE
2. CURRENT STATE OF ASSETS
5. LONG-TERM FUNDING STRATEGY
4. MINIMIZE LIFE-CYCLE COSTS
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Levels of Service
3. RISK EXPOSURE
1. LEVELS OF SERVICE
2. CURRENT STATE OF ASSETS
4. MINIMIZE LIFE-CYCLE COSTS
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KPIs vs. LOSs
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What Levels of Service to Track
Drinking Water Utility Finished Water Quality (# of permit violations) Availability (number and duration of outages) Pressure (number of pressure complaints) Complaints (taste, color, odor, etc.)
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Your Assets are Talking.Are You Listening?
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Performance Management:It’s a Process
Measure
Capture and Store
Access
Analyze
Communicate
Act
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Can Your Assets Deliver the Required LOS?
3. RISK EXPOSURE
1. LEVELS OF SERVICE
2. CURRENT STATE OF ASSETS
4. MINIMIZE LIFE-CYCLE COSTS
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Know What you Own
Asset Register (GIS, CMMS, Excel)
Asset Characteristics* Location * Age * Replacement $* Size * Material * Depth* Faceplate # * Failure History
Asset Hierarchy
List of Spares
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If you’re not sure…
Asset Walk Downs for Existing Assets Two-way check between asset on the floor and in
the system of record (asset register)
O&M Ready for New Assets Get assets and PM’s into the maintenance cycle
before assets go live
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Condition of Assets
Assess condition based on understanding of failure modes (1-5 scoring system) Physical condition (i.e. PACP for pipes) Performance (cost to maintain) Capacity (can it perform its intended function?) Obsolescence (Can I get replacement parts?)
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Physical Condition
Condition 1 2 3 4 5
Vibration None Minor Moderate Cons iderable Major
Temperature NormalMinimal heat from cas ing
Heat detected by hand
Heat uncomfortable to the touch
Excess ive
Noise Normal/NoneSl ight whine/rattle detected
Moderate whine/rattle detected, eas i ly heard over pump noise
Loud whine/rattle
Dis turbingly loud vibrations during operation
Leaking None vis ible Minor Moderate Cons iderable Major
Pump
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Condition Assessment – Performance Based
1 2 3 40 Leaks/year 1-2 leaks/year 3-5 leaks/year > 5 and < 10
leaks/ year
5
> 10 leaks/year
Water Main
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Risk Exposure
3. RISK EXPOSURE
1. LEVELS OF SERVICE
2. CURRENT STATE OF ASSETS
4. MINIMIZE LIFE-CYCLE COSTS
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Likelihood of Failure
Consequence of FailureXRisk =
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Consequence = Criticality
Consequences can include: Financial – direct cost to the utility Social – property damage, traffic, noise, service
interruption Environmental – overflows, spills
Can be assessed on a 1-5 scaleConsequences can be assessed in $$
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Example Consequence of Failure Matrix
5 (or >5) 4 3 2 1
Deaths as a result of incident.
Extensive injuries requiring major medical
treatment but not life threatening
Follow up medical treatment required
First aid treatment necessary but no follow up medical
treatment
No injuries as a result of incident
Major unplanned outageMinor unplanned outage
to customersModerate planned service interuption to customers
Minor planned interuption to
customers
No interruption to customer
Significant irreplaceable loss of data
Significant but replaceable loss of data Loss of minor data
No data loss, but data not accessible for
short period
No impact to function
Hazardous material release - immediately life
threatening
Hazardous material release - not immediately
life threatening
Hazardous material release requiring external assistance to make safe
Hazardous material release contained
safely
No hazardous material release
Financial loss (greater than 1% AOB Annual Operating Budget)
Financial loss (0.5% to 1% AOB)
Financial loss (0.25% to 0.5% AOB)
Financial loss (0.1% to 0.25% AOB)
Negligible financial loss (0 to 0.1% AOB)
Disruption to routine operation which may
extend beyond 2 weeks
Disruption to routine operation which may
extend for 1 to 2 weeks
Disruption to routine operation which may
extend for up to 1 week
Disruption to routine which can be managed
immediatelyObservation only
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1 2 3 4 5
LIK
ELIH
OO
DConcentrate your efforts
on highest risk assets
CONSEQUENCE
Illustrating Risk
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Emergency Preparedness and Contingency Planning
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Minimize Life-Cycle Costs
3. RISK EXPOSURE
1. LEVELS OF SERVICE
2. CURRENT STATE OF ASSETS
4. MINIMIZE LIFE-CYCLE COSTS
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Minimizing Life-Cycle Costs
An Asset Management Plan should include strategies for minimizing costs and risks while maintaining service levels:
Capital Costs Operating Costs Maintenance and Reliability
Only one strategy above may be necessary – depends on the context of the utilities anticipated needs.
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Optimize Capital Spending
• Justify projects using more data and with more rigor in the preliminary design stage
• The Asset Management Plan may state something like this:• Business Case Evaluations
will be conducted on all projects with a capital budget over $50,000
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Summary Info.Problem StatementAlternatives
EvaluationBenefit/Cost
Analysis
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Optimize Maintenance Strategies
Increased capacity = More assets to maintainAdvanced equipment technology =
Maintenance is complexMore stringent standards = Less downtimeExisting assets are aging; reactionary
maintenance and replacements alone are too costlyProactive maintenance is safer!Maintenance tools are more sophisticated
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Thermography
Electrical Panel Motor
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Vibration Analysis
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Ultrasound (Vibration and Lube)
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Examples of Maintenance Strategy
Train staff in use of ultrasound for use in detecting when and how much to lubeMeasure ratio of (PdM+PM) / CMCapture all failure data in a CMMS by 2020 Increase population of asset replacement data Increase wrench time through better
maintenance planning by 5% by 2019
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Long-Term Funding Strategy
3. RISK EXPOSURE
1. LEVELS OF SERVICE
2. CURRENT STATE OF ASSETS
5. LONG-TERM FUNDING STRATEGY
4. MINIMIZE LIFE-CYCLE COSTS
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Building a Plan – Work on Priorities
For 5 years prior and into the future, does the utility have:CIP to address future service needsReplacement plan for existing, aging assetsOperations and maintenance budget Funding sources and estimated levels
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Expenses, Revenue, Reserves
0100000200000300000400000500000600000700000800000
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021
CASH FLOWSExpenses Revenue Reserve
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Sample SAMP
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Sample SAMP (cont’d)
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Sample AMP
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Scope of Work
Data Gathering Data Request Interviews
Prepare Draft AMP (existing conditions)Workshop Potential Recommended Action
Items for the PlanPrepare AMP Public Use Document Internal Use Document
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Sample Data Request
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SAM-GAP
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SAMP output
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SAMP Output
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Drivers Exercise
Total Points
Number of Responses Definition
A Increasing Demands 8 2
Significant increase is expected in demand (quantity) for services, or water resources are limited, driving a need for attention to demand growth planning, demand management, or considerations of new or more reliable resources.
B Decreasing Demands 0 0Change is required as a result of a reduction in demand for services (such as through population decline), necessitating focus on service levels, asset rationalization and disposal, new technologies.
C Regulations and standards 19 5
Utility change is required as a result of new or changing service standards and levels of operational performance being approved and monitored by an external regulatory body in areas such as water / effluent quality, service reliability, customer response, or asset performance.
DRegulatory Requirements for Asset Management
6 2Utility change is required to respond to a requirement for long-term asset management plans to be submitted and approved by an external regulatory body (Ohio EPA).
E Financial - Affordability 29 7Costs are or will be constrained as a result of customer requirements or affordability commitments, and/or willingness to pay for services provided.
Business Drivers for Change Over the Next 5 Years
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Types of Follow-Up Work
Asset management training Asset walk downs “O&M Ready” Assess asset data in GIS (structure, population) Assess CMMS technology for purchase or rework Develop condition assessment processes (i.e.
scoring systems) Conduct condition assessment
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Types of Follow-Up Work
Prepare replacement plansConduct operations optimization studies Chemicals Energy Staffing (be cautious)
Develop a CIP prioritization methodologyDevelop a CIP evaluation process (i.e. BCE)Develop Levels of Service (metrics, targets,
reporting process)
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Types of Follow-Up Work
Develop a process for conducting more proactive maintenance Develop maintenance metrics
PM/CM ratio by criticality Wrench time Backlog CM resulting from PdM
Introduce PdM technologies (ultrasound, vibrations) Assist in optimizing timing of PM
Run-time PM Calendar-based Run-to-failure Condition-based
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Types of Follow-Up Work
Develop a risk-register Develop a list of critical assets (consequence of
failure methodology) Assist with preparation of an Emergency
Preparedness and Contingency Plan Develop KPI’s for any line of business Inventory Project delivery
Projects on the CIP AMPs for Asset Classes Negotiate with Ohio EPA
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Prologue
Asset Management Plans (AMPs) can be simple Show a plan to improve your AM practices AMPs are living documents AMPs assist with communication on many levels AMPs bring structure to how you manage assets AMPs help you focus resources to minimize cost AM is a journey – enjoy the ride AM is not a separate “thing”
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Questions and Comments
Kevin CampanellaBurgess & Niple, Inc.
Utility Planning Leader
Phone: 614-459-2050
Thank you!