INTEGRATING ASSET MANAGEMENT INTO WINSTON-SALEM’S WASTEWATER SYSTEM MASTER PLAN CIP

Kevin T. Laptos, Black & Veatch

NC AWWA-WEA 95TH ANNUAL CONFERENCE

2

• Co-Authors• Courtney Driver, City of Winston-Salem• Jeff Stillman, Black & Veatch• Katy Weidner, Black & Veatch• Kent Lackey, Black & Veatch

ACKNOWLEDGEMENT

• Evolution of System Planning • Traditional Planning Processes• Asset Management Approach

• Case Study – 2015 Winston-Salem Wastewater System Master Plan• System Overview• Asset Management Elements and Recommendations• CIP Summary and Budgeting

AGENDA

3

EVOLUTION OF SYSTEM PLANNING

4

Recommended Capital Improvements

Alternatives Analysis

Capacity Analysis

Model Update and Calibration

Regulatory Drivers

Population Projections & Growth

5, 10, 20 Year Capital Planning Update Cycle

TRADITIONAL MASTER PLANNING PROCESS (CAPACITY)

TYP

ICA

L P

LAN

NIN

G P

RO

CES

SES

Recommended Capital Improvements

Business Risk Exposure and Prioritization

Consequence of Failure

Likelihood of Failure

Condition & Performance Assessment

Annual Operations

Budget Update Cycle

CURRENT ASSET MANAGEMENT PROCESS (CONDITION & CRITICALITY)

TYP

ICA

L P

LAN

NIN

G P

RO

CES

SES

WATER AND SEWER UTILITIES –TRADITIONAL ORGANIZATION CHALLENGES

7 Silos lead to system planning pitfalls

Ope

ratio

ns

Engi

neer

ing

TRADITIONAL SEWER SIZING PITFALL

8

Selecting a replacement (or new) sewer size without considering future flows due to system growth and/or I/I reduction

9

ASS

ET M

AN

AG

EME

NT

ASSET MANAGEMENT APPROACH TO SYSTEM PLANNING

Provides a comprehensive and coordinated Master Plan CIP

10

•Population Projections & Growth

•Regulatory Drivers•Model Update and Calibration•Capacity Analysis•Alternatives Analysis•Recommended Capital

Improvements

Capacity

Planning

• Condition Assessments• Update SAMS Spreadsheets• Prioritize Potential Projects• Confirm Project Rankings• Finalize Planned Improvements

Operational Planning

Master Planning Process

Asset Management Process

System Plannin

g

Review & Update 15

Year CIP

5 Year CIP Projects

for Budget

Reconcile Projects

Proposed Budget

Rate Modeling Budget

CASE STUDY: 2015 WINSTON SALEM WASTEWATER MASTER PLAN

11

CA

SE S

TUD

Y: W

INST

ON

-SA

LEM

• Over 90,000 Sewer Customers

• 1,724 miles of Sewers• 49 Lift Stations• 36 MGD treated daily• 3 primary sewer

basins

WINSTON-SALEM/FORSYTH COUNTY UTILITIES COMMISSION – SYSTEM OVERVIEW

12

Organizational strategic plan (OSP)Vision, mission and values, business policies, stakeholder requirements,

goals and risk management

Asset management policyMandated requirements, overall intentions/principles and framework

for control of asset management

Asset management strategyLong term optimized and sustainable direction for the management of the assets, to

assist in delivery of the organizational strategic plan and apply the asset management policy

Asset management objectivesSpecific and measurable outcomes required of assets, asset systems and the asset

management system

Asset management plan(s)Actions, responsibilities, resources and timescales intended to implement the

asset management strategy and deliver the asset management objectives

Planning

Implementation

Acquire/create

Utilize

Maintain

Renew/dispose

Life cycle Activities

FunctionalPolicies,

strategies,standards,processes

andprocedures

Portfolio of asset systems andIndividual assets

Assets

Org

aniza

tion

valu

es, p

rioriti

zatio

n cr

iteria

and

risk

pol

icy

• Organization Assessments:• PAS 55• CMOM

• Facility Assessments:• Condition & Criticality Scoring• Asset Group Life Cycle Analysis

• Pipeline Assessments• Desktop analysis• By sub-basin

WINSTON-SALEM MP – ASSET MANAGEMENT ELEMENTS

PAS55 – CHECKLIST FOR GOOD ASSET MANAGEMENT PRACTICE

Similar to ISO 55000 Standards and Guidance

Plan

Check

Act

Do

4.2 Asset Management Policy

4.3 Asset management strategy, objectives and plans4.3.1 Asset Management Strategy4.3.2 Asset Management Objectives4.3.3 Asset Management Plan(s)4.3.4 Contingency Planning

4.4 Asset management enablers andControls4.4.1 Structure, authority and responsibilities4.4.2 Outsourcing of asset management activities4.4.3 Training, awareness and competence4.4.4 Communication, participation and consultation4.4.5 Asset management system documentation4.4.6 Information management4.4.7 Risk management4.4.8 Legal and other requirements4.4.9 Management of change

4.5 Implementation of asset management plans4.5.1 Lifecycle activities4.5.2 Tools, facilities and equipment

4.6 Performance assessmentand improvement4.6.1 Performance and condition monitoring4.6.2 Investigation of asset-related failures, incidents and nonconformities4.6.3 Evaluation of compliance4.6.4 Audit4.6.5 Improvement actions4.6.6 Records

4.7 Management Review

4.1 General Requirements

PAS 55:2008 Management

SystemStructure

PAS 55 ASSET MANAGEMENT MATURITY SCORING

0 1 2 3 4Asset management elements not inplace. The organization is in the process of developing anunderstanding of asset management

The organization has a basic understanding ofasset management requirements. It is in the process of deciding how the elements of asset management will be applied and has started to apply them.

The organization has a good understanding of asset management. It has decided how the elements of asset management will be applied and work is progressingon implementation.

Leading practice.All elements of asset management are in place and arebeing applied and are integrated. Only minor inconsistencies may exist.

Using processes and approaches that go beyond leading practice. Pushing the boundaries of asset managementdevelopment to develop new concepts and ideas.

• Strengths:• Contingency Planning;

Communication, Participation, and Consultation; Legal; Tools, Facilities, and Equipment; Compliance Evaluation

• Improvement Focus Areas:• Asset Management

System; Risk Management; Life Cycle Activities

PAS55 GAP ANALYSIS RESULTS

On-track with previous (2012) recommendations resulting in a drop in SSOs/100 miles from 16 in 2002-2003 to just 7 in 2011-2012

• Low Priority Recommendations:• Capital Planning: Do a

better job of coordinating project planning between the C&M and Capital planning departments

• C&M: Develop a post-SSO water quality management plan

• FOG program: Identify major contributors and budget for education

• High Priority Recommendations:• Capacity Management:

prevent SSOs through proactive cleaning and focused preventative maintenance.

• SSO response: Record rainfall data to track wet weather SSOs

• Customer Service: Track information on the status of SSO serve requests

CMOM EVALUATION

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• Lift Station Inspections• Hydraulic Capacity• Condition and Criticality • Risk-Based Prioritization• Life Cycle/O&M

Improvements

FACILITY ASSESSMENTS

18

• Condition and Criticality Ratings by Asset Group:• I&C• Electrical• Structural• Mechanical

• Pumps• Pipes• Valves

• Auxiliary Equipment: Generator

LIFT STATION INSPECTIONS

19

RISK-BASED PRIORITIZATION

Developed from Inspection Condition and Criticality Ratings

Condition Rating

1 2 3 4 5

Criti

calit

y Ra

ting 1 1 2 3 4 5

Risk

Inde

x

2 2 4 6 8 10

3 3 6 9 12 15

4 4 8 12 16 20

5 5 10 15 20 25

Risk Index

• Criticality Scoring Criteria (Consequence of Failure)

• Condition Scoring Criteria

PIPELINE ASSESSMENTS

Force main discharges

Work order frequency

SSO frequency

I/I R value

0% 5% 10% 15% 20% 25% 30% 35% 40%

Economic

Social/ Political

Environmental

Health/ Safety

0% 5% 10% 15% 20% 25% 30% 35% 40%

Population DensityPipe DiameterLocal HydrologyTransport

PIPELINE PRIORITIZATION BY SUB-BASIN

22

WINSTON-SALEM ASSET MANAGEMENT RECOMMENDATIONS & CIP BUDGET PLANNING

23

RAMPING UP ON ASSET MANAGEMENT ACTIVITIES

CIP BUDGET PLANNING – COLLECTION SYSTEM REHABILITATION AND REPLACEMENT (R&R)

20152016

20172018

20192020

20212022

20232024

20252026

20272028

20292030

20312032

20332034

20352036

20372038

20392040

2041 $-

$5,000,000

$10,000,000

$15,000,000

$20,000,000

$25,000,000

$30,000,000

$35,000,000

$40,000,000

$45,000,000

$50,000,000

AM ProgramInspectionsR&R

Estim

ated

tota

l cap

ital i

nves

tmen

t ($m

, 20

13)

20152016

20172018

20192020

20212022

20232024

20252026

20272028

20292030

20312032

20332034

20352036

20372038

20392040

2041 $-

$5,000,000

$10,000,000

$15,000,000

$20,000,000

$25,000,000 AM ProgramInspectionsR&R

Estim

ated

tota

l cap

ital i

nves

tmen

t ($m

, 20

13)

“FIRM 75-YEAR” PIPELINE SERVICE LIFE

“CONDITION MANAGED”PIPELINE SERVICE LIFE

CIP BUDGET PLANNING – COLLECTION SYSTEM CAPACITY AND R&R

26

2012

2013

2014

2015

2016

2017

2018

2019

2020

2021

2022

2023

2024

2025

2026

2027

2028

2029

2030

2031

2032

2033

2034

2035

2036

2037

2038

2039

2040

$0

$10

$20

$30

$40

$50

$60

$70

Pipeline Asset Management and PlanningCapacity Driven Gravity SewerPump Stations and Force Mains

Mill

ions

of 2

012

Dolla

rs

$468 M$295 M

$98 M

• Add, remove, or update projects via an interface with GIS• Update project phasing based on system performance triggers

MANAGING THE CIP AND BUDGET FORECASTS USING iCIP

A C

UST

OM

IZED

TEC

HN

ICA

L A

PP

RO

AC

H F

OR

PR

OJE

CT

SUC

CES

S

• Update and refine projects stemming from on-going R&R program

• Provides dynamic CIP budget forecasting and reporting

• Immediately shows results of decisions

QUESTIONS OR COMMENTS?Kevin T. Laptos, Black & Veatch

NC AWWA-WEA 95TH ANNUAL CONFERENCE