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
17
• 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
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