Water Environment Association of Texas. General Concepts of Asset Management

Transcription

1 Water Environment Association of Texas General Concepts of Asset Management Wayne Francisco June 5, 2013

2 How to best use the money we receive to preserve our infrastructure Yes, it is something you re doing already No, it s not optional it s day to day business It s about doing what you do better

3 Key principles Staff are engaged & doing the right work, at the right time, for the right price, for the right reasons Defining levels of service, monitoring our performance and using regular reports on our performance to communicate the need to invest in our assets Making investment decisions about our assets from a life cycle cost perspective The aim being to minimize the life cycle cost; i.e. finding long term costeffective management strategies Using risk as a management tool to identify where we need to invest, and to prioritize the use of limited funds Getting on a path of continuous improvement in our asset management practices

4 Definition An Asset Management Plan is a document that explains how we ll: Continuously delivering the service levels customers desire, and regulators require While minimizing the total costs of acquiring, operating, maintaining, improving and renewing assets Service Levels RISK Cost of Service Demand for high quality services is not always matched by a willingness to pay

5 Table of contents

6 Creating a simple asset inventory USEPA Task Inventory -

7 Communicating what we need to invest over time Investment profile

8 What asset life should I use?

9 Reporting on asset life Relatively young assets, particularly long lived assets (e.g. pipes maximum potential life 100 to 150 years)

10 Developing an asset management plan

11 5 benefits from an asset management plan Communicate to stakeholders, customers and staff what your organization needs to do to sustain current, or meet target, levels of service Increased transparency around expenditure and investment decisions, which ultimately impact upon rate and fee structures Bringing together the results of a range of activities from across your organization; illustrating to staff how their role fits into the bigger picture Ensuring all activities undertaken to improve the management of your assets efficiently and effectively contribute to delivering services Creation of an ongoing story about your organization and its infrastructure

12 Levels of service Levels of service are strategic level performance measures that are used in external reporting/communications Levels of service, therefore, are developed in the context of the external reporting/communications requirements Reporting on levels service to be based upon data routinely captured within operations, programs, annual surveys/queries

13 Levels of service Level of Service: defining your product (what does your utility sell?) Collection, conveyance, treatment, and disposal of sewage Generation, transmission, treatment, and distribution of potable water Levels of service define system-wide performance targets, from which asset performance standards are derived Level of Service Target Employee health and safety Zero injuries Competitive rates / fees Within 5% of State average Public image No adverse media reports Compliance with effluent discharge permits 100%

14 Levels of service and performance Asset performance framework: LEVELS OF SERVICE SYSTEM PERFORMANCE Performance of the system or network external (levels of service) and internal (business plans, program plans) reporting for strategic decision making (how much money) ASSET FEATURES ASSET PERFORMANCE ASSET CONSUMPTION Performance of the asset internal reporting for tactical decision making (which assets to spend on) ASSET INVESTMENT PLANNING Data at the asset level aggregated and used to report at the system or network level

15 Cost of service The aim of a formal asset management program is to find the best, lowest cost of providing services We need, therefore, to be able to determine the actual cost of providing those services An Enterprise Asset Management System can facilitate the capture of many of the different costs of activities associated with providing services Other enhancements to cost accounting systems may be necessary in order to enable best practice life cycle cost and cost of service analyses

16 Fragmented life cycle cost management The decision to acquire or lease an asset is made by the Infrastructure Renewal Program Group (IRPG). The decision is made in isolation from those who operate and maintain the asset, and mainly involves issues of primary concern to the purchasing/construction area (e.g. lowest cost ). The operations and maintenance group are in another department of the organization, separate from the IRPG area. They use the asset in a way that directly supports the mode of operation of their particular section. This method of operation may not be known or anticipated (or fully appreciated) by IRPG. The operations and maintenance group pay for the consumables/ spare parts (and possibly requires additional storage for inventory), operating costs and any associated maintenance costs. The scope and scale of these services do not affect IRPG, which may be unaware of the impact of purchasing decisions on these costs.

17 Cost issues Operate & Concept Specify Acquire Improve Dispose Maintain Design window of opportunity Locked in cost of ownership (stewardship) 2008 (V1.1) It is essential that feasibility studies are conducted at this stage to assure the right questions are asked to determine the least whole life cost solution is selected Lifecycle costs as a basis for alternative selection of design for fit for purpose solution Costs driven by inherent reliability and maintainability. Can optimise repair/ replace process for some savings Scrap value does an asset have some residual value in the market?

18 FTA s Transit Economics Requirements Model

19 Where to go for more information USEPA Asset Management Training Slides USEPA Asset Management Handbook for Small Systems USEPA Check Up Program for Small Systems -

20 Questions? Wayne Francisco GHD Charlotte