Objectives. Why Asset Management? What is Asset Management? Developing an Asset Management Program Tools Required for Asset Management

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1 RI GFOA: Winter Training What is Asset Management: An Overview Joseph Ridge, Vice President

2 Objectives Why Asset Management? What is Asset Management? Developing an Asset Management Program Tools Required for Asset Management Computerized Maintenance Management System Specialized Modeling Condition Protocols Financial/Projection Model

3 Asset Management Creates a Risk Register to Improve Management Decision Making Develops and leverages existing asset Information and tools Data & Systems Institutional Knowledge Staff & Procedures Focused on improving decision making and budgeting for maintenance and capital replacement

4 $3,000,000 $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 $ Annual Average Cumulative $14,000,000 $12,000,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $-

5 Two Fundamental Questions Drive Asset Management What assets/equipment are most likely to fail? ( Likelihood of Failure ) And if they fail, what damage/problems will that create? ( Consequence of Failure )

6 Need to Assess Risk Across all Assets Using Consistent Methodology Risk = f(cof, LOF, Redundancy) COF Consequence of Failure If it fails, how are employees/customers/services impacted Safety/Health Loss of service duration/severity Costs repair, replacement, consequential LOF Probability of Failure How likely is an asset to fail to provide appropriate Level of Service Condition/Age Capacity Cost Efficacy Redundancy Other assets/equipment that can provide service

7 Asset Management Building Blocks

8 Typical Asset Management Outputs

9 Typical Asset Management Outputs $4,500,000 $4,000,000 $3,500,000 $3,000,000 $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 $0 Maintenance Replacement Rehabilitation $3,000,000 $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 $ Annual Average Cumulative $14,000,000 $12,000,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $-

10 CDM Smiths s Philosophy on Asset Management Need to start with the end in mind Vision Have to crawl before you walk and walk before you run Phased Approach AM is not new; utilities have been managing assets since the start of time Build on Existing Practices AM is not a software package Integrate People, Processes and Technology Mid-level managers and supervisors are the keys to success People Make AM Work

11 What Needs to Be Done? Determine asset management vision Collect necessary asset data and create asset registry Establish asset management architecture Likelihood of Failure Consequence of Failure Redundancy Determine and implement information management requirements and system

12 Visioning for AM Implementation

13 ASSET INVENTORY AND REGISTRY

14 Inspection of Major Assets Develops Baseline Condition Assessment Establish Condition Assessment Protocols Staff Involvement Design Workplan for Field Inspection (Pilot Test Methodology) Implement Full Condition Assessment Program Finalize Technical Report Asset Inventory Asset Analysis & Prioritization Asset Strategy

15 Need to Inventory and Organize Asset Information

16 Establish a Protocol for Assessing Condition and Relating to Remaining Useful Life

17 ESTABLISH ASSET MGMTARCHITECTURE

18 Likelihood of Failure Assessment Condition--is it operable, functioning Capacity is it of sufficient size to meet demands/loads required Economic efficiency Are costs to operate/maintain excessive Frequently, LOF evaluated using just condition Age is a proxy when data not available

19 Broad-based LOF Scoring System

20 IF IT FAILS, WHY DO WE CARE?

21 Utility-Wide Criticality Scoring Process

22 Simpler Criticality Assessment Process DEP Criteria DEP Weight Assessment Level Regulatory Compliance 35% Level of Service 25% Hazard Potential 20% Financial (O&M) Impacts 10% Redundancy 10% Process Process Group Group Group Assign a score of 1-3 based on low to high criticality

23 Redundancy is a Risk Mitigation Strategy Consistent with Utility Operations and Maintenance Looped distribution systems If have a break in one location, can restore service from another feed location Service and stand-by pumps in pump station Intersystem connections between utiities/municipalities Redundancy reduces the impact of an asset failure customers will continue to provide service, but problem must still be addressed

24 ESTABLISH RELATIVE RISK AND MAKE DECISIONS

25 Asset Risk Index is Basis for Determining What Assets to Focus on and What Actions are Appropriate Criticality Criticality (Consequences of Failure) Condition (Likelihood (Probability of Failure) of Failure) LT Rehab/ Replace Long Term Rehab Long Term Rehab 2 Mid Term Repl /Rehab Mid Term Rehab Long Term Rehab 3 Short Term Repl /Rehab Mid Term Rehab Mid Term Rehab 4 Immediate Replace Immediate Rehab Mid Term Rehab 5 Immediate Replace Immediate Rehab Short Term Rehab Asset Inventory 2 1 Infrequent Monitoring Infrequent Monitoring Infrequent Regular Monitoring Frequent Frequent Cleaning / Monitoring Clean/ Monitoring Monitoring Asset Risk Index Matrix Infrequent Asset Analysis & Prioritization Monitoring Regular Monitoring Regular Monitoring Frequent Frequent Monitorin Monitoring Asset Strategy

26 Efficient CIP Prioritization Process Ensures Best Use of Available Funds Asset Inventory Asset Analysis & Prioritization Asset Strategy

27 Efficient CIP Prioritization Process Ensures Best Use of Available Funds New York City DEP Prioritization and Risk Mitigation Program Asset Inventory Asset Analysis & Prioritization Asset Strategy

28 INSTITUTIONALIZE THE SYSTEM

29 CMMS/GIS Are Central to Success and Sustainability Budget & Schedule Forecasts Customer Complaints Enterprise-wide Communication Accounting & Budgetary Data CMMS/ GIS Crew/Employee Profiles & Resource Data Asset Inventory Asset Management Maintenance Specifications, Histories & Work Details Asset Analysis & Prioritization Reports, Maps & Analyses Asset Strategy

30 Business Processes May Need to be Modified to Maintain Information Accuracy

31 Realistic Expectations for AM Takes several years of detailed, nitty-gritty work to fully deploy Requires strong continued executive leadership eventual buyin commitment of the whole organization Needs upfront investment to get started, with hidden returns for initial years

32 AM Streamlines Organization s Operation Building on an Existing AM System (Narragansett Bay Commission, Providence, RI) Streamlined maintenance process which resulted in 20% or more maintenance production with same level of resources Modified asset information base so that the organization has a greater understanding of the condition and remaining useful life's of its assets Targeted maintenance and replacement activities to most critical assets; resulted in a material reduction in the number of failures Created long term renewal and replacement plan so that funding is now aligned to address critical asset needs Modified Hansen (CMMS) configuration to make it better suited for both plant and field staff use

33 AM Builds a Framework for Success Creating a Framework (Northeast Ohio Reg. Sanitary District [NEORSD], Cleveland, OH) Detailed assessment of condition and renewal needs of key assets revealed large blowers, for example, did not need replacement if appropriate maintenance was done; this resulted in a significant capital savings Developed consistent hierarchy for all district facilities that enabled NEORSD to report on maintenance activities and costs across divisions; management decisions now reflect a broader knowledge base and a consistent response to varied internal demands Established framework for comprehensive renewal and replacement planning and funding to ensure integrity of system over time

34 Asset Assessment Saves Utility Money Value of Condition Assessments For Critical Assets (Cape Fear Public Utilities Authority, North Carolina) Utility was uncertain about the condition of their critical 48- inch steel Burnt Mill Creek outfall sewer CDM performed visual and ultrasonic pipe-thickness condition assessment on line Critical repairs identified before a failure occurred; a cured in place (CIP) liner and several replacement structures were installed Cost savings associated with the CIP liner versus replacement was approximately $600,000 to $700,000, and the potential damage related to a failure was mitigated

35 QUESTIONS? JOSEPH RIDGE CDM SMITH