NPS s Use of Maximo in Managing its Asset Portfolio

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1 NPS s Use of Maximo in Managing its Asset Portfolio Where are we now, and where are we going? November 17,

2 2 Mount McKinley Denali National Park

3 National Park Service Park Facility Management Division E X P E R I E N C E Y O U R A M E R I C A Grand 3 Canyon, Arizona

4 4 Rocky Mountain, Colorado

5 5 Lake Powell, Glen Canyon Arizona

6 6 Yosemite, California

7 7 Saguaro, Arizona

8 8 Bryce Canyon, Utah

9 National Park Service Park Facility Management Division E X P E R I E N C E Y O U R A M E R I C A Mission 9 San Jose, Texas

10 National Park Service Park Facility Management Division E X P E R I E N C E Y O U R A M E R I C A Cape 10 Hatteras Light House

11 11 Jefferson Expansion Memorial, Missouri

12 Longfellow s Home, Massachusetts 12

13 13 Ellis Island, New York

14 14 Alcatraz Island, California

15 15 Washington Monument, DC

16 16 Montezuma Castle, Arizona

17 The National Park Service Organic Act 16 U.S.C.1 "...to promote and regulate the use of the...national parks...which purpose is to conserve the scenery and the natural and historic objects and the wild life therein and to provide for the enjoyment of the same in such manner and by such means as will leave them unimpaired for the enjoyment of future generations." 17 17

18 National Park Service Park Facility Management Division To fulfill this mission, NPS established an extensive system of parks across the nation and territories. 401 National Parks cover more than 84 million acres, including historic sites, battlefields, recreation areas, monuments, seashores, trails, and highways. Including the supporting asset infrastructure necessary to operate them 18

19 Constructed assets are inextricably linked to protecting natural and cultural resources and providing visitor services Assets either are the park mission or they enable the park mission. Improving the physical condition is a priority because assets in acceptable condition help advance the big picture goals of each park. Statue of Liberty NM Steamtown NHS Dry Tortugas NP Old Faithful Visitor Center, Yosemite NP Mather Visitor Center Grand Canyon NP 19

20 Over time, these assets have fallen into disrepair As the backlog has accumulated, the costs to maintain National Park Service assets have been deferred over time. Higher visitation rates, aging facilities, new parks, and increased operational requirements have affected the ability of national parks to maintain their physical infrastructure. Overall, resources have not been sufficient to meet needs, and assets have not been maintained well. As a result, the NPS today faces a significant backlog of maintenance needs. 20

21 The condition of NPS assets is a high-profile issue for the public and lawmakers 21

22 NPS takes a holistic view of asset needs A proactive, life-cycle approach Life cycle requirements include the costs associated with operations, maintenance, code compliance, breakdown repairs, system replacement, and disposition With this approach, parks are better positioned to improve daily performance and ensure the ongoing health and longevity of mission-critical assets and equipment 22

23 NPS has been implementing an asset life cycle management program to better manage its facility portfolio This program addresses key asset management questions: What assets does NPS own? What is the condition of the portfolio? What is required to bring the portfolio up to acceptable condition and properly sustain it over time? Which assets are the highest priority and where should parks focus resources? Identify inventory Assess condition Determine requirements Target highpriority assets 23 By understanding the make up, condition and requirements of its constructed asset portfolio, NPS can better articulate to Congress and other decision makers the life-cycle costs for both existing assets and potential acquisitions

24 What do we own? Creating an accurate asset inventory is no trivial exercise but it has to be a pillar of effective stewardship Business practices Asset categorization Asset prioritization Asset hierarchies Quantities (SF, LF, EA ) Special assets present challenges trails, maintained landscapes, ruins, fortifications, missile silos, etc. Equipment information (Mechanical, Electrical, Exterior & Interior Structure/Finishes, etc.) 24

25 Distribution of assets by NPS Region Pacific West Northeast Midwest 11,526 16,343 Intermountain 19,367 7,044 Southeast National Capital 4,303 Alaska 14,358 2,445 Source: OMB 8 Industry Standard Report Service-wide,All Occupants end of fiscal year

26 The Asset Priority Index framework includes asset status and four independently weighted criteria 1. Asset Status 2. Asset Criticality 80% Importance to Mission (2 criteria) Resource Preservation (35%) Visitor Use (25%) Importance to Park Operations (1 criterion) Park Operations (20%) 60% 20% Criteria Weighting 3. Asset Substitutability (1 criterion) 20% 26

27 The criteria reflect the strategy and values of the NPS and are consistent with EO and DOI guidelines Mission 60% Resource Preservation Visitor Use Operations Key components include administration, safety and security, and employee welfare/support 20% 20% Substitutability Management team decision based on decision support framework 27

28 API Distribution for All Assets* * Data does not include API changes carried out during re-op workshops 16,000 14,000 12,000 10,000 8,000 6,000 4,000 2, Source: OMB 8 Industry Standard Report Service-wide,All Occupants end of fiscal year

29 29 Count of Assets Profile of when NPS assets were built* 9,000 8,000 7,000 6,000 5,000 4,000 3,000 2,000 1,000 Over 50 percent of all NPS assets (constructed or acquired) are over a 100 years old 0 Pre Decade of Construction End of World War I End of World War II *Valid year of construction was determined for roughly 65,300 assets as entered in FMSS Mission 66 Construction Federal Aid Highway Act of 1956 (beginning of Interstate Highway System) Others Roads & Road Structures Grounds and Trails Buildings & Utilities Source: OMB 8 Industry Standard Report Servicewide,All Occupants end of fiscal year 2013

30 What is its value? NPS WebCRV Calculator Screenshot Proper determination of asset replacement value is an essential element of sound stewardship practices Business practices Current replacement value (CRV) Web CRV calculator Incorporation of CRV into primary metric for measuring condition (denominator of FCI) Non-standard assets presents challenges (trails, maintained landscapes, ruins, etc.) 30

31 NPS s industry standard asset inventory profile Asset Category Count Quantity Unit Current Replacement Value (CRV) (in millions) Buildings 24, million SF $23,618 Housing 3, million SF $1,765 Campgrounds 1, thousand AC $1,220 Trails 6, million LF $5,191 Waste Water Systems 2, million GPD $2,248 Water Systems 1, million GPD $4,940 Paved Roads 9,122 5,500 MI $21,277 Unpaved Roads 6,570 5,300 MI $4,821 All Others 4 19,999 $116,976 Total 75,394 $182,058 Source: OMB 8 Industry Standard Report Service-wide,All Occupants end of fiscal year

32 What is its condition? Understanding baseline condition is an essential element of an asset management program Business practices Type of assessment - comprehensive, annual, life cycle, functional (accessibility ) Frequency Level of detail Consistency (Training) Technology tools (MAXIMO Mobile MAXIMO Precision Estimator) Work orders Measuring condition over time Cost estimating (Class C ) 32

33 Following these practices led to the establishment of a metric for understanding the condition of assets The Facility Condition Index (FCI) is a metric calculated by dividing the deferred maintenance by the current replacement value. Deferred Maintance FCI Current Replacement Value The FCI is used by facility managers to better understand the relative condition of assets within a portfolio. A score closer to 0.0 reflects better condition. 33

34 What is its condition? * Housing is defined as buildings that are associated with the NPS Employee Housing Program/DOI Quarters Program, including support buildings (e.g., detached garages, shower and laundry facilities, storage). ** The DM cost for Paved Roads in a Park is calculated by the transportation program. It adds all Paved Road and Parking Area Location DM costs together with all Park-Level DM cost Estimates for Non-Pavement Equipment. *** Excludes the following asset codes: '0000' (Site/Area), '8000' (Fleet) and '9999' (No Asset Code Available). Includes Road and Trail Bridges and Tunnels. Source: OMB 8 Industry Standard Report Service-wide,All Occupants end of fiscal year

35 The NPS asset management process incorporates six components of life cycle maintenance 35 Operations Activities necessary to complete day-to-day functions, including utilities, grounds maintenance, and snow removal Preventive Maintenance Regularly scheduled periodic maintenance activities (within a year) on selected equipment, which typically includes inspection, lubrication, and minor adjustment Recurring Maintenance Work activities performed on a regular basis and intended to meet routine, daily park operational needs, such as painting and caulking Component Renewal Planned replacement of facility subsystems or components that have reached or will reach the end of useful life based on condition and life cycle analysis, such as roof replacement Deferred Maintenance Actions that are required to correct existing deficiencies resulting from unaccomplished past maintenance, repairs and replacements A Corrective Unanticipated maintenance repairs to correct deficiencies during the year in which they occur. Not part of the condition assessment process, but a facility maintenance function relating to service calls. B Emergency A maintenance task carried out in order to avert a hazard or the work response to correct an unexpected failure or event. In the event of a hazard, event or unexpected failure, the emergency work activity is to remove or correct the hazard; mitigate the seriousness of the hazard or event; and/or protect the public, staff, or park resources from immediate potential harm due to the hazard or event.

36 How do we sustain it over time? Understanding the requirements. Condition Assessment Currently deficient items $125,620 Life-Cycle Assessment Systems requiring replacement in the next 50 years (CR) $15,500 Systems requiring longer term maintenance during the next 10 years (RM) Systems requiring maintenance on a frequency from daily up to 1 year (PM) $7,000 $5,000 Systems requiring scheduled operational activities (custodial, pest control, etc.) $2,500 $30,000 36

37 Total deferred maintenance (DM) stands at over $11 billion Pacific West Northeast $ 2,718M Intermountain Midwest $ 2,022M $ 368M $ 2,317M Southeast National Capital $ 1,645M $ 2,078M Alaska $ 108M 37

38 The total programmatic needs of the NPS stands at over $16 billion Capital Improvement: $4,011 M, 25% Energy: $193 M, 1% Deferred Maintenance: $11,258 M, 70% Other: $754 M, 5% Accessibility: $148 M, 1% Code Compliance: $137 M, 1% Life Safety: $131 M, 1% Environmental: $80 M, 1% Structural Fire: $66 M, 0% Source: FMSS Work Orders Service-wide,All Occupants end of fiscal year

39 Industry standard indicators help managers further prioritize maintenance resources Tools such as the FCI and API help managers both Target investments, and Evaluate the impact of decisions on the overall portfolio. High Asset Priority Index Regular, recurring maintenance Preventive maintenance Component renewal Transfer or designate for beneficial use by other parties Repair or rehabilitate significant historical resources Candidate for demolition or disposal Low Better Facility Condition Index Worse 39

40 NPS has implemented a Capital Investment Strategy (CIS) a comprehensive approach for ranking and prioritizing projects Identifying the importance of location and work within a portfolio 1. Type of Work 2. Asset Priority Index 3. Facility Condition 4. Critical Systems 5. Work Priority Calculating the benefits in support of the mission Health and Safety 2. Natural Resource Protection 3. Cultural Resource Protection 4. Visitor Experience 5. Utilization & Capacity Improvement Understanding the financial risks and the return of the investment 1. Maintenance Sustainment 2. Operational Improvement 3. Energy Savings 4. Portfolio Reduction 5. Total Costs of Facility Ownership Requirement Benefit Investment 40

41 The CIS leverages data to support decisions Location Data Component Data Based on Facility Management Software System (FMSS) information, project scope can be examined and scored, providing: Work Order Data Repeatability Accountability Controllability Updatability Projects are scoped by compiling FMSS work orders into projects Using available location, component, and work order data to define the project scope and to score projects reduces the input requirements of a park and the review requirements of the regions, the Washington Office, and the DOI 41

42 Optimum investments This philosophy also includes assets that have recently or are programmed to receive project funding to rehabilitate or improve their condition to ensure that their newly established condition is sustained CONDITION MAINTAIN Target Optimizer Band REHAB 1 and 2 REPLACE Facility Deterioration Curve Target Optimizer Band 5 TIME Optimal economic point for repair and component replacement Major rehabilitation or renewal still viable Replacement better economical option 42

43 NPS is able to project out-year outcomes based on funding made available. Conversely, the NPS can demonstrate the performance of the balance of its portfolio that does not receive funding over time 43

44 National Park Service asset management preserves the parks for future generations By effectively managing assets, NPS will maintain its infrastructure over time. Maintenance and repair of park facilities can be funded to ensure resource protection and visitor enjoyment for years to come. The significant public investment in park infrastructure will be aligned with our mission and responsive to future needs. 44

45 Questions? 45