Overview and recent evolution in infrastructure asset management

Overview and recent evolution in infrastructure asset management Helena Alegre Sérgio Teixeira Coelho Chair LNEC, Portugal (www.lnec.pt) Baseform Sevilla 25 Novembre 2015 Presented by: Enrique Cabrera LNEC 2013

Presentation layout Playing with figures Managing urban water infrastructures: what for? Key IAM principles Typical key bottlenecks and shortcomings Recent evolution in IAM and way forward LNEC 2013 2/57

Presentation layout Playing with figures Managing urban water infrastructures: what for? Key IAM principles Typical key bottlenecks and shortcomings Recent evolution in IAM and way forward LNEC 2013 3/57

Some figures (a real-world example) Average pipe age? (R: 20 years) Most used materials? (R: High density polyethylene; 10% older pipes: asbestos cement) Average capital maintenance budget? (R: 500 k / 2,3% present accounting value ) Utility estimate for the average useful life for those materials? (R: 50 years) LNEC 2013 4/57

For the previous replies The network true value is aprox. 60 % of the replacement value (i.e., still young; mature infrastructures should be aprox. 50 %). For the current rehabilitation rate to lead to sustainable networks, pipes would need to last on average 173 years instead of 50! If the current rate is kept constant, in 47 years the utility would provide NO SERVICE. LNEC 2013 5/57

Activity costs What is the (sustainable) relationship between capital maintenance costs and operating costs in a mature water infrastructure? According to studies of the National Research Council (Canada): Aprox. 50% - 50% for public services supported in civil works infrastructures LNEC 2013 6/57

Long term impact of the rehab. rate IVI = present value / replacement value Time (years) 600 700 900 1000 1100 1200 1300 1400 1500 1560 800 k k 500 k LNEC 2013 7/57

Presentation layout Playing with figures Managing urban water infrastructures: what for? Key IAM principles Typical key bottlenecks and shortcomings Recent evolution in IAM and way forward LNEC 2013 8/57

Votes Investment effectiveness Customer satisfactio n Environme nt protection Energy efficiency Service quality

Can I / shall I take all these different drivers on board? How to manage my infrastructures strategically? LNEC 2013 10/57

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Ideally, LNEC 2013 13/57

But if you skip maintenance, LNEC 2013 14/57

Sometimes LNEC 2013 15/57

Presentation layout Playing with figures Managing urban water infrastructures: what for? Key IAM principles Typical key bottlenecks and shortcomings Recent evolution in IAM and way forward LNEC 2013 16/57

What is IAM? My favourite definition... (Infrastructure) «asset management is the art of balancing performance, cost and risk in the long term. (Brown; Humphrey, 2005) LNEC 2013 17/57

Not trivial!... I shall adopt infrastructure life cycle analysis, right? I was told this is the leading edge! R: Not literally! These infrastructures do not have a limited time live!

Infrastructures have indefinite lives We receive infrastructures from others We use them and manage their value We pass them on to the next generation Urban infrastructure 2015 Time window 2050 LNEC 2013 19/57

Where to be in 2050? How to manage transition? 2050 (ref. TRUST, www.trust-i.net) 2015 LNEC 2013 20/57

Infrastructures have indefinite lives We receive infrastructur es from others We use them and manage their value We pass them on to the next generation Urban infrastructure 2015 Time window 2050 LNEC 2013 21/57

Infrastructures have indefinite lives We receive infrastructur es from others We use them and manage their value We pass them on to the next generation Urban infrastructure 2015 Time window 2050 LNEC 2013 22/57

Infrastructures have indefinite lives We receive infrastructur es from others We use them and manage their value We pass them on to the next generation Urban infrastructure 2015 Time window 2050 LNEC 2013 23/57

Infrastructures have indefinite lives We receive infrastructur es from others We use them and manage their value We pass them on to the next generation Urban infrastructure 2015 Time window 2050 LNEC 2013 24/57

Infrastructures have indefinite lives We receive infrastructur es from others We use them and manage their value We pass them on to the next generation Urban infrastructure 2015 Time window 2050 LNEC 2013 25/57

Infrastructures have indefinite lives We receive infrastructur es from others We use them and manage their value We pass them on to the next generation Urban infrastructure 2015 Time window 2050 LNEC 2013 26/57

Infrastructures have indefinite lives We receive infrastructur es from others We use them and manage their value We pass them on to the next generation Urban infrastructure 2015 Time window 2050 LNEC 2013 27/57

Infrastructures have indefinite lives Key for our success! Key for societies survival! We receive infrastructur es from others We use them and manage their value We pass them on to the next generation Urban infrastructure 2013 Time window 2050 LNEC 2013 28/57

Infrastructures have indefinite lives Adequate service Increased efficiency IVI aprox. 0,50 We receive infrastructur es from others We use them and manage their value We pass them on to the next generation Urban infrastructure 2013 Time window 2050 LNEC 2013 29/57

Key requirements for a successful implementation Strategic views are adopted Users needs and expectations are duly managed Clear processes and good data Alignment and feedback between decision levels are ensured (strategic/ tactical/ operational) Alignment between management processes are ensured LNEC 2013 30/57

Presentation layout Playing with figures Managing urban water infrastructures: what for? Key IAM principles Typical key bottlenecks and shortcomings Recent evolution in IAM and way forward LNEC 2013 31/57

Users satisfaction Service accessibility Service quality Public health Financial efficiency Service sustainability Investment effectiveness Business growth Cost coverage Efficiency of use of water and energy Human resources productivity Infrastructural sustainability Environment protection Efficiency of use of envir. resources Pollution minimization

Users satisfaction Service accessibility Service quality Daily operations Customer service Public health Rehabilitation Accounting Financial efficiency Investment effectiveness Efficiency of use of water and energy Water losses management Communication Business growth Human resources productivity Strategic planning Service sustainability Cost coverage Infrastructural sustainability Expansion works Environment protection Efficiency of use of envir. resources Pollution minimization Energy management

Users satisfaction Service accessibility Service quality Daily operations Customer service Public health Rehabilitation Accounting D A T A Financial efficiency Service sustainability Environment protection Investment effectiveness Business growth Cost coverage Efficiency of use of envir. resources Efficiency of use of water and energy Human resources productivity Infrastructural sustainability Pollution minimization Water losses management Strategic planning Expansion works Energy management Communication I N F O R M A T I O N

Frequent shortcomings Water services taken for granted in modern societies low political impact of capital maintenance efforts low willingness to pay and willingness to invest in rehabilitation lack of capital maintenance LNEC 2013 35/57

Frequent shortcomings Emerging challenges and long-term objectives e.g., adaptation to climate change, efficient use of energy, use of new paradigms for the water systems often do not have an impact on operational management of the assets Capital maintenance actions tend to use a like-forlike replacement approach often ignore long-term objectives and strategies Lack of effective alignment between strategic tactical operational level LNEC 2013 36/57

Alignment through decisional levels Strategic Management alignment Tactical management people involvement empowerment feedback Operational management LNEC 2013 37/57

Frequent shortcomings Often, strategic planning is not long-term e.g. implementation of BSC (Balance Score Card) on a yearly perspective. e.g. KPI adopted LNEC 2013 38/57

Example: economic efficiency Less than 5 years: Promotes cuts in capital maintenance > 15: Sustainable capital maintenance becomes crucial LNEC 2013 39/57

Frequent shortcomings Data are the foundation of IAM, but in general: too little data (NOT ENOUGH) or too little GOOD data (NOT RELIABLE) or too many (fragmented) data and information sources (NOT EASY TO USE) LNEC 2013 40/57

Frequent shortcomings Prevalent IAM - emphasis placed on: Asset condition Risks of failure (LOS not applicable to individual linear elements) Priority on what asset(s), when, where Not enough thought given to what alternative solution LNEC 2013 41/57

Frequent shortcomings The existing context differs from design assumptions e.g., Energy Sustainable use of materials DMAs implementation changes the hydraulics Fire-fighting design paradigm versus water quality Capital maintenance interventions are opportunities for systems improvement! LNEC 2013 42/57

Presentation layout Playing with figures Managing urban water infrastructures: what for? Key IAM principles Typical key bottlenecks and shortcomings Recent evolution in IAM and way forward LNEC 2013 43/57

IWA SAM Specialist Group www.iwasam.org http://lesam2013.org/ LNEC 2013 44/57

Portuguese Initiative for IAM: igpi igpi: a collaborative project Objective: Utility capacity building on IAM + preparation of IAM plans by the participants Initiative and coordination: LNEC Project development partners: LNEC + IST + Addition 20 Portuguese water/wastewater utilities Costs: shared by participants Website www.iniciativagpi.org (in Portuguese) LNEC 2013 45/57

Participating utilities Águas de Coimbra 73,927 Ág. Região Aveiro 131,694 Águas do Planalto 30,738 CM Sabugal 11,929 EMAR Vila Real 24,612 INDAQUA 172,375 Infraquinta 1,315 Inframoura 12,874 Infralobo 1,822 INOVA - Cantanhede 17,580 SM Abrantes 22,143 SMAS Almada 94,968 SM Castelo Branco 33,679 SM Loures 153,754 SMAS Sintra 170,378 SMSB Viana do Castelo 37,128 Águas do Oeste 138,136 AGERE 69,086 EAmb Esposende 16,488 LNEC 2013 46/57

How could we manage our utility up to now without knowing our IVI?

16 strategic IAM plans TEMPLATE LNEC 2013 49/57

igpi conclusion and final meeting Participating utilities currently finalizing their tactical plans Final join work sessions Final event: Sometimes includes a special session for observers (e.g., from the Danube Water Program, funded by the World Bank) LNEC 2013 50/57

AWARE-P software Version 1.0 in the final testing stage ITA is part of the testing program Some features Changes in architecture Data management significantly improved I/O Excel improved and easier to use Better integration between modules Shape file viewer New help system (still under development) New data editor New IVI module LNEC 2013 51/57

LESAM 2013 s conclusions Main achievements in the recent past Recognition of the importance of the theme Agreement of some key principles and best practice ISO 55000 / 55001 / 55002 Projects, manuals, legislation (e.g. DL 174/2009, IAM manuals) Relevant technological evolution, e.g. inspection, information systems Countries highlighted: Australia and Portugal LNEC 2013 52/57

LESAM 2013 s conclusions Way forward There is a need for improvements in: Stakeholders' driven IAM (Internal and external) Communication System s perspective instead on asset by asset IAM Alignment between decision levels Further technological developments LNEC 2013 53/57

Contacts Helena Alegre Sérgio T. Coelho LNEC - Laboratório Nacional de Engenharia Civil Av. do Brasil, 101 1700-066 Lisboa Portugal halegre@lnec.pt, stcoelho@lnec.pt Tel. + 351 218443626, 3625 LNEC 2013 55/57