Asset Management Program

Asset Management Program Update
Presentation to
New Castle County Council
Department of Special Services Committee Meeting
Jason P. Zern, P.E.
Operations Engineer
April 2, 2013
1
Outline
Asset Management Philosophy
What do we want?
Roadmap to What we want
Where are we Now?
How do we get There?
Step 1 – Improve Data Management
Step 2 – Implement Asset Management Plan
2
Program Development Team
Steering Team
Rob Roff, Operations Services Manager
Jon Husband, Engineering and Environmental Compliance Manager
Tony Schiavi – Environmental Operations Manager
Julie Neff – Staff Engineer, GIS
Dave Hofer – Assistant County Engineer (Retired)
CH2M Hill, Consultant
Retained through RFP process
Author of 2 of the 4 “Pillars of Sustainable Infrastructure Publications”
(U.S. EPA)
Assisted multiple municipalities and utilities with AM program
development, including Cincinnati, Palm Beach, Pinellas County, etc.
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What is Asset Management?
A set of integrated processes to minimize the
lifecycle costs of owning, operating and
maintaining assets, at an acceptable level of risk,
while continuously delivering established levels of
service.
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What do we want?
Vision
Consistently meet customer, regulatory and environmental service
expectations at the lowest asset life-cycle cost.
Mission
New Castle County’s AM program will be implemented over a 3-year
period and will be sustained into the future to achieve efficiency,
minimize overall cost of asset ownership, protect the environment and
provide acceptable levels of service to all stakeholders. This AM
Program will be embraced by the staff and stakeholders, and will
communicate a common purpose through use of current and accurate
information.
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Funding - $
Lower Overall Cost of Ownership
Major
Financial
Crisis Point
Known Risk
Minor
Proactive Risk Reduction
Financial
Crisis Point
Minor
Financial
Crisis Point
Minor
Financial
Crisis Point
Minor
Financial
Crisis Point
Time - years
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Where are We Now?
AM Strategy/Goal
Create “best in class” program, using best management practices
AM will evolve
Data and Software Review and Gap Analysis
Improvements needed in hardware/software and processes
Strongest information system is GIS
Staff Interviews
Interviewed field personnel, management and retirees
Recorded their knowledge, concerns and ideas
No “work expediter” position exists
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Where are We Now?
Define Levels of Service
Establish expectations of performance with our stakeholders
Identified 5 Categories in order to measure performance
Financial Viability, Customer Satisfaction, Regulatory Compliance, Public
Service and Image, Work Environment
Performed Internal and External Benchmarking
Internal – Currently CMOM, but should be expanded
External – Lacking in most resources, system failures slightly higher
Define Asset Hierarchy
Found Hansen, GIS and Tier organize information differently
Established hierarchy based on relative size of asset and location
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Where are We Now?
Define Assessment Criteria
AM requires current knowledge of the condition of your assets
Consistency allows for prioritization across the system
Perform “Top-Down” Risk Assessment
Likelihood – Structural, Capacity, Maintenance (weighted)
Consequence – LOS categories (not weighted)
Future Risk Assessment is “Bottom-Up”
Risk Reduction
Perform business-case analysis for Risk Reducing Efforts
Consider budget, select projects with “biggest bang for your buck”
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Project Business-Case Process
50
60
70
80
90
100
36
45
54
63
72
81
90
8
16
24
32
40
48
56
64
72
80
7
14
21
28
35
42
49
56
63
70
6
12
18
24
30
36
42
48
54
60
5
10
15
20
25
30
35
40
45
50
4
8
12
16
20
24
28
32
36
40
3
6
9
12
15
18
21
24
27
30
2
4
6
8
10
12
14
16
18
20
1
2
3
4
5
6
7
8
9
10
Likelihood Project 4
Project 3
Cost of Effort
40
27
Very Likely
Negligible
30
18
Likely
Low
20
9
Possible
Moderate
10
Negligible
Consequence Severe
Project 2
Project 6
Project 5
Project 1
Risk Reducing Options
Risk Reduction
Rehab/Replace
O&M procedures
Improve Response Time
Risk Reduction
Cost
Reduce LOS & Educate
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How do we get there?
Asset Management requires a lot of information
Several issues with our data management systems
Existing Computerized Maintenance Management System (Hansen) was
found lacking for our Department
Not user friendly, leading to poor data input, poor data quality
Numerous custom-built applications, now unable to upgrade
Weak interface with existing GIS
Shrinking budget and work force meant less support
Little capital project information was input
Step 1a – Replace CMMS
Step 1b – Improve Data Management Practices
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How do we get there?
CMMS Replacement Goals
Get IS support
Use our GIS to the greatest extent
Eliminate as many custom applications as possible
Scalable so future needs are met
Meet needs of entire Department
Interviewed all Department sections
Documented business/work flows
Compiled requirements and “wish list”
Solicited comments/requirements from IS
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How do we get there?
Followed RFP Process
Received 8 proposals, watched demonstrations for top 2 vendors
Best overall score was given to Cityworks (www.cityworks.com)
Over 400 clients, mostly municipalities
Used by City of Wilmington and Philadelphia Water Department
GIS-centric, eliminates data duplication
Manage Work Orders from GIS
Replaces ~ 15 custom applications (less IS maintenance)
Best licensing solution for NCC was lowest cost
Meets the needs of our entire Department
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How do we get there?
Other Benefits of Cityworks
Open architecture allows for future growth
Custom views based on personal preference or position
Offers integrated Warehouse management
Service Request Application Programming Interface (API)
Will allow citizens to submit a service request online
Cityworks Implementation Status
IS prepared servers, software installation to soon
Phased configuration/implementation
Engineering and Environmental Compliance – Spring/Summer
Environmental Operations – Fall/Winter
Internal Services – Spring/Summer 2014
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When CMMS Meets GIS
This is Cityworks
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How do we get there?
MISS UTILITY Ticket Management
Special Services receives ~ 3,000 tickets a month
No CMMS manages tickets “out of the box”
Currently use a custom application to import/export tickets
Periodic updates to MISS UTILITY requires re-programming
DigSmart
Commercial off the shelf product
Automatically creates Work Orders in Cityworks
All information is available real-time in the field
Analyzes our GIS data, notes when “All Clear”
Used successfully by the City of Wilmington
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How do we get there?
Step 1b - Improve Data Management Practices
Changing software alone won’t improve data management
Must improve processes and support
Data collection per industry standards and Department needs
Documented/Established work flow processes for improvement
Propose 3 positions in FY2014
2 “IS-type” positions – “System Analyst” and Staff Engineer
Maintain Department information, establish/monitor input standards and
controls, fix/coordinate resolution of issues with IS
1 “Maintenance Work Coordinator”
Schedule field work, ensure resources are available, coordinate with utility,
property owner, other sections/departments
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How do we get there?
Step 2 – Implement Asset Management Plan
Asset Management means proactively reducing Risk
Current practices/organization is reactive to reducing Risk
Operations – focused on maintenance, reports a problem when found
Engineering – focused on fixing a known problem (re-active)
Proper implementation requires major changes in how we do business
Improve Data Management (Step 1)
Complete Development and Standardization of new processes
Initiate proactive Condition Assessment
Evaluate Organization Structure and Staffing
Focus on proactive Asset Risk Management
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How do we get there?
Reasons for Asset Management
Potential cost savings
Sanitation District 1, Northern Kentucky (serving 300,000 people)
Saved $725,000 the first year in preventative maintenance costs
Massachusetts Water Resources Authority (serving 2.5 million people)
Volume of repair and project work orders decreased by 43%
No more BW100 Rehabilitation Programs
Prolonged asset life, lower life-cycle costs
True ability to plan capital improvements
Consistent, expanded data driven analysis improves level of trust
Encouraged by U.S. EPA
Learn from experiences of other municipalities
Creation of AM Division accepted by U.S. EPA in Baltimore’s Consent Order
Strategy for BW100 Rehabilitation Program
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