2016 Collection Systems Workshop. Asset Management for Small to Midsized Communities

Transcription

1 2016 Collection Systems Workshop FISHBECK, THOMPSON, CARR & HUBER, INC. Asset Management for Small to Midsized Communities Ohio Water Environment Association May

2 An asset management program identifies the desired level of service at the lowest life cycle cost for rehabilitating, repairing, or replacing the assets associated with a municipality s water, wastewater, or stormwater system (or any utility that would benefit from this planning tool). What is Asset Management?

3 An asset management plan is a study that answers the following: What do we have? What condition is it in? Does the system have capacity? What will it take to fix it? What order should it be fixed in? How will it be paid for? In English Please

4 Fiscal Sustainability Plans Excerpts from the Ohio WPCLF 2015 Program Management Plan: Asset Management = Fiscal Sustainability

5 Questions: Should we replace this asset now? When will it reach its useful life? Will investment in repairs provide suitable payback? How does risk factor into our decision? Consider this Costs for improvements and/or replacements will continue to rise. Funding resources are limited and will remain so. Considerations

6 Documentation of your system, including: Survey Construction record drawings GIS mapping Equipment documentation What Do We Have?

7 GIS Mapping and Data Management

8 GIS Mapping and Data Management

9 GIS Mapping and Data Management

10 What Condition Is It In? From National Association of Sewer Service Companies (NASSCO) Pipeline Assessment and Certification Program (PACP) Modification/adoption of standard codes and ratings Training and certification of operators Standard NASSCO data format Certification of software vendors Guidelines for mapping of data results Condition rating for pipelines Manhole Assessment and Certification Program (MACP) MACP uses the established defect coding system found in the PACP to the extent possible. Incorporates as much of the ASCE manhole standards as possible while maintaining the form and style of the PACP. Two inspection protocols to better meet the needs of utility owners. The level 1 inspection provides basic condition assessment information to evaluate the general condition of a manhole. The level 2 inspection is to gather detailed information to fully document all defects, determine condition of the manhole, and provide the specific information needed to recommend corrective action. Condition Assessment

11 What Condition Is It In? Manhole inspections (MACP) Closed circuit television (CCTV) sewer inspection (PACP) Pump station inspections Smoke testing Water main break history/age/material Outfall inspection (storm) Open drain inspection (storm) Facility inspection Structural Equipment HVAC Energy Consumption Condition Assessment

12 Manhole Inspections

13 MACP Manhole Inspection Form Mobile Field Inspections/ArcGIS Online

14 Manhole Inspection Results

15 CCTV Inspection Results

16 CCTV Inspection Results

17 Pump Stations

18 Smoke Testing

19 Age and Material

20 Outfall Evaluations

21 Does the System Have Capacity? Flow Monitoring

22 Data Handling and Analysis

23 Hydraulic Modeling

24 Capacity Assurance

25 Review alternatives Rehabilitation Replacement Gray vs. green infrastructure Prepare cost estimates What Will It Take to Fix It?

26 What Will It Take to Fix It?

27 What Will It Take to Fix It?

28 What Will It Take to Fix It?

29 What Will It Take to Fix It?

30 What Will It Take to Fix It?

31 Determine Existing and Target Levels of Service Maintenance Functions Unit Weight Level of Service Existing Selected Minimum Standard Enhanced Collection System Inspection Main Line CCTV % System/Yr Cost $14,055 $14,055 $14,055 $28,110 $35,137 Mainline Acoustic % System/Yr Cost $0 $2,108 $2,108 $2,951 $4,216 Manhole Inspection % System/Yr Cost $2,500 $5,000 $2,500 $5,000 $6,250 Routine (Perventative) Cleaning (20% of inspected lines) % Req'd/Yr Cost $0 $843 $422 $885 $1,687 Root Removal % of Req'd/Yr Cost $0 $0 $0 $0 $0 Rehabilitation (Corrective) Mainline Rehabilitation (CIPP, etc) POF = Cost $0 $0 $0 $0 $0 Manhole Rehabilitation POF = Cost or BRE > 15 $2,525 $7,575 $5,050 $7,575 $10,100 Annual Costs for LOS $19,080 $165,617 $135,722 $174,157 $205,073 * POF = Probability of Failure Level of Service

32 Capital Improvements

33 Plan for future capital improvements Identify problems before they become emergencies Quantify systems Put first things first Why Asset Management?

34 How do we spend our O&M funds to most efficiently maintain our systems and extend their useful lives? RCM = Reliability Centered Maintenance RCM

35 The four basic principals: 1. Preserve the functionality of the asset. 2. Identify how the asset is likely to fail. 3. Prioritize the asset s value to the system. 4. Select the most effective O&M strategies. RCM

36 Example Cleaning of Entire Collection System 500 miles of sewer Cleaning cost - $2.6 million Or Screen system to identify where cleaning actually needed Acoustic Inspection - $396,000 Clean 20% of system - $528,000 Total cost - $924,000 Savings $1.7 million RCM

37 Seven questions that should be asked: RCM

38 What is the asset s function(s)? RCM

39 How can the asset fail? RCM

40 What can cause failures? RCM

41 What happens when the asset fails? RCM

42 What are the consequences of a failure? (Criticality) RCM

43 What can be done to prevent or predict failures? RCM

44 What if preventative tasks cannot be implemented? Spare Parts Redundancy Monitoring RCM

45 POF Structural Condition

46 Criticality Factors COF Service Area

47 Criticality Factors COF Service Area

48 Criticality Factors COF Pipe Diameter Score

49 Criticality Factors COF Physical Location

50 Criticality Factors COF Physical Location

51 How Do We Establish Priorities? 100-year-old interceptor under interstate hwy serving large hospital BRE = POF x COF Probability of Failure Newer sewer serving major industry Consequence of Failure High Priority (16-25) Medium Priority (6-15) Low Priority (1-5) 10-year-old sewer on residential cul-de-sac Collection System Business Risk Exposure

52 Collection System Business Risk Exposure

53 COF for Facilities Very High High Moderate Low Very Low Process Mission critical - unable to accomplish mission Process shut-down Loss of redundancy or temporary process upset Potential process upset No impact on process Financial Impact May require new borrowing or impact rates May require transfer from reserves Absorbed within current budget Absorbed within applicable line item Budgeted expense Safety Loss of life Severe injury to employees or public Minor injury requiring treatment off-site or lost time Minor injury requiring no medical treatment with no lost time No injury Environmental/Regulatory Impact Enforcement action with fines or ACO Violation with minor enforcement action Technical violation but no enforcement action Localized and minimal impact on the environment and ecosystem 100% compliance with permits Disruption to the Community Long term impact; area wide disruption Short term impact but substantal disruption Sporadic service disruptions Minor disruption No disruption Required Response Time <1 hour 1 to 4 hour 4 to 8 hour 8 to 48 hour >48 hour Consequence of Failure

54 POF for Facilities Weighting Factor (when condition not evaluated) Weighting Factor (when condition evaluated) Very High High Moderate Low Very Low Physical Condition (Based on visual inspection)* Very Poor (Condition Grade 5) Poor (Condition Grade 4) Fair (Condition Grade 3) Good (Condition Grade 2) Very Good (Condition Grade 1) Frequently Operated Major Greater than 80% of useful life Age between 60% and 80% of useful life Age between 40% and 60% of useful life Age between 20% and 40% of useful life Age less than 20% of useful life Age Factor Frequently Operated Minor At or beyond useful life Frequently Operated rebuilt/reconditioned Age between 80% and 100% of useful life Age between 50% and 80% of useful life Age between 25% and 50% of useful life Age less than 25% of useful life Rebuilt over 20 years Rebuilt 15 to 20 years Rebuilt 10 to 15 years Rebuilt 5 to 10 years Rebuilt less than 5 years Infrequently Operated Run time more than average 7500 hours per year Run time average between 5000 and 7500 hours per year Run time average between 3000 and 5000 hours per year Run time average between 1000 and 3000 hours per year Run time average less than 1000 hours per year Repair History Very Poor (Repaired more than 15 times in the last 10 years) Poor (Repaired 10 to 15 times in the last 10 years) Moderate (Repaired 5 to 10 times in the last 10 years) Good (Repaired 1 to 5 times in the last 10 years) Very Good (Not repaired in the last 10 years) Current O&M Status Not operational and not maintained (repairs cost prohibitive) Operational but hard to maintain. Obsolete or parts not available Operational but behind on maintenance Operational with sporadic maintenance No operational problems, regular maintenance * Condition Assessment Guidelines Condition Rating Description 5 Asset Unserviceable - Over 50% of asset requires replacement 4 Significant deterioration - significant renewal/upgrade required (20-40%) 3 Moderate deterioration - Significant maintenance required (10-20%) 2 Minor Deterioration - Minor maintenance required (5%) 1 New or Excellent Condition - Only normal maintenance required Probability of Failure

55 How Do We Establish Priorities? BRE = POF x COF Bioxide Pump & Equipment Largest Pump Nearing End of Useful Life Probability of Failure Consequence of Failure High Priority (16-25) Medium Priority (6-15) Low Priority (1-5) Manual Bar Rack for Back-up Only Facilities Business Risk Exposure

56 Committee Functions Disseminate information. Assist water industry in developing Asset Management Plans. Contribute articles to Section newsletters. Coordinate annual Asset Management workshop or webinar (1 st in July) Work with Technical Program Committee on Asset Management topics for annual conference. Work with National AWWA Asset Management Committee on initiatives. Work with OEPA on development of Asset Management Program to meet needs of utilities. OAWWA Asset Management Committee

57 Thank You Rick Miller; FISHBECK, THOMPSON, CARR & HUBER, INC. October13, 2015