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Session Chair: Eric Habermeyer, Seattle Public Utilities;
Location:Boise Centre East 410A
1:15pm - 2:00pm ID: 178 / Session 02A part 2: 1 Main Technical Program Topics: Asset Management Keywords: Condition Assessment, Asset Management
Ladies and Gentlemen Tip Your Cap For The City Of Portland Bureau of Environmental Services Wastewater Group's Systematic Condition Assessment Program
City of Portland/Bureau of Environmental Services, United States of America;
Condition assessment is vital for a comprehensive and robust utility asset management program. The Bureau of Environmental Services (BES) uses data generated by the Condition Assessment Program (CAP) to make strategic reinvestment decisions by systematically decreasing unforeseen asset failures and reducing overall business risk exposure. CAP is a two-way asset condition assessment communication conduit, from field experts to engineers to decision makers, and includes over 18,000 registered assets at two large wastewater treatment plants, 98 pump stations and appurtenances. The program is a comprehensive and proactive approach in defining the degree and pace of reinvestment required to meet and sustain optimal levels of service at an acceptable risk. The “super exciting” aspect of the program is that decisions are made on current information and there is a built in “means-to-madness” through a 2-level approach
Level 1 condition assessment includes visual and experience based assessment completed by operations and maintenance field technicians on a regular basis utilizing condition rating tables. Technicians communicate asset condition scores through the CMMS during preventive, predictive and corrective work order close out process or after completing inspection routes. After screening and prioritization, assets that have poor condition inspection scores are followed up with Level 2 condition assessment. Level 2 condition assessment entails a detailed analysis of the asset performance, invasive physical condition assessment, remaining useful life assessment, past failure history and performance. Level 2 condition assessment results in capital improvement project requests or modifications to the operational or maintenance strategies for identified assets to ensure business risk exposure reduction.
This presentation will describe how BES is realizing a culture set in life-cycle asset management that effectively integrates asset condition information to optimize asset reliability, extend useful life, and minimize asset life cost at an acceptable risk while meeting established levels of service.
Brief Biography and/or Qualifications Mia Sabanovic is a registered Professional Civil Engineer with the BES Wastewater Group. She currently manages the BES condition assessment program and has over 10 years of experience in water/wastewater asset management.
2:00pm - 2:45pm ID: 118 / Session 02A part 2: 2 Main Technical Program Topics: Asset Management Keywords: Asset Management, Management, O&M, Engineering, Finance
Successful Asset Management Programs: A Sum of All Parts
Brown and Caldwell, United States of America;
By nature, water utilities recognize and understand the need for asset management; most understand that a managed approach designed to wring the most life out of each asset is the best way to optimize costs and ensure reliability. To that end, many have invested in the various components of asset management like third party condition assessment and computerized maintenance management systems. Many utilities have in-house engineering expertise that drive capital projects through design and construction, and financial expertise for reviewing budgets and rates. This being the case, why does a fully functioning Asset Management program remain elusive for US Water Utilities?
The reality is that most utilities struggle with really understanding how the asset management elements fit together to achieve success. Utilities often focus on the discrete elements of asset management without considering the human interconnections that make-up of the program. While each element is important, it is the sum of all the connected parts and their ability to function together that makes a program successful.
Asset Management depends on a clear understanding of the interconnected elements and committed team of players that has embraced the need to change long held methods and approaches. The concepts are not difficult but putting them into practice is daunting. When utilities think of asset management only as a series of building blocks they can lose sight of the complex web of staff interactions that create value.
This paper describes many considerations that are often missing in utility asset management programs. Attendees will gain insight on the critical linkages between asset management program elements and explore a real-world example of how these linkages and the human players involved can spell the difference between success and failure.
Brief Biography and/or Qualifications Jeff Theerman is a Senior Utility Performance Consultant at Brown and Caldwell. In his role he advises clients about how to create sustainable continuous improvement in their organizations. He has advised a variety of clients on operational optimization, organizational redesign, change management, asset management and regulatory enforcement.
Jeff joined Brown and Caldwell after completing 28 years with the Metropolitan St. Louis Sewer District (MSD) serving as their Executive Director for the past nine years. The District operates seven treatment plants, 6500 miles of wastewater collection system, and 286 pumping stations. While at MSD, Jeff held a number of positions including management of the District’s largest wastewater treatment plant, management of the wastewater and stormwater collection system, and Director of Operations with overall responsibility of the utilities infrastructure operations and maintenance.
While at MSD and in his role as a senior consultant Jeff has been involved in various initiatives designed to improve overall utility performance including:
•Assisting Jefferson County Alabama in an operational assessment which assistance in their exit from bankruptcy.
•The merging of the wastewater treatment and collection systems departments with a total of 600 employees and six labor unions into one integrated department.
•The flattening of the organizational structure to increase span of control within the management team and to reduce management head count by 50%.
•Serving as a level of service subject matter expert for water and wastewater master planning efforts.
•Organizational development efforts to increase staff effectiveness and flexibility; reduce jurisdictional issues in job assignments, and increased efficiency in operations staffing.
•Operational assessments at various utilities with recommendations for improved performance.