Data Management and Systems Integration: The Key to a Successful Asset Management

Program

Presented by: Elthron Anderson and Kirk McClurkin

Key Goals

• Provide an overview of Asset Management at work at Southgate

• Illustrate the importance of

– Having the right data for decision-making

– Establishing your best practices before embarking on the long journey of Asset Management

Agenda: To Explore

• How Southgate is redefining its processes and integrating its systems to leverage data in support of Asset Management (GIS, CMMS, CCTV, Document Management and IO)

• How Management is utilizing IO Tool for fiscal forecasting

• How Engineers can configure and utilize a weighted system to determine asset ‘Risk’ to improve decision-making with respect Rehabilitation and Replacement CIP)

• How Operators can analyze and utilize data to prioritize O&M activities

OVERVIEW OF ASSET MANAGEMENT AT WORK AT SOUTHGATE

Our Changing Environment!

2013 2009 2011 2012 2007-2008 2010

- Geodatabase - Design/Data

Migration From AutoDesk to Esri

Platform

- GIS Training and Maintenance

Plan

- Cityworks Implementation

CMMS

- GraniteXP

CCTV

- ESRI ArcGIS Server

Application ‘RAVIN”

- Systems Analysis and

CMMS Selection

- Flowlink

(Flow Monitoring)

- Advanced Asset Management

IO Toolset (CIP/R&R)

- Oracle to SQL Server Upgrade

- InfoSewer(Modeling)

- Cityworks Server 2012 Upgrade

- Network Tracing Plug-in

- Attach Document Plug-in

- IO Upgrade

- Workflow

- Reporting

Advanced Asset Management 6

CMMS Data

CCTV / Monitoring

Data

GIS Data

?

GIS

Modeling CCTV

CMMS

Solution…

Flow Monitoring

2013 2009 2011 2012 2007-2008 2010

What is IO?

• Designed for use by Engineers and Operators • GIS based toolset for:

– Configurable Framework for asset risk assessment and management

– Baseline Replacement Costs – Scenario based planning (Renewal and maintenance)

• Can be used for any type of asset • Most importantly – leverages asset management best

practices and related DATA!

In the context of asset management, risk can be defined as the [probability of failure multiplied by the consequence of failure] divided by redundancy and is often used as a measure of ‘criticality’. The preferred term used for this is ‘Business Risk Exposure’ (BRE).

Probability of Failure (POF)

Consequence of Failure

(COF)

Redundancy

(R)

Business RISK Exposure

Risk Management

Decisions Capabilities

• R & R Reports: Cost based scenarios for rehabilitation, repair and maintenance strategies

– Rehabilitation and replacement (R&R) prioritization

– Capital investment versus enhanced maintenance

– Capital investment timing

– Long-term fiscal alternatives

– Short-term packaging for capital projects

Probability of Failure (PoF)

Age

Condition

Material

Operational / Maintenance history

(breakage, leakage, defects)

Structural integrity

Capacity

Design Standards

Physical Location (associated soil

characteristics, climatic conditions,

proximity to construction activity)

Installation information (construction

techniques, installer ratings, bedding

conditions)

Hydraulic performance characteristics

Maintenance practices

Asset reliability and performance

information

Other Factors

Probability or likelihood of failure

Determined based on an asset’s physical characteristics

13

Probability of Failure

Lowest Probability of Failure

Highest Probability of Failure

Walnut Hills

Palos Verdes

Lone Tree

Heritage Hills

Ridgegate

The Preserve

Legend

Sewer Main - POF

0 - 2.50

2.51 - 5.00

5.01 - 7.50

7.51 - 10.00

Probability of Failure Percent consumed (Weight = 2)

Condition (Weight = 8) Soils

Ground Water Level

Under Drained

Hydraulic characteristics

Consequence of Failure (CoF)

Accessibility to Repair Size Depth Environmental Impacts Critical Facilities Served Proximity to Structures

(Roads/Buildings/Lakes/Creeks) Major Expense Safety Concerns Health / Welfare Concerns Social Costs Levels of services (LOS) Regulatory Impacts Public Issues Other Factors

Consequence or impact of failure

Determined based on related asset’s characteristics

15

Consequence of Failure

Highest Consequence of Failure (Interceptor lines)

Legend

Sewer Main - COF

0 - 2.50

2.51 - 5.00

5.01 - 7.50

7.51 - 10.00

Consequence of Failure Pipe Size (Weight = 8) Ground Surface (Weight = 2) Critical Facilities Served Pipe Depth Road Classification Crossing Flood Plain

PoF CoF BRE

Legend

Sewer Main - BRE

0 - 15.00

15.01 - 30.00

30.01 - 45.00

45.01 - 100.00

Legend

Sewer Main - COF

0 - 2.50

2.51 - 5.00

5.01 - 7.50

7.51 - 10.00

Legend

Sewer Main - POF

0 - 2.50

2.51 - 5.00

5.01 - 7.50

7.51 - 10.00

Comparative Analysis

Area of Focus Highest Consequence of Failure (Interceptor lines)

Legend

Sewer Main - COF

0 - 2.50

2.51 - 5.00

5.01 - 7.50

7.51 - 10.00

Sewer Mains Identified for Replacement Within the 50 Year

Forecast

Sanitary Sewer Mains Identified for Replacement in 2012

No Root Issues

Sanitary Sewer Mains

Bad Hydraulics

Low BRE

No Root Issues

Root Issues

No Hydraulic Data

Slightly Higher BRE

Slightly Higher BRE

No Hydraulic Data

Root Issues

Low BRE

Bad Hydraulics

Hydraulic Model IO Tool

ILLUSTRATE THE IMPORTANCE OF GOOD DATA FOR DECISION-MAKING

GIS

Modeling CCTV

CMMS

Changed how we wanted to create and use data

Asset management best practices and IO…

Flow Monitoring

The Board requested Performance Measures by which they could monitor the progress of Asset Management.

2013 2009 2011 2012 2007-2008 2010

Had to rethink our data

GIS, CMMS, Modeling, CCTV and others

• Why do we have?

• How is collected?

• How is used?

• Can it be used?

This was done in the past but the actual data usage was limited – when the time came we missed things

Quality Data For Decision-Making • Spatial Location Data

– Reconcile the Districts Water and Sewer Infrastructure with sub-foot accuracy surveyed data

• Attribute Data

– Manually populate attribute data in GIS that is leveraged by IO for PoF, CoF and BRE

• CMMS Data

– Re-tool Work Orders and Inspection forms to include Maintenance Types (Enhanced Reporting and Monitoring capabilities)

– Leverage the 0-100 condition score derived based on observations in the Inspection form (population of condition at inspection – Water features)

• CCTV Data

– Collect PACP and MACP Compliant data and leverage the overall condition score as derived based on observations during the CCTV Inspection (overall derived score condition at inspection – Sewer features)

Data quality and consistency are of paramount importance to any system (Garbage in, Garbage out).

Hydraulic Modeling, Repair costs calculations (Linear assets only) , IO Scenario-based calculations (Linear assets only) along with Systems Reporting rely heavily on accurate and complete data for optimal results.

Reactive Maintenance

(RM)

Preventive Maintenance

(PM)

Corrective Maintenance

(CM)

Predictive Maintenance

(PdM)

2% 3%

8%

34%

5% 11% 1%

4%

8%

1% 5%

4%

4% 1%

2%

8%

1%

% Service Request by Type

Odor

FireHydrant-Hit

NoWater

Locate

EmergencyLocate

Inspect

MissingLid

SewerBackup

Leak

0 2 4 6 8

10 12 14 16

Monthly Service Request Totals

Number Jan 2012 Number Feb 2012

0

20

40

60

80

100

120

Service Request Totals 2011

Performances measures focused on efficiency and effectiveness will provide information that will improve decision-making.

28%

56%

11%

5%

Monthly Work Orders by Category

Reactive Preventative Corrective Predictive

0 5 10 15 20 25 30 35

Hydrant - Maintenance

wMain - Leak Detection (Logger)

BlowOff - Maintenance

Valve - Exercise

AirVac - Inspect

PRV - Inspect

GreaseInterceptor - Inspect

sMain - Jet

sMain - Video

BDCI - Inspect

OdorCntrlStn - Inspect

OdorCntrlStn - Maintenance

Overdue PMs

Not Due

Overdue

0

50000

100000

150000

200000

250000

2009 2010 2011 2012 2013 2014

Yearly Sewer Main CCTV Activities

Goal Footage

Accomplished Footage

At a glance, evaluate what work we are doing and whether we are accomplishing our goals.

$25,000.00

$100,000.00

$7,500.00

$75,000.00

Reactive

Preventative

Corrective

Predictive

Monthly Work Order Cost by Category

Emergency 27%

Planned 73%

Man Hours Spent on Emergencies

Tactical and functional indicators allow the Districts to evaluate how

resources are being expended.

ESTABLISH BEST PRACTICES BEFORE EMBARKING ON THE LONG JOURNEY OF ASSET MANAGEMENT

Asset Management

1. It is NOT a tool.

2. It is a strategic approach to managing and optimizing the life of an asset through the various stages of its life (construction, acquisition, operation, maintenance and ultimately disposal

3. It will require an ever-evolving process predicated on several principles:

a. Investing Wisely

b. Quality Performance

c. Continuous Improvement

d. On-going Training

e. Performance Measures (Reporting)

f. Well Defined Workflows

g. Financial Optimization

4. It will require a concerted and deliberate effort from everyone (employees and the community)

GraniteXP CCTV Inspections

ArcGIS ArcGIS Desktop

ArcGIS Server

Cityworks CMMS

InfoSewer Sewer Modeling

IO Toolset Fiscal Modeling CIP Selection

FlowLink Flow Monitoring

Optimized Decisions

Workflows

Data

Systems

Integration

System-Specific Integrated Workflows

Establish clear and concise workflows (visual and descriptive processes) along with specific roles and instructions

Standard Service Request

Sup

ervi

sor

/ O

per

atio

ns

Ad

min

istr

atio

n

Initiation Process Screening Process

Em

erg

en

cy

Wo

rk

Pro

cess

Init

iati

on

&

Pla

nn

ing

S

che

du

lin

g /

p

roce

ss

Completion Process

Follow-up Process

Pla

nn

ing

/S

che

du

lin

g

Pro

cess

2. CityworksService Request

initiation

3. Review Service Request

Process Complete

12. Field Investigation

Yes

13. Correct Responsibility

14. Onsite Resolution

16. Complete Service request

17. Follow-up Process

Process Start (1a)

External Caller

Process Start (1b)

Internal / Call Taker

4. Is Request Valid

5. Close Request

6. Is Request an Emergency

No

Yes

9. Route/Contact Appropriate

Resource

15. Create Work Order yes

10. Planning and Scheduling Process

Yes

No7. Does request auto-generate

WO

NO

8. Save SR

Yes

11: Is information Complete?

No

No

Yes

No

System-Specific Integrated Workflows

Standard Work Order

GIS

Ad

min

Su

pe

rvis

ors

, F

ield

Su

pe

rvis

ors

, O

pe

rato

rs/

Fie

ldS

up

erv

iso

rR

eq

ue

sto

r

Process Start (A)2. Work order

created

3. Work order is

assigned to

supervisor and

schedule to a

resource/crew

4. Work order is

reviewed by

supervisor or

crew lead

A

6. work order

updated for

rescheduling

Yes

A

No9. Materials

Needed?No

8. Associate to

Parent or

child(ren)

Yes

10: Work is

performed and

completed

No

11: Get

Materials

Yes

5. Reschedule

Work Order?

7. Associated as

another W.O. or

Parent/Child?

12: Requires

GIS/Asset

update

13. Work order

flagged for GIS

update

Yes

14. GIS /

Work Order

update

process

15. Work order

review / updated

NO

16. Work Order

closed

Inspections

1. Service

Request

Automatic

System-wide Integrated Workflows

Questions?

Contact Information Elthron Anderson: eanderson@southgatedistricts.org Kirk McClurkin: Kirk.McClurkin@Woolpert.com

Thank you.

Liquid Assets