Asset Management in a Water Utility and our vision for 2020

Transcription

1 Asset Management in a Water Utility and our vision for 2020 Graeme Anthonsen Manager Asset Information, City West Water

2 Class Summary This lecture is designed for the Asset Manager who is struggling to use the data stored in a range of corporate systems effectively. The history of asset data at City West Water and how this data drove the selection of our GIS application. The development of staff and their role in the future direction for managing asset information within our vision for asset management in 2020 will also presented.

3 We are caretakers of data which has been developed over 140 years. We need to make sure that we leave this data in better shape than when we received it.

4 City West Water Melbourne Airport 60,000 Urban Growth Corridor Melbourne CBD Sports Precinct Industrial Area

5 What City West Water does: Provides drinking water, sewerage, trade waste and recycled water services to residential, non residential and trade waste customers in Melbourne s CBD and inner and western suburbs. Service Volumes (10/11): Water supply 93 GL (25 billion gallons) per year Sewer collect 81 GL (21 billion gallons) per year (6GL (1.5 billion gallons) treated at ATP) Trade Waste collect 45 GL (11 billion gallons) per year

6 What City West Water does: Provides drinking water, sewerage, trade waste and recycled water services to residential, non residential and trade waste customers in Melbourne s CBD and inner and western suburbs. Customer Base (10/11): 332,000 (Residential); Serves a population of 850,000 36,000 (Non-residential); 6,450(Trade Waste)

7 City West Water Assets: Provides drinking water, sewerage, trade waste and recycled water services to residential, non residential and trade waste customers in Melbourne s CBD and inner and western suburbs. Service Delivery via: Sewer Asset Base 2573 Mi sewer mains (3980 Km ) 71 pumping stations 2 Treatment Plant

8 City West Water Assets: Provides drinking water, sewerage, trade waste and recycled water services to residential, non residential and trade waste customers in Melbourne s CBD and inner and western suburbs Service Delivery via: Potable Water Asset Base Alternative Water Asset Base 2800 Mi water mains (4,510 Km) 27 Mi water mains (44 Km) 10 pumping stations 1 stand pipe 7 tank sites 1 tank sites

9 City West Water Assets: Asset Input by Year Sewer Potable Recycled Year

10 Asset History Water: Construction of water mains commenced early 1850 s. Assets surveyed in the field measuring offsets to occupation boundary. CWW has hard copy field notes back to Km of active water main constructed before As constructed information captured at a scale of 200 to1 (approx. 1:2500).

11 Asset History Water:

12 Asset History Sewer: Construction of sewer mains commenced mid 1890 s. CWW has hard copy field notes of all constructed mains. As constructed information captured at a scale of 40 to1 (1:500). Assets surveyed in the field by locating access points using offset / chainage to occupation boundaries.

13 Asset History Sewer:

14 From hard copy to digital: Melbourne and Metropolitan Board of Works (MMBW) commenced digitising of all hard copy water and sewer network plans mid 1980 s. Data model and graphics symbology developed at this time is still used today by the Melbourne Retail Water Authorities (MRWA).

15 From hard copy to digital: Standards developed for supply of digital data from Development Industry based on MMBW definitions. This standard is known as the WITS Manual, it describes The graphical representation of a network feature. The attributes associated to the network feature. Common structure is still used by City West Water, Yarra Valley Water & South East Water (MRWA).

16 Taking of stock of what we had Early 2004 a number of questions were being asked regarding : The knowledge and skills of our staff, How we accessed the data in GIS, and The quality of data in the GIS. With the change of management in the Engineering Department came an opportunity to address these items.

17 City West Water Staff Early 2004 CWW did not have any employee s with the responsibility for input and maintenance of data. It was an outsourced service. As part of the restructure of the Engineering Department the ability for CWW to again provide staff to maintain its data was created.

18 City West Water Staff By late 2004 the Asset Information group had been created and consisted of two members similarly skilled. This has increased to four by late With this we could provide coverage for all section staff and the function they performed in the section. Survey function bought back in house.

19 City West Water Staff Technical Development Program for Graduate Engineers. Difficult to attract and retain Engineers due to : Limited resource pool of graduates, City West Water s location, Salary comparison against competing companies. Technical Officer Development Program commenced 2009

20 Technical Officer Development Program (TODP) The TODP is an accelerated cadetship designed to increase knowledge and experience in the water industry. This is gained through a structured program of rotation work experience and projects, business education and technical training. The program runs over a four year period after which cadets continue in a full time position.

21 Technical Officer Development Program 2008 Engineers Vs Technical Officers Job Family Engineering Recycling and Service Total By 2020 we Development Sustainability 2008 would like Engineer Technical Sum

22 Technical Officer Development Program Approached Victoria University (TAFE Sector) to examine current training courses. Working with Victoria University the academic component was established. CWW established a work experience and rotation component. Industry training was developed and delivered by CWW.

23 Technical Officer Development Program Australian Education Structure Australia Bachelor Degree University Vocational Education delivered by a registered training organisation or government TAFE college. America Bachelor Degree College Community College / privately owned career schools. Advanced Diploma (Water Industry) Diploma Certificate V Certificate III

24 Technical Officer Development Program Year Academic 1 Cert III Business Industry Introduction to water industry Trade Training 2 Diploma Engineering technology 3 Advanced Diploma Engineering Technology Rotation through 2 key business areas Rotation through 2 key business areas 4 Complete Advanced Diploma Placement into business unit. CWW key business areas: Land Development, Engineering Design, Operations, Project Delivery.

25 Technical Officer Development Program To support the CWW training and assessment components : 20 CWW employees undertook Certificate IV Training and Assessment course. 5 CWW staff members employed by VU as casual teaching staff.

26 Technical Officer Development Program Program commenced 2009 with 13 cadets. A second intake of 9 cadets commenced An additional 8 cadets will start Intakes every two years from Of the 22 cadets that have started with CWW, 19 remain.

27 Technical Officer Development Program Our Successes August 2009 Deputy Prime Minister s Award for Excellence for Employers of Apprentices

28 Technical Officer Development Program Our Successes: Other Melbourne water businesses have approached Victoria University with a view to operating similar a program. The Australian Water Association is having discussions with CWW and Victoria University with the aim of establishing a national program.

29 Data The power of data can only be realised if first, you can access it efficiently, and thereafter if you can use it effectively We had confidence that concentrating on access to data would present far greater opportunity to address use of the data Matthew Giesemann General Manager Engineering CWW

30 access it efficiently A business review was undertaken of the existing tools and it was found it lacking with respect to: The openness of data Integration capability / flexibility Fundamental architectural issues impacting access to data Data analysis tools Spatial data display tools Business functionality issues impacting the use of data

31 Our Golden Rules Before proceeding we devised principles on which to assess available GIS offerings. These principles were grouped into two categories. Asset Information and Technology Strategy Protecting the Network Assets for Generations to Come Prepared for CWW by Carole Lowe Corporate GIS Consultants

32 Data Principles Data shall only be stored once Data shall be stored independently of an application Like data will be stored with like data All data shall have a data owner A data owner shall be the business user most impacted Data shall be accessible using industry standards routines All data shall have quality system

33 Data Quality Programs Feedback staff are encouraged to recommend changes to data that will improve quality. Maintenance business processes have been developed and documented to support the feedback system. Audit provides confidence in the data and supports continuous improvement of the data set.

34 Data Quality Programs - Audit Two primary data audit tools: CCTV Field verification

35 Field Verification Audits

36 Application Principles Only off-the-shelf software shall be used Configuration before customisation All applications shall have an application owner Application owners shall be the business users most impacted All software shall have a quality system

37 Application and Data Principles To achieve these principles we went to tender. The application and data principles were the basis for tender evaluation.

38 Current Environment Edit User Oracle Client AutoCAD Civil 3D Munsys Application Oracle SQL GIS (Oracle) Mobile User Local Oracle XE Web Services Autodesk MapGuide enlighten Application Automated Plotting Hansen (Oracle) General User Web Services Autodesk MapGuide enlighten Application

39 Km's Benefits - Current Environment Single source of data accessed by multiple tools. Edit environment based on best practice CAD application. Efficiency gains through new as constructed data load tool. Data is checked at loading for both aspatial and network integrity. Data is checked against design rules on loading Asset Input by Year Sewer Potable Recycled Year

40 We have come along way, and we are better informed. We must however keep moving forward, for those that follow.

41 The Future 2009 Review of CWW IT processes resulted in the following key initiatives. 1.Quality IT Governance The remediation of inherent, organisation-wide IT issues by implementing a robust governance structure with clear and concise roles and responsibilities for all stakeholders.

42 The Future 2009 Review of CWW IT processes resulted in the following key initiatives. 2. Business Transformation - The Arrow Program The selection of a target state architecture based on an enterprise solution. The development and implementation of the plan to replace our core business systems.

43 The Arrow Program The Arrow Program (AP) is a 3-5 year transformation program that will provide improved business processes and integrated systems to support CWW s vision to be a truly sustainable business.

44 The Arrow Program WHAT DOES THE ARROW PROGRAM INVOLVE? Selection of an integrated application and services vendor to deliver The Arrow Program in collaboration with CWW. Implementation of a new integrated set of processes and systems that will replace core systems through a phased approach.

45 The Arrow Program FIRST STEPS IN HOW TO DO THIS A review of CWW s core business processes. A review of CWW s core business data.

46 The Arrow Program Identified benefits from the Program One View of Projects One View of Assets One View of the Customer Improved Customer Facing Services An enhanced reporting capability

47 The Arrow Program The principles developed for our GIS replacement program have been adopted as the guiding principles for the Arrow Program.

48 Asset Transformation The Arrow Program Asset Transformation Engineering Department Initiative

49 Asset Transformation Vision (1) By 2020 Engineering will be delivering water related services that benefit customers, communities, urban habitats and the environment.

50 Asset Transformation Vision (2) Engineering will have people who are skilled, versatile, articulate, enthusiastic and collaborative and who are avid users of advanced technology.

51 Asset Transformation To develop a clear picture of the way in which the Engineering Department will be delivering its services and what the nature of these services will be in the year 2020.

52 Asset Transformation To prepare a maintenance strategy that optimises the engagement of maintenance contractors. To prepare a construction strategy that optimises the engagement of construction contractors.

53 Asset Transformation To specify, collect and make available the data required for the enterprise solution. To prepare new process flows that if implemented would optimise the delivery of CWW s maintenance and capital works programs thereby contributing to the Engineering Transformation. To work with the system integrator to implement these process flows using the enterprise system.

54 Asset Transformation Areas to address: Dispatch of work to contractors with the competencies to perform the task. Closing of jobs at the source with validated data input at this time. Single source of data used in reporting. Single report consumed many times.

55 Asset Transformation Use of technology Delivery of current asset and mapping data to the field. Design drawings available in the field in digital form with appropriate mark ups delivered to design team during construction. Delivery of other authority datasets to the field. Enhancement of facility information (3D models).

56 Questions

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