3/27/2018. Today s Presentation. Baltimore Department of Public Works. Background and Overview. Key Programs / Initiatives. Data Management / GIS

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1 American Council of Engineering Companies (ACEC) Maryland Chapter Asset Management in City DPW Asset Management March in 28, Baltimore 2018 City DPW Today s Presentation Background and Overview Key Programs / Initiatives Data Management / GIS Results / Performance Indicators Questions Baltimore Department of Public Works Water Serves 1.8 million consumers 3,700 mi/400k accounts 3 reservoirs 3 WTPs / 405 MGD 19 pump stations 24 storage tanks/reservoirs Wholesale customers Waste Water 1,400 mi of pipe 270K accounts in the City 9pump stations 2 WTPs 250 MGD Serve Adjacent Counties Storm Water Separate system 92 square miles 1,200 miles of pipes 4 pump stations Solid Waste Quarantine Rd Landfill 1 transfer station Trash Collection/Recycling Street Sweeping Abandoned Properties Rat Control Graffiti Public ROW cleaning 1

2 Asset Management Drivers Managing aging, high-risk infrastructure Meeting environmental mandates in a responsible and sustainable manner Justify infrastructure investments Providing adequate LOS without excessive burden to customers Office of Asset Management History September 2014: Transition to Office of Asset Management Current staff is about 40 and growing January 2012: Establishment of Utility Asset Management Division Asset Management Programs/Initiatives Number of Programs Asset Management Stool 2

3 OAM Guiding Principle To optimize the service life of utility assets by implementing a strategic approach to managing these assets at an affordable cost and an acceptable level of risk while providing adequate level of service. A strategic approach that includes planning, constructing, operating, maintaining, and disposing assets. Asset Management Organization Baltimore DPW Office of Asset Management Planning and Analysis Division (14 Engineers) Data Management Division (12 Data/GIS Professionals) Preventive Maintenance Division (12 Field Staff) PM Programs Development 3

4 PM Programs Development Water Distribution System Renewal Condition Factors a. Customer Service Requests history. i. Joint Leaks ii. Main Breaks iii. Discolored Water iv. Low Pressure b. Pipe installation date (age). c. Pipe material. d. Available Soil Corrosivity. Criticality Factors y g a. Critical users Health facilities and high volume users. b. Environmental areas Waterways and wetlands. c. Critical roads The average daily traffic. d. Critical pipes Pipe size and average pressure. PM Program Development Goals and Objectives Data Collection Assessment Equipment & Technologies Renewal Strategy Prioritization Performance Matrix Outreach Human Resources Budgets Key Programs / Initiatives 4

5 Asset Management Programs DISTRIBUTION SYSTEM RENEWAL Distribution System Renewal Past Performance Focused solely on replacement Replaced approximately 5 miles per year Pipes randomly selected based on institutional knowledge 5

6 Distribution System Renewal New Approach Use of GIS based model to select high risk mains Complaint data Work order history Critical customers Strategic mix of replacement and renewal (cleaning and lining) Supporting 15 miles per year within the City (about 1% each year) Strategy to Minimize Risk of Failure in PCCP Minimizing Risk of Failure in PCCP What we want to avoid 6

7 Minimizing Risk of Failure in PCCP About 110 miles of large diameter ( 36 ) Pre stressed Concrete Cylinder Pipe (PCCP) The backbone of the Baltimore Metropolitan Water System Strategy for Managing Risk of Failure in PCCP Purpose of the Program Manage the risk of catastrophic failure Implement a comprehensive inspection and monitoring program for PCCP assets Utilize risk based planning to conduct PCCP inspections and proactively address higher risk segments first 54 Southwest Transmission Risk Assessment Results 7

8 Condition Survey & Inspection Will establish baseline condition for every pipe segment and identify pipes in advanced state of deterioration Visual, sounding, and electromagnetic inspections To Date 17 miles completed VALVE AND HYDRANT ASSESSMENTS Valve and Hydrant Assessment Valve and Hydrant Assessment Program Large Valves (30" and Larger) 1,335 Every 2 years Medium Valves (16" to 24") 1,830 Every 3 years Small Valves (Smaller than 16") 38,870 Every 5 years Fire Hydrants 23,160 Every 9 years 8

9 ROOT CONTROL PROGRAM Root Control Program Program includes sewer mainlines and laterals Continuous evaluation of maintenance work orders related to roots Lateral Renewal Program Lines previously treated under warranty Treatment Levels 9

10 SEWER LATERAL ASSESSMENT AND RENEWAL Lateral Renewal Past Performance Average of 450 calls for basement backups per month Response focused on relieving choke only no root cause analysis Post relief CCTV inconsistencies Discrepancies in customer response Lateral Renewal New Approach Comprehensive program to minimize basement backups and SSOs caused by blockages in the public side of the lateral Prioritize About 10,000 laterals initially in 270 neighborhoods over 5 years Systematically inspect and perform necessary repairs 10

11 COMPREHENSIVE COLLECTION SYSTEM CLEANING Modified Consent Decree Paragraph 13 Collection System O&M MODIFIED CONSENT DECREE REQUIRES: (i) System wide Gravity Sewer Line and Inspection Program: (a) The Program shall include a schedule providing for the inspection and cleaning, if necessary, of all sewer lines >8 inches at least once every 7 years. (b) Targeted Small Diameter Gravity Sewer Line Cleaning and Inspection The Program shall include a cleaning and inspection protocol that targets the areas of reoccurring blockages and/or reoccurring dry weather SSOs for cleaning/inspection at a greater frequency than provided in the subparagraph above. Comprehensive Cleaning Approach (CCP) Frequent Cleaning (SL RAT) 32 miles (2%) Interceptors and Siphons (7 yr cycle) 123 miles (9.0%) Total in Collection System = 1,360 mi Total in CCP = 613 mi or 45% of the collection system Target Systems (2, 3, 4 yr cycle) (SL RAT) 296 miles (22%) Comprehensive (7 yr cycle) 162 miles (12%) 11

12 Data Management / GIS Data Collection Use of Field Applications Leak Detection Valve and Hydrant Assessments Sanitary Sewer Overflows Storm Water Inlet Inspections Fire flow tests C factor tests Planning the Work Tools CMMS City Works Geographical Information System (GIS) Facilitates planning work Geospatial Analysis Tracking the work Assess results 12

13 Electronic Work Package Leveraging Information RESULTS / PERFORMANCE INDICATORS 39 13

14 Assessing the Results Levels of Service/Key Performance Indicators (Operational Metrics) Assessing the Results Dry Weather FY FY FY FY FY FY % Dry Weather SSOs FY2012 FY2013 FY2014 FY2015 FY2916 FY2017 Assessing the Results 14

15 Assessing the Results Assessing the Results Assessing the Results 15

16 Questions? Carlos A. Espinosa, P.E. Chief, Office of Asset Management Baltimore City Department of Public Works 200 N. Holliday Street 11 th Floor Baltimore, Maryland Office: (410)