Developing a Strategic Asset Management Plan for Distribution System Valves

Transcription

1 Developing a Strategic Asset Management Plan for Distribution System Valves By: George F. Meyers, P.E. City of Columbus Department of Public Utilities Division of Water

2 What is the Problem to be Solved or Opportunity to be gained?

3 Gap between Needs and Resources Business Drivers Aging infrastructure Regulatory compliance Aging workforce Rate pressures Closing the gap Raise rates/revenue? Reduce level of service? Be strategic in managing infrastructure assets

4 Managing assets strategically Begin by answering What do we own? What is the current state of my assets? What is my required level of service (LOS)? Which assets are critical to sustained performance? What is our customers risk exposure? We can then determine Balance between LOS and Rates O&M and CIP investment strategies Long-term funding strategy

5 Asset Management Plan Plan = action steps Continuous Improvement Document Assign responsibilities Timeline for updates

6 Plan Development Fundamental Questions: 1. What valves do I own (and what do I know about them)? GIS is asset register for valves GIS Valves on Columbus Mains by Decade Installed GIS GIS Valves Valves by Location on Mains on by Pipes Pipe Material (pipe SUBTYPECD = 4) Columbus (Pipe Owned SUBTYPECD GIS = 4) Valves on Based Main on Lines, GIS INSTALLYEAR by Pipe attribute Diameter 55,832 total valves in GIS Main 26,543 Hydrant lateral, 28,609 PVC, 533 GALV, 564 C-900, C900, DI, DUCTILE IRON, 14, , 2,123 PCCPL, Other, ", 9434 CAST IRON 7, COPPER, ", 2474 Columbus Mains Other, ", 757 Raw, 16 Not on pipe, 323-9", 9 PCCPE, 1", ", ", ", 42 RCCP, 15 4", 497 Other, -7, ", 1 10", POLYETHYLENE, ", 5 ASBESTOS 6", ", CEMENT, C909, 16-9 NULL s 1880s 1890s 1900s 1910s 1920s 1930s 1940s CAST 1950s IRON Sludge, 1960s - REHABBED, 1970s s 1990s 2000s 2010s 24", ", ", 3 NULL, 60 IRON, 42 LEAD, 13 3", 300 CI - Assumed, 47 30", 91 36", ", 38 48", 33 54", 2 60", 2

7 Plan Development Fundamental Questions: 2. What is the current state of my valves? Can I find it when needed? Can I get on it (box out of alignment)? Will it open/close? Bonnet leak GIS Street View Buried or mislocated Corroded gate valve

8 Plan Development Fundamental Questions: 2. What is the current state of my valves? Difficult to assess for valves Most failures are hidden Don t know it s failed until needed DOW performs opportunistic condition assessment Valve operations for repairs, contractor shuts, etc. Found open/closed # of turns Put in shape required, broken open/closed, etc. Electronic data collection of valve operations in field

9 Cost Plan Development Fundamental Questions: 3. What is my required level of service? High Total Customer Cost Low Low Level of Service High

10 Plan Development Fundamental Questions: 3. What is my required level of service? If not understood: Inconsistent prioritization Over-conservative design, operation, etc. Arbitrary or subjective asset-level performance standards Defining LOS for valves What is the function? Isolation (normally open) control duration/extent of shut Boundary (normally closed) control pressure/flow under normal and emergency conditions What drives the demand? Repairs: 1000 per year +/- System expansion: shuts per year

11 Plan Development Fundamental Questions: 4. Which valves are critical to sustained performance? Determining Customers Risk Exposure: Consequence Extent/duration of outage Critical customers Many customers Extended disruption Secondary impacts Traffic impacts Property damage Risk is more than just looking at what could occur Risk = Likelihood x Consequence Likelihood: Likelihood valve needed x likelihood it won t work

12 Likelihood of Failure Plan Development Fundamental Questions: 4. Which valves are critical to sustained performance? Develop risk profile: Establish ranking criteria 1 5 scoring Monetized costs and probability Consider: Nature of failure affects impact Normally open fails closed = Normally open fails open Equal risk score Consequences OHIO of Failure SECTION AWWA

13 Likelihood of Failure Plan Development Fundamental Questions: 4. Which valves are critical to sustained performance? Developing risk profile Look at classes of assets with similar risk exposure e.g. 6 on residential streets Interstate crossings Critical customers May need individual assessments for some Equal risk score Consequences OHIO of Failure SECTION AWWA

14 Likelihood of Failure Plan Development Fundamental Questions: 5. What are my best O&M and CIP investment strategies? Choose management strategy based on risk profile and operating context Identical valves can have different management strategies Economic Based Management Run to Failure Condition Monitoring Consequences OHIO of Failure SECTION AWWA

15 5. What are my best O&M and CIP investment strategies? Look at lifecyle costs of different options Consider economic, social, & environmental costs Targeted valve replacements Will valve be needed before main is abandoned? Seek out broken valves or replace when found? Exercising Cost of exercising vs. benefits? Introducing risk - what if valve breaks closed? System configuration on new installs? Valve spacing Are we obtaining best value for customers money

16 6. What is my best long-term funding strategy? Understanding the answer to the first 5 questions provides the information to answer this question. Rate increases Balance stakeholders desired LOS, risk tolerance, and willingness/ability to pay Smooth or staggered? R&R fund? Assessments Could be used as an alternative funding source for replacements/renewals

17 Getting Started Identify 1 st group of asset classes to focus on. Consider: High cost assets either O&M or replacement/refurbishment High risk assets high social risk to customers and/or stakeholders Greatest opportunity for improvement Inconsistent practices, undeveloped policies or strategies Assign teams to gather information and identify work processes Initial focus on information gathering

18 Develop Improvement Plan Analyze information obtained Don t need to complete everything in 1 st pass. Pick priorities or low hanging fruit Investigate/recommend ways to close or bridge data gaps Connect to service levels to business drivers Readjust? Analyze available data Assign/validate management strategies for assets Run to failure Preventive maintenance Predictive maintenance Redesign or replacement

19 What changes could affect performance? Aging infrastructure Changing demographics (growth, redevelopment, conservation) Could technology change how we deliver services? Look at what s on the horizon. Pipe lining/trenchless technologies GIS/CMMS Handhelds/mobile computing Develop long-term funding estimates Cost to maintain current levels of service Impacts to levels of service from reduced or increased funding

20 Develop plan for periodic updates to SAMP Identify responsible parties Identify timeline Identify how effectiveness of SAMP will be measured Identify improvement opportunities for next iteration of SAMP

21 In Summary Benefits/Opportunities of Developing SAMPs Look strategically at how we do things Are efforts coordinated and serving customers needs? Are there things we should or shouldn t be doing or doing differently? Data driven vs. anecdotal decisions Improved understanding at all levels of how the things we do affect the service we provide Practical and directed guidance with clear expectations of staff Improved ability to communicate needs with stakeholders (customers, Mayor, City Council) Document information before it s lost (e.g. succession planning) Document policies, identify gaps where new policies would be beneficial

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