HomeMy WebLinkAbout08. (Handout) Recommended Plan• Life Cycle Asset Management Roles and Responsibilities - CCCSD will benefit
from an asset management steering committee to help promote and implement the
program. The forming of an asset management leadership role helps to build a solid
foundation to construct the asset management program. There is a lack of
understanding how the AM portion of staff roles links with others throughout the
organization.
• Information Systems - CCCSD should move forward with the procurement of a
replacement CMMS for the Collection System and potentially consolidate all
CCCSD's assets into this one system.
• Asset Hierarchy and Data Standards — CCCSD should continue with development
of its asset hierarchy and data standards for all assets. All other project improvements
are dependent on a good framework.
• Project/Program Management— There are currently four significant projects
underway within CCCSD (Cost of Service Study, IT Master Plan, Asset Management
Implementation Plan, and Succession Planning). A Project Manager is assigned to
each of the projects, however there is not a Program Manager assigned to coordinate
these initiatives. To provide this coordination, development of an internal Program
Manager role is recommended.
3.0 RECOMMENDED PLAN
Following completion of the Asset Management Needs Assessment, Carollo worked with
District staff to identify elements for the five year AMIP that would close the gap between
current practice and the District's AM goals. These elements link back to the strengths,
weaknesses, and quick start improvements that were identified by the District's gap
analysis and needs assessment. The elements are intended to close prioritized gaps in the
District's asset management practices, strengthen overall performance, and improve
investment decision - making during the next five years. A summary of the prioritized asset
management improvement elements is presented in Table 1, and each element is
described in the following section. Table 1 also lists related projects that are currently
underway.
3.1 Element Descriptions
The following sections presents the objectives for each of the AMP elements. Detailed
descriptions of each element are provided in Appendix B.
3.1.1 Element 1 — AM Organization, Policies and Key Strategies to Support Asset
Management
Develop the guidelines for CCCSD to implement the adopted vision, objectives and
strategies. The guidelines should appropriately reflect the need for purposeful integration of
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all essential elements of a fully functioning asset management program, including service
levels; performance monitoring; risk management; life cycle cost and performance
assessment; triple bottom line (TBL); asset data and data systems; roles, responsibilities,
and accountabilities; decision making processes; financial modeling, and benchmarking.
Table 1 Recommended AMID Plan Elements
Asset Management Implementation Plan
Central Contra Costa Sanitary District
Planned Duration
ID Element Name Start (months)
Active 1 12 -18
TBD 1 18 -24
2015 -Q3 1 12
2a
Asset Hierarchy and Data Standards
2015 -Q1
6
2b
Complete A et Register-, Pump Station & Treatment'Plant Assets
2016-02
3'
2c
Complete Utility Locating and Drafting to Consolidate As- Builts
2015 -03
18
2d,
. Complete Asset Register for Treatment Plant Piping
201542
S'
3
Reliability Centered Maintenance Pilot Program
2015 -Q2
24
41''
,Business Process Mapping
2016 -01
0'
5
Knowledge Management Strategy
2016 -Q2
6
6a„
Failure Modes and Condition Assessment Protocol
6b
Condition Assessment of Pump Station / Treatment Plant Assets
2015 -Q4
6
Risk Assessment
2016-04
6'.
8
Failure -Based Maintenance Strategies
2017 -Q1
6
9
Asset Valuations
2017 -02
6'
10
Program and Project Management Standards
2018 -Q1
4
11
'Ash Commissioning and Hand ve'r
2018
4 ;'
12
Capital Improvement Program Business Case Evaluations
2018 -Q4
6
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3.1.2 Element 2a — Asset Hierarchy and Data Standards
Provide a framework for CCCSD to enhance the asset hierarchy, define the Maintenance
Managed Item (MMI), and identify the data attributes required to support the asset
management decision - making process. Specifically, with implementation of this project,
CCCSD will be able to: develop an asset hierarchy, establish Maintenance Managed Item
(MMI), understand the data framework and data gaps, and prioritize data collection
strategy.
3.1.3 Element 2b — Complete Asset Register for Pump Station and Treatment Plant
Assets
While much of this information has been collected for this element, effort will be made to
collect standard data for all assets and to populate the Mainsaver database with consistent
use of data fields. Key data to be collected for each asset are: parent facility, process, or
component, asset tag, equipment ID, nameplate data, basic design criteria (size,
horsepower, if not covered with nameplate data), location, and installation year.
3.1.4 Element 2c -- Complete Utility Locating and Drafting to Consolidate As- Builts
In accordance with the Asset Hierarchy and Data Standards developed in Element 2a,
complete the utility locating and surveying /drafting to consolidate as- builts. This information
will be prepared for import into the new ESRI geodatabase.
3.1.6 Element 2d -- Complete Asset Register for Treatment Plant Piping
In accordance with the Asset Hierarchy and Data Standards developed in Element 2a,
complete the asset register for treatment plant piping. This information will be prepared for
import into the new ESRI geodatabase. Key data to be collected for each treatment plant
piping reach are: origin and terminus, contents, diameter, material, and installation year.
3.1.6 Element 3 — Reliability Centered Maintenance Pilot Program
Provide a framework for CCCSD to improve maintenance efficiency and results. RCM
supports business goals of reducing risk and overall costs of ownership. In conducting a
pilot study of RCM focused on one asset type, CCCSD aims to test the feasibility and
results of this approach before implementing RCM for all treatment plant and pump station
assets.
3.1.7 Element 4 — Business Process Mapping
Provide a framework for CCCSD to continue with the development and improvement of
business processes for the overall efficiency and safe operation of the utility system. In
developing the business processes, the goal is to accomplish certain financial and
management objectives and to improve the overall efficiency and safe operation of the
utility system. An example business process map was prepared during the AMIP
development project. The work flow process selected was that for creating and disposing
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assets, or "Asset Handover ". The business process map was developed in a workshop
setting with key participants from Engineering and O &M staff and is presented in Figure 4.
3.1.8 Element 5 — Knowledge Management Strategy
Develop a corporate knowledge management strategy, and capture CCCSD staff members
corporate knowledge. This strategy will focus on knowledge related to the assets, including
history, current performance, and future requirements.
3.1.9 Element 6a — Failure Modes and Condition Assessment Protocol
Provide CCCSD with a framework for identifying the imminent failure mode. Develop a
protocol for condition assessment. Develop the failure mode based management strategies.
Optimize the condition assessment process.
3.1.10 Element 6b —Condition Assessment of Puma Station/ Treatment Plant
Assets
In accordance with the failure mode analysis and condition assessment protocol developed
in Element 6a, conduct a condition assessment for pump station and treatment plant
assets. This assessment will include visual as well as testing data suitable to the varied
asset types at the pump stations and treatment plant. The data gathered will be geared
toward estimating the overall condition and remaining useful life of each asset. This
element will need to be repeated every three to five years.
3.1.11 Element 7 — Risk Assessment
Determine the relative risks of the plant, structures, and collection system pipes. Develop
risk -based management strategies.
3.1.12 Element 8 — Failure -Based Maintenance Strategies
Develop and implement continuous improvement processes that involves periodic re-
examination of failure histories and of the effectiveness of maintenance strategies. For
example, the role of maintenance planners could be expanded to include the periodic
evaluation and updating of maintenance practices and strategies.
3.1.13 Element 9 — Asset Valuations
Provide CCCSD with a higher -level system valuation. Replacement cost of all managed
maintenance items (MMIs) in the asset register will be determined based on the information
made available. Replacement costs will be determined based on current year dollars,
current and historical cost data provided by CCCSD, and the consultant's asset
replacement cost database. General cost tables or curves will be developed for each major
asset class and will be used to represent the replacement cost for all assets belonging to
the relevant asset class.
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3.1.14 Element 10 —Program and Project Management Standards
Improve CCCSD's ability to manage projects effectively and efficiently. The standards
should be prepared to provide staff with the appropriate tools and techniques to manage
projects while also developing consistency and rigor in approach across the organization.
3.1.15 Element 11 —Asset Commissioning and Handover
Ensure assets are handed over in a "fit for purpose" state reducing costly rework and a
smooth transition from project to operations and maintenance. Ensure commissioning and
handover are in accordance with CCCSD requirements and with sound engineering and
construction practice. Identify stakeholders in commissioning and handover and increase
awareness of communication requirements.
3.1.16 Element 12 — Capital Improvement Program Business Case Evaluations
Develop a suitable CIP validation policy, framework and methodology for CCCSD that is
documented in user manual format. The methodology would include assessment of
confidence level ratings, business risk exposure, life cycle cost analysis, options evaluation,
business case evaluation, and project ranking and prioritization.
3.1.17 Element 13 — Update the AMP
Update the AMP for CCCSD using CCCSD's best available information. Cover all assets,
and specify which assets to assess in more detail in future AMPs. This effort will need to be
repeated every three to five years.
3.2 Schedule
The recommendations described above have been prioritized and distributed across a five
year timeframe to allow adequate time for completion and for adoption of the significant
cultural changes inherent in the AMIP. Figure 5 shows the proposed AMIP five year
schedule and includes the timing of related projects already underway.
3.3 Resources
Table 2 shows the level of effort estimated for each of the plan elements. Figure 6 shows
the hours per quarter, by consultant and in -house staff. Figure 7 shows the overall level of
effort in hours distributed among consultants and the various departments. In terms of full
time equivalents (FTEs), the total AMIP is estimated to require two FTEs, assuming that
one FTE is equal to 120 hours per month. The estimated consulting costs for the total five -
year AMIP is $1,341,800, based on a range of $180 to $220 per hour for this time.
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