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03.b. Draft Position Paper to Consider Adopting the 2023 Asset Management Plan
Page 1 of 186 Item 3.b. DCENTRALSAN MEETING DATE: APRIL 3, 2023 BOARD OF DIRECTORS POSITION PAPER DRAFT SUBJECT: REVIEW DRAFT POSITION PAPER TO CONSIDER ADOPTING THE 2023 ASSET MANAGEMENT PLAN SUBMITTED BY: INITIATING DEPARTMENT: KHAE BOHAN, ASSET MANAGEMENT OPERATIONS -PLANT OPERATIONS PROGRAM ADMINISTRATOR REVIEWED BY: NITIN GOEL, OPERATIONS OPTIMIZATION DIVISION MANAGER PAUL SEITZ, PROVISIONAL DIRECTOR OF OPERATIONS ISSUE Board of Directors (Board) approval is required for Central San's 2023 Asset Management Plan. BACKGROUND One of Central San's goals for the Fiscal Year 2014-16 Strategic Plan is to maintain a reliable wastewater infrastructure by establishing an asset management program. To support that effort, Central San adopted a policy and committed to the development of its asset management program. To move toward a comprehensive asset management program, staff hired a consultant to develop an Asset Management Implementation Plan (AMI P) to set a roadmap with these elements: • Develop Asset Management Organization, Policies, and Key Strategies to support asset management; • Develop Asset Register with asset hierarchy and data standards and to complete asset register for Pumping Stations and Treatment Plant assets; • Develop a Plant Maintenance Strategy with Reliability Centered Maintenance Program; • Develop Business Process Mapping to provide step by step workflows and formalize the relationships between tasks and responsibilities at which decisions are made and levels of actions to take place; • Develop Knowledge Management Strategy to capture asset related history, performance, and future requirements; • Develop Condition Assessments as a framework for identifying imminent failure mode, protocol for condition assessment, and optimize the process; • Develop a Comprehensive Maintenance Program based on asset criticality and consequence of failure; April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 5 of 192 Page 2 of 186 Identification of the most effective Preventative Maintenance (PM) tasks for Treatment Plant equipment and systems; Integration with a Computerized Maintenance Management System (CMMS) to establish a repeatable program with documented processes and procedures; and Implementation of Cityworks Asset Management System (Cityworks replaced two existing platforms, Accela and Mainsaver). With these significant goals and the AMI P completed, the next step in the evolution of the Asset Management Program is to document the systems and processes, the current state of Central San's assets, and the strategic and dynamic implementation throughout the life cycle of assets. The Asset Management Plan is a primary example of Central San's commitment to the environment, innovation, optimization, and continuous improvement. The purpose of the Asset Management Plan is to document the following: • An overview of Central San's assets, summarizing the current condition of assets and their overall performance; • System operation and maintenance strategies and documented procedures; • Level of service standards, including performance indicators and adopted targets; • Proposed actions to implement the above operation, maintenance, and strategies; and • Stakeholder engagement and communication plan. An Asset Management Policy, originally adopted in 2014, is under its biennial review as an item on the Administration Committee agenda. It will be updated to provide reference to this proposed Asset Management Plan and commits to being updated at least every five years. ALTERNATIVES/CONSIDERATIONS The Board may choose not to adopt the Asset Management Plan or they can provide additional directions or revisions to staff to incorporate into the plan. FINANCIAL IMPACTS None by this action. The Asset Management Program requires annual funding from the Operations and Maintenance Budget and the Capital Improvement Project Budget; both of these documents are presented separately to the Board for approval. COMMITTEE RECOMMENDATION The Engineering and Operations Committee reviewed this matter at its April 3, 2023 meeting and recommended RECOMMENDED BOARD ACTION Adopt the 2023 Asset Management Plan. April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 6 of 192 Page 3 of 186 Strategic Plan Tie -In GOAL SIX. Infrastructure Reliability Strategy 1 - Manage assets optimally, Strategy 2 - Execute long-term capital renewal and replacement program ATTACHMENTS: 1. Asset Management Plan 2. Presentation April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 7 of 192 2023 ASSET MANAGEMENT PLAN A115''MIMM MARCH 2023 CENTRAL CONTRA COSTA SANITARY DISTRICT April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 8 of 192 Page 5 of 186 Disclaimer: While the Asset Management Plan document is for guidance and information, at times there may be revisions to the procedures, processes, and systems described in this document. 2 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 9 of 192 Page 6 of 186 LISTOF SOFTWARE...............................................................................................................14 LISTOF ACRONYMS...............................................................................................................14 EXECUTIVE SUMMARY..........................................................................................................16 QUICK GLANCE AT THE ASSET MANAGEMENT PLAN......................................................17 BACKGROUND........................................................................................................................19 1. Introduction..................................................................................................................... 19 2. Vision and Mission..........................................................................................................20 A. Organizational Structure..........................................................................................20 B. History..................................................................................................................... 21 C. Community Profile................................................................................................... 22 3. Services Overview..........................................................................................................23 A. Collection System....................................................................................................23 B. Wastewater Treatment............................................................................................ 23 C. Recycled Water.......................................................................................................24 D. Household Hazardous Waste Collection Facility ..................................................... 24 E. Pharmaceutical Collection....................................................................................... 25 ASSET MANAGEMENT ORGANIZATIONAL CONTEXT........................................................26 1. Purpose.......................................................................................................................... 26 A. What is Asset Management?................................................................................... 26 B. Board Policy............................................................................................................ 27 C. Asset Management Implementation Plan(2015).....................................................28 2. Governance.................................................................................................................... 29 A. Executive Leadership Support................................................................................. 30 3. Compliance and Regulatory Requirements.................................................................... 31 A. Collection System.................................................................................................... 31 B. Treatment Plant....................................................................................................... 33 CONTEXT OF THE ORGANIZATION...................................................................................... 34 1. Levels of Service............................................................................................................ 34 A. Strategic Plan Summary.......................................................................................... 34 2. Strategic Alignment........................................................................................................ 36 3 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 10 of 192 Page 7 of 186 A. Alignment with Mission, Vision, and Values............................................................ 36 B. Alignment with Strategic Plan.................................................................................. 37 C. Alignment with Financial Plan (Budget), CIP Master Plan, and Technology Master Plan................................................................................................................................ 39 3. Stakeholder Engagement and Communication Plan ...................................................... 39 A. Stakeholder Engagement........................................................................................ 39 B. Internal Stakeholders...............................................................................................39 C. External Stakeholders............................................................................................. 41 D. Stakeholder Communication Plan...........................................................................42 ASSETDESCRIPTIONS..........................................................................................................43 A. Gravity System........................................................................................................ 43 B. Force Main System..................................................................................................43 C. Pumping Stations.................................................................................................... 43 D. Treatment Plant.......................................................................................................44 E. Recycled Water.......................................................................................................45 F. General Improvements............................................................................................45 4. State of the Assets......................................................................................................... 45 A. Collection System....................................................................................................45 B. Treatment Plant.......................................................................................................47 C. Recycled Water.......................................................................................................49 D. General Improvements............................................................................................50 E. CIP Prioritization — Linear Assets............................................................................ 50 F. CIP Prioritization — Vertical Assets.......................................................................... 51 ASSET MANAGEMENT INFORMATION SYSTEMS AND TOOLS ......................................... 53 A. GeoPortal................................................................................................................53 B. Mapping Customization for Field Staff..................................................................... 56 C. Map Updates...........................................................................................................56 D. Asset Inventory: Single Asset Register.................................................................... 56 E. Asset Hierarchies.................................................................................................... 57 F. Process Hierarchy...................................................................................................58 G. Data Management Strategies ..................................... ...............61 .............................. H. Computerized Maintenance Management System..................................................63 I. CCTV.......................................................................................................................65 J. Automatic Vehicle Locating..................................................................................... 65 4 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 11 of 192 Page 8 of 186 K. USA Locate Tickets................................................................................................. 66 L. Spare Parts Management Application..................................................................... 66 M. Reliability Engineering Tool.....................................................................................67 N. Document Management System............................................................................. 68 O. Modeling Software...................................................................................................69 RISKS....................................................................................................................................... 72 1. Risk Definition................................................................................................................. 72 2. Identifying Risks — Condition Assessment...................................................................... 72 3. Quantifying the Risk....................................................................................................... 73 A. POF, COF, BRE...................................................................................................... 73 B. Consequence of Failure Scoring............................................................................. 74 C. BRE Heat Map........................................................................................................ 75 D. Aggregate Condition Assessment Scoring.............................................................. 76 4. Condition Assessment Program..................................................................................... 78 A. Collection System....................................................................................................78 B. Treatment Plant, Pumping Stations, and General Improvements ............................ 85 C. Recycled Water.......................................................................................................89 D. Asset Cost............................................................................................................... 89 E. Replacement Cost................................................................................................... 90 5. Executive Level Risk Indices.......................................................................................... 91 DECISION -MAKING CRITERIA: DRIVERS AND LIFE CYCLE MANAGEMENT .................... 92 1. Drivers: Aging Infrastructure, Regulatory, Sustainability & Optimization ........................ 92 2. Capital Improvement Program........................................................................................ 92 A. Project Prioritization................................................................................................. 93 B. Project Classification............................................................................................... 93 3. Asset Lifecycle................................................................................................................ 94 A. Business Case Evaluation....................................................................................... 94 B. Planning/Design...................................................................................................... 95 C. Construction: Create/Acquire.................................................................................. 95 D. Asset Handover....................................................................................................... 96 E. Operate, Maintain, Modify & Upgrade ........................................... ........ 96 .................. F. Remove And/or Replace......................................................................................... 96 4. Remaining Useful Life.................................................................................................... 97 5 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 12 of 192 Page 9 of 186 G. Maintenance History................................................................................................ 98 5. Data Management and Utilization for Decision Making .................................................. 99 A. Dashboards and Analytics....................................................................................... 99 B. Machine Learning.................................................................................................. 103 C. Smart MCC's......................................................................................................... 103 ASSET MANAGEMENT APPROACHES...............................................................................104 1. Operations Strategies................................................................................................... 104 A. Collection System — Pumping Stations.................................................................. 104 B. Treatment Plant..................................................................................................... 104 C. Recycled Water Distribution.................................................................................. 104 2. Maintenance Strategies................................................................................................ 104 3. Maintenance Procedures.............................................................................................. 107 A. Collection System.................................................................................................. 107 B. Treatment Plant, Pumping Stations, and General Facilities .................................. 107 C. Recycled Water..................................................................................................... 107 4. Collection System......................................................................................................... 109 A. Sewer System Management Plan(SSMP)............................................................ 109 B. Preventative Maintenance..................................................................................... 109 C. Corrective Maintenance......................................................................................... 109 D. Scheduling — Cleaning Optimization Application................................................... 110 5. Treatment Plant, Pumping Stations, and General Improvements ................................. 110 E. RCM — Reliability Centered Maintenance.............................................................. 111 F. ECM/PMO: Preventive/Planned Maintenance Optimization .................................. 112 G. Defect Elimination (DE) Also Known as Don't Just Fix It Improve It ...................... 112 H. Root Cause Analysis (RCA).................................................................................. 114 I. SQE — Safety, Quality, Effectiveness Observation ................................................ 114 J. Risk Threshold Investigation (RTI) - Not Implemented at this Time ...................... 115 K. Failure Reporting Analysis and Corrective Action System (FRACAS) ................... 115 L. Reliability Engineering........................................................................................... 116 M. Predictive and Asset Condition Monitoring Program ............................................. 119 N. Planning and Scheduling....................................................................................... 121 O. Maintenance Involvement in Capital Projects........................................................ 123 P. Building Information Modeling (BIM)..................................................................... 124 b Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 13 of 192 Page 10 of 186 6. Recycled Water Distribution......................................................................................... 125 7. Standard Operating Procedures................................................................................... 125 A. Plant Operations Division...................................................................................... 125 B. Plant Maintenance Division................................................................................... 126 C. Pumping Stations Section of the Plant Maintenance Division ............................... 126 8. Monitoring and Managing System Breakdowns............................................................ 126 A. Collection System.................................................................................................. 126 B. Treatment Plant and Pumping Stations................................................................. 126 C. Recycled Water Distribution.................................................................................. 126 D. General Improvements..........................................................................................126 9. Updating and Maintaining Procedures.......................................................................... 127 A. Collection System & Recycled Water Distribution ................................................. 127 B. Treatment Plant, Pumping Stations, and General Facilities .................................. 127 10. Performance Monitoring and Reporting........................................................................ 127 11. Operational Resilience and Disaster Preparedness.................................................... 130 A. Pumping Stations.................................................................................................. 131 B. Public Safety Power Shutoffs................................................................................ 131 C. Pandemic Response............................................................................................. 132 STAFF DEVELOPMENT........................................................................................................133 1. Personnel Advancement............................................................................................... 133 2. Educational Resources................................................................................................. 135 3. Expanding our Internship Program to Technical Colleges and/or Vocational Programs 136 4. Mentorship Program..................................................................................................... 137 5. Externship Program...................................................................................................... 138 6. Management and Supervisory Academy...................................................................... 138 7. Career Development Program...................................................................................... 138 8. Performance Recognition, Appreciation, and Beyond .................................................. 139 9. Team Accomplishments............................................................................................... 141 2023-2028 ASSET MANAGEMENT PLAN ELEMENTS........................................................142 A. Learning Takeaways............................................................................................. 142 1. Asset Management Plan — Goals for the Next 5 Years ................................................ 144 2. Element Descriptions.................................................................................................... 145 7 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 14 of 192 Page 11 of 186 A. Element 1 — Complete the Asset Registry for Treatment Plant Piping Underground Utility............................................................................................................................. 145 B. Element 2 — Continue the Development of Data Analytics.................................... 145 C. Element 3 — Continue Comprehensive Asset Evaluation for the Prioritizations of VerticalAssets.............................................................................................................. 147 D. Element 4 — Digitize Operator Round Sheets........................................................ 147 E. Element 5 — Smart Utility / Digital Twin Initiatives .................................................. 147 F. Element 6 — Dynamic Asset Management Plan .................................................... 148 REFERENCES........................................................................................................................149 APPENDIXES.........................................................................................................................151 Appendix A: Board Policy 015, Asset Management........................................................... 151 Appendix B: What is Asset Management?......................................................................... 152 Appendix C: Service Area and Assets................................................................................ 153 Appendix D: Asset Mangement Organization Chart........................................................... 154 Appendix E: Recycled Water Distribution........................................................................... 155 Appendix F: Cityworks Custom Business Process Manual ................................................ 156 Appendix G: Engineering Department Projects Procedures Manual .................................. 159 Appendix H: Collection System Asset Handover Workflows ............................................... 160 Appendix I: Treatment Plant Asset Handover Workflow .................................................... 164 Appendix J: Asset Management Procedures Manual........................................................ 165 Appendix K: Business Case Evaluation.............................................................................. 168 Appendix L: Pumping Stations Consequence of Failure Matrix .......................................... 173 Appendix M: Condition Assessment Results and Service Life ............................................ 174 Appendix N: Enterprise Risk Index..................................................................................... 175 Appendix O: Development of the Enterprise Risk Inventory ............................................... 175 8 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 15 of 192 Page 12 of 186 Figure 1: Asset Management and Reliability Engineering Timeline .......................................... 16 Figure 2: Central San Service Area by the Numbers................................................................. 19 Figure 3: Central San in Relation to California and Nevada ...................................................... 19 Figure 4: Headquarters, Treatment Plant, and HHW Collection Facility .................................... 19 Figure 5: Collection System Operations Division Buildings....................................................... 19 Figure6: Cleaning..................................................................................................................... 20 Figure 7: Central San Organization Structure...........................................................................21 Figure 8: Effective Utility Management Framework...................................................................34 Figure 9: Effective Utility Management Attributes...................................................................... 35 Figure 10: Central San Mission, Vision, and Values..................................................................36 Figure 11: Condition of the Gravity Portion of the Collection System ........................................ 46 Figure 12: CIP Prioritization Screenshot................................................................................... 51 Figure 13: Conceptual Process Map for CIP Prioritization for Vertical Assets ........................... 52 Figure 14: GIS Platforms, Infrastructure, and Data................................................................... 53 Figure 15: GeoPortal Web Application...................................................................................... 54 Figure 16: GIS - Additional Details for Asset............................................................................. 55 Figure 17: Schematic of Process Hierarchy and Geographic Relationship ............................... 57 Figure 18: Sample of an Asset Report for a Pumping Station ................................................... 58 Figure 19: Sample Report for Assets in the Lab........................................................................ 59 Figure 20: Process Hierarchy.................................................................................................... 60 Figure 21: Geographical Relationship for the Ash Vac Blower 1............................................... 61 Figure 22: CMMS Screenshot of a Work Order and Associated Map ....................................... 63 Figure 23: CMMS Screenshot of Workgroup Inbox................................................................... 64 Figure 24: CMMS Screenshot of Mapped Work Orders............................................................ 64 Figure 25: Spare Parts Search.................................................................................................. 66 Figure 26: Spare Parts Storage Locator.................................................................................... 67 9 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 16 of 192 Page 13 of 186 Figure 27: Reliability Engineering Report Tool.......................................................................... 68 Figure 28: Visual Hydraulics Software of Central San Hydraulic Capacity Simulation ............... 70 Figure 29: Sampling Locations on Process Flow Diagram........................................................ 71 Figure 30: Condition Assessment Levels.................................................................................. 73 Figure 31: Condition Assessment Phases................................................................................. 73 Figure 32: Heat Map of Risk as a Result of COF And POF....................................................... 76 Figure 33: CCTV Release Process........................................................................................... 81 Figure 34: Collection System Condition Assessment Program ................................................. 82 Figure 35: Risk Pyramid for Condition Assessment of Large Diameter CS Pipes ..................... 83 Figure 36: Risk Pyramid for Condition Assessment of Force Mains .......................................... 84 Figure 37: Inspection of Secondary Process High Value Assets and Support Equipment Informed Capital Projects Phasing............................................................................................ 85 Figure 38: Inspection of Steam Process High Value Assets and Support Equipment Informed CapitalProjects Phasing........................................................................................................... 86 Figure 39: Central San Uses Advanced, Non -Invasive Technologies to Perform Condition Assessments and Operational Minimize Disruption.................................................................. 87 Figure 40: Sample Asset Condition Report............................................................................... 88 Figure 41: Key Drivers for Long -Term Planning........................................................................ 92 Figure42: Asset Lifecycle......................................................................................................... 94 Figure 43: Anticipated Remaining Years of Useful Life............................................................. 98 Figure 44: Equipment Failure Rate "Bathtub" Curve................................................................. 99 Figure 45: CSO Cleaning Dashboard Showing Scheduled and Unscheduled Activities ......... 100 Figure 46: CSO PM Scheduled Weekly Dashboard with Indicators and Backlog Linked to CMMS..................................................................................................................................... 100 Figure 47: CSO CCTV Dashboard with Indicators and Graphs for CCTV Inspections by Staff or Contractors.............................................................................................................................. 101 Figure 48: Treatment Plant Maintenance Dashboard of Work Orders Closed by Shops......... 102 Figure 49: Treatment Plant Maintenance Dashboard of Work Orders Backlog and Hours ..... 102 Figure 50: Treatment Plant Maintenance Dashboard of Work Order Backlog by Shops Linked to CMMS..................................................................................................................................... 103 10 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 17 of 192 Page 14 of 186 Figure 51: Work Order Types.................................................................................................. 105 Figure 52: Cityworks Workflow Model..................................................................................... 108 Figure 53: Strategic Framework.............................................................................................. 111 Figure 54: Central San's "Don't Just Fix It, Improve It" Maintenance Culture .......................... 113 Figure 55: Grease Gun Color Code Markings......................................................................... 114 Figure 56: FRACAS Workflow Diagram.................................................................................. 116 Figure 57: Daily Activities for Best Practice Framework.......................................................... 116 Figure 58: RCM Analysis Results............................................................................................ 117 Figure 59: Primary Process..................................................................................................... 118 Figure 60: ECM Analysis Results............................................................................................ 118 Figure 61: Central San's Asset Condition Monitoring Program Begin with Uptime Elements.. 121 Figure 62: Work -scheduling Process....................................................................................... 123 Figure 63: O&M Staff are Now Involved in all Phases of the Asset Lifecycle .......................... 124 Figure 64: BIM Example: 3D Model of Cogen Gas Turbine Area Versus Actual Layout......... 125 Figure 65: Examples of Performance Monitoring and Reporting ............................................. 130 Figure 66: CPUC Fire Map. Much of Central San's Service Areas Overlap with High Fire -Risk Zones, Meaning PSPS Events are Likely................................................................................ 132 Figure 67: Personnel Employment Circle................................................................................ 134 Figure 68: Training and Development Checklists for Crafts .................................................... 135 Figure 69: Plant Information Management System Main Page ............................................... 136 Figure 70: Plant Maintenance Staff......................................................................................... 137 Figure 71: Career Development Program............................................................................... 139 Figure 72: Monthly Internal Publication, "Lateral Connection" ................................................. 140 Figure 73: Performance Recognition on "Lateral Connection" ................................................ 140 Figure 74: Lubrication Room................................................................................................... 140 Figure75: Tools Room............................................................................................................ 140 Figure 76: Mechanical Shop.................................................................................................... 141 Figure 77: Central San's Asset Management Journey............................................................ 142 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 18 of 192 Page 15 of 186 Figure 78: Treatment Plant Maintenance Furnace Dashboard ................................................ 146 Figure 79: Treatment Plant Maintenance Furnace Dashboard of Temperature and Sound Inspections.............................................................................................................................. 146 12 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 19 of 192 Page 16 of 186 Table 1: Initial Asset Management Program Steering Committee.............................................29 Table 2: Roles and Responsibilities.......................................................................................... 30 Table 3: Central San's Asset Management Aligned with Strategic Goals ................................. 37 Table 4: Central San's Asset Management Stakeholders......................................................... 39 Table 5: Total Overflows by Year.............................................................................................. 47 Table 6: Asset Conditioning Scoring......................................................................................... 74 Table7: COF Scoring................................................................................................................ 75 Table 8: Condition Assessment Level with Aggregate Weight .................................................. 76 Table 9: Condition Assessment Level Weight Adjustments Based on Levels Performed ......... 77 Table 10: Condition Assessment Weighting for Steam System ................................................ 77 Table 11: Condition Assessment Weighting for Electrical Equipment ....................................... 78 Table 12. Sewer Selection Criteria Categories.......................................................................... 79 Table 13: Remaining Useful Life(RUL).....................................................................................97 Table 14: Nominal Lifespans of Equipment............................................................................... 97 Table 15: Procedure Update Owners...................................................................................... 127 Table 16: CMMS Reports........................................................................................................ 128 Table 17: Workflow Monitoring Inboxes.................................................................................. 128 Table 18: Contingency Options............................................................................................... 131 Table 19: Job Classifications................................................................................................... 133 Table 20: Asset Management Plan Elements......................................................................... 143 Table 21: Asset Management Projects.................................................................................... 144 Table 22: Asset Management Future Goals............................................................................ 145 13 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 20 of 192 Page 17 of 186 Software Usage Adobe ColdFusion Dynamic Reports, Spare Parts Management Tool Autodesk/Innovyze InfoAsset Planner Risk Model Prioritized Capital Planning Autodesk/Innovyze InfoWorks ICM Hydraulic Capacity Modeling Cityworks Computerized Maintenance Management System CMMS Esri ArcMap Software for Geographic Information System (GIS) Esri ArcPro Software for GIS Esri Dashboard Business Intelligence Analytics Closed Circuit Television sewer inspection (CCTV) ITpipes Laserfiche Microsoft SQL Safe Software FME (Feature Manipulation Engine) Document Management System Database Data Automation - ETL (Extract, Transform, Load) Plant Control System - Supervisory Control and Data Acquisition (SCAD ) Transdyn Dynac Abbreviation Meaning Abbreviation Meaning NPDES OR National Pollution ACI Asset Condition Information Discharge and Elimination System ACM Asset Condition Management O&M Operations and Maintenance Al Artificial Intelligence PdM Predictive Maintenance AM Asset Management PHWWF Peak Hourly Wet Weather Flow AMIP Asset Management Implementation PLC Programmable Logic Plan Controllers AMP Asset Management Plan or Program PM Preventive Maintenance AMS Asset Management System PMO Planned Maintenance Optimization AVL Automatic Vehicle Location POD Plant Operations Department AWPS Applied Water Pumping Station PVC Polyvinyl Chloride AWWA American Water Works Association PWWF Peak Wet Weather Flow [B7AAQMD Bay Area Air Quality Management QA/QC Quality Assurance and District Quality Control 14 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 21 of 192 Page 18 of 186 B&G Buildings and Grounds MRO Maintenance, Repair and Operations BACWA Bay Area Clean Water Agencies Rill NACWA National Association of Clean Water Agencies BCE Business Case Evaluation R&R Rehabilitation and Replacement BI Business Intelligence IL RCA Root Cause Analysis BIM Building Information Modeling RCM Reliability Centered Maintenance BRE Business Risk Exposure IF ReW Recycle Water CA Condition Assessment RLI Reliability Leadership Institute CADD or Computer -Aided Design and Drafting or RM Reactive Maintenance CAD Computer -Aided Design CBM or CbM Condition -Based Maintenance RTI Risk Threshold Investigation CCCSD Central Contra Costa Sanitary District RUL Remaining Useful Life CCTV Closed -Circuit Television SMRP Society for Maintenance & Reliability Professionals Central San Central Contra Costa Sanitary District SOP Standard Operating Procedure CIB Capital Improvement Budget SSMP Sewer System Management Plan CIP Capital Improvement Plan SSO Sanitary Sewer Overflow CIPP Cured -in -Place Pipe Treatment Plant CM Corrective Maintenance SQE Safety Quality and Effectiveness CMMS Computerized Maintenance TP Treatment Plant Management System COF Consequence of Failure USA Underground Service Alert CPUC California Public Utilities Commission UV Ultraviolet CRL Certified Reliability Leader WO Work Order CS Collection System CSO Collection System Operations CSOD Collection System Operations Division CWEA California Water Environment Association CWMP Comprehensive Wastewater Master Plan DDW State Water Resources Control Board Division of Drinking Water Defect Elimination DE DJFI Don't Just Fix It, Improve It DP District Project 15 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 22 of 192 Page 19 of 186 This Asset Management Plan describes the systems and strategic approaches that Central San utilizes to maximize value of assets. Asset Management is defined as the coordinated set of activities that engages all stakeholders to achieve organizational objectives from assets over their lifecycle. From the Board of Directors setting up an Asset Management Policy in 2014 to an Asset Management Implementation Plan in 2015 to creating analytics dashboards in 2022, the coordinated activities of various stakeholders have led to a solid Asset Management program. Representative of our progress, Central San won Uptime Element's awards for Best Reliability Engineering Maintenance in 2018, Best Asset Management Program in 2020, and Best Work Execution Management Program in 2022. The plan describes the overall strategic approach to managing assets at Central San. Figure 1 describes Central San's Asset Management and Reliability Engineering journey throughout the years. Asset Management and Reliability Engineering Timeline Asset lffetyle Management Cantinuous I mprwement and Performance Management Figure 1: Asset Management and Reliability Engineering Timeline Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 23 of 192 Page 20 of 186 Assets Standards and Level of Service • Board Policy • EPA 10-Step Process for Developing an Asset Management Plan • ISO 55000 series • Compliance & Regulatory Requirements • Level of Service: Metrics from Strategic Plan Asset Definition Sewer Gravity Main Sewer Force Main Pumping Stations Treatment Plant Equipment and Piping Recycled Water Distribution General Improvements Asset Managemen Systems and Tools GeoPortal - Dyi based map an Single Asset Re(, Asset Hierarchi( Computerized Management � CCTV Inspectic Automatic Veh._._ USA Locate Tickets Spare Parts Management Application Reliability Engineering Report Document Management System Risk and Flow Modeling Software • Standard Operating Procedures • Monitoring & Managing System Breakdowns Updating & Maintaining Procedures Performance Monitoring & Reporting Operational Resilience and Disaster Preparedness Decision Making Criteria: Drivers & Life Cycle Management • Drivers o Aging Infrastructure o Regulatory o Sustainability o Optimization • Capital Improvement Program • Asset Lifecycle • Remaining Useful Life • Data Management & Utilization for Decision -Making levelopment Personnel Advancement Educational Resources Internship Program Mentorship Program Externship Program Management and Supervisory Academy Career Development Program Performance Recognition, Appreciation, and Beyond Conferences and Training Team Accomplishments 17 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 24 of 192 2023 CoMinue Asset Ea r-cod e Continue Comprehensive Asseti Evaluation for the Prioritization s of Vemcal Assets 04 Dig lize Operat-or Round Sheets Smart Uiility, Complete S4andarozation Gf Smart MCCs 1 I � w . � EM M bm Across the District a- i ~ %% 1�1�� evi-I s � � 2027 ��- Smart Utility: Asset Handoff Tracking � — Monitoring, Apply Ai/Machine Learning # Where Applicable � 2023 0 .0 Ow do J# 2028 Be 04 ASSET MANAGEMENT Aw dop dop ROADMAP aa� inumigration - I • -I Geometric N e- ork to UtiMy Ne!r nor k 2023 CCI I.- I ILie the De--: elapment of Data Anafyuc5 Complete she Asset Registry tor Treatment Plant Pipin-g Underground Utility Smart Utility. Pilot Asset Heall,'h Monitoring Technology Dynamic Asse? Managenien,- Plan Page 22 of 186 1. INTRODUCTION Established in 1946, Central Contra Costa Sanitary District (Central San) is located about 30 miles northeast of San Francisco and provides wastewater services for nearly 500,000 residents and more than 3,000 businesses in central Contra Costa County. This service territory covers 146 square miles and includes Alamo, Clyde, Danville, Lafayette, Martinez, Moraga, Orinda, Pacheco, Pleasant Hill, San Ramon, Walnut Creek, and unincorporated areas within central Contra Costa County. Central San also treats wastewater from an additional 37 square miles for residents of Concord and Clayton under a 1974 contract with the City of Concord. Central San Service Area a tl�� eri'i • M� Hbx ` ©x -c \ r•a�1?1oP ' j a hapan FI A 9Oeth -�--.- Plea'aar�-t coot u`I H 7.1'I -a Jaytan fl 1� p1lr' h. J _ I La Fayette D.in3a "o7MoFa 9a Da nviI ir: ■ �dm'�imm�oNopemno�s Facimy San R m Se•re� rwce Maim i? 4"1 rcegror Se'�ve�Main 1,24j Trunk Sewer Maln It 12. A 524 — 9nirall - - — cicd trvalc,M i O'p � �:mwm�rea,medaa. w,�n�wmon,ou�,��[. :�so e�O� 0 wclod woln[ancl and nou[eno=.d na�aoe[w,cre Colkctlon � } j\ wa:rrw�rer Tre„mem gad llousmold t � _ p H � horo va�amooswasre coiierno� I.-..-.;.::. al Figure 2: Central San Service Area by the Numbers California Nevada 4 Figure 3: Central San in Relation to California and Nevada Figure 4: Headquarters, Treatment Plant, and HHW Collection Facility Figure 5: Collection System Operations Division Buildings E Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 26 of 192 Page 23 of 186 Figure b: Cleaning • Serves nearly 500,000 residents and more than 3,000 businesses in central Contra Costa County • Maintains over 1,500 miles of sewer pipelines and 18 pumping stations to carry wastewater to Central San's regional treatment plant in Martinez • Treats more than 13 billion gallons of wastewater per year • Produces more than 500 million gallons of recycled water every year for irrigation and industrial uses • Collects over 2 million pounds of household hazardous waste (HHW) per year and strives to reuse or recycle about 89% of those materials • Collects more than 5,000 pounds of unwanted medications per year • Achieved an average 3.93 out of 4.0 customer satisfaction rating for sewer emergency response in Fiscal Year (FY) 2021-22 • Serves more than 6,000 students through school education programs every year • Welcomes more than 500 participants to treatment plant tours and speakers bureau presentations per year 2. VISION AND MISSION Central San's vision is to be an innovative industry leader in environmental stewardship and sustainability, while delivering exceptional service at responsible rates. Our mission is to protect public health and the environment. A. ORGANIZATIONAL STRUCTURE Central San is governed by a Board of Directors (Board) whose five members are elected by voters to serve a four-year term. The staff is managed by a General Manager who serves as the Chief Operating Officer, implements the Board's policies, and oversees the business of Central San. The organization is divided into three departments - Finance and Administration, Operations, and Engineering and Technical Services - each overseen by a Director or the Deputy General Manager. Central San's main headquarters, Board Room, treatment plant and HHW Collection Facility are located at 5019 Imhoff Place in Martinez. Central San's Collection System Operations headquarters is at 1250 Springbrook Road in Walnut Creek. 20 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 27 of 192 Page 24 of 186 Electorate Board of Directors Secretary of the Counsel for the District General Manager District :tor of HR & :e and Organizational Deputy General stration Develompent Manager Manager Figure 7: Central San Organization Structure B. HISTORY In the 1940s, central Contra Costa County was a rural area of farms, orchards, and a few small towns. With the end of World War Il, a building boom began. As the nearby cities of San Francisco, Oakland, and Berkeley grew, so did the population of Contra Costa County. Al Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 28 of 192 Page 25 of 186 The population growth ultimately resulted in a sanitation crisis, with most of the county depending on septic systems, often inefficient due to the area's heavy adobe clay soil. At the time, State health authorities considered the polluted conditions arising from those septic tanks to be among the worst in California. With septic tanks overflowing and waterborne diseases such as typhoid becoming a potential threat, civic leaders rallied public support for a solution. An election held on June 24, 1946, approved a proposal to form a sanitary district for central Contra Costa County areas. On July 15, 1946, the County Board of Supervisors passed a resolution officially creating the Central Contra Costa Sanitary District. Work began immediately and within 26 months, Central San's newly constructed main sewer trunk line and treatment plant were operational. At that time, Central San's service area population was 15,000; the treatment plant's capacity was 4.5 MGD, and the collection system consisted of 50 miles of sewer pipe. That original system was expected to handle the area's wastewater for at least two decades. But by 1952, it was apparent that demand would soon exceed capacity. Central San began a series of expansions and improvements to meet the needs of a rapidly growing population - activities that have continued throughout the Central San's history. C. COMMUNITY PROFILE For nearly 77 years, Central San has been proud to serve its customers in the San Francisco Bay Area's central Contra Costa County region. The service area is at the foot of Mount Diablo (3,848 feet), whose state park and foothills offer hiking trails and open space preserves that the neighboring residents frequently use. The cities served by Central San are also some of the most historic in California. Martinez, where the headquarters is, was a key crossing point over the Carquinez Strait for the Pony Express. Its downtown is notable for its preserved historic buildings, including the John Muir National Historic Site. A short distance away, the Cities of Concord, Walnut Creek, and San Ramon boast revitalized shopping districts, drawing retailers and restaurants from other parts of the state to open locations there. One of Central San's largest customers, the City of Concord, is working on converting a former Naval Weapons Station into a Community Reuse Project, which will include parks, housing, office, retail, and the restoration of Mt. Diablo Creek. 22 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 29 of 192 Page 26 of 186 Central San is proud to be part of the effort to make the project as sustainable as possible by supplying recycled water for irrigation in this development. In recent years, the service area's population has boomed, partially due to its accessibility to San Francisco and Silicon Valley via public transit. Most of the people of Contra Costa County live along the busy 1-680 corridor that connects the North Bay to Silicon Valley. The area in which Central San operates is a growing community to whom this agency is honored to provide its core services, including educational messaging to instill the environmental values foundational to Central San as an organization. Enormous changes have occurred since Central San's beginnings in 1946 as a small agency serving a rural area: the size, population, and characteristics of the service area; the processes and technologies used to treat and collect wastewater; the environmental awareness and stringer air and water quality standards and regulations. Our unwavering dedication and commitment to protecting public health and the environment have not changed. 3. SERVICES OVERVIEW Since 1946, Central San has provided safe and reliable wastewater collection and treatment for central Contra Costa County residents. Our services include a complex treatment plant, collection system, 18 pumping stations, recycled water facility, operating an HHW collection facility, and running a sophisticated water quality laboratory. A. COLLECTION SYSTEM The collection system consists of three main components: pumping stations, gravity sewers, and force mains. The Collection System Operations Division (CSOD) site is strategically located at 1250 Springbrook Road in Walnut Creek to provide staff centralized access to maintain the collection system. The campus consists of an office building, warehouse, fleet shop, materials storage structures, emergency generator, fueling system, and parking facilities. B. WASTEWATER TREATMENT The treatment plant was expanded after the Clean Water Act was passed, with most facilities built in the late 1970s. Central San's NPDES permit allows discharge up to 53.8 MGD on an average dry -weather basis and lists a 250 MGD peak wet weather design flow. Due to hydraulic limitations within the treatment plant, the treatment plant operates in secondary bypass mode 23 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 30 of 192 Page 27 of 186 when influent flows exceed approximately 90 MGD, and in raw influent bypass mode when influent flows exceed approximately 175 MGD (Central San, 2019). Central San's treatment plant is currently treating approximately an average of 30.9 MGD on a dry -weather basis. Central San is one of the last agencies on the West Coast with sewage sludge incinerators. In addition to the communities in the sewer collection service area, Central San provides wastewater treatment for the City of Concord and the Town of Clayton, which own and operate their collection systems that convey wastewater to Central San's interceptor system and wastewater treatment plant. C. RECYCLED WATER After wastewater is treated and disinfected at the treatment plant, most is discharged into Suisun Bay, but a portion receives further treatment at the Recycled Water (ReW) Filter Plant. Central San produces approximately 600 MG of recycled water annually. Of that, the treatment plant uses about 400 MG per year. Central San pipes the remaining recycled water to Martinez, Pleasant Hill, and Concord locations for some dual plumbing installations but primarily for landscape irrigation, including golf courses, parks, and sports fields. The treatment facilities were constructed in the mid-1970s as part of the wastewater treatment plant expansion. Central San opened a Residential ReW Fill Station in 2016 at the HHW Collection Facility in Martinez. The station provides free recycled water (300 gallons maximum per trip) for hand - watering lawns, gardens, and landscaping to residential customers of Central San, Mt. View Sanitary District, and the cities of Clayton and Concord. For 2021, the facility provided an annual of 5.1 million gallons by residential fill and truck fill of 5.5 million gallons. Central San's Hydrant Truck Fill Program provides recycled water to licensed contractors for uses such as dust control, soil compaction, landscape irrigation, and sewer flushing. D. HOUSEHOLD HAZARDOUS WASTE COLLECTION FACILITY Central San opened a Household Hazardous Water (HHW) Collection Facility at 4797 Imhoff Place in Martinez in 1997 to reduce and prevent pollution through reuse, recycling, and proper disposal of hazardous waste (motor oil, paint, pesticides, cleansers, batteries, etc.). Residents within the HHW service area drop off their items without charge or appointments. Small businesses are charged a nominal fee and require an appointment. The facility does not serve large businesses. The HHW service area is slightly larger than the Central San wastewater collection and treatment service area. It includes all of San Ramon and the Mt. View Sanitary District service area. Since it opened, the facility has collected more than 36 million pounds of HHW1. The facility currently collects over 2 million pounds each year, 90% of which is, reused, recycled, or used as a beneficial fuel. 1 FY 2016/17 HHW Annual Report with 20 Year Summary, htto://www.centralsan.ora/documents/HHW Annual Report for 2016 17.pdf 24 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 31 of 192 Page 28 of 186 The number of households using the HHW program grew by more than 14% over the past 20 years. Program participation has also increased steadily from the 7.8% of households served during the opening year in 1997/98 to nearly 17% in FY 2016/17. E. PHARMACEUTICAL COLLECTION Central San operates a Pharmaceutical Collection Program in partnership with local law enforcement agencies to provide free, safe disposal of unwanted medications. The program offers 13 collection sites throughout the Central San service area that safely dispose of more than 16,000 pounds of pharmaceuticals each year. Staff educates customers not to flush drugs because they often contain chemical compounds that are not entirely removed during treatment and can pollute the Bay. 25 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 32 of 192 Page 29 of 186 PURPOSE The purpose of this Asset Management Plan (AMP) is to document the systems and process of the Asset Management program, the current state of Central San's assets, and the strategic and dynamic implementation throughout the life cycle of assets. This plan is a primary example of Central San's commitment to the environment, innovation, optimization, and continuous improvement. The purpose of the Asset Management Plan is to document the following: • An overview of Central San's assets, summarizing the current condition of assets and their overall performance; • System operation and maintenance strategies and documented procedures; • Level of service standards, including performance indicators and adopted targets; • Proposed actions to implement the above operation, maintenance, and strategies; and • Stakeholder engagement and communication plan. A. WHAT IS ASSET MANAGEMENT? Central San relies on responsible and robust maintenance practices to help maintain equipment and facilities. Asset Management is a coordinated set of activities that engages all stakeholders to achieve organizational objectives from assets over their lifecycle. Asset Management is the systems and processes for maintaining and replacing these assets, such as manholes, cleanouts, pipes, pumps, buildings, tanks, or process equipment. Asset Management improves Central San's ability to make the right decisions, at the right time, at the right cost, for the right reason by having an appropriate data and information available. According to U.S. EPA: "Asset management is a process water and wastewater utilities can use to make sure that planned maintenance can be conducted and capital assets (pumps, motors, pipes, etc.) can be repaired, replaced, or upgraded on time and that there is enough money to pay for it. Asset management is the practice of managing infrastructure capital assets to minimize the total cost of owning and operating these assets while delivering the desired service levels. Many utilities use asset management to pursue and achieve sustainable infrastructure. A high - performing asset management program includes detailed asset inventories, operation and maintenance tasks, and long-range financial planning. Each utility is responsible for making sure that its system stays in good working order, regardless of the age of its components or the availability of additional funds. Asset management programs with good data —including asset attributes (e.g., age, condition, and criticality), life - cycle costing, proactive operations and maintenance (O&M), and capital replacement plans based on cost -benefit analyses —can be the most efficient method of meeting this challenge (EPA, 2021)." 26 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 33 of 192 Page 30 of 186 According to ISO 55000, Asset Management is the "coordinated set of activities of an organization to realize value from assets." To deliver safe, reliable, high -quality services in a sustainable manner, Central San manages a significant amount of infrastructure with thousands of mechanical and electrical equipment, structures, instruments, and other assets. Central San's robust maintenance practices have extended the lives of many assets. From the 1970s to the 1990s, Central San's maintenance needs were relatively simple. Plant Maintenance staff employed a simple computer program for Preventative Maintenance (PM) work orders (WO) and 3-part carbon -copy WO slips for correctives. At this time, "firefighting" maintenance took a significant portion of each week and did very little proactive maintenance work. Near the end of this era, the Plant Maintenance Division began its first attempts at vibration and oil analysis programs. In the late '90s, Central San transitioned to using full-fledged Computerized Maintenance Management System (CMMS) programs: Mainsaver for the Treatment Plant and Sussex (later Accela) for the Collection System Group. At this time, the plant's assets were inventoried. By the early 2000s, we had a comprehensive PM program expanded to cover nearly all assets. This program served well for many years, but by 2014, new challenges faced by the organization precipitated a move to modern practices. These challenges included: • The sheer volume of assets in the treatment plant, plus undocumented underground assets, and lacking integrated knowledge of vertical assets. • Multiple concurrent initiatives requiring a modern maintenance program in their implementation (e.g., CMMS, RCM, Criticality matrix, fault action codes, condition assessments, Enterprise Resource Planning (ERP), 20-year Master Plan development). • Day-to-day operational and maintenance needs under limited staffing and stricter regulations. • Retirement of staff with significant institutional knowledge, often with no one else in that position (no redundancy). • Succession planning and staff development time requirements. • Changes in regulatory requirements necessitate additional PM tasks and accelerated replacement. • Learning curves for new techniques in Condition -Based Maintenance (CbM) and Predictive Maintenance (PdM). • Decreases in operating performance (e.g., pump efficiency, losses in steam and aeration systems impact to redundancy at peak loads). • Challenges of creating new asset registry entries and new PMs for the new equipment installed during capital projects. B. BOARD POLICY The Central San Board adopted Asset Management Policy on November 20, 2014. The policy recognizes that Central San has invested significant resources in its assets and aims to optimize its lifecycle to deliver high -quality and reliable services sustainably for customers with an acceptable level of risk (for policy see Appendix A: Board Policy 015, Asset Management). An asset is a 27 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 34 of 192 Page 31 of 186 physical or software asset with a replacement value greater than $5,0002 and useful life of at least two years, may have a maintenance program, or is critical to operations, regulatory, or safety requirements, or is controlled by the Treatment Plant or Pumping Station SCADA systems. The framework includes these directives: • Data and Knowledge • Information Systems • Contracting • Processes and practices • People • Organization The objectives of the plan are to: • Demonstrate Central San's approach to optimizing the lifecycle management of the asset portfolio. • Describe how asset management will deliver the organizational objectives to implement and comply with the Asset Management Policy. • Describe initiatives and plans of asset -level activities for the next five years. C. ASSET MANAGEMENT IMPLEMENTATION PLAN (2015) The objectives of the plan are to: • Demonstrate Central San's approach to optimizing the lifecycle management of the asset portfolio. • Describe how asset management will deliver the organizational objectives to implement and comply with the Asset Management Policy. • Describe initiatives and plans of asset -level activities for the next five years. With a renewed commitment from the Board in 2014, an Asset Management Policy (AMP) and Implementation Plan were developed. Central San began creating a comprehensive AMP with documented processes and procedures for data management, analysis, and evaluation for the treatment plant, collection system, pumping stations, recycled water distribution system, and general improvement assets. Central San established a strategic framework for improving asset maintenance efficiency and functional reliability. This framework consisted of the following goals: • Systematic development of a comprehensive maintenance program based on asset criticality and consequence of failure. • Identification of the most effective PM tasks for treatment plant equipment and systems. • Integration with a CMMS to establish a repeatable program with documented processes and procedures. • Implementation of Azteca's Cityworks Asset Management System (AMS platform; Cityworks replaced two existing platforms, Accela and Mainsaver. 2 The capitalization threshold is specified prospectively in the annual budget document and retrospectively in the Annual Comprehensive Financial Report. The $5,000 limit is currently under review. 28 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 35 of 192 Page 32 of 186 • Implementation of the Reliability Centered Maintenance Program. With many of the items identified in the Implementation Plan addressed since 2015, staff identified the following things to build upon the original Asset Management Implementation Plan, make further improvements to Central San's maintenance practices, and ensure continuity of operations: • Formalization of Defect Elimination (DE), Planned Maintenance Optimization (PMO), and Root Cause Analysis (RCA) initiatives as part of the Strategic Framework. • Expanding the use of condition-based/predictive maintenance practices. • Development of Asset Condition Monitoring program. • Increased monitoring and reporting functionality in CMMS and GeoPortal (GIS). • Treatment Plant Maintenance Planning and Scheduling of PMs. • Spare Parts Management. • Improvement to asset handoff protocol workflow. • Increased involvement of Treatment O&M staff in Capital Project Planning. • Using Condition Assessment to guide Capital Project decisions. • Staff development. • Succession planning. • Expanding online training and technology resources for staff. • Community outreach. • Dashboards for key maintenance metrics. • Disaster preparedness efforts during Public Safety Power Shutoffs and the COVID-19 pandemic. By improving and optimizing asset management processes, Central San will gain knowledge of the assets owned, the remaining useful life (RUL) to manage, the amount of investment required, and the business risk it faces to promote sustainable management practices. 2. GOVERNANCE The Asset Management Program requires collaboration amongst the Divisions of the organization to create a cohesive program. The success of the program requires support from executive leadership. The initial Asset Management Program governance started in June 2015 with an Asset Management Steering Committee. This committee comprised representatives from each of the three Divisions within the Engineering and Operations Divisions and one representative for the Administration Department as listed in Table 1. Table 1: Initial Asset Management Program Steering Committee Department Administration One from any Division Engineering & Technical Services Capital Projects Planning and Development Services Environmental and Regulatory Compliance Operations Collection System Operations Plant Operations 29 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 36 of 192 Page 33 of 186 Plant Maintenance The committee worked on replacing the CMMS, replacing the outdated web -mapping system, contributed to the Comprehensive Wastewater Master Plan (CWMP) as part of the condition assessment task, and implemented the steps outlined by the Asset Management Implementation Plan. The Board policy states that Central San will establish organizational responsibility to lead and manage a comprehensive asset management program. Currently, the Optimizations division leads this effort with the support of Central San leadership across Engineering and Technical Services, Operations, Finance, and Administration. Staff has leadership support as shown in Table 2 and various stakeholder interests in Table 4: Central San's Asset Management Stakeholders. A. EXECUTIVE LEADERSHIP SUPPORT Table 2: Roles and Responsibilities General Manager Provide visible leadership and commitment to the Asset Management Program • Alianment with Strateaic Goals • Deputy General Manager (formerly 0 Provide visible leadership and Director, Engineering and Technical commitment to the Asset Management Services) Program • Director, Operations • Maintain frequent communications with • Director, Finance and Administration Asset Management Division leaders • Monitor and review Asset Management- • Division Managers • Senior Engineers • POD Managers • Superintendents • Asset Management Program Administrator related progress and performance • Empower staff to guide the Asset Management Program, coordinate participation among staff, and resolve or elevate Asset Management -related conflicts • Communicate any concerns regarding the Asset Management Program to staff • Provide visible leadership and commitment to the Asset Management Program • Coordinate and communicate with departmental asset management champions to enable and ensure the adoption of Asset Management principles, practices, processes, and tools • Identify needed Asset Management training and continued professional development, provide training, and 30 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 37 of 192 Page 34 of 186 improve staff competencies in Asset Management • Lead the engagement of departmental staff to ensure the adoption and operationalization of Asset Management principles, processes, and practices within the department • Optimize maintenance by using the appropriate maintenance analysis methods (e.g., PMO, failure mode and effects analysis, and reliability -centered maintenance) • Manage and administer asset management applications, software, and the accuracy of asset registry. Identify asset data gaps and work with department directors to gather the information • Manage asset handover for improvements or new construction • Track and report results against Asset Management -related performance goals • Attend and participate in the Cityworks User Group • Ensure that department directors and staff are appropriately engaged in the Asset Management Program, its processes, and practices • Information Technology (IT) Align with Technology Master Plan • Support for software, server, and database infrastructure 3. COMPLIANCE AND REGULATORY REQUIREMENTS Projects must reliably comply with regulatory requirements designed to protect human health and the environment, including planning to anticipate future regulatory requirements. Potential regulatory issues include biosolids management, nutrient limits, air emissions, and constituents of emerging concern. A. COLLECTION SYSTEM The regulatory driver for the collection system is the State Water Resources Control Board Statewide Sanitary Sewer Systems General Order, adopted in 2006 and on December 6, 2022 (2022-0103-DWQ) effective June 5, 2023. The regulations address aging infrastructure and expanded the previous order to include privately owned systems (California State Water Resources Control Board, 2023). ORDER 2022-0103-DWQ can be found online and here are related operations and maintenance requirements: 4.8 Equipment Records 31 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 38 of 192 Page 35 of 186 The Enrollee shall maintain a log of all owned and leased sewer system cleaning, operational, maintenance, construction, and rehabilitation equipment. 5.6. System Resilience The Enrollee shall include and implement system -specific procedures in its Sewer System Management Plan to proactively prioritize: (1) operation and maintenance, (2) condition assessments, and (3) repair and rehabilitation, to address ongoing system resilience, as specified in Attachment D (Sewer System Management Plan - Required Elements) of this General Order. 5.14 Electronic Sanitary Sewer System Service Area Boundary Map The Legally Responsible Official shall submit, to the State Water Board, geospatial data detailing the locations of the Enrollee's sanitary sewer system service area boundary, per the required content and specifications in section 3.8 (Electronic Sanitary Sewer System Service Area Boundary Map) of Attachment E1 of this General Order, for each system identified by a WDR number. 5.19 Operation and Maintenance To prevent discharges to the environment, the Enrollee shall maintain in good working order, and operate as designed, any facility or treatment and control system designed to contain sewage and convey it to a treatment plant. The Sewer System Management Plan requirement includes: 4. Operation and Maintenance Program The Plan must include the items listed below that are appropriate and applicable to the Enrollee's system. 4. 1. Updated Map of the Sanitary Sewer System An up-to-date map(s) of the sanitary sewer system, and procedures for maintaining and providing State and Regional Water Board staff access to the map(s). The map(s) must show gravity line segments and manholes, pumping facilities, pressure pipes and valves, and applicable stormwater conveyance facilities within the sewer system service area boundaries. 3.2 Preventive Operation and Maintenance Activities A scheduling system and a data collection system for preventive operation and maintenance activities conducted by staff and contractors. The scheduling system must include: • Inspection and maintenance activities; • Higher -frequency inspections and maintenance of known problem areas, including areas with tree root problems; and • Regular visual and CCTV inspections of manholes and sewer pipes. 32 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 39 of 192 Page 36 of 186 The data collection system must document data from system inspection and maintenance activities, including system areas/components prone to root -intrusion potentially resulting in system backup and/or failure. B. TREATMENT PLANT Regulatory drivers and needs are discussed in the CWMP (Carollo Engineers, 2017) in TM TP-1 1, Existing and Future Regulations. The primary regulatory driver for liquid stream facilities is meeting existing regulatory requirements and refining a long-term plan for potential nutrient reduction requirements. Process intensification technologies are being installed in other treatment plants in the Bay Area which could eliminate the need to relocate contaminated soils to free up land for new nutrient reduction facilities. Future potential regulations also include treatment processes for contaminants of emerging concern removal, such as ozone disinfection; however, these requirements are not anticipated within the planning horizon. Regulatory needs for the solids stream include improvements to meet existing and future stringent air regulations. Central San's NPDES permit allows discharge up to 53.8 MGD on a dry -weather basis and 250 MGD during peak wet weather. The plant has a treatment capacity of 54 MGD and 240 MGD of wet weather flow. 33 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 40 of 192 Page 37 of 186 1 . LEVELS OF SERVICE A. STRATEGIC PLAN SUMMARY Central San develops its Strategic Plans on a two-year cycle while tracking progress quarterly and producing performance reports annually. The Strategic Plans establish policy direction, outline core commitments, focus initiatives, and track performance with key metrics. The development of the Strategic Plan begins with the Board's re -adoption of Central San's Mission and adoption of the revised Vision, Values, and Goals in December every two years. These updates emphasized the agency's commitment to the environment, innovation, optimization, and continuous improvement. Staff holds a workshop the following month to update the Strategic Plan to reflect current priorities. The Strategic Plan contains five components: Goals, Strategies, Initiatives, Key Success Measures, and Metrics. The strategies outline Central San's approach to achieving its goals, overcoming challenges, accomplishing its mission, and meeting the community's needs efficiently and effectively. The Initiatives describe the actions staff will take, and the Key Success Measures delineate the tasks to fulfill those Initiatives. The Key Metrics set targets, track progress, and evaluate performance. Starting with the development of the FYs 2016- 18 Strategic Plan, staff has used the Effective Utility Management model as a tool to identify practices and procedures to improve operations and move toward continued sustainability. The Effective Utility Management framework was initially developed in 2007 by the Figure 8: Effective Utility Management Framework American Water Works Association (AWWA), U.S. EPA, and nine other association partners representing the U.S. water and wastewater sector. It consists of 10 attributes that provide concise focus areas for effectively managed utilities and what they should strive to achieve. These attributes are as follows. 34 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 41 of 192 Product Quality - Produces "fit for purpose" water that meets or exceeds full compliance with regulatory and reliability requirements and is consistent with customer, public health, ecological, and economic needs. ' Customer Satisfaction - Provides reliable, responsive, and affordable services in line with explicit, customer -derived service levels. Employee and Leadership Development - Recruits and retains a workforce that is 4 j competent, motivated, adaptive, and safety focused. Operational Optimization - Ensures ongoing, timely, cost-effective, reliable, and <- sustainable performance improvements in all facets of its operations in service to public health and environmental protection. Mi Financial Viability - Understands the full life -cycle cost of utility operations and the value of water resources. Infrastructure Strategy and Performance - Understands the condition of and costs associated with critical infrastructure assets. Enterprise Resiliency - Ensures utility leadership and staff work together internally, and with external partners, to anticipate, respond to, and avoid problems. Community Sustainability - Takes an active leadership role in promoting and organizing community sustainability improvements through collaboration with local partners. I Water Resource Sustainability - Ensures the availability and sustainable management r 11 of water for its community and watershed, including water resource recovery. Stakeholder Understanding and Support - Engenders understanding and support from stakeholders, including customers, oversight bodies, community and watershed interests, and regulatory bodies for service levels, rate structures, operating budgets, capital improvement programs, and risk management decisions. Page 39 of 186 The metrics in the current Strategic Plan that relate to assets and customer expectations serve as Central San's Levels of Service (LOS). LOS are specific, measurable parameters that reflect what customers deem important and expect from their utility. The metrics are assigned to process owners, typically members of the Management Team, who then delegate the data collection, analysis, and monitoring to subordinate staff. The performance for each metric is updated quarterly by staff and then reported to the General Manager and the Board's Administration Committee. At the beginning of each fiscal year, a report of the previous fiscal year's achievements toward the Strategic Plan is presented to the Administration Committee and full Board. Please see Central San's website, https://www.centralsan.org/post/strategic-plans, for the current and previous two-year Strategic Plans and Annual Reports. 2. ST�TEGIC ALIGNMENT A. ALIGNMENT WITH MISSION, VISION, AND VALUES Central San is focused on providing high -quality services at fair and affordable rates to its customers. Central San has long emphasized optimizations to realize our vision of being an industry -leading organization in innovation. Our Strategic Goal of Innovation and Optimization is dedicated to this effort. Management nurtures the ingenuity of our staff and encourages interdepartmental teamwork, leveraging of data, and the use of new technologies to help us find new ways to optimize our work while maintaining our high level of customer service. Central San runs an internal Innovations competition and in 2020, the Asset Management workgroup received the "Most Efficient" award for the CSO Cleaning Optimizing application and were featured in 2022 for their UV Resource Planning Dashboard. Figure 10: Central San Mission, Vision, and Values Staff actively monitors performance data via software databases, and curated dashboards created in-house. Staff uses these findings to adjust and employ system -wide optimizations. This is to ensure staff operate efficiently and effectively, making strategic business decisions based on accurate real-time data. Central San uses asset management principles for a holistic approach for critical decisions on infrastructure project timing, prioritization, and rehabilitation versus replacement. This approacr ensures vital equipment reliability and operational availability. In service to our customers, our Strategic Goal of Infrastructure Reliability solidifies our commitment to optimize lifecycle costs, maximize asset value, and manage risk when investing in and maintaining our assets. Our Asset Management Program uses data, risk scoring, triple bottom line, decision matrices, 36 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 43 of 192 Page 40 of 186 accountability, and financial modeling to provide visibility into the lifespan and costs of our critical assets. Our Comprehensive Asset Evaluation process expands our Condition Assessment (Planning and Initial Evaluation, Inspection, and Engineering Analysis) efforts to systematically factor in additional drivers (capacity, regulatory, and sustainability/optimization) in assigning RUL for critical assets. Business case evaluations are performed on major projects, using a criticality scoring system for Probability of Failure, Consequence of Failure, and Business Risk Exposure. Along with analysis of maintenance and asset condition data and hydraulic model output, staff created a 100-year sewer rehabilitation and replacement forecast and program. The robust planning, capital improvements, operations, and maintenance procedures have produced record -low overflows. B. ALIGNMENT WITH STRATEGIC PLAN In alignment with the Central San's Strategic Plan, staff defined the objective of our asset management program to be the following: "using technology to optimize the lifecycle of Central San's assets and deliver reliable, high -quality services in a sustainable manner." Table 3 illustrates this plan's alignment with Central San's Strategic Plan. Table 3: Central San's Asset Management Aligned with Strategic Goals Alignment Goal 1 - CUSTOMER AND COMMUNITY: Reduce and minimize impacts to Provide exceptional service residents and businesses by improving and optimizing asset management processes. Participate in citizens Central San Academy. Provide leadership roles in industrial organizations such as CWEA, BACWA, Association of Asset Management Professionals, and RLI. Goal 2 - ENVIRONMENTAL STEWARDSHIP: Recently optimized asset registry and Meet regulatory requirements, promote CMMS process to add regulatory fields sustainability, and identify and reduce to asset registry to improve WOs with contributions to climate change and regulatory assets. Maintain and update mitigate its impacts the recycled water asset registry. Developed application tools to optimize CSO's planning of cleaning schedule. Achieve 100% compliance in all regulations, continue to attain NACWA performance, perform condition assessment of key assets such as Outfall and Steam and Aeration system. Reduce natural gas usage through energy efficient improvements. Track energy usage and explore energy efficient ways to improve such as 37 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 44 of 192 Page 41 of 186 lighting, solar, and HVAC. Continue to monitor KPI's for regulatory compliance. Goal 3 - WORKFORCE DIVERSITY & Proactively plan for future operational DEVELOPMENT: Recruit, educate, empower, staffing needs. Foster relationships and retain a workforce from diverse across all levels of Central San. Inspire backgrounds employee engagement. Develop training videos for CMMS and engage stakeholders. Develop tools and applications to empower staff. Continue developing SOPS and cross - training amongst workgroups. Provide training in different modalities. Attain certifications such as GISP or CRL. Goal 4 - GOVERNANCE & FISCAL Risk -based planning of infrastructure RESPONSIBILITY: Uphold integrity, investments optimizes spending and transparency, and wise financial reduces costly asset failures. Integrate management in an effective governing data from the CWMP and Asset model Management Program into analyzing long-term capital improvement needs. Perform asset valuation. Goal 5 - Safety & Security: Provide a safe, Provide safety training and safety gear secure, and healthful workplace that for fieldwork, participate in Safety, foresees and addresses threats participate and engage in EOC Activation Exercises, participate in the Administration & Engineering Safety IL Team. Goal 6 - INFRASTRUCTURE RELIABILITY: Manage assets optimally to prolong Maintain facilities and equipment to be their useful life by expanding reliability - dependable, resilient, and long-lasting based approaches to managing assets, prioritizing asset lifecycle for rehabilitation and replacement, PM, and inspection. Execute long-term capital renewal and replacement program. Perform condition assessments on critical equipment and incorporate into CIP or maintenance program as appropriate. Protect personnel and assets from threats and emergencies. Improve ACM program, add service contracts to CMMS, KPI's of Shop Metrics such as PM, Safety and Regulatory compliances. Goal 7 - INNOVATION AND AGILITY: Optimize Improve and modernize operations operations for continuous improvement, and through technology and efficiency remain flexible and adaptable measures. Maintain a safe working environment for employees and the public during pandemic. Plan various scenarios such as PSPS, cross train staff and implement succession planning and staff advancement. W. Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 45 of 192 Page 42 of 186 C. ALIGNMENT WITH FINANCIAL PLAN (BUDGET), CIP MASTER PLAN, AND TECHNOLOGY MASTER PLAN To provide high -quality, affordable services to its customers at fair and reasonable rates, staff took a prudent and proactive approach to financial management and long-range planning, reflected in financial Board Policies and Strategic Goal of Governance and Fiscal Responsibility. To understand the total cost of providing the service of operating a complex system, staff conduct annual financial workshops, budget adoptions, and updates of the Ten -Year Capital Improvement Plan (CIP). Through prudent financial planning and spending, Central San demonstrates fiscal responsibility to ensure that the rate structure will support ongoing and future needs to maintain high -quality customer service, comply with emerging regulations, and renew and replace aging infrastructure. The condition assessment of assets aims to validate and inform the prioritization of capital improvements. Central San uses video inspection and feedback from cleaning crews to evaluate the condition of its 1,500-mile network. Data analysis is conducted by engineers to develop the CIP and the Capital Improvement Budget (CIB). Central San uses a risk -based analysis to develop sewer rehabilitation and replacement rates and budgetary estimates for preparing the 10-year CIP. Central San uses risk -based asset management software that leverages existing GIS and CMMS data, hydraulic model output data from Innovyze's InfoWorks hydrodynamic model, CCTV, and sewer cleaning data. The Technology Master Plan is in progress, and the Asset Management workgroup will work with IT staff and consultants to develop a technology roadmap for GIS and Asset Management. 3. STAKEHOLDER ENGAGEMENT AND COMMUNICATION PLAN A. STAKEHOLDER ENGAGEMENT Engagement with stakeholders is key to a successful Asset Management implementation and program. Effectively engaging and communicating with Central San's stakeholders is a priority and an essential element within ISO 55001. In collaboration with appropriate stakeholders, staff developed procedures, workflows, criteria, asset information, and various applications to help staff be more proficient in their jobs. Below is a list of how staff engage with each Department and its divisions. B. INTERNAL STAKEHOLDERS Table 4: Central San's Asset Management Stakeholders Office of the Sets the policies for the Asset Management Plan General Receive asset management activities and updates Manager HR provides info for Cityworks employee labor costs 39 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 46 of 192 Page 43 of 186 • Internal Audit conducts performance and internal control audits in various areas including related to Asset Management and the overall objective of safeguarding assets Office of the 0 Requests service boundary for County Board of election, public data Secretary of the request, and record documents District 0 Request boundary by District elections and web map application to find divisions based on addresses Finance & 0 IT provides support for software acquisition and licensing, infrastructure Administration support for servers and databases Department Engage with Material Services to develop Spare Parts Application for Operations • Our website shows construction project -specific information such as descriptions, maps, and contact info. The project -specific interactive web maps show mains with construction method and locations of the construction • Risk Management holds an EOC exercise, where GIS participates, and GIS and Asset Management services are requested to provide asset and maintenance history for risk -related requests • Risk Management uses Cityworks to manage its security assets, such as video cameras, card readers, and alarms • Finance works with the Asset Management group to advance the interface and tracking of assets for financial reporting, security, and asset manaaement purposes Engineering & GIS/Asset Management workgroup provides support and Technical development of Permit Counter Report to find parcel information, Services access application/permit notes and inspection activity or Department environmental compliance monitoring, and access easement documents and development reports • The Oracle Public Sector Community Development module requires GIS Map services of address points with sewer mains and parcel information • Mainline review sends Developer Jobs for GIS/Asset Management review to ensure data spatially aligns with current assets • Provide sewer renovation risk rankings and recommended sewer renovation rates and budgetary estimates using InfoAsset Planner • Provide flow data and perform capacity evaluations using InfoWorks and a small diameter hydraulic capacity tool • Develop and carryout new programs and inspection projects aimed at generating additional likelihood of failure data for assets and improved logic for understanding asset risks • Recycled Water Planning group tracks inspections using Cityworks • Asset Management and Maintenance staff engages with Capital Projects Division staff to update the asset registry for the acquisition and disposing of capital assets for both Collection System and Treatment Plant capital projects • Survey in Capital Projects Division provides scanning data, orthophotos, and topographic features and linework • The Environmental Compliance GIS database of businesses in Central San's service area Is hosted and managed by Asset Management 40 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 47 of 192 Page 44 of 186 • Engage with Regulatory Compliance Group to continually update assets that are tied to various compliance regulations such as Title V, Title 22, NPDES, and BAAQMD • Regulatory Compliance Group uses the Title V Instrument Work Order Report to ensure all instruments used to demonstrate compliance with Title V requirements are being routinely calibrated • Engages with Laboratory work group to update lab assets in the asset Operations I • The CSO, Plant Operations, and Maintenance Divisions use CMMS for planning, scheduling, and executing work and report analysis • CSO uses CMMS to schedule cleaning, record cleaning results and CCTV data, map updates and create WOs for scheduled and unscheduled maintenance • Treatment Plant Maintenance uses CMMS for planning and scheduling, Failure Reporting Analysis and Corrective Action (FRACAS), Predictive Maintenance and Asset Condition Management Programs, monitoring, and reporting • Treatment Plant Operations uses CMMS to create WOs and inspections. In progress, Asset Management is engaging with Operations staff to digitize Operator Rounds using new CMMS interface • Plant Maintenance has a project to migrate Pumping Stations to use CMMS • Continuous training and development for staff All staff uses Geoportal, which consists of web applications for the entire District, to use and search for asset management documents. C. EXTERNAL STAKEHOLDERS Stakeholders Asset Management Engagement Rate Payers Provide maps such as Pharmaceutical Drop-off locations, service area maps Water and Wastewater Organizations Partner Agencies Consultants • Participate in organizations related to asset management or GIS discussions such as Esri's or Cityworks regional user group, Esri's Leadership Utility Enterprise Agreement User Community • Participate in Bay Area Clean Water Agencies Asset Management (BACWA) InfoShare group and Asset Management Professionals • Develop working relationships to exchange GIS data, ideas, workflows, and strateaies • Provide data and maps as requested and work with consultants on proiects 41 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 48 of 192 Page 45 of 186 D. STAKEHOLDER COMMUNICATION PLAN COMMUNICATION GOALS AND OBJECTIVES Communication across the organization and externally brings awareness to assets and asset management systems. • Have a common understanding of the purpose of asset management and its processes and acquire the necessary resources for the success of the program • Understand internal and external stakeholder expectations • Communicate AM progress, risks, and related information • Promote AM awareness • Facilitate/promote cross -functional collaboration • Inform and educate process for gathering accurate data/information • Communicate and work together to ensure alignment and consistency with Central San Strategic Goals and Asset Management Policy • Avoid duplication of efforts and data and avoid departments working in silos • Avoid creating multiple asset registries • Communicate when performing system and software upgrades or improvements and provide ample time to alert of potential outages Email cityworks@centralsan.org, geoportal@centralsan.org Meetings User Group or stakeholder meetings to discuss Asset Management Training (group or Invest in People and Training individual) and and provide video training to Training Video Central San's video distribution Cityworks Tools & J� Dropdown menu in Cityworks Reports linking to applications such as 7 Spare Parts and reports to download Dashboards Dashboards with indicators, KPIs, and benchmarks for CSO and Treatment Plant San Central Internal Central San website website Email for Cityworks and GeoPortal support, data updates, and any requests Monthly meetings with stakeholders and Asset Management workgroup Plant Maintenance meetings with the Warehouse Ensure staff has an informed and confident workforce about GeoPortal and Cityworks workflows User -requested reports for assets, reserved assets, key performance indicators (KPIs), benchmarks, map updates and others Distributed to group members in divisions Website to distribute general information and any frequently asked questions 42 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 49 of 192 Page 46 of 186 A. GRAVITY SYSTEM The gravity system has about 1,500 miles of pipe, ranging in diameter from 4" to 102". Central San owns 76 miles of wastewater trunks and interceptors ranging from 24" to 102" in diameter, which accounts for 5% of the collection system. The typical lifespan of large -diameter sewers ranges from 50 to 150 years, depending on pipe material, hydraulic, operating, and environmental conditions. Most sewers are 8" in diameter, with an aggregate length of 68% of the total system. Clay and plastic materials are the most common, each accounting for about one-third of the system length. Concrete pipes make up one -quarter of the system length, with ferrous metal pipes at less than 10%. The oldest sewers were constructed in the early 1900s and are still in service. However, overall, the system is relatively young, with more than 50% installed between 1960 and 1990. B. FORCE MAIN SYSTEM Central San maintains 31 force mains with a combined length of approximately 24.8 miles ranging from 1 " to 30" in diameter. The smaller force mains, 1 " to 4" in diameter, are located in northwest Orinda, where several parcels have private pumping/lift stations. More than 65% of the force mains consist of metallic materials prone to corrosion. The typical lifespan of force mains ranges from 50 to 100 years, with over half of the existing force mains installed 40 or more years ago. C. PUMPING STATIONS 43 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 50 of 192 Page 47 of 186 Central San owns 15 pumping/lift stations and maintains an additional three by contract. The pumping stations range in-service requirements from only one residence and a few hundred gallons per day to 10 MGD in dry weather. D. TREATMENT PLANT The treatment plant includes a Headworks influent pumping, pre -aerated grit removal, primary sedimentation, primary effluent pumping, activated sludge secondary treatment, and ultraviolet (UV) disinfection. The treated effluent from the treatment plant is discharged into Suisun Bay or treated further for recycled water use. Tertiary filtration produces Title 22 recycled water for on - site use, irrigation, and other recycled water uses within Central San's service area. The wastewater treatment plant's solids processes consist of secondary sludge thickening with dissolved air flotation thickeners, centrifuge dewatering of blended primary sludge and thickened waste -activated sludge, and incineration of the blended sludge. Incinerating blended sludge requires cofiring with natural gas or landfill gas. Approximately 90% of the treatment plant power demand is satisfied using onsite cogeneration with a 3.5-megawatt natural gas turbine, and the remaining power demand uses imported grid power (electricity). Waste heat is recovered from the incinerator and cogeneration turbine. The waste heat generates more than 70% of the treatment plant's steam demand. Auxiliary boilers supply the remainder fired on natural or landfill gas. Approximately 90% of the plant's steam demand drives the aeration turbines that provide oxygen for the secondary treatment process. 44 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 51 of 192 Page 48 of 186 E. RECYCLED WATER The treatment facilities include coagulant addition, sand -anthracite filters, chlorine disinfection, and storage. The distribution system was constructed in the late 90s to serve nearby Concord and Pleasant Hill areas. Additional service connections have been added over time, and the mains were extended in 2012 to serve additional customers in the Concord area. Central San owns and operates aboutl3.8 miles of active distribution piping ranging from 1 to 24 inches in diameter.13 miles of distribution piping ranges from 2 to 42 inches in diameter. The majority is concrete mortar lined and coated steel or polyvinyl chloride (PVC). F. GENERAL IMPROVEMENTS The General Improvements Program primarily concerns property, administrative buildings, and management information systems. These include office buildings, fleet, IT infrastructure, and software. Buildings or equipment dedicated to the collection system operations or treatment plant are included in those CIB programs for funding purposes. 4. STATE OF THE ASSETS A. COLLECTION SYSTEM An evaluation of the condition and performance of collection system assets was completed in 2016 with the CWMP (Carollo Engineers, 2017). Additional details can be found in: TM CS-14, Collection System Condition, and Risk Assessment 45 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 52 of 192 Page 49 of 186 • TM CS-20, Capacity Analysis Results Overall, the gravity system is in good condition with a low likelihood of failure (LOF), as shown in Table 14.7 of TM CS-14 and republished below: ■ 1 - Like New ■ 3 - Good ■4-OK ■ 6 - Fair ■ 8 - Poor ■9-Bad ■ 10 - Very Bad Figure 11: Condition of the Gravity Portion of the Collection System Central San completed additional pumping station condition assessments from November 2015 through early 2016 as part of the CWMP (Carollo Engineers, 2017); for more detailed information about the program, see TM-CS-14, Condition and Risk Assessment, Appendix A. These comprehensive condition assessments identified several structural, mechanical, electrical and instrumentation improvements. Thus, to address aging infrastructure and reliability needs, Pumping Station Upgrades, Phase 1, replaced the electrical, mechanical, and backup power equipment at the Moraga, Flush Kleen, and Orinda Crossroads Pumping Stations. The project upgraded electrical and controls for the new electrical wet weather pumps, including new switchgear and variable speed drives; upgraded backup generators and automatic transfer switch improvements; replaced wet weather diesel engine driven pumps with electric motors; reconditioned or replaced pumps, valves, and gates; replaced/added surge tanks; replaced six dry -pit pumps with new submersible pumps, and added grinders to the Moraga Pumping Station. Pumping Station Upgrades - Phase 2A will begin for the needed structural, electrical, and mechanical equipment replacements at the Maltby and Fairview Pumping Stations. The scope consists of the installation of two new 12.4 MGD sewage pumping stations and includes, but not limited to, heavy civil, mechanical, electrical, instrumentation, and controls, installation of new PG&E services, demotion and decommissioning of the existing pumping stations. Phase 2B will be electrical and mechanical replacements at the Martinez Pumping Station. 46 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 53 of 192 Page 50 of 186 San Ramon Electrical Upgrades will address electrical deficiencies identified at the San Ramon Pumping Station for the daily operation of powering wastewater pumps or to power the entire pumping station during PG&E power shut-off conditions. The electrical equipment includes several variable frequency drives, the automatic transfer switch for standby emergency generator power, and the main electric service entrance (service entrance) for the pumping station. In February, an annual report on sanitary sewer overflows is presented to the Board. There have been no significant operational issues over the last three years, and sanitary sewer overflows were reduced over the previous ten years. In the calendar year 2021, Central San had 26 overflows, which averaged 1.69 overflows per 100 miles of pipeline. Central San's SSO rate is below the statewide average of 3.9 and the Bay Area peers' rate of 5.2. Table 5: Total Overflows by Year Central San has held an average of 31 overflows per year over the last 7 years. Situations arise where Central San cannot predict the overflow. For example, heavy rainfall during the winter of 2016-17 caused a storm drain failure in Orinda that also washed out a road and underlying sewer, which is not a situation that Central San can prevent. These situations occur periodically, and Central San has emergency response procedures (see Operational Resilience and Disaster Preparedness) to address them as quickly as possible. CSO also uses the "Sanitary Sewer and Backup Response Plan" as required by the WDR. B. TREATMENT PLANT The treatment plant has the highest level of risk due to the poorer aggregate asset condition. This is expected since equipment assets have service life estimates of 10 to 40 years, whereas piping assets in the collection system range from 75 - 100+ years. Furthermore, most of the treatment plant was constructed in the late 70s, so it is natural timing for many mechanical assets to require replacement. 47 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 54 of 192 Page 51 of 186 The most recent condition assessment was completed for the Steam and Aeration Blower Systems Renovation Project. Another summary of existing facilities was completed in 2016 with the CWMP (Carollo Engineers, 2017) in TM TP-5, Existing Facilities, and TM TP-9, Condition Assessment. The capacity evaluation in the CWMP reviewed capital needs over 20 years. That study found the need for facility improvements will include both capacity and infrastructure upgrades to account for additional wastewater and wet weather flows. Wet weather improvements are needed regardless of population growth to provide reliable collection and treatment of wastewater through severe storms. The treatment plant was primarily built in the late 1970s and modernizing it will include investing in new technology and addressing increased energy and power demands. To ensure long-term reliability and efficiency, the assessment concluded: • Not necessary to build a new treatment plant. The plant has a solid foundation and will require primarily mechanical, electrical, and instrumentation improvements to address aging assets that are in poor condition, unreliable, or increasingly costly to maintain. • New solids/energy projects will be developed to ensure Central San provides reliable solids handling facilities and invests in sustainable solutions while reducing its energy footprint and general operation and maintenance costs. • UV System Replacement with modern controls to modulate electrical demand on flow and water quality characteristics, and built-in cleaning wiper blades to reduce staff time while maintaining efficient performance. • Improved instrumentation and power monitoring are recommended to help identify opportunities to reduce energy demands and other operating and maintenance costs. Capacity -related projects for the treatment plant include: • Filter Plant Expansion: Add a chlorine contact tank and expand support equipment. Add filter pretreatment upstream of the filters, optimize existing filters, or install new tertiary membrane filtration to meet Concord Community Reuse Project Title 22 recycled water demands when they occur. • Secondary Treatment Hydraulics: Add secondary clarifiers to increase peak hourly wet weather (PHWWF) capacity and a mixed liquor splitter structure to split between clarifiers evenly. • UV Hydraulics: Add low lift pumps and a parallel final effluent pipe to the UV channel. • Primary Expansion: Add two primary sedimentation tanks and a pre -aeration tank to reduce surface overflow rates and improve performance. Current Treatment Plant Projects to address the above assessments: • Most of the current UV system has been in service for twenty-six years and requires substantial maintenance, lamp replacement, and frequent chemical cleaning of UV banks. For wet weather operations, the UV system only has a capacity of approximately 90 to 100 MGD instead of 127 MGD. The reduced capacity creates a hydraulic bottleneck in the secondary treatment processes, limiting the discharge of disinfected final effluent during the peak wet weather events. District Project (DP) 48 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 55 of 192 Page 52 of 186 100012 (UV Project) will execute an agreement for the planning and pre -design services for the UV Project. Aeration Basin Diffuser Replacement Project (DP 100019) will increase process effectiveness and ideally reduce sludge volume index (SVI), leading to more capacity in existing clarifiers. Bringing south selector back online will allow for step feed operation maintenance on north selector which has been in service since the 1970s. North mixed liquor channel gate replacement will provide operations with control of flow split to north and south clarifiers. Central San has met 100% compliance with our NPDES permit for 22 consecutive years and was recognized with a Platinum Peak Performance Award from NACWA. C. RECYCLED WATER The Recycled Water program can be divided into two main categories: treatment and distribution. The most recent summary of existing facilities was completed in 2016 with the CWMP (Carollo Engineers, 2017) in TM TP-10, Recycled Water. The distribution system has pipelines ranging in age from 3 to 42 years. Assuming a useful life of about 60 years, the system is in relatively good condition. However, the Recycled Water Model Update and Hydraulic Analysis (West Yost, 2019) noted that the recycled water distribution system was experiencing transient pressure in some areas of large demands due to system configuration. Staff have begun to assess isolation valves in the distribution system and believe that there are some valves that are in poor condition that will require replacement. Most tertiary treatment facility assets are in fair to poor condition due to their age and shorter service life. The distribution system is in good condition, with the service life being longer on average, and installed more recently than the treatment facilities. The CWMP recommended improvements to the filter plant and clearwell due to aging assets and recommended expanding the filter plant to meet near -term demands. On May 3, 2018, the Board authorized an agreement with Stantec Consulting Services, Inc. (Stantec) to provide design services for the Filter Plant and Clearwell Improvements Project. Stantec reviewed the facilities' condition and provided disinfection alternatives, hydraulics, seismic assessment, process and automation solutions, and alternative filtration technology information. Staff and Stantec took a long-term approach to this project and evaluated the possible impacts of future projects, including the Concord Community Reuse Project and the Water Exchange Project. The team assessed Central San's immediate needs when looking at possible solutions. The needs included the most critical items that require replacement to restore reliability but would not conflict with or potentially leave stranded assets when other projects are implemented, like the Water Exchange Project. Several recent failures have shaped and focused on staff recommendations for recycled water facilities. The east clearwell cover experienced failures leading to a repair project that included decommissioning the east cell and making improvements to allow the west cell to operate. In 2018, a high -voltage (12kV) electrical feeder from Substation 82 (Central San's main PG&E interconnection) to Substation 40 at the Filter Plant failed. Substation 40 experienced another failure in early 2019, which triggered a cascading series of events that led to a 16- minute, plant -wide power outage. These incidents reflect that, despite the staff's good operation and maintenance practices, the recycled water facilities are 49 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 56 of 192 Page 53 of 186 showing signs of significant deterioration, which is starting to impact reliability. Staff recommended dividing the Filter Plant and Clearwell Improvements Project into three phases, with the most critical elements proceeding first, as follows: • Phase 1 A (immediate replacement needs): Electrical renovation, recycled water storage tanks, clearwell pump improvements, rehabilitation of one of the four existing filters (additive bid item), and Basin C modifications. • Phase 1 B (within five to ten years): Rehabilitation of the remaining three filters and the Filter Building, other electrical replacement, upgrades to the Applied Water Pumping Station (AWPS), hydraulic improvements to bypass the Forebays, and adding a chlorine contact basin. This phase would complete the remainder of the renovations to meet the long- term needs of the plant and Zone 1 customers. • Phase 2: Improvements to provide additional recycled water supply to serve the future Concord Community Reuse Project. Repair and replacement needs for the recycled water distribution system are being evaluated. There are no major projects currently underway. D. GENERAL IMPROVEMENTS The General Improvements Program is primarily concerned with property, administrative buildings (Headquarters Office Building (HOB), Annex, HHW, and Bays), management information systems including information technologies (IT), asset management, and new equipment and vehicle needs of Central San. Improvements were made to the HOB in 2013, and a new CSOD building was constructed by the summer of 2012. Seismic improvements were also made to the Annex and HHW buildings. Most of these assets are in good condition. Replacements or improvements are scheduled in the CIP. E. CIP PRIORITIZATION - LINEAR ASSETS Gravity sewers were analyzed using InfoAsset Planner analysis software and completed in 2020 for the CWMP (Carollo Engineers, 2017) and described in more detail in TM CS-14, Collection System Condition, and Risk Assessment. This InfoAsset Planner model combines GIS data for the gravity sewer pipelines with CCTV results and maintenance records to calculate the likelihood of failure scores for each pipeline. Additionally, the model assigns COF scores for each pipeline based on other risk factors such as proximity to railroads and surface water. The scoring approach used in the model was developed in a series of workshops conducted between February 2016 and July 2016 and has been subsequently enhanced to reflect improvements and feedback from staff. In FY 2017-18, the Planning staff implemented the system on in-house servers with the assistance of GIS staff. The Associate Engineer in Planning is the system steward, with support from the GIS staff, to establish the data links to the GIS, CMMS, CCTV, and Hydraulic Model. Figure 12 shows a screenshot of the gravity system prioritized for replacement. 50 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 57 of 192 Page 54 of 186 InfoMaster Results-0RAFf l; r ., \ ."' � .�` 0 — Replace 00-05 0 Replace OS-10 — Replace l0-20 I� r. .. - .. �. A. f 0 Replace 20-30:..- vkA" Replace 30-50 i, L ? A I 0 Replace50-75 0 — place 75-100 Re- ah Rep{ace 100+ > M ❑ sewer _ _ zy � - - - ` ddf / � . ❑ Parcels - � ! � ' '� �) _ _ \� ❑ Map Grids - --� � 0 Ad.ini lratlVe Boundaile5 ❑ Reference , � �� f .,..- . - '4 \ 0 easemaps f '+ Figure 12: CIP Prioritization Screenshot F. CIP PRIORITIZATION - VERTICAL ASSETS The CWMP (Carollo Engineers, 2017) identifies a summary of the immediate and future needs for improvements to the wastewater treatment plant in TM TP-12, Immediate and Future Needs. The requirements were derived from the following: • an evaluation of the baseline treatment performance, • the physical condition of major facilities, • projected flows and loads, • the treatment capacity required to meet current discharge requirements, and • the capacity to meet future discharge regulations for effluent total inorganic and nitrogen levels. While TM TP-12 has provided direction to the Engineering & Technical Services Department for future capital investments, a prioritization model was not developed that could be handed over to Central San staff. Since needs and constraints may change over time, the Asset Management Section should develop a simplified strategic forecasting tool using existing software tools and data from the asset registry and the CMMS. A conceptual process map for this tool is shown in Figure 13. 51 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 58 of 192 Page 55 of 186 TP'Fleet 4 PIC - t LM = U3F-[arerhaul Cord;t� x7 dw=+%F krwim 5== c:'1: Urfa-mrr))-10 M J E13L = Candiuon Datc EDL-mverluul + L0F{10 date+%t5erwirz Service Lirr'3iril UFL'M3 Figure 13: Conceptual Process Map for CIP Prioritization for Vertical Assets Install Date Overhaul Date Service Life (yra) Cond itivn Scare (1-10D) Conclrtion date OOF 11-10) LOF (1-10) BRE 11-1001 ADD: Repl Driver (Aging Inf, Sustain, Reg Capacity) ADD: End of Life (EOL) f4aa: Risk Category ADD: CIP Bucket Default driver is anrinhaAruLturr. For FlectTahks, use Purchase D2te iiinsteod of Instal Date_ If E 4 L K today, then IMF = 10- 52 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 59 of 192 Page 56 of 186 Central San implemented an enterprise GIS-centric and reliability focus AM System. Staff aims to systematically capture assets and their attributes in an enterprise relational SQL database and integrate business systems whenever possible. This section describes software platforms, data infrastructure, how staff models data, and data management strategies. ifowbift ICNI InfolMaster Hydraulic Capacity r.. Risk Mad el Made) Prioritized Capleal Plan ORACLE Enterprise Resource Planning • krmnlA •A—r.Jm LY.,.Ivur. Lh�d U. Spare Parts Management Tad A. GEOPORTAL Ar[GIS Iry EMarprlsa Geadatabases and Map Scrvicas ice_ VertiGIS Studio 'MSe Web Mapping Applialioat I I } Da ument Management l F� I I CCTV lmmLc'tlanf Cbndkion Aries ert I DG-SNAARF bNA' Pla r t Con? rol Svo-tcm ISCd,UAI 6J#2 ArrtfkmMan 14. m Adabe ColdFusim Js •mK kaPurls, SP+rr r.n. r��nW,mrM local USA NurLb SitLuoefl Data flaw — Web hyperlinks �.... Map Services Figure 14: GIS Platforms, Infrastructure, and Data GeoPortal is an invaluable resource for staff across the organization. GeoPortal has two main sites: (1) Central Portal focused on the horizontal assets (collection system and recycled water distribution), and (2) Treatment Plant Portal focused on the vertical assets (treatment plant, pumping stations, and general facilities). Staff can click on a map feature to display its details, as shown in Figure 15, and access external databases such as record drawings, inspections, and maintenance history via embedded hyperlinks. In addition to panning the map to view assets or selecting the features to access linked datasets, staff can also use the search tool by entering a whole or partial address, parcel number, or facility ID. Each asset has a GIS ID automatically assigned by the system to ensure all assets have a unique identifier. Each asset also has a facility ID, a semi -intelligent naming system that concatenates the Central San's map grid, structure type, and structure number to create a common name for the asset familiar to staff. For example, a facility ID of 75A2-M47 indicates a maintenance hole 47 is on Central San map quadrant 75A2. 53 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 60 of 192 Page 57 of 186 Maintenance crews can view pipes to target cleaning needs, provide quality cleaning, avoid issues such as stuck rodding rods, identify potential hazards, and evaluate causes and options for dealing with overflows. Engineering staff uses the information to prioritize and design capital projects. Permit Counter staff access to current information to assist the customers with permits and respond to inquiries. Central Portal Central —a A to G—paed tnl fia. Navigation Toals Link A r5;1 0+ 0 0 U1 h. Con1—m In—V. Pnvious Erent Hest Eaent —1. Zmnan Pan nmhnads Plot CooNinates a —Map oixla�me legem Layers NI IaYers ❑� Sewer Main — ® sewer } Faolily l6. 75f 2-M4]/]SA2-M2J } 0 arnia Sewer Features _ Materiel: Vitrified day oianteter: e• Length: 291 } ❑ Pnvate Sewer Features Vew Mdtotwl geta1- } 0 OuHall — 0 aoaeaningwegaeneie: 2 — 1M.Mh-Hydmtlush ] 0 — 1M.mh-Radding ] 2 —. 2M.mh-Hydrtlush ] 0 2M.mh-Radding ] 0 —• 3M.mh-Hydmtlush 3 Marth-Ratldng ) 5Marrth-Hydmtlosh 5 Marth-Ratldng ) 0 —• UMorth- Hydrofiush 5 0 UMonth-Radding ) } 0 omrN—dstoppage ❑ adHswy ❑ El —on Poia 0 layers T.P. p 3p spry httpn//geoappacentralean.org;HtmlSVlewerllndex.ht—i---CentralPortal. CentralP—W Figure IS: GeoPortal Web Application Additional reports linking to map features include: • Asset Details • Record Drawings • Right-of-Way/Easement Documents • O&M Manuals and Shop Drawings • Environmental Compliance Inspections • Permits • Condition Inspections/Assessment Results (i.e., CCTV Data) • Assessor Parcel Maps • Maintenance Records • Hydraulic Analysis Results Search... Q I sign out , GeoPortal allows staff to turn on/off combinations of layers and base maps to display their needed information. 54 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 61 of 192 Page 58 of 186 Map layers available through GeoPortal include: • Collection system assets - including structures and pipelines, and pumping stations • Treatment Plant civil, mechanical, electrical, instrumentation, and controls assets • Waterways • Roadways • Administrative Boundaries • Parcel Boundaries • Right -of -Way and Easement Boundaries (as available) • Other Agencies' Utilities (as available, such as water, stormwater, and power) Datasets or reports associated with map features include: • Parcel -related information includes: o Permit Records o Rates & Fees o Assessor parcel information o Environmental Compliance activities such as source control program inspections o Right -of -Way and easement documents Base maps available through GeoPortal include: • Aerial imagery • Topographic maps • Street view Central Portal Navigation Toals Links + Sewer Main = x < Hyperlinks n �- Job ReporVRe rd Drawings + �1 I CCN Irwpections MairHereue[nfom,ateon 1 � Details 3,c rw Faciliryldemifrer �aPsi 75A2-M28%75A2-M47 2� Mall Gate , 01/01/1948 Material , Vitrified Clay Diameter 9 6" A Recorded Length 137 Job Numbers X1552 Main Status Active a� lJpstream Elevation 0 LbwnAh Elevation 0 slope N/A Camments/7Jotes v Q Figure 1 b: GIS - Additional Details for Asset Search... C j gn o t et I 6 of land Managem t 15, ri, HERt•. GarmiR INCREMENT P,Ip, USGS, EPA,,. R 55 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 62 of 192 Page 59 of 186 Another tool within GeoPortal allows staff to plot the coordinates, i.e., the mouse position's latitude and longitude values, which staff can use when reporting SSOs to the State Water Resources Control Board. B. MAPPING CUSTOMIZATION FOR FIELD STAFF During the replacement of the GIS software, GIS staff conferred with CSO staff and other workgroups to develop map "themes." These "themes" tailor the viewable layers and labels to meet the needs of the individual work groups. In addition, feedback was solicited on symbology and labels so the most valuable attributes are easy to view by field staff. For example, the label along a pipe displays the diameter, material, and length of the pipe segment from structure to structure, is valuable information for cleaning crews. C. MAP UPDATES GIS staff updates the collection system maps with record drawings from Capital Projects and Central San inspectors. Construction inspectors submit the mainline extension projects. Changes are usually made within a few months of completion of the work, but the maximum update interval goal is one year. Other datasets, such as aerial imagery, are updated as they become available. Any staff can submit map updates via a typical e-mail using the address geoportal@centralsan.org or from web forms accessible within GeoPortal that the GIS group monitors. Field staff can also submit map update requests through the CMMS. Work Orders include a field where staff must select yes or no for "GIS Update." An inbox for these submissions is monitored by GIS staff, who then update the GIS accordingly. The CMMS software maintains an audit log containing the date, time, and staff names. D. ASSET INVENTORY: SINGLE ASSET REGISTER As stated above, in the late '90s, two full-fledged CMMS programs were for different workgroups. The POD, responsible for operating and maintaining the facility that cleans an average of 34 million gallons of wastewater per day, used Mainsaver. The CSOD, responsible for cleaning, maintaining, and repairing the over 1,500 miles of underground pipeline that makes up Central San's sewer system, used a Sussex program that Accela later purchased. This version of the software did not have mapping capabilities, so the GIS and mapping team maintained a separate dataset of the collection system from which to create maps. Keeping the two datasets synchronized and reconciled proved difficult, which led to inconsistency in the data. These data inconsistencies, the customizations in the CMMS program that forced version lock, limited functionality, data duplication, and historical WOs/inspections connected to incorrect assets were persistent and messy problems. Moreover, the CMMS that CSOD used was no longer vendor supported. Central San chose to consolidate work management and migrate into a single GIS-centric, vendor -supported solution to manage both systems and staff resources effectively and integrate 56 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 63 of 192 Page 60 of 186 different software platforms. The solution allowed integration with additional programs and tools to expand the AMP beyond essential maintenance management and data capture. Today, Central San has a single asset registry for Collection Systems, Treatment Plant, Fleet, and Recycle Water Distribution. The asset registry is the foundation for all asset management practices and is a living tally of all Central San's physical assets. The asset hierarchy shows relationships between assets in the registry, whether by process or physical relationship. Agencies may have multiple asset registries amongst different departments, developed over time, requiring custom integrations and continual reconciliation efforts to keep them updated and synchronized. As a result, metadata issues arise with multiple terms used for the same assets or various names for different work categories. An important goal was to improve business processes and reduce data errors by reducing registries and CMMSs to a single database. Central San maintains a comprehensive asset registry to facilitate asset lifecycle management. Attributes were added to the asset registry to track the asset cost, condition, likelihood of failure, consequence of failure, risk, and other data used for asset management. Central San continually identifies, collects, and provides comprehensive QA/QC screening of relevant data and applies sufficient analyses to turn that data into knowledge that supports sound, evidence -based decisions. This asset registry is in a SQL relational database with versioning, multi-user editing, and different editing privileges. The Collection System data model uses Esri Local Government Information Model (LGIM) based on the Geometric Network for horizontal assets. The LGIM incorporates many best practices for water and wastewater utilities and is configured to Central San's needs. The LGIM makes deploying and updating maps and applications more efficient and facilitates sharing data with partner agencies through standardization. The geodatabase design uses object tables and relationship classes for vertical assets like pumps, motors, and valves at the treatment plant. E. ASSET HIERARCHIES A hierarchy organizes assets to help budget, operate, and maintain those assets. The CIB consists of four programs: Collection System, Treatment, Plant, Recycle Water, and General Improvements. The hierarchy is oriented to allocate assets into those four programs by process, sub -process, system, and asset class, as shown in Figure 17 in the schematic below. Process Hierachy Entity Group: Treatment Plant Process Sub -Process System Geographic Relationship Parent Feature Parent Asset Child Asset Component or Spare Part Figure 17: Schematic of Process Hierarchy and Geographic Relationship The Entity Group is set by the geodatabase schema developed by the GIS staff. Assets shall be in one of the following Entity Groups: 57 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 64 of 192 Page 61 of 186 • Collection System • Recycled Water (ReW) • Fleet • Treatment Plant (includes ReW treatment facilities, pumping stations, and facilities) F. PROCESS HIERARCHY The TPFleet database is the asset database for the treatment plant, pumping station, and fleet assets. For this database, attributes are added to each asset to aid in searching, querying, or analyzing assets based on a process hierarchy. For this, an overall hierarchy was created and applied to each asset, shown in Figure 20Figure 17. Figure 18 shows a report developed to list the assets in each pumping station, filtered on the Process and Subprocess attributes. A similar report was developed for the lab with specific attributes they were interested in seeing, as shown in Figure 19. PXSMZ= CENTRAL CONTRA COSTA SANITARY DISTRICT Asset No Name Breaker (1600A) Breaker(1600A) Breaker(1600A) Hl•,il -San Ramon PS Bridge Mux Gateway - SR PS 120071 HVAC. Control Rm 120073 Refrigerator 120089 Intrusion Control Unit 120090 Security System -SR 12009a UPS, SCADA SR 12nf.!g9 Workstation - San Ramon PS Pump Station Asset Registry for SanRamon Location Asset Class SRPS Generator -MCC Rm Circuit Breaker SRPS Generator -MCC Rm Circuit Breaker SRPS Generator -MCC Rm Circuit Breaker SRPS VF6 Rm GP-1 Control Systems SRPS VFd Rm Control Systems SRPS Office HVAC Equipment SRPS Office Appliance SRPS Office Security Equipment SRPS Office Security Equipment SRPS Control Pnl SR-CP-1 UPS SRPS C nntml Pnl SR-C:P-2 Control Systems Figure 18: Sample of an Asset Report for a Pumping Station 58 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 65 of 192 Page 62 of 186 ©I_CENTRALSAN Laboratory Asset Registry AssetNo Name Install Bate Location Asset Class Condition Condition Date Process Snb-Process System Asset Cost 22231 Sampler, Pn EH (Lab) 1211612014 Pd Sed Basins West -End (Lab) Sampler 10 12l162014 Support Systems Equipment Lab $2,000.W 25060 Influent Sampler 0611412000 Head—,ks East Entrance Sampler 100 W82014 Support Systems Equipment Lab $2,000O0 3140C FE Sampler Booster Pump 03212013 AM Tanks S End Sampler 100 NMO14 Support Systems Equipment Lab $1,200.W 31406 Sampler, Secondary 03212013 AM Tanks W Side Sampler 100 8l82014 Support Systems Equipment Lab $1,000.W 3190C FE Sampler 12102/2014 AIN Tanks S End Sampler 103 WM014 Support Systems Equipment Lab $1,402.00 3209C Pump, HR Booster(Lab) 031092004 T7 Pump 100 NMO14 Support Systems Equipment Lab $5,500.00 34610 Bioassay Trader (Lab) 061D12005 SQuad (Lab) Building Feature 70 WB2014 Buildings Lab Bioassay $102.000OD 34612 Sample Pump, Bioassay Trailer 06101/2005 Bioassay Trailer Sampler 60 W52014 Support Systems Equipment Lab 53.00000 34620 HVAC, Bioassay Trailer 061012005 Bioassay Trader (Lab), Squad HVAC Equipment 40 8rg2014 Buildings Lab WAG $6,000.W 34622 XFMR(Dry)- Bioassay OV0111986 Bioassay Trailer Transformer 60 802014 Buildings Lab Electrical $7.500OD 34525 Tank, Test System, Bioassay 0110111977 Bioassay Trailer(Lab) Shop Equipment 70 8182014 Support Systems Equipment Lab $500.W 35000 Laboratory 0BID62001 Secondary Area (Lab) Building Feature 20 8l82014 Buildings Lab Structures $5,065,000.OD 35001 Eh Fan, East, LEF 1 09222001 Lab Root Fan 30 WM014 Support Systems Equipment Lab $2,030 OD 35002 Exh Fan, East, LEF 2 09222001 Lab Roar Fan 30 NMO14 Support Systems Equipment Lab $2,000.W MOM Fvh Fan Wad I FF Z 09271211t11 I ph Roof fknanirs Fan 3n SAMMd i —r! Su.d— 1 .F 47 Dnn I Figure 19: Sample Report for Assets in the Lab 59 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 66 of 192 Page 63 of 186 Collection Recycled Syst Water Distribution Force Mains Gravity System Primary Treatmen _A Headworks • Influent Pumping • Influent Scre g • Influent Structures Headworks Building ElecMcal • Fire/Life/Safety/Security HVAC • Interior Finishes Plumbing Roofing • Structural Gnt System Pre-Aer Basin :hem Feed Building ElecMcal Fire/Life/Safety/Security HVAC Interior Finishes Plumbing Roofing Structural Sedimentation Pn scum • Pri Sed Basin Pri Sludge Odor Control • Grit Biofilfer • Hwk Foggers Hwk Quads • Pri Calvert • Pri Foggers Secondary Treatment Primary Efflue- • PE Channel • PE Pumping Aeration/ Nitrification • A/N Basins • Aeration System Selector �condary Clarifiers Clarifiers Mbced Liquor System RAS/WAS System Scum System Odor Control • Sec Foggers Pump & Blower Building • Electrical Elevator • Fr./1-if./Safety/Security HVAC • Inlenor Finishes Plumbing Roofing Disinfection & Final Effluent HU UV Basins • U f Cleaning Hypochlofite • Hypo Site I • Hypo Site 2 UV Building • Electrical • Fire/Life/Safety/Security HVAC • Interior Finishes Plumbing Roofing Structural Final Effluent • FE Pumping • FE Structures ouHall Dechlor NA% Sot Filter Plant & ReW FE Diversion • Applied Water Forebay • Influent Valve Structure • Backwash System Fifers • Poly Alum System Clearwell • Cleaiwell Structure • Ind Wafer Dish • ReW/UW System Filter Plant Building Electrical • Fire/Life/Safety/Security HVAC • Inferior Finishes Plumbing Roofing • Structural Solids Support Utilities Buildings Sitework General Handling System Sludge Thickening 7Generafi— Equipment 4737"Bays" CSO CampusDAF Polymer B&G Shop ElecMcal Lantlscapetl AreaDARN Elec Shop •Elevator Non -Landscaped Area • Engr E-1 Fire/Life/Safety/Security Roads & Parking HHW HVAC Security/Fencing/Gates • lmt Shop Interior Finishes Storm Drains Fleet Sludge Blending Fuel System Lab Plumbing Street Gghfing • Carbide Lime System Fuel oil Mach Shop Roofing .Equipment quipmen Mobile E t • ESST LFG MRCh Shop Vehicle • KS System NG op, • Sludge Blending System Propane Safi BdfeS Sludge Dewatering Buchanan N Martinez Campus • Cake Pumps Power Distribution Annex Landscaped Nee • Centrifuge • Cfg Polymer Emerg SWGR Bldg Non -Landscaped Area Roads & Parking Feeders T BUCF1ODan$ Security/Fencing/Gates • MC • MCC 22 • MCC 32 Hardware Plant Control System Q$QD • Storm Drains •Street Lighting InCinefdflOn •MCC 42 Pumping Station • MCC 43 Control System Clyde h MCC 48 Software • Furnaces •MCC 61 Flee} Shop • scrubbing MCC 81 • sub 16 • Sub 17 Concord Industrial • Sub 33 Plant Site Odor Control Sub 34 •Sub 4U HHW •Landscaped Nea • DAF Biofilter Sub 52 Fairview •tuon-Landscaped Area • Packed Towers •Sub 73 Railroad • Sub 81 Roads & Parking • Sub 82 HOB •Security/Fencing/Gates Flush Kleen storm Drains • Street Lighfing Sludge Control runnels Building • Electrical Lower Onnda Lab • Fire/Life/Safety/Security HVAC • Inferior Finishes Seam Generation • Plumbing Aux Boilers Maltby • Roofing Co.en Boiler MRC/Elec/lnsVBG • Heaf Recovery • Steam Piping • Steam Turbines Martinez • Waste Heat Boilers MSB/Meth Sludge Loadout Building Moraga • Electrical • Fire/Life/Safely/Security POB • HVAC Service Air • Inferior Fnishes Dedicated Service Air QFlnda Crossroads • Plumbing Plant -Wide Service Air Roofing Water Systems San Ramon W Solids Conditioning zw BUldling 3WHP • ElecMcal 3WLP/F Sleepy Hollow Elevator • Fire/Life/Safely/Security HVAC Inferior Finishes • Plumbing viaRoble Roofing Wagner Ranch(pvt) Wilder Lower (pv}) Wilder Upper (pvt) Figure 20: Process Hierarchy Pumping Stations 60 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 67 of 192 Page 64 of 186 I. GEOGRAPHICAL RELATIONSHIPS In the TPFleet geodatabase, parent IDs are assigned to assets to create a geographical relationship. The assignments allow staff to find related assets to assist in their work planning, e.g., a valve on a blower. J L. _Q Filter (1) I....L]4g 71183 Inlet Filter, Ash Vac Blower 1 p..E) Valve {3] ....L]4g 71234 Iso Valve Ash Blower 1 Fit 1 ....L] 71231 Iso Valve Ash Blower 1 Fit 2 I....L] 71232Iso 'Valve Ash Blower 1 Supervac ] 71154 Ash Var Blower 2 ] 71176 Ash Var. Blower 3 ] 73D42 Dry Poly Unit 1 BIcwer ] 73d52 Dry Poly Unit 2 BlaaeF ] 74186 Ash Dust Bin Coll Blower Figure 21: Geographical Relationship for the Ash Vac Blower 1 II. ASSET ATTRIBUTES For the TPFleet geodatabase, the asset management data includes: • Condition Score • Condition Date • Last Overhaul Date • Purchase Date • Warranty Date • Cost Center • Process • Subprocess • System • COF - consequence of failure • POF - probability of failure • BRE - business risk exposure (product of COF and POF) • Asset ID • Asset Position Number • Parent ID G. DATA MANAGEMENT STRATEGIES The way staff manages spatial data elements and layers are: acquiring good data; storing the data in the enterprise relational databases; integrating with business systems whenever possible; using a GIS-centric approach; sharing the data with Central San staff via user-friendly web and mobile applications; and ensuring the health of systems with analytics. The following provides more details about how staff accomplishes this: Good Data: M. Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 68 of 192 Page 65 of 186 • Attempt to achieve high data accuracy with position and attribute consistency • Ensure sewer and water network topology and connectivity • Use Esri's Data Reviewer to QA/QC multi-user edits • Use Attribute Assistant and rules and domains to ensure data consistency • Use land surveys, high -resolution aerial photos derived from photogrammetric methods, and Engineering drawings whenever possible • Allow maintenance planners to edit maintenance data to ensure up-to-date information • Developed and implemented an asset hierarchy and data standards • Update spatial and attribute data when there are changes and construction improvements • Developed a user feedback protocol via web applications or email Enterprise relational database: • Use relational enterprise database with versioning, multi-user editing, and editing privileges • Created an asset registry for the horizontal and vertical asset assets following developed asset hierarchy and asset standards • Expand spatial data with related tabular data Integration with business systems: • Consolidated work management and migrated to a GIS-centric, vendor -supported solution that allows integration with GIS and other programs or tools • Integrated with GIS-centric CCTV inspection platform • Implemented GIS-centric utility location (Underground Service Alert (USA)/81 1) ticket handling with and new positive response requirements • Integrated with ERP Permit Module • Providing data and support for modeling risk -based analysis and hydraulics capacity modeling Sharing Data: • Create and publish layers for various applications to consume • Developed a user-friendly web application called GeoPortal to empower staff to search for assets and view asset management documents, reports, record drawings, permits, easements, maintenance, and CCTV inspection history related to an asset • Developed custom applications such as the Collection System Operations web application to optimize and schedule cleaning based on location and area • Developed a web -based spare parts management tool • Deployed mobile applications for field crews and technicians System Health: • Ensure system uptime using a combination of virtual machine backups (to onsite, offsite, and air -gapped media), storage snapshots and data replication to the backup data center and an out -of -region data center, and virtual host clustering • Deployed analytics tools to monitor the health of systems to ensure published layers have consistent uptime 62 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 69 of 192 Page 66 of 186 • Ensure published layers perform efficiently, speedily, and accessibly when used in applications • Shutdown and startup of virtual machines systematically (based on interdependence) H. COMPUTERIZED MAINTENANCE MANAGEMENT SYSTEM All assets are maintained through Cityworks, including but not limited to the following: • Wastewater and recycled water treatment facilities • Pumping stations • Collection system • Recycled water distribution • Fleet and heavy equipment • Laboratory and shop equipment • Buildings and facilities Cityworks provides easy access to a map to quickly show staff the location of the asset that requires maintenance. WOs are configured with the required fields highlighted, drop -down lists, attachments, and asset details. The system has hyperlinks that make navigation much easier than the previous systems to access related WOs, assets, inspections, service requests, or work history. f Wg,k Ordx ® Email w Pnnt yJ Save Q Clos ® D.1-1 Ir IM J.P �f+ aake Comvle! wo Atltlress. 3yyy aisckne - ��� an.�la� ,mao�aae ��E�rz�xa�EnnW�aN 34sgnlad,fia.kntl � � negn,ma E,-Itl, Ea�tl In A,� a, Ad efi tl L1 Egmemnnn-nnnmEn,-rea xa,adalGna,E,a�aa n �an,,, G�,�lim ��-k��,ng,3Ea-In,p-�� o P,n,m.anaeagm�-mon.�l��nag�an„ IN ® IR 1l [# ^ Sea¢h_ oa,s _ ' ,c end ` wm,e aookmad- .9. m e Dsd n Q q ® 3a„ o- ❑ -- 1 - as o� q � s OF G / 20 JGP 3459 q b�_ / InNe,ai8, E.ke N Pld S,eWs'. � anmy: EmeryensY�Im�s� V On Hola Rrsm: �v Sn,p: cons s,on�v R-gues,etl y: �v 9upansor. cenn,T suemn To'. Gentl T. oek. ,218rzo,ssoo� os - Einim. ,ut3rzma a33 of plans--- — — — — — — — — — —v PCmpleletl By: Rooinson. Ro e �v y N m 11a2 ,,PM �ype:. A�Pnangndme,ane-aean'�.--- I—- e Comm- etreellm�9m'+,n9 overCIX. M1bnW Ems. PtltlRm�W: �almceslm ❑ Id Type oessnption En,iry,N Emiry Type ❑ fi5fi INSP GRAVITY MA,NGREFI(GROS9NG 9fifi54 SSGRAVIIVMNN 1 i +nun auacnmen,n... ®Remove anal,aenmenTs Nmga dm tli snem,gadacn— Figure 22: CMMS Screenshot of a Work Order and Associated Map Additionally, inboxes are set up and customized by work groups, as shown in Figure 23, or by staff, depending on what they need to see regularly. 63 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 70 of 192 Page 67 of 186 Elecdic SM1op n �ppwo Sao q searan_ ❑ we Entiy Type Oescnptlon Pnonty Status Submll To Prey Start Date Pro) Finish Oaie Legacy IA Locatgn ❑ 38 BAGIN Tmunlesnpo Repaid TIATED Musa Ib 291T-05-96129D00 AM 201]-051fl 12 o8.oe AM b16. ❑38a6fi5 TPOVEOOIPMENi TmudesnoouR ant HOLD Dlelnelm, Steven 291 T-05-1281a05 AM 2D1]as26a1a95 AM ❑384614 TPSDILOINGOOMPONENT TmublesM1ootdipair2 ASSIGNED Bauch, Keith 291 ]-05-103.19D6 PM 201]-05243:19.96 PM Chem Feetl6uiltling West sde all up door ❑ 3= PDMP TmudesM1aol/Repan2 SIGNED Sm Ith 291 T-05-1162T51 AM 201]LS2562]51 AM ❑3846a2 TPPDMP Tmub1esM1ppllRe mr2 SIGNED Bauch, KelN 201T-05-111255.50 PM 201T-0S251255.54 PM 311g8 WABA,aa Bump Pump ❑ 38 SWITCH Tmudesnaol/Repav2 SIGNED Da nh 291 T-05L2950'52 PM 201]LS169.5D52 PM spufi RAS pump Nl,(assetnumber A34122)sral watersdenoid appears [obe not ppenin ❑382393 TPVALVE Tmub1esM1ppllRepal p3Pap9ed H2O ForeGay-ApplleU H2O Area q searrn... ❑ We Entih TYPa Deuriplion P,iolMy SGWs Submit To Pro] Start Date Praj Finish Date Legxyld Laalion CanrMc, ❑ 3]12]4 TPPGMP Install 3 ON HOLD 191]-02-0]3:25:DBPM 2D176F303:25:00 PM REACTNI� ❑3T5]14 iPFDRNACE PM Fumaze TumareuMO eatxmsAslstance3 CLOSED 2U1T-03-082.1e0 PM 2D17--2100n PM PREVEN ❑3]86i3 TPSMATCHGEAR PMS.vitchgearlClrcuilRaakers2Year 3 INITIATED 2-01]-03-09120098AM 281]0"I-0]120048 AM Sxikhbpadl]R 288V PREVENT ❑ 3T D PM TumarpuM ID Fan VFD 3 INITIATED 2D1]-031g 8.153o PM 291 ]--8153n AM PREVEN ❑ 3T8]33 TPFDRNACE PM Tumamund ElecNcal lnspecllpn 3 INITIATED 291]-03-10 S2e301M 2D171-8203n AM PREVEN ❑ 3]93D4 iPPDMP TrpubleshoobRepair 2 CLOSED 1-01]-03-158:4341 PM 2D17-03-298.43:41 AM ]21]3 CM11l1etl H2O Pump SCD-1 ChillerRm REACTM ❑ 3fi9919 TPMCC PM M _ - _ P R M < = ; mm tno v ,-ddaw � ► q seamn_ ❑ WD En1ih type 318324 TPSWITCHGEAR Descrivnon Pnodty slaws submu-ro Pral slap Date Prol Flnisn Date actual swrt Install ABBIGNEG Musanwir Adib 2911 g1-30226 ]4 PM 2617-1231226:6-0PM Legacy la Sub 82 switc e Figure 23: CMMS Screenshot of Workgroup Inbox Field staff is now "mobile," using iPads from the field to access and complete their daily work. In addition, each user can see their assigned WOs on a map, as shown in Figure 24. This mobile access allows them to plan their work for the day. With the previous system, CSOD staff would spend several hours at the beginning of each month highlighting maps corresponding to the WOs they were assigned to route their work for the month. Legend Selection- Navgabon - Bookmarks Base Maps Routmg Measure Locate Redline CreateActivity Layer Search Heat Maps Datavew I I I Legentl 1 6 I I -Walsh Assigned p 0 45 1 I O O 1 NO p r r r - -My Assigned WO For Thi o O T r Recycled Water Distribution Treatment Plant Features r Sewer Features 11 r 3 aY� n / Administrative Areas Reference Data 71 �� 1 1 1 � r•� J Figure 24: CMMS Screenshot of Mapped Work Orders Previously, CSOD staff manually entered requests for CCTV line acceptance into their software systems. Staff making those requests are trained to enter them directly into the system and attach the correct asset(s) to the WO. Previously, Development Services and Capital Projects staff would 64 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 71 of 192 Page 68 of 186 route a physical "green card" with the generic project IDs for the assets. When video captured, these generic project IDs were used, causing office staff to manually correct the asset IDs to match the GIS so that the inspection data would link. That manual correction was eliminated, and the assets are entered correctly at the start, significantly reducing potential errors or disconnected inspections in the system. As an additional benefit, the requester can easily monitor the progress of their request and view the results immediately upon inspection completion. In addition, new workgroups are using the CMMS to manage their assets, specifically the Lab and Control Systems. The asset registry was reviewed and updated with the workgroups, WO templates created, and recurring WOs triggered. The CMMS system was configured to easily access asset and WO history, enhanced planning, scheduling, work execution, and continuous improvement. Other significant improvements are implemented as follows: • Enhanced inspections • Readings and comments, and details on assets • Fault, Action, and Cause codes • Optimization efforts tracking (RCM, Experienced Centered Maintenance (ECM), PMO) o Quality Assurance (QA)/Quality Control (QC) of Work Orders o Return by supervisor o Planner update o GIS update o Safety Quality and Effectiveness o Enhanced reporting • PM triggered by run times from SCADA • Use of mobile devices • Regulatory compliance monitoring • Ability to link documents and other files to WOs • Equipment under warranty notice on WOs • Spare parts linked to the warehouse • Automatic link to materials drawn from the warehouse against a WO • Safety WO tracking • External vendor cost tracking Staff may use the following email, cityworks@centralsan.org, for support. CCTV In 2016, staff implemented ITpipes to replace the previous CCTV software platforms, WinCan and Granite XP. The IT Pipes software integrates with the ESRI GIS and Cityworks CMMS platforms. IT Pipes includes a web plug-in, allowing GIS staff to link the data to GeoPortal, including the videos, which was not possible before. J. AUTOMATIC VEHICLE LOCATING In 2017, CSOD piloted the Verizon Network fleet for automatic vehicle location and GPS. The system monitors vehicle diagnostic issues to streamline preventive services, increase productivity, and efficiently dispatch crews for emergency response. 65 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 72 of 192 Page 69 of 186 K. USA LOCATE TICKETS In late 2017, CSOD implemented Dig -Smart Fusion to automate USA ticket management. The new software integrates with Cityworks to generate Service Requests after supervisor review, eliminating the manual creation of WOs that staff previously did. The software links directly to published map services. L. SPARE PARTS MANAGEMENT APPLICATION The Treatment Plant's previous CMMS system, Mainsaver, had a module for associating and tracking spare parts for its managed assets. Cityworks does not have this vital functionality, so in 2018, staff developed a Spare Parts Management Application to address this issue. They cleaned up and imported the previous spare parts information from Mainsaver and worked with the Warehouse staff and Maintenance Planners to refine the existing lists and add additional lists for newer assets. The application shows Maintenance staff if spare parts are available before beginning any work, without needing to ask the Warehouse. It also helps the Warehouse effectively manage spare parts inventory for PMs. When a spare part is available, staff can easily respond to WOs on PM cycles and minimize production downtime. This application is accessible from within the Cityworks application for staff in Plant Maintenance and Materials Services (aka. the Warehouse). From the main Spare Parts Management screen, a user can look up the parts for a specific asset (pump, blower, mixer, etc.), view a summary of all spare parts lists, or see which assets (if any) use a specific warehouse stock item. A spare parts list can be found by searching using the equipment or asset position, a portion of the asset's name, or the manufacturer and model number (if known). The search can often return several matching assets, so the user must select the one they are interested in. Spare Parts Management Sp —Pans Menagsmfxn Py Lw Ui Man 27110IMwMPmm$ LWwdwjw/1MHF10f q,x.x.x.xx.w�,...... ...-�r� [Mx xPY�aWb Ytl cYNetl bnSttiRfY4 CIO —awn .l F•pw M7M IVq.n �vq.ia W YN�Aun •�xx xW�x fan NNMwax Ylalllt Oaw14M w puryfaa xe Y uxawM IYMaa 1�a G'w+xG a�rrxM ovva ovw xssu wnxn uc.��mm ,u ,{p ,m im xp� O a�Y9`u• Mi, oaoo+oauoe asu nsa*cw*�ms aeafaaoaox rv� ,m o00 000 rxwv a x�aa.,.etnw w¢m�onax m+e¢+.cwxo ycafmao :xf om zm aaa faraoaaama wFMi4inG. WEUER .c»max f� fm fm im •...e e...., yvxf�yn� &fix5 yvX[�'. frx10.11 NIOa4 Y'�«.� V5 A"A[�'a�RIL[wwTM vG+F-04V+ MN VIM +dm fx.m Figure 25: Spare Parts Search The spare parts list is loaded, combining information from the GIS asset registry, the spare parts database, and Central San's ERP system (formerly Sungard, now Oracle). It shows the warehouse stock number, some basic information about each part, the precise warehouse shelf where the item can be found, how many parts are required to repair or overhaul the asset, and the current :. Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 73 of 192 Page 70 of 186 quantities on hand. This list gives Materials Control and Plant Maintenance staff quick access to the exact parts needed to repair or maintain the assets. Maintenance Planners update the spare parts database and the Materials Services Supervisor updates the warehouse portion of the Oracle ERP system. The "Where is this Warehouse Stock Item Used?" tool allows Materials Services staff to see what (if any) assets might use a specific spare part stored in the warehouse. If warehouse stock items are not used for an extended time, this tool can be used to determine if any assets are still in service that might need that part. * sign In Spare Parts Management Where is this Warehouse Stock Item Used? Commodity 034 Description KIT, MECH SEAL REPAIR FOR 5.875" SPLIT JOHN CRANE sub Commodity G83 Reference No. Item aao04 Manu. Part No. Location MC-18-2M5 Minimum Quantity 'I Maximum Quantity 1 1 Cancel ® 2020 Central San DeoF .n ver5lnn2 I Figure 26: Spare Parts Storage Locator M. RELIABILITY ENGINEERING TOOL Another important addition to Central San's GeoPortal was the Reliability Engineering Report. The tool classifies assets in a process hierarchy, making searching, querying, and analyzing assets faster. With the tool, a user can see spare assets or parts attached to an asset. The user can also view which assets have preventative and predictive maintenance (e.g., vibration and temperature analyses) WO cycles and which assets have a maintenance program assessment, such as RCA or RCM analysis. It also shows the following attributes for performing risk analysis, which are continually updated based on asset -based condition assessments: • COF • Probability of Failure (POF) 67 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 74 of 192 Page 71 of 186 • Business Risk Exposure (BRE) }} • 4 r Il Prwra•4•assrar�Qi�5W. 8r�,n.+ PrwuaY W.wr•r�3i¢XB.OorIMM# axsh\q!ra}.•�MII•# i[ �Y Fi4 .,... ID ;Or. rg 4rt [.i r—. rnr.. !d..., c.., .M.ikY• w.N'+K [c.N...a :oN;.M c,d,n rr � cr. n..-.., d•....H rkry. 0 0 0 a•-rt GN• s , s t'� T�r+r+ d,�.ra n•s• �.Y,� .�/ a O 0 O M1+4 GYilo, r. m O lift 0 r"+'4 Gwm. IT ! i ! 1:2 Sip :xi •++H GrriR• FYf/ai• a 0 0 # O dm Figure 27: Reliability Engineering Report Tool N. DOCUMENT MANAGEMENT SYSTEM Originally implemented for the Administration Department to store Board documents, Laserfiche stores various documents, many of which are related to asset management. Many of these documents are linked to capital projects, assets, or parcels through their metadata and can be retrieved through GeoPortal. The GIS staff uses Adobe ColdFusion to create reports accessible through GeoPortal that query the documents based on the feature selected in the map. For example, a maintenance worker can select a pipe from the map and retrieve the record drawing from when it was installed. Various templates were developed in Laserfiche to store the metadata for different documents. The templates most used and accessible through GeoPortal are: • As -Is Drawings • Assessor Maps • Asset Management (Condition Assessment, O&M Manual, Permit, Shop Drawing, Technical Report, and Schematic) • Development • Right of Way (Grant Deeds, Real Property Agreements, etc.) • Permits • Record Drawings 68 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 75 of 192 Page 72 of 186 SOPS are also stored in Laserfiche with their template but are not linked to GeoPortal. For more information, see Section 7. O. MODELING SOFTWARE To support operations, maintenance, and engineering activities, the Planning Group has hydraulic and process models for the collection system, treatment plant, and recycled water distribution system. I. HYDRAULIC MODEL FOR THE COLLECTION SYSTEM A hydraulic model of the collection system is required by regulations and is used to identify capacity needs. Planning staff and their modeling support consultant use the model to evaluate hydraulic conditions and capacity constraints for sewer renovation projects, collection system planning and sewer alternatives, special discharge requests, new and re- development, and other special requests to better understand system performance and conditions. Central San replaced an old steady-state model (ArcSnap) with a new, vendor supported, dynamic model (Innovyze's Infoworks ICM) as part of the CWMP (Carollo Engineers, 2017) and also conducted flow monitoring to help calibrate the model. Similar to other agencies, this model encompasses the entire service area but includes dynamic modeling functionality and calibration of primarily the trunks and interceptors. Planning staff anticipate expanding it to smaller mains for priority development areas. For additional information, please see: • TM CS-6, Flow Monitoring • TM CS-7, Parcel Loading Process • TM CS-8, Model Network Development • TM CS-9, Model Calibration • TM CS-10, Model Implementation • TM CS-1 1, Future Land Use and Model Loads • TM CS-13, Long -Term Flow Monitoring • TM CS-20, Capacity Analysis Results II. HYDRAULIC MODEL FOR THE RECYCLED WATER DISTRIBUTION SYSTEM In July 2018, West Yost & Associates developed a new hydraulic model for the recycled water distribution system using InfoWater software, which included a pressure transient analysis using InfoSurge. III. HYDRAULIC MODEL FOR THE TREATMENT PLANT For the treatment plant, Carollo Engineers developed an Excel -based model called Hydraulix in 2010 to calculate the hydraulic profile through the plant unit processes, connecting pipes and channels. The model estimated the allowable peak flow that could pass through the plant without overtopping the hydraulic structures (tanks and channels) while maintaining a minimum freeboard. The model was updated as part of the CWMP (Carollo Engineers, 2017), described in TM TP-7, Treatment Process Performance, and Capacity Evaluation. DP 7349 - Steam & Aeration Blower Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 76 of 192 Page 73 of 186 Systems Renovations project used the hydraulics software package, Visual Hydraulics to understand the hydraulic capacity bottlenecks through secondary and disinfection processes and verify the CWMP outcome that two new secondary clarifiers were needed to address hydraulic constraints (HDR, 2021). Note: a red exclamation point on an individual hydraulic element reflects a situation where the hydraulic capacity for that element is exceeded at that defined flow. srr�N.�wa.� �nannnaxiawa oaa - ore a.p mean 9aFaa �1 Faa au.�na aV uvL.eneaG.,n uv naa aennen rs uvaumna Minna. Lea,na wa< mnaman,ue.oen o.an Lmm�a �G T .� do moo. fi ,+e 11 111.T1 11116 11211 / NwN NMLGIimntl NortM1 NMLInkLGY.e NwN NMLCantlul. N mt mr S�F11u 111I95 1]_0.T6 11919 at su�,�w LAGnnn�,N� LnLanm,wa �L —d uv��naF� G. Nv Nvu— �v —vu— Nv � Ga� NaM�a9ea,"S�, 11� �ML Soutn ML Fka Geu Soutn 9.ILCmaun Swtn 5C�1 `F11umt Sou P�A�uait VN i��i,Wa SwN�� tl �a�NML�mntl 1e�,�� �ALann�r9� 1ALanm,Lva Figure 28: Visual Hydraulics Software of Central San Hydraulic Capacity Simulation IV. PROCESS MODEL Central San uses BioWin, a proprietary model simulating biological processes, to model the treatment process. It was first implemented and calibrated for the Treatment Plant Planning, DP 7301, and Treatment Plant Master Plan, DP 7343 to evaluate potential nutrient reduction alternatives. BioWin was used for the CWMP (Carollo Engineers, 2017) to estimate the secondary treatment process capacities and solids processes for current and projected flows and loads, described in TM TP-7, Treatment Process Performance, and Capacity Evaluation. DP 7349 - Steam 8L Aeration Blower Systems Renovations project calibrated the 2017 model in 2022 and considered diurnal variability. This model is recommended as a tool for sizing and potentially designing future facilities, performing alternative evaluations, and developing facility needs and cost estimates (HDR, 2022). 70 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 77 of 192 InlMrernln[erapl . from Cdlacean System Plaudint Hill Flew Mxercevhvrs Q Finergency Ovemo 2 Grays— Cr IHlucnt hom CoYast-ri Symm Madder Trunk) Neadw'orks pfrnary War 4GJ ALy ovho,e GCIJ `d Na+tNR IdPa� Swdum I 1 Holding Llas ns -.i ni-".�•_•-.-.-.-.-.".-..h._.-. _ _ Gelnheck to r r_'_'_._._._. _. �. r i klenin-Truer i i t ! i i t —► Em�aPiinn ��Y PrvOrYOA r 1 1 51 i i Scum- j r '•-•-Final Bflluem WalnuttCreek Di'*ws i i I Scum {-•- Secondary Eftlk n[ r r r t Tmckeningi i - r System + ! Primary Eilluerdl Anaemhlc A1N Bar InnuOM .' Standby BM.w S010dor Tank. _ 5aee e Sapa9e r P^I O pa. Mlpt lJ Ten m Screer.i9a iu152 Hti,y�W Paro.ide washer! Air from ur Sodlum C—Pactnr Blowers Hepochlod[e OH[h w—e NB Fleedeo] Cla.eurer Pl am saver Screenings adr in Lanerll to Leman OTer Prpce.a D,a From SaMde Cannel K.1daig IxueNu DAFT . Dlseebed Air Plouetlm Thickener WAS -W9ete Acliw. dSludge RAS - 110u I Amsted Sludge NN • AO iGNNRrirc.tew W Lntr"00101 OW Odor Cormol Una — - Liquid Flow Path _Aw T.A AJr Path --- - wei waa,ner eyp ing Sodom cakY m iM1lasulla[e HypodtWrtte @aCkVP Systdn fiadwp 3yslem $odium iSecarda Y ypacnkwde Snrrn to ' MS4 DAFT. Seoord.,v W Disinfected EPeuent to Clartlle[a cienfedon r . H .3 Water Systems VW Low. SW Hight �3 ' .. a' Pi.4 Emueem Sulnr. R EPluent to Suiwn gay .53 Hold ng Held ng ❑ Bas��.s Basins Pump. 3 FN$ Pump. Alum O Sodium R$� rAsNcadcdl Dual Media Hypochldae WAS Firers Pumps{] psl> J.III--II`--► "" FprplyM1ys Y Applied I Water CleanxWl Pumpa Scrutibar To rrarer F(S2 i9GyL+ad ❑ RBLyCIed Water Users WAS 10 DAM 'N.de Roar Waste Badrnash Wa[ar Pumps ftcllc sh to 9apkwaeh MkiiK�ex ling YatM Ganlrate Pump. /-r I.umpsi 11 er From Primpst u ads k Js Cen.Rruges _ To 1 P M llnderfi" DAFF ❑ uoyy Water qWl Pumps 1 '> No.2 wafer 111. SY start•. (1 Primary Primary $luoga RS1 bdiNT Sludge Sludge 9lentlinry lank Prmps anmere M5 Main Stream Sampling Location RS Return Stream Sampling Location Figure 29: Sampling Locations on Process Flow Diagram 71 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 78 of 192 CENTRAL SAN PROCESS FLOW SCHEMATIC LIQUIDS HANDLING Page 75 of 186 1. RISK DEFINITION In asset management, risk can be described as "the effect of uncertainty on the delivery of the asset management objectives." This means understanding the assets' behaviors in an unexpected manner or one that is outside of the design specification. Understanding which assets are most critical and their condition allow staff to focus on maintenance, renewal, and rehabilitation investments. There are two components of risk, which are the: • Likelihood of an event happening, and • Consequences of the event on the organization. Risk is generally quantified by multiplying these two factors and is usually expressed as a numerical score. Understanding risks help Central San reduce financial and performance losses, and using an informed, risk -based approach to managing assets leads to higher operational reliability and consistency of service. Asset risk management consist of these activities: • Identifying risks, • Quantifying them, and • Controlling them. 2. IDENTIFYING RISKS - CONDITION ASSESSMENT Condition Assessments can identify risk at any time during an asset's life. A condition assessment is the systematic review of the physical capability of an asset to perform its function in its operating environment. Condition assessments are an integral step in determining an asset's remaining physical life and establishing the likelihood of failure, which is a critical component of the business risk exposure calculation. In 2020, Central San partnered with HDR Engineering Inc. (HDR) to complete the Steam and Aeration Blower Systems Renovations Project (Steam Project), which generally consisted of data collection, condition assessment, testing, business case evaluations, and pre -design to address the following objectives: • Employee safety • Reliability of operation • Meeting current and future demands • Reliability of permit compliance • Reduction of operation and maintenance cost The condition assessment results would be key to estimating the RUL of critical equipment, developing lifecycle costs, and establishing a baseline for use in evaluating alternatives. This project marked an important milestone in Central San's reliability journey; using condition assessment results to guide construction projects of this scale had never been done before, and it would serve as a model for future projects. 72 Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 79 of 192 Central San Asset Page 76 of 186 The levels of condition assessment were defined as follows: • Level 1 — Review of Age and Expected Life • Level 2 — Visual Field Inspection • Level 3 — Performance Testing • Level 4 — Non -Destructive Testing • Level 5 — Forensic Testing (destructive testing) The scope of the project was expansive, with condition Level Non-Lelol 5 Forensic Destructive Testing Level Testing Testing) • Performance Level Testing Visual Field Level 1 Inspection Review of Age and Expected Life assessments performed on the multiple -hearth furnace waste Figure 30: Condition Assessment Levels heat boilers, cogeneration boiler, auxiliary boilers, deaerator, purification system, boiler feed pumps, steam and condensate piping, chemical feed systems, blower turbine drives, other steam users, sampling and analysis systems, and associated electrical systems. The Steam -System condition assessments were generally defined as Level 1 or 2 assessments, but in some cases as Level 3 or 4 assessments, depending on the system. The condition assessment process consisted of 3 phases: Planning and Initial Evaluation, Inspection, and Engineering Analysis. x-------------------�---------------------� rr------------------------. �f� w x t I 1 fgineeringEn I I l i 1 ueweiup Uurluuiur i Assessment Plans ,r 3. QUANTIFYING THE RISK A. POF, COF, BRE ISUa� COr1{�Itl�fl asaessma Rt the asset Recording available data Photographs Noting observations Collection of samples (If applicable) Figure 31: Condition Assessment Phases To evaluate the risk, staff needs to quantify the probability and consequence of an event occurring. As part of the Planning and Initial Evaluation phase, a criticality scoring system was developed and defined by Central San staff with the following attributes: 73 Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 80 of 192 Central San Asset Page 77 of 186 • POF: defined as the estimate of the relative time to failure based on condition, performance, operational function, and maintainability. POF is also known as the Likelihood of Failure (LOF). • COF: defined as the impact due to asset failure and considers operational, social, regulatory, economic, environmental, and other factors. • BRE: calculated as the product of the POF and COF and defined as an estimate of the relative risk that an asset presents to Central San's ability to meet commitments. Higher BRE values represent a more significant risk. BREs lend themselves to grouping/ranking, which will evaluate options. The current Central San system assigns a condition score of 20 to refurbished assets. The HDR team will give a score of 20 to observed refurbished assets. Condition Score is on a 10-100 scale, while the POF is on a 1-10 scale. Table b: Asset Conditioning Scoring Central San HDR Probability of Description Percent of Maintenance Ops & Condition Failure • Original Maintenance Condition Score Life Score 10 1 1 New or 100% Normal excellent preventative condition Maintenance 30 2 3 Minor defects 75% Normal only preventative Maintenance, minor Corrective maintenance 50 3 5 Moderate 50% Normal deterioration preventative Maintenance, major Corrective maintenance 80 4 8 Significant 25% Rehabilitation, if deterioration possible 100 5 10 Virtually 1 % Replace unserviceable B. CONSEQUENCE OF FAILURE SCORING Central San's Asset Management Team has assigned the COF in collaboration with appropriate stakeholders. The COF is primarily driven by operation criticality to meet Central San's safety, operational reliability, permit compliance, and cost -efficiency 74 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 81 of 192 Page 78 of 186 goals. The original values for COF were developed in workshops in 2013 and then approved by POD and Plant Maintenance in 2013 and 2014, respectively. The Central San COF scoring system is identified below in Table 7. Table 7: COF Scoring COF Score Description10 Catastrophic 9 Critical 8 Significant 7 Major 6 Moderate (high) 5 Moderate (low) 4 Minor 3 Minimal 2 Negligible 1 Insignificant C. BRE HEAT MAP The BRE is a measure used to estimate the relative risk that an asset presents to Central San's ability to meet commitments. Understanding which assets are most critical and their condition allows staff to focus on maintenance, renewal, and rehabilitation investments. The COF and POF are quantified on a 1 to 10 scale. The BRE is a 1 to 100 scale, where lower values require little to no near -term investment, and higher values require significant near -term investment. By assessing the BRE, Central San can focus the investment in renewal and condition assessment on assets that pose the most considerable risk. The BRE parameter can produce a "heat map" of risk associated with assets, as shown in Figure 32. The BRE Score incorporates all information collected during the condition assessment, system reliability, and redundancy. Assets in high categories will be prioritized for near -term intervention, whereas those in low and medium categories will be monitored until their risk increases. 75 Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 82 of 192 Central San Asset Page 79 of 186 LL O V cu L M L.L 4- 0 �7 v c as 3 Cr a� c 0 u Probability of Failure (POF) Low Med. Low Medium Med. High High High Medium High Extreme Extreme Extreme Med. High Medium Medium High High Extreme Medium Low Medium Medium High Extreme Med. Low Low Low Medium Medium High Low Negligible Low Low Medium High Figure 32: Heat Map of Risk as a Result of COF And POF D. AGGREGATE CONDITION ASSESSMENT SCORING HDR's condition assessment process included at least one of the following condition assessments: • Level 1 - Review of Age and Expected Life • Level 2 - Visual Field Inspection • Level 3 - Performance Testing • Level 4 - Non -Destructive Testing • Level 5 - Forensic Testing (Destructive Testing) For example, a Level 1 assessment would have a Condition Score, POF, COF, BRE, and of Original Life Remaining based solely on the equipment's age. Similarly, a Level 2 assessment would have scores in the same categories based on a visual inspection and records review. Other assessments would likewise have their category scores. The individual scores for each level of assessment must therefore be combined in some manner to reach an aggregate score based on all the assessment levels performed. Table 8 shows the weights for each level of assessment for steam systems. Table 8: Condition Assessment Level with Aggregate Weight Condition Assessment Level Level 1 - Review of Age and Expected Life Aggregate Weight 15% Level 2 - Visual Field Inspection 30% Level 3 - Performance Testing 25% Level 4 - Non -Destructive Testing 30% 76 Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 83 of 192 Central San Asset Page 80 of 186 Level 5 - Forensic Testing (Destructive Testing) Note that the Aggregate Weight works best when an assessment level is performed. The assessment scores use a fixed value for the Level 1 (Age) condition assessments of 15%, regardless of what other assessment levels were performed. The weight of an unperformed assessment is split evenly between assessment levels that are performed. For example, the cogeneration boiler has scores for Level 1, Level 2, and Level 4. No Level 3 (Performance) assessment was performed. The aggregate score is determined by multiplying the Level 1 score by 15%, the Level 2 score by 42.5% (30% + 25%/2), and the Level 4 score by 42.5% (30%+ 25%/2). Table 9 summarizes the weights associated with different condition assessment levels based on which levels were performed. Table 9: Condition Assessment Level Weight Adjustments Based on Levels Performed Levels Performed Levels - - Level 1 Weight Level 2 Weight Level 3 Weight M) 1 Level 4 Weight M) 1 Levels 1 1 Levels 1 1 Levels 1 The Level 1 assessment (age) impacts the overall condition of the equipment, but other assessment levels are more accurate and therefore weighted accordingly. If only a Level 1 and Level 2 assessment were performed, for example, the Level 1 weight in the aggregate score would still be 15%, and the Level 2 assessment weight on the aggregate score would be 85%. Table 10: Condition Assessment Weighting for Steam System Condition Age Only Age and Age and Age, Assessment Level (%) Inspection (%) Testing (%) Inspection, and Testing (%) Level 1 -Age 1 100% 170% 1 70% 145% Level 2 - Visual 30% 20% Inspection Level 3 / 4 - Testing 1 1 30% 135% 77 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 84 of 192 Page 81 of 186 Levels 1, 2, & 4 15 42.5 0 42.5 Table 1 1 tabulates the weightings used for the various combinations of available information. Not all assessment levels are available for each item of the electrical equipment, so the weighting factors must account for all possibilities. Electrical testing, by its nature, is intended to be non-destructive; thus, levels 3 and 4 are combined into a single testing score. Table 11: Condition Assessment Weighting for Electrical Equipment Available Information Condition Age Only Age and Age and Age, Assessment Level M Inspection Testing Inspection, and Testing (�) Level 1 -Age 100% 70% 70% 45% Level 2 - Visual 30% 20% Inspection Level 3 / 4 - Testing 30% 35% Total 100% 100% 100% 100% This information was then used to guide decision making on asset replacements for the Aeration Basin Diffuser Replacement Project (DP 100019) and Steam System Renovations Project Phase 1 (DP 100032). Please see the following for the detailed condition assessments: • Condition Assessment Reports Executive Summary for Steam and Aeration Blowers Renovation Project • TM No. 09 - Steam System CA Report • TM No. 10 - Electrical • TM No. 1 1 - Secondary CA Report 4. CONDITION ASSESSMENT PROGRAM Understanding which assets are most critical and their condition allows staff to focus on maintenance, renewal, and rehabilitation investments. Adoption and implementation of this risk -based approach are expected to result in overall cost savings to Central San by: • Prioritizing investments in the highest potential risk areas • Optimizing the maintenance costs over the lifecycle of the asset • Focusing condition monitoring and assessment on critical assets • Reducing the numbers of emergency repairs and associated clean-up or restoration if critical assets were to fail • Maintaining Central San's reputation and credibility with ratepayers, regulatory agencies, and other stakeholders A. COLLECTION SYSTEM 78 Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 85 of 192 Central San Asset Page 82 of 186 The following sections describe the collection system's condition assessment program in more detail. I. GRAVITY SYSTEM Central San applies a Level 2 assessment through a CCTV inspection program that began in 2002 (Phase 1), utilizing an outside contractor for the collection system. The majority of the collection system was inspected by 2010 at an approximately $7 million cost. In 2011, Phase II was initiated to reinspect sewers and is ongoing. Beginning in FY 2014/2015, the CCTV Inspection Program is allocated through the O&M budget instead of the CIB. An analysis in 2018 indicated that at least 95% of the gravity system had been televised. Further evaluation is needed on the last 5% as there are discrepancies between the pipe and structure IDs in the CCTV and GIS datasets that could negatively impact the analysis. The primary objective of Central San's CCTV inspection program is to obtain current information on the sewers' internal condition and use the data to optimize maintenance and renovation programs. An essential aspect of this program is the immediate notification to CSOD of any problems that could cause a stoppage or overflow. A master ITpipes SQL database on the GIS servers stores the inspection results. The inspections are accessible through GeoPortal by integrating the ITpipes viewing software. The last inspection date and score are stamped as an attribute to the pipe asset to create GIS layers visible in GeoPortal. Furthermore, the InfoAsset Planner model uses the IT Pipes results as input to develop a risk -based renewal program for the collection system. The CCTV score identifies the future needs of the pipe, as shown in Table 12. The total sanitary sewer overflows by city before 2003. However, in Phase 2, the inspection order followed a standard rotation around Central San's service area. Table 12. Sewer Selection Criteria Categories Category CCTV Score Defects Future Needs 1 >5 000 Extensive defects (dozens of root intrusions, multiple Evaluate for structural failures, shifted joints, holes in pipe, and renovation sags - Category 1) 2 1,500 - 5,000 Several defects (greater than the very few groups Continued but less than those needing replacement - observation Category 2) 3 <1,500 Very few defects (fewer than five minor defects or None, in one major defect - Category 3) excellent condition Since its inception, the CCTV program has evolved to include several additional observations with subsequent activities that include: • CSOD is immediately notified if the contractor encounters: o standing water 79 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 86 of 192 Page 83 of 186 o structural defects o significant root/debris build-up or obstructions where the inspection could not be completed o paving defects around maintenance holes o easements encroachments Maintenance Hole Inspection: Interior and exterior of all maintenance holes (not just CCTV inspection entry points) are inspected/photographed, including the top block, frame, and cover. Cleaning of Pipes: Pipes are only cleaned as needed to facilitate the passage of the CCTV camera. If the line cannot be cleaned sufficiently to pass a camera, CSOD is immediately notified of the incomplete run. Laterals with Roots: Owners whose laterals have significant roots are notified, where feasible, through in -person notification if the resident is home when the crew discovers it during the inspection; if they are not home, then the homeowner is sent a form letter explaining the situation and how to address it and a picture from the CCTV inspection. When pipes are installed, Central San accepts responsibility from the contractor following a passing CCTV inspection. If the pipe fails the inspection, the contractor must repair, and CSOD will repeat the inspection to verify it passes. Following the CCTV acceptance inspection, the pipe will be re -inspected when 30% of its expected service life has passed, or the pipe requires more than routine cleaning (i.e., a ten-year schedule). Once the inspection cycle begins for a pipe, the inspection frequency will range from 15 years (good condition, <1500 points) to 5 years (poor condition, >5000 points). The criteria used to select sewers for the CCTV re -inspection are the most recent CCTV inspection score, the last inspection date, and current cleaning frequency (see Figure 33). The total pipe footage is selected to stay within the current FY's O&M budget. 80 Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 87 of 192 Central San Asset Page 84 of 186 See Tipa Evalrsation PrOCEZCary GI5 whore: ]ij Last score 150D CiLaa date k 5 Rears a� tali Lam ddte k 15 years Create spreadsheet with: -Gl5 Id -fi2cilityr ID -Cr sekdts apprmc A15, -pipe dcmetrr IN] Ubwry CHIME for: LF of pipe p rr Release {e.-pipe knglr f FT] Last PM tempbte = TISD months oFwork] -pipe maftriall Last PM �Y¢ SiHdmo -hut PM CIemnirri; 4st PM {de -4fternatinG Schedule tit score -LLA date GI5 to produ¢ maps wm ASC to print mll maps C5o provides release to selected limes highligi IIA7 Cbrrtrar=r, which inardes the spreadsheet and maps Figure 33: CCTV Release Process As CCTV data is received, it is reviewed by CSOD staff to determine if immediate action is needed, if the maintenance schedule should be adjusted, or if the pipe is a candidate for replacement or rehabilitation (Figure 34). 81 Management Plan Central San Asset April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 88 of 192 Page 85 of 186 Figure 34: Collection System Condition Assessment Program II. LARGE DIAMETER GRAVITY SYSTEM The Planning Section administers the Large Diameter Pipeline Inspection Program, DP 8443, to assess the condition of large -diameter trunks and interceptors and confirm the timing for replacement needs. 82 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 89 of 192 Page 86 of 186 For the large diameter pipes (>_24") in the collection system, Central San applies a Level 2 or 3 assessment depending on the risk of the asset. This condition assessment program was developed with the CWMP (Carollo Engineers, 2017) to supplement Central San's CCTV condition assessment efforts; for more detailed information about the program, see TM-CS-14, Condition and Risk Assessment, Appendix C. In the FY 2017-18 CIB, Central San included the Large Diameter Pipeline Inspection Program, DP 8443. This program is expected to be funded on 5 to 10-year cycles. The CWMP recommended optimizing expenditures by implementing a tiered inspection program based on the risk of the asset. See Figure 35. • Inspect every 5 years using enhanced CCTV and trunk walks (where feasible) •Candidate for routine PM such as H2S monitoring and microbrial control treatments • Inspect every 7 years using multisensor CCTV and trunk walks • Candidate for sonar/laser inspections to evaluate rehabilitation options or quantify sediment build-up • Inspect every 7 years using CCTV and trunk walks (where feasible) •All small diameter sewers Figure 35: Risk Pyramid for Condition Assessment of Large Diameter CS Pipes A phased large -diameter inspection program is being developed under the sewer System Infrastructure Plan starting in 2023. These were the recommended inspection schedule from the CWMP: • Inspect nine miles of high -risk large -diameter pipelines every five years • Inspect six miles per year of medium -risk large -diameter pipelines for the first three years, followed by three miles per year after the first three years (seven-year inspection frequency) • Inspect eight miles per year of low -risk large -diameter pipelines (seven-year inspection frequency) III. FORCE MAIN SYSTEM The Planning Section administers the Force Main Inspection Program, DP 8444, to assess the condition of force mains and confirm the timing for replacement needs. The remaining lifespan of individual force mains is challenging to estimate without inspection -based condition assessment results. Force main failure methods to include internal corrosion, external corrosion, mechanical failures due to high pressure and 83 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 90 of 192 Page 87 of 186 surge events or external loads and stresses, and force main primary material or installation defects. Recommended force main inspection methods include CCTV inspection, pressure transient monitoring, acoustic leak detection, and electromagnetic inspection. For the pressurized pipes in the collection system (i.e., force mains), Central San applies Level 2 and 3 assessments at a frequency that varies depending on the risk of the asset. This condition assessment program was developed with the CWMP (Carollo Engineers, 2017); for more detailed information about the program, see TM-CS-14, Condition and Risk Assessment, Appendix B. •Inspect every 10 years using CCTV and tethered acoustic testing for leak detections •Monitor for pressure transients every 5 year •If necessary, use electromagnetic inspections •Inspect using CCTV and tethered acoustic testing every 10 years • Visuall inspection look for offset joints or obvious signs of internal corrosion •CCTV and acoustic inspections can be staggered every 5 years or same 10-year cycle •Inspect using CCTV and tethered acoustic testing every 5 years • Where infeasible, rely on age and maintenance data Figure 36: Risk Pyramid for Condition Assessment of Force Mains The CWMP recommended (see Figure 36) optimizing expenditures by implementing a tiered inspection program based on the consequence of failure of the asset. This phased force main inspection program is being developed under the sewer System Infrastructure Plan starting in 2023. These were the recommended inspection schedule from the CWMP: • FYs 2017-20, inspect force mains at Moraga, Orinda Crossroads, Lower Orinda, Bates Boulevard, and Wagner Ranch Pumping Stations • FYs 2020-27, inspect force mains at San Ramon, Martinez, Fairview, Maltby, Clyde, Concord Industrial, and Acacia Pumping Stations • Other pumping stations' force mains with lower risk will be inspected in a later phase 84 Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 91 of 192 Central San Asset B. TREATMENT PLANT, PUMPING STATIONS, AND GENERAL IMPROVEMENTS The inspection of the Steam Project with HDR informed Capital Projects phasing. Aeration Diffusers Electric Blower Aeration System A Filters j �iYejiiRtli+.8i F�dlYessisz= tQ�,a ;*Go I 1 )•••'Wook W �' 0 Mixed Liquor Channel Mixing Pipes ,4 Clarifier Mechanical Equipment Figure 37: Inspection of Secondary Process High Value Assets and Support Equipment Informed Capital Projects Phasing 85 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 92 of 192 Heat Reservoir Exchanger Aeration Blower Condenser Tubes Steam Piping Guided Wavelength Testing Waste Heat Boiler Boiler Remote Centrifuge Hot Water Flush Exchanger Figure 38: Inspection of Steam Process High Value Assets and Support Equipment Informed Capital Projects Phasing Central San Asset Management Plan Field Testing April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 93 of 192 Figure 39 shows a remote field testing used to approximate wall thickness loss on 1,200 tubes. The results showed no detectable thickness loss and provided insight into RUL. The picture on the right shows Ultrasonic Thickness Testing for measurements on pipe elbows. Staff compared data from past efforts. The Guided wavelength testing on 100 ft (30.5 m) straight lengths of piping identifies corrosion and cracking by placing a meter on a 1 ft (0.3 m) section. Testing Method - Remote Field Testing I _ - W W � � � � W W W W W W W W � � I Testing Method - Guided Wave Inspections Zj Figure 39: Central San Uses Advanced, Non -Invasive Technologies to Perform Condition Assessments and Operational Minimize Disruption 87 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 94 of 192 Page 91 of 186 During the implementation of Cityworks, an "Asset Condition Report" was developed using Crystal Reports, which is accessible through Cityworks. The report prompts minimum and maximum Condition Scores and then queries the Treatment Plant Entity Group in the TPFleet geodatabase to display assets matching the selected criteria. The report shows additional information such as reactive WO count and costs in the last year, the ratio of that cost to the asset cost, the install date, service life, COF, Risk, etc. The report allows Plant Maintenance to monitor the asset's health, issue corrective WOs for observations that can be addressed through maintenance activities or recommend replacement to the Engineering and Technical Services Department through a future capital project. Additionally, Engineering staff can run the report to compare against projects included in the CIB or CIP and adjust the scope accordingly. F.A aler]!rtg Aehll[ kenllh and fhe Enelranmen! Asset Condition Report Minimum Condition Store: 7 Mezimum Condltlon Score: 10 xR_ can WCenn P_., 9u te[I� 1p9xv10 pMW —, pM WUCa11 N[e[Cprt Cp[tfAtul [pp661M WMloww, Ino 11 Gate Ser Lee pY M,,C olfui 9" hxex wb v,un[ 9Yxem Fmlw W. ill 13791 w, Cp 6p[v[Ivp Seen 1p 1 5 ZM 515.000 Cx W 1 l--0 IM17-01 l5 5 10 30 10 C4Y 1 -e Wks m,Cw•-- lai wuW,C6mp, 6u. eWte,l [ so. $ls,_ Cx W 2019-0606 3m9 46 0 a So sa i ireamcene egt ur Cem T91 96WY ur Gmp 0.&pump 1 50.00 66, 04 9 Xll.-09L9 19 M41 lS l 9 9 P Epup _ NnW yr Comprenw 956 52527NUeNet-9WGe Si 1 SU92N S3,000 5% 10 3016�06 19C LM 15 b 10 60 1 px+Pst Sab51 tiplbery 615 a1905mnenn swc9al 1 5pm51 51nL51 C% l0 loN-06at ss96mni 15 9 s0 90 i pw�0i.[ Sum} eem., m lsp5a e[nenn dwc639 l Sran.m 6v.aro ]x u xauaa-06 p016m�u IS i m >0 t pw,dd sass P.ppYY Figure 40: Sample Asset Condition Report I. VISUAL CONDITION ASSESSMENT PROGRAM A visual condition assessment approach (Level 2) and inspection forms were developed with the CWMP (Carollo Engineers, 2017). These inspection forms were subsequently standardized and configured as Inspection Templates in Cityworks. Inspection Templates are configured by asset class, and each observation has a drop -down list of answers that are used to calculate a Condition Score ranging from 1 (good) to 100 (poor). Future enhancements include: • Replacing similar assessments is part of routing PM WOs with these Inspection Templates to improve data collection consistency and monitor the asset's health more frequently. • As a baseline and where feasible, all assets shall receive a visual condition assessment starting at 30% of service life consumed. II. BURIED PIPELINES An on -going program was established to inspect the outfall pipe and make necessary repairs every 5 to 10 years, depending on the results of the last assessment. This condition assessment requires complicated shutdowns and temporary bypass pumping and piping. Condition assessment of buried pipelines (other than the outfall) on the treatment plant must be initiated. Staff will need to inspect the condition of several large -diameter, critical pipelines on the treatment plant site, such as primary effluent, mixed liquor, secondary effluent, final 88 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 95 of 192 Page 92 of 186 effluent pipelines, and wet weather bypass pipelines. These inspections will require complicated shutdowns and temporary bypass pumping and piping. After analyzing the data, the project team will recommend an appropriate re -inspection interval for buried pipelines at the treatment plant. C. RECYCLED WATER The condition assessment program for the recycled water treatment facilities will follow the program for the treatment plant since it has similar assets. In 2021, water meter inspections were performed as part of a larger project for pre -design improvements on the recycled water distribution system. The consultant was tasked to inspect each recycled water meter to perform condition assessments, site photos, and collect meter data such as model, serial number, and size. The end goal was to produce a list of out-of-date meters that need to be replaced so that Central San can implement a more efficient meter reading solution. The site photos can be tagged to the asset and viewed in GeoPortal. At the customer sites, CSOD staff conduct scheduled inspections and testing as follows: • Quarterly Site Inspections performed by the site supervisor for each customer site • Quarterly Inspections for Clearwell • Annual Site Inspection: A recurring WO is scheduled through Cityworks and includes an inspection for each customer site. The inspections are sent to the Planning Group for inclusion in the annual report required by the State General Order 2016-0068-DDW. • Four -Year Cross Connection Testing: Required and only for dual -plumbed facilities. Testing is scheduled by the Planning section. More information on the Cross -Connection Control Program can be found in Chapter 3 of the Recycled Water Program Manual (Central San, 2006). D. ASSET COST The asset cost is stored as an attribute to the vertical assets in the asset registry. The asset cost is for the asset only. It does not include engineering & administration, installation labor, related system modifications, etc., which are factored into the total project costa (i.e., replacement cost). The asset costs are intended to serve as a foundation for estimating the total project cost to be used in preliminary evaluations or studies. The asset costs will conform with a Class 4 or 5 cost estimate. The costs conform with the Association for the Advancement of Cost Engineering International's Recommended Practice No. 18R-97 (Cost Estimate Classification System - As Applied in Engineering, Procurement, and Construction for the Process Industries), as described in TM G-3, Basis of Cost Estimates, of the CWMP (Carollo Engineers, 2017). This memorandum also 3 The asset costs or total project costs may not match the "book value" that accounting tracks due to different assumptions and methods. Accounting does not track individual asset values, but instead rolls up costs to a process level which is not supported by the existing financial system so Accounting uses a series of spreadsheets to calculate adjustments that are then entered into the financial system. 89 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 96 of 192 Page 93 of 186 includes cost estimating guidelines for making life -cycle comparisons of project alternatives and establishing capital costs for the CIP and includes unit cost tables for linear assets. As projects are scoped, staff should refine their total project costs to Class 1 to 3 as appropriate. E. REPLACEMENT COST The replacement costs referred to in this AMP are a product of the asset cost and a multiplier based on TM G-3, Basis of Cost Estimates is as follows: • Linear assets x 2.195 • Vertical assets x 1.98 • Vehicles and equipment x 1.0 (i.e., no multiplier) I. TOTAL PROJECT COST The most recent basis of cost estimates was completed in 2016 with the CWMP (Carollo Engineers, 2017) based on TM G-3, Basis of Cost Estimates. Staff will use the present worth life - cycle cost analysis to compare project alternatives. Capital costs include direct construction costs plus indirect costs required to implement the project. Indirect costs include engineering, legal services, environmental mitigation, Central San administrative costs, and project contingencies. Capital cost is synonymous with total project cost. Construction costs, such as the bid climate, materials or specialized labor availability, or site conditions, vary with changing conditions. To account for these uncertainties, an estimating contingency will be applied to direct costs. Annual O&M costs are the ongoing costs to run and maintain a facility, including power, labor, chemicals, and equipment replacement. O&M costs vary by treatment process and are a function of the flow or load treated. They will be used to compare the alternatives' life -cycle costs and establish annual operating budgets for the selected alternative. II. RESIDUAL LIFE The residual life of an asset is the amount of time the asset can continue to reliably function with adequate maintenance in its current condition. The residual life is used to estimate the replacement date of the asset so that it can be incorporated into the CIP and CIB, which is then used to determine a funding strategy, rates, and fees. The residual life is typically calculated as the install date plus the asset's service life minus the install date year plus the current asset age. The expected service life can be estimated from published industry standards, the manufacturer, agency experience, or predictive forecasting. The actual service life of the asset will vary from the estimated service life depending on how it is operated and maintained, the environment where it is located, and the quality of its manufacture and installation. Predictive forecasting based on Central San asset data provides the most reliable service life estimate. This analysis was conducted for collection system gravity mains in the CWMP (Carollo Engineers, 2017). 90 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 97 of 192 Page 94 of 186 For all other assets, the Asset Management Section has reviewed industry standards, other agencies' experiences, and Central San's own to develop expected service life tables for all existing asset classes and subtypes. 5. EXECUTIVE LEVEL RISK INDICES For many years, leading utilities and other organizations have improved the ability to identify and address risks by creating centralized risk oversight Enterprise Risk Management (ERM). ERM is a holistic approach to identifying, defining, quantifying, and treating all the risks faced by an organization. program. Central San began implementing ERM in 2018 with the development of an operational risk register. This was followed by development of strategic risk inventory in 2019. Each strategic risk is assigned to a member of the senior management team. As a risk owner, they are responsible for developing and prioritizing mitigation plans for each assigned risk. The ERM Team meets twice annually to review and update all strategic risks and then reports notable changes to the Board. Of the 28 strategic risks, 8 are mitigated or controlled by the continuous and effective operation of assets across Central San's operation. More info on risk inventories can be found in Appendix N: Enterprise Risk Index and in Appendix O: Development of the Enterprise Risk Inventory. 91 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 98 of 192 Page 95 of 186 1. DRIVERS: AGING INFRASTRUCTURE, REGULATORY, SUSTAINABILITY & OPTIMIZATION Assets can fail in several ways — capacity, age, efficiency, and physical mortality. Asset replacement drivers are conditions or circumstances that impact the ability of an existing asset to continue to meet its functional requirements. Projects included in the CIP address one or more of the four major drivers: • Aging Infrastructure: an individual piece of equipment reaches the end of its useful life. • Capacity: increases in process throughput may exceed its ability to meet current or future needs. • Regulatory: comply with regulations now and continue to adhere to them as they evolve or change in the future. • Sustainability & Optimization: optimize existing treatment processes, energy -efficient improvements, recovery of resources from solids processes, production of recycled water for refineries, and enhancements for service reliability during possible seismic and flooding events. Most project scopes include several project elements that address a range of drivers but make sense to group into a single capital project from a capital improvement perspective due to location, timing, or type of work. Aging Infrastructure — Evaluated Repair or replace some equipment and structures to extend their useful life Sustainability/Optimiiatioln • Optimize existing treatment processes • Energy -efficient improvements • Resource recovery • Recycled water • Seismic and flooding event improvements Figure 41: Key Drivers for Long -Term Planning 2. CAPITAL IMPROVEMENT PROGRAM Capacity - In Progress Expand the capacity and redundancy (flows and loads) of some equipment and facilities Reaulations Comply with regulations and continue to adhere to them as they evolve or become stricter in the future Annually, Central San updates its Ten -Year CIP and adopts a CIB. The CIP identifies and prioritizes capital projects needed to accomplish Central San's Strategic Plan and provides the basis for 92 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 99 of 192 Page 96 of 186 project scheduling, staffing, and long-range financial planning. The CIP also serves as the framework for rate -setting decisions based on planned expenditures. Projects are included in the CIP based on one or more of four drivers. Once a project is determined to be necessary, based on operational or maintenance needs or existing asset conditions, the project is listed in the CIB. The CIB includes expenditures for the planning, design, and construction of capital projects and is categorized into four programs: Collection System; Treatment Plant; General Improvements; and Recycled Water. The CIB is a detailed presentation of the project cost estimates proposed for the first year of the 10-year CIP. Central San funds an extensive Capital Improvement Program designed to preserve, maintain, and enhance assets, meet regulatory requirements, accommodate the community's needs, and protect public health and the environment. Capital improvements are construction or renovation activities that add value to fixed assets (pipelines, buildings, facilities, and equipment) or significantly extend their useful life. A. PROJECT PRIORITIZATION Each project is evaluated using a prioritization scoring system that includes input from stakeholders within the Operations and Engineering Departments. The prioritization scoring system uses existing Central San strategies, including guidelines developed by the Water Environment & Reuse Foundation. It also includes prioritization procedures like other NACWA member agencies. Each project is assigned a priority ranking. The criteria used to develop the scores consider the "triple bottom line plus" or social, environmental, financial, and technical benefits of the project and their applicability to Central San's Vision, Mission, and Values. New projects that were identified as part of the CWMP were prioritized through discussions and workshops with Central San staff. The new projects were then scheduled into the CIP based on their relative priorities. B. PROJECT CLASSIFICATION Projects are grouped into the following improvement categories: • Capacity: These include replacing existing assets or adding assets to convey and treat peak wet weather flow (PWWF) from the wet weather scenario and volume from the design events. Projects that address PWWF and volume deficiencies within the planning period are considered capacity -related and not an expansion of the system to connect future users. It is also possible that treatment capacity can be exceeded due to increased organic loading from population growth, industrial user addition, etc. • Rehabilitation and Replacement: These include improvements to existing assets to extend their useful lives, repair structural deficiencies, or improve performance to provide adequate peak hydraulic capacity. • Planned: These include asset improvements and projects to meet regulatory requirements that Central San has scheduled to be completed within the planning period. • Annual: These include estimated project costs that Central San identified as annual projects that maintain their assets throughout the planning period. 93 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 100 of 192 Page 97 of 186 3. ASSET LIFECYCLE An asset lifecycle is a series of stages for managing an asset throughout its lifespan, from asset creation to asset end -of -life. This lifecycle follows Uptime Element's Reliabilityweb Asset Management timeline. A crucial element in Central San's maintenance program is having O&M staff involved in all asset lifecycle phases. It became especially important to have O&M staff support the Planning, Design, Construction, and Start-up phases of capital projects. This "design for maintenance" would allow for significantly improved ease of maintenance and reliability once the new system or equipment was installed. OO her�tions M�int�n�nc� Dispose/ Renew Business Case Analysis Asset Wr ia 11D ••"- • Maintenance iz�44Asset Handov er Figure 42: Asset Lifecycle A. BUSINESS CASE EVALUATION Planning Asset Management Capital Projects Capital Projects The Planning and Development Services Division initiates the planning phase of project, providing data and risked -based analysis through modeling or asset condition assessments, and use these analyses and models to identify assets for improvement projects. A business case evaluation (BCE) aims to conduct a structured analysis to recommend a course of action that best resolves a specific problem or issue, meets a defined challenge, or takes advantage of a unique opportunity. It is usually selected from among a set of feasible alternative strategies. Central San's Engineering Department developed a suitable CIP validation framework and methodology. BCEs consider all aspects of asset ownership, including service levels, capital costs, and O&M costs, and incorporate non -cost factors. BCEs are a rigorous method for evaluating alternatives applied at most levels of alternative analysis: from decisions between 94 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 101 of 192 Page 98 of 186 major project alternatives to selecting the types and numbers of assets used in a preferred alternative. In most cases, a BCE considers all aspects of asset ownership, including service levels, capital costs, and O&M costs. It also incorporates non -cost factors to ensure the most appropriate alternatives are selected and that the selection process is well documented. For major improvement projects, performing a BCE is a multi -step process that maximizes objective over the subjective assessment of project alternatives. This process starts with evaluating specific project needs and drivers and outlining the essential functional requirements for the proposed solution. Central San then conducts an in-depth evaluation of existing asset condition assessments and determines remaining life, evaluating whether to keep and maintain the existing assets; in -kind, or replace them with new technology. After the evaluation period, Central San conducts a pilot test of the preferred technology when appropriate to validate design criteria and risk. It then evaluates current and possible future regulatory drivers that would impact the project and the identified solutions. Following the initial evaluation, Central San performs a preliminary investigation, such as geotechnical land survey, permit or environmental research, as needed. After that, the design alternatives and capital expenditure for each alternative is prepared. The Treatment Plant O&M for each alternative is evaluated to determine the pros and cons, and a 30-year net present value life cycle cost analysis is prepared. The conclusion of the BCE must justify a recommended alternative, which demonstrates how the recommended solution provides the best overall value for Central San ratepayers and the community when considering the level of service, economic, risk, and intangible factors. The project team then presents the recommended alternative to the Executive Team. After incorporating the recommendations of the Executive Team, the project team prepares a Board position paper and presents the recommended alternative to the appropriate Board committee. After incorporating the recommendations of the Board Committee, the project team refines the position paper and presents the recommended alternative to the full Board for approval. Appendix K: Business Case Evaluation shows the process flow diagram for the BCE procedure employed at Central San. B. PLANNING/DESIGN The Capital Projects Division is under the Engineering and Technical Services Department. The Capital Projects Division engages with in-house staff for Collection System Program to design linear assets. For Treatment Plant projects, the Capital Projects Division engages with design consultants to design vertical assets and systems. Project design phases consist of 10% conceptual, 30% preliminary, 50% detailed, 90% detailed final, and 100% final deliverables. For Treatment Plant projects, Maintenance staff selects the right equipment, like motor control centers (MCC) or standardizing equipment when feasible, and ensures maintenance needs such as access, lift points, and housekeeping elements are not overlooked. C. CONSTRUCTION: CREATE/ACQUIRE This asset lifecycle phase consists of constructing new assets and rehabilitating existing ones such as pipelines, general building improvements, or replacing aging infrastructure. The Capital Projects Division engage with consultants and contractors to create, acquire, and construct new assets in their capital and improvement projects. Treatment Plant Maintenance reviews the 95 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 102 of 192 Page 99 of 186 submittals and shutdown requests, provides job walks, and performs QA/QC of contractor construction work. D. ASSET HANDOVER At Central San, asset handover is critical to an asset's lifecycle. The assets created and acquired during projects require coordination among all Central San divisions to ensure the continuity of operations and maintenance of new assets. A comprehensive interdepartmental asset handoff protocol is a major component of plant maintenance involvement in capital projects. During the Planning, Design, Construction, and Project Closeout phases of acquiring and disposing of capital assets, asset handover requires working across departments and various programs. Staff across divisions work with Asset Management to catalog and assign necessary data attributes to new assets and documenting which assets will be disposed. The Asset Management team then incorporates this information into the asset registry, which is accessible through GeoPortal and Central San's CMMS. The Asset Handover process ensures that assets and their associated information, like complete PM schedules and documentation, are transferred from Capital Projects to O&M teams once installation or construction work is complete. This protocol ensures that assets, including complete PM schedules and documentation, were transferred correctly from Capital Projects to the relevant team upon completion of installation work. This asset handover protocol worked well within the organization, but it became clear that contracted work should follow the same process. The improved asset handover protocol would also include specifications to the required standards expected from the contractor and delivered to Central San as part of the asset handover workflow. The Asset Handover workflows for Collection System Pre -Construction and Post -Construction for Capital Projects and Developer Jobs are depicted in Appendix H: Collection System Asset Handover Workflows. The Asset Handover workflows for Treatment Plant assets are shown in Appendix I: Treatment Plant Asset Handover Workflow. E. Operate, Maintain, Modify & Upgrade After asset installation and acquisition, assets are operated to achieve their functional specifications. Operators and Maintenance staff optimize the value of an asset, maintain it to extend its lifecycle, and ensure risks are controlled. As assets spend 80% of their lifecycle during this phase, regular inspections, condition assessments, and planned maintenance activities help optimize the assets' lifecycle operational life to deliver reliable, high -quality services in a sustainable manner. See the section titled 96 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 103 of 192 Page 100 of 186 Asset Management Approaches detailing Central San's Operations & Maintenance Program strategies. F. REMOVE AND/OR REPLACE This phase comes when Central San needs to demolish and dispose of assets through end -of -life projects, capital improvement projects, or abandonment when no longer in use or needed. The asset is safely taken out of service following all environmental, regulatory, and health requirements and controls during decommissioning to reduce the impact of hazardous and non -hazardous materials on staff, the environment, and community. Procurement manages the controls. The Asset removals are included in the replacement project contractor scope of work. The asset status is captured in the asset registry to ensure asset and related maintenance information and activities are intact. Inspection and maintenance activities linked to the asset remain in the CMMS indefinitely, and the asset is kept in the asset registry with historic, retired, or disposed status. When an asset is taken out of service for maintenance, the Asset Management workgroup, working with Treatment Plant maintenance planners, updates the asset registry to out -of -service or abandoned, depending on whether it's Treatment Plant assets or Collection System asset. 4. REMAINING USEFUL LIFE The RUL of an asset is the most limiting useful life associated with the four replacement drivers. For example, assume the following for an asset: Table 13: Remaining Useful Life (RUL) Remaining- - Year Aging Infrastructure RUL: >20 years Capacity RUL: >20 years Regulations RUL: >20 years Sustainability/Optimization 10-20 RUL: years For this example, the most limiting RUL is the one associated with the Sustainability/Optimization driver. This asset may need replacement within 10 to 20 years, even though the other drivers all indicate a RUL greater than 20 years. Thus, RUL is limited by the lowest RUL of the four drivers. Each of the above drivers have multiple considerations or sub -drivers when developing the estimated useful life. For example, the Sustainability/Optimization driver has four subcategories (safety, operating ease, maintenance/redundancy/reliability, and long-term flexibility). The average RUL values across all four subcategories was used to quantify the Sustainability/Optimization RUL. Capacity may have treatment capacity and hydraulic capacity considerations. Defining typical lifespans of equipment is instrumental in deriving the estimated RUL figures. The evaluation lifespans provide uniform, generally middle-of-the-road benchmarks against which to score equipment. The basis RUL estimates is explained in condition assessment and comprehensive evaluation reports to assist future evaluations. Failures can and will occur in advance of nominal lifespans, and it is also expected that equipment outlives the ages listed above, which is the case in 97 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 104 of 192 Page 101 of 186 the Treatment Plant. The objective is to define reasonable expectations of how long equipment should be relied upon. Table 14: Nominal Lifespans of Equipment EquipmentLife Low -voltage (Secondary 15600-volts) Dry Transformers Low -voltage 480/277-Volt Distribution Equipment span -. 30 30 Low -voltage 480/277-Volt Motor Control Centers 20 Low -voltage 600-Volt Conductors 30 Medium -Voltage Oil -Filled Transformers 35 Medium -Voltage Distribution Equipment 40 Medium -Voltage (5kV and 15kV Conductors 35 Low -Voltage Variable Frequency Drives 15 Condition assessments were performed to evaluate the RUL of the equipment and identify improvement areas. The condition assessment results inform the RUL organized into four (4) groups based on the replacement time frame, as shown in Figure 43. Assets highlighted in red could be replaced "immediately" in the next five years, those highlighted in orange could be replaced in the "short-term" in 5 to 10 years, and those in blue could be replaced in the "long-term" in 10 to 15 years, and those in green can be replaced after 20 years. Options that could extend the RUL (without equipment replacement) but generally perpetuate aging equipment that meets obsolete standards and falls short of today's standards. Immediate (<5 yrs) Future (>20 yrs) Near -Term (5-10 yrs) Long -Term (10-20 yrs) Figure 43: Anticipated Remaining Years of Useful Life 98 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 105 of 192 Page 102 of 186 Useful life and RUL (from HDR) - based on condition assessment and non-destructive testing such as guided wave testing, which helps determine longer life and add weightage percentage G. MAINTENANCE HISTORY An asset's maintenance history supports the condition assessment inspections. Cityworks was used to pull equipment history for all steam system assets. As an example, the Steam Project conditions assessments categorized WOs not associated with predictive or preventative maintenance, such as reactive and corrective, as "unscheduled". The failure incidents were plotted over time to develop a trend so that their relative position on an equipment failure rate curve ("bathtub" curve) can be determined, as shown in Figure 44. If the incident's curve demonstrated a downward trend, the equipment resides on the left side of the curve and has a remaining useful > 50%. If the incidents increased over time with an upward trend, then the equipment resided on the right side of the "bathtub" curve and has <50% of RUL left. Decreasing Failure Rate 4J M Early :"Infant i� Mortality" Failure U. Constant Failure Rate Observed Failure Rate Constant (Random) Failures Increasing Failure Rate Wear Out Failures .�.p••......R....•.....■.■■.L..■■■.■■a...■..... Time Figure 44: Equipment Failure Rate "Bathtub" Curve 5. DATA MANAGEMENT AND UTILIZATION FOR DECISION MAKING A. DASHBOARDS AND ANALYTICS 99 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 106 of 192 Page 103 of 186 Dynamic dashboards for CSO and Treatment Plant Maintenance showing trends and KPIs are a valuable resource for decision -making. Central San replaced a manual paper process of creating monthly reports with a single dashboard with multiple tabs. Previously, staff would compile an End of Month Report for CSOD Field Operations every month. This task was time-consuming and required gathering information from multiple sources. With dashboards, the data is pulled directly from the relational databases used by the CMMS and ITpipes sewer inspection system. The dashboard shows data in near real-time and is refreshed every 15 minutes. Staff use the dashboard to plan work schedules, evaluate work activities, analyze historical information to decide corrective actions, and make decisions. SCHtUVLFD Clra^:n9 FOOTAGE Camplated A 11y(ITEM 11 IIIWEWIEp Ckanlrg FOOTAGE [amP�dMnuelM(NEM ]1 WORKORDERSCWlntadM hly OARENDy 01T 61 Aw]rc1l Mr LI Ln ♦♦ In9xo .Tm,t � wmNG unscHEOVLEO CIea g ORK ORDERS comple,ed MwVhly-n�RREur nRtNEM b] M •ROMNG �mrPRn �TOTrLL 5[EFMKED Oaa�i�g FOOTAGE ComptNad Monihty NRRENT rEAR pIEM dl y J� sw Nw �xmao �roru �®mim HscxmVu=u [lea g OlacE plexed Momhly-� ev�lit=M 61 �Rvopxc �m'oao �rolu Figure 45: CSO Cleaning Dashboard Showing Scheduled and Unscheduled Activities Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 107 of 192 Page 104 of 186 Current Month RODDING Current Week HYDRO 611 142,283 207 51,695 552 130,328 148 39,740 lrmevM•d Operz wO •e smrt pfsmed open rmrege aesmrt of venod [amp6ned Wo are Thu mp�e*ed FpomgeTM1u venue cumem Open wp were pe soauge Current Month 660 150,849 306 70,893 ope•e•��w� mrhbgwo ��e,g�•red 7 4 moue wodr u�aees Wark Order.35/350 Pmje.ted FinisM1:YblRg21, t155.00 Ph1 Soawz:ON HO1D crux Hem r�.ar,worh wae. p BaeH•g xO e•cLbgwo ComPle4ed 3 0 Current 354 79,956 work Oiaer. JC030L Week oo:oonrn 502 110,794 48 30,838aAS51GNE� W�mAOeder.518556 jeered Hnish: tW3rR02 r, rI:00:W RM Figure 46: CSO PM Scheduled Weekly Dashboard with Indicators and Backlog Linked to CMMS The CSO Maintenance Planner uses the PM Scheduled Weekly dashboard every Monday with CSO Supervisors to review the completed work. WOs are assigned on the first of the month. Month -To -Date 5jr378 Feet Completed (by CSO) Month -To -Date 20 Inspections Completed (by CSO) I��I�lVI�lVI1111111 111IIIIII mll I 111111111111 111111111111 11111 11111111111111.1.1. 1- 1,1. 1.1,Ill. . �Yi���il���II�IVIi�li�Y1��1�16���IIIiIIVI�IIId�V�ullitl�m��. Figure 47: CSO CCTV Dashboard with Indicators and Graphs for CCTV Inspections by Staff or Contractors Staff developed dashboards to provide WO backlog metrics, which is critical for planning future maintenance work and guiding work allocation. It also provides insights for resource allocation and workforce management, as well as easily accessible and intuitive metrics to track the 101 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 108 of 192 Work Orders Closed by Shop rntnch-1,, ew,e.au,rz9ra-+zrvrz9zr rr O Tod WakOders tlased Tota I ,meunxnt Shop Wo.k Orders Omed Instrument Shop m• • �• • 35b :m 52 WOs Closed m WOs Closed m „mM1,ndw+.m�°„�� m�a a„e �e m� WMind,e+en39Days m,e m,s �+ INad,kw 3ho. worko,demtlwed Machine Shop Ekwviwl5hay Wprlr0.dem ❑Deed Electrical Shop a• • �• • 7 40 WOs Closed a WOs Closed m ,rtS,Fi..Ne+a.tb Dry. xma a.i zmr v.i zmn ri zvn r.i WdM1in+M lea 39 Days +a mna x°+v emo w, Med,siiral SM1w Wwk ONau t]md Mechanical Shop euildi�flGmundsWwk Ua®s Dowd B & G 105 ;m 152 WOs Closed m Will U.. Vie UDora ° �. is .os WOs Closed ,m° zn 1:1 o,c Len 30 Derr a xe,a zec m.. zo.i oarYlpg nacYer gesadmW orders H,... / TPBacklog _ _L. _. *1- o Maintenance Backlog Dashboard r•;m.cner,.uyD�aw�:ennoaa„-yi..�urvrzaz, ;'ll = —' T 6acno9 W.M1 Omen (CLnent Yaar] xm• • Total Backlog Work Orders Tot.l Backlog Work Orders Total ,m �� �°- �" ���`�� -r,�-' �.� 15 8 p 156 r ml aasip9 wp,kordeaicn,�v..,r� cstimated H. A[ual Hrs> E No Estimated Hours m• • Backlog Work Orders _,.-„�_,.� -. -.-- _ -' _ As f—day Ae of Yerte.day xm - .�./._. .,- ...�..,..r-'^`L— rod �ddo9 workIXdersWhera �+oel ian,r Nr., rw�m.,r..n kah�r H•, n tour 9adiogwad Onlenwi+M1 rv� r.r�m,,ted l.,r„e ir�,�,-, tll aedioy wars [c��wMm�q „• k • Tota I 1,915.5 T aac4log Hpua .-•' Backlog Hours • • Pa ufy terday +gym ..im y &y sa wm rv�.m oa zo �a owe Page 106 of 186 Figure 50: Treatment Plant Maintenance Dashboard of Work Order Backlog by Shops Linked to CMMS B. MACHINE LEARNING Machine learning is the approach of developing models and analysis from data to automate specific tasks. For the wastewater industry, data from sensors, flow meters, or maintenance history may be used to train a model or as source data in an algorithm to create output such as forecasting or predictions. As part of the IT Master Plan, the Smart Utility initiatives will examine how best to use machine learning for predictive analysis. C. SMART MCC'S Smart MCC and Switchgear connect to Central San's SCADA network to capture live data and help staff make informed decisions. Advanced diagnostics improve predictive maintenance and ensures improved safety, uptime, reliability, and equipment longevity. 103 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 110 of 192 Page 107 of 186 1. OPERATIONS STRATEGIES A. COLLECTION SYSTEM - PUMPING STATIONS The Pumping Stations group operates pumping stations within the Plant Maintenance Division of the Operations Department. The staff rotate assignments and ensure that all stations are visited each workday, complete rounds -sheets, and conduct maintenance as needed. During off -hours, an operator is "on -call" to handle any problems. The pumping stations use Wonderware software, which the operators can access remotely or at the pumping station. All the pumping stations have either a level transducer or a bubbler system to monitor the level of the wet well. These are linked to the SCADA system, which will send alarms directly to staff. B. TREATMENT PLANT The Control Systems group supports the Dynac and Wonderware software. Operations manuals are posted on the Plant Information Management System (PIMS), an intranet site and added to Laserfiche. The POD Superintendent manages the day-to-day operations of the treatment plant. Four or more Operators are always on -shift, with a minimum of a Shift Supervisor in the control room and three Operators assigned to specific areas of the treatment plant. The Shift Supervisor is responsible for monitoring the treatment plant control system. The POD Training Coordinator manages PIMS. The Control Group manages SCADA. C. RECYCLED WATER DISTRIBUTION The recycled water distribution system is managed by the Associate Engineer in the Planning and Development Services Division. The Associate Engineer schedules maintenance and repairs, work directly with the recycled water customers, and manage the billing. 2. MAINTENANCE STRATEGIES Maintenance management involves two fundamental practices - unplanned and planned. Asset Management best practices for decision making uses the pareto analysis, where 80% of benefits can be achieved by doing 20% of the work or conversely, 80% of problems can be traced to 20% of the causes. Thus, in maintenance, if 80% of the cause of breakdowns are due to 20% of possible causes, spending a majority of resources on planned maintenance to identify the 20% causes will help to reduce breakdowns . As such, it is essential to manage and track unique maintenance types. Central San uses the following industry -standard maintenance activity category: 104 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 111 of 192 Page 108 of 186 • Reactive Maintenance (RM): Emergency -based work on equipment or asset. RM occurs when someone interacts with or recognizes a problem with an asset or infrastructure system and is almost always unplanned. This may also have been called "unscheduled work" or "schedule busters". • Preventative Maintenance (PM): PM action is conducted to keep equipment or assets working and extend the life of the equipment or asset. PM may include tests, measurements, adjustments, cleaning, and parts replacement, performed specifically to prevent faults. • Predictive Maintenance (PdM): is used to ------------ Unplanned L � RM PM PD Reactive Preventive Predictive Maintenance Maintenance Maintenanoe CM Corrective Maintenance Figure 51: Work Order Types predict failures before they occur to keep unplanned maintenance to a minimum because unplanned maintenance costs 8 to 10 times more than planned maintenance. Equipment with rotating elements is a natural fit for vibration analysis, electrical equipment for thermography, and so forth. In some cases, the devices monitoring the asset may be connected to a building automation system, a distributed control system, or a Programmable Logic Controllers (PLC) system. PdM is more advanced techniques and technologies that diagnose the current state of equipment and aid in predicting when equipment failure might occur. PdM includes trend analysis, pattern recognition, and other correlation analysis. Ideally, PdM allows the maintenance frequency to be as low as possible to prevent unplanned reactive maintenance without incurring costs associated with excessive PM. Condition -Based Maintenance (CbM): CbM is a non -intrusive task performed to check equipment health by testing, monitoring or trending parameters known to be indicators of asset health. CbM can be online continuously or based on periodic inspection. CbM optimizes preventative and corrective actions by avoiding traditional run time or calendar -based maintenance tasks. At Central San, staff uses CbM and PdM interchangeably in the CMMS. • Corrective Maintenance (CM): CM may be a child activity stemming from an RM, PM, or PdM. It is any maintenance activity required to correct a failure that could occur or is in the process of occurring, to ensure the asset or equipment is restored to a satisfactory working condition. Often, CM includes equipment and asset repairs, but it may also include replacement. CM can be subdivided into immediate or deferred CM (the latter is delayed based on a given maintenance or capital improvement rules). The Plant Maintenance Division performs CM on assets. The work is usually identified by (POD) staff or when Plant Maintenance staff performs preventive or predictive maintenance on the asset. 105 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 112 of 192 Page 109 of 186 • Asset Condition Management (ACM): ACM is the overall approach to monitoring, diagnosing, and identifying corrective actions. This can be done by continuous or periodic measurement and interpretation of data to indicate the asset condition (health) and determine its maintenance requirements. ACM includes accumulating and correlating asset condition information and observations over the asset's life. ACM includes PdM, CbM, and other maintenance technologies and techniques. • Asset Condition Information (ACI): ACI includes data and observations on the conditions of an asset. More than just the current state, it is data and information accumulated over the life of an asset. It helps support day-to-day and long-term decisions about asset conditions and future conditions. Additionally, troubleshoot/repair WO templates define failure codes for reactive and corrective WOs. Failure codes capture information about equipment or asset breakdowns or failures and enable staff to document failure modes, failure causes, and perform reporting. These codes help provide the data necessary to build reports for statistical analysis and is extremely valuable for decision -making regarding stocking spare parts, standardization or sole sourcing of equipment, and prioritization of work. They also allow staff to gain insight into chronic issues, often not easily found, affecting a piece of equipment and help guide staff to a fix. The CMMS generates preventive and predictive maintenance WOs based on a frequency configured by the stewards (Maintenance Planners and Fleet Shop Supervisor). The WO history is stored against the asset in the CMMS for easy retrieval. Predictive WOs on specific equipment are scheduled through the CMMS for Plant Maintenance Division staff, including oil analysis, thermography, and vibration analysis. Corrective maintenance WOs are created as needed by staff. Work order history is stored against the asset in the CMMS for easy retrieval. If the remedial work originated from another WO, it is created as a child WO to retain the linkage between the work activities Reactive WOs are troubleshoot/repairs in response to equipment failures or assets not functioning correctly. Staff uses Cityworks to manage and schedule all PM tasks to minimize reactive work. In 2021, staff completed over 5,000 WOs at the treatment plant; only 2%of those were reactive WOs. All maintenance activities are captured in Cityworks. Templates for routine work activities include instructions or an attached SOP document for quick access by the staff performing the work. The overall workflow model for the system is shown in Figure 52: Cityworks Workflow Model. The stakeholders also documented and agreed upon more detailed workflows at each workflow phase. A Cityworks Custom Business Process Manual (Lawson, Cityworks Custom Business Process Manual, 2017) was developed in 2017 to document SOPS for using Cityworks and include the workflows described above. The document is in Laserfiche. 106 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 113 of 192 Page 110 of 186 3. MAINTENANCE PROCEDURES A. COLLECTION SYSTEM Maintenance procedures for the collection system are stored in Laserfiche under the SOP folders and are grouped as CCTV and CMMS, Field Operations, and Fleet Services. In addition, some WO templates have instructions and attached inspection templates. B. TREATMENT PLANT, PUMPING STATIONS, AND GENERAL FACILITIES Maintenance procedures for the Treatment Plant are attached to WO templates in Cityworks. C. RECYCLED WATER Maintenance procedures for valve exercising, system testing, and other tasks are managed by CSOD staff. CSOD staff working on the distribution system carry the recycled water distribution system O&M manual system maps in their vehicles. Additional maintenance information can be found in the Recycled Water Program Manual (Central San, 2006). If there is a repair that CSOD cannot perform, staff will call Contra Costa Water District to perform the repairs. Procedures for leak adjustments and hydrant truck fill program are stored in Laserfiche under the SOP folders and are grouped under Planning and Development Services, Planning and Applied Research, and Recycled Water Planning. 107 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 114 of 192 ■A■ IW T I ULfmr Work To -Be Workflow Modeling Q 1 1 1 1 1 1 1 1 1 1 Asset Set -Up preventative and _ _ Maintenance ' Asset cation Set -Up and I Moc irication I I 1 1 I 1 1 I 1 1 I 1 1 I 1 1 I 1 1 I 1 1 I 1 1 I 1 1 I 1 1 I 1 1 I 1 1 I 1 1 I 1 1 I 1 1 1 1 1 I � � Fxistirg lnrentory 1 1 �t 1 Processes i 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 � 1 1 Foilow-Up 1 i work Initiation I I --►I I Screening I I -►I I Planning I I -►I I Scheduling I L_►I I Assignment I I I I Cancefled j Concefled PM SkIWed I I � I 1 I 1 � 1 I 1 � 1 1 1 __________________Canfinrmd XorrPrinrity Work_________ 1 r_________________________.priority Work .___________________________ Revision History: Created By: Ixvyla Foutch Date: August, tc Rev 1: QF - Update'.VCrk-Rows Post Workshop WE Central Cotwa Costa Sanitalvoistdo Enterprise Cityworks Implementation Primary Cityworks AMS users by Core Worknow Process . ire identified as fellows: nitiation - CS Mai ntenance Sc heduler,(CSO) Administrative Technician, Maintenance Planner, and/or Supervisor Emergency - CS Maintenance Scheduler and [CSC] Administrative Technician, Supervisor, Mai ntenarsre Planner and/or (CSO) Supervisor • Screening- Supervisor, Maintenance Planner and/or ICSOt ; Supervisor Planning - Supervisor, Maintenance Planner and/or ICSO) Supervisor SchedvlinR-SuperroMaintenance or, Planner and/or • (CSO) Supervisor Assignment - Supervisor, Maintenance Planner, Field operations superintendent and/or (CSO) Supervisor • Performance - Maintenance Technician, Crew Leader, Maintenance Planner and/or Maintenance Supervisor QA Review m & Coplrvi etion - Supesor, Maintenance Plainer, Superintendent, and/or (CSO) Supervisor Asset Set -Up and Modificat'on - CS Maintenance Scheduler and (CSO) Administrative Technician, Supervisor, Maintenance Planner and/or (CSO) Supervisor Preventative Maintenance Set -Up and Modification - CS Maintenance Scheduler and (CSO) Administrative Technician, Supervisor, Maintenance Planner and/or (CSO) Supervisor • Vehicle - Equipment Inspections -➢river I Equipment Operator Folfaw-Up Work Performance I I QAReview a Completion other I I I I I Wark I I I ---------------- I I i ----------------- Emergency Figure 52: Cityworks Workflow Model Central San Asset Management Plan Notes Legend Cue lvuldlow �..... t l]b3TI� (lE .sbtg � [W1655[nPeope) OfF-Pa ce Refit WI1 WIt an ,A.��, �P Apptiradon 1 Oalabue onPage Rererrwre o April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 115 of 192 Page 112 of 186 4. COLLECTION SYSTEM A. SEWER SYSTEM MANAGEMENT PLAN (SSMP) Central San prepared a Sewer System Management Plan (SSMP) (Central San, 2022) following the requirements of the State Water Resources Control Board Order No. 2006-0003-DWQ, Statewide General Waste Discharge Requirements for Sanitary Sewer Systems. The order was updated and adopted on December 6, 2022 (2022-0103-DWQ) effective June 5, 2023. The SSMP is audited annually, updated every five years, and posted on Central San's website. The most current SSMP (Central San, 2022) details the O&M program for the collection system and includes the overflow emergency response plan, fats oils, and grease control program, design and construction standards, capacity management, etc. The goals of the SSMP are to: • Responsibly manage, operate, and maintain all parts of the wastewater collection system and adhere to the components of the SSMP • Provide adequate capacity to convey design peak flows • Minimize the frequency of sewer system overflows • Mitigate the impact of sewer system overflows • Develop annual strategic goals and measure progress toward those goals B. PREVENTATIVE MAINTENANCE Central San's operation and maintenance program is detailed in Element 6 of the SSMP. CSOD aims to clean all pipes 18 inches and smaller at least once every 84 months. The maintenance schedules are adjusted based on the pipes' history, results of CCTV inspection, proximity to environmentally sensitive areas, recent renovations or repairs, and other factors. CSOD conducts the cleaning and maintenance of sewer pipes with an approach collectively described as "quality cleaning." CSOD incorporates standard QA/QC measures to improve and maintain high cleaning effectiveness. Supervisors make frequent field visits to review cleaning crew practices and equipment operation. Supervisors complete weekly reports and provide feedback to cleaning crews. The interaction is similar to a coaching session rather than a performance audit. In addition, each month, randomly selected recently cleaned sewers are inspected by CCTV to check cleaning effectiveness. Sewer video inspections provide a proof - positive method to verify pipe cleaning results. The videos are viewed at bi-monthly Operations meetings and supervisors share the results in a one-on-one session with crew leaders. CSOD staff also reviews CCTV videos to confirm that maintenance is scheduled at the optimum frequency. Different cleaning tools are evaluated, and the most effective tools for various situations are identified. Further details about CSOD's maintenance strategies can be found in the SSMP, including pollution source control, root control, odor control, cleaning of force mains, cathodic protection, corrosion control, and how cleaning frequencies are adjusted. CSOD also has blanket service contracts for small, cured -in -place pipe (CIPP) and pipe -burst repairs. C. CORRECTIVE MAINTENANCE 1• Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 116 of 192 Page 113 of 186 CSOD completes spot repairs in pipe segments and repairs/replacements. The typical length of these spot repairs is less than 10 feet. CSOD maintains a warehouse of material for repairs in Walnut Creek. Whenever possible, pumps and other equipment are standardized to reduce the complexity of working with different types of equipment. D. SCHEDULING - CLEANING OPTIMIZATION APPLICATION Central San has a proactive approach to preventive maintenance. All 18 inches in diameter or less lines are cleaned on a 1 to 84-month interval. For most of the 2000s, scheduling was done using an Excel spreadsheet, and CSO staff couldn't efficiently assess how to schedule pipe cleaning while also considering adjacent pipes cleaning schedules effectively. It is best practice to set adjacent pipes on coordinated schedules to reduce cleaning crews' windshield time or time spent driving between job sites. However, this was effectively not possible for most of CSO's history. That was before 2018 when Asset Management developed a web mapping application to provide a visual representation of cleaning based on location, existing frequencies, and type of cleaning. CSOD's Maintenance Scheduler uses this application to align cleaning schedules within specific geographic or neighborhood areas. This alignment increases footage to pipe cleaned per month by enabling crews to efficiently clean adjacent or nearby pipes in fewer visits to the same area and decrease driving time. Improved scheduling has the added benefit of reducing personnel overtime by enabling more cleaning during regular working hours and assisting CSO in meeting its Strategic Plan goal of completing more than 95% of scheduled cleanings on time. 5. TREATMENT PLANT, PUMPING STATIONS, AND GENERAL IMPROVEMENTS The Plant Maintenance Division performs routine maintenance on mechanical, electrical, and instrumentation assets based on fixed intervals, equipment run-time hours, or decreased performance (condition -based). An asset spends about 80% of its time under this operations and maintenance phase. An effective maintenance strategy is critical to the Central San's Asset Management program's success. As a part of this improved maintenance strategy, plant maintenance was overhauled with industry -leading techniques in the following years, including automated maintenance reporting, oil analysis, equipment vibration analysis, and improved data management. In recent years, Central San has built upon its original goals, reflecting a renewed focus on improving its reliability and asset management programs. These improvements included asset condition monitoring and Defect Elimination (DE) initiatives, Root Cause Analysis (RCA), and Planned Maintenance Optimization (PMO) initiatives and enhancing monitoring and reporting capabilities in CMMS and GeoPortal. Involving O&M staff in all phases of the asset lifecycle and using condition assessment has helped guide capital project decision making, enhanced monitoring and reporting capabilities with Central San's CMMS and GeoPortal, further involvement of O& M staff in all phases of the asset lifecycle, and use of condition assessment to guide capital project decisions. aul Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 117 of 192 Page 114 of 186 Corrective Maintenance on Plant Systems August 2019 - August 2020 $120,000.00 Pare to Char c $1DQ0oo.60 g $80,000, 60 a $6o,aori 00 U a $40,000, 00 $20,000,00 , , J .� J J . ■ ~ $d.0o `d,� ` t��ya° �F'' �`'� •+�c °may �, c�'°e \�a ��y+� ,7,`� d'c� QrF`ffi �"� Q°'0 \ ycicis Fgfi i'Ps sP� cre Q+ 5� c s�� c° raa is ¢'' S SPA d F�� � 5 0 so t as 40 3S `p ao d 25 20 O ]5 � 10 5 0 � 0 4 + + 20/80 Systems Bad Actors A Better to Well Behaved Systems ECM Ull . Data Driven Analysis by ECM Tearn • function Driven • All Likey Failure Modes Analyzed • Existing PM/PDM Results and Historical CM's Analysis for Validation, Change or Addition of Failure Mitigating Applicable and Most Cost-Cffactive Tasks Tasks Implemented • Perform as per strategic plan; complete 5 RE per 2 year period RTI (TBDj • Perform as per strategic plan; complete 5 RE per 2 year period • Qualitative-0&M Subject Matter Ex pert Team Identifies Potential "Show Stoppers" Using 7 Risk Criteria • Performed on systems upon which ECM not yet done RCA SQE Defect Elimination (TBD) • Regulatory, Safety, Cost, Production, Labor/ • Safety, Quality, Efficiency (Internal Audit) • Repeat Failures from Known Unreliable Parts Time Some Covered With lob Hazard Analysis -Al., Practices • Goal Oriented Cause & Effect & Process • Performed on Large lobs, New Jobs, and Routine • Raw Materials, Operations, Workmanship, Analysis by Team Audits Design, Coliateml Damage Examined as Needed • Perform When Causes} Uncertain or high Perform as needed Perform as part of rout ne continue.. criticality failure improvement Figure 53: Strategic Framework Figure 53 describes the reliability strategy for the Treatment Plant Maintenance and Pumping Station Program. It is part of a systematic approach to developing a comprehensive maintenance program based on asset criticality and consequence of failure. It can be achieved by a Reliability Centered Maintenance qualitative decision methodology that identifies the most effective preventative maintenance task for plant equipment and systems. Reliability Centered Maintenance with a CMMS establishes a repeatable program with documented processes and procedures. The Pareto diagram is the reactive maintenance on the Treatment Plant from August 2019-August 2020. E. RCM - RELIABILITY CENTERED MAINTENANCE RCM is a systematic approach to developing a comprehensive maintenance program based on asset criticality and consequence of failure. This method utilizes qualitative decision methodology that identifies the most effective PM task for plant equipment and systems. Because of the analysis and software, it establishes a repeatable program with documented processes and procedures. Key points include: • Systemic approach to developing maintenance activities by assessing asset criticality • Reviews the effectiveness of existing and new maintenance tasks to prevent functional failure of critical assets • Preventing functional failure is achieved by understanding failure modes and focusing maintenance tasks on predicting and preventing failures at the earliest possible time Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 118 of 192 Page 115 of 186 (on set of equipment degradation with use of advanced diagnostics) before they cause significant negative impacts on service levels, compliance, public safety and environment, employee safety. In addition, • By finding and correcting problems earlier, it less to perform this maintenance on the asset than it would to perform emergency maintenance. • Earliest detection and correction of problems will minimize costly collateral damage and provide longer asset life since emergency maintenance is often not able to restore the asset because its condition is beyond repair or collateral damage from the failure has limited the options for repair. • By focusing on understanding failure modes and what maintenance activities can cost-effectively prevent failures, resources can be applied where they will do the best. F. ECM/PMO: PREVENTIVE/PLANNED MAINTENANCE OPTIMIZATION PMO is a methodology that focuses on improving maintenance effectiveness and efficiency by reviewing an existing maintenance program and, in most cases, adding maintenance tasks to account for failure modes not addressed by the existing program. Typically applied to Better -to - Well -Behaved Systems - Better -to -well-behaved systems (20/80 systems - where only about 20 percent of all problems develop) are candidates for experience centered maintenance (ECM) analysis. ECM was adopted for the 20/80 systems to minimize impact of wastewater treatment plant/pumping station personnel engaged in the overall reliability improvement initiative and reduce financial impact on the wastewater treatment plant budget for the improvement initiative. Each system requires a "quick look" - two to four days - by an in-house multi -discipline analysis team led by a specialist in facilitation that answer the following questions: defect elimination, root cause analysis and safety, quality, and effectiveness. G. DEFECT ELIMINATION (DE) ALSO KNOWN AS DON'T JUST FIX IT IMPROVE IT DE is a reliability strategy is to eliminate known defects caused by aging, wear and tear, workmanship, changed operating conditions requiring more robust components or inadequate replacement parts that do not meet current stress levels present in an asset or technological advancements. DE analysis meetings typically can be completed in a day because they deal with known defects. Total costs less than $10,000 and work does not include replacement of an asset that cost $5,000 or more with a useful life of more than one year. Above these threshold values the work would be part of a capital project. DE is typically a follow up actions) from a PM, PdM or CM task. • Triggers for DE: o Optimization idea o Failure before asset useful life o Repeat failures showing up on Bad Actors list o Multiple reactive or corrective WOs on High criticality asset o If more than 1 reactive WOs with priority of 1 or 2 on specific asset between PM tasks DE helps reduce the amount of reactive work and reinforce precision maintenance. A DE WO template is based on the Don't Just Fix It, Improve It (DJFI) principle. Subject matter experts 112 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 119 of 192 Page 116 of 186 evaluate known defects in reliability, availability, maintainability, and safety of an asset. They then develop a control plan to eliminate the defect, review cost -saving opportunities, and ensure clear communication to all staff on the results/findings and any adjustment to the material, process, and people. Staff was able to complete 17 DJFI WOs in 2021. T - ': - 99 Our Plant Maintenance staff is constantly rehabilitating our assets to extend their useful life and optimize their performance. They make it a regular practice not to just perform the preventive maintenance (PM) or repair, but also to ask what more can be done. Work orders that are categorized as "Don't Just Fix it: improve It" (or DJFI) typically meet one or more of the following criteria: • Proposal of an optimization idea • Failure before an asset's useful life • Repeat failures showing on the Bad Actors list • Multiple reactive or corrective work orders on a high -criticality asset -More than t reactive work orderwith a priority of 1 or 2 on specific asset between PM tasks. in total, 28 DJFIs were completed in FY 2018-19 (twice the number completed in FY 2017-18). including the following actions: • I nstalled furnace burner signal sputters to allow Plant operators better range of burner temperature control for efficiency and less natural gas usage Installed a new probe controller in the Aeration and Nitrification Tank . 11N for increased reliability, improved accuracy of dissolved oxygen f� . _ measurement, and lower energy use through improved control of blower operation - y Installed a new wire harness in power distribution cabinet from circuit 4 board to lamp rack connector Added a two -branched strainer system, which was designed and _ created in house, to the inlet flow pipe of the water softener • Upgraded the lube delivery piping to the centrifuge element bearings _ Designed and fabricated swivel brackets for water level sensing nm transducers for the Primary Sedimentation Tanks and the Forebay -'? Designed, fabricated, and installed rain shields to protect the switchgea r at the Filter Plant from weather conditions • Designed and fabricated a vacuum collection system to collect debris } from the filter housing on the standby generators • Fabricated spare blowout panels to save time during clarifier PMs. PAGE 35 Figure 54: Central San's "Don't Just Fix It, Improve It" Maintenance Culture 113 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 120 of 192 Page 117 of 186 I. EXAMPLE - GREASE GUN COLOR CODE MARKINGS Central San plant maintenance utilizes different types of greases avoid mix-ups, using color coding of different greases to effectively reduce the chance of mixing different greases. II. EXAMPLE - RETURN ACTIVATED SLUDGE (RAS) PUMP SEALS Plant Maintenance had issues with RAS pump seals that had g short mean time between failures. After an in-depth review~ r" and a pilot program, various changes were implemented to w 4� improve reliability, energy consumption, safety, and the PM� SOP. An example of the change is hard chroming the shaft to eliminate the need to rebuild the seal when making adjustments. H. ROOT CAUSE ANALYSIS (RCA) RCA is a process that is applied when situation or problems a INZAA occur that demand attention to mitigate or eliminate them Figure 55: Grease Gun Color Code and there is uncertainty about all the contributing causes. RCA Markings is needed because RCM and PMO/ECM can't be expected to identify all the contributing and/or latent factors that result in failures occurring in a system lifecycle, especially those involving humans. Poorly documented maintenance processes, procedures and work instructions all can be contributing causes to failures even after the most thorough RCM or ECM analyses are completed. New personnel, lacking proper training and experience and rushed into a crisis can overlook critical steps in completing repairs, resulting in infant failures shortly after resumption of operations. Changes in replacement parts, lubricants and other items from the organization supply chain can be causes contributing to a failure. Changes in operating conditions, system configuration or practices can also be contributors. RCA investigations may take several days and the report of findings and recommendations for corrective action can be lengthy. EXAMPLE - ROOT CAUSE ANALYSIS INITIATIVES Central San staff formalized and implemented Defect Elimination, PMO initiatives, and RCA, with results tracked under assets in the CMMS. Improvements were made through participation among different groups such as Safety, Regulatory, and Reliability Engineering. A 2021 example of an RCA was when an "atmospheric river" storm forced an abnormally high influx of grit- ladened dewatered sludge to enter the Multiple Hearth Furnace (MHF). This caused an Opacity Excursion resulting from unstable combustion. After identifying the root cause, a revision was made to the furnace SOP for the wet weather events to prevent this issue from repeating. SQE - SAFETY, QUALITY, EFFECTIVENESS OBSERVATION SQE is an internal process to routinely review PM program based on observation of the PM or PdM Maintenance task. 114 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 121 of 192 Page 118 of 186 J. RISK THRESHOLD INVESTIGATION (RTI) - NOT IMPLEMENTED AT THIS TIME RTI is used for 20/80 Systems That May Never Be Subject to RCM - An even shorter (one day or less) alternative analysis for 20/80 well behaved systems is called risk Threshold investigation (RTI), The basic goal of RTI is to qualitatively identify potential problems or failures in 20/80 (well behaved) systems that could: • Realistically occur and produce or affect one or more of the seven consequence areas (safety, environment, downtime, operations, regulatory requirement, single point failure and economics) and • Cross a threshold that is judged to be sufficiently severe to warrant special attention to mitigate or eliminate risk. • Lead to further analysis such as RCA, DE, PMO or RCM based on RTI levels. The RTI process, utilizing the experience and judgment of a team of experienced technicians and/or first line maintenance supervisors and an operator does the analysis. Analysis is facilitated by a specialist in RTI methodology conducting the five (5) step process. These steps mimic, to a certain degree, the analysis employed in the classical RCM studies, but stop far short of the comprehensive information collected and deliberation conducted in classical RCM. The whole RTI process typically takes less than one workday. Routine periodic review of Central San's PM program is based on a strategic plan to perform reliability engineering (RE), RCM, PMO or RTI analysis per two-year period. The RE analysis is determined by the 80/20 rule Pareto Rule. K. FAILURE REPORTING ANALYSIS AND CORRECTIVE ACTION SYSTEM (FRACAS) Central San's maintenance activities are primarily proactive but having a formal process to respond to and prevent future asset failures ensures continuous improvement of equipment maintainability and reliability. Assets can fail in many ways: capacity, performance, efficiency, and physical mortality. Because of this, a process to control and mitigate these failures is invaluable. A significant change to the maintenance program's strategic framework was the implementation of a FRACAS. Implementing this system was a logical next step in Central San's maintenance program. Having already implemented the foundational elements of an effective FRACAS, such as the asset hierarchy, criticality analyses, and piloting RCM analyses on various systems, it was clear that FRACAS would be a welcome addition to Central San's maintenance program. Although Central San's maintenance activities are primarily proactive, having a formal process to respond to asset 115 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 122 of 192 Page 119 of 186 failures and prevent future failures ensures continuous improvement of equipment maintainability and reliability. Note that the Weibull Analysis is to be implemented. Failure Reporting, Analysis, and Corrective Action System (FRACAS) Workflow Diagram Figure 56: FRACAS Workflow Diagram The daily activities for best practice framework is best illustrated in Figure 57. Breakdown / Functional Failure 01 Reactive work orders minimized, Work Orders are reviewed on a Step 6: Step 1 : majority of Maintenance Work Monthly Basis for Corrective Work Orders Comes from PM/PdM Action FRACAS Metric — 95 % PMIPDM Metric — 100% of Reactive WOs Identification Compliance / 100% Safety and follow FRACAS Workflow Title 5 Compliance I <15 % Process I # of RCA completed Reactive to overall WOs Follow Rest Prartire Framework All Work Orders are closed Step rJ: out with all cedes and information in CMMS Work Order Metric — 90-100% WOs Close Out closed accurately. Maintenance Work is executed to specification Maintenance Work is Step 2: planned Maintenance Metric—>85% Planned Planning WOs vs Unplanned J_ was following repeatable procedures to optimize functional performance Step 4: Step 3: Metric—<10% Rework WOs 11 % WOs include DE improvement / # SQEs I # Work Maintenance Maintenance Work is scheduled of performed of Metric— 100% Maintenance Labor RTIs performed I # of planner updates Execution Scheduling hours scheduled by day by hour 1 completed I # of GIS updates completed I # of >90 % schedule compliance exceptions identified from PDM Figure 57: Daily Activities for Best Practice Framework L. RELIABILITY ENGINEERING Optimizing work execution has been essential to Central San's reliability journey. In 2014 Staff turned to the Uptime Elements framework, Effective Utility Management guidelines, and the EPA's 116 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 123 of 192 Page 120 of 186 10-step Asset Management process to identify, prioritize, and address the inefficiencies in Central San's processes and practices. In 2015, Central San hired a consultant to develop an Asset Management Implementation Plan to advance the efforts of the Asset Management Program. Our efforts led to Uptime Awards for Best Reliability Engineering for Maintenance Program in 2018 and Best Asset Management Program in 2020. Central San continues advancing its Strategic Plan, developing and enhancing processes, investing in new technology and tools, and continuing staff training to shape strategy into practical implementation. The award -winning practices are evident through our motto, "The right maintenance, right equipment at the right time." Central San has a proven record of operational excellence that includes 24 years of 100% compliance with our National Pollutant Discharge Elimination System permit —the longest successful streak of any wastewater agency in California and among the top 20 in the nation. As a part of the overarching Asset Management Implementation Plan, Central San piloted an RCM approach on two process systems. The results of this RCM initiative served as a road map for future efforts in optimizing Central San's maintenance program. Guided by this Strategic Framework, staff piloted ECM analyses on the primary tanks and UV systems with successful results. Subsystem Functions 6 Subsystem Functional Failures 9 Components in Subsystem Boundary 16 Failure Modes Analyzed 46 • Critical 29 (63%) • Non- Critical 17 (37%) • Hidden 13(28%) PM Tasks Specified (Includes Run to Failure) 62 Active PM Tasks S3 Items of Interest 30 Note: The details for the above topics are in the "RCM Worksaver" software that was completed by the RCM Team MM PM Task Comparison (By Failure Mode) entrifuge Subsystems 7 11 25 63 28(44%) 35(56%) 7 (11%) 70 58 16 Waste Heat Boiler Subsystems I RCM Task = Current Task 0 (0%) 11(16%) II RCM Task = Modified Current Task 21 (34%) 24 (34%) III RCM Specifies Task, No Current Task Exists 29 (47%) 24 (34%) IV RCM Specifies Task, Current Specifies Differ Task 3 (5%) 0 (0%) V RCM Specifies Run to Failure, Current Task Exists 1(7%) 0(0%) VI RCM Specifies Run to Failure, No Current Task Exists 8 (13%) 11 (16%) • A significant number of the study failure modes have no PM task currently. About one-third (34%) of the study failure modes currently have PM tasks that agree with the RCM PM tasks (II), but these rely on tribal knowledge to assure that they are executed. Figure 58: RCM Analysis Results 117 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 124 of 192 Page 121 of 186 SIP $:G raiFr•� rrrst l Fimikso .yl�lrr {.Yrv: Olt wx%he.d Flrn'Fi +tX r l.,w IL~ Nr741� Figure 59: Primary Process Primary Mechanical primary Sed Tank 2 0 0 0 Sed Tank Fence 0 1 0 Baffles 0 L 0 Weir 0 0 0 1 .Anchor Bolts 0 0 0 1 Long Flight Mechanical Long Flight See lot Collector Collector 11 0 1 0 1, 2, and 3 Micromitch 0 1 0 0 MCC 22 0 0 0 1 Motor 0 0 0 1 Push Button 0 0 0 1 Station Lewl Indicator Instrumentatlon Le4Indicator 1 0 0 1 Scum Collector Mechanical Scurn Collector 7 0 0 See 1013 Motor 0 0 1 0 Inlet Gates Mechanical Inlet Gate 1 0 0 0 Lift Nut 0 0 0 1 Gate Stem 0 1 0 0 7mmrf�- -_- 101's 1. Reviewrebuild/fab irate and updatestoragepro of shear pin hub assembly. 2. Consider bench or field test shear point. 3. Swmocllertorand long flightmotorconduit. Lovkinto modiryingfordrainage. I Figure 60: ECM Analysis Results Central San staff formalized and implemented DE, RCA, and PMO initiatives in the following years, with their results tracked against assets in the CMMS and GeoPortal. W Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 125 of 192 Page 122 of 186 RCM (Reliability Centered Maintenance) is a qualitative decision methodology that identifies the most effective planned maintenance task for equipment and systems. RCM, coupled with a CMMS, establishes a repeatable program with documented processes and procedures. Staff developed system -block diagrams, analyzed the functional failures and failure modes of assets and their components, and used a logic -tree analysis to select appropriate planned maintenance tasks. In addition to learning the RCM process, the pilot teams gained a better knowledge of the assets and how systems could fail. The Senior Engineer for the Maintenance Reliability Group is responsible for expanding the RCM process to additional systems. I. EXAMPLES OF PM OPTIMIZATION Central San routinely utilizes PMO to enhance the maintenance program and improve reliability. In 2021 staff completed PMOs on • Cogen • Aux Boiler • Influent pumps/motors • Boiler feed water pump/turbine • Cake pumps - Switched the runtime to do rebuilds from 2000 hours to 3000 hours • Long Flight drive sprockets - replace on a 5-year runtime basis instead of annually • Switching from Gore -Tex brand polytetrafluoroethylene tape to Equal seal M. PREDICTIVE AND ASSET CONDITION MONITORING PROGRAM The Plant Maintenance Division also employs predictive methods, including oil analysis, vibration analysis, and thermography. The division implemented condition-based/predictive methods such as oil analysis and lubrication, vibration analysis, thermographic analysis, laser alignment, and cathodic protection surveys. Staff reviewed and improved condition-based/predictive methods to complement the existing program. Staff continues to include new predictive maintenance methods and employ new technologies to be more effective. In 2021 staff piloted UT (Ultrasound Testing) technology on steam traps and found that 25 out of 80 traps needed repair. The Ultrasound Testing Program is now part of Central San's Asset Condition Management Program. Staff are trained and certified in how to conduct the testing, Ultrasound Testing inspection forms were created in the CMMS, and the division developed a PM task for steam assets. The successful implementation of Central San's asset condition management program allows us to focus on the left side of the Specify, Design, Installation, Potential Failure, Failure Safety Reliability Curve to improve maintenance efficiency. Central San has established a culture whereby O&M staff are integral to capital projects' planning, design, and construction phases. This culture has resulted in many improvements and ultimately identified the need for a Building Information Modeling (BIM) and Computer -Aided Design (CAD) standards that prove to be great tools for engineers and O&M staff. The following predictive maintenance methods were identified and implemented: • Oil analysis and lubrication program • Vibration analysis We Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 126 of 192 Page 123 of 186 • Thermographic analysis • Laser alignment • Decreased performance analysis • Cathodic protection surveys • Laser Alignment o Staff trained in laser alignment procedure o SOP fully documented and implemented for more equipment • Machinery Lubrication o Five technicians earned Machinery Lubrication Technician (Level 1) certifications (ICML) as of December 2022 • Vibration Analysis o Five technicians trained and certified in RDI Motion Amplification technology as of December 2022 • Motor Testing o Motor Winding Analysis implemented and baselined o Digital Low Resistance Ohmmeter o Megger meter testing o Protective relay testing o Alltest Pro 5 MCA now used in motor analysis • Ultrasound Testing o UE Ultra Probe 9000KT now used for ultrasonic testing • Infrared Thermography o Two technicians trained and certified in Infrared Thermography Technology • Non-destructive testing o Remote field testing used in condition assessments o Guided wave inspection for piping 120 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 127 of 192 Page 124 of 186 Infrared ermal Machinery • Th• • Imaging • Lubrication Fluid Ultrasound • • Analysis Testing • • a _f7 Vibration' Analysis �I�jI1N���f Asset • • Condition • Motor Information Testing Alignment R • Non - and • destructive Balancing - Testing +*..1= • Figure 61: Central San's Asset Condition Monitoring Program Begin with Uptime Elements Recurring WOs are scheduled through the CMMS for Plant Maintenance Division staff to take oil samples based on run-time hours from specific assets and ship them to an outside lab for analysis or to take infrared photos of particular assets. Maintenance Planners review the results of recurring and predictive WOs to determine the optimal time to replace the oil and monitor the wear of the equipment. Metal contaminants in the oil sample can indicate the failure of specific components that could be changed before catastrophic failure of the equipment. Transformer Oil Analysis assessments will be conducted biennially through a technical services contract by the Plant Maintenance Division. Vibration analyses will be scheduled and conducted through a technical services contract by the Plant Maintenance Division. Regular measurements of rotating equipment reveal trends of increasing vibration so that maintenance is performed, avoiding equipment failure and unscheduled downtime. Thermography can detect abnormally high temperatures due to equipment malfunction or loose connections. Thermal images of a boiler and furnace's exterior surfaces are also taken to detect hot spots caused by damaged refractories. N. PLANNING AND SCHEDULING Implementing a Central San -wide CMMS was a significant part of the Asset Management ecosystem. However, retaining the scheduling functionality of the previous CMMS proved to be a 121 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 128 of 192 Page 125 of 186 significant challenge as Central San transitioned to the new system. After working closely with the Asset Management group to address these issues, maintenance staff identified the following improvements to the scheduling process: • Expanding the role of the planner in scheduling work • Utilizing new methodologies to improve overall maintenance productivity • QA/QC of WOs Employing the methodologies outlined in Doc Palmer's Maintenance Planning and Scheduling Handbook was one way to accomplish these goals. Central San's maintenance planning group already excelled in securing parts/tools, scoping the work, and minimizing work delays for various jobs. It was clear that expanding the planner's role in scheduling work was a much -needed change to increase maintenance efficiency. Maintenance staff worked with Doc Palmer and the GIS group to facilitate this initiative to define necessary fields to sort through a WO backlog. Proper allocation of WOs from this backlog of a shop's availability results in a more efficient scheduling system. This frees up valuable time a shop supervisor could spend with their technicians for ongoing maintenance work and improving QA/QC of incoming WOs. Using a combination of tools developed in-house and Doc Palmer's scheduler, staff developed the following work -scheduling process: 122 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 129 of 192 Page 126 of 186 ------------------------------------------------------------------------ .' -------------- Maintenance ' Planners can Doc Palmer's Schedule \ Lookahead access the Scheduler Program generation schedules are ; ' ' Export Tool sorts the Work tool creates a lookahead distributed to ' ' located in Orders based on schedule with craft ' Cityworks and shop availability these supervisors and export the and allocates scheduled operators for \ Work Order Backlog them accordingly work orders review \ 1 \ \ \ \ Maintenincv &...n l lf rIl'�I n S��hivvt WJll a 1 \ \ Hondbmk ` \ \ \ \ 17 ��. JL Figure 62: Work -scheduling Process O. MAINTENANCE INVOLVEMENT IN CAPITAL PROJECTS 1 1 1 1 1 1 1 1 1 1 I Another crucial element in Central San's maintenance program is having O&M staff involved in all asset lifecycle phases. It became essential to have O&M staff provide support in the Planning, Design, Construction, and Start-up phases of capital projects. This "design for maintenance" allows for significantly improved ease of maintenance and reliability of the newly installed system or equipment. • Planning o Identify scope items to include in a project o Safety enhancements: e.g., built-in infrared cameras for monitoring bus connections inside switchgear, remote panels for operation of low -powered circuit breakers remotely, arc flash -resistant gear, etc. • Design o Select the right equipment like smart MCCs, or standardize equipment when feasible to reduce spare parts o Ensure the maintenance needs are not overlooked, such as access, lift points, and housekeeping elements • Construction o Review submittals o Review shutdown requests o Job walks o QA/QC of contractor work 123 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 130 of 192 Page 127 of 186 Ma-8 intainability And Reliability Figure 63: O&M Staff are Now Involved in all Phases of the Asset Lifecycle P. BUILDING INFORMATION MODELING (BIM) Including O&M staff is especially important in the planning and design stages of capital projects. Poor execution of construction projects can result in major inconveniences for O&M staff, significantly limiting their ability to perform their job functions. 3D BIM software allows staff to pinpoint and minimize these design deficiencies before construction work begins, improve the efficiency of maintenance activities, and optimize construction sequencing to enable continuity of operations. Staff have been able to address the following issues using BIM: • Equipment draining and flushing • Repair, lifting, removal, and reinstallation access • Isolation or bypass of process options Staff is working on developing a CAD and BIM standards to assist with better asset tagging and asset handover. The BIM Standards will ask consultants to provide asset position number, asset class and asset class type and other attributes in the model. Asset management can leverage the database behind BIM to capture asset information in a more efficient manner. 124 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 131 of 192 Page 128 of 186 Figure 64: BIM Example: 3D Model of Cogen Gas Turbine Area Versus Actual Layout 6. RECYCLED WATER DISTRIBUTION Staff prepared a Recycled Water Program Manual (Central San, 2006) to describe the implementation and administration of the program. The primary purpose of the manual is to provide the regulations and administrative procedures of Central San's Recycled Water Use Permit Program. The Use Permit Program was developed to ensure recycled water's safe and efficient use per the California Department of Health criteria and comply with the San Francisco Regional Water Quality Control Board's General Water Reuse Order 96-01 1. For PM, CSOD performs routine maintenance on the system, which includes: • exercising valves • sampling and testing for residual chlorine • system flushing Central San has a contract with the Contra Costa Water District for corrective maintenance to perform repairs on the system. 7. STANDARD OPERATING PROCEDURES In 2015, Central San's Succession Planning Committee identified the need for an SOP program consistent across the organization. Senior Engineer Dana Lawson assisted the Succession Planning Committee in developing a template for SOPs based on the Information Mapping principles used for the POD SOPs. The Committee worked with IT staff to set up Laserfiche (Central San's electronic document management system) as the central repository for SOPS, then provided staff training and tracked the uploading of SOPS to the system. A. PLANT OPERATIONS DIVISION In 2012, Senior Engineer Dana Lawson contracted with Information Mapping to update the POD's SOPS, where 225 SOPS were re -written in a standard format with consistent terminology and presented the information in a clear and easy -to -read manner for the operators. The draft SOPs were turned over to the POD Superintendent to review and finalize with his staff. 125 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 132 of 192 Page 129 of 186 B. PLANT MAINTENANCE DIVISION In addition, during the CMMS implementation, Central San Project 8242, Senior Engineer Dana Lawson assisted Plant Maintenance with the updating of over 140 planned maintenance procedures and developed the Cityworks Custom Business Process Manual (Lawson, Cityworks Custom Business Process Manual, 2017). Additional updates or new SOPS are the responsibility of the Maintenance Reliability group. C. PUMPING STATIONS SECTION OF THE PLANT MAINTENANCE DIVISION O&M Manuals were developed in May 2011 for each large pumping station (Martinez, Fairview, Maltby, Lower Orinda, Orinda Crossroads, Moraga, and San Ramon), including system descriptions, component lists, and color schematics, operating procedures, and control strategies. 8. MONITORING AND MANAGING SYSTEM BREAKDOWNS A. COLLECTION SYSTEM Central San maintains a 24/7 call center for the public to report plugs, overflows, or other system concerns. One crew is kept on -call and dispatched as needed. Additionally, CSO maintains 17 manholes throughout the collection system with water elevation sensors installed on the underside of the covers. When the water level in the structure rises past a defined threshold, the associated system sends an alert to the CSO supervisors, superintendent, and division manager mobile devices. The on -call crew is then dispatched to the site. B. TREATMENT PLANT AND PUMPING STATIONS The treatment plant features redundant equipment and systems. This redundancy allows one unit to be taken offline for routine preventive or predictive maintenance activities or capital projects and provides additional capacity for wet weather events. The treatment plant always maintains 24/7 staffing with operators on shift. While the SCADA systems provide treatment plant and pump station operators equipment control capabilities, it also serves an important role in monitoring if equipment is operating within its defined parameters. If they are not, an alarm will audibly and visually notify operations staff of the issue. Staff can then resolve the problem within the SCADA system or dispatch staff to the site. After hour pump station alerts are sent to the on -call Pump Station Operator via messaging service. C. RECYCLED WATER DISTRIBUTION POD staff monitors the system pressure while pumping. Significant deviations will trigger alarms on the Plant SCADA system, and POD staff will investigate them. If field repair is needed, a contract is in place with Contra Costa Water District for on -call services, and CSOD staff can use system valves to isolate the break to minimize the impact on other customers. D. GENERAL IMPROVEMENTS 126 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 133 of 192 Page 130 of 186 The Treatment Plant buildings are occupied during working hours, and staff create WOs in the CMMS for the Plant Maintenance Division if there are any issues. If the problem is urgent, staff will call the appropriate Plant Maintenance shop supervisor directly to report the problem. For Fleet vehicles, CSOD implemented an Automatic Vehicle Locator (AVL) service in 2017 to monitor vehicle status and maintenance codes. The Vehicle and Equipment Maintenance Supervisor reviews the data daily and schedules corrective repairs or inspections, as needed, through the CMMS. For IT assets, the IT workgroup uses a "help desk" ticket managing software to manage IT supported equipment and system requests from staff. In addition, the IT Section implemented a 24/7 on -call service for after-hours IT support for issues that cannot wait until the next business day. 9. UPDATING AND MAINTAINING PROCEDURES During the implementation of Cityworks, a universal custom field was added to all WO templates labeled "Planner Update?". Maintenance staff must complete this field to notify the Plant's Maintenance Planners or CSO's CMMS Scheduler if the procedure, attachments, instructions, or cycle needs modification. The Maintenance Planners have an inbox showing all WOs with this field marked "yes." This feedback process has significantly improved the update of procedures. A. COLLECTION SYSTEM & RECYCLED WATER DISTRIBUTION The SSMP is updated on a five-year cycle by the CSOD staff and by the Associate Engineer responsible for the Collection System in the Planning Group of the Planning and Development Services Division. Starting in 2018, the SSMP will be audited annually by CSOD. SOPs are updated by the CMMS Scheduler and Administrative Technician when CSOD staff requests and the supervisors approve. B. TREATMENT PLANT, PUMPING STATIONS, AND GENERAL FACILITIES Table 15 designates the parties responsible for updating and maintaining procedures and at what frequency. Table 15: Procedure Update Owners Procedure (quantity) Hazardous Energy Control Procedures (800) Responsible Party Electrical Shop Supervisor Last Updated Unknown Frequency As needed Operations - SOPs (225) POD Superintendent 2012 As needed Plant Maintenance Procedures (PM Plans, 300) Maintenance Planner Most in 2016 As needed 10. PERFORMANCE MONITORING AND REPORTING Access to information was crucial for decision -making during the implementation of the Asset Management Program, and it continues to be an important resource in Central San's day-to-day 127 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 134 of 192 Page 131 of 186 O&M. A variety of reports are accessible through the CMMS report list, including those seen in Table 16. Users can generate these reports for a custom -selected date range. Table 16: CMMS Reports KPIs PM, T5, NPDES, Safety WO Compliance KPIs Last 12 Months PM, T5, NPDES, Safety WO Compliance Last 12 months Assets by Process Full assets list with condition scores by process RM by Process Pareto - Reactive WO by Cost and Count by Process RM by Sub Process Pareto - Reactive WO by Cost and Count by Sub Process Child WO from PdM Last 12 months Predictive Maintenance / Condition -Based Maintenance Exception Report Bad Actors by Process Bad Actors Assets Condition Condition Scores Spares By Asset detail of parts needed for each asset and warehouse stock on hand Reserve Assets New additions to the asset registry as capital projects are completed Backlog By shop Overtime By shop Closed Work order type distribution reactive, corrective, PM, PdM. DE/DJFI Work orders with types: Energy Cost Savings, Improve Resiliency, Sim lif O erations, Staff Time Savings Supervisors and technicians perform workflow monitoring using a variety of "inboxes," configurable and displayed on the user's home screen in the CMMS. TP weekly schedule TP in TP annual Maior Maintenance Table 17: Workflow Monitoring Inboxes TP schedule busters TP work last four days TP open WOs TP WOs on hold TP weekly schedule by shop TP weekly schedule next week In Progress Graph 128 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 135 of 192 Page 132 of 186 Implementing this new monitoring and reporting framework allows greater visibility, leading to future maintenance efficiency improvements. _,Ile rnkr 33nay hay[Hsu ki Wd,q('[pn k� HlFA1Tria�'Jl l'�]Q] �a �.[ �.+. wf[�. wrb. � ri.. r�.�.. ..ra. r... v� .�i �i r.. •.� sa �. sa.. •rr.. ZNMM1SBqTRALSAN IffF i 129 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 136 of 192 Page 133 of 186 �',crrir.i LY.rt,�nos, RYaxlw'A�0 i5'htu� ANYv}Pk rki Y!�J rxfi, �� � Lr�.l^�nh.S�olu Rexils+c W4 dy'� �Pro-[ess Sa YA rflarN ION{17MY; I.I{Tt}i1C MO { W it Sd TOlil{8i16h' i1d PIXlM } r„w_ Al ian tlon 121= ry7JMrrl Figure 65: Examples of Performance Monitoring and Reporting 1 1. OPERATIONAL RESILIENCE AND DISASTER PREPAREDNESS As public employees in the State of California, all staff is "declared to be disaster service workers subject to such disaster service activities as may be assigned to them by their superiors or by law" (California Government Code, Title 1, Division 4, §3100). The Board adopted an Emergency Operations Plan (Deutsch, Emergency Operations Plan, 2016) in 2010. The plan is reviewed annually and revised as needed. The document provides an overview of the basic plan, the Emergency Operations Center (EOC), EOC position checklists, and the incident command system. Central San has designated and equipped the Multi -Purpose Room at the Martinez campus as the primary EOC. The main conference room at CSOD is prepared to serve as a backup EOC and a sub - site for CSOD during an emergency. Emergency management training is provided to specific staff, and Risk Management facilitates annual training exercises for the EOC. Exercises are conducted annually with key staff. Central San also participates in county -wide hazard mitigation plan development. It is a California Water / Wastewater Agency Response Network member to share resources in the event of an emergency. In addition, the following are available in the event of an emergency: • Emergency Communications Plan (Deutsch, Emergency Communications Plan, 2011), November 2011 130 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 137 of 192 Page 134 of 186 • Safety Directive 13.0 Emergency Action Plan (Deutsch, Emergency Action Plan, 2011), October 2011 • Emergency Operations Plan (Deutsch, Emergency Operations Plan, 2022) - for use after the initial emergency is addressed and until normal operations can be resumed • Sanitary Sewer Overflow and Backup Response Plan in Chapter 3 of the SSMP • Emergency Response Plans Wastewater Pumping Stations (Cortinovis, 201 1) Central San has backup equipment, including generators, at crucial points in the infrastructure, such as pumping stations, to ensure continuity of operations in the event of various interruptions. A. PUMPING STATIONS A few stations have Mission M-80 floats to monitor the upstream maintenance hole in case of failure or problems. Contingency options for the pumping stations include bypass pumping or pumping the wet well of small stations with a Vactor truck, summarized in Table 18. Table 18: Contingency Options Acacia BypassStation . Capability- x . - x Bates Blvd x Buchanan North LS x x Buchanan South LS x x Clyde x Concord Industrial x Fairview x Flush Kleen x x Lower Orinda x Maltby x Martinez x Mora a x Orinda Crossroads x San Ramon x Sleepy Hollow x x Via Roble x Wagner Ranch private x Wilder Lower private x Wilder Upper (private) x Despite the various improvements made in maintenance to optimize the lifecycles of Central San's assets, external factors could still threaten the operational reliability of all facilities in the Central San service areas. These external factors include seismic events, fire risks, flooding or extreme events, and pandemics. Responding to and preparing for these events has been a significant aspect of Central San's strategic plan. B. PUBLIC SAFETY POWER SHUTOFFS 131 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 138 of 192 Page 135 of 186 Increased wildfire risks have resulted in more Public Safety Power Shutoffs (PSPS) by Pacific Gas & Electric in recent years, making Central San's pumping stations especially vulnerable. However, successful planning has allowed for the continued operation of all 18 pumping stations, even during PSPSs. By developing and implementing protocols for power shutoff events and acquiring equipment for these facilities, such as portable generators and a diesel storage trailer, Central San has ensured that its facilities continue to operate reliably in the future, even during adverse weather conditions. V. III CiNNAL COWAx Cds-x SAr; 4YJ;,.STRiCT rant t16 r S Lrti Fire -Threat Areas `,.,n .iate, Fre m.-�. Tier a - Elevated Ter 3 • Extreme Figure 66: CPUC Fire Map. Much of Central San's Service Areas Overlap with High Fire -Risk Zones, Meaning PSPS Events are Likely C. PANDEMIC RESPONSE Continuing to provide essential services during the COVID-19 pandemic has proven to be a significant challenge for many organizations, and Central San is no exception. Effectively and efficiently managing the situation required a comprehensive crisis plan, which included the following key features: • Enforcing the Centers for Disease Control and Prevention's COVID-19 guidelines, such as social distancing, face covers, and general hygiene best practices • Adjusting employee schedules and placement to reduce face-to-face contact while ensuring adequate staffing for onsite emergencies • Implementing engineering control technology and safety practices • Setting up action plans if an employee tests positive for COVID-19 or a work area becomes compromised Successful implementation of our COVID-19 Plan has allowed Central San to reduce the risk significantly to our employees, especially those in the POD and Plant Maintenance Divisions, while still providing high -quality services to our community per our mission and vision and values. 132 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 139 of 192 Page 136 of 186 An effective and resilient asset management program relies on the strengths of the staff to be well- equipped to perform their jobs. Staff development and training is an integral part of continuous improvements. Since 2018, Central San has had seven new Certified Reliability Leader certifications, with more staff involved in Certified Reliability Leadership workshops. In concurrence with the development of Central San's Asset Condition Monitoring program, staff has since received five new Machinery Lubrication Technician (MLT-1) certifications, two new Infrared Thermography Technology (Level 1) certifications, and five new Motion Amplification Technology (Level 1) certifications. For the Collection System, staff is certified by California Water Environment Association (CWEA) with Collection System Maintenance Certification. As of 2023, these staff have the following: 14 Grade 1, 23 Grade 2,4 Grade 3 and 6 Grade 4. Outside of training leaders, a culture of reliability should be developed at all levels of the staff. It has been challenging when recruiting and retaining skilled technicians who can operate and maintain an industrial complex. A primary cause for this challenge is a shrinking pool of newly qualified technicians to replace the retiring workforce. A second and substantial cause is the inefficient allocation of resources here today. To address this inefficiency, Central San committed itself to ensuring staff acquires the knowledge, skills, and leadership needed to achieve their goals and the goals of the plant to a high standard of quality and reliability. 1. PERSONNEL ADVANCEMENT Opportunity for advancement is essential to the employee. For this reason, promotions and personnel advancements are made from within the workforce wherever practicable. A promotion shall result in a pay increase of at least one full step greater than received before promotion, taking into account any registration or certification differentials received before the promotion. Central San has a provision that provides employees in positions within designated job families the opportunity to promote to a higher class, without regular recruitment, upon meeting specified performance and testing criteria. An example of a job classification series is Maintenance technician 1, 2 to 3. For other classifications, an employee may progress in the series if they meet specified performance and testing criteria and may only go to the highest level in the series if a vacancy occurs at that level, such as from Maintenance Crew Member 1 to 2 to Maintenance Crew Leader. Table 19: Job Classifications Collection System Maintenance Collection System Operations Professional Engineer Wastewater Treatment Plant Operator Professional Engineer Certified Crane Operator Electrical/Instrumentation Technologist Mechanical Technologist Plant Maintenance Technologist 133 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 140 of 192 Page 137 of 186 • Professional Engineer • Pumping Stations Operator Planning and Professional Engineer Development Services Capital Projec 0 Professional Engineer • Land Surveyor Environmental and 0 Chemist Regulatory Compliance 0 Environmental Compliance Inspector Hazardous Waste Operations and Emergency Response Professional Engineer Personnel Employment Cycle Step 7: New hires are requited to Central Personnel are trained to replace Promotion and San and are onboarded by HR promoted and retiring employees and Communication Services Metric -Average time to fill Retirement Metric - # interns in each area ! # vacancy I >- 25% internal career fairs attended ! % promotions completed onboarding Step 6: Step 1: Succession Planning Recruitment and Onboarding Training is provided to personnel to prepare them for supervisory roles Metric- Effective use of GM Strategic Goal specials and cross training ad staff Metric- % completed attendance r leadership academy. Workforce Development: training and development supervisor program, and Recruit, empower, and checklist mentarship program Step 5: engage a highly trained Step 2: Shop Training and Career Advancement and safe workforce Development Checklist Personnel receive annual safety and technical training to learn and Step 4• reinforce skills. Annual Tralnm Step 3: Metric - %staff CRLor SMRP g Annual Performance Personnel receive constructive certified I % staff CWFA certified Activities feedback through annual reviews % staff ACM certified staff Appraisals and Career Metric-'. PA completed on time safety training compliance Development Review Shoosafety committee participation Figure 67: Personnel Employment Circle The Personnel Employment Cycle shows how Central San meets the strategic goal of workforce development and knowledge management through succession planning. This starts with recruiting and onboarding new employees, developing employees' skills using a Shop Training and Development Checklist, reviewing annual performance appraisals and career development, and providing training activities for career advancement. Personnel training and in-house skill development are encouraged for succession planning to retain system knowledge from retiring and promoted employees. 134 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 141 of 192 Page 138 of 186 CENTRAL CONTRA COSTA SANITARY oISTWT PLANT MAINTENANCE DIVI8ION MECHANICAL SHOP UAWTENANCE TECHNICIAN rRAJN1Nrm ANJD DEVELOP 9,VT CFIfCKLJST CENTRAL CONTRA COSTA SANITARY DISTRICT PLA N1 T MA4N TENAKC E DI VI SION MACHINE SHOP MACBINI5T TRAINING AND DEVELOPMENT CHECKLIST Figure 68: Training and Development Checklists for Crafts 2. EDUCATIONAL RESOURCES 135 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 142 of 192 Page 139 of 186 Successfully operating and maintaining a treatment plant of this size is no easy feat. Because of this, Central San has ensured operators and technicians have access to necessary resources. Geoportal serves as a central repository of information for assets and documentation. In addition, Central San's Plant Information Management System affords staff access to training materials, O&M Manuals, and SOPs. Online training resources include TPC Training, Lorman Education Services, and Red Vector. Many of these resources are available through portable devices like iPads, which are provided to all operators and technicians. PLAN I PROLE SE5 ;:r x htx Cwxlc�n Figure 69: Plant Information Management System Main Page 3. EXPANDING OUR INTERNSHIP PROGRAM TO TECHNICAL COLLEGES AND/OR VOCATIONAL PROGRAMS Central San's paid internship program provides students from various colleges with the opportunity to apply their academic preparation to practical work experience in a wastewater utility. Throughout the years, Central San expanded the program's scope and offered internship positions in the administration, engineering, and operations departments and the treatment plant's environmental laboratory from not just four-year universities but those in technical and/or vocational programs. This internship program successfully provided valuable work experience to students and developed a pool of qualified, interested candidates for future work opportunities within the agency. However, the plant's maintenance division still faced a major challenge: a retiring workforce with a shrinking pool of new, qualified technicians to replace them. To address this shortage, Plant Maintenance management began a program to employ student interns from local technical colleges in the shops. This program began earlier this year, with Central San hiring two interns and three temporary employees for the Mechanical Maintenance and Buildings and Grounds shops. Student interns assist the shop's Journeyman Industrial Maintenance Technicians in various preventive, predictive, repair, and fabrication jobs on equipment throughout Central San's 136 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 143 of 192 Page 140 of 186 wastewater treatment plant. The interns gain work experience in an industrial plant while being mindful of safe working practices. Interns also learn the following skills with supervision from maintenance technicians: • Lockout/Tagout • Confined Space hole watch • Forklift operation • Use of a CMMS • Precision measuring • Pipe fitting Figure 70: Plant Maintenance Staff Developing Central San's shop internship program remains an ongoing effort, with the intent to expand the program to other shops, such as the electrical, instrument, and machine shops, in the future. 4. MENTORSHIP PROGRAM Central San's Mentorship Program pairs employees from across the organization with a Division Manager or member of the Executive Team, in some cases, Technical Experts. This program allows staff to boost their career as mentors or mentees. The program is not a traditional mentorship; it combines the development of personal relationships with project management experience. The mentee is challenged to complete a project that develops and showcases their skills as a mentee. Each mentee presents their completed project to the Executive Team, program peers, and the Board. While training courses and conferences can be valuable for staff development, there is nothing like receiving personal support and encouragement from mentors within Central San who may provide career growth insights. A technician who participated in the program said, "I've worked with several people that inspired me to be better. The Mentorship Program was a great way to work directly with these some people and gain knowledge, skills, and confidence to improve my performance here and possibly inspire the next person to do the same." 137 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 144 of 192 Page 141 of 186 5. EXTERNSHIP PROGRAM Central San hosts a week-long, unpaid Externship Program for students from colleges, universities, vocational or technical schools all over the country. Our cohort -style learning experience is designed as an insider look at multiple career paths in the wastewater industry and an opportunity to make connections, not only with established staff at Central San but also with fellow externs. The program is free and highly customizable; it can include any specific careers or departments the externs might be interested in. 6. MANAGEMENT AND SUPERVISORY ACADEMY The Management Leadership Academy is a leadership program designed to help managers and supervisors improve their overall management effectiveness and provide opportunities for personal career development. The program takes place over an eight -month period and typically accepts up to 24 students (from Central San and sister agencies) who must complete an application. Once accepted into the program there will be pre -session work, reading, class assignments, and a 360- degree review completed for each participant assessing current leadership effectiveness. Using this personal feedback, participants will refine their skills as they proceed through the various modules of the academy. Since the 2019 session, Central San has invited staff from other agencies to participate in the program as well. This cohort style ensures a well-rounded program with opportunities for participants to network and share knowledge and experiences with industry peers. The Supervisory Academy covers core supervisory competencies such as team development, performance management, coaching and counseling, labor/employee relations, conflict resolution, and effective communication. The program consists of seven to eight day -long off -site sessions. The goal is to allow the participants to understand the roles and responsibilities of effective supervisors, assess their skills and strengths as they relate to the core competencies, and set individual goals for professional development in supervision and leadership. Each session incorporates self - assessment, interactive exercises and case studies to apply these skills in real -world situations. 7. CAREER DEVELOPMENT PROGRAM A new program allows staff to create and follow through on a plan to reach career goals, whether inside or outside their current workgroup. The Career Development Plan identifies staff goals, actions, and resources needed to accomplish these. HR pairs the staff with a Career Coach to explore that career, understand the requirements, obtain training and education, perform job shadowing, and gain hands-on experience. Additionally, Central San launched Employee Recognition Events program to allow managers to acknowledge extraordinary achievements. Central San developed an Innovation Recognition Program, which included the first annual Innovations Fair, showcasing and celebrating innovative employees going above and beyond to improve and optimize their work. HR Held virtual Q&As on Central San -wide policies and procedures and the COVID-19 Exposure Prevention Plan. 138 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 145 of 192 Page 142 of 186 Figure 71: Career Development Program 8. PERFORMANCE RECOGNITION, APPRECIATION, AND BEYOND Periodic internal and external publications announced and recognized the staff's hard work and outstanding effort. Appreciation lunches and rewards such as jackets, shirts, and hats were arranged regularly to continue the DJFI cultural shift. In addition to DE, staff focused on applying Total Productive Maintenance Sort, Set in Order, Shine, Standardize, Sustain (TPM 5S) principles throughout the plant, such as maintaining a sorted, clean, labeled, and well -organized workplace. Primarily, staff listened to employees and followed up on employee suggestions via planner updates, GIS updates, and other ideas for improvement. Employees seeing their ideas and suggestions in action is a powerful way to show recognition and appreciation of employees' ideas and efforts. It also instills a culture for the pursuit of maintenance and operational excellence. 139 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 146 of 192 Page 143 of 186 Figure 72: Monthly Internal Publication, "Lateral Connection" Figure 74: Lubrication Room CONGRATULATIONS TO CENTRAL SAN'S 2020 SAFETY PERSONS OF THE YEAR! Administration & Engirwwi� Deparmienfs —g �gug �—N..4nu .m» gavilar. KM1vguhu•.d a,vaw�.l'uve xkA a ftlMeliar sr. opxaewns O; n : w.cssl. '••d'Jye�a�� ;e.»e.il»M1m� ' �ni�geq�ipmrt�ouxveiMiJngdnewid dmfn iu.pa�.gn&w,w Wd;.gourfwhv ovnkm'w Ji. fiddle hNga>af �ww .:_.. vre.d, e» W o.li a ws • dn_'Sr6xe a F,u xil aemg nu�g5o�punmlimun lice Plant op—i s/ Plantw1m. —Vim lMnieiwaUmeiore s.ans.w.�rt FJartidslwpsnp< rk d:mwl »wk kii�y}+*auwt. Tunka w Au ilvew n,f uion... wdnvll.. F.AkWmc4c depwj.nvd r..o4inyxwkely. Nemiiale a Cmaicer W youkmw a mwrler w6udeum amgeJewn ke he�,:ngw venea ekee wek.ng enr:c„nmeissAex aree.n.al5an• emn... yai i gafery enm.wNe gepnsn aiiaafJuiryma. Infunnnm ahweill d[<nenl5s'e SuEny fi�duJingmnxbmJ�iprcercn. u ar.J.M1I»ai Su. [:.••.il.c Figure 73: Performance Recognition on "Lateral Connection" _- f Figure 75: Tools Room 140 Central San Asset Management Plan April 3, 2023 ECIPS Regular Committee Meeting Agenda Packet - Page 147 of 192 Page 144 of 186 Figure 76: Mechanical Shop 9. TEAM ACCOMPLISHMENTS The results of Central San's continued dedication to staff development showed the team achieved many accomplishments since the development of the new maintenance program. • 2021 National Association of Clean Water Agencies Platinum Award o Top 20 across all NACWA organizations (22nd Consecutive Year) • 2019 Large Collection System of the Year • 2019 Utility of the Future Water Environment Federation's Technical Exhibition and Conference 2018 Uptime Award for Best Reliability Engineering for Maintenance Program • 2018 Cityworks User Conference "Excellence in Departmental Practices" Treatment Plant • California Water Environment Association (CWEA) Awards 2019 Mechanical Technician of the Year 2017 Gimmicks and Gadgets - Gearbox and Grinder Lifting Device • 2017 Electrician Technician of the Year - Region Level • 2017 Mechanical Technician of the Year - State Level 2016 Gimmicks and Gadgets - Hot Oil Flushing System 2016 Large Plant of the Year - State Level • 2016 Safety Plant of the Year - State Level • 2020 Uptime Award for Best Asset Management Program 25th-year Household Hazardous Waste 75th-year Central San In summary, a culture of reliability should be developed at all levels of the staff. The evolution of Central San culture translated into advancing asset management. Central San understands that effective leaders in a reliability program could be anyone or everyone, provided they create a new future by eliminating defects, reducing the total cost of ownership, and supporting the organization's objectives. Central San has focused on engaging and empowering staff through leadership academies, advancements, mentorship, and celebrating successes. 141 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 148 of 192 Page 145 of 186 A. LEARNING TAKEAWAYS Since 2014, Central San has continuously identified areas to improve reliability, instituted and developed tools and resources, and developed a strategic framework. Along the way, staff found the following: • Every plant has its specific maintenance and operational needs. Determine what will work based on Central San's discussion about its journey and the components of a comprehensive maintenance program. • Use condition assessment results to guide capital project decisions. • Encourage staff development - continuous improvement begins with capable staff and effective leadership. • Ensuring continuity of operations is more than just maintaining equipment. Developing action plans is necessary to keep facilities operational during natural disasters, pandemics, and other external events. Central San's asset management journey is a story of continuous improvement, from Central San's pen -and -paper maintenance system in the 1970s to its first use of CMMS software in the late 90s to employing a comprehensive, GIS-centered Asset Management system today. ASSET MANAGEMENT PROGRAM MILESTONES 99916, YYY8 99Q9 2M6 Carollo Board Adopted Asset Engineers Board Policy Management held 15, Asset Implementation workshops Management Plan Summary to: Report Carollo Develop Engineers) Gap Analysis - Develop Needs Analysis Geo CItVMFICS live for Portal Collection System live Operations (CSO) Division, includes fleet and recycled water distribution Cilyworlcs Cilyworks went Reliabilily Mobile live for Engineering & Closed- Treatment Management Circuit Plant, Program Television Facilities, and Established [CCTV] Pumping & Reports live Stations Spare Parts Application live Figure 77: Central San's Asset Management Journey CSoCleaning Reliability Condition Dashboards Application live Engineering Assessment for live far Report live Steam and Treatment Aeration Blower Plant and Improvement, CSO District Project 7349 Began Sewer Jptime Award Structure Winer— Best Inventory Asset Project Management Program From the 2014 workshops to identify a gap and needs analysis, staff implemented the following • Piloting RCM analysis • Central San -wide CMMS system • Implementation of asset handoff protocol 142 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 149 of 192 Page 146 of 186 • Asset registry • Asset criticality • Asset assessment • Succession planning • Staff development • Systematic failure analysis With many of the above items addressed since then, staff identified the following things to build upon the original Asset Management Implementation Plan, make further improvements to Central San's maintenance practices, and ensure continuity of operations: • Formalization of Defect Elimination (DE), PMO, and RCA initiatives as part of the Strategic Framework • Expanding the use of condition-based/predictive maintenance practices • Development of Asset Condition Monitoring program • Increased monitoring and reporting functionality in CMMS and GeoPortal • Planning and Scheduling • Spare Parts Management • Improvement to asset handoff protocol workflow • Increased involvement of Treatment Plant O&M staff in Capital Project Planning • Using Condition Assessment and Comprehensive Asset Evaluation as tools to guide Capital Project Phasing and Project Prioritization • Staff development • Succession planning • Expanding online training and technology resources for staff • Community outreach • Dashboards for key maintenance metrics • Disaster preparedness efforts during Public Safety Power Shutoffs and COVID-19 pandemic • Better access to asset management documents, maintenance history, job reports, and availability of asset spare parts from a web application and WOs • Updating sewer structure asset inventory to capture as -is conditions, photos, structure types, location in a bicycle lane, road type, and flagging structures needing structural changes. As a result, improvements were made to identified structures, and now more information is available to Central San staff • Streamlining WO creation and improving data accuracy with asset barcodes • Providing dynamic dashboards linking data to relational databases that provide near real-time insight into system performance and asset management activities These improvements have been made as a joint effort with engaged stakeholders. Table 20: Asset Management Plan Elements Asset Management Organization, Policies, and Key Strategies 143 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 150 of 192 Page 147 of 186 2 Asset Register 3 Plant Maintenance Strategy 4 Business Process Mapping 5 Knowledge Management Strategy (On-Goin Succession Planning) 6 Condition Assessments (On -Going Program) 7 Business Risk Exposure 8 Failure -Based Maintenance Strategies 9 Asset Valuations 10 Program and Project Management Standarc 11 Asset Commissioning and Handover 12 Strategic Forecasting (On -Going Activity) 13 Capital Improvement Program Business Case 14 Update Asset Management Plan 1. ASSET MANAGEMENT PLAN - GOALS FOR THE NEXT 5 YEARS Current related projects underway are described in Table 21. Table 21: Asset Management Projects 1 Migration from Geometric Network to Utility 18 Network 2 Asset Barcode 18 The goals here are based on Uptime Elements and ISO 55000. Many of these goals were initiated by the progress made throughout the years. 144 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 151 of 192 Page 148 of 186 Table 22: Asset Management Future Goals 1 Complete the Asset Registry for Treatment Plant Piping 2023 16 Underground Utility 2 Continue Development of Data Analytics 2023 12 3 Continue Comprehensive Asset Evaluation for the 2022 Ongoing Prioritizations of Vertical Assets 4 Digitize Operator Round Sheets 2024 5 Smart Utility initiatives 2025 36 • Complete standardization of Smart MCCs across Central San • Pilot Asset Health/Condition Monitoring Technology • Asset Handoff Tracking & Monitoring • Apply/Pilot AI/Machine Learning Where Applicable 6 Dynamic Asset Management Plan 2028 12 2. ELEMENT DESCRIPTIONS A. ELEMENT 1 - COMPLETE THE ASSET REGISTRY FOR TREATMENT PLANT PIPING UNDERGROUND UTILITY This task is to complete the utility locating and surveying/drafting to consolidate treatment plant piping as-builts. Critical data for each treatment plant piping reach are origin and terminus, contents, diameter, material, and installation year. This information will be prepared for import into the current project underway to build upon the Utility Network schema database. B. ELEMENT 2 - CONTINUE THE DEVELOPMENT OF DATA ANALYTICS Staff has been working together across workgroups to develop trending information from bearing temperature and ultrasound inspections. Criteria is being developed for critical temperature zones to understand when unexpected temperature or sound deviations occur. The inspector will also record pre -greased and post -greased Root Mean Square and Crest Factor readings to evaluate the performance of the asset based on the actions taken. This dashboard will serve as a pilot for trending nearly any asset inspected on a preventative or predictive maintenance schedule. The monitoring and reporting methodology allows for greater visibility; "you can't manage what you don't know" leads to future maintenance efficiency improvements. 145 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 152 of 192 Page 149 of 186 Figure 78: Treatment Plant Maintenance Furnace Dashboard Figure 78 shows temperature and sound inspections for the Treatment Plant furnace. Each data point is a dynamic WO; the user can see the corresponding WO or inspection ID with a CMMS link. Figure 79: Treatment Plant Maintenance Furnace Dashboard of Temperature and Sound Inspections 146 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 153 of 192 Page 150 of 186 C. ELEMENT 3 - CONTINUE COMPREHENSIVE ASSET EVALUATION FOR THE PRIORITIZATIONS OF VERTICAL ASSETS Using the Comprehensive Asset Evaluation method from the Steam and Aeration Blower Systems Renovation Project, staff will continue comprehensive condition assessment for the vertical assets. The condition assessment methodology involves initial planning and evaluation, inspection, and engineering analysis phases. This methodology can help prioritize the assets for capital improvement at the Treatment Plant. D. ELEMENT 4 - DIGITIZE OPERATOR ROUND SHEETS Plant Operators perform "rounds" daily to gather data to monitor plant performance. On any given day, they can collect up to 3,300 data points on 18 sheets of paper, which they copy by hand for the Control Room. In a multi -divisional effort, staff from CSO, Plant Operations, Plant Maintenance, and Asset Management have transferred the sheets into Cityworks, and the Operators are currently beta -testing the digitized process on mobile devices. If successful, the project will import and export data easily, and doing rounds will be a more efficient and paperless process. E. ELEMENT 5 - SMART UTILITY / DIGITAL TWIN INITIATIVES To achieve Central San's vison to be an innovative industry leader, staff participated in smart utility vision workshops in 2023 to define a forward -looking destination that the Central San Smart Utility Committee will work towards to ultimately achieve the district's vision. Results of the workshops will be forthcoming. I. SMART MCCS As Central San increases its focus on energy optimization, it is installing new smart MCCs to improve the monitoring of electrical power usage. Data will be available for analysis to optimize processes. Central San will also use the data to troubleshoot equipment problems quickly and bring processes back online faster. The data will help implement changes to reduce energy consumption. II. PILOT ASSET HEALTH/CONDITION MONITORING TECHNOLOGY Central San's Treatment Plant Maintenance Division has various asset condition monitoring sensors for asset reliability and optimization. An Asset Health Monitoring tool would provide actionable insights that include asset health scores and status. The goal is to track, update, and analyze assets for risks and RUL. Central San has met with various vendors over the last few months, such as Bentley Systems, Caltrol Emerson Impact Partner, Tango Health, Microsoft Power BI, and others, to learn about the various software applications. At the moment, Central San has not chosen a specific software or vendor. These are multiple monitoring sensors at the Treatment Plant. These sensors monitor the Treatment Plant machines such as motors, pumps, compressors, valves, web scrubbers, boilers, or MCC units. The asset health indicator would provide an analysis on: • Bad actors 147 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 154 of 192 Page 151 of 186 • Condition scores last tested date • Pareto by system, subsystem or process, and subprocess • Maintenance level • Mean Time to Repairs • Mean Time Between Failures • Cost avoidance • Replacement asset value • Reactive maintenance and PM WOs III. ARTIFICIAL INTELLIGENCE / MACHINE LEARNING Central San embraces artificial intelligence/machine learning when and where appropriate in alignment with Strategic Plans and the IT Technology Master Plan. Machine learning would leverage data collected as source materials for algorithms to derive information for analysis, prediction, or what -if scenarios. For asset management, these sources of data may include inspections from CCTV, digital rounds, inspections from furnace blowers or asset maintenance history for predictive analysis. Images, sensor data from physical assets and SCADA Historian data may also be leveraged for machine learning. Staff will explore these topics as part of the IT Smart Utility Visioning Workshops. F. ELEMENT 6 - DYNAMIC ASSET MANAGEMENT PLAN The information written here is static as soon as it is adopted by the Board until it is updated every five years. In addition to the paper plan, since the collection systems and treatment plant are undergoing capital improvements and evolving rapidly, it is important to provide timely data for making decisions. This element will develop interactive business intelligence tools that will show near real-time information for making decisions. 148 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 155 of 192 Page 152 of 186 Agency, U. S. (n.d.). About Asset Management. Retrieved from Asset Management: A Best Practices Guide: https://nepis.epa.gov/Exe/ZyPdf.cgi?Dockey=P1000LPO.txt California State Water Resources Control Board. (2023, February 10). Sanitary Sewer Systems General Order. Retrieved from Sanitary Sewer Systems General Order: https://www.waterboards.ca.gov/board_decisions/adopted_orders/water_quality/2022/wq o_2022-0103-dwq.pdf Carollo Engineers. (2015). Asset Management Implementation Plan Summary Report. Walnut Creek: Carollo Engineers. Carollo Engineers. (2017). Comprehensive Wastewater Master Plan. Walnut Creek: Carollo Engineers. Central San. (1987). Engineering Department Project Procedures Manual. Martinez: CCCSD. Central San. (2006). Recycled Water Program Manual. Martinez: Central San. Central San. (2012). Central Contra Costa Sanitary District Strategic Plan FY 2022-2024. Martinez: Central San. Central San. (2016). Resolution 2016-046, A resolution of the Central Contra Costa Sanitary District setting forth and delegating certain authorities of the General Manger and rescinding Resolutions Nos. 2015-010 and 2016-018. Martinez: Central San. Central San. (2019). Operating Modes. Retrieved from Plant Information Management System (PIMS): https://pims.sancentral.org/pod/operating-modes Central San. (2021). Annual Comprehensive Financial Report. Martinez: Central San. Central San. (2022). Central Contra Costa Sanitary District FY 2022-23 Budget. Martinez: Central San. Central San. (2022). Central Contra Costa Sanitary District's 2022-2024 Strategic Plan. Martinez: Central San. Central San. (2022). Sewer System Master Plan. Martinez: Central San. Central San. (2022). Standard Specifications for Design and Construction. Martinez: Central San. Cortinovis, D. (2011). Emergency Response Plans Wastewater Pumping Stations. Dan Cortinovis. Deutsch, S. (2011). Emergency Action Plan. Martinez: Central San. Deutsch, S. (2011). Emergency Communications Plan. Matinez: Central San. Deutsch, S. (2016). Emergency Operations Plan. Martinez: Central San. 149 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 156 of 192 Page 153 of 186 Deutsch, S. (2022). Emergency Operations Plan. Martinez: CCCSD. EPA, U. (2021). Asset Management for Water and Wastewater Utilities. Retrieved from https://www.epa.gov/sustainable-water-infrastructure/asset-management-water-and- wastewater-util ities HDR. (2021). TM No. 20 Hydraulic Capacity Evaluation: Aeration Basins Through Effluent. Walnut Creek: HDR. HDR. (2022). Wastewater Characterization Results. Walnut Creek: HDR. Lawson, D. (2016, November 7). Board Policy 015, Asset Management. Matinez. Lawson, D. (2017). Cityworks Custom Business Process Manual. Martinez: Central San. Lawson, D. (2018). Asset Mangement Procedures Manual. Martinez: Central San. Raftelis Financial Consultants, Inc. (2015). Wastewater Cost of Service Study. Pasadena: Raftelis. RMC Water and Environment. (2015). Wholesale Recycled Water Opportunities. Walnut Creek: RMC Water and Environment. West Yost. (2019). Recycled Water Model Update and Hydraulic Analysis. Walnut Creek: West Yost. 150 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 157 of 192 Page 154 of 186 Central Can Ira Cos to NwrA *r. sP bt6 Sanitary UfstrOrt AdhMI* b"d at DdtcRrr-. neyyrd Rer*ww I *A Dm41,dN tr.4vow army cap" Ft*K# HCARp PIDUCY ANNT NAM ODOW eLMA F" wpopm rpka* r rgep n n arrma aiq . Tart 7a t*Mrwr pw tDDtrcq M Brae wrra n} drmvrr � �Y tTM raDelk wwcn n ■ wTaey;ee mwar Oar c,rMrrrrr+ Mh n acnRNpb by* i vIIk QUw 1IOf+ Am~ 00 ft Pr:twd ae a phYOcmt a wRwae an't ttirvey r rrytOoey„rre smkr grrrr tm am am D M AO Nr of mt rtrn trw "Idm w b" craca ra aor+aa% rr�prory 800 swivf bra+. 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Gp1+mM ww mrean a rd,rt� E+s MMrrd�ad OeaJT//rMDabd mrbnnppw+trwtgpnOri iYTrrn ro 7C4*w% WmIr. w dvnDLHW id 0td M makm et a• k%Rb 01 tw wFwwAjrrS nw DM m nt "Umn ivww rt 1W be drobyed to ro" a. aearsa end uM trr i1.IM+[m &W yt 7t/tArr0 4 er rwr *J" f @F of $ m5 u r rawxi w r r CI -so Trr OrrDOm � rrrOrR w awn dmnrrerf Oul�m to rwpmn wOt1 trDpdyl em1pR rnr,Dpwr Ft rmekew N%anr rewohrbl"w mid QQWpffw* OrmTTrnDnt aAeptr tmY4d w #rapt, arrwr Atp Oaamde P*faar IN dr pM bNFAMI ww K pr¢ ayNgrrrxm Oreseq n ri raO1n 0-0- mo t PNHu NoMerliare yrw DODO rr arvow F� mrmramtm+r rd prerira Par vW r n wvW rt •n 00&WkM.dk fw rJVM oe aerr WQ r,r offer. MUMMY w+1C WOW) tra wvr romw 16 ar alworm ti sra DO W Mrwm pee aq P o A tr>wer "W "runt hrdry 4* mprePrW* wee wrwrr raTrwr. nnrw at amonxurs+ wSeb a drtrw ho qm rlr aw hAttitt ,acr *� w wvbnrdw mmhw M crwtarwn wary a wam g" Mw M A* 11re mrrlpOs d w a,d !fir � carmr� T,e Meek rmaOd. �AiiDY,YmOt id �rrC! IwrfDrF mta OeMt d ut4ts rrU +tr.Owr me +M M Rw tRam/rr plrael ai Van+drl rr.r1 dmedra+i ►rrNe 0, DrOOOr nut "wo n wmM am w pffrom am -PAN ia"ft, ww" Not r+G pw4 re "ro M/ 0w mw,4rwOd r"� N worry c�rrvnr`rt Ned 60.Mnw...4 W* I r►o1Mwa Trw r eKwwA A om eV anrrrmr+r emprnnl W rOresriwna Oan rrrwr as 4-4* "do rrgr rnan Ow omaraw on.rrrr at #t r4wtdl r kw Ta pmMt O ypwmrr iTM A+'i Ogrrwdlrrr iM L7++Km terir artrwrr agNttrrrV hhYOM•144tr M 4wd w.t rrr+eye a ra+rrmlOrwrO arrOk e,tOrryewOre wvq mown 4rcwocwn learrrr rwwr p1 m rme}Tbrj w0W wy Tarr nwe,anwe}rmgrra The pagan Rom kmu. O,+atc WtlRr[! ut IerTr n k ►art Rlrrreemere Drmrwrar6skn PWn p&Wdd p ettecao" wak ohm amw&murr wvcrO ft rra nqa`rrr+wwwwrwrh We SWO rhd be r4 wow* * ed*W balm of rnnte &&.w aW rgddrg pta[ t wq 4t'tped. OW*m ow WwrdVmp ee wwrft W14wm tr r Vpm 9. MNEUV Ta @v&d wN M! Ib7M rd w-pwo-w rV a; prt y WASM" pocow F rrd rmm rtl Ww"q rrrnmrwq "arvW" Ow w.wtr ID,pVt WWM er nr aw,..r) �Ww 0100 JY . 151 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 158 of 192 Page 155 of 186 APPENDIX B: WHAT IS ASSET MANAGEMENT? A'h 41EPA 040 United States Environmental Protection Agency 0M Asset Management: A Best Practices Guide This guide will help you understand: • What asset management means. Pa"e • The benefits of asset management. • Best practices in asset management. • How to implement an asset management program. T"Zet This guide is intended for owners, managers, and operators of water systems, Audaeme local officials, technical assistance providers, and state personnel. Asset management is maintaining a desired level of service for what you want your assets to provide at the lowest life cycle cost. Lowest life cycle cost refers to the best appropriate cost for rehabilitating, repairing or replacing an asset. Asset management is implemented through an asset management program and typically includes a written asset management plan. Chaffenges faced by Water Systems Benefits of Asset Nianagement • Determining the best (or optimal) time • Prolonging asset life and aiding in to rehabilitate/repair/replace aging rehabilitate/repair/replacement assets. decisions through efficient and focused • Increasing demand for services. operations and maintenance. • Overcoming resistance to rate increases. • Meeting consumer demands with a focus on system sustainability. • Diminishing resources. • Setting rates based on sound operational and financial planning. • Rising service expectations of • Budgeting focused on activities critical customers. to sustained performance. • Increasingly stringent regulatory • Meeting service expectations and requirements. regulatory requirements. • Responding to emergencies as a result • Improving response to emergencies. of asset failures. • Protecting assets. • Improving security and safety of assets. A good starting point for any size water system is the five core questions framework for asset management. This framework walks you through all of the major activities associated with asset management and can be implemented at the level of sophistication reasonable for a given system. These five core framework questions provide the foundation for many asset management best practices. Several asset management best practices are listed for each core question on the following pages. Keep in mind that these best practices are constantly being improved upon. 152 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 159 of 192 Page 156 of 186 I� f Sleepy H¢1]¢w 1 ti,a.�ae¢ ]rra¢�ID I, a f a y C I I C Ac¢c+a Plush %�Ieen _1 d "%E} Low i Ori ( �Batea Hlvd _ ]]]Orinda `/`'jC=oee[Oads �• •I 0 r i it d A IV. I. •ti] O r N x a fi] w Fcrrview _ Caacord I Illy" Industrial Martiuev - � \ Nh Itb 11 e Z H° an i l e fl S H It t H i I I W 1 n It. t C r o c k C¢Ilectla pare. n P alti s Ale in etla Coil my 0 Administration/Operations Facility - ' Lift Station 1 Pump Station at Prive Pump Station — Recycled Water Main Sewer Force Mal. (>_ 4") Sewer Main (,12") — Trunk Sewer Main (>_ 12' < 24") Interceptor Sewer Main (�24") — Outfall Recycled Water 01strihution Zone 1 Service Area J Wastewater Collection and Treatment Service Area Household Hazardous Waste Collection Service Area Wastewater Treatment and Household Hazardous Waste Collection Service Area APPENDIX C: SERVICE AREA AND ASSETS Y iC� L3 adquartere, Treatmeut Plat d HHW Collection Pacility Huchena¢ Pield North Huchu¢u¢ Field South FFFI C O ]7 C U T CI - C I a I 11 fl n V 1 1 1 C b J I Saa n Hamo¢ ❑ou^}i'.- � costa -:.:iv c�°u aaa-co•, _ Ae 153 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 160 of 192 Page 157 of 186 The Sewer System Management Plan, along with the Sanitary Sewer Overflow & Backup Response Plan, Sewer System Management Plan Position Paper, Central San's Code of Laws, Standard Specifications, and the Sanitary Sewer Overflows Annual Report can be found at Central San's website: https://www.centralsan.org/post/sewer-system-management-plan System Statistics can be found here on these dashboards: Sewer: httQs://geoQortaI.centraIsan.org/portal/apps/dashboards/a5a865dc277e4d58a4Oc46dafO33d2b9 Treatment Plant: https://geoportal.centralsan.org/portal/apes/dashboards/d966729cf31 c46a39afbd7359ede717e Asset Total Pipelines, estimated miles 1,538 Manholes, each 31,564 Pumping Stations, each* 18 * 3 are private but maintained by Central San APPENDIX D: ASSET MANGEMENT ORGANIZATION CHART Central San Management Team and Organization Chart can be found here: https://www.centralsan.org/node/803 154 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 161 of 192 Page 158 of 186 APPENDIX E: RECYCLED WATER DISTRIBUTION AdIIVL Central San Recycled Water System Martinez Detail Area Concord Pleasant Hill Walnut Creek Lafayette N � GreaK MALTBY PUMP STATION 1 r COUNTY I QUARRY ■ ■ PLANT I OPERATIONS BUILDING 3� 5� o Map Date: 4/13/2022 Recycled Water Pipeline CCWD Pipeline Proposed Extension Martinez Water Service Area Recycled Water Zone 1 �� r IOq Pb GP'f Recycled Water Customers o� (size indicates yearly consumption) Small O` ® M Medium L Large Existin Customer CITY OF CONCORD ���' . ---^°� ® ®® g ® \ `MEDIANS DEUTSCHER PROPERTIES - BUFFALOWILD WINGS WILLOWICK,, - BUSINESS PARK AUTOfILLSTATION AGLANTIS =1100 CONCORD AVE 000 SECURITY OWNER CORPS TRUCK FILL BELLECCI &ASSOCIATES HYDRANT BUCHANAN FIELDS GOLF COURSE IN PLANT USE � TRUCK FILL HYDRANT HEADQUARTERS OFFICE---ft.� BUILDING CONTRA COSTA HOB ANNEX -�' BLVD MEDIANS CC TOPSOILCHIL - I / COUNTY CORP. YARD CCCSD '' , HHWCF WAREHOUSE 9 BLVD BLVD MEEDIAANSNS ■ iCONCO T ® ` DIABLO VALLEY PLAZA / COUNTY ANIMAL SERVICES GOLF CLUB/ OLD QUARRY,ROAD MEDIANS ® ■ �7 SEASON'S ' s ■ �■ CEMETERY ■ ■ ■ � m I anal rye° ■ w ■ �� to ■ Q ■ NIARTINEZ ■ V■ G■ r ■ u / SEAFOOD CITY HILTON a HOTEL L I - _ Oa VERANDA Wa�yf -._.,� �. e� _,GOLDENSTATE UMBER - dli UMBER (CA TEACHERS IIj�RI, ASSOCIATION P.H. CORP. YARD TAYLOR BLVD! RUTH _ t /DRIVE LANDSCAPING PLEASANT HILL CARMAX f MIDDLE SCHOOL CHILPANCINGO SEQUOIA PARK © P.H. PARK MIDDLE PLEASDEMO NTHILL GARDEN \, SCHOOL DEMO GARDEN ��V1m'11I VIKING DR F. SALFINGERE PARKMWMMF DVC r CAMPUS P.H. POLICE DEPT �® `a SEQUOIA ELEMENTARY Jf TAYLORlCIVIC SCHOOL PLEASANT OAKS © STUBBS RD MEDIANS PARK TRIPLEXES _ir° ci MONTICELLO AVE oU VALLEY VIEW & a LANDSCAPING �11 �jJ- VVvv COLLEGE PARK SCHOOLS g CCW D ( CONTRA OSTA / ; ., _ ����4 ' + E MUD �� COUNTRY CLUB R�GOLF COURSE '1y ' ._ ; �, „ 9w ■ ■ 1,S ■ ■ , '��� ■ -. ���� ♦ �� r �� o v 000 _• � -.�� i � � reel..t z 155 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 162 of 192 Page 159 of 186 APPENDIX F: CITYWORKS CUSTOM BUSINESS PROCESS MANUAL The cover page and table of contents are provided below. The full version is available through Laserfiche. I Central Contra Costa Sanitary District Updated: April 7, 2017 Standard Operating Procedures Author: Dana Lawson Cityworks Custom Business Process Manual Overview Purpose This document covers the custom business processes for Cityworks AMS far Central Contra Costa Sanitary District (Central San) - Revision History It is intended to complement training and be as a reference - Date Author Version Change Reference 10119116 D. Lawson 1.0 First draft DVO7117 D. Lawson 1.2 Removed Plant Maint section which will be incorporated into their Maintenance Management Manual References . Cityworks 2015 Training Operations Manual (Woolpert, 2016) configuration Guide (Woolpert, 2016) • CMMS Replacement, District Project 8242 Training Training was provided) by Woolpert to system Admins, Stewards, and Supervisors in September 2016 (CSO) and January2017 (Plant Maintenance). Training was provided to craflYtechs by Asset ManagementfGIS staff in September/October 2016 (CSO) and January 2017 (Plant Maintenance). Mobile training was also provided to CSO in December 2016 and will be Plant Maintenace in JanuaryfFehruary 2017 when tablets are ready for deployment by IT. Train -the -Trainer was agreed upon by Stakeholders during implementation with the consultant, which means that training of techslcraft shall be provided by the Supervisors and Stewards foreach Division. Any additional training is the responsibility of the workgroups Supervisors and Stewards. N:lEnvrSR`Ve AM-GISM42 -CMMS ReplacementZB D&M MenuaWFDS-CMMS-0134-Citymrks Custom Business Process Manus1Aocx Page 1 ai 116 156 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 163 of 192 Page 160 of 186 Central Contra Costa Slandard Operating Procedures Table of Contents T, 20117 Author Dana Lawson Overview------------- ------------------ ----- ------ --------------------------------------------------------- ----- ------ I Work -flow PnDDwmu------------------------------------------------------------------------------------------------------- ------ ------- 4 Global Activity Statuses -------------------------------------------------------------------------------------------------- 5 Global Workflow (Business PvoDass)Schomafics---------------------------------------------------------- 8 Roles &Responsibilities .--------------_—_---_--_____—_.-. 2J Adminx-------------------------------------------------------------------------------------------------------------------------------------- 24 Overview....................................................................................................................... 24 (1) Asset Set -Up and Modification -----_-----------------_-----_-----------------_��_ E-----`-----------------`-----`-----`----------`��7 .dating Labor and Overhead Rates Annua.-------------------------------------------------------- _ (4) Holiday Set -Up and Mod ffication —_---'--'—_—__--___-___-- 35 (5) Report Set -Up and ModificatiDn 36 ��v���'--'---`-'---'''`--'-''---------'----------------37 Overview ----------------------------------------------------------------------------------------------------------------------- __ (7) Crew Set -Up and Modification � Domain Viewable) --- A3 (9) Project Set -Up and Modification ___________-_______________Ay —........... ----- --------------------------------- ----------- - ----------------- '-- 51 (12) Contractor Set -Up and Mod fiicatioc .......................................................... 53 .13) ,MatEirial Set -Up an d Mod ifi cifion --_____---_--_____—__- Supenmom----___------_----____---_----____---_ow Overview.......................... -------------------------------------------------------------------------------------------- S4 | '---_.—_._—'--'—_'---_.—. 55 Emergency .(bypasses normal procedures) ------------------------------------------------------------ — (16) Screening ............................................................................................................... 62 Planning................................................................................................................. — ............................................................................................................. 72 (19) Assigning ............`.....`.....`.................`.....`.....`................ 74 (20) ___'_'_'___'_'_'__—. 78 �21)[A, Reviewing, and Closing ----------------------------------------------------------------------------------- 80 Craft------------------------------------------------------------------------------------------------------------------------------------------ 82 Overview....................................................................................................................... 82 (22) 1 nspecting the Vehicle or Equipment -----`-----`-----`-----------------`-----`-----`---------------- 83 (23) Performing ..................._....._....._................._....._....._................ 85 (24) Completing "QA Returned -------------------`-----`------------------------`-----`-----`---------------- 89 CollectionSystem --------------------------------------------------------------------------------------------------------------------- 0 Onnrvkew------- —_-_—'---- - 90 CMMS Sedimon--.'___'_'_'___- 91 (26) '-------'--'--'----'-- 92 m 'mMLLan°nwce°="h5enwmw"~=is�roo-OmmS-n,-34-Chym°*"C.=""Business r"oces"wa""al.d=" rapum`,o 157 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 164 of 192 Page 161 of 186 Central Contra Costa Sarbitary District Updated: April 77 2017 Standard VpnraungProcedures Author: Dana Lawvs-n (28) Fleet SmNues-------------------------------------------------------------------------------------------------------- 96 Treatment Plant, Pumping Stations, General Facilbm.............................................................. 97 Overview....................................................................................................................... 97 _____'__._______________ 98 ---------------------------------------- ------------------ 1OJ (31) Safety Section ................................................................................... ----------------- 1OJ General Staff ----_------_--_--_--_'_—'---_.—_--_'_--_-'_--_-1O4 Overview--------------------------------------------------------------------------------------------------------------------- 1D4 M) Request for Buildings& Grounds Shop '_'_'___'_'_'__-105 (33) Request for CCTV Section —_---'_—'---_.—_.—_'_—'—_'_--_-1O7 RiskManagement------------------------------------------------------------------------------------------------ 1O9 ouywvorks &cMIVIaTraining Program ------------------------------------------------------------------------------------- 110 Overview..................................................................................................................... 11O Asset-----------------------------------------------111 Agenda: CrkoDasioltainiuU----_---_---___---__--_-113 Agenda: c rks Training for Techn(Craf\--------------------------------------------- ----- ---------- 113 Agenda: Qtymrks wIcUle---------------------------------- ----- ---------- 114 Agenda: Training for--------------------------------------------- ----- ---------- 115 mAE"vr.9nnrAlVl-GlS024z'oxmsReplace m°m)5onuw 1-34-oywom=C"u"mousines° Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 165 of 192 Page 162 of 186 APPENDIX G: ENGINEERING DEPARTMENT PROJECTS PROCEDURES MANUAL Central Contra Costa Sanitary District PROJECT PROCEDURES MANUAL _ ENGINEERING DEPARTMENT TABLE OF CONTENITS No. Sig. I - die Last Initial Effective date Revision Date Administrative A-1 DSG Cho s to Procedures 05113/2014 12/f3/2005 A-2 AJA Posirron Papen 0511312014 QVW1987 A-3 DSG Approval of TmOft 0511312014 03/9S14987 - A-4 AJA Prwe"ng Insurance GaaftWes 05/13/2014 I M I/1988 Planning Phase P-1 DSG District Pna oct and Job plumbers 0511312014 07AD212007 P-2 AJA Planning ter Coliec(no SysWa Sewer Rerravefm 05032014 Unknown Pn)jecls P-3 DSG menfs with Outside Ageacpes or Companies 05/13W14 07/15/1988 P-4 DSG Annexahan of less fo the Dishrki 0511312014 03/19/4987 Desw Phase 0-1 AJA De n Rewsw for Ca of Prowls 0511312014 10Mf/1985 AJA Design for Collection System Sewer Renovation D-2 0&1312014 02/f9/2014 D-3 DSG Somture Blacks are Fuca! Plans and scif'cafions 0 1WO14 021011i987 .- . . B-f AJA ShodPrncedare 051'1312014 0911&XO5 19-2 1 AJA Review of Bids 0511312014 09/f&W05 9-3 AJA PreW Can ference 05113120f4 09/1&=05 B-4 AJA 0511312014 Rospondmq la Biddafrs' �equesfs rot Crerrricafbn, 09/f 5 2005 7 Preparation and Issuance of Addends, and ! abort of Add wdis Into Bid Documents _ cansfructian Phase C-2 AJA Prornnsfrucfmn AMefyn s 0511312014 IW3 00 C-3 AJA Notice to Proceed - Constructian Contracfs 0311312014 CA AJA Consulianf Pmcurernerlf Policy and Pmcedure OM &2014 0Z0141" Financial F-1 DSG Capital Impmvement Budget AMacati'an (CIBA) 0511 & 014 1Q1222007 Reg uesfs F-2 DSG Use of HTE Correction Nobircaftion Request 05113MI4 Owl/1"7 F-3 DSG Subaccnunt 8udgr ChqnL12 Farm SCF 05113/2014 03001h985 F-4 AJA Appmving Invoices for Payment of Prcfesslatear 0511312014 OYAMI991 and Technical Servkss Agmements OFeW Gwdeknas for Pro -Litigation & tifiggfion 05m3w" 7127P2608 Documents L-2 DSG Recording Documents at the Rocarader's Office 05A312014 413WO07 and Picking up Assessor's Maps N:WE9uPkProceerraa%Su rmardm*d Procedures Eng. DepM_Table of Coneenn.dou 159 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 166 of 192 Page 163 of 186 APPENDIX H: COLLECTION SYSTEM ASSET HANDOVER WORKFLOWS COLLECTION SYSTEM CAPITAL PROJECTS POST -CONSTRUCTION PROCESS Upon project completion, AM updates install date CP notifies AM that and status of tentative record drawings are main and structures. If complete and uploaded applicable, existing main to Laserfiche status and end of life date is updated COLLECTION SYSTEM DEVELOPER JOB PRE -CONSTRUCTION PROCESS Mainline Review (MR) sends AM AutoCAD design file and PDF design drawings for review AM checks spatial accuracy and completeness of submittal and approves or requests corrections and resubmittal Survey data is used to update attributes and refine existing map features Engineering Assistant enters new features as "Tentative" status -H Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 167 of 192 Construction Inspectors create CCTV New Line Acceptance Work Order in Cityworks AM updates project tracking information and sends redlines and clean PDF to CAD group to create record drawings CAD group notifies AM that Record Drawings are complete and loaded to Laserfiche CCTV crew TV's line and verifies acceptable construction quality Upon project completion, Mainline Review sends AM Construction Plan Redlines AM uses Record Drawings and redlines to update any additional affected mains and structures and check for data accuracy When CCTV work order is closed, Asset Management (AM) is notified via Cityworks AM updates install date and status of tentative main and structures. If applicable, existing main status and end of life date is updated Capital Projects (CP) requests asset list Maintenance and Warehouse coordinate for spare parts information AM receives Asset Handover Sheet with Asset Numbers for new assets and a list of those being replaced AM Extracts Asset Info from Asset Registry into Asset Handover Spreadsheet AM Reviews and provides comments on updated information and as -needed support Engineering Assistant adds new assets to database in "Reserved" status AM provides access to exported spreadsheet to design consultants, Maintenance Planners and CP Maintenance assigns new Asset Position Numbers Engineering Assistant enters new Asset ID number into Asset Handover spreadsheet for reference purposes CP coordinates with design consultant to update Asst Handover spreadsheet based on design CP Distribute Design Submittals Maintenance and requests new Asset Position Numbers Capital Projects (CP) requests asset list Maintenance and Warehouse coordinate for spare parts information AM receives Asset Handover Sheet with Asset Numbers for new assets and a list of those being replaced AM Extracts Asset Info from Asset Registry into Asset Handover Spreadsheet AM Reviews and provides comments on updated information and as -needed support Engineering Assistant adds new assets to database in "Reserved" status AM provides access to exported spreadsheet to design consultants, Maintenance Planners and CP Maintenance assigns new Asset Position Numbers Engineering Assistant enters new Asset ID number into Asset Handover spreadsheet for reference purposes CP coordinates with design consultant to update Asst Handover spreadsheet based on design CP Distribute Design Submittals Maintenance and requests new Asset Position Numbers AM uses record drawings to update al assets and verify data is correct Page 167 of 186 APPENDIX I: TREATMENT PLANT ASSET HANDOVER WORKFLOW ❑isms; cha nges in stock kevlew spare pans ar Add/Remove kcgLint to stock f minlma4 AN,-, manages design phase, ENG manages: .As reedve, ENG crcalm ENG war ages rn,.T+K CPsign sullmiRa S, to r4Tr u itld r 4n hen itial5 WQrrL nre' wks for ./exit reR rMTln g and ircorporatescornment5 assistarce from PlANT Siam LP (Cng Pmc.61) asset install MAIN? trarring I `a � I INC, rrnams maar.r assr.t I k E NG rest gists asset SpreaC5b MA, Lsil F Temp latC ENG sP•hm its a Ilsts fo r all equ rp me rt prhvinnd by AMIGIS, of new, f�«� PMI5Ufr5 are ku C inthPprmessi replaced, ant! disposes frWL1ePCVfrom subhroress s tem 1 v= a%Sdu ,]nc wricsio PLANT 1 I manufactLrer W the project affects for MAMT. GfS.OPS, and 1 u ptanningPllrposds Regulatory Compllarrewilt a c eshg+r s L bm Ittals (typ ka I Iv t aat 50%and My.l 1 list Is � created try acarsultart,Er'n 1 will QArQC before passlrng i along t 1 1 I 1 r , r r 1 1 I I 1 1 1 1 1 PLANT MAINT rrEVk`w4 Geil�,n t 1 PiANTMAINTcomvletestheWO i w d Y 1 sr:hml[tafs: 1 1 needed. Mairt I+lamer will create a W _ 1 Y assign as et/ptisitw 1 r Prolecr" to groL p TI'P WOs °q 1 rumbcm/pamr:s 1 1 � ! mamtenarcrJactess + pLANTMAIN7rnvlrws yr ! 1 mate. riaES, spares 1 r construction submittals As recces, PLANT PLANT MA1NT: m re Im bllrty + for: MAINT SerdS reviews trarrrng Yelectrical aril insm mcrtatlor + MreacvLlitrcermaerntx opLrlinep& age. rda W f I ts reg"0angesnn Ir Lrarring m 1 r (Pwrj' G15 s, pdatns PM5 P WO 9: ; spares tcmpla[csrrCltyworks ■ Nan1A pima data r , F I r a I¢e wamh Disc stack changes Notify OpslMaPr[ when rewrtemsare! acded ENG (eceives, reviews, a rd accepts retard drawrng5fC0[Lments form l:arirartor lsectlor 01WO) 1 ENG rnit'erm a cceptarre of tartract work (GC spreadsheet wI wa rra my c atc5 a r,.Senes to PLANT E NG d ist r buttrs asset refeferce m3ritels ISertlon 01620J to DI s a PLANT MrUNT ENG trarsm Its record crawmgs to CAD staff (Sectlon 01640) 7/212019 rlpanirudis;rtR10 l2tti acc. tm dr. errCAsn ts rr Ou[ Forrn ERP ENG ee(ngletc% rNG rniaascs retentior after arc rent rns recii i rea t I rn e form to IGC 41) accounting ENG Lploaas eketror;c asset reference/ O&M Mamal to Laserfir.he CNG revigwn C.:,b vcrsrnn of LADrevrews era wlrtgs afd Word drawl re resLhmlts SLbrnrltal PLANT MAINT reviews finalO&M ManLalanc %preadshest. Ther surds asset re gi sery I. pdates to GI5. • assatfposition rLmberiname Iacai�ur Idecyc a status s nameplate Polo CAL) reviews, finalizes, Stores, and catribute%the record drawingsarc load to lase. Kitt P. PLANT MAINT uprates PM5 & WO 1e mplatm in Citgwgrks E 0 r C 7�1 ' f OPS revPevrs desrgr submittals: i CGfrtrGkt Wrfnpfx , P OPS reviews Gnr41ruC1Kln CPS: rev pw5 trsm+ngvL[ rq t OPS reviews&returns + tarn on" ' _ Frek! walk r suhmtttals: &agerda M reviews the final e i facllines _ _ __ r IrtegraTwr O&M Mat -Lai are Y Interface with nx ar,r k • with paftlnpates in tralning r r p�p a - rgiL p, Sh Lidawns ex systems LpCd1£•.S $CiPS, raLnC 10 updates sops, rou rd LJ c Layout Operabkrity • shLtdewns sl•ecls_ ett sheets ant att+er nparaforirfo 2' a v �r Con structPorconstralntsaro a� •ir sequence w AWG IS staff mvieW mAMIGISstaffeererams asset registry a asset list in PmceW submata15anc AMIGIS staff updatesihe GIS asset AMfGISstaff Sub PrecessAystern provldnfeechack 9,,LJ (modiflec*verhauled assets ,— Z i rPgL;mtadbyErg. StaffupciatesTheGIS asset regimy 0 n Sere%to Erg. asset registry � (r 2wirp snrvPd assets] 164 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 171 of 192 Page 168 of 186 APPENDIX J: ASSET MANAGEMENT PROCEDURES MANUAL These are located on Laserfiche under SOP/Engineering/Planning and Development: PDS-AM-04 PDS-AM-05 PDS-AM-06 PDS-AM-11 PDS-AM-12 PDS-AM-13 PDS-AM-22 PDS-AM-23 Title Last Updated Author Cityworks Custom Business Process 4/07/2017 Dana Lawson Manual PDS-AM-02 Employee Set -Up and 2/16/2017 Dana Lawson Modification PDS-AM-03 Updating Labor and 2/16/2017 Dana Lawson Overhead Rates Annually Holiday Set-up and Modification 2/16/2017 Dana Lawson Report Set-up and Modification 4/07/2017 Dana Lawson Preventive Maintenance Set-up and 2/16/2017 Dana Lawson Modification Crew Set -Up and Modification 2/16/2017 Dana Lawson (Domain Viewable) Attachment Set -Up and Modification 2/16/2017 Dana Lawson for Templates Project Set -Up and Modification 2/16/2017 Dana Lawson Employee Skill Set -Up and 4/7/2017 Dana Lawson Modification Equipment Set -Up and Modification 2/16/2017 Dana Lawson Contractor Set -Up and Modification 2/16/2017 Dana Lawson Material Set -Up and Modification 2/16/2017 Dana Lawson Initiating 2/16/2017 Dana Lawson Emergency (bypasses normal 2/16/2017 Dana Lawson procedures) Screening 2/16/2017 Dana Lawson Planning 2/16/2017 Dana Lawson Scheduling 1 /19/2017 Dana Lawson Assigning 2/16/2017 Dana Lawson Re -Assigning Work 2/16/2017 Dana Lawson QA, Reviewing, and Closing 2/16/20217 Dana Lawson Inspecting the Vehicle or Equipment 2/16/20217 Dana Lawson Performing 2/16/20217 Dana Lawson 165 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 172 of 192 Page 169 of 186 PDS-AM-24dd Completing QA Returned PDS-AM-25 I CMMS Section PDS-AM-26AMW Paving Work Orders 'PDS-AM-20 Overflow Response IPDS-AM-280 Fleet Services PDS-AM-29K Plant Operations Division PDS-AM-30 Process Control -Control Systems Section Draft PDS-AMM Safety Section Draft PDS-AM-320 Request for Buildings & Groups Shop PDS-AM-33 Request for CCTV Section PDS-AM-34 Risk Management Dra PDS-AM-35.,, Updating GIS Map in CCTV Trucks PDS-AM-36 Cityworks - TP Maintenance Rotating Assets PDS-AM-37 Loading Collection System and Recycled Water Distribution Asset Documents to Laserfiche Loading Treatment Asset Documents to Laserfiche Process Developer Job Parcel Editing - Merge Parcels Parcel Editing - Split Parcel Parcel Editing - Boundary Line Adjustment Parcel Editing - Convert Segmented Lines to Curve Parcel Editing - Convert Segmented Lines to Curve (Adjacent to Right -of - Way) Downloading Record Drawings from Laserfiche Creating and Editing Vicinity Maps from a Template in ArcGIS Pro MNT-RE-1001 Asset Management and Maintenance Definitions 2/16/20217 2/16/20217 2/16/20217 2/16/20217 2/16/20217 2/16/20217 2/16/20217 2/16/20217 2/16/20217 2/16/20217 2/16/20217 2/16/20217 9/7/2018 5/22/2020 6/3/2020 12/29/2020 12/29/2020 12/29/2020 12/29/2020 12/29/2020 12/29/2020 12/28/2020 11/11/2020 12/05/22 Dana Lawson Dana Lawson Dana Lawson Dana Lawson Dana Lawson Dana Lawson Dana Lawson Dana Lawson Dana Lawson Dana Lawson Dana Lawson Dana Lawson Ian Morales Ian Morales Ian Morales Mike Matthews Mike Matthews Mike Matthews Mike Matthews Mike Matthews Mike Matthews Khae Bohan Mireya Martin Neil Meyer/Zach Lee Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 173 of 192 Page 170 of 186 MNT-RE-1002 Best Practices Risk Reduction 01 /03/23 Neil Meyer/Zach Lee MNT-RE-1003 Proactive Maintenance Loop 01 /03/23 Neil Meyer/Zach Lee MNT-RE-1004 Personal Employment Cycle 01 /03/23 Neil Meyer/Zach Lee MNT-RE-1005 FRACAS 01 /03/23 Neil Meyer/Zach Lee 167 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 174 of 192 Page 171 of 186 APPENDIX K: BUSINESS CASE EVALUATION Central San's Engineering Department developed a suitable CIP validation framework and methodology. BCE considers all aspects of asset ownership, including levels of service, capital costs, and O&M costs and incorporates non -cost factors. The figure below shows the process flow diagram for the BCE procedure employed at Central San. PROPOSED STANDARD BCE PROCESS FLOW 168 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 175 of 192 Page 172 of 186 • Map: Prepare a large map, if possible. Provide concept plan or sketch.] TECHNICAL ANALYSIS [Outline and evaluate options} Options [Consider: What are the options for meeting the project objectives? Are there creative or unconventional options to consider? What is the outcome of doing nothing?] Table 1 below lists the initial set of options discussed with the <e.g. Plant Maintenance Division, Collection System Operations Division, Capital Projects Division, etc.. Table 1. Initial Options No. Option Description A Do nothing continue existing O&M B Operate Differently C Maintain Differently D Repair/Rehab F Replace F Decommission Technical Factors [Consider the pros and cons of each option: What are the potential uncertainties? What are the risks to success? Any institutional barriers that exclude certain options? Consider the environmental impacts and permitting issues: What are the environmental impacts? What permits may be required?] Technical factors limiting the selection of feasible options include: <e.g. physical constraints, pavement moratorium, weather conditions, environmental or social impacts, etc. Other agencies issues that limited the selection of feasible options included: <regulatory requirements, permit restrictions. [Are other agencies involved? If so, list them and what their issues are.] Further review and discussion indicated that option W above was not feasible due to... and option Y was eliminated due to... Subsequently, Table 2 summarizes the feasible options that remained for Further analysis. Table 2. Short-listed Options No. O tion Description Pros Cons C Maintain Differently D Repair/Rehab E Re iace NAEnvr5RV\AM-G1W238 - AM Prog Dev48 Reports11 District ReportslTemplatesNDraitslBusiness Case Evaluation for CIP.doex •e Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 176 of 192 Page 173 of 186 RISK ANALYSIS The primary failure mode for this problem/asset/project is: <pick one: physical mortality, regulatory or safety compliance, capacity, level of service, efficiency > The consequence of failure for this pro blemlassetfproject is <describe the consequence(s) based on the primary failure mode above, e.g. service interruption, overflow, increased energy consumption, road closure, regulatory/safety violation, unsafe conditions, etc.>. The likelihood of failure for probtemlassetlproject is <e g. XX% probability of failure of the XXX within X years. [Discuss the relative risk reduction of the various options] Option X maximizes the risk reduction to the District. ECONOMIC ANALYSIS [Show capital and O&M costs for options. Present data in summary table. Consider the following: • Long-term O&M and other ongoing costs Multi -year costs Use Present Value at a range of discount rates (low, best, and high) Include total capital costs Include long-term O&M Include any other lifecycle costs Include indirect and intangible community costs • Benefits Quantify if possible: direct, indirect and monetary Highlight intangible (difficult to quantify) benefits • Net Present Value (NPV) Apply to all costs and benefits that are quantifiable in dollar values Alternatively, show project cost-effectiveness when benefits cannot be monetized] The short-listed options from Table 2 were evaluated using <pick one: present value (discounted), net present value (discounted), lifecycle cost, or triple bottom lines as shown in Table 3. Table 3. Life Cycle Cost Projections for Feasible Options Rates Discount Rate MARRI Total Ave Annual $ Option X. Description N: Envr8RV\AM-G1W238 - AM Prog Dev426 Reports1l Disthd ReportsCTemplateslDraitslBusiness Case Evaluation for CIP.doex 170 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 177 of 192 Page 174 of 186 Duration of option (yrs) Capital Operations Maintenance Total Costs PV Total Costs Annuity of PV Option Y. Description Duration of option (yrs) Capital Operations Maintenance Total Costs PV Total Costs Annuity of PV Option Z. Description Duration of option (yrs) Capital Operations Maintenance Total Costs PV Total Costs Annuity of PV Notes ' Minimum Acceptable Rate of Return (consider current investment rate for investment of equivalent duration) 2 Annuity of PV: The series of uniform payments that will recover an initial investment (principal), Option X has the highest net present value (indicating it generates the highest net value to the community). Option Y has the lowest lifecycle cost, where the present value of costs is annualized to appropriately compare options of different durations. The decision rule here is to accept the recommendation with the lowest lifecycle cost, which in this case is option Y, followed by option Z. RECOMMENDATION [Describe your recommendation. Which option is recommended and why? What is the proposed budget and schedule? Where will the funding come from?] Option <X> is the recommended solution because <it has the highest combined ranking from the risk, economic, and technical analyses; and there is a high probability of near term of failure and its associated high consequence due to > <e.g. project is linked to another project, emergency/urgent situation... > N?EnvrSRVIAM-G1518238 - AM Prog Dev\26 Reportsll District ReportsSTemplateslDraftslB siness Case Evaluation iar CIP.docx 171 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 178 of 192 Page 175 of 186 Option Analysis Rankings Total Risk Economic Technical C 1 1 1 3 D 2 3 3 8 E 3 2 2 7 This project has been reviewed using the Project Prioritization Form (see Attachment A) and is categorized as Critical, Very High, High, Mediums priority. I recommend including this project in the Capital Improvement Plan for FY 20XX-XX under the XXX Program. The estimated capital cost in current (non -inflated) dollars is $X million, <describe funding source or requiring an annual debt service payment of $X for X years at X%>. The estimated annual O&M cost is $X. The anticipated project schedule is: Task Start Duration Preliminary Design MM-YYYY # months Design MM-YYYY # months Permits MM-YYYY # months Bid MM-YYYY # months Construction MM-YYYY # months N?EnvrSRVIAM-G1W238 - AM Prog Dev\26 ReportsM District ReportsSTemplateslDraftslB siness Case Evaluation Tar CIPA= 172 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 179 of 192 Page 176 of 186 APPENDIX L: PUMPING STATIONS CONSEQUENCE OF FAILURE MATRIX Value 1 Service Requirements <1 Reliability RequirementsOptions Unlikely to reach waters of state and not in drinking watershed Contingency bypass pumping capability 2 1-2 3 2-3 4 3-4 Category I or EBMUD small enough to vactor wet well 5 4-5 6 5-6 7 6-7 8 7-8 Category I + EBMUD no contingency options 9 8-9 a 10 9-10 Pumping Station Acacia Bates Blvd Service 1 Reliability 10 Contingency 1 3 1 1 5 2 Buchanan North LS 1 1 1 1 Buchanan South LS 1 1 1 1 Clyde 1 5 1 2 Concord Industrial 1 5 1 2 Fairview 4 5 1 4 Flush Kleen 1 10 1 3 Lower Orinda 3 10 1 4 Maltby 4 5 1 4 Martinez 4 5 1 4 Moraga 5 10 1 5 Orinda Crossroads 5 10 1 5 San Ramon 10 5 1 7 Sleepy Hollow 1 5 1 2 Via Roble 1 1 5 2 Wagner Ranch(private) 1 1 5 2 Wilder Lower (private) 1 1 5 2 Wilder Upper (private) 1 1 5 2 173 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 180 of 192 Page 177 of 186 APPENDIX M:CONDITION ASSESSMENT RESULTS AND SERVICE LIFE Information on Condition Assessment Results for sewer assets is in the CWMP (Carollo Engineers, 2017). Information on the Treatment Plant assets for the Steam System is under the Steam Condition Assessment Report — Steam and Aeration Blower Renovations Project. 174 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 181 of 192 Page 178 of 186 APPENDIX N: ENTERPRISE RISK INDEX Enterprise Risk Management refers to an organization's ability to understand, express, and control the level of risk taken to meet its strategic goals and establishes accountability for those risks. Central San's Enterprise Risk Management program began several years ago when managers and staff developed operational risk inventories for their programs, services, and functions. These risks were integrated into the Executive Team's strategic risk inventory. The ERM team periodically reviews and updates this inventory, monitors the effectiveness of mitigations, and considers new mitigation techniques to manage Central San's evolving operational and strategic risks. ERM includes organizations' processes to manage risks and advance opportunities to achieve their objectives, typically identified in a strategic plan. ERM provides a framework for risk management which involves identifying risks and opportunities, assessing them in terms of likelihood and magnitude of impact, determining a response strategy, and establishing a monitoring process. ERM has evolved to address the needs of various stakeholders, including boards, who want to understand the broad spectrum of risks facing complex organizations to ensure they are appropriately managed. Regulators and debt rating agencies have also increased their scrutiny of companies' risk management processes, with Standard & Poor's introducing ERM compliance into their rating criteria in 2009. Organizations have traditionally managed risks in a distributed way, with various functions identifying and managing risks. Before ERM, these efforts were not typically centrally coordinated or reported. A central goal of ERM is improving this capability and coordination while providing summary -level reporting to provide a unified picture of risk for stakeholders and improving the organization's ability to manage these risks effectively. Establishing an ERM program typically involves the following: • Identifying executive sponsors for ERM. • Establishing a common risk language or glossary. • Describing the entity's risk appetite (i.e., risks it will and will not take). • Identifying and describing the risks in a " risk inventory." • Implementing a risk -ranking methodology to prioritize risks within and across functions. • Establishing a risk committee and or responsible risk officer to coordinate certain activities of the risk. APPENDIX O: DEVELOPMENT OF THE ENTERPRISE RISK INVENTORY In January 2020, staff presented the District's initial Strategic Risk Inventory to the Board. At that time, it was noted that the risk inventory would be used as the foundation for an Enterprise Risk Management (ERM) Program. Organizations have traditionally managed risks in a distributed way, with various internal functions to identify and manage risks. Before ERM, these efforts were typically not centrally coordinated or reported. A central goal of ERM is to improve this capability and coordination while providing summary -level reporting to provide a unified picture of risk for stakeholders and improve an organization's ability to manage these risks effectively. Central San Strategic uses its Risk Inventory for two purposes: 1. As an input to the Internal Auditor's annual work plan. 175 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 182 of 192 Page 179 of 186 For monitoring, control, and reporting on risks. The ERM Team meets twice annually to discuss progress on mitigating the risks identified in the Strategic Risk Inventory. Updates to the Strategic Risk Inventory are regularly reported to the Administration Committee and Board. Each risk has been assigned a composite score of up to 40 points consisting of four elements, each with up to 10 points: frequency, impact, remaining work needed to mitigate the risk, and speed of onset. Each risk has been assigned to a member of senior management who is responsible for developing a mitigation plan for each risk. The mitigation plan describes elements of the risk and identifies specifies actions to be taken to reduce, control or eliminate the risk. Finally, to integrate the two risk registers (operational and strategic), each risk on the original operational risk inventory was also associated with a strategic risk for tracking and continued efforts to address those risks. Current Strategic Risks (28) Loss of Utilities/ Supply Chain Loss of Major Asset Physical Security Breach 176 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 183 of 192 Page 180 of 186 Environmental Risk New/ Proposed Regs/ Legislation Natural Disaster Poor Coordination on Large Projects Poor Customer Communications Self- insurance/ Reserve Insufficiency Failure of Internal Controls Economic Downturn/Recession Need for Large Rate Increase Loss of Major Customer/ Partner Higher Borrowing Costs/ Loss of Tax -Exempt Bond Status Social/ Political Risk (Civil Unrest etc.) Cyber Security Lg Tech Implementation Failure External Data Connectivity Risk Failure to Adopt New Technology jor Injury :force less Risk 177 Central San Asset Management Plan April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 184 of 192 Page 181 of 186 Objectives 2023 ASSET MANAGEMENT PLAN DRAFT MARCH 2O23 April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 185 of 192 1 Page 182 of 186 Purpose of the Asset Management Plan Quick Glance at the Asset Standards and Level of Service • Board Policy • EPA's (Environmental Protection Agency) 10-Step Process for Developing an Asset Management Plan • ISO (International Organisation for Standardization) 55000 series • Compliance & Regulatory Requirements • Level of Service: Metrics from Assets • Asset Definition • Sewer Gravity Main • Sewer Force Main • Pumping Stations • Treatment Plant Equipment and Piping • Recycled Water Distribution • General Improvements Asset Management Information Systems and Tools • GeoPortal - Dynamic web -based map and data access • Single Asset Registry • Asset Hierarchies • CMMS (Computerized Maintenance Management System) • CCTV (Closed -Circuit Television) Inspection System Automatic Vehicle Locating • USA (Underground Service Alert) Locate Tickets • Spare Parts Management Application • Reliability Engineering Report • Document Management System • Risk and Flow Modeling Software „+.+"°""'°�.r 'w"a+.o'� •""'r.�i°w+�• ear maw•a. �wup+'�,:..sriomsad.a"..+a ra �oace u.mne rrn,.u+.w•.�e!�'w',—•we.^e„'w.'•„e,..,...,-. Management Plan Risks • Risk Definition • Identifying the Risks • Quantifying the Risk - - Condition Assessment Program • Executive Level Risk Indices 2023 ASSET MANAGEMENT PLAN Asset Management Approaches • General Approaches • Operations • Maintenance • Specific Approaches • Collection Systems • Treatment Plant • Recycled Water • SOP (Standard Operating Procedures) • Monitoring & Managing System Breakdowns • Updating & Maintaining Procedures • Performance Monitoring & Reporting • Operational Resilience and Disaster Preparedness Decision Making Criteria: Drivers & Ufa Cycle Management Drivers • Aging Infrastructure • Regulatory • Sustainability • Optimization • Capital Improvement Program • Asset Lifecycle • Remaining Useful Life • Data Management & Utilization fors Decision -Making Staff Development • Personnel Advancement • Educational Resources • Internship Program • Mentorship Program • Externship Program • Management and Supervisory Academy • Career Development Program • Performance Recognition, Appreciation, and Beyond • Conferences and Training • Team Accomplishments April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 186 of 192 2 F AM Policy '1111 Focus on Systems an Best AssetNote Abbreviations: Focus on Staff J Technology (2016-20 Management AM AM (Asset Management) —— Program AIMP (Asset Management Competency Based' CMMS (2016-2017) Learning Asset Knowledge MRO (Mainterance, Repair and Decision Making Operation) Human Capital Management � Elk, and Risk Management (2016-2017) Management 2014 2015 2016 2017 2018 2019 2020 2021 2022 Reliability Strategy Asset Lifecyle Best Work Execution Focus on Process (2015-2016) and Strategic Plan Management Management Program - CMMS Focus on Culture (2016-2016) Continuous - preventive Maintenance E w �� Criticality Analysis Improvement and program AMIP (2015-2016) Performance Management - planning and Scheduling Cityworks Exemplary - Operator Driven Continuq N.. rovement Mi — (Users Award Reliability - MRO—Spares Best Reliability Management ._s Engineering for - Defect Elimination Maintenance Him— . CENTRALSAN P- cwrwu co«mt cosr.srwrrxr amnn Rsd Ps Ao Vi6 F."O&Ie' Es Opx :Rea UI Ir MI Mrs Hcm Cbl Rcd Ab tddt LuCmms lot Rj Oro Develop Asset Assess Performance, Determine Determine Life Cycle& Set Target Levels Registry Failure Modes Residual Life Replacement O Service (LOS) Costs Determine Business Risk Optimize Opum"I Capitals Determin¢ Funding Build AM Plan ("Criticall;) ent Investment Investment Strategy _ n r xNOWLW +rTµ� Page 184 of 186 Asset M na ement Information - Systems and Tools 14*11lClki 1cm Infommw Cityvuorks• IDYNAC Mrdr lk CepaNry M&M.W lt—MYnue.nr■ %ain CSCA�R Model Pd0rN4ad Cg9Ul PWl � Mru�mun Srysteml .esn Oa[a •u[omexlon .� / ��ACLE geodexebasuandMepSendm � If/ ............. �e .r«Plan.IN �� VertiGIS Studio .............. ` '�;,� �°"r�� m AdO,■ � Ms— Weh Mappin6 •ppllotlnns [ekFde� n � mk [mem,fyw Nn. .IIeYrt Fyrs � Spare Parts dG3MAR7 ,l ,y. Management t Tool °oi""`"[ usa we.snaur�rl� Kee MamPsmen[ �� pata Po:v — Weh hyp=_rlin�s +' •.-- Map S=_races 7 �. Pmactlre Mdln140anCe COntInUO 14 NnploVemeRt Lo" Asset Management steps:�y5wFM FRACAS Work W*Mlntali0n Strategies a�F, s RELIABILITY CENTERED MAINTENANCE steps: Illlii........ snips; work order Maintenance 1P PROGRAM closeout Pr.+nning COLLECTION SYSTEM OPERATIONS Preventative Maintenance Program wp h Maintenance Inspections via CCTV E=°`°v��S0h dull^9 QA/QC Program Rehabilitation and Replacement Program Risk -Based Planning TREATMENT PLANT ® �� Reliability Strategy and Reliability Engineering Asset Condition Information and Program Work Execution (Preventative Maintenance Programs) tj�ft CENTPAL $AN April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 188 of 192 4 Page 185 of 186 Workforce Development Personnel Employment Cycle Step 7: rNew hires are reudted to Cermet Promotion and set ar4 are ontuarded by pf7fnorid-A "'hnf1oe"'r" Retirement H,Knan aesouceand MEvric- Aver.bn nme[u Cun'mnReSn eE and va[arKv +�- 25%in[en�ei Mnri[ ->r iraetns in aa[h B e pf_CfLLWofti career leas aaer,dm ! se Step 6: Step t: nnfrpletedoruaar"'"° Succession Planning Recruitment and Onboarding Trairiry is pfowded W persn— preparethem fen VjpemSoy Metric-Etrecrcve use of Gerwral alS and trStrateSll C Goal Manager °Ae0uss .7., 1 [ np.— o-ainmrs5stalraneneancein Workforce Development: lnr� trnersno acansfrw HEo --sar Recruit, empower, and fhPft111 - prpQam. anrlmw[arsno wouarn Step g� engage a highytrained step 2. Career Advancement Shop Training and and safe workforce Development Checklist Pnswre ntt[rvP annual satetr and tWncal hainmp to kvm aM rr_niurce strls. 1�C71c n ^tat UeNINM Rellahllty LCOW Step 4. Rr 5ooaylor Maintenance & Heimmy Step 3: ormMmamr. mr.inm: �cran r kiama Annual Training Annual Performance Vaster Ennwnr N Ass,xialvcn Ceti§ed '. Activities fef f6ack tlrugh annufll r[HtwS s.R Asset CorelmonAssef Monlan�ce?,n,,.,i Appraisals and Career ytm« °s Rcrlorrume numa—lb slag -Fey D , --h-�e eon:,: Development Review comnlncc pa alc�naoon Asset Management Plan Initiatives (2023-2028) Planned Duration Start onths 1 the Asset Registry for Treatment Plant Piping 2023 16 und Utility 7C.ntinu. 2 Development of Data Analytics 2023 12 3 Comprehensive Asset Evaluation forthe 2022 Ongoing tions of VerticaL Assets 4 Digitize Operator Round Sheets 2024 12 to 16 approximately 5 Smart Utility initiatives 2025 36 Complete standardization of Smart Motor Control Centers across Central San Pilot Asset Health/Condition Monitoring Technology Asset Handoff Tracking & Monitoring Apply/Pilot Artificial. Intelligence/Machine Learning Where Applicable 6 Dynamic Asset Management Plan 2028 12 10 M-1 ...e April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 189 of 192 5 Page 186 of 186 April 3, 2023 EOPS Regular Committee Meeting Agenda Packet - Page 190 of 192