Aging Infrastructure
Utilities, PDT, Community Services
Planning for Resilience & Continuity
1
What is the problem we are trying to solve?
• Insuring continuous, reliable and high quality
services
• Maintaining reliable infrastructure
• Upgrading services where and when possible
• Anticipating change and preparing to adapt
2
What are the Issues?
• Reliable on-going funding
• Infrastructure monitoring and timely
replacement
• Coordinated scheduling & systems
• Anticipating & preparing for
disruptive changes/events
• Appropriate staffing levels
3
Utilities Asset Management
Electricity
Stormwater
Water
Wastewater
4
Asset Management Program Status
Utilities Division
Water Distribution
Wastewater Collection
Stormwater Collection
Water Treatment Facility
Water Reclamation Facility
Light & Power Distribution
Light & Power Substations
Lifecycle
Preliminary Risk Performance Capital Project Management
Plan
Assessment
Metrics
Prioritization
Implementation
Work complete
Work in progress
Work scheduled but not yet started
Work not scheduled
5
Comments
All elements are complete and now in implementation.
All elements are complete and now in implementation.
All elements are complete and now in implementation.
Implementation is on hold until a new WPG manager is hired.
All elements are complete and now in implementation.
Preliminary RA is scheduled to start Q4 2014.
Preliminary RA is scheduled to start Q4 2014.
Asset Management
Systems vs. Programs
6
Asset Management Systems
7
Strategic Asset Management Programs
8
Capability
9
Asset Management
System
Program
Work Order Management System
Yes
Yes
Work Orders tied to Assets
Yes
Yes
Automated Prev entativ e Maintenance Work Orders
Yes
Yes
Assets Mapped in GI S
Yes
Yes
Asset Register
Yes
Yes
Risk Register
Yes
Asset Management Plans
Yes
Asset Condition Assessments
Yes
Asset Lifecycle Maintenance Strategy Models
Yes
Asset failure analysis / predictiv e modeling
Yes
Asset demographics
Yes
Serv ice Lev el Performance Monitoring
Yes
Prioritized Capital I mprov ement Plans
Yes
Risk Management
Yes
Strategic Financial Plans
Yes
Asset Management Tools
Being Developed in Utilities
10
• Asset Management
Plans for all major assets
• Service Level
Scorecards
• Asset Specific Failure
Curves
• Multi-attribute Decision
Analysis Software
• Prioritized 10-year
Capital Improvement
Plans
• Strategic Financial Plan
11
Asset Management Lev els of Serv ice
Potable Water Treatment and Distribution
Key Service Criteria
Performance Indicator
Quality
Taste, Odor, and Color
Complaints
Regulatory
Compliance
Reliability
Maximum
Contaminant Limits &
City Water Treatment
Facility Limits
Number of Outages
Experienced by
Customers
BFO Performance
Measure ID
Target Level of Service
Current Performance
(end of 2013 calendar
year)
Score
Points
possible
ENV 27
≤ 1 complaint /month
regarding taste, odor, or
rusty/dirty water
12 complaints for
taste/odor &
visual/rusty water; 1
complaint/month
20
20
ENV 1
100% compliance with
Maximum Contaminant Limits
& City Water Treatment
Facility Limits
100% compliance
20
20
N/A
No more than 3 outages per
year
TBD
10
20
ENV 32
Firm yield greater than
demand
Annual demand of
23,367 AF; firm yield
of 30,500 AF.
10
10
20
20
Availability of
Water to
Customers
Minimum flow
provided to customers
Responsiveness
to Outages
Response time to
customer complaints
due to a loss of supply
N/A
Rate per 1k Gallons of
Finished Water
N/A
Top Decile of Similar Cities in
Colorado
3rd Decile
7
10
Amount of Annual
Rate Increase
N/A
≤ 5%
4% for 2013 & 2014
5
5
Percentage of
Household Income for
Water Service
N/A
≤ 1%
0.76% for 2013
5
5
DART Rate
N/A
2.5 for the City.
N/A
N/A
RAF Rate
HPG 22
4.7 for the City.
N/A
N/A
97
110
Financials
Safety
Respond to customer
complaints regarding loss of 27.4 minute average
supply within 30 minutes 99%
response time
of the time
3.2 for Utility Services
for 2013
6.1 for Utility Services
for 2013
Total Score
12
System Replacement Planning
13
Capital Improvement Planning
14
Source: Expert Choice Decision Support Tool
Capital Improvement Planning
15
Source: Expert Choice Decision Support Tool
Capital Improvement Planning
16
Source: Expert Choice Decision Support Tool
Capital Improvement Planning
17
Strategic Financial Plan
Strategic
Operational
Plan
Prioritized
Capital
Projects
Rate
Forecast
Strategic
Financial Plan
Operating
Expense
Analysis
Debt
Analysis
Revenue
Analysis
18
Additional Elements
• Seeking ISO 55000 audit in 2015.
• Working towards accreditation in near-term.
19
2016 ISO
55000
2009-11
Asset
Management
•
Risk Register
•
Asset Database
•
Capital
2012-3
Strategic
Financial
Planning
•
•
•
Asset Condition
Water & Wastewater
•
Capital
Improvement Plans
& Strategic Financial
Asset Lifecycle
Plan audited
•
Asset Management
Plans
program fully
Strategic Financial
implemented
Plan
Draft Strategic
Financial Plan
•
Management
Asset Lifecycle
Plans
Assessments
20
•
Management
Prioritization
•
2014-5
Capital
Improvement
Plans
Maximo
(SFP)
•
BFO Offers and rate
adjustments
consistent with &
supported by SFP
Stormwater
Light & Power
Community Operations and Services
•
•
•
•
21
Facilities
Parks
Cultural Facilities
Natural Areas
Facilities
• Projected Facilities Maintenance & Repair (M&R)
budget -4% of Current Replacement Value (CRV) of
GF buildings (52) maintained. Actual budget
typically less. (Alterations and new construction not
included.)
• Building Condition Audits conducted to assess the
current and long-term M&R needs–including the
service life/functionality of buildings.
• No dedicated Facilities Maintenance Reserve since
1996.
• Non-general fund departments (Transportation,
Utilities, Fleet) typically budget less than 4% target.
22
Buildings
• Issues for the future
1. Replacement / Disposal / Re-purpose
2. Major Alterations / Additions
3. Funding for full “Cost of Ownership” of
buildings.
• Aging buildings & installed mechanical systems :
Of the 52 buildings Facilities maintains, 23 are > 50
yrs; 15 btwn 50-25; 8 btwn 24-10; 6 < 9 yrs
• Long-Range building space planning for growth and
efficiencies
23
Parks
• Parks has 196 acres of parkland
which has no life cycle funding
including medians & parkways
• Water for existing parks and
future parks will be more difficult to
obtain without additional storage
• Aging structures within parks will
need to be upgraded and
modernized. Great pressure from
citizens for access to these
facilities
• Current irrigation system will
need upgrading and new
technologies may change the way
water is applied
24
Parks
25
•
Current irrigation system will need
upgrading and new technologies
may change the way water is
applied
•
Field usage will continue to be an
issue with more entities requesting
field usage
•
Citizens are requesting more
water features which have high
maintenance issues
• Fleet
• Average age
• Vehicles – 9.2 years
• Equipment – 11.4 years
• Fleet Value – $93,757,259 (cost)
26
Fleet Replacement Guidelines
– Light Duty vehicles – 95,000
miles
– Mowers – 2,000 - 4,000
hours(depending on size)
– Utility Trucksters – 5,000 hours
– Small dump trucks – 120,000
miles
– Tandem Trucks – 150,000
miles
– Backhoes / Loaders – 8,000
hours
– Trailers - 10 years + condition
– Sweepers – 8,000 hrs
– Other equipment – case by
case basis
27
Natural Areas
Fort Collins Natural Areas has a Capital Replacement Plan
and Fund to anticipate and pay for major maintenance and
replacement of infrastructure. Staff monitors the condition
of all infrastructure and schedules preventive maintenance
to minimize major maintenance and replacement
costs. Natural Areas contributes over $600,000 annually to
its Capital Replacement Fund which is capped at
$2,000,000, and then replenished annually as needed.
Cultural Services
Cultural Services has three primary facilities: Lincoln
Center; Museum of Discovery; Carnegie Building. The
Lincoln Center renovation upgraded aging infrastructure so
it is in good shape for the near term. The Museum is a new
building and also in good shape for the near term. The
Carnegie Building needs $2 million in infrastructure
improvements and funding is being requested in BOB 2.0.
28
The City currently spends ~$585,000 annually on repair and
replacement of park infrastructure (lifecycle funding). The
amount of annual lifecycle funding needed to keep our
parks in acceptable condition is $770,000, which equates to
$1,000 per acre of developed parkland and a deficit of
$185,000 annually.
The City’s Golf Division is self-funded through user
fees. Fees are not sufficient to fund infrastructure needs for
our three golf courses. The 30 year old irrigation system at
Southridge needs to be replaced at a cost of $2.2 million
and the 35 year old irrigation system at City Park Nine also
needs to be replaced at a cost of $1.2 million. The golf
operation has additional unfunded infrastructure needs of
$3.3 million for parking lots, shelters, bridges, buildings,
netting and restrooms.
29
Streets, Bridges,and Sidewalks
• The City has had a Computerized
Pavement Management System
Since 1989
• The current system (Deighton)
has been in place since 1997
• This system has been expanded
to include the bridges and
sidewalks
• Has the capabilities to manage all
assets
• This System is fully integrated
with the City’s Geographic
Information System (GIS)
30
Deighton Total Asset Management
31
Pavements
•
•
•
•
•
•
32
Determination of Level Service
Customized Pavement Deterioration Curves
Predictable Maintenance Costs Over Time
Multi-attribute Decision Analysis Software
Prioritized 5 year Pavement Maintenance Plan
Strategic Financial Plan
Funding and Pavement
Condition Index (PCI)
80
$50
$40
70
$30
65
$20
60
55
$13.59
$14.80
$15.20
$15.10
$15.40
$7.10
$8.80
$8.99
$8.99
$8.99
$8.99
2016*
2017*
2018*
2019*
2020*
50
$10
$0
2010
2011
Total Funding
33
Funding in Millions of Dollars
Pavement Condition Index (PCI)
75
2012
2013
2014*
2015*
Continued Funding with 1/4 Cent Sales Tax
Current Funding without 1/4 Cent Sales Tax *Projected
Bridges
•
•
•
•
•
•
34
New rating system under development
Use same inspection items as SR
Incorporate City functionality
– Sidewalks
– Bike lanes
Incorporate risk factors
– Age past design life
City currently uses Level of Service
(LOS) for Pavements
Goal is to have consistent LOS for all
assets
Planning Development & Transportation
• Transportation
35
36
Future Asset Management
Projects
• Cross asset analysis and optimization
• Integrate all of the City's assets into one system for
strategic and tactical planning including
o Traffic Signals
o Pavement Marking
o Transfort
o Utilities
37
Consider
• Should there (can there be)be a single asset
management system for the City?
• Should all departments have a consistent reserve
policy?
• Are we budgeting adequately for continuous
improvement of our infrastructure?
• Can we adapt to disruptive changes/events?
• Should Facilities become an Internal Service Fund
similar to Fleet?
38