waugh infrastructure portland city2ll9dn42z3p92lpwvutsqo11-wpengine.netdna-ssl.com/...(waugh...
TRANSCRIPT
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Portland City
Asset Management PresentationOctober 2009
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2
Agenda
1. Thank you2. Bureaus and Needs3. Report Cards4. Investment Profiles5. 25 Year Plan6. Levels of Service
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Thank You
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Thank You
• Like our Prime Minister, I agree that New Zealand likes America
• Thank you sharing your resources and innovations with the world and making the world a better place to live
• Thank you for being prepared to put your sons and daughters in harms way to make the world a safer place to live
• Thank you for inviting me to share experiences with you
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Introduction
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AM and Organizations
5 Stages of Grief• Denial• Anger• Bargaining• Depression• Acceptance
5 Phases of Project Management
• Initial Enthusiasm• Inevitable problems• Search for blame• Punish the innocent• Praise and reward
non-participants
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Organizations and AM Planning
• 20% Embedded, resourced, good progress and results
• 60% Keeping up with requirements but still plenty of work to do
• 20% Compliance only – still in denial after 10 years
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2008/09 Issues
• All the costs are on the table for next 10 yr• Huge community debate (2 years) around
affordability of services – commissions, hearings, Council elections
• Populist politicians still do their stuff• BUT debate is informed by facts –
communities can wrestle with trade-offs
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John Howard, JRA Challenge –AMP on 7 Slides
1. What are the drivers?2. What is the target?3. What are various ways to get there?4. What are the obstacles, issues?5. How do we measure progress?6. How do we get over the obstacles?7. What don’t we know?
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7 Key Points for AMPs Key Points for
7 Slide AMP’s
KEY POINTS:
1. These are the things that drive us2. This is the target we are going for3. These are the various ways of getting there4. These are the obstacles/hills/ challenges/issues5. This is how we measure our progress6. This is how we get over the obstacles7. These are the things we don’t know.
1
3
4
5
67
2
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AM - No Lone Rangers, No Silver Bullets
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The Onion Scene
• All smelly• Make people cry• LAYERS
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Bureaus and Needs
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NZ Experiences
• Significant Assets• Regulatory Service Levels• Off Balance Sheet Caution• SWDC AMIP Team Example• Across Portfolio considerations
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Risk Management
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Risk Management
• Business Risks• Organization wide risks• Asset criticality analysis• Emergency risks• Use ISO Standards for risk management
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Asset CriticalityWhat is Risk and Why Assess It?The consequences of an asset failing can be measured against the four well-beings:
• Economic• Environmental• Social• Cultural
The probability of failure can be expressed in words e.g.• Almost certain to occur (score = 1, one)• Likely to occur• Moderate• Unlikely to occur• Rare to occur (score = 0, zero)
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Asset CriticalityCalculation of Criticality
Well-beings Effect Weighting Weighted Well-being
Social
Public image 5%
45% Service Availability 20%
Public Health and Safety 20%
Economic
Difficulty/Cost repair 10%
25% Financial loss to customer 10%
Financial loss to Council 5%
Cultural Offensive to Culture 10% 10%
Environmental Pollution/ Contamination/ Scouring 20% 20%
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Asset CriticalityCalculation of Criticality
SAMPLE: Water Criteria Well-being Effect Items to Consider Severity Score
Soc
ial
Public Image Loss in Public Confidence No Result 0
Council looks bad 1
Council makes paper 2
Council make National TV 3
Council Lawsuit 4
Service Availability
Number of People Affected Type of People affected (schools, elderly, hospitals, industry as ‘equivalent number of domestic connections’)
1 Connection 0
2-20 Connections (half block) 1
21-40 Connections (Block) 2
41-500 Connections 3
>500 Connections 4
Public Health and Safety
No problem 0
Damage to property 1
People become sick for a short period 2
Injury to people 3
Loss of life 4
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Asset CriticalityCalculation of Criticality
Weighting
Assessment of Effects Criticality Scoring
SocialEconomic Cultural Environmental
5 20 20 10 10 5 10 20
Criteria Pub
lic Im
age
Ser
vice
Ava
ilabi
lity
Pub
lic H
ealth
and
Saf
ety
Diff
icul
ty/C
ost o
f Rep
air
Fin
anci
al L
oss
to C
usto
mer
Fin
anci
al L
oss
to C
ounc
il (in
sura
nce,
fine
s)
Offe
nsiv
e to
Cul
ture
Pol
lutio
nC
onta
min
atio
nS
cour
ing
Tot
al S
core
= W
eigh
ting
x Le
vel
Hig
hest
indi
vidu
al
wei
ghte
d po
int S
core
Crit
ical
ity A
sses
sed
from
Tot
al S
core
Crit
ical
ity A
sses
sed
from
Hig
hest
Poi
nt
Ove
rall
Crit
ical
ity
Backflow preventer (4 found in AMS) 3 3 4 4 2 3 2 3 310 80 High Medium High
Facilities- SCADA, Repeaters, Bores/Pumps, Disinfection Plant. (‘High’criticality, manage separately)
3 4 3 4 2 2 2 3 305 80 High Medium High
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Impact of Criticality on Expected Life
Impact of Criticality on Expected Life
High Criticality
Assets
Low Criticality
Assets
Condition Assessment
Planned Maintenance
Reactive to Failures
Impact of Criticality & other factors on Interventions
High Criticality
Assets
Low Criticality
Assets
High Criticality
Assets
Low Criticality
Assets
Failures on high critical assets may need more
interventions and the asset may be renewed earlier
Key
Planned maintenance is done to ensure the high critical
asset does not fail, not only to extend the expected life
Low critical assets that fail early may justify condition
assessment earlier than when due for removal
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Risk Aversion
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Individual Pipe Analysis 683 Critical Water Supply Pipes
Note: Associated valves will have similar scores.13.6% of the total number of pipe assets, 5014.1.6% [82 pipes] have a Criticality Score >300
100
200
300
400
500
600
Asset ID - every 10th ID is shown here
Wei
ghte
d C
ritic
ality
HIGH[82]
MEDIUM[601]
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Critical Asset Analysis
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Canterbury University Risk Course (Associate professor Piet Beukman)
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Risk model cont’d
• Decision criteria to focus effort– Larger the box, greater the effort needed– Increasing knowledge requirement – More
development required– Increasing complexity – More formal method
required– Increasing time pressure – More individual
autonomy required– Increasing novelty – More understanding
required
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Report Cards
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AM Practice and ScorecardsSource: Don Vincent, GHD Australia
Sector Australia 2001
NZ 2004
National Roads
C All RoadsD-
State Roads
C- BridgesC+
LocalRoads
D
Railways D- D-
Airports B C+
Ports B C+
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Aust. Scorecard
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NZ Scorecard
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City of Hamilton Example
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Selecting the Appropriate Level of Asset Management
Copyright Notice• There is a large amount of development and Intellectual
Property tied up in this work• Waugh Infrastructure Management Ltd reserves its
copyright on this work and requests that it not be copied, reverse engineered or distributed in any form
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Context of Policy – LGA 2002
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Compulsory Policies
a) a revenue and financing policy; andb) a liability management policy; andc) an investment policy; andd) a policy on development contributions or financial
contributions; ande) a policy on partnerships between the local authority
and the private sector; andf) a policy on the remission and postponement of rates
on Maori freehold land.
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Asset Management PoliciesThe objective of an Asset Management Policy for an Activity is to ensure that Council’s service delivery is optimised to deliver agreed community outcomes and levels of service, manage related risks, and optimise expenditure over the entire life cycle of the service delivery, using appropriate assets as required.An AM Policy requires that the management of assets be in a systematic process to guide planning, acquisition, operation and maintenance, renewal and disposal of the required assets.Delivery of service is required to be sustainable in the long term and deliver on Council’s economic, environmental, social, and cultural objectives.
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Asset Management PoliciesKey Issue - Selecting the Appropriate Level of Asset ManagementAuthorities that manage assets on behalf of their communities need to define an appropriate level of asset management for the asset or activity being managed.
For some authorities and asset / activity groups this may not necessarily be fully comprehensive (advanced)
asset management practices.
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Selecting the Appropriate Level of Asset Management
‘Core’ asset management practice is basic technical asset management planning undertaken at a level designed to meet minimum legislative and organisational requirements for financial planning and reporting. ‘Core’ practice provides technical management outputs for current levels of service, demand management, asset lifecycles, asset forward replacement programmes, new capital expenditure and associated cash flow projections.
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Selecting the Appropriate Level of Asset Management
‘Core Plus’ asset management practice is undertaken at a level between ‘Core’ and ‘Comprehensive’ practice. The focus is to build on the basic technical asset management planning of ‘Core’ practice by introducing improved maintenance management and more advanced asset management techniques (as appropriate). Further use is made of risk management, asset lifecycle management, and service standard optimisation techniques.(Previously undefined)
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Selecting the Appropriate Level of Asset Management
‘Comprehensive’ asset management practice is system optimisation planning undertaken to optimise activities and programmes to meet agreed current and future service standards. This is achieved through the development of management tactics based on the collection and analysis of key information on asset condition, performance, demand for service, lifecycle costs, risk costs and asset lifecycle treatment options.
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Selecting the Appropriate Level of Asset Management
IIMM Section 2.2.4 states:• Selecting the appropriate asset management level for an
organisation, which for some organisations or asset types may not need to progress beyond a core approach, will depend on a number of factors, including:
• The costs and benefits to the organisation• Legislative requirements• The size, condition and complexity of the assets• The risk associated with failures• The skills and resources available to the organisation• Customer expectations
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Proposed Methodology
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Selecting the Appropriate Level of Asset Management
Initial Assessment: Population Analysis - NZ2006 Census Main and Secondary Urban Areas(Usually Resident Population Count)
Total New Zealand 4,027,947Total Main Urban Areas 2,892,831Total Secondary Urban Areas 243,081
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Selecting the Appropriate Level of Asset Management
Number Towns Population Suggested Initial AM Level (Waugh Infrastructure Mgmt Ltd) Notes
10 90,000 and above Comprehensive (Advanced) Auckland split by Councils
34 10,000 – 90,000 Core Plus
31 5,000 – 10,000 Core
559 Less than 5,000 Core
www.drinkingwater.org.nz
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Recap: Asset Management Policy• Develop 2 page (approx policy) for each asset group• Summarise the results of the practice analysis• Outline overall objectives of service delivery for that
asset group• Insert into introduction of AMP• Council adopts as policy• Sets appropriate practice for that
asset group• Allows management of AM practice
sophistication
Core
Core Plus
Comprehensive
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Asset Management a journey
• 1998 – LTFS – 1st AMP, Renewals• 2001 – First AMP revisions• 2005 – LTCCP – 2nd AMP, CAPEX• 2008 – LTCCP – 3rd AMP
AMP a 20 year plan, improving information each cycle
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Basic Asset Management
BasicAsset Management
Creation/
Aquisition
Operations &
Maintenance
Replacement
ASSET
LIFECYCLE
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Comprehensive Asset Management
Comprehensive Asset ManagementAdapted from: Integrated Asset Management Guidelines for Road Networks(Austroads 2002)
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Asset Management Plans
• Required to support 10 year financial and community plans
• Look out 20 years or longer if required• Collate relevant information regarding
service delivery and assets in one place• Sit within planning frameworks (see
example)
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Investment Profiles
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Investment Constraints
• Investment Drivers• Investment Constraints• Underfunding Investment - $136M pa• The UK investment experience• The 136M Challenge• Smoothing the investment profile
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LTCCP Progress 2002 - 2008
• The right debate: too much technical detail• Still signs of 3 year budgeting• Many AMP’s not sufficiently robust• Systems and process issues• Resource shortages in planning• Resource shortages in delivery (40 – 50%
carryover’s)
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LTCCP Progress 2002 - 2008
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NZ Forecast Operating Expenditure
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NZ Forecast Operating Revenues
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ACC SW 10 year financial forecast
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MCC Roads – 20 year expenditure
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Asset Lifecycle Management
• Asset creation• Asset operation and maintenance• Asset renewal• Capital expenditure requirements• Asset disposal and aftercare
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Renewal Forecasts - NSCC
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Economic renewals
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Total Capital Expenditure
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Renewals vs. Depreciation
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Depreciation Calculations
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Expenditure Forecasts
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Remaining useful life, pipe length and material type
0
10
20
30
40
50
60
0 - 10 10 - 20 20 - 30 30 - 40 40 - 50 50 - 60 60 - 70 70 - 80 80 - 90 90 - 100
Age Groups
Leng
th k
m
Unknown
Steel
Ribloc
Resin
PVC
HDPE
Earthenware
Concrete
uPVC
AC
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An Integrated Approach
Consider Infrastructure Interdependencies!• Still not handling
this well - Contract
Separation- Integrated
Planning
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Financial Management
• 10 year financials• Generally supported by 20 years asset
analysis• Must state significant assumptions• Feed into LTCCP financials
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NSCC WS Confidence Ratings
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25 Year Plan
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Demand Management
• Planning and managing future demand• Use of demand models• Monitoring technological changes• Population shifts• Demographic shifts• Water resources
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Social – Age changes(source Dr Natalie Jackson, Infrastructure Management Summit, Rotorua, 2005)
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Social – Age change by TLA(source Dr Natalie Jackson, Infrastructure Management Summit, Rotorua, 2005)
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Demographic changes2001 Actuals verse 2006 Actuals
Males Females
-6.0% -4.0% -2.0% 0.0% 2.0% 4.0% 6.0%
0-4
5-9
10-14
15-19
20-24
25-29
30-34
35-39
40-44
45-49
50-54
55-59
60-64
65-69
70-74
75-79
80-84
85 Years and over
Age
Ran
ge
Percentage of Age at each Stage
2001 Actual Males 2001 Actual Females 2006 Actual Males 2006 Actual Females
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Portland 1959
• Dwight Eisenhower President• Interstate started 1956
– I5 October 1966, 308 mile– I84 July 1980, 375 mile
• Alsaka and Hawaii join the Union• Oregon Centenial Exposition• Gas 25c / gallon
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Portland 1959
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Portland 1959
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Portland 1959 – Paul Bunyan
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Not in Portland 1959
• Interstate• Internet• Light Rail• Street Cars??• Aerial Tram to College• Color TV• iPhones, Cell Phones
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Population Changes
• Portland City 1960 = 372,676• Portland City 2009 = 529,121 (+42%)
• Portland Metro 1960 = 1M• Portland Metro 2009 = 2.1M• Portland Metro 2059 = 3.85M (+83%)
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Expected Asset Lives
• Bridge, 50 – 100 years• Interstate, 50 years• Water Pipe, 80 – 100 years• Road, 25 years• Rail, 50 years• Building, 50 years• Other Structures, 50 years
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Levels of Service
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Levels of Service
• Align to deliver community outcomes• Community and Technical levels of service• Management and public reporting• Community consultation on levels of
service (see example)• Presentation of costed options• Community agreed service levels set
tariffs, charges, rates
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Importance verses Satisfaction
-1.2 -1 -0.8 -0.6 -0.4 -0.2 0 0.2 0.4
Street furniturePeriodic restrictions on water usageLighting in town centreUpkeep of cemeteriesReduction of waste water odourPublic ToiletsWaste water reliabilityLighting in neighbourhoods within our townsProvision of footpathsParking in town centreReliability of waterRecycling measures for solid wasteAnimal controlRubbish collection servicesSafe, sealed TOWN road surfacesWaste water environmental qualitySafe, sealed COUNTRY road surfacesGood quality of water supplyStorm water drainageRoad safety education programs
Ser
vice
Degree of Variance
MinorExpectation being exceededExpectation not being met
Major
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Community Consultation
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Response Analysis
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Levels of Service LinkagesWastewater
Outcome Community Outcomes
How the Wastewater Activity Contributes
Measurement (Level of Service) Measurement Procedure Current Level of Service Target Level of Service
High standards of public and environmental health
Protecting the communities from wastewater related health issues by providing community reticulated systems in agreed areas
Adoption of a Sanitary assessment for the district as required by the LGA, update every 12 years.
Resolution of Council Adopted June 2006 Adopted and updated every 12 years
Long term planning through Asset Management Plans will provide confidence of a sustainable infrastructure
Adoption of an approved Asset Management Plan
Resolution of Council Adopted and updated every 3 years
Adopted and updated every 3 years
Full compliance with Resource Consent conditions in TA
Full compliance at both treatment plants
Discharges from treatment plants meet standards set by Environment Waikato
Wastewater testing carried out as per EW requirements
Non-compliance for nitrogen and phosphorous in Cambridge
Full compliance at both treatment plants
Not currently measured No more than x dry weather overflows from pump stations per year
Number of Pump station overflow Review Failure information sheets
Not currently measured No more than y overflows from pump stations per rainfall event
Sustainable, sate and healthy infrastructure
Managing appropriately the discharges to air, water and land from the wastewater system ensures a healthy and safe infrastructure.
Customer complaints of odour events
Quarterly audit of odour events (EW and INFRA)
9 complaints per annum <= 5 odour events per year
Long term planning of maintenance, renewals and provision for growth will provide assurance for a sustainable and efficient utility service
Adoption of an approved Asset Management Plan
Resolution of Council Not adopted Adopted
Efficient and effective utility services
Satisfaction with Councils services/facilities reflects how effective the utility service is to the community
Percentage of satisfied residents with the overall performance of the wastewater systems
Annual NRB Survey 63% residents are satisfied with the services
70% satisfied residents
Plan for future growth A Development Contribution Policy has been adopted
Resolution of Council Adopted Adopted
Affordable services Monitor the Customer Satisfaction Level of the overall wastewater service provided to reticulated areas
Percentage of satisfied residents with the overall performance of the wastewater systems
Annual NRB Survey 63% residents are satisfied with the services
70% satisfied residents
High standards of infrastructure
Ensure appropriate response times to the public requests for service are maintained and the wastewater system that directly affects the use of the system is operating correctly.
Percentage of satisfied residents with the overall performance of the wastewater systems
Annual NRB Survey 63% residents are satisfied with the services
70% satisfied residents
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New Zealand Overview
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New Zealand Overview
1. Geology and Geography2. Development History3. Asset Management Commences4. Renewals and Backlogs5. Local Government Act 20026. Long Term Council Community Plans7. Progress 2002 - 2008
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Geography - New Zealand Regions
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Geography South Island -Timaru
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Geology - Alpine Fault
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Geology Alpine Fault (2)
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Geology - Wellington Fault
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Geology - Volcanoes
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Geology – Auckland Volcanoes
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Infrastructure Development History
• 1840 European Settlement• 1840 – 1900 breaking in• 1900 – 1930 infrastructure build phase 1• 1946 – 1975 infrastructure build phase 2• 1984 – 1994 maintain• 1995 – 2005 infrastructure build phase 3
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Infrastructure development
• Settlement - Early 1900’s Initial infrastructure build. Loans from UK.
• 1950’s/1960’s – wealth effect and next infrastructure build. Govt subsidy.
• 1980’s/1990’s – relatively poor = maintain• 2000’s-2020’s – relatively wealthy =
replace and build• 2030 onwards – less new build?
Maintain?
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Infrastructure 1800’s - 1900’sRakaia River Bridge, Bollman Truss, completed 1882
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Infrastructure 1960’sBenmore Dam commissioned 1965
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Infrastructure NowMangere WWTP commissioned 2003
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Future Infrastructure?Waitakere CC Massey Leisure Centre
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NZ History and Possible Trends
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GDP Changes
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Crown Core Debt 1984 - 1996
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Infrastructure possible trends
• Approx. 20 year window of wealth and willingness to pay to replace and build new infrastructure
• Funding mechanisms – is cash funding the most logical way?
• Basics taken care of – more emphasis on community infrastructure
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Asset Management Begins
February 1998Queensland: Power Shortage
Failure of four generators
August 1998
NSW: Water CrisisHealth Warnings
Re: Fitness of water to drink
October 1998
Queensland: Power ShortageFailure of a generator
August 1999
Victoria: Baby
Boom9 Months after Longford
Explosion
January 2001
500 Power Failures
South Australia
February 1998
NZ: Power Crisis9000 Commercial
Lost power for 6 weeks
June 1998
Victoria: Ice Blockage
in pipelineNatural Gas Supply
Disruption
July 1998NSW: Water Crisis
Health Warnings
re: Fitness of water to drink
September 1998
Victoria: Longford ExplosionShutdown of natural Gas
Supply to 1.4m Customers
October 1999
Sydney CBD Power Failure
February 2000
Power Crisis
South Australia/VictoriaHigh temperatures, Labour strike,
Generators Overloaded
2000/2001
Class Action against ESSO
Longford Explosion
Major Infrastructure Failures in Australia and New Zealand, 1998-2001
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NZ Auditor General – Importance of Infrastructure
• Auditor General concerned with Council balance sheets
• Value of infrastructure loss of service potential (depreciation) not shown
• What were the costs• 1996 - National law changed 10 year
financial plans required supported by AMP’s
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1998 AMP’s – Renewal Focus
• Collection of data and building of asset registers
• Analysis of information to support 10 year financial plans
• Infrastructure effects of 1984 – 1994 recession become apparent
• Major asset renewal and maintenance backlogs are recorded
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Local Government Act 2002• Previous Act 1974• Provides power of general competence• Requires extensive community
consultation• Requires 10 year financial plans that
must be formally updated and audited every 3 yrs
• Requires 10 year plans supported by asset or activity management plans
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Long Term Council Community Plans (LTCCP)
• 10 year plan, updated 3 yearly• Community Outcomes – healthy, wealthy
and wise• 4 well-beings: Economic, Environmental,
Social and Cultural• Delivering agreed levels of service to the
community
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Long Term Council Community Plans (LTCCP)
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LTCCP Reporting
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Asset Management Practice -NZ
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Asset Management Practice NZ
1. NAMS and Manuals2. Asset Management Plans3. Levels of Service4. Demand Management5. Risk Management 6. Asset Lifecycle Management7. Financial Management8. Systems and Processes9. Improvement Planning
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National Asset Management Steering Committee (NAMS)
Member Organisations
• INGENIUM- The Association of Local Government Enginee ring in New Zealandhttp://www.ingenium.org.nz/
• SOLGM - Society of Local Government Managers New Zea landwww.solgm.org.nz
• LGNZ - Local Government New Zealandwww.lgnz.co.nz
• Office of the Auditor General NZhttp://www.oag.govt.nz/
• NZWWA- New Zealand Water and Waste Associationhttp://www.nzwwa.org.nz/
• NZRA- New Zealand Recreation Association.http://www.nzrecreation.org.nz/
• ALGIM- Association of Local Government Information M anagerswww.algim.org.nz
• LAPA- Local Authority Property Association
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NAMS Manuals
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Infrastructure Asset Management – What is it?
“The goal of infrastructure asset management is to meet a required level of service , in the most cost effective manner, through the management of assets for present and future customers.” International Infrastructure Management Manual (IIMM) 2006
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Infrastructure Asset Management – What is it?
• A lifecycle approach• Cost effective management strategies• For the long term• Defined Levels of Service• Monitoring performance• Managing the impact of growth• Managing Risk• Sustainability
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Infrastructure Asset Management
- Why do it?• Improve governance and accountability• Enhance Service Management and
customer satisfaction• Improve Risk Management• Improve financial efficiency• Make sustainable decisions
Be proactive – not reactive
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AM – Applied Common Sense
• Most of the building blocks are already there
• Multi-discipline: engineering, accounting, economics, planning
• Integration across organizations• Breaks down silo’s• NZ – started because we had no money
and needed to make the $ go further and smarter
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Systems and Processes
• Systems and processes support AM• Critical to success• NZ RAMM/DTims for Roading• Multiple different systems for utilities,
parks, property• Business process integration vital• Audit look for reliability of systems and
processes
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What is needed in an AM Information System?
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Council Size – AMIS SelectionCategory 2006 Pop.
Band# Councils Typical AMIS
TypeTypical AMIS
Large City 405,000 –104,000
9 ERPPropriety
SAPHansen
City – Prov. District
100,000 –40,000
24 Propriety ConfirmHansen
District 40,000 –20,000
15 Small Propriety or Simple/GIS
HuefnerBizeAsset
Small District Less than 20,000
24 Simple/GIS BizeAsset
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Resource Succession• Additional resources no longer easily
available• Experienced asset managers difficult to
find• Effective succession planning needed
to resource AM programmes• Some initiatives now underway in NZ
(but 5 - 10 year lag)• Cadet initiatives
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Resources• AM programmes must be adequately resourced• Adding AM to a large job description is not going to
work• A good operational/project engineer is not
necessarily a good asset manager• On-going AM budget is required (additional to
historic budgets)• Small Councils have difficulty attracting and retaining
experienced Asset Managers
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Improvement Planning
• Cover the gaps in practice• 3 years forward programme• Must be funded and resourced• Delivery of programme is audited• Best results – monthly improvement team
meeting
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Summary
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Asset Management
• A journey• Multi-disciplinary• Long Term benefits• Co-ordinates effort• Improves planning across municipality• Part of a planning framework