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HomeMy WebLinkAboutSupplemental Materials - Futures Committee - 10/13/2014 -1 Aging Infrastructure Utilities, PDT, Community Services Planning for Resilience & Continuity 2 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 3 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 4 Utilities Asset Management Electricity Stormwater Water Wastewater 5 Asset Management Program Status Utilities Division Preliminary Risk Assessment Performance Metrics Capital Project Prioritization Lifecycle Management Plan Implementation Comments Water Distribution All elements are complete and now in implementation. Wastewater Collection All elements are complete and now in implementation. Stormwater Collection All elements are complete and now in implementation. Water Treatment Facility Implementation is on hold until a new WPG manager is hired. Water Reclamation Facility All elements are complete and now in implementation. Light & Power Distribution Preliminary RA is scheduled to start Q4 2014. Light & Power Substations Preliminary RA is scheduled to start Q4 2014. Work complete Work in progress Work scheduled but not yet started Work not scheduled 6 Asset Management Systems vs. Programs 7 Asset Management Systems 8 Strategic Asset Management Programs 9 Asset Management Capability System Program Work Order Management System Yes Yes Work Orders tied to Assets Yes Yes Automated Preventative Maintenance Work Orders Yes Yes Assets Mapped in GIS 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 / predictive modeling Yes Asset demographics Yes Service Level Performance Monitoring Yes Prioritized Capital Improvement Plans Yes Risk Management Yes Strategic Financial Plans Yes 10 Asset Management Tools Being Developed in Utilities 11 •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 12 Asset Management Levels of Service Potable Water Treatment and Distribution Key Service Criteria Performance Indicator BFO Performance Measure ID Target Level of Service Current Performance (end of 2013 calendar year) Score Points possible Quality Taste, Odor, and Color Complaints 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 Regulatory Compliance Maximum Contaminant Limits & City Water Treatment Facility Limits ENV 1 100% compliance with Maximum Contaminant Limits & City Water Treatment Facility Limits 100% compliance 20 20 Reliability Number of Outages Experienced by Customers N/A No more than 3 outages per year TBD 10 20 Availability of Water to Customers Minimum flow provided to customers ENV 32 Firm yield greater than demand Annual demand of 23,367 AF; firm yield of 30,500 AF. 10 10 Responsiveness to Outages Response time to customer complaints due to a loss of supply N/A Respond to customer complaints regarding loss of supply within 30 minutes 99% of the time 27.4 minute average response time 20 20 Rate per 1k Gallons of Finished Water N/A Top Decile of Similar Cities in Colorado 3rd Decile 7 10 Financials 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 Safety DART Rate N/A 2.5 for the City.3.2 for Utility Services for 2013 N/A N/A RAF Rate HPG 22 4.7 for the City.6.1 for Utility Services for 2013 N/A N/A Total Score 97 110 13 System Replacement Planning 14 Capital Improvement Planning Source: Expert Choice Decision Support Tool 15 Capital Improvement Planning Source: Expert Choice Decision Support Tool 16 Capital Improvement Planning Source: Expert Choice Decision Support Tool 17 Capital Improvement Planning 18 Strategic Financial Plan Strategic Financial Plan Strategic Operational Plan Prioritized Capital Projects Operating Expense Analysis Revenue Analysis Debt Analysis Rate Forecast 19 Additional Elements •Seeking ISO 55000 audit in 2015. •Working towards accreditation in near-term. 20 2009-11 Asset Management 2012-3 Strategic Financial Planning 2014-5 Capital Improvement Plans 2016 ISO 55000 •Risk Register •Asset Database •Capital Prioritization •Asset Condition Assessments •Asset Lifecycle Management Plans •Draft Strategic Financial Plan (SFP) •Capital Improvement Plans & Strategic Financial Plan audited •Asset Management program fully implemented •BFO Offers and rate adjustments consistent with & supported by SFP Water & Wastewater Stormwater Light & Power •Asset Lifecycle Management Plans •Strategic Financial Plan •Maximo 21 Community Operations and Services •Facilities •Parks •Cultural Facilities •Natural Areas 22 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. 23 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 24 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 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 Parks 26 •Fleet •Average age •Vehicles – 9.2 years •Equipment – 11.4 years •Fleet Value – $93,757,259 (cost) 27 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 28 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. 29 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. 30 •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) Streets, Bridges,and Sidewalks 31 Deighton Total Asset Management 32 Pavements •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 33 $7.10 $13.59 $14.80 $15.20 $15.10 $15.40 $8.80 $8.99 $8.99 $8.99 $8.99 $0 $10 $20 $30 $40 $50 50 55 60 65 70 75 80 2010 2011 2012 2013 2014*2015*2016*2017*2018*2019*2020* Fu n d i n g i n M i l l i o n s o f D o l l a r s Pa v e m e n t C o n d i t i o n I n d e x ( P C I ) Funding and Pavement Condition Index (PCI) Total Funding Continued Funding with 1/4 Cent Sales Tax Current Funding without 1/4 Cent Sales Tax *Projected 34 Bridges •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 35 Planning Development & Transportation •Transportation 36 37 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 38 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?