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Attaining MeasurableResults in the Water and

Wastewater Industry:Case Studies of EffectiveISO Standard Application

Thursday, February 1, 20181 – 2:30 p.m. ET

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How to Participate Today

• Audio Modes

• Listen using Mic & Speakers

• Or, select “Use Telephone” and dial the conference (please remember long distance phone charges apply).

• Submit your questions using the Questions pane.

• A recording will be availablefor replay shortly after thiswebcast.

Moderator

• ISO Standards - Background Who/What is ISO?

Why ISO?

• Introduction to ISO Standards Discussed in Today’s Webcast ISO 9000 Series – Quality Management

ISO 14000 Series – Environmental Management Systems

ISO 55000 Series – Asset Management

Ryan Nagel – Hazen and Sawyer’s Asset and Utility Management Practice Leader

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Speakers

De Nona Paden

Performance Manager,Charlotte Water

ISO 9000 Series

Lewis HarrisonCollections System Division Manager,San Francisco PublicUtilities Commission

ISO 14000 Series

Anas MalkawiChief of Asset Management,Hampton Roads Sanitation District

ISO 55000 Series

ISO Standards – Background

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Who/What is ISO?

• International Organization for Standardization

• World’s largest developer of voluntary international standards

• An independent, non-governmental, international organization with a membership of 162 national standards bodies (member countries)

• Share knowledge and develop voluntary, consensus-based, and market relevant International Standards that support innovation and provide solutions to global challenges

• Central Secretariat in Geneva, Switzerland

Why ISO?

• Provide specifications to ensure products and services work the way you expect

• Help organizations increase productivity while minimizing errors and waste

• Provide customers with confidence that services and products are safe, reliable, and of good quality

• Facilitate world trade by providing common standards between nations

• Governments rely on ISO standards to help develop better regulations

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ISO Standards Commonly Applied in our Industry

History

Precursor was BS 5750

ISO 9000 Series initially published in 1987

Revisions in 1994, 2000, 2008, and 2015

Seven Quality Principles for Organizational Improvement:

1. Customer Focus

2. Leadership

3. Engagement of People

4. Process Approach

Benefits

Better understand customer needs

Conduct competent root cause analysis

Prevent poor products from being used

Dispose of/deal with faulty production

Regularly audit quality assurance processes

5. Improvement

6. Evidence-Based Decision Making

7. Relationship Management

ISO 9000 Series Quality Management

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ISO 14000 Series Environmental Management Systems

History Rio De Janeiro Earth Summit (1992) led to

British Standard BS 7750 ISO 14000 series 1996, 2004, and 2015

Five Focus Areas1. Environmental Policy2. Implementation and Operation3. Checking and Corrective Action4. Management Review5. Continual Improvement

Benefits Reduced environmental impact Reduced costs/consumption Improved corporate image Improved compliance

History Initially PAS 55 (British Standards Institution) 2004

PAS 55 updated in 2008

ISO 55000 series 2014

Elements1. Context of the organization

2. Leadership

3. Planning

4. Support

Benefits Alignment of processes, resources and functional contributions

Creating a transparent audit trail

Better understanding and usage of data and information

Improved capital and operational planning

Consistent, prioritized and auditable risk management

Alignment and coordination of existing initiatives, including competency development

Greater engagement of the workforce, including leadership, communications and cross-disciplinary teamwork

ISO 55000 Series Asset Management

5. Operation

6. Performance Evaluation

7. Improvement

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Next Speaker

DeNona PadenPerformance ManagerCharlotte WaterCharlotte, NC

Charlotte Water’s RoadmapISO 9001 Certification

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Charlotte Water Facts

• 8,602 miles of pipe

• 295,000 water meters

• 954,644 people serviced

• 912 employees

Stabilization

• As Is

• No Change Period

• Interviews

• Understanding

• Gather Documentation

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• Merge Processes & Technology tool

• Procedures Draft

• SharePoint Site Building

• Quick Wins

Standardization

• Certification

• Six Sigma

• Innovation

Optimization

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• Resource allocations

• Process Compliance

• QMS vs daily work tasks

• Differing opinions

• Management Commitment

Challenges

Quality Management SystemISO 9001 Certification

Reactive Predictive

Stabilization

• As Is

• No Change Period

• Interviews

• Understanding

• Gather Documentation

Standardize

• Merge Processes & Technology tool

• Procedures Draft

• SharePoint Site Building

• Quick Wins

Optimize

• Certification

• Six Sigma

• Innovation

Blu

epri

nt

for

Chan

ge

As

Is Bec

omes

To

Be

2010 2015

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Next Speaker

Lewis HarrisonCollection System Division ManagerSF Public Utilites Commission Wastewater EnterpriseSan Francisco, CA

San Francisco’sISO 14001 Journey in the

Wastewater Enterprise

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San Francisco Public Utilities Commission

DELIVERING HIGH QUALITY WATER EVERY DAY

GENERATING CLEAN ENERGY FOR VITAL CITY SERVICES PROTECTING PUBLIC HEALTH AND 

THE ENVIRONMENT

Power SewerWater

North Point Wet Weather Facility

Southeast Treatment Plant

Oceanside Treatment Plant

Wastewater Enterprise49 Square Miles in SF

860,000+ SF Population

3 Treatment Facilities

1,000+ Miles of Pipes

40 Billion Gallons Treated/Year

100-Year-Old System

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Need for enhanced operational consistency and reliability.

• Worries about loss through retirements of institutional knowledge and memory

• Need to create more consistency and reliability in the long-term.

Need for a “continuous improvement” mechanism in targeted management areas:

• human resources and competencies

• environmental performance

• Process quality and customer service

• occupational safety

• financial performance

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Need for improved teamwork and organizational alignment

• Needing staff to understand of how focus on environment is “everybody’s job”

• Need to explicitly define/document roles and responsibilities to increase accountability

• Need for improved internal communications

Need to unify our various management initiatives

• Best management practices efforts

• Strategic business plans I, II, and III

• 5-Year Operations Plan

• Asset Management Plan

• Continuous improvement experimental frameworks.

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Unifying management initiatives

• align improvements across a full range of management areas

• provide a clear sense of priorities

• help staff with roles and responsibilities and resource allocation.

Why utilities should consider integrating management initiatives under the Environmental Management System

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We all face increasing performance expectations

• assets

• environment

• customer service

• financial performance

Help staff better understand the various performance improvement initiatives• Improvement initiatives implemented

sequentially can cause misunderstanding among utility staff

• Fight the perception of “flavor of the month” approach to improvement efforts

• Integrating initiatives demonstrates how individual initiatives is an important component of the utility’s overall performance

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The plan-do-check-act cycle is a well-established and proven approach for achieving performance improvement

SFPUC Implementation Timeline

• Started as Quality Assurance Program in 2008

• Distributed "Achieving Environmental Excellence-EMS Handbook for Wastewater Utilities" 2010

• Strategic Business Plan adds EMS objectives 2014

• Collection System Division implements ISO 14001-2004 in 2015

• Contracting ISO 14001-2015 auditor 2018(now) for certification

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Successes so far...• Improved operating procedures through

standardization and documentation.

• WWE Strategic Business Plan now has measurable EMS objectives to clearly focus organizational priorities and direction

• Incorporation of industry standards into our best management practices

• Cross-functional teams focused on organizational priorities

• Connection to budget processes so that WWE priorities receive resources.

Successes so far (continued)• Management commitment to resources for

management system planning and implementation

• Effective internal and external communications so employees understand the organization’s objectives and progress towards targets

• Competence-based training programs improving organizational capacity

• Improved employee “buy-in” and commitment to success.

• Effective use of information systems (Maximo, SharePoint) for monitoring, measuring, recordkeeping, reporting, data gathering, data mining etc. for performance improvement.

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Successes so far (continued)• Explicit “checking” and “acting” activities that

maintain the continual improvement culture.

• Ownership and skills transfer between staff.

• Efficiency and reliability in meeting objectives.

• Documentation time saving (and improved ability to locate).

• Maintaining environmental performance improvements

• Emergency Preparedness and Response-Improved procedural response to emergencies or abnormal conditions

The ISO 14001 is a system that requires all operational processes to be linked together in a logical structure such that:1) All critical aspects of the organization that affect its ability to deliver excellent performance on its objectives and targets are addressed

2) Procedures exist to ensure that key operations are effectively managed

3) Management is based on data

4) Problems are addressed promptly and solutions that prevent the problems from recurring are identified

5) Performance is consistently evaluated at senior levels of the WWE as part of the continuous learning and improvement process

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Next Speaker

Anas MalkawiChief of Asset ManagementHampton Roads Sanitation DistrictHampton Roads, VA

Development of HRSD’s Asset Management Program

using the ISO 55000

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HRSD Background

Hampton Roads Sanitation District

Political Subdivision – Commonwealth of Virginia

Regional Wastewater conveyance and treatment agency

1940 Created

18 Cities / Counties

1.7 Million Population Served

9 Major WWTP

7 Smaller Plants in the Small Communities

500 Miles of Pipes, 6-66 Inches

112 Pump Stations

250 MGD Combined Capacity

Infrastructure Challenges• Large geographic area

(2800 Square Miles)

• Aging infrastructure / mostly buried

Primarily FM

Limited or excessive redundancy

Various materials

Coastal environment

• High water table

• I/I

• Salt water intrusion

• Regulatory Compliance

Consent Decree / SSO

Chesapeake Bay TMDL

MACT 129

• Climate Change

Rainfall recurrence interval

LOS

• Significant planned investment in aquifer recharge and RWWMP

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Asset Management Drivers• The need for a long term investment plan

Making the right investment at the right time

Affordability

• A comprehensive and cohesive framework

Data collection

Data analysis

Risk-based prioritization

• Extend the life of assets at the lowest lifecycle cost

• The need to address the poor condition of infrastructure

• Demonstrating AM strategy

Clean Water State Revolving Fund Loan Fiscal Sustainability Plan (FSP) requirement

Bond rating

Credit agencies

FEMA claims

Insurance claims

ISO 55000 – AM Standard

• International AM standard published in January 2014 Based on PAS-55 (British standard)

International Infrastructure Management Manual (Guidance Document)

• Guidelines for good practice AM

• Requirements for developing an AM system (framework)

• Key principle that assets provide value to the organization and its stakeholders

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AM Framework

ISO 55000 Elements of AM

5 Leadership5.1 Leadership and commitment5.2 Policy5.3 Organizational roles, responsibilities and authorities

6 Planning6.1 Actions to address risks and opportunities for the asset management system6.2.1 Asset management objectives6.2.2 Planning to achieve asset management objectives

9 Performance Evaluation9.1 Monitoring, measurement, analysis and evaluation9.2 Internal audit9.3 Management review

10 Improvement10.1 Non-conformity and corrective action10.2 Preventative action10.3 Continual improvement

8 Operation8.1 Operational planning and control8.2 Management of change8.3 Outsourcing

7 Support7.1 Resources7.2 Competence7.3 Awareness7.4 Communication7.5 Information requirements7.6.1 Documented information general7.6.2 Creation and updating documented information7.6.3 Control of documented information

4 Context of the Organization4.1 Understand the organization and its context4.2 Understand the needs and expectations of stakeholders4.3 Determine the scope of the asset management system4.4 Asset management system

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ISO 55000 Maturity Scale

HRSD Gap Assessment Results

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HRSD Improvement Initiatives and Roadmap

Gaps and Improvement Opportunities

Improvement Initiatives

Implementation Plan Roadmap

• Areas of strength• Areas of weakness• Target maturity

• Specific activities• Resource split• Responsibilities• Timescales• Priority• External costs

• Action plan• Schedule

WERF Strategic AM (SAM) Gap Analysis

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EPA SIMPLE (10-Step)• Sustainable Infrastructure Management

Program Learning Environment1. What is the current state of my assets?2. What is my required level of service?3. Which assets are critical to sustained performance?4. What are my best O&M and CIP investment strategies?5. What is my best long-term funding strategy?

AM Implementation Roadmap• Leveraged the ISO 55000 strategic framework and the EPA 10-step

tactical approach to develop the implementation plan

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Atlantic Treatment Plant Risk Assessment

• Takeaways:

High redundancy – reduce in future designs?

Maintaining low risk assets – reduce?

Interceptor System Risk Assessment

• Takeaways:

Validated gut feeling and concerns from Operations

Valuable tool for planning and prioritizing

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Certification• Cost: depends on the size of the utility

$25k-$75k

• Certified assessors (IAM, SMRP, etc)

• Can be compliant without certification

• Not much interest from US utilities Not many drivers to be formerly certified

• A department within an organization can be compliant or certified without the organization itself

• It’s not about having all the documents, it’s about having right level of documents

• 15-20 international utilities certified Europe, Middle East, and Asia

• Only One US utility certified PSE&G Gas Division (driver was San Bruno

incident)

Conclusion

• Isn’t Asset Management just common sense?

• Isn’t the risk-based approach used on all projects/studies?

• Yes, but is it done

consistently,

comprehensively,

and uniformly?

• That’s what the ISO 55000 framework helps you answer

• Compliance should be the beginning of the AM journey not celebrating the end

The core principle is continuous improvement

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Questions?