Lessons Learned WTP Expansion

We supply water, one of life’s most vital resources,

enabling our members and

communities to thrive and prosper.

Water where it’s needed.

Strategic Goals

Growth Talent

• Water supply to meet future demands

• Manage peak demands

• Attract

• Develop

• Retain

• Succession planning

Resilience Development

• Reliable Infrastructure

• Asset management

• Financial stability

• Economic development

• Brand/reputation

▪ Member (Customer) owned 501-c Non-Profit Utility (Cooperative)

▪ Governed by an Elected Board of 9Directors

▪ Service started in 1974

▪ Currently serving 50K-connections in Seven Counties (Delaware, Morrow, Marion, Knox, Franklin, Union and Crawford Counties)

▪ 1920 miles water main

▪ 820 mile2 service area;

▪ 4 water treatment plants

WHY THE EXPANSION?

Expanded from 19.2 MGD to 28.8MGD

POPULATION GROWTH / FUTURE DEMAND

Average Day

Peak Day

Master Plan:

Population doubles and

water demand doubles

Agenda Topics

Scope of Assets

Preplanning and Continuous Involvement

Document Data Base

Not as Planned

Unforeseen

Multivista so

moving forward

Line Storage Silo

Add’l Re-carb BasinAdd’l 2 x filters

Add’l backup 1,500KW 4160 generator

1-MG Clear Well

UV Disinfection

and new Control

Systems

Major Assets included in the Project

Controls and Scada

HVAC Controls and Automation

2 Lime slakers and associated eq.

CO2 Tank

Sludge Pump

Sodium Hypochlorite system

Several Chemical Feed Pumps

Our Plan for involvement

Involved from inception

Reviewing plans, commenting

Equipment layout and access

Input Ideas

Generator

Valves and actuators

HVAC Controls

Manuals / Spare Parts

turnover and Labeling

Involvement In Meetings❑ We had a couple of our maintenance & Operations personal

attend the progress meetings

❑ Were able to coordinate shutdown mechanical and electrical

❑ Punch list submitting to the project manager for assignment.

Document Data Base Procore

Project management

• O&M

• Notes

• Spare Parts

• Used this to predefine PM’s

Ability to see

Not as Planned

Some of the asset information was not always easy to find (in manuals)

Parts and Asset information did not get onboarded as we had planned

The progress meetings rarely provided useful information regarding asset management (meeting with the project manager might have been better)

Would have liked to see some training on the use of Procore, very intimidating for the 1st time user

Location of Photos in Multivista Software

Photo attached in MultiVista based on location

Progression to the Finish Line • The Manuals had the Attributes we wanted for assets

• We had turnover written into the spec, how we would receive manuals and spare parts.

• Parts were labeled and Identified (turnover by the contractor not the project Manager)

• No more just dropping them off after the project and figuring out what we had.

Unforeseen Obstacles

Start up key equipment exceeded some break in run periods

The complexity of the UV system and valving, caused mutable delays in training and startup.

COVID-19

Really had trouble getting the correct grease for one of the mixer motors Identified

Set up PM on the Clarifier was missing some new material in the O&M manual

Previous equipment discussions being different at installation (Lime Compressor)

Clarifier Oil site glass Grease fitting

Moving Forward ▪ Have parts list given to us in a document that could be easily crossed into our CMMS

▪ Define our required information for asset onboarding and require the definition in the scope

▪ Require lubrication information from the contractor that was added at start up.

▪ Have key personal assigned to areas of the project, Work with PM

▪ We are building several of these as work Flowsin the new CMMS Maximo Implementation

Asset Management • Asset Management Changes

• CMMS

• Data Gathering

• Encompassing several sections of the Organization

• The key with developing asset management is to continue to make forward strides, Look closer at what might not have worked, learn from it and change it the next time.

• Take what did work and implement it as standard procedure.

Thank You for your Time today