02 - Basic Asset Management Guidance

378943330.
xlsxInstructions
Basic Asset Management Guidance For Drinking Water Systems

Objective:
Every water system should develop and keep current an Asset Management (AM) Plan. Doing so is a requirement of accepting grant and
loan funding from the USEPA and has been stipulated as a bond requirements if your system is receiving SRF funding. For those system
developing an AM plan as a funding requirement, WV DHHR Bureau for Public Health (BPH) is requiring written submittals in order to
monitor your progress. This workbook was designed to not only lead you through the steps to develop an AM Plan, but also to meet these
reporting requirements. Your AM Team will progressively work through each worksheet. You will keep this document updated as you
progress. The AM Checklist shows the timeline for submittals to show progress. Once you are complete with all the worksheets you will
have created your written AM Plan for BPH approval. You will submit the spreadsheet at the conclusion of creating each of the pieces to
achieve overall AM plan approval.
Small DWSRF Systems AM Guidance Tool:
BPH has developed this workbook in Microsoft Excel to help streamline the AM process for smaller systems with limited staff, computer
skills, or time. Since this is a simplified approach to AM and determining criticality the AM Team should use their best judgement to
determine the inputs for the condition assessment (asset details on the tab called Determining Critical Assets). This may include but is not
limited to: historical knowledge of the assets by staff experience, trends obtained from work order reports (planned or unplanned
maintenance), and testing and monitoring. This approach is to consider only the critical assets, those in the last 1/3 of their expected life,
those the would cause a high risk to service if they would fail, or those that are very costly. The tool is limited to 500 assets, but it would be
expected that your AM Team will enter much less. A system that plans to use this tool for AM planning would have another method to
track work order and costs outside of this tool. If your Utility needs a mechanism to track work order this tool may not be best for you.
The BPH recommends the use of CUPSS software since it is free and will help your Utility track O&M activities.
Requirements:
The USEPA identifies five core questions to help guide you through what should appear in an AM Plan. From these general questions, a
process has been developed that identifies several specific required elements that must appear in an approved AM Plan. The suggested
timeline begins as project calls commence with a targeted completion prior to construction beginning , as stipulated in your bond
requirements.
378943330.xlsxInstructions
Workbook:
The workbook consists of assessments and templates to help you develop an AM Plan with all the required elements. Most elements have
an assessment for your AM Team to complete. These assessments comprise of a series of questions to help you identify processes you
currently do or areas where you may need to focus more attention. The objective of the assessments is to prepare you for completing the
required element. The templates were designed to guide you in how you will submit your required elements to BPH. You will notice at the
bottom of the screen color coded tabs for each worksheet. Your AM Team will work to complete the tabs by entering in the required
information as instructed.
Worksheets Tabs:
To move from one worksheet tab to another you will need to click on the lower tool bar where it shows the name of the tab you desire to
view. Once you click on the tab name, that worksheet comes into view on the desktop. Many of the workbook worksheets have been
password protected since there are many calculations being made based on the information entered by the AM Team. If you want to
unprotect a sheet you can do so under the Review tab in Microsoft Excel and click on unprotect sheet and when prompted for the
password, enter BPH. To ease the completion of the required information, you will be prompted to enter data for any columns or cells that
are highlighted in yellow. Columns or cells that are performing calculations based on your inputs are greyed out, and your AM Team will
not enter data in those areas.
Green Instructions/Assessments/Questionnaires: NOTE: Watch for some summary boxes that will need to be submitted on
some of these pages.
Yellow Templates for required element submittals to BPH
Lt. Purple Complete for later submission with plan submittal
Blue Supporting guidance information
Highlighted Columns/Cells: Enter your Utilities Information
Greyed Out Columns/Cells: Do not enter data into this column or cell
378943330.xlsx: AM Agreement
Basic Asset Management Plan SRF Agreement
Enter System Name:
As required by receiving DWTRF funding, your Utility accepts the responsibility to develop an Asset Management (AM) Plan, and once
approved by the Bureau for Public Health (BPH) your Utility will update and maintain this AM Plan for the life of your loan. It is recommended
by the BPH to update the plan annually. The BPH has developed AM Plan Guidance that is intended to provide support to your water system as
you accomplish this requirement. The following checklist provides a timeline and brief descriptions of required submittals. Remember this is a
"living" (i.e.. ever changing) document that will help support your Utility's mission statement, Level of Service Goals, and sustainability for the
current and future generations of your community!
ASSET MANAGEMENT REQUIREMENTS FOR LOAN RECIPIENT
AM Allowable
AM Guidance Invoice Payment Responsible Party's
Suggested Month Submittal Description
Steps Name
Timeframe at Loan Closing
AM Capabilities Submit the completed Asset Management

Questionnaire Capabilities Assessment Questionnaire to BPH for
review.
AM Agreement Submit
Four to Six Months the completed Asset Management
Prior to Agreement. Allowable up to
Advertisements of AM Team Complete AM Team tab 5%
Bids/Loan Closing
Complete the Level of Service Goals tab. (AM
LOS Goals Team will revisit these before submitting Action
Plan List and AM Plan spreadsheet)
Submit the completed Naming Your Assets

Naming Your Assessments; including a summary of how assets
Assets will be named.
Asset List Submit the completed Asset List.
When Three Months Prior
Project Calls to Advertisements Allowable up to
Commence of Bids/Loan Assessing 40%
to Closing Condition of
Construction Assets & Submit the Assessing Condition of Assets Summary
starting. Determining and Submit Critical Assets List.
Target to get Which Assets are
draft plan Critical
submitted
prior to O&M Submit the completed O&M Summary and list for
construction Two Months Prior Summary/List critical assets.
starting to Advertisements Allowable up to
of Bids/Loan Submit the completed Lifecycle Costs Tool for 60%
Closing Lifecycle Costs critical assets.
Capital
Improvement Submit the completed Capital Improvement Plan
Plan Assessment Assessment.
One Month Prior to Long Term

Advertisements of Submit the completed Long Term Funding Plan Allowable up to
Funding Plan
Bids/Construction Assessment. 80%.
Assessment
Starting
Action Plan List Submit the completed CIP, LTFP, and Action Plan
List.
Submit the completed Exhibit A or Annual
Exhibit A Finanacial Workbook
378943330.xlsx: AM Agreement
Remaining 20%
Held will be
released upon
plan approval and
confirmation by
Complete AM Submit this completed Basic AM excel the system that it
Plan workbook. has been
delivered to them
and training on
use/upkeep has
occurred.
As a Utility employee, who is designated as the AM Lead and "owner representative" on behalf of the Utility, I acknowledge the requirement to
develop an Asset Management Plan and ensure submittals are sent to the BPH during plan development. If at some point the Utility is unable
to adhere to the schedule as it is presented, I will request an adjustment in writing. I understand that the status of submittals and AM
development progress will be reviewed and deemed satisfactory by BPH prior to payment of invoices. There will be a 10% retainer of the
Schedule B- Asset Management Planning and Development line item, and payments will be prorated by the progress made as outlined above in
timeline. Payments will not begin until after loan closing. When you complete your AM Plan and receive BPH approval, 100% of the invoice
will be paid out.
Utility Representative/AM Lead

Signature:
Title/Role:
378943330.xlsx
Asset Management Team
Who should be on the AM Team? AM progress may suffer from significant delays as the result of assigning roles to an AM team
member (i.e. elected officials) whose position changes prior to establishing the AM program. Therefore, the AM Lead role is better
represented by the General manager or Chief/Head Operator of the facility. They often are assisted by their subordinate operators
and field staff for gathering information on the assets and in assessing the conditions of those assets. This AM lead needs to be
from the Utility so they will have a good understanding of each role and element of the AM Plan to maintain it into the future. The
financial information has shown to be best handled by the Utility's treasurer, secretary, billing, or lead clerk, etc. When assigning
the roles, you should consider who is your "go to" person for managing assets, O&M, financials, and who is mostly involved in
identifying and planning for the rehabilitiation and renewal of the assets.
Complete the highlighted sections to complete your Utilities AM Team table, meeting schedule, and mission statement. You can
adopt/modify this table to suit your Utility. This table will likely need to updated or modified by the time you complete the process
of asset management plan development. This table will be submitted as part of the final AMP submission for overall plan approval.
AM Team Template Table

AM Team
Name Title Roles Responsibility on Project Schedule
*General Manager/Chief Operator AM Lead The AM Lead will: manage distribution and submittals;
understand each step of the process; communicate
the long term goals and how the Utility will address
issues.
Chief Operator/ Service Asset/Data The Asset/Data Development Coordinator will: assist
Staff/Retired Service Worker Development the AM Lead in developing inventory list, conditions
Coordinator assessment, and O&M strategy.
Meeting once
every two weeks
378943330.xlsx
AM Team
Name Title Responsibility on Project Schedule
Roles
Treasurer/Secretary/ Accountant/ Financial Lead The Financial Lead will: manage and communicate the
City Clerk current and proposed financial information; track Meeting once
deferred maintenance; and develop long term every two weeks
financial strategies.
Professional Service Provider Recorder The Recorder will assist the AM Team by recording
(Consulting, Engineer or Planning information and preparing deliverables.
and Development Council)/ City
Recorder/ Administrative Assistant
Recorder
* It is recommended to only include those individuals whose roles will be consistent over a longer term. We have seen many system's AM
progress suffer from significant delays as the result of assigning roles to an AM team member (i.e. elected official) who did not maintain the
position over the time necessary to develop an AM Plan and establish an AM Program. When assigning the roles, you should consider who is
your "go to person" for managing Assets, O&M, Financials, and who is mostly involved in identifying and planning for the rehabilitation and
renewal of the assets.
Mission Statement Below. We've included an example for you to modify as you see fit.
378943330.xlsx: LOS Performance Targets
A B C D
1 Developing Level of Service (LOS) Goals

Level of Service (LOS) is the characteristics of system performance such as how much, of what nature, and how frequently, with regard to the
system’s service. Level of Service goals will include 4 service areas: Health/Safety/Security; Conservation/Compliance; Service Quality and Costs;
and Asset Preservation and Condition. Questions you should consider as you develop your LOS Goals: How would you rate your past
performance in providing safe drinking water consistently to the public without interruption? How do you track and respond to customer
complaints? How quickly do you respond to customer outages? How secure is your water system from accidental or intentional contamination?
2
How often are you out of compliance with regulations? Are your operators properly certified? What is your plan to maintain your assets in
reliable working condition?
Are you identifying areas that need action to improve your system? As you go through the AM process, any areas where you discover you need
3 to make improvments to meet your goals, will be included in your action plan.
The table below shows some overarching Goals for each Service Area category. The Actions to Consider column provides short descriptions of
actions you may consider in building your performance target. The Examples of Actions that build Performance Targets column provides more
in-depth descriptions examples of these actions further described. These type of actions become your performance targets by identifying
4 details such as: what, who, where, which, how and why. By doing this, it will help you establish your intentions and timeframes necessary to
meet your LOS Goal. The examples are pretty extensive and it may be easier to read if you print this material out.
Service Examples of Actions that build Performance

5 Goals Actions to consider
Area Targets
Asset Establish an asset • Update assets inputs • Revise yearly for replacement and rehabilitation of aging assets
Preservation and management • Maintain a long range plan • Maintain a long range plan of at least 10 years for system
Condition program and • Use asset condition data to develop system need improvements and rehabilitation
maintain an AM priority lists • System will use data of asset condition and water quality collected
Plan • Inventory assets to develop system need priority lists
• Utilize work order forms • Work order forms will be utilized to record data on the condition of
• Follow O&M schedule facilities for transfer to the asset management software
6 • Practice manufacturer’s recommendations • Follow O&M schedule, practice manufacturer’s recommendations,
• Observe and inspect conditions regularly observe and inspect conditions regularly
• Track maintenance performed • Track maintenance performed
A B C D
Area Targets
Asset Reduce water loss • Utilize present meter readings, work order • Utilize present meter readings, work order reports, and leak
Preservation and % reports, and leak detection systems detection systems to prioritize
Condition • Prioritize assets for renewal • Identify and prioritize lines for replacement
• Identify lines for replacement • System will achieve a water loss percentage of 15% or less •
• Prioritize lines for replacement System will insure the accuracy of its meters and investigate leakage
• Achieve a water loss percentage of 15% or less in the distribution system through water audits and other acceptable
• Insure the accuracy of meters means
7 • Investigate leakage • Reduction of Non-Revenue Water- 5% reduction per year until
• Reach and maintain a 10% to 15% Non-Revenue reaching 15%
Water Loss • Maintenance of Non-Revenue Water- Reach and Maintain a 10% to
15% Non-Revenue Water Loss
Asset Maintain accurate • Record asset locations • Record locations by measurement and GIS equipment during
Preservation and maps of the • Obtain and store As-built mapping routine O&M activities
Condition collection and • Obtain and store O&M manuals • As-built mapping and O&M manuals will be obtained and stored
distribution • Maintain an overall system map • Maintain an overall system map and asset data sheets showing
system • Maintain asset data sheets locations and descriptions of all water lines, valves, hydrants, etc.
• Update and maintain system mapping as needed • Update and maintain system mapping and data sheets as assets are
8 • Update data sheets as needed repaired, replaced, and upgraded; noting any trouble areas requiring
frequent maintenance
A B C D
Area Targets
Conservation, Compliance with • Conduct monthly operational reporting • Including monthly operational reports, water sampling
Compliance all state and • Meet water sampling requirements for the year requirements for the year, meeting consumer confidence report and
Enforcement federal • Meet consumer confidence report and certification requirements, and addressing all sanitary survey findings,
requirements certification requirements and do not receive any citations or violation from BPH
• Address all sanitary survey findings • Employ individuals with the appropriate level of licensing in the
• Receive no citations or violations from BPH treatment and distribution systems
• Employ properly licensed individuals • Implement a plan to optimize water quality through treatment
• Operate and enforce a backflow prevention methods, storage turnover, flushing and system maintenance
program • System will operate and enforce a backflow prevention program
• Install check valves on all new or repaired meter that includes industrial, commercial and residential facilities
settings • System will sample and test for known and suspected contaminants
• Sample and test for contaminants on the in the raw and treated water on the schedule provided by the
schedule prescribed by regulatory agency regulatory agency
9 • Ensure distribution water quality meets or • Boil Water Notifications and Do Not Use Notifications are issued
exceeds established standards with 24 hours of verification of significant health hazard
• Issue Boil Water Notifications and Do Not Use • 100% compliance with issuing public notices as required by the
Notifications as required WVBPH
• Maintain 100% compliance with issuing public • System will notify customers and consumers of issues related to
notices to consumers of water quality and supply water quality and supply
issues
Conservation, Establish a leak • Maintain leak detection training • Maintain training on how to detect water loss by using equipment,
Compliance detection • Daily tracking of water sold and spot trends in work orders or complaints from customers
Enforcement program • Daily tracking water accounted for/produced • Daily tracking of water sold, water accounted for but not sold, and
• Daily tracking unaccounted water unaccounted for lost water;
10 • Prepare annual reports for the PSC • Prepare annual reports for the PSC
Conservation, Establish a Source • Monitor the source water protection area • System will monitor the source water protection area to reduce
Compliance Water Protection • Identify and monitor possible threats possible contamination threats to the source water
Enforcement Program • Inform the public of notification procedures for • System will identify and monitor possible threats and inform the
11 spill events or security concerns public to notify the system in the event of any spills or suspicious
activity in the area
A B C D
Area Targets
Health, Safety, Establish a Safety • Provide safety training to staff • Provide monthly safety training and appropriate safety gear to staff
and Security Program • Prompt investigation of accidents and report as needed
findings of investigation • Strive to maintain zero accidents/lost time, by investigating
• Provide staff with safety gear appropriate for their accidents, and report findings within 8 hours of an incident
12 role
• Achieve Zero Accidents/Lost Time
Health, Safety, Establish asset • Utilize fencing, locks, signage and security • Utilize, maintain, and secure fencing, locks, signage and security
and Security security systems: systems to secure facilities to reduce potential systems, including cameras as appropriate to reduce potential
damage damage from vandalism.
13 • Maintain fencing, locks, signage and security
systems
Health, Safety, Maintain • Provide reliable fire protection • Provide reliable fire protection by replacing inoperable fire hydrants
and Security adequate water • Replace inoperable fire hydrants with new properly sized mains of adequate pressure and flow
supplies to • Install new hydrants properly capacity.
ensure public • No adverse system event will cause customers to • No adverse event, not related to electrical failure or weather will
safety be without water for long periods of time cause customers to be without water for longer than 8 hours
• Monitor present call out procedure for • Monitor & Maintain present call out procedure to allow foreman to
14 effectiveness utilize equipment & personnel for quick response and repair
• Maintain call out procedures • Provide drinking water without interruption to 98% of customers at
• Provide drinking water with minimal interruption least 95% of the time
Service Quality Establish a Long • Utilize an asset management plan • Implement and utilize a robust asset management plan that
and Cost Term Funding • Determine the Long Term Funding Plan (LTFP) and establishes the LTFP and CIP projects that are necessary to maintain
Plan and Annual Capital Investment Plan (CIP) necessary to maintain the LOS. This will include an annual review of customer rates in
Review of LOS January and preparing a budget for the next fiscal year.
Customer Rates • Maintain a rate structure sufficient to adequately • System will maintain a rate structure sufficient to maintain debt
operate and maintain the system, make the ratio requirements, adequately operate and maintain the system, and
15 necessary capital improvements, and preserve debt make the necessary capital improvements
ratio requirements.
• Review rates and budget
A B C D
Area Targets
Service Quality Establish a • Develop standardized system to record and track • System will standardize the complaint receiving process throughout
and Cost customer customers complaints/issues the organization and develop forms to record and track customer
complaint system • Develop a method to track deficiencies, corrective complaints/issues and corrective actions electronically. System will
actions, and compliant receiving process include a mechanism to track deficiencies in the reporting process.
deficiencies Perform a monthly audit of the customer service work orders to
• Audit Customer Service Work Orders address issues with AM Team.
• Address audit issues with Asset Mgmt. Team • Log daily all customer complaints and assign them to staff for
• Utilization of software and websites to allow for investigation, water outages within 2 hours, other complaints within
real time access and information, web based billing 24 hours, and a report filed with the manager within 48 hours
16 technology • Software and website utilization to allow for real time access and
• Investigate reports of water outages and information, and web based technology to assist customers in paying
complaints in a timely manner bills online
• Improve response to customers’ needs and
requests
378943330.xlsx: LOS Goals
LOS Goals
Complete the highlighted sections throughout the worksheet with your Utilities information.
Identify a LOS Goal(s) for each Service Area. The more LOS Goals you identify the more likely your Utility will have a better understanding of the
appropriate actions necessary to sustain your Utility. LOS Goals should provide a detailed description which identifies necessary action(s) that
become your Performance Target(s). Your System will need to identify details such as what, who, where, which, how, and why for each Goal and
Performance Target. By setting measurable and time-based goals you will identify whether the Performance Target has been Achieved. Any
goals that have considerable, major, or meets no performance objectives will be required to be addressed in the action plan list. The LOS Goals
will be submitted as part of the overall AMP submission for plan approval.
Levels Of Service Goals List

The four possible choices for "Service Area" are: The five possible choices for "Achieved" are:
1. Health, Safety, Security 1. Meets performance target
2. Conservation, Compliance Enfor 2. Minor performance deficiencies
3. Service Quality and Costs 3. Considerable Performance deficiencies
4. Asset Preservation and Condition 4. Major performance deficiencies
5. Meets no performance objectives
Service Area Goal Performance Target Achieved
Health, Safety, Security Utilize fencing, locks, signage and Utilize and maintain fencing, locks, Meets no performance objectives
security systems signage and security systems,
including cameras as appropriate
Health, Safety, Security Secure facilities to reduce System will maintain secure facilities Meets performance target
potential damage to reduce potential damage from
vandalism or other such activities
378943330.xlsx: Naming Your Assets
Naming Your Assets
BPH is requiring your utility to track all critical assets. Not sure what an asset is? An asset can be anything you own and use to run
your water system including everything from your pump/intake to the last meter on your distribution system. Critical assets are those
that are in the last 1/3 of the expected life, those that pose a significant risk of outage should they fail, or those that are very expensive
and therefore require planning for replacement/renewal. It is important for your AM Team to define what assets are to be tracked.
For example, some systems have decided that those assets that are run to failure and under a certain dollar amount for replacement
costs (what cash you have on hand to readily replace it) will not be tracked. Assets that are tracked would include those that need a
capital improvement project for upgrades/replacement. Before you start listing your assets, you need to formulate how you will name
and organize them.
Consider the questions in this worksheet as you determine how you will name your assets. A blank box is available to capture your
thoughts. Formulate a summary of your naming process and capture it below in the summary box. This will be submitted and
reviewed as part of the asset naming submission.
Naming your Assets Yes, No or Short Answer

1. Have you defined what an asset is for your Utility? Doing so, will determine which assets
maintenance/costs you will track as part of asset management process. For example, you should
consider listing only your critical assets. However, you still may want to define that an asset of a certain
dollar amount would not be tracked if it could be covered through funds available in your reserve
account or savings. For those you want to track, each will need an unique name. To help you think
through developing an unique name for each of your assets, please consider the following:
2. Do you already have a process in place for naming your assets uniquely?
3. You may want to consider naming some assets in relation to their overall function to the Utility
and/or physical location?
4. Do you want to include assets such as distribution lines, valves or hydrants? If so, how will you
approach classifying and identifying these? Can such assets be grouped by street, pressure zone, etc.?
· Category-based: In this method you categorize based on the related function of the asset
such as Source, Pumping Facility, Treatment, Distribution, and Storage. (Yes/No)
378943330.xlsx: Naming Your Assets
Naming your Assets Yes, No or Short Answer
· Spatial Relationships: In this method you relate based on locations. This would work well
in a distribution system to identify the area, road, or project phase where an asset appears.
(Yes/No)
Example Name: High Street Water Storage
It is likely that you will use a combination of the approaches described above to name your assets. Tank #1
Provide a summary of how you will name your assets:
378943330.xlsx: Asset List
Asset List
Identify and list the assets you want to appear in your inventory and track O&M and the associated costs (Note: each asset in
the list must have a unique name). This list will automatically populate into the tab called critical assets list where you will
answer questions about each that will determine which of your assets are most critical.
0
Listing your Assets
Listing your Assets

Listing your Assets

Listing your Assets

Listing your Assets

Listing your Assets

Listing your Assets

Listing your Assets

Listing your Assets

Listing your Assets

Listing your Assets

378943330.xlsx: Assessing Condition of Assets
Assessing the Conditions of Critical Assets
Complete the highlighted sections throughout the worksheet with your Utilities information and submit to BPH.
0
On the next tab you will start completing the condition assessment details. This includes the condition, reliability, status, capacity, redudancy
(duplicaiton in function or back up parts), CoF, Life expectancy, Your staff can develop an approach to be used by the Utility's staff to consistently
document and report the conditions of your critical assets. However, it is recommended that you use the knowledge and judgement of the staff to
make your initial conditions assessment. Consider the questions in this worksheet as you determine the condition of your assets. A blank box is
available to capture your thoughts. Formulate a summary of how you will assess the condition of your assets from now on and capture it below in
the summary box. This will be submitted to BPH for review/comment with your critical assets list.
Assessing the Conditions of Critical Assets Yes, No or Short Answer

Do you have a system in place to help you determine the current condition of your critical assets? If
not, then these can be determined from the historical knowledge and judgement of the Utility Staff.
It is recommended to assess your assets during routine maintenance throughout the year.
Determining reliability is another assessment you will make during this next step. Does your Utility
know how reliable the assets are? You could review work order reports and determine if you have
trouble assets by looking to see which ones have been in need of frequent repair.
Do you currently track whether an asset is currently active, stored as a backup, or considered a
future investment? Determining the current status of an asset will aid in your priority of renewal
and replacement.
What is the current capacity of the asset? Is it operating at, below or beyond its capacity? Knowing
this information also further helps your priority of the assets.
Do you have a backup for this asset or its function should it fail? This may include duplication in
function or just a spare part that allows you to get it back in service quickly.
378943330.xlsx: Assessing Condition of Assets
Assessing the Conditions of Critical Assets Yes, No or Short Answer

Do you understand what the consequence of failure is if the asset would happen to fail? The higher
the consequence of failure reflects the risk involved to your Utility being able to serve safe and
reliable drinking water to your customers. Consider 20% of your customers be without service if
the asset fails, that would be a significant consequency of failure?
Do you know the life expectancy of the asset? Understanding if the asset is in the last 1/3 of its life
span allows you to prepare for imminent replacement costs.
Provide a summary of how your staff assesses your assets conditions

378943330.xlsx: Critical Assets List
Determining Critical Assets

The assets you entered on your asset list tab will automatically populate on this page. If you wish to add or remove assets from the
list on this page, you must remove or add them from the asset list tab. When you complete this sheet, you will have identified your
critical assets. You will use this information to develop your capital improvement plan. Complete the highlighted sections
throughout the worksheet with your Utilities information and submit to BPH. Please note that you are limited to 500 assets in this
tool. As you update this plan regularly, the assets that are critical will change based on the condition, the status, the capacity, etc.
As any of these factors change for each asset, the criticality score for that asset will change. So, as you do maintenance or get a
back-up on hand, or replace an asset, that asset may move off the critical list. While other assets that start becoming a problem
move up the list. The score in the last column is a number that represents how critical an asset is. The lower the score, the more
critical it is. Those assets with a score less than 20 are your most critical and need your immediate attention.
Current Status - Is the asset currently
Redundancy - Do you have a backup
Critical Assets - The lower the score

asset in the last 1/3 of its life span?
Life expectancy of the asset - Is the
Consequence of Failure (CoF) - Will
What is the current capacity of the
asset? Is it operating at, below or
in use, on-hand as a back-up or a
without service if the asset fails?

Reliability - Does the asset need
more than 20% of customers be

Current Condition of the Asset
the more critical the asset is.

for this asset should it fail?
beyond its capacity?
future investment?
frequent repairs?
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378943330.xlsx: O&M List Instructions
Developing an Operations & Maintenance

(O&M) List Instructions
Your Utility should use this tool to track planned Operations and Maintenance on all of your
critical assets if you do not have another tracking method already. You can track non-critical
assets as well if you like, but a method for tracking O&M of critical assets is required. If you
already have other methods of tracking your O&M please include them in the O&M Summary
tab. If you track some of your critical asset O&M tasks but not all somewhere else, feel free to
use the tool in the "O&M List" tab in combination with your other methods. Doing this should
help your Utility be proactive and make the most cost effective asset renewal decisions. All
unplanned O&M activities will be captured in the Lifecycle tool so that the cost associated with
those activities can be determined.
Tracking Critical Assets

Enter in all of the required fields at the top of the O&M sheet. All of these fields are highlighted
in bright yellow and are as follows:
1. Asset Name (starting with cell A4)
• This should match the Asset Name entered into your inventory list.
• Must include any of the assets that showed up as critical on your critical assets list.
• May also track any other non-critical assets’ O&M here that you choose.
• If you choose to only track criticals here, you will need to monitor the O&M of other assets
elsewhere and add them to this list if they become critical due to condition, capacity, etc.
2. O&M Activity (starting with cell B4)

• You will enter the name of your O&M task here. For example, it may be Snow Hill Booster
Pump #1 Routine Maintenance
3. Type of O&M Activity (starting with cell C4)

• You will need to choose one of the activities in the drop down menu that pops up when you
click on the cell. The choices are as follows:
a. Planned Preventative Maintenance
b. Planned Routine Maintenance
c. Planned Repair
d. Planned Rehabilitation
e. Planned Replacement
f. Planned Monitoring
g. Planned Standard Operating Procedure
h. Planned Alternative Operating Procedure
4. Frequency (starting with cell D4)

• You will enter the how often the O&M activity is completed here. For example, annually,
monthly, biweekly, etc.
5. O&M Tracking Location (starting with cell E4)

•Here you will need to enter how to track this O&M task if you are not tracking all of your
critical asset O&M in this tool. For example, in the CUPSS program, in a log, in this tool (or the
LCC/O&M tool) or on a paper checklist located onsite, etc.
378943330.xlsx: O&M Summary
O&M Tasks Summary

0
Before completing your O&M Tasks Summary and sample list, please consider the following
questions:
1. Are your current O&M tasks centered on your critical assets?
2. Do you have a way to track your current O&M tasks ( preventative, emergency and
deferred)?
3. Do you currently track work orders?
4. Do you have a way to currently prioritize O&M tasks needed?
5. Do you perform preventative maintenance on your critical assets?
6. Do you maintain your assets to manufactures recommendations?
7. Do you track maintenance costs?
The next tab " O&M Example" shows you a variety of different tasks that can be used to help develop in
your Utility's O&M Strategy. Your O&M tasks are a major part of your overall O&M Strategy. The strategy
will also help your system maintain it's desired level of service at the lowest cost possible. As part of
your strategy it is recommended that you develop a preventative maintenance schedule that follows the
manufacturer’s recommendations or O&M manuals. In addition, research has shown that by following
the manufacturer’s recommendations the useful life of equipment can be increased 2 to 3 times. An
asset's preventative maintenance schedule will vary by asset and how critical it is to the system. In other
words, your O&M tasks should be based upon what you have determined to be your critical assets.
Note: While we expect to see all critical assets on the "O&M List" tab, you do not need to track all of
your assets O&M tasks on the" O&M List" tab, only ones you are not tracking anywhere else and/or you
want to be reminded of so that you do not missed completing the tasks. For example, you may only
want to track tasks that are completed every few months or every few years.
In the Space below summarize your O&M Plan. We understand that you may be tracking several
assets differently. For example you may track your tank maintenance in O&M logs while your Booster
Stations via paper checkoff sheets located in the buildings or a combination of a few methods. A list of
tracking examples can be found on the tab labeled O&M Examples (these examples are meant to
provide you with a variety of didn't scenarios and not meant to represent one system). Make sure to
include an overview of all of your various tracking methods below. In addition, please include your
Utility's Critical Assets O&M Tasks on the tab labeled My O&M List if you are not using this tool as your
primary O&M tracking method. You should acknowledge in the summary below that your system
defers maintenance wherever that occurs.
O&M Summary:
378943330.xlsx: O&M Examples
Asset Name Type of O&M Activity O&M Activity Frequency O&M Tracking
Location
Exercise mainline valves. Semi Annually workorder
software/log
book/Excel Sheets
Planned Preventative
Runa Valves Maintenance
Inspect pumps, motors, and controls Once per week workorder
software/log
book/Excel Sheets/
Onsite Checklists
Wellington Booster Planned Routine
Pump 1 Maintenance
Flush the distribution system. Semi Annually workorder
software/log
book/Excel Sheets
Planned Standard
Kregar 6 inch PVC Operating Procedure
Paint fire hydrants Once every 5 years Excel Sheets
Lakeveiw Heights Planned Preventative
Hydrant 1 Maintenance
Inspect and exercise all blowoff valves. Semi Annually O&M Log books
Runa Blowoff Valve Maintenance
Inspect any vaults or buildings for Semi Annually workorder
damage or water leaks software/log
book/Excel Sheets/
Onsite Checklists
Wellington Booster
Station Planned Monitoring
Take appropriate monthly water quality Monthly Sampling Log Book
samples.
Planned Monitoring
Routine Maintenance - Distribution: Annually GIS
Inspect/Review pipe condition and leak
history to evaluate areas needing future
rehabilitation/replacement.
Planned Routine
Kregar 6 inch PVC Maintenance
Perform preventive maintenance on Semi Annually workorder
pressure reducing station. Clean strainer software/log
and control piping. book/Excel Sheets/
LCC/O&M Tracking
tool
Snow Cap PRV Maintenance
Inspect PRS, check all hatches, seals, Monthly workorder
and vents for evidence of vandalism software/log
book/Excel Sheets/
LCC/O&M Tracking
tool
Snow Cap PRV Planned Monitoring

Exercise all valves Annually Google
Maps/O&M Log
Old Mountain Road Planned Preventative Books
Pressure Zone Maintenance
Check meter readings for pressure Twice a week O&M Log books
changes.
Pool Meters Planned Monitoring
Check PRV - check pressure in Once per month workorder
downstream pipe software/log
book/Excel Sheets/
LCC/O&M Tracking
tool
Snow Cap PRV Planned Monitoring

Inspect intake pumps, motors, and Monthly Checklist tracking
controls. sheets
Anglin's Intake Pump Planned Monitoring
Routine Maintenance - Source intake Annually workorder
software/log
book/Excel Sheets/
LCC/O&M Tracking
tool
Planned Routine
Source Pump 1 Maintenance
Routine Maintenance - Pump house Annually workorder
control panels software/log
book/Excel Sheets/
LCC/O&M Tracking
tool/Onsite
Checklists

Station Maintenance
Routine Maintenance - motors, pumps Annually SEMS Software
Pump 2 Maintenance
Routine Maintenance - property Annually workorder
software/log
book/Excel Sheets
Planned Routine
Water Treatment Plant Maintenance
Inspect source intake, security fencing, Once per week O&M Log books
gates, and lubricate locks
Anglin's Intake Planned Monitoring
Inspect storage tanks for defects and Annually workorder
sanitary deficiencies. software/log
book/Excel Sheets/
LCC/O&M Tracking
tool/Onsite
Checklists
Zoar Water Storage

Tank Planned Monitoring
Inspect security fencing and gates. Once per week O&M Log Books
Zoar Water Storage Lubricate locks.
Check if tank has overflowed Monthly O&M Log Books
Zoar Water Storage
SCADA- Inspect antenna, radios, Once per week Excel Sheets
Water Treatment Plant electrical/batteries, panel enclosure
Telemetry Planned Monitoring
Clean/Inspect internal storage tanks as Every 3 years, two workorder
required. tanks cleaned per software/log
year. book/Excel Sheets/
LCC/O&M Tracking
tool
Zoar Water Storage Planned Preventative

Tank Maintenance
Make needed repairs/paint internal Once every 10 workorder
storage tanks years software/log
book/Excel Sheets/
LCC/O&M Tracking
tool
Zoar Water Storage

Tank Planned Repair
Clean/Paint external storage tanks Once every 15 SEMS Software
Zoar Water Storage Planned Preventative years
Tank Maintenance
Conduct weekly security check. Every Monday O&M Log books
(1.Inspect all pump house plumbing for
leaks. 2.Check all sump pumps for
proper operation. 3.Check all station
alarms. 4.Check backup power source to
ensure it will operate when needed.
5.Inspect fencing and gates.)
Wellington Booster Planned Standard

Station Operating Procedure
Maintain record of all equipment As they occur Workorder
Planned Standard repairs/replacement Software
All Equipment Operating Procedure
Check and clean backwash basin for Once per month workorder
sediment build up software/log
book/Excel Sheets/
LCC/O&M Tracking
tool
Backwash basin Planned Monitoring

Inspect backwash pumps, motors, and Once per week System Specific
controls Asset
Management
Software
Backwash basin Pump 1 Planned Monitoring
Inspect high service pumps, motors, and Once per week SEMS Software
Water Treatment Plant controls
High Service Pump 1 Planned Monitoring
Inspect effluent pumps, motors, and Once per week CUPPS Program
controls
Effluent Pump 1 Planned Monitoring
Inspect blower pumps, motors, and Once per week System specific
controls software
Blower Pump 2 Planned Monitoring
Inspect disinfection equipment pumps, Once per week CUPPS Program
Water Treatment Plant motors, and controls
Disinfection System Planned Monitoring
Rotate backwash pump Semi Annually Barcode
Planned Preventative Software/CUPPS
Backwash Pump 1 Maintenance
Rotate high service pump Semi Annually Barcode
Water Treatment Plant Planned Preventative Software/Excel
High Service Pump 1 Maintenance
Rotate effluent pumps Semi Annually Workorder
Planned Preventative Software
Effluent Pump 1 Maintenance
Rotate blower pump Semi Annually Workorder
Blower Pump 2 Maintenance
Rotate disinfection equipment pump Semi Annually SEMS Software
Water Treatment Plant Planned Preventative
Disinfection System Maintenance
Confirm submittal of monthly reports. Monthly Logbook
Planned Standard
Operating Procedure
Inspect chlorine and fluoride testing Every Monday Onsite Checklists
Water Treatment Plant Planned Standard equipment.
Chlorinator 1 Operating Procedure
Inspect heater operation during winter Every Monday Onsite Checklists
months.
Shop Heater Planned Monitoring
Operate/exercise all valves inside the Semi Annually Workorder
treatment plant and pump house. Software
Maintain log continuously throughout
Planned Preventative the year.
Maintenance
Perform preventive maintenance on Semi Annually Excel Sheets
treatment plant and pump house
Water Treatment Plant Planned Preventative buildings.
building Maintenance
Prepare system for winter operation. Semi Annually Onsite Checklists
All assets Maintenance
Check all electrical controls Once per week Onsite Checklists
Water Treatment Plant
Controls Planned Monitoring
Check all sanitation chemical system for Once per week System Specific
leaks Asset
Management
Software
Planned Monitoring
Review emergency response plans. Semi Annually Workorder
Planned Standard Software
Operating Procedure
Take appropriate monthly water quality Monthly workorder
samples. software/log
book/Excel Sheets
Planned Standard
Operating Procedure
Routine Maintenance - Water Annually Workorder
Planned Routine Production Meter Software
Production Meter 1 Maintenance
Calibrate chemical feed pumps Annually System Specific
Asset
Management
Water Treatment Plant Planned Standard Software
clorination System Operating Procedure
Record pumping rate for each well or Every Monday O&M Log books
source water pump.
Raw Water Pump 1 Planned Monitoring
Inspect and clean chemical feed lines Annually Workorder
Water Treatment Plant Planned Standard and solution tanks Software
Begin the new years tracking logs for Annually Workorder
maintenance, safety, and security logs Software
Planned Standard
Operating Procedure
Inspect sedimentation tanks/reservoirs; Monthly Workorder
check drains are open Software
Water Treatment Plant Planned Standard
Presedimentation Tank Operating Procedure
Inspect chemical feed tanks Annually Excel Sheets
Paint chemical feed tanks Once/10 years SEMS Software
Chemical Feed Tank 1 Maintenance
Check flocculator mixers for proper Monthly System Specific
operations Asset
Management
mixer 2 Operating Procedure
Inspect filter media; check depth; Semi Annually System Specific
condition of media Asset
Management
Mixed Media Filter 1 Operating Procedure
Inspect filter equipment for Annually workorder
deterioration software/log
book/Excel Sheets
Check filter for uniform backwash Monthly Workorder
Paint filter equipment Once/10 years System Specific
Asset
Management
Water Treatment Plant Planned Preventative Software
Mixed Media Filter 1 Maintenance
Internal inspection of clearwell tank Annually SEMS Software
Water Treatment Plant
Clearwell Tank Planned Monitoring
Paint external clearwell tank Once/10 years workorder
software/log
book/Excel Sheets/
LCC/O&M Tracking
tool

Clearwell Tank Maintenance
Check sludge storage; capacity levels Monthly Onsite Checklists
Planned Standard
Operating Procedure
Exercise emergency generator and check Once per week workorder
fuel & oil levels software/log
book/Excel Sheets
and Onsite
Checklists
Planned Standard
Shop Generator 2 Operating Procedure
Inspect all plumbing for leaks Once per week O&M Logbooks
Planned Standard
All plumbing Operating Procedure
Check pump run times Monthly GIS
Wellington Booster
Pump 2 Planned Monitoring
Check all sump pumps for proper Once per week GIS
operation
Sump Pump 2 Planned Monitoring
Inspect, clean, and repair control panels Semi Annually GIS
Wellington Booster Planned Preventative in pump houses
Pump Station Maintenance
Check all station alarms Once per week Onsite Checklists
Pump Station Operating Procedure
Clean pump house and grounds. Make Every Monday workorder
sure fire hydrants are accessible. software/log
book/Excel Sheets/
Onsite Checklists
Exercise and operate all valves inside Semi Annually Onsite Checklists
Wellington Booster Planned Preventative each booster station.
Prepare for winter operation Semi Annually Onsite Checklists
Preventative Maintenance on pump Semi Annually workorder
house buildings. software/log
book/Excel Sheets/
LCC/O&M Tracking
tool/ Onsite
Checklists
Wellington Booster Planned Preventative

Check emergency power source to Once per week Onsite Checklists
Wellington Booster Planned Preventative ensure it will operate when needed
Inspect fencing and gates. Lubricate Once per week Workorder
Wellington Booster Planned Preventative locks. Software
Read Meters Once per month Meter Reading
Planned Standard Software
Kreger Meters Operating Procedure
Investigate customer complaints and/or Once per month or Workorder
check when reading meter and test when customer Software
Planned Preventative meter accuracy. calls
All Meters Maintenance
Calibrate master meters Annually O&M Logbook
Planned Standard
Pool Master Meter Operating Procedure
Replace Meters and calibrate (schedule Annually GIS
will replace 10% each year over 10
Planned Preventative years)
All Meters Maintenance
Maintenance Truck (oil/rotate tires, etc.) Every three months Workorder
Dodge 2500 Ram Maintenance
Maintenance Truck (hydraulic fluid, Annually System Specific
overall mechanical system check) Asset
Planned Preventative Management
Dodge 2500 Ram Maintenance Software
Maintenance Backhoe (oil/check Every three months CUPSS Software/
hydraulics, etc.) LCC/O&M tracking
Planned Preventative Tool
Cat 420F IT Maintenance
Maintenance Backhoe ( hydraulic fluid, Annually Excel Sheets
overall mechanical system check)
Cat 420F IT Maintenance
Planned Monitoring Check fuel amount and condition Quarterly Excel Sheets
Run generator 1 hour Quarterly Onsite Checklists
Planned Standard
Runa Generator Operating Procedure
Check electrical connections for damage Quarterly O&M Logbooks
Planned Standard
All electric Operating Procedure
Update My CUPSS plan Annually workorder
software/log
book/Excel Sheets
Planned Standard
CUPSS Software Operating Procedure
Update Financial plan Annually workorder
software/log
book/Excel Sheets
Planned Standard
Review My CUPSS Plan with Board or Annually workorder
Council software/log
book/Excel Sheets
Planned Standard
Update computers and software Annually workorder
software/log
book/Excel Sheets
Office Computer 2 Maintenance
Update Billing Equipment & Software Annually workorder
software/log
book/Excel Sheets
AMM Softwatre Maintenance
Inspect building for deterioration Semi-Annually Workorder
Shop/Office Building Maintenance
378943330.xlsx: O&M List
O&M List
System Name: 0
Last Next Projected

Rehabilitation Rehabilitation Estimated
Asset Name O&M Activity Type of O&M Activity Frequency O&M Tracking Location Date Date Cost Comments
378943330.xlsx: Lifecycle Tool
Lifecycle Tool
You will need to now move into the Lifecycle Tool that was provided by your project lead. The Lifecycle Tool will be maintained
separately from this tool. It will be necessary for you to add information to it related to your O&M and their associated costs
throughout the year.
378943330.xlsx: CIP Assessment
Capital Improvement Plan
0
You have identified your critical assets and have determined how critical they are based on their current status and condition, redundancy,
capacity, etc. Your AM Team should review that list and establish a renewal or rehabilitation strategy. In making renewal decisions, the utility
should consider several categories such as the structural, capacity, LOS failures, outdated functionality, and cost or economic impact. Because the
expected needs of the utility will change each year, the CIP will be updated to reflect those changes.
Let’s assess your current CIP Yes, No or Short Answer

A. Do you currently have a CIP(s)?
B. Does it incorporate:
a. Identification (look at the critical assets worksheet to see
what projects need to be done and in what priority you are going to do
them)
b. Validation (Why do you need to do the project? This will be
based on critical assets worksheet information)
c. Prioritization (i.e. do nothing, operate differently, maintain

differently, repair, rehabilitate, replace, decommission)
d. Financing (How will it be funded? i.e. cash on hand, local

bank loan, or infrastructure project?)
e. Grouping of assets that should be addressed in the next 5

years and assets that should be addressed within the next 10 years
C. Do you know at what value an asset will be considered a Capital Improvement

Project? i.e. What projects and repairs can you finance with cash on hand and at
what cost would you have to secure outside funding? Can you take on projects and
make repairs that cost less than $5,000 but more than that you would need to get a
loan? If so, $5,000 is your asset value for a capital improvement project.
378943330.xlsx: LTFP Assessment
Determining Funding Strategy for Long Term Funding Plan
0
In your long term funding plan, you will need to assign a total for how much funds you need to set aside each month to fund a particular
project. You should also plan for the amount needed from each funding stream (grants, local bank loans, CIP funded by IJDC agencies, small
cities block grants, etc.). Your utility should plan on a set aside or loan repayment of approximately $16 per month per $1000 needed for the
project.
Let’s evaluate your current Funding Strategy and Long Term Yes, No or Short answer
Funding Plan
A. Do you know what are the best O&M and CIP investment strategies for
your system?
B. Does your utility currently have a short and long term funding plan?

Short term is 1-3 years, and Long Term is at a minimum of 10 years.
C. How do you intend to maintain your required level of service?
D. Do you have a forward looking budget for operating, maintaining,

refurbishing, and replacing assets in order to maintain the desired level of
service?
E. Do you currently evaluate your proposed budgets against the actual
cost of doing business?
F. Is your rate structure sustainable for your system's short and long term
needs?
a. If not, what is your plan to fund your system’s short and long term
needs?
b. Do you need to raise rates in order to meet your needs?

378943330.xlsx: LTFP Assessment
Let’s evaluate your current Funding Strategy and Long Term Yes, No or Short answer
Funding Plan
c. Will you be able to finance any necessary rehabilitation, repair, or
replacement in the short and long term?
d. When you plan for funding future project costs, do you include
installation, labor and soft costs? Labor costs can add as much as 50% to
the project costs. Installation and soft costs can add another 50%. You
might need to plan for as much as double the cost of the asset for
complete project costs.
e. Do you consider any additional upgrades that need completed to

address deficiencies at a particular asset's location? For example, you
may need to include fencing costs as you perform tank rehabilitation.
Include these costs as well when you are planning your long term
funding needs.
378943330.xlsx: CIP LTFP Action Plan List
Your Utility will want to address any issues that came to light during this AM Plan development. This may include, but is no limited to,
deficiencies of LOS, Sanitary Survey, or any financial, regulatory, environmental, or compliance problems. You will also address any
maintenance or capital investment projects that need addressed.
Time Frame for Completion (5

Repair/Replacement (include
soft cost, installation and any
How you will address issues
other deficiencies to be
Issues to be addressed
How will you fund it?

Total Estimated Cost
yr. plan, 10 yr. plan)

Criticality Rank
Asset Name
addressed)
Asset Name
Criticality Rank

addressed)


Asset Name
Criticality Rank

addressed)


Asset Name
Criticality Rank

addressed)


378943330.xlsx: Exhibit A instructions
Exhibit A- Monthly Financial Report
INSTRUCTIONS FOR COMPLETING MONTHLY FINANCIAL REPORT (EXHIBIT A)
The Utility needs to show the financial situation for the system to be able to forecast financial status
and plan for needed capital improvements. The Exhibit A- Monthly Financial Report can be used to do
this. It is the next tab. Or a slightly more complex financial workbook can be used that will help the
system to see more detail of how the money is being spent currently and compare it against what was
budgeted in various spending categories such as chemicals, labor, energy, etc. The workbook mirrors
the data collected and used in the required PSC annual report and should make completion and
submission of the annual report quicker and easier. Regardless of which tool is used (Financial
workbook or Exhibit A), the system needs to understand their financial picture and use the data to plan
forward for needed system maintenance, repairs and upgrades.
You will need a copy of the current fiscal year budget adopted by the Local Entity to complete
Items 1 and 2. In Item 1, provide the amount of actual Gross Revenues for the current month
and the total amount year-to-date in the respective columns. Divide the budgeted annual
Gross Revenues by 12. For example, if Gross Revenues of $1,200 are anticipated to be
Item 1: received for the year, each month the base would be increased by $100 ($1,200/12). This is
the incremental amount for the Budget Year-to-Date column.
Provide the amount of actual Operating Expenses for the Current Month and the total
amount Year-To-Date in the respective columns. Any administrative fee should be included in
the Operating Expenses. Divide the budgeted annual Operating Expenses by 12. For
Item 2: example, if Operating Expenses of $900 are anticipated to be incurred for the year, each
month the base would be increased by $75 ($900/12). This is the incremental amount for
the Budget Year-to-Date column.
Provide the Bond Payments (principal, interest and reserve account) for all the outstanding
bonds of the Local Entity according to the source of funding. For example, Clean Water State
Revolving Fund loan from Department of Environmental Protection, Drinking Water
Treatment Revolving Fund loan from Bureau for Public Health, Infrastructure Fund loan from
Item 3: Infrastructure and Jobs Development Council, or a loan from the Water Development
Authority, etc.
Provide the amount deposited into the Renewal and Replacement Fund each month. This
amount is equal to 8.0% of Gross Revenues minus the total reserve account payments
included in Item 3. If Gross Revenues are $1,200, then $96 (8.0% of $1,200), LESS the
amount of all reserve account payments in Item 3 should be deposited into the Renewal and
Item 4: Replacement Fund. The money in the Renewal and Replacement Fund should be kept
separate and apart from all other funds of the Local Entity.
The Local Entity must complete the Monthly Financial Report and forward it to the Water
Development Authority by the 10th day of each month, commencing for the month after the loan
contracts are executed for the acquisition or construction of the Project and ending after three years.
378943330.xlsx: Exhibit A
EXHIBIT A- Monthly Financial Report
Please enter financial data in Yellow cells. (If applicable)
* Self Calculating Formula (Grey cells). Cell will change Adequate Not Adequate
green or red based on calculations.
0
Name of Local Entity:

Funding Agency Project No.:
Type of Project: Water Wastewater
Fiscal Year:
Report Month:
Current Month TotalDate

Year to Budget Year *Budget Year to Date
Item to Date Minus Total Year to Date
1. Gross Revenues: 0
Operating Expenses:
2. (Including Admin Fees)
0
3.
Renewal and Replacement Fund
Deposits: 0
4. *Net Revenue: (Equation: 1-2) 0 0 0 0

5. Bond Payments: (Principal and Interest)
Current Month TotalDate

Year to Budget Year *Budget Year to Date
Type of Issue to Date Minus Total Year to Date
Clean water SRF: 0
(*Required) Drinking water SRF: 0
Infrastructure Fund: 0
Water Dev. Authority: 0
Rural Utilities Service: 0
Economic Development: 0
Other: (Identify Below) 0
*Bond Payment Total: 0 0 0 0
6. *Calculated Debt Coverage:
7. *(Equation: 4/6 * 100% ):
Name of Person Completing Form / Address Telephone Number

Date

02 - Basic Asset Management Guidance

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378943330.

Basic Asset Management Guidance For Drinking Water Systems

Small DWSRF Systems AM Guidance Tool:

ASSET MANAGEMENT REQUIREMENTS FOR LOAN RECIPIENT

AM Capabilities Submit the completed Asset Management

Submit the completed Naming Your Assets

One Month Prior to Long Term

Utility Representative/AM Lead

AM Team Template Table

1 Developing Level of Service (LOS) Goals

Service Examples of Actions that build Performance

Levels Of Service Goals List

Naming your Assets Yes, No or Short Answer

Listing your Assets

Listing your Assets

Listing your Assets

Listing your Assets

Listing your Assets

Listing your Assets

Listing your Assets

Listing your Assets

Listing your Assets

Listing your Assets

Assessing the Conditions of Critical Assets Yes, No or Short Answer

Assessing the Conditions of Critical Assets Yes, No or Short Answer

Provide a summary of how your staff assesses your assets conditions

Determining Critical Assets

Current Status - Is the asset currently

Redundancy - Do you have a backup

Critical Assets - The lower the score

without service if the asset fails?

more than 20% of customers be

the more critical the asset is.

Current Condition of the Asset

Reliability - Does the asset need

Current Status - Is the asset currently

What is the current capacity of the

Redundancy - Do you have a backup

Consequence of Failure (CoF) - Will

Life expectancy of the asset - Is the

Critical Assets - The lower the score

Current Condition of the Asset

Reliability - Does the asset need

Current Status - Is the asset currently

What is the current capacity of the

Redundancy - Do you have a backup

Consequence of Failure (CoF) - Will

Life expectancy of the asset - Is the

Critical Assets - The lower the score

Current Condition of the Asset

Reliability - Does the asset need

Current Status - Is the asset currently

What is the current capacity of the

Redundancy - Do you have a backup

Consequence of Failure (CoF) - Will

Life expectancy of the asset - Is the

Critical Assets - The lower the score

Current Condition of the Asset

Reliability - Does the asset need

Current Status - Is the asset currently

What is the current capacity of the

Redundancy - Do you have a backup

Consequence of Failure (CoF) - Will