1 / 13

NEORSD

NEORSD. Asset Management Assessment. Agenda. NEORSD history / responsibilities Project drivers Overview of this project Strategic insights Lessons learned. NEORSD History. Formed by Court Order in 1972 Independent Political Subdivision of State of Ohio

saburo
Download Presentation

NEORSD

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. NEORSD Asset Management Assessment

  2. Agenda • NEORSD history / responsibilities • Project drivers • Overview of this project • Strategic insights • Lessons learned

  3. NEORSD History • Formed by Court Order in 1972 • Independent Political Subdivision of State of Ohio • Governed by 7 Member Board of Trustees • Serves City of Cleveland and 59 Suburban Communities • Service Area - 380 Sq. Miles • Service Area Population – 1,000,000

  4. NEORSDKey Responsibilities • WWTP Operation - Easterly, Southerly, Westerly • Combined and Separate Interceptors - Construction, Operation and Maintenance • Combined Sewer Overflow (CSO) Control

  5. Project Drivers • District business sustainability drives this project • Cleveland No.1 in big city poverty (31% of residents below poverty level) • 11% population decrease over 20-30 yrs • $1.6 Billion CSO Control Program • $1.6 Billion WWTP/Sewer Rehabilitation Program

  6. $3.2 billion $1.8 billion 2004-2034 1972-2003 Project Drivers • Projected capital investment of $3.2 billion over the next 30 years, which almost doubles the prior 30 years Capital Investments

  7. Unknown - $0 $644 million 2004-2034 1972-2003 Project Drivers • Future needs are not projected to benefit from the Federal Grants Program as past needs did • Projected doubling of sewer rates in 10-years Federal Grants

  8. Project Drivers • Significant personnel turnover and departmental reorganizations • Maintaining our present efficiency will not be adequate for the future Do you know where is the knowledge going?

  9. Where we are currently Overview of Project • Define asset management in three areas: • Capital assets • People resources • Business culture • Evaluate District current practices in each of these areas • Perform a gap analysis • Perform a pilot study of asset management tools • Create an implementation plan for an Asset Management Program • Obtain buy in from governing body

  10. Overview of Project • Implementation Plan will include: • Program structure • Asset management team organization • Multi-year resource estimates • Phased schedule and budget • Communication strategy • Stakeholder management plan • Tactical functionality • Performance measures

  11. Strategic Insights • Our 2004-2008 Strategic Plan had 5 goals: • Maintain the District’s excellent service record and reputation • Improve our dynamic business culture • Improve use of our people resources • Determine our future business • Determine the most effective and equitable means of funding the future

  12. Lessons Learned. . . . So far • Asset management is viewed as a cure-all system by some in the organization. In the beginning, be straight forward and explain what it WILL and WON’T do. • Before embarking on an asset management project, make sure people understand that asset management provides the practices, but the PEOPLE have to do them!

  13. Thank you. Questions?

More Related