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As part of the WERF Strategic Asset Management (SAM) benchmarking activity, the research team identified three areas of competency of best management practices related to maintenance. To maintain continuity, the maintenance and KPI survey was broken down into the three broad competencies to help identify the best maintenance management performance indicators. The areas of competency were Strategy and Tactics, Work Flow Management, and Managing and Monitoring. Data was gathered from 27 utilities using Survey Statements and KPIs. Analysis results showed that there were no clear top performers who did everything well within the three categories. Therefore, the competencies were further broken down into 10 specific competencies: Overall maintenance strategy, Maintenance tactic selection, Information Technology Infrastructure, CMMS access and use Data quality, Planning and scheduling, Material management, Condition based maintenance, Reliability analysis, CMMS history and performance measures. There were clear top performers for these 10 competencies and the research team created Maintenance Practice Case Studies on these topics. The research gathered information from the utilities on the Maintenance Program and the KPIs used to support the program through personal interviews, reports, data sheets, survey results etc. This information was used to create 5 case studies, each covering 2 maintenance practices and 1 utility. Each case study contains brief information about the utility, process of implementing maintenance practices, current program, KPIs to support the practice, value and lessons learnt for other utilities. The research indicated that the utilities were able to implement the maintenance practice successfully with external and/or internal help. The research also found that the implementation and integration of new maintenance practices were far reaching, having impacts to organization structure, the technology in use and asset maintenance.

The purpose of the demonstration of WERF Strategic Asset management (SAM) decision support tools is to provide users with insight into the efforts and impacts of applying the various asset management concepts. To accomplish this, the research team identified four different utilities with asset management program at various stages. These utilities agreed to implement and integrate the tools into their existing programs. The tools that were demonstrated are the Levels of Service, Condition Assessment, Life Cycle Cost Projection, and Capital Project Validation and Prioritization. The research indicated that all four utilities were able to successfully integrate the WERF SAM tools and their principles into their existing asset management programs. However, each utility needed to make adjustments to the tools and methodologies to varying degrees to ensure proper integration. This is in line with the WERF instructions of use. The research also found that the implementation and integration of new asset management tools were far reaching, having impacts to organization structure, technology in use, and the asset management practices. Ultimately the WERF SAM tools were found to be beneficial by all four demonstration teams and therefore adapted permanently in varying degrees to their existing asset management programs.

The primary purpose of this research was to provide methods and tools that enable a water/ wastewater utility to develop and implement a performance measurement system based on a demonstrated proven approach. To achieve the purpose, the research was conducted in three phases: Core research on existing and applicable frameworks for performance measurement with experience from utilities and other government organizations, as well as outside business and industry, on leading practices in performance measurement. Steps to develop and implement performance measurement that uniquely fit water/wastewater utilities were defined to be piloted by selected utilities in Phase II. Demonstration pilot projects for developing and implementing performance measurement were carried out over a 12-18 month period at four water and wastewater utilities that were selected from a group of over a dozen utilities that applied to be pilot demonstrations, based on a mix of utility type, size, and experience with performance measurement. Research results from the pilots and?lessons learned were applied to adjust the piloted process. Transfer of the knowledge and methods from these projects was previously shared in WERF/WEFTEC workshops and a web-conference. A process (seven-step methodology) was developed based on a Balanced Scorecard approach to develop and implement performance measures both at the enterprise (utility-wide) level and team-based level. Ways to align and coordinate measures throughout the organization were defined for process-based and initiative-based scorecards. The testing of this approach through the utility pilots led to further recommendations for involvement, education, communication and commitment of utility participants for successful performance measurement.