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Jacobs Solutions — In the kNOW Webinar: Water Utility Resilience + COVID-19 Response (June 2020)

49 slides from Jacobs Solutions's conference presentation, Jun 2, 2020

  1. Slide 1: In the kNOW Webinar: Water Utility Resilience + COVID-19 Response

    In the kNOW Webinar Water Utility Resilience + COVID-19 Response June 2, 2020

  2. Slide 2: Welcome & Introductions

    Welcome & Introductions Why this issue is Important  Adam Hosking, Jacobs, Vice President, Global Director for Water Resources Incorporating Climate Resilience Planning into Asset Management  Rob Taylor, Energy Manager, WSSC Water  Laurens van der Tak, PE, D. WRE, Jacobs, Technology Fellow | Wate

  3. Slide 3: Defining Resilience

    Defining Resilience… Resilience is the ability to anticipate and resist the effects of a disruptive event or trend, minimise adverse impacts, respond effectively, maintain or recover functionality, and adapt in a way that allows for learning and thriving. 3 ©Jacobs 2020

  4. Slide 4: Water Utility Resilience

    Water Utility Resilience Disruptive events Minimize impacts Adapt, learn & trends and thrive  Adaptive actions  Pandemic  Recognise the  Continuity of  Climate change opportunity operations plans  Cyber attack  ‘Build back better’  Response and recovery  Aging infrastructure  Share learnin

  5. Slide 5: Where are We Now? What's Next?

    Where are We Now? What’s Next? Build Back Anticipate Resist Absorb Adapt Better Shock or other disruptive event Resilient utilities use shocks and disruptions to transform themselves, so that they thrive and “build back better” Anticipate Resist Absorb Adapt High resilience Current baseline level of

  6. Slide 6: Incorporating Climate Resilience Planning into Asset Management

    Incorporating Climate Resilience Planning into Asset Management : WSSC Water’s Climate Change Vulnerability Assessment, Adaptation and Mitigation Plan Robert Taylor/WSSC Water Laurens van der Tak/Jacobs

  7. Slide 7: WSSC Water Service Area (Maryland)

    WSSC Water Service Area (Maryland)  One of the largest water/wastewater utilities in the nation  Serves 1.8 million customers in Maryland’s Montgomery and Prince George’s Counties  Founded in 1918 -102 years!  Provides 170 MGD drinking water  Collects 200 MGD wastewater  Treats 70 MGD wastewat

  8. Slide 8: Climate Change Vulnerability Assessment, Adaptation, and Mitigation Planning Project

    Climate Change Vulnerability Assessment, Adaptation, and Mitigation Planning (CCVAAMP) Project  Climate Analysis & Projections  Vulnerability Assessment  Adaptation Analysis  Mitigation Planning (GHG Inventory and Action Plan) 1 2 3 4 5 6 Develop Climate Identify Develop Adaptation Plan Adaptati

  9. Slide 9: Climate Analysis and Projections

    Climate Analysis and Projections ©Jacobs 2020

  10. Slide 10: Climate Change Impacts Rainfall, Extreme Storms and Sea-Level Rise

    Climate Change Impacts Rainfall, Extreme Storms and Sea-Level Rise Precipitation - Driven Coastal Stormwater/ Riverine Sea-level rise Storm surge Drainage 2- to 10-year storms 100-year storms Tidal flooding Tropical storms Localized flooding Recurrent flooding from Regional flooding Coastal flooding

  11. Slide 11: Climate Projections for WSSC Water Service Area (100 yr. storm)

    Climate Projections for WSSC Water Service Area (100 yr. storm) 24-hour rainfall depth projected to increase 15% by 2065 2065 12 10.6 Current 10 9.7 9.2 2040 8.4 2065 8 Precipitation (Inches) 2100 6 4 0 100-year 24-hr Storm 11 ©Jacobs 2020

  12. Slide 12: Sea-Level Rise Projections for WSSC Water Service Area

    Sea-Level Rise Projections for WSSC Water Service Area: High Tide (MHHW) projected to increase from 2.0 ft to 4.0 f in 2065 7.0 4.0-ft 6.5 6.0 2065 5.5 Observed Monthly Mean Higher High Water 5.0 4.0-ft Precipitation (Inches) 4.5 Projected MHHW 4.0 2.9-ft 3.5 3.0 2.0-ft 2.5 2.0 1.5  Mean Higher Hig

  13. Slide 13: Facility Vulnerability Assessments and Adaptation Planning

    Facility Vulnerability Assessments and Adaptation Planning ©Jacobs 2020

  14. Slide 14: Flood Modeling Completed for Riverine and Coastal Facilities

    Flood Modeling Completed for Riverine and Coastal Facilities Riverine: Above the Fall Line / Rainfall modeled with HEC-RAS Geologic “Fall Line” between Piedmont and Coastal Plain geologic provinces Coastal: Below the Fall Line, Storm Surge and SLR Modeled with MIKE21 14 ©Jacobs 2020

  15. Slide 15: Water and Wastewater Facilities Investigated to Date for WSSC Water

    Water and Wastewater Facilities Investigated to Date for WSSC Water Anacostia WWPS #1 Air Park WPS Anacostia WWPS #2 Decatur Street WWPS 200 + Facilities in GIS Broad Creek WWPS Hyattstown WRRF Riverine Coastal Western Branch WRRF Marlboro Meadows WWPS Hyattsville WWPS Parkway WRRF Facilities locate

  16. Slide 16: Risk Assessment / Alternatives Development

    Risk Assessment / Alternatives Development -Major assets located below new Design Flood Elevation 1. Identify all assets at risk below Flooding Scenarios Assets at Risk recommended design flood 190’ elevation (DFE). 185’ Flood Elevations 2. Determine Level of Service (LOS) 2065 Design 180’ of all as

  17. Slide 17: Cumulative Risk Avoided Accounts for Climate Change

    Cumulative Risk Avoided Accounts for Climate Change Over the Expected Life of Each Asset !"! = # !$% Annual Risk Avoided = Probability of Rlood event in given year ∗ Asset Replacement Cost ∗ 1−Strategy Failure Potential $48,000 $45,000 Includes:  Increasing probability of floods from now to 2040 $4

  18. Slide 18: Adaptation Strategies for Treatment Facilities and Pump Stations

    Adaptation Strategies for Treatment Facilities and Pump Stations Strategy Resiliency Level No Action No Protection Sandbagging Low Temporary Barriers Moderate Seal Building/ Moderate/ Medium Control Room Construct Static High Barrier Flood-proof High Equipment Elevate Equipment Very High 18 ©Jacobs

  19. Slide 19: Compare Strategy Costs to Cumulative Risk Avoided

    Compare Strategy Costs to Cumulative Assets at Risk and Area Level Strategies All Assets At Risk Building/Area Cost of Cumulative Risk Quantity Strategy Costs Replacement Avoided Electrical Yard 7 $5,510,000 $452,000* $1,070,000 Costs < Generator Building 5 $20,520,000 $300,000 $390,000 Risks Pump S

  20. Slide 20: CCVAAMP Vulnerability Assessment Results: Priority Ranking by Risk

    CCVAAMP Vulnerability Assessment Results Priority Ranking Based On Risk Alone $1,600,000 $16,000,000 Facility Ranked by Cumulative Risk Avoided (Benefits = Avoided Asset Damage for All Assets) $1,400,000 $14,000,000 Cumulative Risk to All Assets $1,200,000 $12,000,000 Strategy Cost $1,000,000 $10,00

  21. Slide 21: CCVAAMP Vulnerability Assessment Results: Return on Investment

    CCVAAMP Vulnerability Assessment Results Priority Ranking Based Return on Investment: $ Net Return per $ Invested in Resilience $1,600,000 Facility Ranked by Return on Investment 140.0 (Net Return/Cost) $1,400,000 120.0 $ Net Return per $ Invested $1,200,000 100.0 Strategy Cost ($) Strategy Cost $1,

  22. Slide 22: Design Guide for Protecting Facilities from Future Climate Extremes

    Design Guide for Protecting Facilities from Future Climate Extremes  Guidance for flood protection criteria − Criteria for design of new facilities and protection of existing facilities − Outfall tailwater design elevations for treatment process − Site stormwater design guidance based on climate pr

  23. Slide 23: Greenhouse Gas Reduction (Mitigation) Progress

    Greenhouse Gas Reduction (Mitigation) Progress ©Jacobs 2020

  24. Slide 24: What a GHG inventory includes

    What a GHG inventory includes… PFCs SCOPE 1 direct SCOPE 2 SCOPE 3 indirect indirect company production pf employee owned purchased business waste vehicles materials travel disposal fuel combustion purchased electricity product outsourced contractor for own use use activities owned vehicles 24 ©Jaco

  25. Slide 25: GHG Emissions Impacts of Current Projects

    GHG Emissions Impacts of Current Projects (tonnes CO2e/Yr) Patuxent Solids (2019) 200 Patuxent UV (2019) 1,100 Increased Patuxent Production (20 MGD) (2019) -2,700 Rocky Gorge Pump and Force Main (2020) -100 HVAC/Lighting Upgrades (2019) -2,600 Office Equipment (2019) -100 Telecommuting (ongoing) -2

  26. Slide 26: GHG Emissions Reductions (Goal: 60% reduction by 2035)

    GHG Emissions Reductions (Goal: 60% reduction by 2035) WSSC Emissions Projections (2005 - 2035) Impact of Project, Strategies, Wind Contract and RECs vs. WSSC Water Goal 200,000 150,000 GHG Emissions (tonnes CO2e/yr) 100,000 50,000 0 -50,000 -100,000 -150,000 2005 2006 2007 2008 2009 2010 2011 2012

  27. Slide 27: Your turn: Poll Question #1

    Your turn… Poll Question #1 27 ©Jacobs 2020

  28. Slide 28: Applying Resilience Strategy and Tools to COVID-19 Response

    Applying Resilience Strategy and Tools to COVID-19 Response Richard Windsor, Richard Windsor, Asset Management Lead, TEAM2100, UK Scott Haskins, Jacobs, Water Market Lead, Strategic Consulting

  29. Slide 29: TEAM2100 Overview Description and Purpose

    TEAM2100 Overview Description and Purpose Our Pathfinder Our Vision Our Values Mission Principles To increase the resilience of What we are Be a world-class asset communities, wildlife and Integrated, Collaborative and management enterprise business within London and Innovative the Thames Estuary th

  30. Slide 30: TEAM2100 Overview Description and Purpose

    TEAM2100 Overview Description and Purpose  2100 Plan  Delivering the Thames Estuary  UK’s largest single flood risk programme of works, Environment Agency; one of worth over £300m  Pathfinder Project for the The need Our assets The value from our assets What we do Environment Agency River flows

  31. Slide 31: What Does the System Protect?

    TEAM2100 Overview Description and Purpose What Does the System Protect? People & Property Industry Infrastructure  1.3 million residents  40,000 commercial and  400 schools industrial properties  Over 500,000 homes  16 hospitals  £275 bn  8 power stations property value Habitat  More than 10

  32. Slide 32: TEAM2100 Continual Improvement and Resilience

    TEAM2100 Continual Improvement and Resilience Continuous Improvement Act Plan Check Do Business Strategies Continuous Improvement Act Plan  Emergency UAIM Lean Improvement preparedness Performance Check Do Maintenance Excellence ISO Re-Certification Act Plan  Innovation ISO 55001 Check Do WSAA Org

  33. Slide 33: The 'new normal' challenges in the COVID-19 Pandemic

    Continual Improvement and Resilience The ‘new normal’ challenges in the COVID-19 Pandemic  A new focus on emergency operations and teleworking  Depressed economy and business function  Pressure from customers to be more sensitive to costs and affordability  Need to optimize and fund capital proj

  34. Slide 34: Identifying Adaptive and Resilient Solutions

    Continual Improvement and Resilience Identifying Adaptive and Resilient Solutions  Deploying proven approaches: strategic planning, decision analysis, financial forecasting, asset management/maintenance, and risk management increases the likelihood of your organization’s ability to adapt.  TEAM210

  35. Slide 35: Recovery Will Occur Over a Range of Timeliness

    Recovery Will Occur Over a Range of Timeliness and Support Continuity of Operations This Week Next Month Next Quarter Recovery Business Continuity Prioritize OPEX/CAPEX Continuity Contingency Planning Transition Planning Performance Analytics Optimizing/ Review Timetables & Scheduling Resilience Del

  36. Slide 36: Scenario Planning Helps Define COVID-19 Response Strategies

    Continual Improvement and Resilience Scenario Planning Helps Define COVID-19 Response Strategies External drivers Flattening the Curve Midrange Laissez Faire Market uncertainties result in unclear Less complete early results and More suport for companies to generate Access to Capital interest rates

  37. Slide 37: Applying Tools and Strategies

    Applying Tools and Strategies Proven Approaches & Tools Help Manage the New Risks Approaches that can help make informed decisions amid current uncertainty include: Short-term and long-term demand Strategic planning and financial forecasting Systems for financial planning and Scenario planning deliv

  38. Slide 38: Industry Collaboration - Organizational and Asset Management Benchmarking

    Industry Collaboration - Organizational and Asset Management Benchmarking Focus Areas:  Strategy & Planning Facilitated Workshop  Finance & Decision-Making Pre-  Organizational Report  Life Cycle Delivery Workshop Meeting  Industry Report  Information & Systems Reporting  Leading Practice Con

  39. Slide 39: Industry Collaboration - Organizational and Asset Management Benchmarking

    Industry Collaboration – Organizational and Asset Management Benchmarking Organizational Process Benchmarking Value proposition for Clients Enabling Business and Customer Value  Demonstrate to customers and regulators that utilities through better Asset Management are effective and efficient.  Con

  40. Slide 40: Industry Collaboration - Business Process Improvements

    Industry Collaboration- Business Process Improvements Utility Analysis and Improvement Methodology Business Processes Describes Major Features  Who is involved in the business process LEAN Six Sigma (swim lanes) 19 participating utilities Research and Develop “To Be” processes for:  Work flow (seq

  41. Slide 41: Industry Collaboration - Maintenance Excellence

    Industry Collaboration - Maintenance Excellence The UPTIME ELEMENTS Framework by ReliabilityWeb is an Industry Framework TEAM2100  Training & Networking  Peer Conferences  Maintenance Excellence Maturity Assessment  Chartering OR  Implementation Plans 9 8 7 MP 6 DB 5 4 3 2 1 0 IM TEAM2100 Avera

  42. Slide 42: TEAM2100 Maturity Assessments – Value Proposition

    TEAM2100 Maturity Assessments – Value Proposition “I’ve seen it first hand. You gather up a diverse group of employees, put them in a room and allow them to discuss and ultimately score the assessment questions. Through this practice, the team gains a greater understanding of the business processes

  43. Slide 43: Tools and Strategies Applied - Risk Management

    Tools and Strategies Applied - Risk Management Risk Identification Program Risks Project Risks TEAM2100 major Operational Risks risks include: Asset Risks  Securing partnership funding Risks identified during workshops in medium-term are evaluated in relation to other Risk risks; filters highest ri

  44. Slide 44: Collaboration, Diversity, Innovation

    TEAM2100 Tools and Strategies Applied – Collaboration, Diversity, Innovation Align organization, culture, tools and processes to future strategic direction  Insights workshops – fostering diversity  Positive challenge – ‘zones of uncomfortable discussion’  Leadership example, team empowerment  S

  45. Slide 45: TEAM2100 Results of Resilience, Tools and Strategies Applied

    TEAM2100 Results of Resilience, Tools and Strategies Applied  Improved decision-making (MODA, Prioritization, updated Strategic Plan, Process Improvements)  Implementing AM Improvement recommendations; leading practices  ISO55001 AM certified – focus on world class  Over £30m of efficiencies rec

  46. Slide 46: Your turn: Poll Question #2

    Your turn… Poll Question #2 46 ©Jacobs 2020

  47. Slide 47: Questions & Answers

    Questions & Answers Or send to: [email protected]

  48. Slide 48: PDH certificate information

    A PDH certificate will be provided to those who participated in the live webinar.

  49. Slide 49: Thank You!

    Thank You!

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