Getting Started
  with CUPSS
   A Workbook for Users

   EPA 816-R-10-002
     February 2010
Office of Water (4606M)

Getting Started with CUPSS	I
Before you Begin	I
Step I -Why am I here?	3
Step 2 -What assets do I have?	5
Step 3 - What do I do every day?	9
Step 4 - Where is the money going?	12
Step 5 - What now?	15
Glossary	16
    Printable Forms
    Inventory List (Drinking Water)	8
    Inventory List (Wastewater)	9
    New Task	10
    Finances	13

                    Getting Started with  CUPSS
                              This workbook is designed to give you five easy steps to get
                              ready for using the Check Up Program for Small Systems
                              (CUPSS) for drinking water and wastewater utilities—the new
                              asset management software developed by the U.S.
                              Environmental Protection Agency (EPA). By completing
                              several pencil-and-paper exercises, you will have a head start
                              on 'doing asset management'  and adding your information into
                              CUPSS. Let's get started!
                For step-by-step instructions on installing and using CUPSS,
                               consult your User's Guide.
Before  you Begin
Before you  begin using this workbook, you might have a few questions about CUPSS. Maybe
your state regulator or a technical assistance provider handed you this workbook and said, "Go
for it!" In this section, we'll give you a little bit of information about the CUPSS software and
how you might find it beneficial. We'll even tell you what asset management really means for
your utility.

The first thing you may ask is "What is CUPSS?" CUPSS is 'desktop software,' meaning it is a
program that runs on your PC at no cost to the user. Because CUPSS is desktop software, all
of your CUPSS data will be stored on your computer and is not accessible by EPA. You do not
need an Internet connection to use CUPSS, just a computer to load the software. If you are
connected, the program can use the Internet so that you can register your copy and update
your version when necessary. If you have questions about technical specifications, consult your
User's Kit. The User's Kit is a binder that contains everything you need to know about CUPSS.
It includes the CUPSS Installation CD, helpful fact sheets like the Asset Management Best Practices
Guide as well as the CUPSS User's Guide.

CUPSS is asset management software;  its purpose is to help you organize and develop a plan
for the physical and financial health of your drinking water or wastewater utility. If you are
effectively managing your assets, you should be able to successfully meet customers'
expectations at an appropriate cost.

Like other types of computer software, there are two key components—input (what goes in),
and output (what comes out). CUPSS relies on a combination of specific information  entered by
the user and general information provided by EPA. The information entered by EPA  has been
inserted to  provide additional assistance—such as the life expectancy of 6" mains—to provide
simple, eye-opening reports. You only  need to enter in a couple of important assets  and last
year's financial statement to generate a targeted action plan.
You are likely most intrigued by what CUPSS can actually do for you. We think CUPSS will help
you do these tasks:

       • Communicate with the decision makers in your community

       •   Make more informed, proactive choices

       •   Improve the efficiency and focus of your operations

       •   Maximize limited financial resources

Like anything worth doing, integrating CUPSS and asset management into your utility's culture
will take time and effort. These are certainly high goals, but we think taking the simple approach
used in CUPSS will result in great strides forward for your community.
                                    Helpful Tip:

  Don't forget to check out to register your copy of CUPSS,
        find training events near you and learn more about asset management.

                            Step  1  - Why am  I  here?
Your discovery of CUPSS might have been by accident, on purpose or by recommendation. It
might even have been a condition of a loan or grant agreement. Regardless of the how, it is
time to think about the why. Ask yourself, "Why should I or anyone else use CUPSS? How can
this program help me operate and manage my utility more efficiently?" These exercises will
answer these and  many other questions you might have.

Also start thinking about who helps you manage your utility—whether it be with operations or
financial records. Having your team in mind will help you with the exercises included in this
                   Let's begin by identifying what you are doing well. We will start by listing
                   three areas of your utility where you see yourself already
                   succeeding. For example, if you have someone, perhaps a town clerk or
                   someone else, who keeps your accounting records organized and up-to-
                   date, this would be great to include below. Keeping these strengths in
                   mind will help you leverage opportunities for making changes as needed.


                                Helpful Tip:

    A map will help your utility understand the current service capacity. Use
       Internet-based mapping tools (try Google Maps or Google Earth) to
        visually designate the boundary of your utility's service area and
      important features. You can also do this by hand using a regular or
                              topographic map!

Now, think about and list three areas in your management strategy that could be improved to
facilitate your customer service interactions and relationships. For example, having a
comprehensive list of aging fire hydrants that  need to be rehabilitated or repaired is beneficial
to the safety of a community.
CUPSS will help improve these areas! CUPSS also provides additional information addressing
other potential areas of improvement. These areas can be as simple as improving customer
relations or as detailed as developing a long-term maintenance strategy. What would you like
to improve and how would you do it? Select one of the areas you just listed, create a
target goal and date. What is your first step toward reaching your goal? Think about it
and write it below.
 Here is an example: You have an issue area of "leak or break response time" Your
 current response time is 24 hours.

 Specific Goal:  Reduce the leak or break response time by 50%
 Goal Date:    One year
 First Step:    Convene a meeting of all utility staff to discuss why the response time
                is currently 24 hours
Area Selected    #
Specific Goal:

Goal Date:

First Step:
Goal and milestone tracking is crucial in asset management
applications. CUPSS will allow you to establish and keep track of
both while conducting normal activities and following your
established  maintenance plan. For now, just keep thinking about
these important issues. When you start using the software, it will
automatically prompt you to formally begin the goal-setting
    Helpful Tip:

 Get a head start on
data entry by getting
your files organized!

                             Step  2  - What  assets do  I  have?
Now that you have figured out where you are and why you are here, let's examine your utility's
assets. We will use a drinking water chlorination system as an example. How much do you
know about the chlorination system?  Can you answer the following questions about this
chlorination system? Do you know how your responses make the difference between having
safe, disinfected water and potentially health-hazardous water?

       •   When was it installed?

       •   How much did it cost?

       •   When was the last major repair?

       •   What maintenance will you perform on it this year?

       •   What and when are the typical routine maintenance actions performed?

       •   When are the major components scheduled to be replaced?

       •   Will you be financially prepared to replace a major component if it fails?

If you knew the answers to all these, you  are already on the fast track to success. It is more
likely, however, that you knew some of the answers and knew where or how to find the rest.
CUPSS helps you identify your assets; allowing all of your important asset information to be
stored in one place.

While entering information about each of your assets is the most time-consuming part of
CUPSS, it is not difficult. In fact, this workbook has been developed to make it an easier
process. The inventory forms at the end of this workbook are similar to what you will see in
CUPSS within the "My Inventory" section. You can make copies of it, attach it to a clipboard
and start digging out those records. Taking baby steps—like planning 30 minutes every day to
add one of the  major assets in your system—will have you in great shape in no time. Once you
have mastered this  process, you can start using CUPSS to inventory and  manage your assets.
Just copy the information you collected on the forms and putting  it into CUPSS.  Because
CUPSS contains dropdown features and help tools, you'll find it more efficient to use the
software. But for now, let's focus on thinking about the most important assets you have.
                                    Helpful Tip:

    Start with what you know and don't worry about leaving blanks. You can always
                                  come back later!

Once you have a few assets documented, begin thinking about how you'll enter your assets in

I st Start by entering the most important assets you have. Let's use a chlorination system (like
the previous asset example). You'll type Chlorination System into the box beside Asset Name.
2nd Where is your chlorination system located?  You'll type this information in the Location
box on this form.
3rd What is the  Asset Category for your chlorination system? Not sure what an Asset
Category is? Any time you're not sure what to type in the form, click the red circle with a
question mark, and help text  appears to guide you along the way.
Next Go through the  rest of the boxes to enter all the information you have available about
your chlorination system.
Done! Do you want to add another asset to CUPSS?  If so, click the "Save and Add Another
Asset" button. If you want to wait to add more assets, click the "Save and Return Home"
button. Whatever you  decide, be sure to click one of these buttons! You want to save all the
information you entered.

Wasn't starting your inventory list easy? You'll be ready for CUPSS in no time!
                     t  Check Up Program for Small Systems
Beauty View Acres Subdivision - DW | print B,ank Worksheet
The asset inventory Form allows you to enter information about your assets, This information will then0
be used in several of the CUP55 reports and to generate your pi iwitized asset list.
(*) Indicates required Reids
Basic Inform
* Asset Name
* Location
* Asiel
Capacity Days
Status and C
f Condition
0 Select Associated Asset v 0
0 Select Associated Location v 0 Add
Select Category v 0 * Asset Type Select Asset Type v0

O Size 0
0 Longitude Q
0 LFJ 0 Acres |0

edition - Required to Calculate Priority
Select Condition Rating v 0 *CoF 5elect CoF Rating v 0
"Redundancy Select Redundancy V 0 Can this asset be repaired? Q yes 0 No 0
"Asset Status select Status v|0 Can this asset be rehabilitated? Q Ye-; No0
Select Asset
* Capacity
Select Asset Being Replace, v sho» asset in the schematic? Q Yes 0 No
Select Capacity Rating v 0
Cost and Maintenance
f Enpected
Useful Life
0 Original Cost 0
|0 "Replacement Cost 0
Maintenan^Co™ Delect Frequei v 0
D Maintained According to Factory Recommendation 0 Create a task
Model Number
City, State, Zip
Phone, Fax
and Supplier - Optional
Select Existing Supplier v 0 Manufacturer Select Existing Manufacturer v 0

| |select state
II 1
mammmmimm ^^mm^^m

Asset Risk Matrix j

Inventoried Asset List
well property
- Pumping Facility
- Treatment
Chlorine testing
- Storage
Storage Tank
- Distribution
Water Production Meter
                        For specific details on "My Inventory," see
                          Chapter 5 of the CUPSS User's Guide.

                        Step  3  - What  do I  do every day?
Do you often feel like saying, "I barely remember what I did yesterday, let alone two years
ago!"  You are not alone!  Recalling the service history of important parts of your utility is as
critical as planning how you will get things done in the future. CUPSS allows you to do both. It
is important to develop habits that make and keep record-keeping super easy.

       Reminder!  For help with record-keeping procedures, see Record Keeping Rules: A
       Quick Reference Guide. September 2006, EPA 8I6-F-06-033.
Let's practice developing a service record to see how easy it
can be. When maintaining a service record, you must begin by
entering in all necessary information into the task list shown at
the end of this workbook.  Use it over the  next few days to plan
and track both routine and unexpected maintenance tasks. You
can print this form from the "My Inventory"  section. Don't
forget that you'll be entering your information into CUPSS
when you're done!  Pretty soon, you'll be using CUPSS without
relying on these paper versions. But for now, let's get started
with tracking the tasks you can think of right now.
       Helpful Tip:
Institutional knowledge is
valuable! If you already
keep service records, it is
well worth spending time
each week entering them
into CUPSS!
             Remember the bigger picture!!  We understand that operating a water or
             wastewater utility is a tough job that requires a lot of brain power. To get ahead
             of the curve, it helps to plan. What preventive actions do you routinely take?
             Write down three important tasks you complete routinely, say, every quarter.
Are these written down anywhere else? Is there a record of these tasks? How do you ensure
that they are completed? The next form looks very similar to CUPSS. Begin filling it out,
starting with the three tasks above.

You can take these tasks that you've listed on the last form and enter them into your CUPSS tasks list. Just
select "Add a Task" in the "My O&M" section. Enter the Task Name and specific details about the task For an
asset-specific task, such as pressure testing your pipes, you can pick from one of the assets you've already
entered into CUPSS or you can enter a new asset. It's  best to put as much information as you can into the
system because it saves it for you. Now your tasks are in your CUPSS calendar!  CUPSS recommends many
preventive maintenance tasks and allows you to enter your own, all on this central calendar.
                                     This screen allows you to schedule one-time and recurring tasks within
                                     the 0&M section. J
                                     (*) Required Fields
                                                       (*) Required If Recurrence Exists
                                      Asset Information - Asset Associated Tasks Only
                                      Select Existing Asset Select Existing Asset
                                         Asset Category Select Asset Category
* Task Start
Length of Task
Completion Date
Staff Completed
* Recurrence End Date
* Select Recurrence
Every ll 	
Every |l
Day fl |
The Selec |

09/11/2009 v 0 Pop-u
p Reminder ^jf
1 t day(s) O
Empty v| Time |l2:OOPM | Q
Select Staff
Select Frequency

v 0
day(s) [ 1 I times/day
week(s) on Select Day
of every 1 mo
Select Day every 1
Every Select Month 1
The Sele< |
Select Day of Se


ect Month

 r Optional Parts Information
Parts Name
Parts Number
Parts Cost
Labor Malnt Cost
Select Manufacturer
Supplier V
Add new Manufacturer / Supplier

0.00 *
0.00 J
For specific details on "My O&M," see
Chapter 6 of the CUPSS User's Guide.

                           Step 4 - Where is the  money
As you've been learning, CUPSS is intended to make your job
easier. Financial decisions are one of the most important and
most difficult aspects of managing a utility. Do you know what
you will need to spend in the next 5 years? CUPSS will help.
However, before CUPSS can give you indicators of your future
financial health, it needs some information from you.

Use the next form to summarize last year's financial statement
or this year's budget. You can use the revenue and expense
categories listed or add your own.
      Helpful Tip:

Customer rates and
service related fees
should recover the full
cost of service, offset
by any grants the
system receives for
capital improvements.
Using "My Finances" keeps track of all your budgeted and actual revenues and expenses that you
expect to occur this year. It also keeps track of what your revenues and expenses were for past years.
You'll even be able to graphically display how your finances change each year by simply clicking the
"Graph It" button at the top right of this section. In addition, you'll be able to see your actual expenses
and revenues in relation to your current interest rate—without having to figure out any tough
calculations. This is a simple, yet crucial, preparation step for understanding how to recover the full
cost of doing business. Coupled with several completed asset records, you will be well on your way to
harnessing the full powers of CUPSS and long-term success of your utility.

         Check Up Program for Small Systems        Set-upiSwitchUlilil»iCreate{lseriHe|piTraininaiE*'«
  -^  "'7
    !  Home
                                                                                      Check Up
Beauty View Acres Subdivision - DW Finances J                                            Export Data | Print Blank Worksheet

 The My Finances section allows you to enter expense and revenue information in multiple common categories, Q          (*) Indicates required Fields
  General Year Information
    Select Previous Year  Select a year  v  Or'  Enter a new year  Select a year  V
                                                                     Impart Data Fran
    Enter total cash-on-hand
                                                  and interest rate
                                                                                                   Graph It
  Year Expenses and Revenue

  * Type of Cost  O
    Select a type of cost
f Budgeted Amount O    Actual Amount
                                       and Select Type of Coil   Select a type of cost
 Expense        Budgeted      Actual         Inflation Rate    I Revenue       Budgeted      Actual         Inflation Rate
 Total Enpenses:
                                                         Total Revenues:
                                                          Save and Add Another Year
                           For specific details on  "My Finances," see
                             Chapter 7 of the CUPSS  User's Guide.

                                Step 5 -  What now?
It is likely that you needed to do some searching for the
information we requested in this workbook. Maybe you
needed to ask others for help or sell your decision makers
on the process. Before you open the User's Kit, take a few
moments to list potential members of your CUPSS Team.
Most members  of your team will not use CUPSS on a day-
to-day basis but will need to be kept informed of your
progress. You might not have the ultimate authority to
make decisions, especially financial ones. Anyone who
does should be  a member of your team.

List names and phone numbers of three key team
members you would like to recruit. Bonus points for
already bringing them on board!
     Helpful Tip:

Don't forget to include
   any administrative
   personnel as team
  members. If you are
  lucky to have these
 professionals in your
water utility, you've got
   a leg up on many

For more information on creating your asset management team, see Building an Asset
Management Team Factsheet. December 2007, EPA 8I6-F-07-OI3.

To gain decision makers' interest in being a part of your asset management team, set up a
meeting to view the CUPSS and Us presentation available in the User's Kit.

For more information on asset management and CUPSS, see
Your CUPSS User's Guide, the CUPSS Training Module, and any in-person training will
complement this workbook and provide additional tips and tricks. However, completing the five
easy steps in this workbook should give you the confidence to add CUPSS to your utility's 'best
practices.'  Ready?  et! Go!

Annual Debt Payment
Annual Operating
Asset Category
Asset Inventory
Asset Management
Asset Name
Asset Status
Asset Type
Associated Asset
Associated Location
Capital Improvement
Capital Improvement
Program (CIP) Plan
Capital Reserve
The dollar amount that must be paid each year toward
retiring existing debt.
Total annual cost of operating and maintaining the water
or wastewater utility service. This does not include
savings or future draws from capital savings accounts.
A component of a facility with an independent physical
and functional identity and age (e.g. pump, motor,
sedimentation tank, main).
Where the asset best fits within your system (e.g.,
source water, distribution or collection), for
organizational purposes.
A list of assets with details about each one (installation
date, original cost, condition, and such). Also known as
an asset register.
A process for maintaining a desired level of customer
service at the best appropriate cost.
The name of the technology or equipment that is used
for your system to properly function (for example, "5th
Street Pumping Station"). See Asset.
This is how your utilities view an asset. Assets can be
active (most assets), not in use or a future investment.
You would designate an asset a "future investment" if
you would like it added to your capital improvement
The asset's functional purpose for a specific asset
category (for example, intake structure, pumping station,
transmission main, storage tank, and the like).
Assets that are directly related to a primary asset's
A location that complements an associated asset.
Funds required for the future purchase, repair and/or
alteration to or for an asset, structure, or major pieces
of equipment.
A plan that projects and assesses which projects
(including asset improvements, repairs, replacements,
and such) need to be completed in the future.
Funds set aside to fund capital improvements (i.e. future

Cash on Hand
Consequence of Failure
Debt Payment
Debt Ratio
Emergency Reserve
Expected Useful Life
Expense Ratio
Financial Assets
purchase, repair and/or alteration to or for an asset,
structure, or major pieces of equipment).
The amount of cash that is available to the system within
a 24 hour period.
The current condition, in your opinion, of an asset based
on age and physical functionality (ranging from poor to
The real or hypothetical results associated with the
failure of an asset.
The dollar amount that must be paid each year toward
paying down or retiring existing debt.
Debt Ratio =Total Liabilities / Total Assets
The debt ratio measures the amount of debt being used
by the organization. A ratio of 0.6 means that 60% of
operations have been financed with debt and the
remaining 40% has been financed by equity.
Funds set aside for unexpected repairs and
replacements. CUPSS recommends that utilities work
towards an emergency reserve balance of 25% of its
annual operating expenses.
The average amount of time, in years, that a system or
component is estimated to function when installed new.
Money spent by the utility to continue its ongoing
Expense Ratio = Operating Expense / Total Expense
The expense ratio measures the amount of operating
expenses compared to total expenses. A high ratio
indicates that most expenditures are for operations -
leaving the remaining balance for non-operating costs
(such as debt service, capital improvements, etc.). If the
non-operating balance is small, then the utility is not
likely to meet all of its capital-related expenses, which
may cause the system to deteriorate more rapidly.
Intangible assets such as cash and bank balances.
The amount, as a percent, a community's demand for
water or wastewater treatment has increased or
decreased. This value will be used to adjust future
revenues and expenses.
The anticipated rate of increase in the price level of
goods and services.

Interest Rate
Level of Service
Maintained According to
Factory Recommendation
Operating Expenses
Operating Ratio
Original Cost
Probability of Failure
Replacement Cost
Revenue Surplus/Deficit
A rate which is charged or paid for the use of money.
Note: Do not include a percentage sign.
The characteristics of system performance such as how
much, of what nature, and how frequently, with regard to
the system's service.
The financial obligations for which the utility is
The frequency of routine maintenance as recommended
by the manufacturer.
Total annual cost of operating and maintaining the water
or wastewater utility service. This does not include
savings or future funds withdrawal from capital savings
accounts. Operating expenses include maintenance,
equipment, salaries, wages, benefits, supplies, chemicals,
contracts, utilities, monitoring, testing, emergency, rent,
mortgage, insurance, services, training costs, billing costs,
fees, and security costs.
Operating Ratio = Operating Revenue / Operating
The operating ratio demonstrates the relationship
between operating revenues and operating expenses. A
high ratio indicates that the organization has operating
efficiency by keeping expenses low relative to revenue.
The amount paid for the initial purchase of an asset.
The chance an asset will fail based on the percent of
effective life consumed and redundancy.
Spare assets that have the ability to do the same job, if a
failure of the primary asset were to occur.
How much will it cost to replace the asset, if required
Funds earned by the system through the sale of water or
by other means.
The difference between the total cost of doing business
and the funds received from fees, loans and grants, and
interest earned from any accounts. If the result is zero
or greater, the utility is taking in enough money to fully
recover its costs and have a surplus. If the result is less
than zero, the utility will not cover all costs and
therefore will have a deficit.
The potential for realization of unwanted adverse
consequences or events.

Routine Maintenance Cost
Sales Ratio
Savings Withdrawal
Total Annual Cost of
Doing Business
How much does it cost for a single routine maintenance
activity to be performed on the asset?
Sales Ratio = Sales / Total Revenue
The sales ratio measures the percentage of total revenue
that is made up of sales from operations. A low ratio
indicates that the organization is overly reliant on
outside funding.
A fixed amount of money removed from the savings
account of the utility to help pay for capital
improvement items or other planned or unplanned
The total annual operating expenses plus the required
total annual reserve contributions to reserve funds.

                       Inventory  List (Drinking Water)
Asset Name
Associated Asset
                                         Associated Location
Asset ID (optional)
                                         Asset Size (optional)
Storage Capacity in Days (optional)
                                         LF (optional)
Acres (optional)
Asset Category
Source  a Pumping Facility  Q Treatment  Q Storage
Asset Type
   Wells and Springs
   Intake Structures
   Pumping Equipment
   Concrete & Metal
    Storage Tanks
   Transmission Mains
   Distribution/ Collection
                          Computer Equipment/
                          Motor Controls/Drives
                          Service Lines
                                                Treatment Equipment
                                                Tools and Shop
                                                Security Equipment
Q Galleries and Tunnels
Q Meters
a Raw Water Reservoirs
Q Generators
Q Liquid Waste Handling &
a Solid Waste Handling &
a Wells
a Springs
a Other
Asset Status
            Not in Use - Abandoned   [3 Not in Use - Back Up  [3 Future Investment
Can this Asset be Repaired? Q Yes
                                               Can this Asset be Rehabilitated?  a Yes a No
Asset Replaced (optional):
                                                 Show asset in schematic? Q Yes
                        Fair (Average)   Q Poor
                                                  Very Poor
Is the asset maintained according to manufacturer's recommendations?  [3 Yes
Consequence of Failure
  Insignificant - CoF of 2  Q Minor - CoF of 4
  Major - CoF of 8 a Catastrophic - CoF of 10
                                            Moderate - CoF of 6
  0% Backup  a 50% Backup   a 100% Backup    a 200% Secondary Backup
Installation Date
Expected Useful Life
                                         Original Cost
                                         Replacement Cost
Routine Maintenance Costs
Q per/day Q per/week Q per/month Q per/year Q lifetime
Optional Information
Frequency of Routine Maintenance

Model Number

Supplier Name

City, State, Zip

Fax Number

Start Date



Phone Number

Asset Latitude/Longitude


                      Inventory List (Wastewater)
Asset Name
Associated Asset
Asset ID (optional)
Storage Capacity in Days (optional)
Acres (optional)
                          Associated Location
                          Asset Size (optional)
                          LF (optional)
Asset Category
  Pumping Facility   Q Treatment   Q Storage    Q Collection    Q Other
Asset Type
   Pumping Equipment
   Concrete & Metal
    Storage Tanks
   Transmission Mains
  I Computer
            Motor Controls/Drives
            Service Lines
            Treatment Equipment
            Collection Mains
                                            Q Lab/ Monitoring
                                            Q Tools and Shop
                                            Q Transportation
                                            LI Security Equipment
                                            a Land
                                            LI Sewers
                                            Q Pressure Pipework
a Galleries and Tunnels
Q Meters
a Generators
Q Liquid Waste Handling
  & Disposal
a Solid Waste Handling &
Q Digester
a Other
Asset Status
  Active   Q Not in Use - Abandoned   Q Not in Use - Back Up   Q Future Investment
Can this Asset be Repaired? a Yes  a No
                                 Can this Asset be Rehabilitated?  a Yes  a No
Asset Replaced (optional):
                                 Show asset in schematic? Q Yes
                         Fair (Average)   U Poor   U Very Poor
Is the asset maintained according to manufacturer's recommendations?
                                                                           a No
Consequence of Failure
Q Insignificant - CoF of 2  Q Minor - CoF of 4
Q Major - CoF of 8 Q Catastrophic - CoF of 10
                               Moderate - CoF of 6
  0% Backup  a 50% Backup   a 100% Backup   a 200% Secondary Backup
Installation Date
Expected Useful Life
                          Original Cost
                          Replacement Cost
Routine Maintenance Costs
Q per/day Q per/week Q per/month Q per/year Q lifetime
Optional Information
Frequency of Routine Maintenance

Model Number

Supplier Name

City, State, Zip

Fax Number

Start Date



Phone Number

Asset Latitude/Longitude


New Task
Staff Assigned Task Name

Task Type
Q Monitoring Q Routine Maintenance Q Repair Q Rehabilitation Q Replacement Q Other
Is this task planned? Q Yes Q No
Is this a Capital Improvement Project? Q Yes Q No
Task Details

Task Notes

Cost of the Task
Percent of Task Deferred Maintenance
For Asset-related Tasks
^ ~-^^^^^^^^^^^^^^^^^^^^—
Asset Name

Q Excellent Q Good Q Fair (Average) Q Poor Q Very Poor
Is the asset maintained according to manufacturer's recommendations? Q Yes Q No
For Monitoring Tasks

Amount Unit Date Time

Task Start-End Date

Q Daily a Weekly QMonthly
Recurs every
day(s) time(s) / day

Day of every month (s)

(Month) (Day of month)

Recurrence End Date
Optional Parts Information
Parts Name
Parts Number
Parts Cost
Labor Maintenance Costs
Completed Date \ Time Staff Completed

Length (days)
Q Annually

week(s) on (Day of week)

(Week of month) (Day of week) every month(s)

(Week of month) (Day of week) of (Month)


Cash on Hand
Interest Rate
Revenue from user rates
Revenue from grants
Revenue from loans/bonds
Transfer from reserve fund
Other Revenues (Total)
Q One-time fees $ Q Contract sales $
Q Bulk sales $ Q Product sales $
Q Ad Valorem tax $
Total Revenue

Operating Expenses (Total)
Q Maintenance $ Q Equipment
Q Salaries, Wages, Benefits $ Q Supplies
Q Chemicals $ Q Contracts
Q Utilities $ a Monitoring & Testing
Q Emergency $ Q Rent or Mortgage
Q Insurance $ Q Services
Q Training Costs $ Q Billing Costs
Q Fees $ a Security
a 2 Post Office Boxes $ a Publications and Elections
Q Taxes $
Capital Improvements
Q Storage Tank
Debt Payment
Capital Reserve Contribution
Emergency Reserve Contribution
Total Expenses