^osr-%
%
pR(ffc
Asset Management:
A Handbook for Small Water
Systems
One of the Simple Tools for Effective
Performance (STEP) Guide Series
i
-------
Office of Water (4606M)
EPA 816-R-03-016
www.epa.gov/safewater
September 2003
-------
Contents
Is This Guide for Me? 2
What Will I Learn? 3
How Can Asset Management Help Me? 4
What Is Asset Management? 5
How Does Asset Management Relate to Strategic Planning? 6
What Is the Asset Management Process? 7
Step #1 - How Do I Inventory My Assets? 8
Introduction to the System Inventory Worksheet 9
EXAMPLE System Inventory Worksheet 12
Step #2 - How Do I Prioritize My Assets? 14
Introduction to the Prioritization Worksheet 15
EXAMPLE Prioritization Worksheet 18
Step #3 - How Do I Plan for the Future? 20
Introduction to the Required Reserve Worksheet 21
EXAMPLE Required Reserve Worksheet 24
Step #4 - How Do I Carry Out This Plan? 26
Introduction to the Budgeting Worksheet 27
EXAMPLE Budgeting Worksheet 30
Step #5 - What Should I Do Next? 32
Appendix A: Worksheets 33
Appendix B: Sources of Financial Assistance to Drinking Water Systems 37
Appendix C: Introduction to GASB 34 38
Appendix D: Other Resources 40
-------
Is This Guide for Me?
This guide is designed for owners and operators of small community water systems (CWSs). CWSs include all systems (both publicly and privately
owned) with at least 25 year-round residential customers or 15 year-round service connections. Typical systems that may find this guide useful include:
¦ Small towns ¦ Tribal systems
¦ Rural water districts
This guide presents basic concepts of asset management and provides the tools to develop an asset management plan. Very small CWSs may have
some difficulty in completing some of the worksheets included in this booklet, while medium CWSs may find the worksheets too simple for their needs.
Due to each system's particular circumstances, the time and effort needed to develop the plan will vary. Building a team, made up of your operator, board
members, owners, assistance providers, and state drinking water staff, will help you develop an effective and complete plan.
State and Regional Tribal Capacity Development Program Coordinators are available to help you understand the concepts covered in this guide and
complete the accompanying worksheets. They can also provide additional asset management tools and offer resources to help implement an asset
management plan. Contact your Capacity Development Program for more information. Contact information is provided in Appendices E and F.
You may download this guide from EPA's Safe Drinking Water Website at https://www.epa.gov/dwcapacity/simple-tools-effective-performance-
step-guide-series.
EPA has developed a simpler asset management booklet for homeowners' associations and manufactured home communities called "Taking Stock
of Your Water System" (EPA816-K-03-002). You can obtain this booklet by downloading it from EPA's Safe Drinking Water Website at https://
www.epa.gov/dwcapacity/simple-tools-effective-performance-step-guide-series.
2
-------
What Will I Learn?
As a drinking water system owner or operator, your most important job is delivering safe and secure drinking water to your customers. Part of providing
safe and secure drinking water is taking care of your system's facilities and equipment and planning for any needed rehabilitations and replacements. An
asset management plan will help you meet these goals in an efficient and cost-effective manner.
This guide will heip you by providing information about:
¦ How asset management can help improve your system's financial health and ability to
provide safe drinking water.
¦ How asset management fits into the development of an overall plan for your system's
future (i.e., strategic planning).
¦ How to complete a five-step asset management process including:
~ Conducting a thorough asset inventory.
~ Prioritizing the rehabilitation and replacement of your assets.
~ Developing an annual estimate of needed reserves and an annual budget.
~ Implementing the asset management plan.
~ Reviewing and revising the asset management plan.
The worksheets and other information in this guide will also help you begin to develop an overall strategy for your system. Using this guide along with
EPA's "Strategic Planning: A Handbook for Small Water Systems" (https://www.epa.gov/dwcapacity/simpie-toois-effective-performance-step-guide-
series) will help you develop, implement, and receive optimal benefit from an asset management plan that fits in with your system's overall strategy.
A water tower that has exceeded its useful life!
3
-------
How Can Asset Management Help Me?
Applying the practices recommended in this guidebook will help you improve the management of
your system by:
¦ Increasing your knowledge of your system, which will allow you to make better financial
decisions. This is useful information when considering options to address various system
challenges such as meeting regulatory requirements or upgrading system security.
¦ Reducing system "down-time" and the number of emergency repairs, since you will have
planned for the replacement and rehabilitation of your assets.
¦ Prioritizing rehabilitation and replacement needs and providing time to research cost-effective
alternatives.
¦ Showing investors and the public that you are using their money effectively and efficiently,
which may make them more likely to increase investment or tolerate rate increases.
¦ Giving you greater access to financial assistance. Some funding sources give applicants
extra credit (higher priority ratings) for having an asset management plan or a capital
improvement plan.
For additional information on funding sources, see Appendix B. Your State or Regional
Capacity Development Program can also provide assistance to heip you develop and
implement an asset management plan, and those contacts can be found here: https://
www.epa.gov/dwcapacity/find-epa-capacity-developrnent-contact.
4
-------
What Is Asset Management?
Asset management is a planning process that ensures that you get the most value from each of
your assets1 and have the financial resources to rehabilitate and replace them when necessary.
Asset management also includes developing a plan to reduce costs while increasing the efficiency
and the reliability of your assets. Successful asset management depends on knowing about your
system's assets and regularly communicating with management and customers about your
system's future needs.
You should thoroughly review your asset management plan at least once a year, noting any
relevant changes. Throughout the year, you should keep a running list of items to consider or
include in the annual update.
What Is the Governmental Accounting Standards Board's Statement #34?
The Governmental Accounting Standards Board's Statement #34 (GASB 34) revises several accounting and financial reporting practices for state
and local governmental entities including publicly-owned water systems. If your water system is publicly owned, you will need to follow GASB 34
requirements to obtain a "clean opinion" (i.e., a good credit rating) from an auditor. Without a clean opinion, you may face higher interest rates on
loans and bonds and may be more closely scrutinized by regulators and public officials. Following GASB 34 standards will require publicly-owned
water systems to report the value of infrastructure assets and the cost of deferred maintenance. An accurate and up-to-date asset management
plan will help you comply with this requirement. See Appendix C for more information on GASB 34.
Note: If you operate a privately owned water system, you do not need to comply with GASB 34. However, complying with generally accepted
accounting principles (GAAP) makes sense for any system. Visit the Financial Accounting Standards Board (FASB) at www.fasb.org for more
information on GAAP for private entities.
1 In this guide, an "asset" is any building, tool, piece of equipment, furniture, pipe, or machinery used in the operation of your system.
5
-------
How Does Asset Management Relate to Strategic Planning?
The U.S. drinking water industry faces many key challenges in the 21st century, such as replacing aging infrastructure, addressing security concerns, and
complying with new regulations. Depending on the circumstances of your system, you may need to make changes to the operation of your system.
Strategic planning is a management concept that helps you address and prepare for both anticipated and unexpected problems. Strategic planning
utilizes asset management to evaluate your system's current physical situation, and it also evaluates your system's financial and managerial situation. It
requires you to make fundamental decisions about your water system's purpose, structure, and functions.
In order to make Strategic Planning work for your water system, you need to collect the information that will allow you to make intelligent, informed
decisions about your system's future. Developing an asset management plan can provide you with some of that information. For more information on
Strategic Planning, see Strategic Planning: A Handbook for Small Water Systems at https://www.epa.gov/dwcapacity/simple-tools-effective-performance-
step-guide-series, or contact your State or Regional Tribal Capacity Development Program Coordinator.
'uatic
MTtftlMQ
»OINI
6
-------
What Is the Asset Management Process?
Asset management consists of the following five steps:
1 Taking an inventory. Before you can manage your assets, you need to know what assets you have and
¦ what condition they are in. This information will help you schedule rehabilitations and replacements of
your assets.
2 Prioritizing your assets. Your water system probably has a limited budget. Prioritizing your assets will
¦ ensure that you allocate funds to the rehabilitation or replacement of your most important assets.
3 Developing an asset management plan. Planning for the rehabilitation and replacement of your assets
¦ includes estimating how much money you will need each year to maintain the operation of your system
each year. This includes developing a budget and calculating your required reserves.
4 Implementing your asset management plan. Once you have determined how much money you will
¦ have to set aside each year and how much additional funding (if any) you will need to match that amount,
you need to work with your management and customers and with regulators to carry out your plan and
ensure that you have the technical and financial means to deliver safe water to your customers.
5 Reviewing and revising your asset management plan. Once you have developed an asset
¦ management plan, do not stick it in a drawer and forget about it! Your asset management plan should be used to help you shape your operations.
It is a flexible document that should evolve as you gain more information and as priorities shift.
This guidebook provides information and worksheets that will help you complete all five steps. As you work your way through this guidebook, you should
remember that the suggestions provided and the results you develop based on the worksheets are not set in stone. You should adjust your plan based on
your own experience and the particular characteristics of your system. In addition, you should reevaluate your plan every year, updating each of the
worksheets provided in this booklet.
Contact your State or Regional Tribal Capacity Development Program Coordinator for more information or assistance. Other sources of information on
asset management are listed in Appendix D of this guide.
VCH«L£8rER.ol '
V c/Ua
-------
Step #1 - How Do I Inventory My Assets?
Before you can manage your assets, you need to know what you have, what condition
it is in, and how much longer you expect it to last. To complete an inventory, list all your
assets and collect the following information for each:
1. Condition
2. Age
3. Service history
4. Useful life
The worksheets on the following pages will help you develop an asset inventory and
keep track of important information. Detailed instructions are provided.
Inventorying your assets can be an intensive job. Get the best information that you can, but don't get bogged down in this step and use estimates where
needed. If you keep up with an asset management program, new information will become available as assets get replaced or rehabilitated, and your
inventory of assets will improve.
You may want to keep track of your assets on a computer spreadsheet or use
custom software. Appendix D includes information on other asset management
resources.
Remember!
The worksheets in this guide could contain sensitive information about your water system. Make sure you
store these worksheets, as well as all other asset information about your system, in a secure location.
8
-------
Introduction to the System Inventory
Worksheet
The following System Inventory Worksheet will help you:
¦ Identify all of your system's assets;
¦ Record the condition of your assets;
¦ Record the service history of your assets;
¦ Determine your assets' adjusted useful lives;
¦ Record your assets' ages; and,
¦ Estimate the remaining useful life of each of your assets. Usually, there are two steps to
estimating useful life:
1. Determine the expected useful life by using the manufacturer's
recommendations or the estimates provided in the box to the right. Adjust these
numbers based on the specific conditions and experiences of your system.
2. Calculate an adjusted useful life by taking into account the service history and
current condition of your asset.
Two copies of the worksheet are provided. The first copy is followed by instructions that will
help you understand how to complete it. The second worksheet is an example. Appendix A
has blank worksheets that you can photocopy and use.
9
Estimated Useful Lives
Expected Useful
Asset
Life (in years)
Intake Structures
35-45
Wells and Springs
25-35
Galleries and Tunnels
30-40
Chlorination Equipment
10-15
Other Treatment Equipment
10-15
Storage Tanks
30-60
Pumps
10-15
Buildings
30-60
Electrical Systems
7-10
Transmission Mains
35-40
Distribution Pipes
35-40
Valves
35-40
Blow-off Valves
35-40
Backflow Prevention
35-40
Meters
10-15
Service Lines
30-50
Hydrants
40-60
Lab/Monitoring Equipment
5-7
Tools and Shop Equipment
10-15
Landscaping/Grading
40-60
Office Furniture/Supplies
10
Computers
5
Transportation Equipment
10
Note: These numbers are ranges of expected
useful lives drawn from a variety of sources. The
ranges assume that assets have been properly
maintained.
-------
System Inventory Worksheet
Date Worksheet Completed/Updated: |
2 Asset
^Expected
Useful Life
4 Condition
^Service History
^ Adjusted
0Useful Life
7 Age
r Remaining
^Useful Life
10
-------
Using the System Inventory Worksheet
This section presents instructions for completing the System Inventory Worksheet. Each step presented here corresponds to a numbered section of the
sample worksheet on page 10.
Step #1
Step #2
Step #3
Step #4
Step #5
Enter the date.
¦ Circle whether you are completing or updating the
worksheet and fill in the date. You should update this
worksheet at least once a year. You can either make
minor adjustments to the worksheet as the condition of
your assets change, or start a new worksheet each
year.
Identify your assets.
¦ Write in each of your system's assets. Be as specific
as possible by providing location, manufacturer, or
some other identifier for each asset. List separately
assets made of different materials or installed at
different times. For example, you might list a section of
your distribution system as "10-inch PVC on Main St."
You can make a copy of this worksheet if you need
more room to list assets.
Fill in expected useful life.
¦ Use the manufacturer's recommendation or the list
provided in the box on page 9 to enter the expected
useful life for each asset.
Describe assets' condition.
¦ Briefly describe the condition of each asset. Focus
especially on conditions that may influence the useful
life (for example, rust or broken parts).
Describe service history.
¦ Briefly describe the service history of each asset.
Include routine maintenance activities as well as any
repairs and rehabilitations. List how often you have
made repairs and rehabilitations.
Step #6
Step #7
Step #8
Estimate the adjusted useful life for each asset.
¦ Using the Expected Useful Life (step 3) as a guide,
estimate the adjusted useful life for each of your assets
by considering its current condition (step 4) and its
service history (step 5).
¦ If your asset is in poor condition, has not been properly
maintained, or faces other challenges (poor water or
soil quality, excessive use, etc.), then the adjusted
useful life is likely to be less than the lower end of the
expected useful life range.
¦ If your asset is in good condition, has been properly
maintained, and faces average water quality, then you
can use the average useful life value. However, you
may want to use the lower end of the range to be more
conservative and help ensure that you are prepared to
replace the asset.
Record age.
¦ For each asset, fill in how long the asset has been in
use. If the asset has been previously used by another
system, you should list the total age, not just the length
of time your system has used it.
Calculate the remaining useful life.
¦ For each asset, calculate the remaining useful life by
subtracting its age (step 7) from its adjusted useful life
(step 6).
11
-------
Example System Inventory Worksheet
Date WorksheqjTCompleted/
Updated: 8/14/0
Asset
Expected
Useful Life
Condition
Service History
Adjusted
Useful Life
Age
Remaining
Useful Life
Weill (1993)
30
Gjoxyd/
30
9
21
Weill pump
10
Gjoxyd/
Kebab- (1996)
10
9
1
WeH2 (1993)
30
Gjoxyd/
30
9
21
Well/ 2 pump
10
Gjoxyd/
Rehah- (1998)
10
9
1
Pujmphow&e/ (1993)
30
Gjoxyd/
30
9
21
Electrical/
oowiporieYity
10
Some/ oorrcryio-n/
Rehab- (1994)
10
9
1
Chlortv\ator (1993)
10
Gjoxyd/
Kebab- (1998)
5
3
2
Storage/ta^\h 1 (1993)
40
Gjoxyd/
Kebab-(2000) •
$17,000
40
9
31
Storage/tcwh2 (1993)
40
Gjoxyd/
Rehab- (2000) ~
$17,000
40
9
31
Storage/tank/ 3 (2000)
40
Ahnoyt new
40
2
38
V iytributlcm/ Syytewi/:
Hydravxty (15)
40
Unknown/
40
9
11
Valve^y (45)
40
Uviknown/
6 valves dorv't worh
40
9
11
6~iyich/(PVC)
60
Uviknown/
60
9
51
4~i*ich(PVC)
60
Uviknown/
60
9
51
2~vnzh/(PVC)
60
Uviknown/
Repair breahy (2/year)
60
9
51
12
-------
Explanation of Example System Inventory Worksheet
A small, municipally-owned water system serving 750 service connections has decided to develop an asset management plan. A neighboring water
system recently negotiated very good interest rates on a loan to fund distribution pipe replacement due in part to their asset management plan. This
inspired the managers of this system to develop their own asset management plan.
In addition, the municipality plans to begin significant road work sometime in the next five years. The water system managers have been asked to
determine whether any of the pipes under the roads scheduled to be repaired will need to be replaced in that time frame.
As a first step, the system operator develops a list of the system's assets and evaluates the condition of each asset. To differentiate the assets, the
operator includes the year that some of the assets were installed. Although he does not have comprehensive information about every asset on the list,
there is enough information to begin assessing the overall health of the system.
Note that although the estimated useful life for a chlorinator is 10 years (see the box on page 9), the operator of this system knows that they had to
replace their previous chlorinator after only 5 years. He adjusts the useful life for the chlorinator from the estimated 10 years to a more conservative 5
years. He uses the manufacturers' recommendations as the useful life for the hydrants, valves, and PVC pipes.
Upon completing the System Inventory Worksheet, the system managers notice that they will have to replace a significant number of their assets starting
next year and then about every ten years (11, 21, and 31 years from now). They begin to consider whether spacing the projects out over two or three
years is possible, or if they will need to replace these assets in the same year.
In addition to the System Inventory Worksheet, the other worksheets in this guide will help the system managers prioritize the assets and determine how
much money they will need to set aside each year to meet the financial demands of replacing them when necessary.
13
-------
Step #2 - How Do I Prioritize My Assets?
Once you have inventoried your assets, your next step will be to prioritize your assets based on
their importance to your system. Prioritization means ranking your system's assets to help you
decide how to allocate resources. Factors involved in prioritization include:
¦ How soon will you have to replace an asset (its remaining useful life).
¦ How important the asset is to the provision of safe drinking water (its impact on public health).
¦ How important the asset is to the operation of the system (can other assets do the same job?).
A water system is often one of many responsibilities of a community or municipality. Other factors
can influence which water system projects are funded and when they are completed. For
example, in many small communities, distribution system rehabilitation and replacement is tied to
the road repair schedule and budgeting. Developing an asset management plan and prioritizing
your assets will help you determine when you should replace your assets so as to not jeopardize
water delivery, but you may have to work with your community or municipality to develop a
replacement schedule that works for all parties.
Ideally, an asset management plan will help you forecast your financial needs well into the future
and develop a rehabilitation and replacement schedule appropriate for your system's priorities.
An Example Prioritization
Scheme
There is no one correct way to prioritize your
assets. Most often, assets are prioritized based
on their remaining useful life. However, this is
not the only way to prioritize your assets and
may not be the best way for your system.
One possible prioritization scheme, in order
from most critical assets to the least critical:
1. Existing threat to public health, safety, or
environment;
2. Potential public health, safety, or
environmental concern;
3. Internal safety concern or public nuisance;
4. Improved system operations &
maintenance (O&M) efficiency; and
5. It would be nice to have...
14
-------
Introduction to the
Prioritization Worksheet
The following Prioritization Worksheet will help you:
¦ Consider the redundancy and importance of each of your system's
assets; and,
¦ Prioritize your assets based on their remaining useful life, redundancy,
and importance.
Two copies of the worksheet are provided. The first copy is followed by
instructions that will help you understand how to complete it. The second
worksheet is an example. Appendix A has blank worksheets that you can
photocopy and use.
15
Things to Keep In Mind
¦ Assets with a shorter remaining useful life should have a
higher priority, as you will have to replace these assets
sooner.
¦ Assets that are more important to your ability to deliver
safe water should have a higher priority, because your
water system relies on these assets to deliver safe water.
¦ Assets for which there is less redundancy should have a
higher priority, because your system will have trouble
continuing to operate without them.
¦ The "big picture," or how your community is planning
development, is important to your operating plans and your
prioritization decisions. For example, if the replacement of
distribution system pipes is tied to road repairs, and the
road repairs are delayed, water system improvements will
also be delayed.
¦ Any engineering master plans, capital improvement plans
(CIPs), or comprehensive performance evaluations (CPEs)
done for your system.
-------
Prioritization Worksheet
Date Worksheet Completed/Updated:^
^ Asset
/^Remaining
^Useful Life
^ Importance
^ Redundancy
Priority
0(1 is high)
16
-------
Using the Prioritization Worksheet
This section presents instructions for completing the Prioritization Worksheet. Each step presented here corresponds to a numbered section of the
sample worksheet on page 16.
Step #1
Step #2
Step #3
Step #4
Step #5
Enter the date.
¦ Circle whether you are completing or updating the
worksheet and fill in the date. You should update this
worksheet at least every year. You can either make
minor adjustments to the worksheet as your priorities
change or problems are addressed, or start a new
worksheet each year.
List your assets.
¦ Copy your list of assets from step 2 of the System
Inventory Worksheet.
Enter assets' remaining useful life.
¦ For each of your assets, copy the remaining useful life
from step 8 of the System Inventory Worksheet.
Describe assets' importance.
¦ Briefly describe the importance of each of the assets to
the operation of your system and the protection of
public health. Assets that are required in order to keep
the system running are usually more important than
those that just make operation more efficient.
Describe assets' redundancy.
¦ Briefly describe the redundancy of each of the assets.
Are there assets that can do the same job, even if they
cannot do it as well?
Step #6
Evaluate assets' priority.
¦ Considering remaining useful life, importance,
redundancy, and any other important factors, rank your
assets in terms of how important it is to reserve money
for them. Write "1" next to the asset with the highest
priority, "2" next to the asset with the next highest
priority, and so on. You may find that you have more
than one asset with the same level of priority. You can
assign the same ranking to all assets with the same
priority.
¦ Assets with a shorter remaining useful life should
have a higher priority (lower number) because you will
need to rehabilitate or replace them relatively soon.
¦ Assets that are more important to your ability to
deliver safe water should have a high priority (lower
number), because of public health protection goals.
¦ Assets for which there is less redundancy should
have a high priority (lower number), because your
system will have trouble continuing to operate without
them.
17
-------
EXAMPLE Prioritization Worksheet
Date Workshe^Completed/J)pdated: 8/14-/02
Asset
Remaining
Useful Life
Importance
Redundancy
Priority
(1 is high)
Wei11 (1993)
21
Needed; for £ervCce^
Other well, but needy backup
6
Weill pump
1
Needed/for £ervCce^
Other well, but need/ bachup
3
Well/2 (1993)
21
Needed/for £ervice/
Other well, but need/ bachup
6
Well 2 pump
1
Needed/for £ervice/
Other well/, but need/ bachup
3
PujmpKow&e' (1993)
21
Needed/for £ervice/
Other well, but needy backup
6
El&ctrlccd/ oowiponerdry
1
Needed/for control
No-redwndcvncy - corro^icm/
2
ChXorwxator (1993)
2
Mandatory
No-redwndcwicy ~ need/backup
1
Storage/tcwh 1 (1993)
31
Need/for {ire/flow andydewiand/
Other tanhy
6
Storcu^tank/2 (1993)
31
Needy for {ire/flow andydewiand/
Other tarihy
6
Storage/tcovih 3 (2000)
38
Needy for fire/flow and/dewiandy
Other tanhy
6
V iytributlcm/ Syytewi/:
Hydrcovxty (15)
11
Needed/for publics safety
Other hydravity
5
VcCUvefr (45)
11
Needed/for isolation/
Other vcdsv&y, but yome/ ewe/
out of service/
4
6-LArdh (PVC)
51
Needed/for deUA/ery
No-redwndcvncy
6
^-LArdh(PVC)
51
Needed/for deWvery
No-redw/\dcvncy
6
2-LArdh (PVC)
51
Needed/for deUA/ery
No-redw/\dcvncy
6
18
-------
Explanation of Example Prioritization Worksheet
Once the water system operator completes the System Inventory Worksheet (see page 12), he begins to work with the system managers to prioritize the
assets. A number of assets will require attention within the next five years. These assets are given the highest priority.
Even though the chlorinator has a longer remaining useful life than both well pumps and the electrical components, the system managers have assigned
the chlorinator the highest priority. The delivery of safe drinking water and the system's compliance with drinking water regulations depends on the
chlorinator. The managers have also assigned a high priority to both well pumps and the electrical components of the pumphouse since consistent and
adequate water delivery will be in jeopardy if these items are not replaced.
Deciding whether to assign the chlorinator, the pumps, or the electrical components a higher priority was a difficult decision, as all are integral to the
operation of the water system. The managers know they will have to replace all of these assets if they expect to continue to provide their customers with
safe drinking water. By completing the prioritization worksheet, however, the managers gave themselves some time to properly evaluate the situation,
collect the necessary resources, and replace all critical assets according to a schedule that will work for the system.
The Prioritization Worksheet also helps the managers forecast future needs and allocate resources. The managers are able to inform the municipality
that the distribution pipes will not require replacement for another 50 years. By not replacing the pipes before the end of their useful lives, the funds that
might have been allotted to the pipe-replacing project can now be assigned to more critical projects, such as replacing the chlorinator.
The managers will need to decide how to fund the necessary rehabilitations or replacements. Based on the System Inventory Worksheet, many of the
system's assets will require major rehabilitation or replacement every 10 years. The remaining worksheets in this guide will help the system managers
determine how much money they will need to reserve each year and whether current revenues can cover the costs of on-going operation and
rehabilitation and replacement of all of these assets. If current revenues are insufficient, they will need to seek additional sources of funding.
19
-------
Step #3 - How Do I Plan for the Future?
Now that you have prioritized your assets, you will have to determine how much it will cost to rehabilitate and replace them as they deteriorate. To
properly protect public health and deliver safe water, you need to rehabilitate and replace your assets in addition to operating your water system. Many
systems will need considerable lead-time to budget and gather the necessary funds. By developing an asset management plan, you will be able to
allocate your resources in the most efficient way.
The Required Reserve Worksheet on the next few pages will lead you through the steps
necessary to determine how much money you need to put in reserve each year (for the next
five years) to fund your highest priority activities. This reserve should be protected from
other use.
The worksheet will give you an idea of how much money you should set aside to fund your
reserve account this year. Changes in your system's finances and costs of new assets can
change from year to year. It is important that you update this worksheet every year. This
will ensure that you have enough reserves to cover necessary rehabilitations and
improvements. This worksheet only helps account for additional funds you will need to
rehabilitate or replace your assets. Standard O&M costs (e.g., chemicals for disinfection)
are not included in the calculations on this worksheet.
Remember that while the total reserves needed each year may at first seem overwhelming, it is easier to put aside $500 a year to replace a storage tank
than to pay $20,000 to replace it when it fails. Step #4 will discuss some of your system's options for raising revenues to carry out your asset
management plan. Contact your State or Regional Tribal Coordinator for additional ideas on funding options available to your system.
Remember!
A preventive maintenance program will allow you to maximize the useful lives of your assets and can help you avoid problems and cut down or delay
replacement costs. Contact your State or Regional Tribal Coordinator for more information on developing and implementing a preventive
maintenance program.
20
-------
Introduction to the Required Reserve Worksheet
The following Required Reserve Worksheet will help you calculate the amount of money that you will need to set aside every year (your annual reserve) to
pay for the rehabilitation and replacement of your assets. Standard O&M costs are not included.
The worksheet asks for the estimated cost of rehabilitation and replacement activities associated with your highest-priority assets. Remember to gather
information on all of the costs associated with rehabilitation and replacement such as equipment purchase, installation, pilot tests, labor charges, clean up,
and disposal of the replaced asset. To determine your estimated costs, you can:
¦ Ask local contractors and businesses for estimated costs.
¦ Contact equipment manufacturers.
¦ Talk to neighboring systems about the cost of their rehabilitations or replacements.
¦ Discuss this with your state, tribal, or local technical assistance organization.
This worksheet can be used to estimate your annual reserves for the next five years. The worksheet uses a five year forecast to help you think about and
begin financial planning for your short-term future needs. Although several of your assets will have remaining useful lives considerably longer than five
years, it is unlikely that you will be able to forecast your water system's situation much farther into the future. You should update the worksheet at least
once a year because your system is likely to experience changes in costs, budgeting, and funding.
Two copies of the worksheet are provided. The first copy is followed by instructions that will help you understand how to complete it. The second
worksheet is an example. Appendix A has blank worksheets that you can photocopy and use.
21
-------
Required Reserve Worksheet1
Date Worksheet Completed/Updated: | E.
Asset (list from highest to
lowest priority)
^ Activity
^ Years until
action needed
Cost ($)
Reserv^fequired
current year
Total reserve in the current year
'/
1 Note: The Required Reserve Worksheet only helps you account for the additional funds you will require to rehabilitate or replace your asset. Standard
O&M costs are not included in this calculation.
22
-------
Using the Required Reserve Worksheet
This section presents instructions for completing the Required Reserve Worksheet. Each step presented here corresponds to a numbered section of the
sample worksheet on page 22.
Step #1
Step #2
Step #3
Step #4
Enter the date.
¦ Circle whether you are completing or updating the
worksheet and fill in the date. You should update this
worksheet at least once a year. You can either make
minor adjustments to the worksheet, or start a new
worksheet each year.
List your prioritized assets.
¦ List the assets from the Prioritization Worksheet. List
the assets in order, with the highest priority assets
(lowest number) first.
List activities.
¦ For each asset, list the rehabilitation and replacement
activities that you expect to perform over the next five
years. Provide enough detail for each activity so that
you can determine the cost of the activity.
Estimate years until action needed.
¦ For each activity, fill in the number of years before you
will need to do that task.
¦ For annual activities, enter "1."
¦ For replacement activities, enter the remaining useful
life you estimated in step 8 of the System Inventory
Worksheet.
Step #7
Step #6
Step #5
Estimate cost.
¦ Fill in the expected cost for each activity. Make sure to
include the complete cost, including preparation, clean-
up, removal, and disposal of any waste.
¦ If you expect to sell an asset at the end of its useful
life, subtract the estimated sale price from the cost of a
new item and enter the difference.
Calculate the reserve required per year.
¦ For each asset, calculate the reserve required by
dividing the cost by the years until the action is needed.
This is the estimated amount of money that your
system needs to set aside per year for that asset.
Calculate the total reserve required in the current year.
¦ Add the reserve required per year for each item to
calculate the total reserve required in the current year.
This is the estimated amount of money that your
system needs to set aside, starting this current year, if
you want to pay for all of these rehabilitation and
replacement activities.
23
-------
Required Reserve Worksheet1
Date Workshe^fCompleted/^lpdated: 8
Asset (list from highest to
lowest priority)
Activity
Years until
action needed
Cost ($)
Reserve required
current year
1. ChlorLnator
Replace
2
$2,000
$1,000
Purchase* redwndcunt uvut
1
$2,000
$2,000
2. Pumph&u&e' - ElectrLccd/
Replace withy controller
1
$2,000
$2,000
3. WeU/Pumpy
ReJylace/WeW 1 puwVp
1
$5,000
$5,000
ReJylace/WeW 2 puwVp
1
$5,000
$5,000
Nej&Replac&menty (2 weWpuwCpy at $5000 each/)
10
$10,000
$1,000
4. Vab/ey
Replacement
31
$22,500
$726
(45 valves at $ 500 eachs)
5. Hydrcvnty
Replacement
31
$60,000
$1,935
(30 hvdrantyat$2,000 each<)
6. PCpe*
6-Uic}v (3600 ft. at $20 fit J
51
$302,000
$5,922
4 -Lnchy (9500 ft. at$20/ft. - replace*4-inch;with;6 Cnch)
2-Cnch/(2000 ft. at$20/ft. - replace* 2-Lnch/with/6 Cnch)
(TotalCy 15,100 ft. at $20/ft.)
7. Storage'
Rehabilitate/ 3 ta#\hy
5
$50,000
$10,000
(1 everv 8 veary. 1993 a*id/2000 tajnhy)
Replace* - 2 tawhy (1993 tasihy)
31
$4-0.000
$1,290
38
$20,000
^52^
Total reserve in the current year
$36,399
1 Note: The Required Reserve Worksheet only helps you account for the additional funds you will require to rehabilitate or replace your asset. Standard
O&M costs are not included in this calculation.
24
-------
Explanation of Example Required Reserve Worksheet
In order to calculate the funds the system will have to set aside each year to pay for the upkeep of its assets, the managers complete the Required
Reserve Worksheet. By inventorying and determining the condition of the system's assets, and evaluating when they will need to be replaced, the
managers realize:
¦ That while none of the items that require replacement within the next 1-2 years (the chlorinator, the pumps, and the electrical system for the
pumphouse) is very expensive, they will have to set aside approximately $16,000 in the next two years to cover the cost of replacing these assets.
¦ The replacement of pipes in this system's distribution system is by far the most costly activity for the system. It will cost an estimated $302,000 to
replace pipes, but since this cost can be spread out over 50 years, they only need to put aside an additional $6,000 a year (every year) to fund this
activity.
¦ The total reserve required to successfully implement this asset management plan is around $36,500 per year.
Before beginning the asset management plan process, the managers were planning on replacing the chlorinator next year but did not plan on replacing
either of the well pumps until they broke. Now, they plan on using some of the system's current reserve fund to purchase a redundant unit and to begin
saving for the replacement of one of the well pumps. They also decide to meet with town officials to discuss system priorities, costs, and funding options.
25
-------
Step #4 - How Do I Carry Out This Plan?
In the previous section, you may have discovered that you should be reserving additional money every year to cover the cost of rehabilitating and
replacing your assets. Preparing a financial forecast (by estimating how much revenue you expect for the next five years) will help you determine if you
will need to supplement your revenues to carry out your asset management plan.
If you don't already have a five-year forecast, the Budgeting Worksheet on page 28 will help you complete this
task. In addition, to increase or more efficiently use your revenues to operate and maintain your system and
carry out your asset management plan you can:
¦ Create additional reserve accounts. Reserve all or some of the money you will need in a protected
capital improvement reserve account and create an emergency account to fund unexpected repairs and
replacements. You may be restricted in how much money can be placed in reserve accounts. Check with
your state or tribal coordinator for more information. Contact information is provided in Appendix E.
¦ Form partnerships. Working with other water systems may allow you to lower costs, simplify
management, and continue to provide your customers with safe drinking water.
¦ Consider increasing rates. Alternatively, consider assessing a flat fee for infrastructure improvements or funding of a reserve account. Check with
your state for rate-setting information.
¦ Apply for financial assistance. Banks and government agencies can provide funds for infrastructure projects such as treatment facilities,
distribution lines, and water source development. If you do not have enough funds to pay for needed capital improvements, you can apply for loans
and grants. Although you will pay interest on loans which will, over the long term, increase your costs, loans will allow you to address needed system
improvements without dramatically increasing rates or assessing fees to cover the costs. Seek financial advice from your city clerk, a certified
accountant, or contact your State or Regional Capacity Development Coordinator if you are considering a loan to fund capital improvement projects.
The table in Appendix B provides information on some programs that may provide financial assistance to help you fund major infrastructure
improvement and replacement projects.
26
-------
Introduction to the Budgeting Worksheet
The following simple five-year Budgeting Worksheet will help you quickly determine:
¦ Your system's annual revenues from fees, loans and grants, interest from any accounts, and other sources of income.
¦ Your annual expenditures on maintenance, utilities, salaries and benefits, office supplies, professional services, taxes, and loan payments.
¦ Your net income.
¦ How much additional funding you will need to continue to operate and maintain your system and replace
You should complete the Budgeting Worksheet every year. It will allow you to assess your financial situation
copies of the worksheet are provided. The first copy is followed by instructions that will help you understand
an example. Appendix A has blank worksheets that you can photocopy and use.
The budgeting worksheet is intended to help you understand the financial position of your system and forecast any potential shortfalls you may face.
It will help you determine whether or not you are adequately funding your reserve account(s) and whether or not you should begin searching for
additional funding sources. It is not meant to serve as an accounting tool, nor is it intended to replace your current accounting practices.
and repair your assets.2
and properly plan for future needs. Two
how to complete it. The second worksheet is
2 The Budgeting Worksheet does not take into account current reserves or your annual contributions to other reserve accounts. If you already have reserve accounts,
you can use them to supplement your asset management plan. It is important, however, to continue contributing to these reserve accounts so that you don't experience
a shortfall if you use these funds for repair and replacement of assets.
27
-------
Budgeting Worksheet
Date Worksheet Completed/Updated: |
7 Revenues
[ Expenses
Net Income
Service Fees:
Maintenance:
Total Revenues:
Fees and Service Charges (late
fee, connection fee, fire fee, etc.):
Utilities (power, telephone):
Total Expenses:
Salaries and Benefits:
Impact Fees (demand fee, system
development fee, etc.):
Equipment Cost:
Chemicals:
Net Income
(Revenue - Expenses):
Secured Funding:
Monitoring and Testing:
Interest:
Rent or Mortgage:
Other:
Insurance:
Professional Services
(legal, accounting, engineering, etc.):
Training Costs:
Billing Costs:
Fees (state PWS fee,franchise fee,
conservation fee, etc.):
Additional Reserves Needed
Security:
/ Total Required Reserves:
Other (debt payments, taxes,
miscellaneous, etc.):
8 Net Income:
9 Additional Reserves Needed
(Income - Required Reserves):
' Total Revenues:
^ Total Expenses:
28
-------
Using the Budgeting Worksheet
This section presents instructions for completing the Budgeting Worksheet. Each step presented here corresponds to a numbered section of the sample
worksheet on page 28.
Step #1
Step #2
Step #3
Step #4
Step #5
Enter the date.
¦ Circle whether you are completing or updating the
worksheet and fill in the date. You should update this
worksheet once a year. You can either make minor
adjustments to the worksheet, or start a new worksheet
each year.
List your revenues.
¦ Fill in your revenues in the lines provided. If your
system has other sources of income not listed on the
worksheet, enter them in the "Other" lines provided.
Calculate total annual revenues.
¦ Calculate your total revenues by adding all the
revenues you listed in the previous step. Enter this
number in the box marked "Total Revenues." Do not
include funding you expect but have not secured.
List your expenses.
¦ Fill in your expenses in the lines provided. If your
system has other expenses not listed on the
worksheet, enter them in the "Other" lines provided.
Calculate total expenses.
¦ Calculate your total expenses by adding all the
expenses you listed in the previous step. Enter this
number in the box marked "Total Expenses.
Step #9
Step #7
Step #8
Step #6
Calculate net income.
¦ Enter the result of step 3 on the "Total Revenues" line
and the result of step 5 on the "Total Expenses" line.
Calculate your net income by subtracting your
expenses from your revenues. Enter this number on
the "Net Income" line.
Enter your total required reserves.
¦ Enter your total required reserves from the Required
Reserves Worksheet.
Enter your net income.
¦ Enter the result of step 6 on the "Net Income" line.
Calculate additional reserves needed.
¦ Subtract your total required reserves (from step 7) from
your net income (from step 8). Enter this number in
the box marked "Additional Reserves Needed."
¦ If the result is a positive number (i.e., your resources
are largerthan your required reserves), you will not
have to plan for ways to make up for the shortfall and
can set aside the required funds in a reserve account.
¦ If the result is a negative number (i.e., your resources
are less than the required reserves), you should start
planning for ways to make up for the shortfall.
29
-------
Budgeting Worksheet
Date Workshe^TCompleted/jJlpdated: 8
Revenues
Expenses
Net Income
Service Fees: $249,971
Maintenance:
$54,320
Total Revenues:
$255,430
Fees and Service Charges (late
fee, connection fee, fire fee, etc.): $5,284
Utilities (power, telephone):
Salaries and Benefits:
$3,992
$76,689
Total Expenses:
$245,072
Impact Fees (demand fee, system
development fee, etc.): $175
Equipment Cost:
Chemicals:
$1,371
$40,512
Net Income
(Revenue - Expenses):
$10,358
Secured Funding:
Monitoring and Testing:
$8,096
Interest:
Rent or Mortgage:
Other:
Insurance:
$1,453
Professional Services
(legal, accounting, engineering, etc.):
$400
Training Costs:
$1,000
Billing Costs:
$2,500
Fees (state PWS fee,franchise fee,
conservation fee, etc.):
$500
Additional Reserves Needed
Security:
$609
Total Required Reserves:
$34,625
Other (debt payments, taxes,
miscellaneous, etc.):
$53,630
Net Income:
$10,358
Additional Reserves Needed
(Income - Required Reserves):
-$24,267
Total Revenues:
Total Expenses:
$245,072
30
-------
Explanation of Example Budgeting Worksheet
In order to better understand their financial position, the managers for the water system must complete the budgeting worksheet. Note that almost all of
their revenues come from service fees ($249,971 of $255,430 in total revenues). Most of their expenditures go to pay for maintenance, salaries and
benefits, and chemicals.
On the surface, it would seem that the system is in a fairly good financial situation. After expenses, it has a net income of $10,358 a year. However, the
system cannot afford the annual $34,625 contribution to its reserve account with its current income. If the system does not raise revenues or secure
outside funding, it will not have the income necessary to pay for rehabilitation and replacement of its assets in the future. The water system managers will
have to start thinking about how to raise the additional revenue necessary to make up for the shortfall.
31
-------
Step #5 - What Should I Do Next?
Once you have inventoried and prioritized your assets, determined how much money you will need to set
aside each year to fund the rehabilitation and replacement of your assets, and explored funding options for
your water system, you can use your asset management plan to help plan your water system's future. You
will have a good picture of when you will need to replace your assets and how much money you will need to
fund those replacements and continue to deliver safe and secure drinking water to your customers.
Remember that the worksheets should be reviewed, revised, and updated on an annual basis. Your asset
management plan should help you shape your system's operations and should change as your priorities
change. Current information in the worksheets provides a better picture of your system's position, and
better prepares you to meet your water system's future needs.
Taken in tandem with the strategic planning tools available in EPA's Strategic Planning STEP Guide (EPA
816-R-03-015), the worksheets will give you a good idea of the challenges your system may face in the
future and help you think about the most cost-effective and efficient way to address those challenges.
Consulting with your State or Regional Capacity Development Coordinators and developing a plan of action
with their assistance will ensure that you can continue to deliver safe and secure drinking water well into the
future.
32
-------
Appendix A: Worksheets
cut along dotted line
System Inventory Worksheet
Date Worksheet Completed/Updated:
Asset
Expected
Useful Life
Condition
Service History
Adjusted
Useful Life
Age
Remaining
Useful Life
33
-------
cut along dotted line
Prioritization Worksheet
Date Worksheet Completed/Updated:
Asset
Remaining
Useful Life
Importance
Redundancy
Priority
(1 is high)
34
-------
cut along dotted line-
Required Reserve Worksheet1
Date Worksheet Completed/Updated:
Asset (list from highest to
lowest priority)
Activity
Years until
action needed
Cost ($)
Reserve required
current year
Total reserve in the current year
1 Note: The Required Reserve Worksheet only helps you account for the additional funds you will require to rehabilitate or replace your asset. Standard
O&M costs are not included in this calculation.
35
-------
cut along dotted line-
Budgeting Worksheet
Date Worksheet Completed/Updated:
Revenues
Expenses
Net Income
Service Fees:
Maintenance:
Total Revenues:
Fees and Service Charges (late
fee, connection fee, fire fee, etc.):
Utilities (power, telephone):
Total Expenses:
Salaries and Benefits:
Impact Fees (demand fee, system
development fee, etc.):
Equipment Cost:
Chemicals:
Net Income
(Revenue - Expenses):
Secured Funding:
Monitoring and Testing:
Interest:
Rent or Mortgage:
Other:
Insurance:
Professional Services
(legal, accounting, engineering, etc.):
Training Costs:
Billing Costs:
Fees (state PWS fee,franchise fee,
conservation fee, etc.):
Additional Reserves Needed
Security:
Total Required Reserves:
Other (debt payments, taxes,
miscellaneous, etc.):
Net Income:
Additional Reserves Needed
(Income - Required Reserves):
Total Revenues:
Total Expenses:
36
-------
Appendix B: Sources of Financial Assistance to Drinking
Water Systems
System improvements can be funded by raising rates, issuing bonds, or by successfully applying for loans or grants. The table below provides information
on some programs that may provide financial assistance to help you raise the money your system will require to maintain its assets in good condition,
replace deteriorated assets, and continue to provide safe and secure drinking water to your customers. Consult with your State or Regional Capacity
Development Coordinator and the Public Service Agency in your state for additional information. For other potential sources of financing or financial
assistance for drinking water systems, see EPA's Water Finance Clearinghouse website: https://ofmpub.epa.gov/apex/wfc/f?p=165:1
Major Providers of Financial Assistance to Drinking Water Systems
Name of Program
Description
Contact Information
Drinking V\Mer State Revolving Fund
(DWSRF)
These state-administered loans enable water systems to
finance infrastructure improvements, provide training, and fund
source water protection activities.
https://www.epa.gov/drinkingwatersrf
Rural Utilities Service (RUS) V\Mer and
V\fostewater Loan and Grant Program
This program offers loans and grants to develop water and
waste-disposal systems in rural areas to reduce user costs.
https://www.rd.usda.gov/programs-services/
water-waste-disposal-loan-grant-program
State-specific programs
Your state may offer additional funding programs.
https://www.epa.gov/dwcapacity/find-epa-
capacity-development-contact
Tribal-specific programs
EPA gives grants (not loans) to tribes through the DWSRF
Tribal Set-Aside program for improvements to water systems
that serve tribes. States and the Indian Health Service may
provide additional financial assistance.
https://www.epa.gov/tribaldrinkingwater/
regional-tribal-drinking-water-coordinators
37
-------
Appendix C: Introduction to GASB 34
The Governmental Accounting Standards Board (GASB) is a private, nonprofit organization that is responsible for establishing and improving
governmental accounting and financial reporting standards. GASB also establishes generally accepted accounting principles (GAAP) for state and local
governmental entities, including publicly-owned water systems.3 The standards and principles developed by GASB are strictly voluntary. However, some
states may incorporate them into their laws and regulations and therefore make them mandatory for local governments and the water systems they
operate.
In June 1999, GASB approved "Statement Number 34, Basic Financial Statements and Management's Discussion and Analysis for State and Local
Governments."4 Statement Number 34 revised several accounting practices and established new standards for the annual financial reports required of
state and local governments. The revisions were intended to make annual financial reports easier to understand and make the financial data more useful
to decision makers.
GAAP and GASB 34 make good sense for publicly-owned water systems as these principals are often the best way to keep track of finances. Following
them will help you form a better picture of your system's financial health, forecast future shortfalls, and continue to deliver safe drinking water to your
customers. In addition, following GASB standards is a must for obtaining a "clean opinion" (i.e., a good credit rating) from an auditor. Clean opinions are
often necessary for loans, negotiating favorable interest rates, or issuing bonds.
GASB 34 requires:
1. An accounting of revenues and expenditures in the period in which they are earned or incurred. This is called accrual-based accounting. For
example, if the water system provides water in December 2003 and receives payment in February 2004, the water system would report that the
money was earned in 2003. This change will allow the system and its investors to understand the direct financial results of its investments.
3 The Financial Accounting Standards Board (FASB) establishes and improves standards of financial accounting and reporting in the private sector. If your system is
privately owned, visitwww.fasb.org for more information on private accounting standards.
4The new standards took effect for small governments (including water systems) with annual revenues of less than $10 million on June 15, 2003.
38
-------
2. A reporting of the value of infrastructure assets and the cost of deferred maintenance. These measures allow the public to evaluate how well the
system is managing its assets. A current asset management plan is a valuable tool to help you meet this requirement if you are complying with
Statement 34. In addition, reporting the true cost of deferred maintenance (i.e., unmade repairs that result in equipment or facility deterioration)
may allow systems to more easily raise money for maintenance activities necessary to use facilities and equipment for their full expected lives.
3. Contributed capital (for example, federal grants) to be considered a form of income. This change will increase a system's reported income. While
reporting all forms of income is a necessary accounting principal, this method of reporting (which includes contributed capital) may make it more
difficult to justify rate increases.
For more information, talk to your city clerk, ask a certified public accountant, or contact your State or Regional Capacity Development Coordinator.
GASB's website offers more information on Statement 34, as well as guidance documents, case studies of entities that have implemented Statement 34,
and trainings. Visit www.gasb.org for more information.
39
-------
Appendix D: Other Resources
This brochure is one in a series of Simple Tools for Effective Performance (STEP) documents for small drinking water systems. The STEP Guide
documents can be downloaded from the EPA website at:
https://www.epa.gov/dwcapacity/simple-tools-effective-performance-step-guide-series.
For more information on asset management, visit https://www.epa.gov/dwcapacity/asset-management-resources-small-drinking-water-systems-0
Additional Organizations
¦ American Water Works Association: www.awwa.org
¦ Association of Metropolitan Water Agencies: www.amwa.net
¦ Association of State Drinking Water Administrators:
www.asdwa.org
¦ Government Finance Officers Association: www.gfoa.org
¦ National Association of Regulatory Utility Commissioners:
www.naruc.org
¦ National Association of Water Companies: www.nawc.org
¦ National Rural Water Association: www.nrwa.org
¦ Rural Community Assistance Program: www.rcap.org
¦ Rural Utilities Service: www.usda.gov/rus
¦ Environmental Finance Center Network: http://efcnetwork.org/
40
------- |