ISO/TR 24589-1:2024

Technical
Report
ISO/TR 24589-1
First edition
Examples of good practice for the
2024-12
management of assets of water
supply and wastewater systems —
Part 1:
Water supply
Exemples de bonnes pratiques de la gestion d’actifs de systèmes
d'approvisionnement en eau potable et d'assainissement —
Partie 1: Approvisionnement en eau potable
Reference number
© ISO 2024
All rights reserved. Unless otherwise specified, or required in the context of its implementation, no part of this publication may
be reproduced or utilized otherwise in any form or by any means, electronic or mechanical, including photocopying, or posting on
the internet or an intranet, without prior written permission. Permission can be requested from either ISO at the address below
or ISO’s member body in the country of the requester.
ISO copyright office
CP 401 • Ch. de Blandonnet 8
CH-1214 Vernier, Geneva
Phone: +41 22 749 01 11
Email: copyright@iso.org
Website: www.iso.org
Published in Switzerland
ii
Contents Page
Foreword .iv
Introduction .v
1 Scope . 1
2 Normative references . 1
3 Terms and definitions . 1
4 Principal aspects . 1
4.1 Objectives .1
4.1.1 Water utility with multiple waterworks and distribution networks .1
4.1.2 Water distribution network .3
4.1.3 Waterworks .4
4.2 Strategies .10
4.2.1 Maintenance strategy .10
4.2.2 Renewals decision .11
4.2.3 Inspection strategy of water supply network .11
4.3 Structuring the process . 12
4.3.1 Initial steps for the management of assets of water distribution systems . 12
4.3.2 Linkage of tool or activity to specific utility objective .14
4.3.3 Flowchart to sustain the asset management plan . 15
5 Investigation . . 17
5.1 Non-destructive pipe condition investigation techniques .17
5.2 High density polyethylene (HDPE) .17
5.3 Hydraulic performance .19
5.4 Condition assessment framework for drinking water storage tanks – prioritisation
based on visual inspection .21
6 Assessment . .24
6.1 Degradation models based on service life .24
6.2 Assessment of maturity of operations to define action plans .24
6.3 Criticality . 25
6.3.1 Networks: simplified criticality map base on the impact of a failure . 25
6.3.2 Treatment plant: implementation of simplified and monetized FMECA (failure
mode, effects and criticality analysis) . 26
6.4 Likelihood of failure: multicriteria evaluation for networks . 28
7 Implementation . .30
7.1 Prioritization of works . 30
7.2 Sustainable field works . 30
8 Operation and maintenance .30
8.1 Planned water leakage prevention action . 30
8.1.1 General . 30
8.1.2 Planned work .31
8.1.3 On-call service . 35
8.2 Energy monitoring and optimisation . 35
8.3 Monitoring and control . 36
8.4 Monitoring .37
9 Rehabilitation .37
9.1 Network renewal plan .37
9.2 CAPEX optimization tool . 39
9.3 Plant renewal plan. 39
Annex A (informative) Summary of examples of good practices for asset management of water
supply systems .40
Bibliography .43

iii
Foreword
ISO (the International Organization for Standardization) is a worldwide federation of national standards
bodies (ISO member bodies). The work of preparing International Standards is normally carried out through
ISO technical committees. Each member body interested in a subject for which a technical committee
has been established has the right to be represented on that committee. International organizations,
governmental and non-governmental, in liaison with ISO, also take part in the work. ISO collaborates closely
with the International Electrotechnical Commission (IEC) on all matters of electrotechnical standardization.
The procedures used to develop this document and those intended for its further maintenance are described
in the ISO/IEC Directives, Part 1. In particular, the different approval criteria needed for the different types
of ISO documents should be noted. This document was drafted in accordance with the editorial rules of the
ISO/IEC Directives, Part 2 (see www.iso.org/directives).
ISO draws attention to the possibility that the implementation of this document may involve the use of (a)
patent(s). ISO takes no position concerning the evidence, validity or applicability of any claimed patent
rights in respect thereof. As of the date of publication of this document, ISO had not received notice of (a)
patent(s) which may be required to implement this document. However, implementers are cautioned that
this may not represent the latest information, which may be obtained from the patent database available at
www.iso.org/patents. ISO shall not be held responsible for identifying any or all such patent rights.
Any trade name used in this document is information given for the convenience of users and does not
constitute an endorsement.
For an explanation of the voluntary nature of standards, the meaning of ISO specific terms and expressions
related to conformity assessment, as well as information about ISO’s adherence to the World Trade
Organization (WTO) principles in the Technical Barriers to Trade (TBT), see www.iso.org/iso/foreword.html.
This document was prepared by Technical Committee ISO/TC 224, Drinking water, wastewater and
stormwater systems and services.
This first edition of ISO 24589-1, together with ISO 24589-2, cancels and replaces ISO 24589.
A list of all parts in the ISO 24589 series can be found on the ISO website.
Any feedback or questions on this document should be directed to the user’s national standards body. A
complete listing of these bodies can be found at www.iso.org/members.html.

iv
Introduction
This document is written within the overall concept of asset management, which is an activity all
organizations undertake in some manner and to some degree. It focusses on the details of managing the
physical assets at the operational level rather than the organizational (corporate management) level.
Water services are reliant on their assets to deliver their services to the resident populations in their
jurisdictions. The assets (underground pipes, reservoirs, storage tanks, treatment plants, etc.) collectively
form the physical infrastructure of the water services and are the consequence of the accumulated capital
investments and operational expenditures on maintenance and rehabilitation over many years. In many of
these services, the replacement value of these past investments amounts to many millions (even billions)
of dollars depending on the size of the community served. The infrastructure represents therefore a major
societal investment in essential services contributing to public health and the protection of the environment.
In many countries, these assets have been identified as critical infrastructures and programs are in place to
assure their protection or their sustainability. Like many other organizations having assets, water services
undertake programs of activities to manage the assets to ensure they continue to meet the needs of the
community for reliable delivery of potable water. These management activities can be at the strategic,
tactical or operational level. The activities can be part of a formal management system, or the result of
specific legislative requirements, or ultimately just the result of due diligence by the service operators and
managers.
This document is expected to serve as a supporting document for utilities operating management of assets
in accordance with ISO 24516.
In many countries there is a sustainability problem, sometimes referred to as the infrastructure gap: this
recognizes that, for various reasons, the infrastructure has not been maintained over the years on a truly
sustainable basis, in other words funding of rehabilitation and replacement programs has been postponed,
with a focus instead on short term repairs, or an allowed decrease in the level of service provided.
The condition of water infrastructures greatly influences the adequacy of the water service, specifically
its quantity, pressure, quality, safety, reliability, environmental friendliness, degree of purification and
economic efficiency. System condition-based rehabilitation approaches serve to meet these requirements
with a focus on a holistic approach of condition-based, risk-oriented maintenance.
Once the installation and development of water assets is almost completed, the optimization of networks
will become necessary in many places in order to respond to changing societal and economic conditions.
Networks are subject not only to aging and to wear and tear, but also to adaptation processes resulting
from growth, new legislative requirements, or changing customer service level expectations. This requires
water utilities to focus increasingly on the growing need to rehabilitate existing water networks rather than
removal and replacement of the networks. Rehabilitation will thus become essential in asset management,
with ever more stringent requirements on the design and execution of rehabilitation.
In recent years, much effort has been applied to the whole issue of asset management on two levels: what
are the principles and structure of an asset management system, and what are the good practices that
can be implemented on a technical level to assess the condition of the assets and help decide when asset
interventions (repair, rehabilitation or replacement) take place.
This document offers examples of how an asset management strategy is defined with regard to the overall
performance expected by the owner. It includes several aspects of the operations and maintenance, including
asset condition assessment and investment (new assets, rehabilitation and renewal) strategies.
The focus is on the following selected activities of the management of assets of water supply systems as
addressed in ISO 24516-1 and ISO 24516-2.
— Clause 4 covers the principal aspects of the management of assets, including examples of:
— objectives;
— strategies;
v
— structure of the process.
— Clause 5 covers the tools and methods for investigation, including operational data collection, tools for
diagnosis, and other sources of information, such as:
— non-destructive pipe condition assessment techniques;
— high density polyethylene (HDPE);
— hydraulic performance;
— drinking water storage tanks.
— Clause 6 covers the assessment of the system against its performance expectations for the following
aspects:
— practical tools and methods for structural, functional, hydraulic performance;
— examples of degradation factors and models of degradation;
— practical tools and methods for criticality assessment (plants and networks);
— examples of calculation to assess the likelihood of a failure.
— Clause 7 covers the implementation of sustainable field works, providing examples of what matters from
an asset management point of view.
— Clause 8 covers the operation and maintenance by providing examples of leakage management, flushing,
energy management, monitoring and control, pressure regulation and maintenance of civil structures.
— Clause 9 covers the prioritization of rehabilitation of assets with examples of how it is done practically.
The examples of good practice for asset management of water supply systems covered in this document are
applicable to all types and sizes of organization and utilities operating water systems.

vi
Technical Report ISO/TR 24589-1:2024(en)
Examples of good practice for the management of assets of
water supply and wastewater systems —
Part 1:
Water supply
1 Scope
This document contains selected examples for good practice approaches for the management of assets of
drinking water supply systems. This document is intended as a supporting document for ISO 24516-1 and
ISO 24516-2, which contain guidelines for the management of assets of drinking water systems. As such,
this document can contribute to realize value from existing assets when following the guidelines for the
management of assets of drinking water systems approaches in the strategic, tactical, and operational plans
given in ISO 24516-1 and ISO 24516-2.
NOTE A recapitulative table of the examples covered in this document is provided in Annex A.
2 Normative references
There are no normative references in this document.
3 Terms and definitions
No terms and definitions are listed in this document.
ISO and IEC maintain terminology databases for use in standardization at the following addresses:
— ISO Online browsing platform: available at https:// www .iso .org/ obp
— IEC Electropedia: available at https:// www .electropedia .org/
4 Principal aspects
4.1 Objectives
4.1.1 Water utility with multiple waterworks and distribution networks
Table 1 contains an example of objectives for a water utility with multiple waterworks and distribution
networks. This example is obtained from Japan. The good practices highlighted in Table 1 include:
— objectives of a mature water utility facing risks of natural disasters (earthquakes);
— clear break-up of main objectives into sub-objectives and indicators;
— clear baseline and medium/long term targets.

Table 1 — Objectives for multiple waterworks and networks
Results: Planned:
financial financial
Macro-
year year
Indexes Calculation method
objectives
2019 2030
(%) (%)
Stable Duplex
supply of improvement
Numberof duplicatedwaterconveyancefacilities
pure and rate of water 81 88 ×100
Numberof waterconnveyancefacilitiestobeduplicated
high-quality conveyance
water facilities
Improvement
Lengthof networkedtransmissionpipes
×100
rate of water
Totallengthoftransmissionnpipes
81 93
transmission
forformationof waternetwork
pipe networks
Capacityof servicereservoirsin
Securing rate
purificationplantsandwatersuppplystations
of stable water 84 89 ×1000
Plannedmaximumwatersupplyvolume
supply
for12hof aday
Achievement
Number of 0,1mg/l to 0,4 mg/l watertap data
rate of residual 87 94 ×100
Totalnumberofwater tappdata
chlorine target
Rate of earth-
Preparation
Capacityof earthquake-resistantpurificationfacilities
quake-resistant
×100
for various 14 69
purification
Totalcaapacityofpurificationfacilities
disasters
facilities
Rate of earth-
Capacityof earthquake-resistantservicereservoirs
quake-resistant
80 98 ×100
distribution
Totalcapacittyof servicereservoirs
reservoirs
Rate of earth-
Lengthof earthquake-resistant-jointpipes
quake-resistant-
×100
45 61
joint pipes intro-
Totallengthofpipelinnes
duction
Rate of water
suspension
Populationaffectedby watersuspension
during 29 21 ×100
Servicepopulation
earthquake
occurrences
Rate of earth-
quake-resistant-
Lengthof pipelinesonsupplyingroutes
joint pipes
used in supply 82
withearthquake-resistant--joint
(2022)
×100
routes serving
Totallengthofpipelinesontargetsupplyingroutes
important
facilities
Resolution rate
of pipes difficult
to replace
100 Lengthof replacedpipesdifficult toreplace
×100
(Rate of
(2026)
Totallengthofpipesdiifficult toreplace
conversion to
ductile iron
pipes 100 %)
a
Areas in which water suspension rate is over 50 %.

TTabablele 1 1 ((ccoonnttiinnueuedd))
Results: Planned:
financial financial
Macro-
year year
Indexes Calculation method
objectives
2019 2030
(%) (%)
Resolution rate
Number of municipalities that
of pipe
fall below50% of watersuspensionratte
replacement
(2028)
×100
a
Number of target municipalities
priority areas
Rate of earth-
Lengthof earthquake-resistant-jointpipelines
quake-resistant-
×100
Totallengthofreqquiredpipelineswithearthquake-
joint pipelines 65
(2028)
in replacement
resistant-jointinreplacementtpriorityareas
priority areas
Rate of earth-
quake-resistant
Lengthof earthquake-resistantservicepipes
×100
service pipes 47 67
Totallengthofserviccepipesintargetprivateroads
installed in
private roads
Securing rate
Availablewatersupplyvolume
of water supply
×100
Estimatedrequiredwatervolume
available during 63 92
massive power
atmasssivepoweroutage
outage
Securing rate of
fuel for
Fuelstockvolume
independent
×100
Requiredfuelstockvolume
power 45 83
generation
for72hcontinuousoperaation
equipment
(72 h)
Number of undergrounding places of
Undergrounding
rivercrossing pipelines
rate of river
0 18 ×1000
crossing
Number oof priority undergrounding places ofriver
pipelines
crossing pipelines
a
Areas in which water suspension rate is over 50 %.
4.1.2 Water distribution network
Table 2 contains an example of objectives for a water distribution network in Germany. The good practices
highlighted in Table 2 include:
— three main objectives: continuity, quality, quantity;
— good break-up and indicators.

Table 2 — Objectives for network
Indicator Objective
Failure rate 0,10 failures/(km∙year)
Water loss < 0,10 m /(hour∙km)
a
> 2,35 bar – houses with first floor
Pressure
> 2,70 bar – houses with second floor and 0,35 bar for each next floor
Water quality In accordance with national requirements
Low failure rates, water losses and service interruptions, risk minimization
Minimal risk
requirement
Duration of service interruptions < 10 min/year and costumer
a 5 2
1 bar = 0,1 MPa = 10 Pa; 1 MPa = 1 N/mm
4.1.3 Waterworks
Table 3 contains an example of objectives for a waterworks in Spain. The good practices highlighted in
Table 3 include:
— ISO 55001 certified plant, with renewal objective;
— break-up of actions and indicators.

Table 3 — Plant asset management strategy
Owners −
Processes/ Type of Objective Goals and Periodicity Records and
responsible Indicator Remarks
a
origin indicator value actions and dates documents
‒ resources
Implement an asset Plant Q Renewal of ISO 55001 Obtaining a Phase 1 04/04/2019 —  ISO 55001
management system manager/ certification in May certificate external certificate
08/05/2019
that consolidates the external 2019. audit, docu-
—  Internal
experience of the certifying mentary.
audit plan
plant’s management company
Phase 2
—  Action plan
team and ensures
external
optimal asset
audit imple-
management.
mentation.
Endorse the pro- Plant Q Joint assessment of the List of eval- 1.  Customer 1.  Initial List of
fessional ties with manager / condition of assets by uated equip- training evaluated
2.  Initial and
the client, through client the asset condition as- ment (ACA) equipment
2.  Joint final
a win-win relation- sessment (ACA) method. (ACA)
assessment contractual
ship, complying with
condition period
and enforcing the
assets client
3.  Initial and
contractual and legal
– driving
final contrac-
framework,
equipment
tual period
in addition to
3.  Decline
accompanying in the
of results in
technical challenges.
asset registry
AM Monetized impact of  Monthly —  Minutes of
unrealized corrective meetings
maintenance (critical
—  Monthly
and non-critical) that de-
data by regis-
pends on the client.
tration
I = sum of the mon-
GA7
etized criticality of
unrealized corrective
maintenance (critical
and non-critical) that de-
pends on the customer.
EE I = kWh consumed/ Comparison Semi-annual Indicators
GE1
m treated water. of previous and objectives
Env
years. report
I = kg of chemical
AM O5
reagents consumed/m
Q
treated water.
a
Types of indicators: Q = Quality, EE = Energy management, Env = Environment, S = Safety, AM = Asset management

Table 3 (continued)
Owners −
Processes/ Type of Objective Goals and Periodicity Records and
responsible Indicator Remarks
a
origin indicator value actions and dates documents
‒ resources
Comply with and en- Coordinator Q Internal and external At least one Carry out an Annual —  Program
force in a holistic and quality audits related to asset internal audit annual audit annual
optimal way the management management. per year once plan. internal
manage- certification audits
Internal: evaluate the
ment systems is achieved.
possibility of doing —  Internal
[7]
(OSHAS 18001 ,
cross-audits with other and external
ISO 14001, ISO 9001,
entities in 2020. audit plan
ISO 50001,
External: monitoring by —  Internal
ISO 55001), ensur-
external auditor. and external
ing the competence
audit report
required for the
perenniality and
sustainability of the
process.
Ensure the Plant S Number of accidents KPI analysed monthly 1 accident Monthly Accident plan
integrity and manager with sick leave and with- with the plant without sick of the centre
well-being of out sick leave. management. leave
staff.
Compliance with the 0 accidents
organization’s accident with sick
target. leave
It is an indicator at the
workplace level.
Q Perform evaluation of Verify that you have the At least 50 %  —  Action plan
the competencies re- competencies required of the staff in-
—  Matrix of
quired for asset manage- for asset management volved in the
competences
ment to the personnel (identify competencies, 2019 asset
—  Priority
involved. operating plan, training management
training plan
plan, procedure profes- system and
—  Employ-
sional categories, …). 100 % in
ment author-
ization docu-
ments (EAD)
a
Types of indicators: Q = Quality, EE = Energy management, Env = Environment, S = Safety, AM = Asset management

Table 3 (continued)
Owners −
Processes/ Type of Objective Goals and Periodicity Records and
responsible Indicator Remarks
a
origin indicator value actions and dates documents
‒ resources
Study the optimiza- Plant AM I = renovation costs/ —  Asset management  Quarterly The data that
GA1
tion of the total cost manager replacement value of KPIs. feeds these
of the life cycle (LCC) equipment. indicators
—  Preventive mainte-
of the assets. are analysed
I = total cost of pre- nance value > correc-
GA2
monthly in
ventive maintenance/ tive maintenance value
the asset
total cost of the plant.
management
I = total corrective
GA3
indicators
maintenance cost/total
dashboard.
plant cost.
Investments over 1 Make LCC for
€ 10 000 with LCC/in- investments
vestments over € 10 000. over € 10 000
before the pur-
chase order.
Mobilize the nec- Plant Q Have the risk assess- 1 Action plan
essary human, ma- manager ment, training plan, EAD.
terial and financial
resources in order to
implement the stra-
tegic asset manage-
ment plan.
Promote the contin- Plant Q/S/Env/ Report 1 REX file/aver- 2 Contract REX tab
uous improvement manager EE/AM age year of the contract duration
of the asset manage- period.
ment system.
AM Update of the criticality 1 Criticality plan
plan once a year and
whenever there is a rele-
vant change.
a
Types of indicators: Q = Quality, EE = Energy management, Env = Environment, S = Safety, AM = Asset management

Table 3 (continued)
Owners −
Processes/ Type of Objective Goals and Periodicity Records and
responsible Indicator Remarks
a
origin indicator value actions and dates documents
‒ resources
AM Impact of planned and I = 0 Weekly Dashboard AM
GA5
unrealized maintenance maintenance
I = 0
GA6
orders (critical and meetings
non-critical).
I = number of critical
GA5
equipment orders not
performed/number
of critical equipment
orders planned.
I = sum of monetized
GA6
criticality of critical
equipment with planned
and unrealized order.
AM I = Planned mainte- Asset management > 90 % Quarterly The data that
GA4
nance orders/mainte- KPIs. feeds these
nance orders made. indicators
are analysed
quarterly
in the asset
management
indicators
dashboard.
Promote close coop- Plant Q/S/Env/ Perform audit of the 5S. 1 Initial and Audit report
eration between all manager EE/AM annual
processes involved in
asset management.
The application of Plant Q Implementation of the —  Maintenance 1 —  Action plan
the asset manage- manager asset management ISO 55001 certification
—  Audit plan
ment policy together system in the workplace
—  Indicators
—  Monitoring
with the support of and ensuring compliance
—  Audits indicators
the functional teams with said management
—  Action plan
and integrated man- system.
—  Awareness talks
agement system.
—  Training/compe-
tences
a
Types of indicators: Q = Quality, EE = Energy management, Env = Environment, S = Safety, AM = Asset management

Table 3 (continued)
Owners −
Processes/ Type of Objective Goals and Periodicity Records and
responsible Indicator Remarks
a
origin indicator value actions and dates documents
‒ resources
Ensure communica- Plant Q/S/Env/ Make communications Make com- Communica-
tion and understand- manager EE/AM plan. munications tions plan
ing of this policy plan = 1
at all levels of the
organization.
a
Types of indicators: Q = Quality, EE = Energy management, Env = Environment, S = Safety, AM = Asset management

4.2 Strategies
4.2.1 Maintenance strategy
Figure 1 contains an example of preventive maintenance (PM) strategy based on criticality analysis for a
waterworks in Jordan.
Figure 1 — Preventive maintenance
Table 4 illustrates corrective maintenance prioritization based on criticality analysis for a waterworks in Jordan.
The prioritization of corrective maintenance is given by operation team, based on operational context and
following criteria of Table 4.
Table 4 — Corrective maintenance
Priority rank Criteria Detail
1 Safety impact
2 Water treatment and/or environmental impact Priority per volume/hour at stake
3 Cost impact Priority per cost/hour at stake
4 Operational inconvenience
5 Availability of required material and human resources
The priority is expressed as:
— very urgent (today);
— important (2 days);
— normal (week);
— minor (month).
4.2.2 Renewals decision
Figure 2 illustrates renewal prioritization for assets to be renewed at a waterworks in Jordan. The good
practices highlighted in Figure 2 include:
1)
— methods applied at an ISO 55001:2014 certified site;
— prioritization based on criticality analysis, condition assessment and funding.
Figure 2 — Prioritization of renewals
4.2.3 Inspection strategy of water supply network
Figure 3 illustrates the inspection strategy of water supply network. This example is obtained from France.
The good practices highlighted in Figure 3 include:
— clustering in representative groups of pipes, selection of samples;
1) Withdrawn.
— selection of best representative samples to be inspected for calibration of the degradation model;
— extrapolation to whole network.
Figure 3 — Inspection strategy of water supply network
— Clustering is based on the material, the diameter, the degradation defined from the historical number of
failures or failure rate and the likelihood of failure. A supervised clustering of the last level of clustering
(degradation) is performed to associate each pipe of the network to the asset and to operational and
environmental data in order to characterize the degradation cluster and associate pipes to a cluster in
case of missing burst information on these pipes. The degradation clusters are defined for a generalized
Gaussian mixture model in order to detect different patterns/levels of burst and the supervised
clustering is based on machine/deep learning process in order to maximize the association between
pipes characteristics and these patterns/levels.
— Selection of the best representative samples to be inspected is tuned according to either an expected
accuracy from the sample (objective = minimize sample size and budget) or a predefined budget or
network length to inspect (objective = maximize accuracy). The selection can include strategic pipes. This
selection is based on optimization technique (genetic algorithm) to look for the sample that maximizes
accuracy or minimizes budget.
— Extrapolation is performed within each cluster (maximizing the accuracy compared to a global estimation)
using machine/deep learning processes (e.g. regression random forest) in order to generate for each pipe
a proper and adequate state grade from the asset, operational and environmental characteristics.
4.3 Structuring the process
4.3.1 Initial steps for the management of assets of water distribution systems
The following five steps illustrate the initial steps to structure the management of assets of a water
distribution system. This example is obtained from Germany.
a) Defining objectives and identifying the information that is useful and relevant for high-level
decision-making.
b) Creating an inventory of the utility’s assets; this includes the extent and nature of drinking water, sewer
and storm drainage systems, including the physical location, age and material composition.
c) Establishing an asset information management system in which the inventory of assets data can be
recorded, periodically updated, and analysed.
d) Populating the asset information management system with asset performance and condition indicators
which include:
1) estimated current and replacement value of the asset;

2) assessments of current asset condition which is regularly and periodically updated;
3) historical repair and work history data;
4) repair and replacement cost data;
5) current and future budget allocations.
e) Operating the information management system, and, to do so successfully, the utility does:
1) ensure the importance and relevance of infrastructure data and indicator collection are understood
and valued throughout the utility;
2) integrate data collection and indicator development support into operational activity wherever
possible;
3) train staff to manage data collection, input and analyses.
End uses of the information system can also include:
— creating infrastructure budgets based on projected needs;
— prioritizing infrastructure projects based on available funds;
— assessing the reasonableness of individual infrastructure project costs;
— showing the relationship between overall asset condition and funding level;
— developing multiple “what if” scenarios based on different priorities, backlog levels and funding levels;
— evaluating infrastructure life cycle trends;
— conducting a year-to-year budget review;
— reviewing current municipal practices, priorities and work methods;
— exchanging information and making comparisons with other utilities;
— tying into a geographic information system (GIS) and other utility information systems.
To understand assets, information is processed from the following activities:
— Identifying existing assets (nature, number, length, volume, location, etc.):
— What is the current condition of the asset?
— When was the asset constructed-acquired/rehabilitated/replaced?
— What is the asset’s life expectancy (theoretically)?
— What is the actual or projected life of the asset based on inspection?
— What is the present and projected deterioration?
— Can the asset be rehabilitated?
— What is the cost and impact on its life?
— What measurements are in place to monitor the condition of the asset?
— What are the impediments to measuring the condition of the asset?
— Assessing the asset’s performance:
— Is the asset performing and meeting user requirements?

— What limitations exist with regards to safety, capacity, and the regulatory and environmental
requirements?
— What levels of service have been set for the asset?
— Are assets ranked, based on a systematic evaluation (i.e. from inadequate to excellent)?
— Are benchmarking indices available?
4.3.2 Linkage of tool or activity to specific utility objective
Table 5 illustrates a toolbox for the asset management of drinking water supply network. This example is
obtained from France. The good practices highlighted in Table 5 include:
— strategy based on statistical analysis of leak/bursts;
— prediction tool for future evolution of leakage;
— scenarios to adjust financial effort to desired target performance.
Table 5 — Toolbox for the asset management of a drinking water network
Network Performance Short-term decision aiding Long-term decision aiding
component objective tool or activity tool or activity
Module for statistical analysis of
Continuity of supply
water networks and water quality
and leakage
Simple investment planning
network model
Service pipes (OPEX is close to CAPEX in the
Geographic information system
mid-term)
Water quality (GIS)-based tool for system data
integration
Module for statistical analysis of Prediction module (complex
Continuity of supply
water networks and water quality decision aiding tool as OPEX is
Distribution and leakage
network model less than CAPEX but cost optimi-
network
zations are possible in the long
Water quality Water quality network
term)
Continuity of supply Risk prioritization based on network
Simple investment planning by
and leakage inspection
Trunk mains ranking (OPEX is much less than
CAPEX even in the long term)
Water quality Water quality network
At first a module for statistical analysis of water networks facilitates the analysis of burst and leak history
on the network to calculate:
— a probability of future failure for each pipe thanks to proven statistical methods (Poisson or Survival
models);
— a global risk for each pipe in order to prioritize renewals;
— the future evolution of total number of bursts and leaks.
This module is therefore used to implement annual renewal programs and provide to the prediction module
the future burst evolution.
A second tool for optimisation of leaks detection can facilitate the night flow analysis for each district
metering area (DMA) in order to:
— calculate the efficiency of burst repairs and leak detection/repair on leakage;
— calculate the costs associated for each DMA;
— define where leakage detection efforts can be made;
— calculate the future evolution of leakage.

This tool is therefore used to prioritize leakage detection actions and provide to the third tool the future
evolution of leakage.
A third tool is used to allow the long term (5 to 10 years):
— optimization of OPEX and CAPEX Performance for continuity of supply and leakage targets;
— optimization of either OPEX or CAPEX under constraints on performance and OPEX or CAPEX.
It is therefore used to optimize and visualize the result of different scenarios of OPEX or CAPEX performance
and at least the optimal renewal rate on a given network.
A GIS-based tool for system data integration makes the link between network characteristics, network
hydraulics, customer complaints and network events in order to understand water quality problems and
take the appropriate actions. If a water quality issue is due to an exceptional event on the network, the action
taken will be to make sure this exceptional event does not happen again or at least that it is managed. If a
water quality issue is due to the structure and age of the network (e.g. red water problems) the action taken
will be to plan the rehabilitation or renewal of the network accordingly.
Each one of the tools presented above is used at a different level in the asset management global policy as
shown in Table 5. The relation to strategic, tactical and operational revised performance indicators is shown
in Figure 4.
Figure 4 — Relation to strategic, tactical and operational revised performance indicators
The tool for optimizing different scenarios and stating optimal renewal rate is used to define the asset
management strategy, i.e. to state the d
...