ADAC DEMYSTIFIED – A CASE STUDY APPROACH TO SUCCESSFUL IMPLEMENTATION
Geoff Bartholomew
Principal – LION SYSTEMS Queensland Australia
Abstract
Originating from a bona fide success story in regional collaboration, the ADAC (Asset Design - As Constructed) initiative has now been around for well over ten years. Born from a similar need amongst stakeholder councils to better manage asset registration, valuation, maintenance planning and risk management of new assets, the project has continued to grow as more organisations recognise the rewards potentially on offer.
While benefits are irrefutable, a successful implementation has a number of challenges to be overcome. With the process directly impacting external asset providers as well a broad cross- section of internal parties, planning and preparation is paramount.
This paper discusses how two agencies have recently undertaken their ADAC implementation, highlighting key considerations necessary in achieving a successful outcome.
Key Words: As Constructed, Asset Data, Asset Management, Asset Registration, Information Systems, Risk Management, Valuation
Introduction
The timely and accurate recognition, registration and valuation of donated civil infrastructure are fundamental activities for local councils and water utilities. With the considerable worth and inherent risks that come with these assets, attention to detail is paramount.
The collection and presentation of asset information for donated infrastructure routinely starts external of the organisation with an “as-constructed” survey of all newly built assets. The primary purpose of this process is to clearly establish and record any significant differences between the initial design and the actual assets as they will pass over for management by the local authority or water utility. Particularly the information collected will consist of details on type, location, quantities and dimensions all of which are used to catalogue, record and value the assets in the first instance.
Assembled information is then passed through numerous hands with the major activity typically involving the “deconstruction”
of hardcopy plans. Ultimately the details and critical data will finish with internal asset managers and accountants. While requirements are reasonably straightforward the overall task is often troublesome and onerous, with a high potential for transcription errors and other less than optimal outcomes.
The ADAC (Asset Design ~ As Constructed) process was conceived to assist organisations in this critical process of accurately capturing and recording all relevant asset data using purpose-built tools and automated processes. Major advantages include substantial processing efficiencies, significant improvements in data quality and increased risk mitigation at both an operational and corporate governance level.
Benefits also flow back to external providers with the ADAC asset data requirements supporting a standardisation of information as well the capacity for “round-tripping” of these records in a consistent and reliable format when required by another agency.
While ADAC has been in use for over 10 years, predominantly within the South East Queensland region, relatively recent moves
to new technologies and an increased involvement of commercial software vendors has seen rapid improvements and increased take-up of the system. This paper discusses how two different organisations have progressed their ADAC implementation to take advantage of these enhancements.
Background
From modest beginnings in 2001, ADAC commenced as a regional collaboration project involving three adjoining councils located on Queensland’s Sunshine Coast.
Experiencing a significant growth in urban developments, all three local authorities were becoming increasingly challenged in managing the rising levels of donated infrastructure.
Regardless of growth levels, management of asset data is crucial to organisational operations, with statutory regulations demanding that accurate records be collected and maintained for financial reporting purposes. Likewise risk management, operational maintenance tasks and renewals planning are leveraged against this important asset information once it becomes available.
The long-term goal of the ADAC project has been to develop an efficient and reliable process that has broad application at a national level and is also potentially adaptable to alternative industries. The technical process originally developed for the use of data providers (developers, surveyors and consulting engineers) was embedded in AutoCAD® drawing routines and based on an agreed “asset data model”. This meant that in the past all ADAC data files could only be created using AutoCAD proprietary software.
More recently, significant efforts have seen the creation of an XML1 schema which, while still providing the necessary framework for capture and transmission of asset data, is adaptable to almost any information-based tools or technologies. This has allowed
1 XML is an acronym for Extensible Markup Language
various CAD, GIS and other information systems vendors to develop the tools for creation, reconfiguration and presentation of ADAC XML files. Compliant files that meet the agreed ADAC schema, with all relevant asset attributes, can be captured, transmitted and then represented in various digital formats using a choice of systems.
Case Study Organisations
The two individual agencies discussed further in this review are the Bundaberg Regional Council (BRC) located in the Wide Bay- Burnett region of Queensland and the Logan City Council (LCC) on the Southern edge of Queensland’s state capital, Brisbane.
Bundaberg shire has a current population of approximately 100,000 people being a mix of urban, rural and seaside locations. It is also well known around Australia for the devastating flood events of early 2013.
Logan City, while only a sixth of the size of Bundaberg shire, is a far more densely populated area with a resident population of almost 300,000 people. Both regions are experiencing notable growth with commensurate increases in new infrastructure. Bundaberg has the increased demands of rebuilding following the consequences of a natural disaster.
While both organisations have recently undertaken ADAC implementation activities, the approaches, drivers and priorities have been relatively different due to organisational considerations and local circumstances.
Some particular details of the two agencies are noted below:
Logan City Council
Very large organisation
Major systems review and complete GIS upgrade currently underway
ADAC implementation driven by regional stimulus (supported by statute law covering water reform)
External providers of ADAC files are familiar with requirements due to experience with adjoining councils
Bundaberg Regional Council
Medium sized organisation
Mature asset management and GIS systems
Relatively straightforward in terms of new technical tools and process changes to support ADAC processing
External providers in the region not familiar with new ADAC requirements
Gradual approach to implementation adopted with a strong focus on external consultation and support
Implementation Considerations
While the high level concept of external agencies creating digital asset data files and forwarding to a receiving entity for processing is reasonably straight-forward thinking it comes with a number of varied challenges that need to be managed successfully to gain the full benefits of the ADAC process. With a broad cross-section of stakeholders both within and outside the organisation directly affected by the undertaking of an ADAC implementation, good planning is paramount.
Communication & Stakeholder Engagement
While there are technical implications and challenges in terms of introducing the ADAC process into an organisation, first and foremost adequate consideration must be given to communicating with all stakeholders impacted by changes to existing process.
These communications should ideally extend to external agencies (surveyors and consultants) responsible for the supply of the usual “as-constructed” submission and who will ultimately be required to create and provide ADAC XML files as a part of the typical “as-constructed” bundle of information.
While some external parties may already be experienced with creating ADAC files for other local agencies it is still important that they are notified of the impending changes in process as soon as practicable. This will also allow a suitable lead time for providers with no previous experience with the ADAC tools
or processes to establish the most appropriate technical solutions dependent on their own environments and skill levels.
Primarily the technical support for providers will come from respective software vendors once the most suitable technical tools have been considered and chosen by the provider.
Within the organisation, key stakeholders will typically include the Development Assessment team who routinely accept “as- constructed” data at project handover. While not directly impacted by the processing of ADAC digital data files, this group will usually oversee any policy amendments necessary to enact changes to the makeup of the “as- constructed” submission. The group will also assume the role of “gatekeeper” for the ADAC data files entering the organisation
Technical groups responsible for asset management systems and GIS are also key to a successful ADAC implementation and predictability will need to be involved from the outset. This allows time for teams to consider the most appropriate tools and data movements for post-processing activities.
Overall, a sound communication strategy will outline how the new ADAC process is intended to be introduced, who will be impacted and noting particularly all associated roles and responsibilities.
Attention to these details will promote a smooth transition as adjustments and changes are initiated.
Project Sponsor
With an ADAC implementation project generally crossing various “organisational boundaries” it is good practice to consider the nomination of a suitable Project Sponsor.
The Sponsor should ideally hold a senior role with accountability for at least one or more of the areas in the ADAC data chain and have a strong and vested interest in project goals.
The role of the Sponsor will be to ensure that all implementation activities are coordinated and resourced appropriately, help define ongoing operational processes and guide the various internal stakeholders on their delivery until the implementation is considered complete.
In-house Processing Tools
A number of different ADAC processing solutions are available and can be adapted to suit the organisation’s existing technical environment. Undertaking an assessment of current or planned systems and workflows will determine the most appropriate option.
Organisations that are well resourced with skilled staff in key technical positions may potentially choose to undertake part of the installation of data processing tools in-house.
For agencies that would prefer specialised support in setting up the processing tools, assistance can be arranged via the ADAC administrating body as required.
Gaps in Technical Knowledge
In certain cases an organisation may have a
“gap” in skills and/or knowledge of the tools necessary to undertake ADAC processing activities. Usually this can be quickly overcome by technical staff undertaking relatively simple training in the use of the processing tools of choice.
While this training will potentially need to be run by experienced providers, once completed the organisation will become relatively self-sufficient, only calling on specialist assistance when required.
Technical support is also available to ADAC subscribers via both the administrating body and amongst the network of current members.
Contrasting Implementations
Logan City CouncilIn considering their current position, skills and immediate technology projects, Logan City Council has taken a measured approach to ADAC implementation. Although most external agencies in the region are already providing ADAC compliant files to a number of surrounding councils and water utilities, LCC had not routinely asked for digital “as- constructed” data in this form.
From the 1st of July 2013 the South East Queensland Water Supply and Sewerage Design and Construction Code has come into effect providing a universal framework for water supply and sewerage infrastructure within the South East Queensland region (http://www.seqcode.com.au).
The SEQ Code is compliant with Chapter 4A of the SEQ Water (Distribution and Retail Restructuring) Act 2009, and was gazetted by the Qld State Government on 1 July 2013.
Where there are inconsistencies, the code will prevail over any affected Council’s planning scheme. In the context of this paper, the SEQ Code specifies that all “as- constructed” information provided must be accompanied by a complaint ADAC XML file.
While the ADAC XML process and data model has been configured to capture Transport, Drainage, Water, Sewerage, Open Space and Cadastral data, LCC have chosen to take a staged approach to the implementation and have set up their processing systems for acceptance of Water, Sewerage and Cadastre data only at this time. To this end, Logan City Council ensured they have ADAC data processing systems implemented and operational by the 1st of July milestone to address incoming water and sewerage “as-constructed” submissions.
The incremental approach also aligns well with the organisational structure of this large agency. For water services the information and maintenance management system, specific GIS services and other related performance planning activities are overseen by dedicated staff within a group directly accountable for the activities of the Logan water business.
In the case of LCC’s ADAC implementation to their water business, activities were project managed by the GIS Team Leader of the water business, with the Asset Management Program Leader undertaking the role of Project Sponsor. This governance structure worked very successfully and reflects the approach of implementing the ADAC processing technologies within a single business unit for a particular asset group.
In undertaking the technical aspects of ADAC processing, the decision was made to integrate these activities with the major GIS upgrade project that was currently underway.
All legacy water and sewerage asset data was migrated from the existing GIS platform (MapInfo®) to an ESRI® environment. New data structures were created using the ADAC data model as a “backbone” for the asset records. LCC chose to use external support to undertake a large part of the technical implementation and data migration tasks which was supplemented with their own in- house technical resources.
While the major emphasis of the project has been internally focused on implementation of technical processing tools, significant consultation is being undertaken with external agencies regarding new requirements directly flowing from the introduction of the SEQ Water Supply and Sewerage Design and Construction Code. With the LCC water business having successfully implemented ADAC processing tools for their particular requirements, discussions are now underway within the organisation to integrate ADAC systems within other asset groups.
Bundaberg Regional Council
Using the implementation support program services offered by the ADAC administrating body within the IPWEA Queensland Branch, Bundaberg Regional Council recently commenced their ADAC implementation project. In contrast to Logan City Council, BRC have taken a “whole of organisation”
approach and are capable of processing digital ADAC data for all asset groups currently supported by the ADAC XML schema.
Commencing with a half day workshop, the overall concept of the ADAC system was presented to internal stakeholders. Attendees included technical officers from the GIS and asset management groups as well as representatives of the internal design office.
Following this session, a project team was formed and an implementation plan was developed. The overall program of work was addressed in three parts covering internal process and technical requirements,
community engagement and finally, policy and legislative amendments. These amendments are designed to address the changes to conditioning of development approvals and “as-constructed” guidelines relative to submission of ADAC XML data files.
The role of project sponsor was undertaken by the senior development engineer, with support from both the Manager Design and the Coordinator Asset Management. This approach provided accountability and oversight from the key stakeholder groups involved.
As a medium sized council, BRC asset data management and GIS services are provided by groups that service the needs of all internal parties including water and sewerage services. This allowed an integrated approach to the processing of ADAC XML files with data handled for all respective assets groups in a simultaneous manner. As a part of the implementation support program, external assistance was provided in the development of digital processing tools and workflow planning.
Additionally, BRC have focused extensively on introducing the ADAC data processing technologies to their own internal survey, design and construction activities. This approach is intended to provide the organisation with a high level of understanding of the ADAC file creation process, therefore placing them in a position to support external providers with any technical inquiries regarding ADAC XML file generation.
As a region, local ADAC providers such as surveyors and consulting engineers do not have the experience gained over the last ten years by agencies in South East Queensland.
Consequently, BRC’s focus is to communicate and consult extensively with all impacted external agencies as the rollout of the ADAC program begins. This will be supplemented with a practical level of technical support.
Conclusion
In undertaking their own respective ADAC implementation activities, the Logan City Council and Bundaberg Regional Council have carefully considered the most appropriate approach to their own individual circumstances. Both have clearly weighed up the internal capabilities and capacity, using a suitable mix of organisational resources and external support services.
This has been supplemented with a well structured project plan, defined roles and responsibilities and definitive milestones.
Additionally, there has been a practical recognition of the changes required by external agencies to comply with the requirements in submitting ADAC XML data files. This has been well considered and will continue to be addressed through ongoing communications and consultation.
While there is effort and preparation required in completing a successful implementation, support and guidance is available. The gains of the process are irrefutable and can be expected to provide benefits not only to all direct stakeholders, but also to our broader communities in the years ahead.
Legislation
South East Queensland Water (Distribution and Retail Restructuring) Act 2009, Current as at 17th May 2013, Chapter 4A Part1,
viewed 23rd May 2013,
<http://www.legislation.qld.gov.au/LEGISLTN/
CURRENT/s/SouthEQWDisA09.pdf>.
Author Biography Geoff Bartholomew
Geoff has been employed in asset-intensive industries including rail and local government all his working life. For the last 13 years he has been engaged as a Corporate Asset Management Specialist, both as a local government manager and independent consulting professional. During his career he has attained a breadth of experience in operational and strategic asset management practices, including asset information systems and related business processes and has been closely involved with the ADAC project since its inception over 12 years ago. Geoff is the Principal of LION SYSTEMS, an Asset and Data Management Services provider and works with the IPWEAQ as an ADAC Implementation Partner for member councils and water utilities.
E: [email protected] W: www.lionsystems.com.au
M: PO Box 5930 Maroochydore BC Qld 4558
