Abstract
This article begins by providing a brief overview of the Santa Clara Valley Water District (SCVWD), and goes on to describe the initial success of the water utility operations division (WUOD) of SCVWD in establishing an asset management program (AMP), along with the more difficult challenge of instilling a long‐term asset management culture. The water utility wanted a program that could also optimize maintenance over a piece of equipment's life cycle. This program is now in place and contains the following core components: asset inventory; condition assessment; risk assessment; identification of levels of service; renewal/replacement schedule; and, financial analysis and funding. The article discusses initial successes of the AMP, difficulties encountered, and challenges of developing an asset management culture at SCVWD.
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