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03/28/2023 - PacketBack to Agenda Utilities Committee Meeting Agenda March 28, 2023, 5:00 p.m. Remote access: hgps://us02web.zoom.us/j/85093141925 • Foster Pilot Project — Update • Kitsap County Solid Waste Planning — Discussion • Wells 4 & 7 - Update • Asset Management/Computerized Maint Mgmt System - Update • Water Metering Systems — Update Next Meeting: TBD Future Agenda Items: • Well 13 and PRV's • McCormick Sewer PS #1 Repairs • Option to Levy Excise Taxes on W/S • Bay Street - Street Lighting & Marquee • Bay Street Utility Plan • Water System Fluoridation • Sanitary Side Sewer Policy • Well 11 • Cross Connection and FOG Ordinances Back to Agenda INTERLOCAL AGREEMENT NO. KC-xxx-23 BETWEEN KITSAP COUNTY AND CITIES OF BAINBRIDGE ISLAND, BREMERTON, PORT ORCHARD, POULSBO, AND THE PORT GAMBLE S'KLALLAM TRIBE DESIGNATING KITSAP COUNTY AS THE LEAD AGENCY FOR THE REVISION OF THE COMPREHENSIVE SOLID WASTE MANAGEMENT PLAN RECITALS WHEREAS Revised Code of Washington (RCW) 70A.205.010 assigns primary responsibility for solid waste planning to local government; WHEREAS RCW 70A.300.007(3) assigns responsibility for moderate risk waste planning to local government; WHEREAS RCW 70A.205.045 states that solutions to the state's solid waste management problems require regional solutions by local governments as well as intergovernmental cooperation; WHEREAS RCW 70A.205.005 requires the comprehensive solid waste management plan to include the estimated long-range planning needs for solid waste handling facilities projected twenty years into the future; WHEREAS RCW 70A.205.075 requires all solid waste management plans be maintained in a current condition to be reviewed and revised periodically; WHEREAS RCW 70A.205.040 requires counties, in cooperation with the various cities located within such county, to prepare a coordinated, comprehensive solid waste management plan; WHEREAS RCW 70A.205.040 also requires each city to (1) prepare and deliver to the county an independent solid waste management for integration into the county plan; (2) enter into an agreement with the county to participate in the preparation of a joint city -county plan for solid waste management; or (3) authorize the county to prepare a plan for the city's solid waste management for inclusion in the comprehensive county solid waste management plan; WHEREAS RCW 70A.300.350 requires each local government to prepare a local hazardous waste management plan which may be amended as the needs arises; WHEREAS local governments may choose to either include a moderate risk waste element of their solid waste plans, or develop moderate risk waste plans separately from their solid waste plans, recognizing that if the local government chooses not to combine the two plans, both plans should be coordinated; WHEREAS Kitsap County has established a Solid Waste Advisory Committee (SWAC) in accordance with RCW 70A.205.110 to assist in the development and review of programs and policies concerning solid waste handling and disposal, consisting of representatives of each of the incorporated cities, Indian tribes, federal facilities, County Commissioner's districts, business, and the solid waste industry; KC-xxx-23 ILA for Solid Waste Planning 11 P a g e Back to Agenda WHEREAS the 2018 Kitsap County Solid and Hazardous Waste Management Plan, as adopted by Kitsap County, the incorporated cities and Indian tribes within the county and approved by the Washington State Department of Ecology, incorporates both solid waste and moderate risk waste plans; WHEREAS for solid waste and moderate risk waste planning purposes, Kitsap County attributes to a federally recognized Indian tribe the same status as a city, as referred to in Chapter 70A.205 RCW and Chapter 70A.300 RCW; WHEREAS the United States Navy and the Suquamish Tribe are participating in this arrangement under separate agreements or memoranda; and WHEREAS it is necessary for grant application purposes to designate the lead solid waste planning agency and for local governments participating in the solid waste management planning process to agree to the planning process. NOW, THEREFORE, in consideration of the mutual promises and covenants contained herein, it is hereby agreed: AGREEMENT PURPOSE OF AGREEMENT It is the purpose of this Agreement to provide for the updating of the Kitsap County Comprehensive Solid Waste Management Plan as mandated in Chapters 70A.205 and 70A.300 RCW, for collection, recycling and disposal of solid and moderate risk waste produced or generated within the boundaries of Kitsap County, pursuant to the Department of Ecology Planning Guidelines. 2. AUTHORITY AND RESPONSIBILITIES a. Kitsap County shall act as lead agency for review of the 2018 Kitsap County Solid and Hazardous Waste Management Plan and for preparation of the revised 2024 Solid and Hazardous Waste Management Plan (SHWMP), incorporating both solid waste and moderate risk waste elements. b. It is understood that the planning effort will be coordinated through the Solid Waste Advisory Committee (SWAC), and that the Department of Ecology will consider approval of the revised SHWMP only after all local jurisdictions participating in the planning process have adopted the revised SHWMP by resolution as set forth herein. c. The Kitsap County Solid and Hazardous Waste Management Plan and any subsequent plan updates or amendments shall be deemed to have been adopted when the plan(s) have been approved by governing bodies (county commission, city/town councils) representing 75% of the population (as set forth by the Washington State Office of Financial Management) of Kitsap County. d. Responsibilities for implementation of solid waste programs (including moderate risk waste) will be delineated in the adopted SHWMP. KC-xxx-23 ILA for Solid Waste Planning 21 Back to Agenda e. No separate entity is being created by this Agreement; Kitsap County shall administer this Agreement to ensure completion of the 2024 SHWMP and cooperation among the parties as provided herein. 3. FINANCING AND BUDGET No monies will be exchanged under this agreement. The County shall maintain a Solid Waste Management Fund as a special fund within the County budget, with funding provided from tip fees, grants, bonds, and other sources in the County's discretion. All revenues and expenses in connection with the Solid Waste Management Program subject to this Agreement shall be budgeted and accounted for through this fund. Receipts deposited in the Solid Waste Management Fund shall be used only for solid waste management purposes unless otherwise required by law, grant, regulation, or separate contract. Funding for the SHWMP update process will be provided solely through the Kitsap County Solid Waste Management Fund. Funding for plan implementation will be as stated within the Plan. 4. PROPERTY RIGHTS Title to all property acquired with funds from the Solid Waste Management Fund shall vest in Kitsap County. In the event of sale of any surplus property, such funds shall be deposited in the Solid Waste Management Fund unless otherwise required by law, grant, regulation, or contract. However, if the Solid Waste Management Fund does not require the revenue generated by the sale of such property, it shall be disbursed to participating jurisdictions by an agreed upon formula to be worked out at time of sale. 5. DISPUTE RESOLUTION Any disputes arising under the terms of this Agreement shall be resolved through negotiation and consensus; provided that should negotiation and consensus fail to resolve the issue, it shall be submitted to a 3-member mediation panel for resolution, provided the panel consists of SWAC membership and is agreed to by all parties. Final authority to resolve disputes shall rest with the Board of County Commissioners subject to judicial review for arbitrary and capricious action. 6. ADMISSION OF NEW PARTIES Additional municipal entities may be added to this Agreement upon such terms and conditions as the participating governments and the new party agrees upon in writing. 7. AMENDMENTS The process for adopting an amendment to this Agreement shall be the same as that followed for its original adoption. 8. TERM: TERMINATION Commencing on the date this Agreement is last executed, it shall continue for a term of ten (10) years. Any party hereto may withdraw and terminate its rights and obligations under this Agreement if it is their intention to establish their own Plan, satisfying all requirements to do so under the KC-xxx-23 ILA for Solid Waste Planning 31 Back to Agenda applicable laws of the State of Washington. In such cases, twelve (12) months' notice of intent to withdraw shall be given to all parties hereto. 9. EFFECTIVE DATE This Agreement shall be effective upon its execution by the Kitsap County Board of Commissioners after execution by all other participating governments. 10. FILING This Agreement shall be filed with the Kitsap County Auditor as required by RCW 39.34.040. KC-xxx-23 ILA for Solid Waste Planning 4 1 P a g e t _* f .-A 4q i Back to Agenda DRAFT Strategic A Manage zi,"mmo Plan Back to Agenda City of Port Orchard, WA - Strategic Asset Management Plan (March 2023) Table of Contents EXECUTIVE SUMMARY.......................................................................................................................... 3 ACRONYMS AND DEFINITIONS............................................................................................................ 4 Acronyms.................................................................................................................................................. 4 Definitions................................................................................................................................................. 4 INTRODUCTION........................................................................................................................................ 6 Asset Management Guidance and Best Practices..................................................................................... 7 Strategic Asset Management Plan (SAMP) Framework........................................................................... 7 Envisioned Asset Management Outcomes............................................................................................. 8 ASSET MANAGEMENT POLICY....................................................................................................... 9 Scope............................................................................................................................... 9 Purpose.............................................................................. .............................................................. 9 Context....................................................................... ................................................................... 9 Principles........................................................................................................................................... 9 Alignment....................................................... ......................................................................10 ASSET MANAGEMENT OBJECTIVES ............. ................................................................... 11 Purpose............................................ .. ...................................................................................... 1 1 Process..................................... ........... ........... ...........................................................................11 STRATEGIC ROADMAP.................................................................................................................12 Objective A: Asset MaDchy atic Development.............................................................. 13 A1. Asset Mana nt T)................................................................................................13 A2. CMMS Impleme ....................................................................................................14 A3. Asset Inventory and Development.............................................................................. 15 A4. Asset Management Program — Strategic Funding Plan ................................................................16 A5. Asset Management Training Goals Document............................................................................17 A6. Asset Management Plan (AMP) Development - Utility System..................................................18 A7. Asset Management Plan (AMP) Development - Transportation System.....................................19 Objective (B): CMMS Implementation & Training Services................................................................. 21 B1. RFP — CMMS Implement Wastewater System and Training...................................................... 21 B2. Procure — CMMS Implementation& Training Services - Wastewater System ............................ 21 B3. Contract Implementation & Training Services - Utility System..................................................22 B4. Contract Implementation & Training Services — Transportation System .................................... 23 DRAFT - 2023 CITY OF PORT ORCHARD - SAMP I 1 K C I Back to Agenda City of Port Orchard, WA - Strategic Asset Management Plan (March 2023) Recommended Actions — 5-Year Timeline............................................................................................. 25 LIFECYCLE MANAGEMENT STRATEGY........................................................................................... 26 Desktop Assessment of Data.................................................................................................................. 26 BusinessRisk Exposure......................................................................................................................... 28 Probability of Failure (Condition)....................................................................................................... 28 Consequence of Failure....................................................................................................................... 30 Business Risk Exposure Calculated.................................................................................................... 30 Section Summary — Utility System......................................................................................................... 35 REFERENCED DOCUMENTS.................................................................................................................36 Port Orchard Comprehensive Plan.......................................................................................................... 36 Introduction(Chapter 1)................................................................................................................. 36 Utilities(Chapter 7)................................................................ .................................................. 36 Transportation (Chapter 8)............................................... ........................................................ 36 City of Port Orchard — Shared Files ............................... ................................................................ 36 Dataand Documents .................................................. ............................................................... 36 APPENDICES..................................................... ............................................................................. 38 Appendix A. Asset Management Policy (Draf ..... ................................................................ 38 Appendix B. Asset Management Obje ' es ..................................................................................42 Appendix C. Business Risk Expo Ma ...................................................................................... 43 AppendixD. Data Memo........... ...................................................................................46 Appendix E. City Project & holders....................................................................................49 Appendix F. Project tings ho terviews........................................................................... 50 AppendixG. AMT A a Exam p................................................................................................... 51 AppendixH. CMMS De cr......................................................................................................... 53 Appendix 1. CMMS Technica equirements Example......................................................................... 62 Appendix J. Vendor Cost Worksheet...................................................................................................... 81 DRAFT - 2023 CITY OF PORT ORCHARD - SAMP 12 KCI Back to Agenda City of Port Orchard, WA - Strategic Asset Management Plan (March 2023) EXECUTIVE SUMMARY In August 2022, the City of Port Orchard, WA, hired KCI Technologies, Inc. to provide Asset Management Program Strategic Planning consulting services. The City needed guidance to understand its current Asset Management (AM) practices and develop a strategic plan to support staff and resource allocation. The City also needed to procure a computerized maintenance management system (CMMS) software tool to track asset lifecycle costs. The Strategic Asset Management Plan (SAMP) provides recommendations to support and meet the City's needs. The City faces challenges with rapid growth and increasing demands for services from its 15,000 citizens and surrounding community. The City has made progress in developing a foundation for an Asset Management Program, but staff and resources are stretched. The SAMP provides a roadmap for improving processes and procedures applied to Utility and Transportation Systems. The SAMP also outlines a path for the acquisition of a CMMS to optimize work activit' owards critical assets and those approaching the end of their life expectancy. The City requested an immediate focus on building an asset technologies for the Utility Systems' level of service goals. first system to be implemented in preparation for the pro Transportation System planning and lifecycle strategies due to the existence of the Pavement Management Analysi Management Service in December 2016. The SAMP identifies two primary objectives for Development and CMMS Implementat' T actions to achieve the objective ove e ye l summarized timeline in the table w. i and supporting was identified as the CMMS ssftware. The led from this version of the SAMP developed by Infrastructure "Wanagement Programmatic rvices. Each objective includes recommended the Transportation and Utility Systems. See the Year 1 - ogra Year 2 - ANI Year 3 - AM Year 4 - AM Year S - D Program Program Program Program 1k 1k 1 9 LONG-TERM ACTION Q21W Q -2023 23 2024 2025 2026 2027 a �a� S� � a w � z� Q1 Q2 43 Q4 oaa r� m e ao ry ca r� c a c�aa N m v a Obj et Management Programmatic Development Objective B. CMMS Implementation and Training Services Figure 1- Summary of a five year timeline of Asset Management Objectives for the City of Port Orchard In conclusion, this document provides the City with a strategic roadmap to the foundational development of an Asset Management Program. The recommendations provided will prepare the Public Works Department, Finance Department, Information Technology Department, and other supporting groups for the Asset Management journey the City has begun. The City now has context, strategies, and recommended actions to take the next step toward the goals, objectives, and outcomes in the Port Orchard Comprehensive Plan Adopted in June 2016 and revised in July 2018. DRAFT - 2023 CITY OF PORT ORCHARD - SAMP 13 KCI Back to Agenda City of Port Orchard, WA - Strategic Asset Management Plan (March 2023) ACRONYMS AND DEFINITIONS Table 1 contains a list to clarify and inform readers unfamiliar with acronyms used frequently in this document. Acronyms AM SAMP AMP LOS GIs ISO CMMS RUL LMS Definitions Asset Managemer. AM principles and planning, funding, of all AM processe SAMP: document( asset management asset management ISO 55000 definiti, Table I - Asset Management Strategic Asset Management Plan Asset Management Plan Levels of Service Geographic Information System International Organization for StApMrdizM Computerized Maintenance agement_; Remaininq Useful Life Lifecycle Management Strati'/ J and continued commitment to following iizational structure required to support st practices, and continual improvement ;'objectives are to be converted into ianagement plans, and the role of the of the asset management objectives. CMMS: an enterprise software system that centralizes maintenance information and facilitates the processes tracking of assets and work actives performed. GIS: a computer system for capturing, storing, checking, and displaying data related to positions on Earth's surface. Asset Register: A list of fixed assets that belong to an entity. Asset Inventory: a critical underlying component of all the other aspects of a system's asset management plan. As such, it is crucial for systems to have an inventoried list or survey of all system assets. Asset Hierarchy: a logical index of all an organization's assets — spatial and non -spatial Condition: the state of something about its appearance, quality, or working order. DRAFT - 2023 CITY OF PORT ORCHARD - SAMP 14 K C I Back to Agenda City of Port Orchard, WA - Strategic Asset Management Plan (March 2023) RUL: the time remaining until an asset ceases to provide the required service level or economic usefulness. Risk: Consequence of Failure * Probability of Failure Business Risk Exposure: like a risk but has a financial component to it. What is the "cost' of not meeting a Level of Service? Probability of Failure (PoF): a quantitative measure and description of the probability or frequency of asset failure. Consequence of Failure (CoF): the outcome of an event or situation expressed qualitatively, being a loss, injury, disadvantage, or gain. (SIMPLE, 2005) Level of Service (LOS): the characteristics of system performance, such as "how much," "of what nature," and "how frequently," with regard to the system's service. (EP 2014) Performance Measure: a type of performance indicator expressed ratio or combination of items, described with compound units such as $/ton, person-hours/job, p . g hours per year. Preventative Maintenance (PM): the regular and routine prevent costly unplanned downtime or unexpected failurrA Lifecycle: time intervals that commence with the decommission of the asset or any liabilities therg Asset Management Policy: a high-level management. (IPWEA, 2015) and assets to the need for an asset and terminate with 's principles and approach to asset DRAFT - 2023 CITY OF PORT ORCHARD - SAMP 15 KCI Back to Agenda ■ City of Port Orchard, WA - Strategic Asset Management Plan (March 2023) INTRODUCTION The City of Port Orchard has begun its asset management journey. As the City matured, members of Public Works Operations, Engineering, Information Technology, and Finance recognized that it was time to move from a reactive approach to asset management and develop a strategic asset management program and implement a proactive strategic approach in the City's significant investment in infrastructure. The City's plan was to develop a SAMP and then implement a new CMMS to capture data and actions for better management of built infrastructure. The City hired KCI Technologies, Inc (KCI) to assist in the development of a Strategic Asset Management Plan (SAMP) that includes recommended actions aligned with industry best practices along with technical requirements, included in a City RFP for the procurement of a CMMS. A� KCI has developed a deeper understanding of the City's vision, go a jectives, and desired outcomes by facilitating multiple in -person, informative, educational asset a ent workshops and City provided documents and data along with interviews with key staff. utcome of this valuable input and information provided shaped the development, entation, an ivery of the City's draft AM Policy and AM Objectives. The development of a egic j#et Management Plan (SAMP) provides the City guidance and aligns with the City's visa s, and objectives. SAMP document is to be considered a living do processes, procedures, and methods are impleme section of this document will evolve quickl , and recommended actions and associated vit within this SAMP are as follows: • Introduction • Asset Manageme • Asset Manage Obj • Strategic Roa (Re • Asset Managemen f • Reference Document • Appendices It willed periodic updating as the City's Lifecycle Management Strategy pto AMP will become clear as the implemented. The major sections contained Actions) ;ement Strategies As the City completes the recommended actions detailed within this document, multiple benefits are anticipated, such as. The improved tracking of infrastructure assets and asset lifecycle provides operations and maintenance staff the ability to increase the frequency of inspections and match preventative maintenance activities to extend the assets' life. Another benefit is the timely planned replacement of assets identified as critical to the system to avoid untimely or unanticipated asset failure, delay, or interruption in the delivery of service. The anticipated benefit shows up when tracking and measuring service delivery performance against established performance targets management, giving staff the ability to apply decision -making criteria and analysis when addressing performance to reflect the City's goal of transparency. DRAFT - 2023 CITY OF PORT ORCHARD - SAMP 16 KCI Back to Agenda City of Port Orchard, WA - Strategic Asset Management Plan (March 2023) Asset Management Guidance and Best Practices For this project, KCI used a combination of the American Public Works Association (APWA), Environmental Protection Agency (EPA), the Institute of Asset Management IAM, and the ISO 550OX series of standards for guidance and best practices. The EPA summarizes asset management as `Asset management is maintaining a desired level of service for what you want your assets to provide at the lowest life cycle cost. The lowest life cycle cost refers to the best appropriate cost for rehabilitation, repairing, or replacing an asset. Asset management is implemented through an asset management program and typically includes a written asset management plan ". (EPA, Document Display I NEPIS I US EPA - Asset Management: A Best Practices Guide, 2008) The standards are designed to guide owners, managers, and operators of valuable infrastructure assets through the complex journey of planning, maintaining, and operating assets throughout their entire lifecycle. Often organizations following established concepts benefit by identify' O% inefficiencies and reducing costs to re best value for infrastructure Organizations new to asset: frequently learn that AM is project but a managemen informs business over s stewardship over the lor1% on the concept of continuorl Strategic agement (SAMP) Framework The Institute of Asset Management (IAM) offers the following explanation of a SAMP for context. "What it is: the SAMP is essentially a planning tool that clarifies intentions, priorities and certain practices that will be adopted. It takes a long-term view, and considers the combination of organization needs, stakeholder expectations, and the realities of existing assets and asset management capabilities. This guidance is designed to help construct and maintain such a strategic plan, such that it provides real and positive impact on the organization, shaping what takes place. " (IAM, 2017) The Strategic Asset Management Plan (SAMP) Framework consists of the AM Policy, AM Objectives, and Levels of Service (LOS) & Performance Measures. The SAMP Framework links and aligns organizational objectives to the AM achievement of the organizational objectives, realizing the benefits of structurally aligned asset planning and management. DRAFT - 2023 CITY OF PORT ORCHARD - SAMP 17 KCI Back to Agenda City of Port Orchard, WA - Strategic Asset Management Plan (March 2023) Envisioned Asset Management Outcomes The City has made the decision to strategically align with the Asset Management (AM) concepts and principles by requesting the strategic planning of an asset management program. KCI has facilitated onsite and in -person workshops to provide the City's Project Team with relatable terms, concepts, and best practices of Asset Management. Through workshops, meetings, and interviews, KCI has noted and discussed the City's previous steps, motivation, and current asset management gaps. Listed below is a blending of asset management terminology and the envisioned outcomes stated by the City's project team. • Strategically focused Capital investment in projects on maintaining existing levels of services. • Adopting new processes and procedures to capitalize on efficiencies and targeted activities to do more with existing staffing levels. • Efficient and effective preventative maintenance strategie o maximize and extend the lifecycle of existing infrastructure. • Minimize reaction to asset failures and their associate uences. • Tracking assets' full lifecycles, from as-builts to • Transparency of decision -making processes, p • APWA Accreditation -The City's SAMP i a APWA's accreditation requirements, Chapter 1 Objectives if the Public Works DeparAl&t decid and AWinated valued outcomes. t with AM best practices and meets 10.1 AM Policy, and 10.2 AM dv for APWA accreditation. The previous sections provided an AM knowledge i-olWnsisting of asset management terminology, concepts, guidance, strat ewo aligning vision, and envisioned outcomes. Building on this knowledge and un tandi of e next step is the development of an organizational policy that docume he ' ent between the City's goals and objectives with asset management objectives and act achieve hem. An Asset Management Policy is a document formalizing the organizat* .tm o Asset Management DRAFT - 2023 CITY OF PORT ORCHARD - SAMP 18 KC1 Back to Agenda City of Port Orchard, WA - Strategic Asset Management Plan (March 2023) ASSET MANAGEMENT POLICY An AM Policy is a high-level statement of an organization's principles and commitment to asset management concepts, principles, and best practices. The policy visibly links asset management objectives to an organization's vision, mission, goal, values, and strategic planning objectives. It provides an organization's employees direction as to the appropriate focus and the anticipated levels of asset management practice and engagement. The City's Asset Management Policy is clear and concise, providing accessible terminology, content, and context. Following is a little more than the first page of Port Orchard's draft AM Policy. Scope The Asset Management (AM) Policy provides guiding principles, a foundational framework to achieve goals and objectives with the development of an asset management pr , and alignment with the Port Orchards (City)'s Comprehensive Plan(s). Purpose The purpose of this policy is to document the com implementation of an asset management program. management best practices in the decision-makin minimize reactive and unplanned replacement a4 Context The City aims to develop an Asset' alignment of current business unit1 support of the documented strate ie management policy, the C' 55000 standards are in tionally in the development of a anizati improvement of the AMP m it Principles to and y in the consistent use of asset imize the useful life of assets and ►existine assets. t (A rogram. The AM program consists of the rocedures, and technology solutions, all in e City's comprehensive plan. By developing an asset ternational asset management standards, ISO 55000. ISO s best practices for developing AM principles and concepts q Program foundation and the continual and consistent future. The City makes engineering, operational and financial decisions to optimize its long-term financial position. These AM principles are accomplished through an alignment with asset management principles (maximizing asset lifespan and lowering lifecycle costs) and best practices (AM Objectives reflect and align with the organization's vision, mission, and goals). The City is committed to the asset management fundamentals: value, alignment, leadership, and assurance. These apply to: • Alignment with the City's Guiding Principles o Are we raising the bar? o Are we honoring the past but not living in the past? o Are we building connections with outside partners? o Is the decision -making process positively impacting diversity, equity, and inclusion? DRAFT - 2023 CITY OF PORT ORCHARD - SAMP 19 KCI Back to Agenda City of Port Orchard, WA - Strategic Asset Management Plan (March 2023) • Consistent and reliable services, meeting levels of service provided to the citizens in the stewardship of its assets. • Transparency of the decision -making process to maintain and improve services to stakeholders and the public. • Improved sustainability in the stewardship of the City's assets. • Ensuring the importance of the minimization City's impact on the environment. • Meeting all legal and regulatory requirements. • A proactive approach taken by the City in the management of assets minimizes costly reactive actions and lower risk exposure. Alignment The City's AM Policy supports the City's Comprehensive Plan priorities adopted by the City in 2016, with revisions to multiple chapters. The plans lay out the vision of there, focusing on our priorities of- • Guided decision -making by the City, ensuring that or�n egulations, programs, and projects were developed in accordance with Comm ty valueNgoals. • Measurable and achievable actions that most of vely utilizeresources retain the small-town character of Port Orchard and bu' n even�tronaunitv. The full AM Policy do DRAFT - 2023 CITY OF PORT ORCHARD - SAMP 110 KCI Back to Agenda City of Port Orchard, WA - Strategic Asset Management Plan (March 2023) ASSET MANAGEMENT OBJECTIVES Asset Management Objectives can be concisely defined as the transformation of organizational outcomes into achievable actions. AM objectives should reflect high-level organizational objectives and their strategic vision and goals. They are also used to measure progress in pursuit of organizational strategic goals and objectives. Purpose The City is currently experiencing significant growth in population and the accompanying challenges it must overcome. The City is addressing these challenges by preparing for the impacts and the demands its infrastructure will have to support today and into the future. The City's Comprehensive Plan is a strategic planning document that conveys the vision, goals, and outcomes the City envisions for its future. Guidance and formative A very emblematic paragraph of the Compre ve Plan is from (Chapter 1, Section 1 Subsection 1.1.1) Statement of Purpose and Intent) "The Orchard Comprehensive Plan establishes a framework for taking on the challenges of today desires of the community and best practices in contemporary responsive to the needs of the community and more conne document will guide decision -making and development e regulations, programs, and projects are developed in goals and policies of the Plan speck measurabl c resources, retain the small-town character of Po (Port.Orchard.Comprehensive.Plan, 2018) The p formative development of the City's A�nage Process KCI's process and approach and discussed with the Cif referenced, and guided de` (Chapter 1, Section 1.2)1 Objectives. The AM objecti (Port.Orchard. Comprehensive The Plan integrates the aking the government more pith residentsWed properly, this i ensuring that ordinances, OFwith community values and goals. The (ions that most effectively utilize limited IV 'Id an even stronger community. " Oequently referenced and guided the and Asset Management Objectives for relevant strategic and planning documents reviewed a workshop setting. Another key section was identified, oft We City's AM Policy. Port Orchard's Comprehensive Plan. Outcomes' influenced the development of the Asset Management ;d are in alignment with the Plan's `2036 Targeted Outcomes.' The City's AM Objectives are listed below (A and B). Each objective has an associated table with the actions needed to achieve the objective and align with the City's targeted outcomes. KCI facilitated and guided the City's Project Team through a collaborative process to develop the City's Asset Management Objectives: • A — Asset Management Programmatic Development • B — CMMS Implementation & Training DRAFT - 2023 CITY OF PORT ORCHARD - SAMP I I I KCI Back to Agenda City of Port Orchard, WA - Strategic Asset Management Plan (March 2023) STRATEGIC ROADMAP The City of Port Orchard, as with other municipalities, makes a significant investment annually in the improvement of the City's infrastructure and replacement of capital assets that have failed, reached the end of their useful life, are outdated, are under performing, or need replacement due to regulatory requirements, and all fall under their Capital Improvement Plan (CIP). Another significant City investment is for the Operations and Maintenance (O&M) of the City's infrastructure investment. The City and its project team are new to the asset management principles and concepts and are learning that an AM program is not a one-time project but a management framework that informs business operations for asset stewardship over the long term and depends on the concept of continuous improvement. KCI facilitated discussion workshops and collaborated with the City's project team, and asset management objective strategic initiatives/recommended actions are the AM Objectives developed with input and comments from the City. Each of the AM Objectives in the to below has an over -arching Strategic Roadmap timeframe in the development of an Asset Man ent Program. Table 2 - Asset Management Obiect s A Asset Management Programmatic Develop 1-23 Q3-26 B CMMS Implementation and Training Service Q1-23 Q3-27 The following tables Al-A7 and 131-134, provide aligned with AM best practices and the actions n development of the City's Asset Maa estimated time frame, the completithat are responsible for tracking action "Estimated Timeframes" are a 79bmmended action Strategic Roadmap a e asset management objectives in the Each table describes an action(s), provides an .on(s) prior to initiation, and identifies City staff ion(s) from start to completion. The associated • Immediate Act' (Curr o Q3 2023) • Near -term A (Q4 202 Q4- 024) • Long-term ActiMWI-202W4-2027) DRAFT - 2023 CITY OF PORT ORCHARD - SAMP 112 KCI Back to Agenda City of Port Orchard, WA - Strategic Asset Management Plan (March 2023) Objective A: Asset Management Programmatic Development The development of an Asset Management Program is a significant step forward for the City. AM Objective (A) AM Programmatic Development and the associated actions below provide the City with a strategic roadmap to achieve the benefits and outcomes of applied asset management principles and best practices. Informing and guiding City staff in the effective and efficient use of well-defined and documented processes and procedures to reduce potentially avoidable asset failures. Al. Asset Management Team (AMT) Action Description: Formation and formalization of an Asset Management Team (AMT). The AMT is responsible for centralized coordination of asset management activities across Public Works, managing and tracking the implementation and completion of recommended actions, QA/QC oversite, and the alignment with AM best practices. The AMT is charged with the identification and selection of Asset Management Consulting firms to assist the City in its pursuit of continu development of an AM Program. The AMT also leads the process of the selection of a CM tware vendor and supports the CMMS vendor by providing implementation and training service MT should include the following roles: • Public Works Director • Finance Director • City Engineer • Utility Manager • PW Operations Manager • PW Operations Supervisor • Deputy Finance Director • IT Manager • GIS representative (exte GIS c t n necessary) • Office Assistant 11 Current State: Public s inNinstments. l team that meets to discuss system issues, operations and maintenance, staff all on, and cal However, this informal team focuses primarily on day-to-day tasks and hig .ority rep s and replacements. Benefits: A coordinated effo AMT will reduce costly asset failure occurrence, provide targeted and strategic inspections and pre entative maintenance activities, and proactive planning and continual improvement of processes and procedures. Table 3- AM Obiective A: Asset IMMEDIATE ACTION Primary Utility Manager NA 3/1 /2023 to 3/31 /2023 t (Action I Support PW Operations Manager March 31, 2023 2 FTE 12-18 Hours 24-36 Total Hrs. DRAFT - 2023 CITY OF PORT ORCHARD - SAMP 113 KCI Back to Agenda City of Port Orchard, WA - Strategic Asset Management Plan (March 2023) The 1st AMT Meeting should be held in early April of 2023. The 1St AMT Meeting's final agenda item should be to schedule the 2nd AMT Meeting for July of 2023. Then, Implemented Action is Complete. 1K1St Meeting — Utility Manager Duration 2 Hr. Meeting Annual Mtgs. 4 When Quarterly and Attendees MI H 24-40 Annual Tot Hrs. 96-160 NA AMT Meetings are held on a quarterly basis. A2. CMMS Implementation Team Action Description: The CMMS Implementation Team is tasked vendor prior to, during, and throughout the implementation of the Providing the CMMS vendor with all available and required pr documentation and associated data. The implementation teary ill and identification of the required resources to successful recommended that the implementation team include ke} implemented. For example, the Wastewater System has implemented. Therefore, the following roles • Utility Manager • IT Manager • PW Operations Manager • PW Supervisor • GIS representative • and other Staff assordiM Current State: The roviding support to the CMMS software and staff training. , and methodology the scheduling of staff ,in start to finish. It is [ted with the `System' being ied as the first System to be on the implementation team: System being implemented the need for a way to track work activities associated with assets to k the allo tion of resources and the future replacement cost. There is also agreement that the imp inonquire existing staff time, support, and input. Without the formation of the Ni entation team, the City may struggle to allocate staff collectively effectively, with potential downs ream effects on inspection, preventative maintenance, repairs, and reporting timeliness and the required frequency to meet regulation requirements or standards. Benefits: Having an implementation team in place will ensure focused planning, appropriate stakeholder input and involvement, and buy -in to the new CMMS software. The implementation team members will gain important knowledge as to the impacts on their existing duties and staff, adequate allocation of staff time in CMMS training and the net outcome in efficiencies and performance effectiveness, and documents with lessons learned to reduce the time and costs when implementing the system. The implementation team will start off with Wastewater, leaving time to work through new processes and procedures. In the near -term, the implementation of the remaining Utilities System (Water and Stormwater) will take place, and in the long-term, the Transportation System will be implemented. DRAFT - 2023 CITY OF PORT ORCHARD - SAMP 114 KCI Back to Agenda City of Port Orchard, WA - Strategic Asset Management Plan (March 2023) Table 4 - AM Obiective A: Asset ction 2 PriorityIMMEDIATE ACTION Responsibility Primary Utility Manager Support PW Operations Manager PriorAl Timeframe 4/1 — 5/31 to 711-8/31 of 2023 by Prior to the new CMMS Implementation Action Level of Effort 6 FTE 8 Hours 48 Total Hrs. Internal (City) External • NA to Weeks to complete Internal Support of NA FTE Ho Weeks External (Consultant) The Action is considered complete he City's CMMS Implementation Implemented Team has met for the second m g. frequency and duration of Completion Indicator 1 meetings are up to the Prima ad and t ublic Works Director. Annual Action LOE -.• . • Lead Utility Manager ration 1-Hour Duration •. Frequency Annually TBD When and TBD •. Attendees # Attendees Hr . TBD Tot. FTE Hrs. TBD • •ovai When required The implAft., tion ill meet one to two months prior to the Recurring Action implem do f the t System (Water, Stormwater, and Transportation). The icn, er o Es an 'me need to prepare for and Implementation is d e pt and its complexity. A3. Asset Inventory Hierar DAW.lopment Action Description: age the as an authoritative system of record for each asset class and hierarchy. Institute data ma me licies and procedures with embedded quality control checks for consistent and accurate datase ify and validate a GIS-centric platform to ensure that the City can be software agnostic and unimpede in the selection of a future CMMS/EAM platform. Standardize asset attributes and fully document design and data processes to ensure sustainability. Classify assets in a hierarchy so that cost and condition role up from components to sub -systems and then to the larger systems. Current State: Currently, the location of the majority of the City's assets is based on CAD drawings, with a small portion coming from paper or Microfiche. Operations and maintenance staff, with years of experience operating and maintaining the system, have added attribution based on institutional knowledge. A full account of the City's asset inventory should be reviewed so that data sources can be identified and documented to fully understand the accuracy of the data. Also, facility data on vertical assets such as Lift Stations and Wet Wells will need to be normalized so that data can be categorized in an asset hierarchy; currently, important data is only found as attributes of the vertical asset class. The ability to understand how costs and conditions roll up will be important for decision -making on these facilities. DRAFT - 2023 CITY OF PORT ORCHARD - SAMP 115 KCI Back to Agenda IMMEDIATE ACTION Primary Utility Manager Support PW Operations Manager Al 4/1/2023 to 9/31/2023 by Beginning of Q4-2023 3 FTE 12 , 24 .. $11,000 $23,000 8 Weeks 2 8 Z 8 1� A comprehensive and.re tative inventory (, spatial assets is available ,ogr — Str gic ding Plan )pme 5-Year Funding Strategy for the consistent t to t the funding needs of required actions to achieve the identified asset management objec wit e s period. It should be driven by the AM Policy and should outline a five-year A am dev me budget to meet the immediate, near -term, and long-term timelines recommended ns to co lete and achieve each of the Asset Management Objectives. within the GIS with attribu that meets the future CMMS req option of assistanc rom an effort and associa are d required asset data pu ns with industry best practices and is as well as the asset hierarchy. The al Consultant is available; however, the dent on the level of accuracy and u ted by the City. City of Port Orchard, WA - Strategic Asset Management Plan (March 2023) Benefits: The benefits of developing an asset inventory and hierarchy are significant. Most CMMS software requires a location, usually a GPS-collected coordinate, to associate work activities performed on an asset. As the City utilizes the CMMS over time, asset performance, and lifecycle, cost data can be analyzed to improve decision -making to extend the life of an asset and reduce unanticipated asset failure. Table S - AM Obiective A: Asset A4. Asset Management Action Description: Dev allocations of resources an( Current State: The current is adequate based on the City's first asset management project. Future funding is based on ass7 tions and a general idea of what budget dollars may meet the future needs required for the development of an Asset Management Program. These are based on various discussions with the Finance Director and assumptions because of the sensitivity of disclosing budgets to the current consulting firm. Benefits: The City Council, Mayor, Finance Director, Public Works Director, and key management staff will have the ability to align budgets and the allocation of resources strategically, programmatically, and in a timely manner to develop the Asset Management Program. It also provides flexibility to the City if budgets need to be tightened or loosened. DRAFT - 2023 CITY OF PORT ORCHARD - SAMP 116 K C I Back to Agenda City of Port Orchard, WA - Strategic Asset Management Plan (March 2023) Table 6 - AM Obiective A: Asset Management Programmatic Development (Action 4 PriorityIMMEDIATE ACTION • • Primary Finance Director Support Utility Manager • Al A2 3/2023 to 6/2023 by 6/30/2023 61NOMM 3 FTE 16-24 Hours 12 Weeks to Complete limplemented Action A final document aligns the Funding Strategy with the Recommended • Tr • • f Actions Lead Finance Director — Annually 1 When Se4 # Attendees 3-5 AMT Review and Comm Annual meeting —the first Duration 2 Hr. Meeting mb and• First week 6-10 ot. FTM. 6-10 mber. A5. Asset Management Training Goals Do e Action Description: Develop an Ass age raining Goals document for the City's management and staff. The primary ons an Training Goals document should be clearly stated objectives, rational, and identific of t d dience of stakeholders. Understandable and obtainable performance goals and t it con ent and measurable methods applied in the training of staff training and their he Training Goals document needs clearly identified timelines. Other AM training incl CMM er . ing, User Group Meetings, Asset Management related conferences, sessions, ing, and c fications, if applicable. Current State: An Asset ag t Training Goals document does not currently exist. Benefits: Managers and staff w develop, reinforce, and advance AM best practices to promote, enhance, and advance the development of the Asset Management Program at the City. Deeper buy -in by management and staff will improve effectiveness and efficiencies as consistent and continual training and education are achieved. DRAFT - 2023 CITY OF PORT ORCHARD - SAMP 117 K C I Back to Agenda City of Port Orchard, WA - Strategic Asset Management Plan (March 2023) Table 7- AM Obiective A: Asset t (Action S NEAR -TERM ACTION Primary Utility Manager Support PW Operations Manager A2 A4 B2 Oct-23 Dec-23 l January 1, 2024 2 32-48 Hour 64-96 Total Hrs. $9,000 to $18,000 4 Weeks 2 FTE 16-24 Had& 32-48 Total Hrs. • Once the AMT has reviewed and a d the AM Training Goals document, • the Action is complete. Lead TBD Nuration 1 hour •. Frequency Annually 1 Whe ember and 3rd Week •. Attendees # Attendees Hr 2 Tot. FTE Hrs. 10 AM Team • • Required Recurring Review and ove the AM Training Goals document each year. A6. Asset Management Plan (CS; eve o ent - Utility System Action Description: T)Iecdge ' ity System provides a document/plan to formalize system - specific processes, pro reslog , mandatory requirements, and reporting. The AMP also documents an Asset In ryn Assessment, Business Risk Exposure, Lifecycle Management Strategies, and a 10-year chedule. The development of the Utilities System AMP is guided by the City's SAMP and staf of the Utility System. The SAMP provides the strategic vision and overarching framework touidance and consistency to all supporting System AMPS. An AMP is considered a living document, continually reviewed and updated on a consistent basis. Traditionally organizations updated their AMPS annually. Current State: There is documentation currently being used by the City; however, additional documentation is needed to align with industry best practices and to ensure consistency in work performed to meet delivery standards and regulatory requirements. The SAMP will provide a consistent strategic framework guiding the development of the Utility System AMP. Benefits: The Utility System AMP provides transparency to management and the governing body by clearly documenting the System's Asset Inventory, inspection and condition rating methodologies, Business Risk Exposure, Lifecycle Management Strategies, and a 10-year Utility System Replacement Schedule. It provides guidance to the process of succession (retirement, promotion, and newly hired staff) DRAFT - 2023 CITY OF PORT ORCHARD - SAMP 118 K C I Back to Agenda City of Port Orchard, WA - Strategic Asset Management Plan (March 2023) and centralizes the decision -making process for consistency and the opportunity to improve as asset lifecycle data grows. Table 8- AM Obiective A: Asset NEAR -TERM ACTION Utility Manager Al A3 133 Q1-2024 Q2-2024 NA $65,000 L, $80,000 ent (Action Support PW Operations Manager The beginning of Q3-24 Hours Total Hrs. 8 Weeks to complete 4-8 FTE 32-64 64-128 Total Hrs. The Wastewater system is con red ph 1, and phase 2 will include the Water and Stormwater Syst . Once phas as been completed and phases 1 and 2 are cons ed in the AMP the Utility System. And the formalized AMP - Utility em een recognized by the City and Public Works Director. Lead Utility ` Duration 2 Hr. Meeting Annually 1 and TBD # Attend0fts 3-5 Hrs. 6-10 Tot. FTE Hrs. 6-10 System AMP Review and Improvement Meeting (TBD) A7. Asset Manage Plan (A ) Development - Transportation System Action Description: The P fo e Transportation System provides a document/plan to formalize system -specific processes, pro s, methodologies, mandatory requirements, and reporting. The AMP also documents an Asset Invento , Condition Assessment, Business Risk Exposure, Lifecycle Management Strategies, and a 10-year Replacement Schedule. The development of the Transportation System AMP is guided by the City's SAMP and is considered a living document to be updated annually. Current State: Staff follows established processes and procedures when performing work activities. There is documentation, and additional documentation is needed to align with industry best practices and to ensure consistency in work performed to meet delivery standards and regulatory requirements. Benefits: The Transportation System AMP provides transparency to management and the governing body by clearly documenting the System's Asset Inventory, inspection and condition rating methodologies, Business Risk Exposure, Lifecycle Management Strategies, and a 10-year Transportation System Replacement Schedule. It provides guidance to the process of succession (retirement, promotion, DRAFT - 2023 CITY OF PORT ORCHARD - SAMP 119 KCI Back to Agenda City of Port Orchard, WA - Strategic Asset Management Plan (March 2023) and newly hired staff) and centralizes the decision -making process for consistency and the opportunity to improve as asset lifecycle data grows. Table 9- AM Obiective A: Asset Management Programmatic Development (Action 7) LONG-TERM ACTION Primary PW Operations Mgr Al A3 134 Q1-2026 Q2-2026 NA $50,000 :o $90,00( 5-8 FTE The action is complete System AMP System. Support PW Ops Supervisor b, Hours The beginning of Q4-26 Total Hrs. 8-10 Weeks 80-128 Total Hrs. e final Transportation Lead PW Op ManNa Duration 2 Hr. Meeting Annually 1 and TBD # Atte es 4-6 Hrs. 8-12 Tot. FTE Hrs. 8-12 Re d qua sportation System AMP Review and Improvement Meeting DRAFT - 2023 CITY OF PORT ORCHARD - SAMP 120 K C I Back to Agenda City of Port Orchard, WA - Strategic Asset Management Plan (March 2023) Objective (B): CMMS Implementation & Training Services In the development of an Asset Management Program, CMMS software is an important tool and is widely used by organizations to track and schedule work activities and track the lifecycle costs of assets. A CMMS also provides system managers the ability to establish processes and procedures that ensure consistent data input and the allocation of resources to operate and maintain the system they oversee. The historical data collected can be analyzed. Quantitative data -based decision -making results are accessible and transparent. The training of staff on the new CMMS ensures consistency. B1. RFP — CMMS Implement Wastewater System and Training Action Description: Review the consultant (KCI) provided CMMS technical requirements and demo script document. Integrate this document into a City of Port Orchard RFP. Current State: The City does not have CMMS in place and has performance tracking and associated costs. Benefits: The anticipated benefits to the City once the CMMS i on using the software effectively should become evident as re approaches are applied. An ability to track costs, asset and f I reporting, an increase in data -based decision -making a alysi and defendable methods and approaches in the delivery o Table 10- AM Obiective B: CMMS Al E MaMaer in tracking asset plemented, and staff is trained esp s decrease and proactive irmanc ndardized and consistent )uld lead o clear and, transparent, customers. Services (Action 1 Support PW Operations Manager 2 to 4/31 /2023 by 3 , 12 ■ to NA IA AFJJ NA Hours 5/31 /2023 36 Total Hrs. NA Weeks NA Total' Release of the RFP to CMMS vendors/Asset Management Consulting Firms. B2. Procure — CMMS Implementation& Training Services - Wastewater System Action Description: The City has expressed a desire to select a CMMS vendor that best aligns with and meets the functional requirements requested by the City and procure the CMMS software, implementation, and training services from the selected CMMS vendor. The Wastewater System is considered phase 1. Phase 2 is the implementation and training of the Water and Stormwater Systems. Current State: The City does not have CMMS software. DRAFT - 2023 CITY OF PORT ORCHARD - SAMP 121 KCI Back to Agenda City of Port Orchard, WA - Strategic Asset Management Plan (March 2023) Benefits: A CMMS that is implemented and staff has been trained on using the software effectively should become evident as reactive responses decrease and proactive approaches are applied. An ability to track costs, asset and staff performance, standardized and consistent reporting, an increase in data -based decision -making and analysis should lead to clear and, transparent, and defendable methods and approaches in the delivery of service to customers. Table 11- AM ONective B: CMMS Im lementation & Trainin Services Action 2 • • • NEAR -TERM ACTION • • Primary Utility Manager Support PW Operations Manager • A2 Time frame A May-23 to July-23 by July 31, 2023 Level of NA FTE NA al NA Weeks Internal (City) Depen Bids External • from s Weeks Ve s Internal Support of _ 6-10 FTF 220- Tot. 10-12 Weeks This Action is cd implemented for and stafidifte bi Mted once the new CMMS is fully r System and relevant management trained by the CMMS vendor. B3. Contract Implementation & g es - Utility System Action Description: W s as been completed by this time (Phase 1 is complete) — This action is to contract se s to imp ent Water and Stormwater Systems (Phase 2), which means that the Utility SystemVdoeshave ter, and Stormwater Systems) will be fully implemented, and staff training will be c Current State: The CMMS software; however, when this action is initiated, a new CMMS has been implemented, and staff has been trained for the Wastewater System. Benefits: There are significant benefits to the City once a new CMMS is procured and fully implemented. Tracking of costs, work activities, work, and asset performance data reporting, increase in data -based decision -making, and transparency to management, staff, and the public. DRAFT - 2023 CITY OF PORT ORCHARD - SAMP 122 KCI Back to Agenda City of Port Orchard, WA - Strategic Asset Management Plan (March 2023) Tab(e 12- AM Obieetive B: CMMS & Training Services (Action 3 PriorityNEAR-TERM ACTION LResponsibility Utility Manager Support PW Operations Manager NPriorA2 B2 A5 A6 Time Frame Q3-24 to Q4-24 t June 30, 2024 EffortLevel of NA NA Hour NA Weeks Internal (City) IF External (Consultant) Depends on Bid 24 Weeks from Vendor Internal Support of External • urs 6-8 r , 180-240 T 24 Weeks • Once the Water and Stormwater to e fully implemented and staff • has been trained on the CM he action nsidered completed. • • • Required , RecurrinciNA B4. Contract Implementation & Training Se ceortation System Action Description: The Utility Syst bee pleted by this point in time. This action is to contract services to implement all t set c ses r the Transportation System umbrella, including Roads, Bridges, Signs and Signal d oth nt ght-of-Way (ROW) groups. The contractor should fully implement the Transpo yste et classes and fully training management and staff. Current State: The Ci es n ve S software, however when this action is initiated, a new CMMS should have b implement an taff has been trained on only the Utility Systems Benefits: There are signi t ben s to the City once a new CMMS is procured and fully implemented. Tracking of cos activities, work, and asset performance data reporting, increase in data -based decision -making, an ansparency to management, staff, and the public. DRAFT - 2023 CITY OF PORT ORCHARD - SAMP 123 K C I Back to Agenda City of Port Orchard, WA - Strategic Asset Management Plan (March 2023) Table 13 - Asset Management Objective B: CMMS Implementation & Training Services (Action 4) ContractACTION (134) • • • Services Transportation Priority LONG-TERM ACTION - • • Primary PW Operation Manager Support Utility Manager ' B3 A3 A4 A7 Q4-2026 to Q2-2027 L, June 30, 2027 • NA FTF NA NA Weeks 111(;19 ME External • to Depends on Bid Weeks 6-8 FTE 160-240 ours 36 Weeks • After the Transportation Syste ior Ily i mented and staff has been • trained on the CMMS, the ac ' is conside completed. • • Required Recurring NA C DRAFT - 2023 CITY OF PORT ORCHARD - SAMP 124 KCI Back to Agenda Recommended Actions — 5-Year Timeline Table 14 - Recommended Actions by Asset Management Obiective City of Port Orchard, WA RECOMMENDED ACTION BY AM OBJECTIVE Asset Management Program Year 1 - AM Program Year 2 - AM Year 3 - AM Year 4 - AM Year 5 - AM Strategic Planning Project Required Development Program Program Program Program Action(s) March 2023 Prior to 1'' • ' ' i m LONG-TERM ACTION Action Q2-2023 Q3- 023 2024 2025 2026 2027 Strategic Roadmap of Recommended Actions 5-Year Timeline Q d a Q z D w Ln U o o Q1 Q2 Q3 Q4 c7 U U U c7 c1 c1 U cl N 0 M 0 0 a z ' Start o h Al: Asset Management Team (AMT) AlIF I A2: CMMS Implementation Team Al a a A3: Asset Inventory and Hierarchy Al ILI '— u A4: Asset Management Program - Funding Strategy Plan A a A5: Asset Management Training Goals Document 2 A6: Asset Management Plan (AMP) Development Q Utility System (Phase 1 - Wastewater System and Phase 2 - Water & Stormwater Systems) 1 A4 B2 A7: Asset Management Plan (AMP) Develop ­4% Transportation System A4VB3 i 1 : Finish Bl: RFP-CMMS Implement Wastewater Syste 00 Training Services At d ��— 112: Procure CMMS Software Implementation and a, Training Services Wastewater System A2 131 113: Contract Implementation & Training Services B2 a Utility System (Water and Stormwater) A3 A4 A5 134: Contract Implementation & Training Services B3 Transportation System A3 A4 A7 CITY OF PORT ORCHARD - SAMP KCI Back to Agenda LIFECYCLE MANAGEMENT STRATEGY Lifecycle Management is about how an asset is managed at each phase of its life to realize its maximum value. During an asset's life, each stage, as seen in Figure 3, has actions that need to take place so that the asset can be managed in a programmatic fashion. This active management of an asset is the essence of Programmatic Asset Management. When developing an asset management strategy, KCI typically starts by answering the following questions: 1) What do we want to actively manage? The results of that question inform the asset register/asset inventory. 2) 3) How do we operate and maintain assets once they are built? A risk -based approach helps agencies with data -driven decision support so that assets perform at a designated level of service (goals). Performance ' measures should be developed so that performances against goals can be measured. How do we retire assets and plan for This stage is where capital plans are that future renewal needs inform fun, deferred capital gets more attention I & Maintenance. Under the current scope of work of small lifecycle analysis with reco improvements so that improveme we developed to demonstrate how c should be further develop part of the City's asset agemeni Desktop AssesV&en Figure 3 - Outlines the stages of an asset's life. Each stage should be managed as part of the Lifecycle Management. ollow on to this report. KCI Leveraged the data rm ecisions in the field. This methodology can and Management Plans for each asset class and is outlined as The City has developed a data s7Wce using GIS, and it's hosted on ArcGIS online, and data models have been standardized and are generally accepted as the industry standard. City has a Geographic Information System (GIS) that provides a comprehensive asset inventory. That said, several database attributes do not fully support asset management, are incomplete, are captured in a related system, or have a low confidence level. To support asset management and systems integration, KCI looks for the following information in a relational database format: CITY OF PORT ORCHARD - SAMP KCI Back to Agenda City of Port Orchard, WA - Strategic Asset Management Plan (March 2023) Table l 5 — CIS Data Fields Required to support Asset Management Field Name e in AM Data Typei Asset_ID* A unique id that can be UniqueID / This field is necessary for propagated across systems for Auto integrations with other systems integration Number and should never change. In conversations, we agree that this should be an auto number. KCI suggests a "prefix" so there are no duplications in numbers across asset classes. An example would be SS000001 for Sanitary ISr Asset 000001. Installed Used to determine a rough Date Time .s field can be used to Date* estimate of the remaining e to the remaining useful useful life expectancy of an life o sets that don't have asset. regular dition assessments. We estimate the remaining useful life based on the install date and material. Material* The material type helps D Age and Material are used to calculate an asset's ing terial calculate the remaining useful useful life expec y. ed pe life on assets that do not have materials hav feren regular condition assessments. expectancies, a e estimaf PA lished En ' ring ar A aterial L Expe Gies. Pipe Size Size plays in Integer The size of the pipe can be used determining e Consequence as a variable in consequence of of Failure Ratings. Failure calculations. Condition Condition is one of the factors Domain Condition is part of the formula needed to calculate Business for calculating risk. Risk. Consequence The consequence of failure is Domain The consequence is part of the one of the factors needed to formula for calculating risk. calculate Business Risk. Business Product of Condition and Calculated Risk is used to make O&M and Risk Consequence Field Capital decisions. DRAFT - 2023 CITY OF PORT ORCHARD - SAMP 127 KCI Back to Agenda City of Port Orchard, WA - Strategic Asset Management Plan (March 2023) Field Name j& Role Confidence Rating is based on how Domain Confidence score allows the end accurate and dependable the user an opportunity to data sources used to gather understand fully information on the assets. Status Operational, Spare, and Domain The status of the asset. Data Abandoned tells a story of the should never be removed from actual life of an asset and if it the database; it should be is in the planning stage or in archived. storage as a spare. After the data analysis portion of this project, KCI developed a Data Appendix D. Data Memo, which described data gaps preventing th management decisions. The City, KCI, and a data consultant, Fl) data in most of the fields, as outlined in Table 17. The data d lope on the age of the parcel. Developing an estimated install allowe, useful life of assets based on EPA's estimates for Age atelfe( us calculate Business Risk Exposure to demonstrate data- Business Risk Exposure o with recommendations, from data -driven lifecycle ,n cs, worked to capture critical d wa stly the date of install based 3 KCI tlVculate the remaining This low -confidence analysis helped ;ycle management in this SAMP. To make data -driven decisions, agencies 'cally the BTiisiness Risk Exposure to inform decisions and/or support decisions. Criticality s om ly referred to as the product of Probability of Failure * the Consequence of Fail . Since iticali often ambiguous with Risk, KCI uses the term Business Risk Exposure (BRE) as r ility of Failure (Condition) x Consequence of Failure. Probability of Failur ondition Calculating the Probabi f Failure oF) is directly related to failure modes. As asset classes are added, failure modes shoul con ' red to determine how to calculate the PoF. Typical failure modes are highlighted in Table 17. D ns for failure modes typically come from agreed -upon failure modes and are stored in the CMMS, a Relational Database Management System, or in -field observations stored in a Geographic Information System (GIS). For this study, we used a Mortality Failure Mode that was based on the age and the material of the asset as stored in the GIS unless and observation was made and stored in the condition field of the GIS. The data that was estimated based on parcel age was given a low confidence score so that decision -making could be made with a level of confidence in the data. In the end, failure modes need to be defined in conjunction with a consequence of failure so that the City can better define BRE across all asset classes, including those with moving parts like motors and pumps. When developing failure modes, the use of Table 16 is a recommended starting point, but it is not comprehensive. The differences between vertical assets like lift stations and horizontal assets like wastewater lines should be considered along with the infrastructure these assets serve. Failure Modes around Capacity and Efficiency are more common in "vertical" assets, where motors and pumps are t DRAFT - 2023 CITY OF PORT ORCHARD - SAMP 128 KCI Back to Agenda City of Port Orchard, WA - Strategic Asset Management Plan (March 2023) common asset classes. For this analysis, the focus was on "horizontal" assets like pipes, so we used a mortality failure mode. Table 16 - Mortality Failure Mode Failure Mode Definition Capacity Capacity Volume of demand Redesign exceeds design capacity Level of Service Functional requirements exceed O&M optimization, renewal design capacity Mortality Consumption of assets reduces O&M optimization, renewal performance below an acceptable level Efficiency Efficiency Operations costs Replace exceed that of feasible alternatives An asset inventory is a critical tool that wastewater systems assets effectively and sustainably. The City has an asseAeac classes. Details such as model and serial number, size, consequence, and business risk should be recorded for Of the four horizontal asset classes City wishes for condition ratings and age. `Condition' was ( mode) so that business risk exposure co c conservative lifespan parameter. It i di useful life for the asset. Scoring on a s failure. Table 17 — Ut' 'utilize to ge and maintain aging ry at details ny different asset r installed, age, useful life, condition, , as available. man3Wininimal data was initially provided remaining useful life (mortality failure The estimated life remaining is a more een the age of the asset and the EPA's expected where 5 represents the highest probability of an attribute that is not necessari, for this asset class AIRMi MIN NU 11• hi4e IL !Z ISwer Lift 2 pacify / None None None ation fficienc Structure 1617 Mortality None None None Valves Sewer 4072 Capacity / 4072/4072 4072/4072 4072/4072 Flushing Efficiency Sewer Mains 4072 Mortality 105/4072 139/4072 4072/4072 Water 9 Capacity / N/A* 7/9 None Storage Efficiency Reservoirs Water -Fire 470 Capacity N/A* Flow (99/470) 389/470 Hydrant PSI (103/470) Water Well 10 Capacity N/A* N/A* None DRAFT - 2023 CITY OF PORT ORCHARD - SAMP 129 KC1 Back to Agenda City of Port Orchard, WA - Strategic Asset Management Plan (March 2023) Water Valves 1295 Efficiency N/A* None A, None COPO Water 2685 Mortality Derived Derived 2685/2685 Mains Water BO 46 Mortality Derived Derived None Main Storm 5880 Mortality 2278/5880 3761/5880 34/5880 Conveyance Main Consequence of Failure Rated based on the size of the water or sewer asset and its proximity to high consequence facilities and/ or users should play a significant role in determining the consequence of failure that goes into scoring Business Risk Exposure. The GIS becomes and instrumental tool in de ping proximity -based criteria as well. High consequence users that should be identified could incl shopping malls, hospitals, rehabilitation centers, medical centers, golf courses, ind/hig'Sr ducation centers, and trailer parks. These areas need to be in the GIS and identified aqu of failure' influencers. Consequence of Failure was scored on a scale of 1 to 5, esents ighest consequence of failure. Business Risk Exposure Calculated All the water and sewer assets were scored and fore f the identified factors above; the weighted factors for each asset were scored and n ll " score by multiplying the Probability of Failure by the Consequence of Fail i this score, the more urgent the asset should be considered for capital repla^nod r me ed monitoring. For storm assets, KCI used a straight condition score since there ned c equence of failure. Capital Replacement KCI Based on the Busine os alculations, KCI chose to assess and categories assets into three categories. If theV�astewater e we consider those assets for Capital Replacement. Capital Projects across asset cgated by proximity to developing efficiencies in construction. The following risk maof the assets that have high BRE are in the Northeast section of the City. In many caseSystems have high Business Risk Scores, an example of this is Kitsap St. This te for a capital project since efficiencies can be gained by replacing both asset classes and the road at the same time. A detailed Capital Project analysis was not part of the scope of this project, but it could be considered part of an Asset Management Plan. DRAFT - 2023 CITY OF PORT ORCHARD - SAMP 130 KCI Back to Agenda City of Port Orchard, WA - Strategic Asset Management Plan (March 2023) z s c . 10 I-1 ....i. ''gy del 1 yF �ar _E5 rI }TEStE. C-6fR1ii:ermap. WCQEMENT. PJIR�.a�ri: �sri ,]age n, ET I, Esri Chine rHsri P� Vqe, Em {Thailand}, HGCC, {c} "" Opens apr diGut nd th _131Jler Ggtmundq tr:r �,uec c Figure 4 — City of Port Orchard — Map of Business Risk Exposure - Utility System DRAFT - 2023 CITY OF PORT ORCHARD - SAMP 131 K C I Back to Agenda City of Port Orchard, WA - Strategic Asset Management Plan (March 2023) Operations & Maintenance Optimized operations and maintenance begin with understanding when and where to place resources based on Business Risk Exposure. Ideally, most resources are placed where Capital Projects have been deferred. These assets can be seen in the "immediate work" quadrant. Assets that are not candidates for capital should receive more aggressive monitoring, as seen in the "aggressive monitoring" quadrants. Finally, assets in the "sample monitoring" can receive the least number of resources. RISK MAP 55 A RE$$1VE M0141TORING L5 U, SAMPLE o MOWORING 2 0 V I. COA1111116111614S 2.5 IMMEWATE .;RESSIVE NITORING 5 Figure S: This is an ex of a risk . Assets in the top right quadrant need immediate work, often in the form of a Capital Project. is in t ggressive Monitoring quadrants should have increased Operations and Maintenance, wh71WsfAW the Sample Monitoring quadrant can have reduced activities. Preventative Maintenance and Levels of Service Preventative Maintenance (PM) is the regular and routine maintenance of equipment and assets to keep them running to prevent any costly unplanned downtime from unexpected equipment failures. By performing PMs, the utility can better prioritize, plan for, and budget Operations and Maintenance (O&M) projects based on factors that are data -driven and goal -oriented. Performing PM allows the City to ensure the systems are continuing to meet the Level of Service required of them by the City and its customers.' DRAFT - 2023 CITY OF PORT ORCHARD - SAMP 132 KCI Back to Agenda City of Port Orchard, WA - Strategic Asset Management Plan (March 2023) Wastewater System - Level of Service Goals: Having routine preventative maintenance for the Wastewater collection system is a best practice and aligns with Levels of Service (LOS) goals. A strong Preventative Maintenance program includes regular inspections and cleaning of manholes, mainlines, force mains, lift stations, and grease traps. Grease trap inspections typically fall under a pretreatment program for Fats, Oils, and Grease (FOG), which is an overall part of the Preventative Maintenance Program. In discussions with City staff, KCI noted that the utility wishes to maintain a Level of Service as noted in each of the tasks below. The cost estimation to inspect, clean, and televise the manholes and mainlines is given, assuming an agreed -upon LOS per year. CCTV Gravity Lines Table IS — CCTV 20% 1 72113/360567 Lines — Level of Service Goal - City costs per day include two (2) operators and two (1 • Operator labor rate provided by City is $61.6 • The total cost per day for (2) Operators aTj For cost calculations, KCI assumes an average ,50C Please note that these estimates do not take into or any other equipment or material needed to perfo The importance of PM is as follows: CCT' scoring methodology will allow tehe Maintenance based on the condis, the condition of the system anW risk Pump Station In 100% Daily I \ 20 W. And Jiera Van rate $100.00/hr. piece of equ ent equals $1,786.40. per day being cleaned and televised. ion the costs of inflation, annual raises, VsWms using PACP or a standardized pla apital and prioritize Operations and Asset Management starts with an understanding of pn presents to the City. —Level ofService Goal $ City costs per day ince (1) operator(s) and one (1) piece(s) of equipment (truck). • Operator labor rate provided by the City is $61.65/hr. Truck rate $20.00/hr. • The total cost per day for (1) Operator(s) and (1) piece of equipment equals $653.20. For cost calculations, KCI assumes an average of 3 hrs. per day for inspection and periodic cleaning. Please note that these estimates do not take into consideration the costs of inflation, annual raises, or any other equipment or material needed to perform repairs. The importance of PM is as follows: Pump station inspections affords the opportunity to monitor motors and "rotating assets." Asset Management Starts with an understanding of the condition of the system and the risk that condition presents to the City. DRAFT - 2023 CITY OF PORT ORCHARD - SAMP 133 KCI Back to Agenda City of Port Orchard, WA - Strategic Asset Management Plan (March 2023) Wet Wells Cleaning City costs per day include one (1) operator and one (1) piece(s) of equipment (truck). • Operator labor rate used is $61.65/hr. And a truck is equal to $20.00/hr. • The total cost per day for (1) Operator(s) and (1) piece of equipment equals $653.20. For cost calculations, KCI assumes an avg. (4) hrs. per day for inspection and periodic cleaning. Please note that these estimates do not take into consideration the costs of inflation, annual raises, or any other equipment or material needed to perform repairs. The importance of PM is as follows: Wet Well inspections affords the opportunity to monitor motors and "rotating assets" as well as the overall asset. Asset Mana ement Starts with an understanding of the condition of the system and the risk that conn presents to the City. Water Distribution System - Level of Service A preventive maintenance program for the water distr' the City maintain its system properly. Knowing the o to meet those needs will enhance public health protec reduce the costs of maintaining the water sy . Strong hydrant inspections, hydrant flushing, tank il%mi _ exercising them. Routine water hydrant inspectio system hydrants. Distribution hydrants are operational and h helps reduce the amoeests it dead ends and olderons inspections and fl on all cost/year at currentfor wal Hydrant Flushing McCormick Woods System City Water System problems by helping of your system and taking action the City's system's reliability, and ive maintenance consists of regular g, and valve inspections while Vj ing ensure the proper operation of distribution g als lows operators to test and ensure that all fire pressure for firefighting. Routine flushing also builds up in the distribution system pipes, especially near City has suggested that they wish to perform annual vdrants. An estimated calculation for the maintenance equipment costs is calculated as follows: —Level ofService Goal 132 $ 338 $ City costs per day include two (2) operators and one (1) piece of equipment. • Operator labor rate used is $61.65/hr. And Crew truck is equal to $20.00/hr. • The total cost per day for (2) Operators and (1) piece of equipment equals $653.00. For cost calculations, KCI assumes an average of fifteen (15) minutes per flush. Please note that these estimates do not take into consideration the drive time between hydrants or the costs of inflation, annual raises, or any other equipment or material needed to perform repairs. DRAFT - 2023 CITY OF PORT ORCHARD - SAMP 134 KCI Back to Agenda City of Port Orchard, WA - Strategic Asset Management Plan (March 2023) Hydrant Flow Testing Table 22 - Hvdrant Flow Testing — Level ofService Goal 20% 1 470 1 _ 1 $_ • City costs per day include two (2) operators and one (1) piece of equipment. • Operator labor rate used is $61.65/hr. And Crew truck is equal to $20.00/hr. • The total cost per day for (2) Operators and (1) piece of equipment equals $1,146.40. • For cost calculations, KCI assumes an average of (8) Flow Tests per day. • Please note that these estimates do not take into consideration the drive time between hydrants or the costs of inflation, annual raises, or any other equipment or material needed to perform repairs. Valve Exercising Program 20% Table 23- Valve 1: City costs per day include two (2) operators • Operator labor rate used is $61.65/hr • The total cost per day for (2) O For cost calculations, KCI assumes the o inspections/exercises per day that are per (3) inspections/hr. /operator. Please note that these estim do n take i the costs of inflation, ann raises ot: Section Sum Condition Assessment a M Maintenance Strategies an Operations and Maintenance p as The City raises or lowers its ice of equipment. truck is equal to $20.00/hr. Ceceof equipment equals $1,146.40. rage (of 48) valve y. This comes out to an average of three consideration the drive time between valves or equipment or material needed to perform repairs. s allow the utility to make better decisions on Optimized rovement Projects (CIPs). Please see below for estimated annual ,evel of Service requested. Please note that the costs will fluctuate Of Service expectation. Table 24 — Annual Estimate of n&M ner Level of Service - Utility ,Svstem ,Summary Work to be Pe Sanitary Sewer Cleaning and CCTV Work Number of 1• i $ Pump Station Inspection $ Clean Wet Wells $ Hydrant Flushing McCormick Woods $ Rest of the City Water System $ Hydrant Flow Testing $ Valve Exercising $ DRAFT - 2023 CITY OF PORT ORCHARD - SAMP 135 KCI Back to Agenda City of Port Orchard, WA - Strategic Asset Management Plan (March 2023) Grand Total ? $ ? Performing these critical and essential PM tasks will help the City gather the data needed for the City to better assess the overall condition of the system and its assets. REFERENCED DOCUMENTS The City provided a significant amount of the referenced documents, along with a few documents that were downloaded from the City's website. These City documents provided KCI with the needed information to develop the SAMP document. Port Orchard Comprehensive Plan Introduction (Chapter 1) Adopted: June 2016 Revised: July 2018 Document File Name: 1 JULY-2018-F Utilities (Chapter 7) Adopted: June 2016 Revised: July 2018, Document File Name: 03_JUNE-2022-C Transportation (Chapter 8) Adopted: June 2016 F Document File Name City of Port The City's IT set up a ] .../KCI Project/Shared Data and Documents GIS Data -r 2021, June 2022 pdf Transportation.pdf folder for KCI and the City to share data. Location Shared Dated: September 1, 2022 Shared Method: CITY's SharePoint ■ Data File #1 Name: COPO_Utilities-2.mpk ■ Data File #2 Name: COPO Utilities-2.mxd ■ Data File #3 Name: New File Geodatabase.gdb.zip ■ Data File #4 Name: SQL Database_TV Truck.bak DRAFT - 2023 CITY OF PORT ORCHARD - SAMP 136 KCI Back to Agenda City of Port Orchard, WA - Strategic Asset Management Plan (March 2023) Organizational Chart 2016 IMS Agreement DRAFT - 2023 CITY OF PORT ORCHARD - SAMP 137 KCI Back to Agenda City of Port Orchard, WA - Strategic Asset Management Plan (March 2023) APPENDICES Appendix A. Asset Management Policy (Draft) Scope The Asset Management (AM) Policy provides guiding principles, a foundational framework to achieve goals and objectives with the development of an asset management program, and alignment with the Port Orchards (City)'s Comprehensive Plan(s). Purpose The purpose of this policy is to document the commitment of leadership to the development and implementation of an asset management program. Guiding the Cityconsistent use of asset management best practices in the decision -making process to maxim' e useful life of assets and minimize reactive and unplanned replacement and maintenance of g assets. Context The City aims to develop an Asset Management (AM) alignment of current business units, standard operating support of the documented strategies and the City's cot management policy, the City is following intern 55000 standards are internationally accepted as b pn in the development of an organization's Progr improvement of the AM Program int e. Principles The City makes engi position. These AM j (maximizing asset lii align with the organi. fundamentals: value, AM DroMam consists of the IF and technology solutions, all in ie plan. By developing an asset We ment standards, ISO 55000. ISO veloping AM principles and concepts and the continual and consistent > io d financial decisions to optimize its long-term financial es are mNed through an alignment with asset management principles and lowe lifecycle costs) and best practices (AM Objectives reflect and vision, sion, and goals). The City is committed to the asset management 1 le ship, and assurance. These apply to: • Alignment with the Ciiy's Guiding Principles o Are we raising the bar? o Are we honoring the past but not living in the past? o Are we building connections with outside partners? o Is the decision -making process positively impacting diversity, equity, and inclusion? • Consistent and reliable services, meeting levels of service provided to the citizens in the stewardship of its assets. • Transparency of the decision -making process to maintain and improve services to stakeholders and the public. • Improved sustainability in the stewardship of the City's assets. • Ensuring the importance of the minimization City's impact on the environment. • Meeting all legal and regulatory requirements. DRAFT - 2023 CITY OF PORT ORCHARD - SAMP 138 KCI Back to Agenda City of Port Orchard, WA - Strategic Asset Management Plan (March 2023) • A proactive approach taken by the City in the management of assets minimizes costly reactive actions and lower risk exposure. Alignment The City's AM Policy supports the City's Comprehensive Plan priorities adopted by the City in 2016, with revisions to multiple chapters. The plans lay out the vision of the future, focusing on our priorities of: • Guided decision -making by the City, ensuring that ordinances, regulations, programs, and projects were developed in accordance with community values and goals. Measurable and achievable actions that most effectively utilize limited resources retain the small-town character of Port Orchard and build an even stronger community. Signatures: • City of Port Orchard, Mayor: _ Date: • Community Development Director: A# ate: • Finance Director: Date: • Public Works Director: Date: • IT Manager: Date: DRAFT - 2023 CITY OF PORT ORCHARD - SAMP 139 KCI Back to Agenda City of Port Orchard, WA - Strategic Asset Management Plan (March 2023) Definitions Term: Definition: Asset Asset Management is the coordinated activity of an organization to realize value Management from assets. Asset An Asset Management Program is an organization's development and Management continued commitment to following AM principles and concepts with the Program implementation of the organizational structure required to support planning, funding, allocation of resources, alignment with AM best practices, and continual improvement of all AM processes, procedures, and methodologies. AM Policy A formal document for organizational leadership (Board of Directors and Executive Management) to signal their commitment and priorities for an asset management program and provide clear direction as to the appropriate focus and the anticipated levels of asset management practice and engagement. AM Objectives Asset Management Objectives are the refinement of asset management policy that applies to all assets and clearly provides specific dir &on. Objectives should be specific enough to minimize confusion on expect s. Objectives should be tied to existing organizational objectives in an agency' gic plans or master plans. Objectives should be SMART: Specific, Meaevable, Realistic, and Time - bound. Strategic Asset SAMP: "documented information tha cifies how or tions objectives are to Management be converted into asset manageme bjecti the approach for developing asset Plan (SAMP) management plans, and the role of a agement system/program in supporting the achievement of the asse nagement objectives." ISO 55000 definitions 3.3.2. CMMS Computerized Maintenance n by : a CMMS is a software tool to track an organization's asset u life cycle, from its acquisition reti t. This includes Procurement, Maintenance, through deco^'a Resource Alloequi ent, and inventory), Repairs, and Decommissio AMT Asset Manag t T appointed by an organization to review and monitor the Ass agement rogram and ensure the development of integrated AM i sy s, processes, and plans consistent with an organization's go an obi es. Implementation I mentation ms rovide an internal support structure to move selected Team pro s and pr ices through the stages of implementation. Asset Management Referenced Organizations Acronym Association Referenced Material(s) ISO International Standards Organization ISO 55000, 50001, 50002 IPWEA Institute of Public Works Engineering Australasia International Infrastructure Management Manual - 2015 IAM Institute of Asset Management IAM Policy Strategy Plans APWA American Public Works Association Asset Management Roadmap Referenced City Document: • City of Port Orchard Current Comprehensive Plan DRAFT - 2023 CITY OF PORT ORCHARD - SAMP 140 KCI Back to Agenda City of Port Orchard, WA - Strategic Asset Management Plan (March 2023) Roles and Responsibilities The Asset Manage Team (AMT) is responsible for the following: • Updating and improving this AM Policy • Communicating the AM Policy to City staff and stakeholders Policy Review The Asset Management Team Mayor and Executive Team will semi-annually review this, Policy. The AMT will review and provide comments and add improvements as needed or at a minimum - by the 1st of September of each year and approve the improved AM policy. The AM policy will then be communicated to the City Council and all City staff. 10 Administration of this Asset Management Policy q%6, Action Name D Draft development Ben H. & Juston 000W 2022 Updated Ben H. November 16, 2022 Updated Ben H. December 9, 2022 Updated Ben H. December 20, 2022 Approval Status ` This policy has not been appro , 2022. Approval History Action C I One I Date DRAFT - 2023 CITY OF PORT ORCHARD - SAMP 141 KCI Back to Agenda Appendix B. Asset Management Objectives (Al) Asset Management Tony Lang Asset Management Implementation (A3) Team (AMT) Team (AMIT) Asset Inventory and Formation Formation Hierarchy Developrr OBJECTIVE (A) Asset N N Management N N Support Support Action ti m Lead Jacki Lead Jacki Lead Jacki Programmatic Lead/Support Cr CrBrown Jeff Brown Chris Brown Development Alb— Heglund Esguerra ActionTimeframe 1-Mar 31-Mar 1-Apr 30-Apr Action Level IMMEDIATE IM,A%T (A6) kndn (AS) Asset Management ent Asset Management Plan (AMP) gcTraining Goals Development Document (Utility System) t Management (AMP) lopment SuppLead Support Support Suport gad Noah Lead Jacki Lead Jeff Crocker Rebeccaort Jacki Jeff Brown Jeff Heglund Chris Zick Brown Heglund Heglund Esguerra 1-Jul I Sep-31 1-Oct I 31-Dec 1/1/2024 6/30/2024 1/1/2026 6/30/2026 IMMEDIATE NEAR -TERM NEAR -TERM LONG-TERM (B4) (B1) MS (B3) Contract RFP-C d Contract Implementation Implementation and Tony LangImplement f )Pr tionand and Training Services for Training Services for OBJECTIVE(B) WastewaterSy rvicesfor UtilitySystem(Water& Transportation Procure- and TrainingServiSystem StormwaterSystems) System CMMS softare N N Support Support Lead Support with N N Implementation Action A Cr CA Cr Lead Jacki Jeff Lead Jacki Chris Lead Jeff Support Jeff Chris Lead/Support Brown Brown Heglend Jacki Brown and Training Heglund Esguerra Hegland Esguerra Servcies Action Timeframe 1-Apr 30-Apr 1-May 31-Jul Q3-24 Q4-24 Q4-26 Q2-27 Action Level IMMEDIATE IMMEDIATE NEAR -TERM LONG-TERM CITY OF PORT ORCHARD - SAMP KCI Back to Agenda Appendix C. Business Risk Exposure Maps Sewer Mains Sewer Mains" _ w.:•....,. ry bl��LL�y.N N.rR• rJ a Business Risk Exposure •.., 3 q _ _ - _ - 5 6 3 a`b - 8 9 y r 10 12� 16 =, ' 25 sr Lem It.l u i e Srnrcas: Esri, HERE, G-nnin, LPSGS, I,&—p, I REMEN7 P, NRC9n, E§li-10--- d Japan, METI, EsriChina (Hang Y—ng), Esri Kaea, ri (Thai is nd), NE�,C, (c) -II - id Open StreetWap contri hutars, and the GIS Vf C unity CITY OF PORT ORCHARD - SAMP KC I t Back to Agenda City of Port Orchard, WA - Strategic Asset Management Plan (March 2023) Port Orchard Water • �4 r.. i ... ,rrF— BIM�r� i Water Mains ell Business Risk Exposure ��Y .. '.• +� 1' � r K s c-y .r� r 4 JR' �9 $ 12 ; f fpw 1 _ } 16 — r2 • _ I f _— 1 ' K _ 25 T f � x d - y �! 1 � Fr 4u��.r A'.■ I. - i1T■ fJ1 � J+ � t ' I J / •Y >,. I . .. rr l }5 ram' w 1✓ T� = F � F S w GES: Esri. HERE. Cem+in. U5W.I map, I REMENT P. 44f dr. Eari " law. MET1. ff ti Chala ;Hang f40M?, I FSBrry• ri jheikMdl . N C• ;r:J w ,llsll pyrty,5treetMep wWiGitor . and the CE3 riser C un-y EL DRAFT - 2023 CITY OF PORT ORCHARD - SAMP 144 K C I Back to Agenda City of Port Orchard, WA - Strategic Asset Management Plan (March 2023) Storm Condition Storm Conveyance MaJn Condition a.•r,o. •1*IY - Yara I 2. 4 + •.^ t' �•a, I.r r.M1r � rya Coil Pcrl 5 aM.d 7 0 ry•� i HIYrt 4 J _ I ri . r• — xr '[4on.rrr a" c sVY V+mrR� 2 )ij-FsffC .4`alnnJ.. ad u a x[ k� i RBI r 3 s , } Saar : Esri, HERE, Carmin, USCS, In4REMIENT P, NRC9n, E�Fi�'•'""� d Japan, METI, EsriChina �Hvng Kong}. Egri jhaiIsnd).N(*C, (c) v„ —."o OFen StreetMlap mntri hutm. and the CIZImunity —� DRAFT - 2023 CITY OF PORT ORCHARD - SAMP 145 KCI Back to Agenda City of Port Orchard, WA - Strategic Asset Management Plan (March 2023) Appendix D. Data Memo MEMORANDUM KCI TO: Darren Podraza .FROMI: Ju56on Manville DATE: VV9112022 PsseI Management Program Strategic Planning SU13JECT: KCI Jab Order No. 182209214 The City of Port Orchard (City) has developed an authoritative data models have been standardized. Port Orchard has a robust Geograp provides a comprehensive asset inventory. That said, several da management, are incomplete, or are captured in a related sys . Tc systems integration, KCI looks for the following infort-natjoln the Table 1: Required fields for Asset Management are iden?m attributes are recommended, potentially in a relatedable. using ArcGIS online, and data rmation System (GIS) that >utes do not fully support asset kwsset management and ie. The remaining Field Nay F Role in AT Notes Asset_ID* A uniquc id that can be iq / This field is necessary for propagated acro s for Auto Number integrations with other systems integration and should never change. In conversations, we agree that this should be an auto number. KCI suggests a "prefix" so there are no duplications in numbers across asset classes. An example would be SS000001 for Sanitary Sewer Asset 000001. Installed Date* It is usedvaermine a rough Date Time This field can be used to estimate of the remaining estimate the remaining useful useful life expectancy of an life on assets that don't have asset. regular condition assessments. We estimate the remaining useful life based on the install date and material. Material* The material type helps Domain with Age and Material are used to calculate an asset's remaining Material calculate the remaining useful useful life expectancy. Type life on assets that don't have Different materials have regular condition assessments. different life expectancies, and we base this estimation on EPA -published Engineering DRAFT - 2023 CITY OF PORT ORCHARD - SAMP 146 KCI Back to Agenda City of Port Orchard, WA - Strategic Asset Management Plan (March 2023) Field Name A Role in AM Data Type Notes Standards of Asset Material Life Expectancies. Pipe —Size Size plays a role in Integer The size of the pipe can be used determining the Consequence as a variable in consequence of of Failure Ratings. Failure calculations. Condition Condition is one of the factors Domain Condition is part of the formula needed to calculate Business for calculating risk. Risk. Consequence The consequence of failure is Domain The consequence is part of the one of the factors needed to formula for calculating risk. calculate Business Risk. Business Risk Product of Condition and Calculated Risk is used to make O&M and Consequence Field Capital decisions. Confidence Rating is based on how Domain nfidence score allows the end accurate and reliable the data ser an opportunity to sources are used to gather derstand fully information on the assets. Status Operational, Spare, and Do Th s of the asset. Data Abandoned all have different shoul ever be removed from ratings. This rating is part of the database. the overall Condition Score. To move forward, KCI would recommend that for assets that are to be managed. By c be calculated. Currently, data aroun not easily obtained in certain asse assuring that systems can be integra lack of a universal uni systems. Condition Scoring -N C a s in Table I and establish a hierarchy the ttributes, the risk of providing service levels can Risk osure (BRE) (condition x probability of failure) is a ersal and unique asset id field is critical in be identified across inventories and studies. The record is necessary for CITY to integrate with disparate An asset inventory is a critical at wastewater systems can utilize to manage and maintain aging assets effectively and sustainably. The CITY has an excellent asset inventory that details many different asset classes. Details such as model and serial number, size, material, year installed, age, useful life, condition, consequence, and business risk should be recorded for each asset, as available. Of the four horizontal asset classes CITY wishes to actively manage, minimal data is provided for condition ratings and age. Condition is essential because it is a primary factor when calculating business risk. Age data is important because it is used to determine useful life and is an overall factor of the condition score. The useful life of an asset is the estimated length of time an asset can deliver a given level of service. Obsolescence, changes in community expectations, increase in demand, and new regulatory requirements may also influence an assessment of an asset's useful life. Lifespan can be estimated using two methods: estimated life and estimated runtime remaining. The estimated life remaining is a more conservative lifespan parameter. It is the difference between the age of the asset and the EPA's expected useful life for the asset. Suppose the number of years an asset was used is greater E DRAFT - 2023 CITY OF PORT ORCHARD - SAMP 147 KCI Back to Agenda City of Port Orchard, WA - Strategic Asset Management Plan (March 2023) than the expected lifespan. In that case, the estimated life remaining is zero —the estimated life remaining assigning estimated condition scores for the asset's condition when converted to a percentage of life remaining. Table 2: Identified by * is an attribute that is not necessary for this asset class. Class Counj Asset ID IF nstall Date Material Size Condition Sewer Lift 20 None None None None None Station Structure 1617 80/1617 None None None None Valves Sewer 4072 219/4072 None 105/4072 139/4072 857/4072 Flushing Sewer 4072 219/4072 None 105/ 139/4072 857/4072 Mains Water 9 None 6/9 IWA* 7/9 None Storage Reservoirs Water -Fire 470 374/470 395/470 * Flow 389/470 Hydrant (99/470) PSI 103/470 Water Well 10 None No /A* N/A* None Water 1295 1178/12 one N/A* None None Valves COPO 2685 Non Derived Derived None Water Mains Water BO 46 None% one Derived Derived None Main Storm 5880 830/5 None 2278/5880 3761/5880 34/5880 Conveyance Main In conclusion, KCI will need to get more information on these assets before we can begin generating an estimated Business Risk Exposure (BRE) score for each asset and asset class. Once we get that information, we can start to analyze the data and create operational strategies and maintenance -related project recommendations based on operational reliability, performance, and anticipated problem assets. This will allow CITY to continue to serve its community better while providing a high level of service and the greatest value for its assets. Juston Manville Project Manager: BH Cc: Ben Hoffman DRAFT - 2023 CITY OF PORT ORCHARD - SAMP 148 KC1 Back to Agenda City of Port Orchard, WA - Strategic Asset Management Plan (March 2023) Appendix E. City Project Team & Stakeholders Jacki Brown header Utility Man a er Noah Crocker Finance Director Rebecca Zick Deputy Finance Director Tony Lang Public Works Director Chris Hammer City Engineer Steve Havert IT Manager — now retired Sean Dunham IT Manager Jeff He Iund Operations Manager Darren Podraza Inspector/ GIS Lead Melinda Lohre Office Assistant Zack Holt Stormwater Bryan McKinnon FOG & Backflow Chris Esguerra Public Works Supervisor r*1 DRAFT - 2023 CITY OF PORT ORCHARD - SAMP 149 KCI Back to Agenda City of Port Orchard, WA - Strategic Asset Management Plan (March 2023) Appendix F. Project Meetings Workshops Interviews 8/24/2022 Project Kick-off eeUng AM Pro ect Team Online 9/20/2022 Interview Darren Podraza In -Person 9/20/2022 Interview Tony Lang In -Person 9/20/2022 Project Kick -Starter Meeting AM Project Team In -Person 9/20/2022 Interview Chris Esguerra In -Person 9/21/2022 Current AM Practices Workshop AM Project Team In -Person 9/21/2022 Interview Steve Havert In -Person 9/21/2022 Interview Interview Asset Management Policy Workshop Noah Crocker & Rebecca Zick In -Person 9/21/2022 Chris Hamrrler Online 9/21/2022 AM Proj eam In -Person 9/22/2022 Asset Management Objectives Workshop AM Wrie am In -Person 9/22/2022 Levels of Service Workshop Project Tej%li, In -Person 9/22/2022 Interview Jac ' own Online 9/22/2022 Interview olt In -Person Interview da Lohre & FOG In -Person Pro Person Client Review Meeting — ec ject Team Online Staff Input and Co ents Draft AM Po Objectives 9/22/2022 12/15/2022 DRAFT - 2023 CITY OF PORT ORCHARD - SAMP 150 KCI Back to Agenda City of Port Orchard, WA - Strategic Asset Management Plan (March 2023) Appendix G. AMT Agenda Example Representative, staff member deemed relevant by the AMT, and administrative staff to coordinate meetings, track the progress of AM Program, AM objectives, and the recommended actions from initiation through completion. An example of an AMT agenda: 1. Asset Management Word and Definition (1-3 minutes) a. Starts off meeting - LOS, Asset Registry, LoF (likelihood of failure), criticality, etc. 2. Asset Management Presentation (5-10 minutes) a. 3 to 4 slides b. Each AMT member takes a turn in the rotation. c. Topics need to be related to Asset Management and could include. i. AM principle, AM concept and AM best practice ii. AM success (tracking, the system fully implemented utilizing the CMMS, etc.) iii. AM conference or chapter meeting att ce update AMT on takeaways. iv. AM -related organization publicatio A icle summary (APWA, EPA, IPWEA, ISO, IAM) v. AM definition and terminolo 3. Asset Management Program Progress U tes ( 5 minutes) a. Deputy Finance Director (5-15 minut 4 rel N i. Accounting - ii. FEMA Reim] iii. Major Repla( Public Works OYVC i. Streets Inventory changes �1�►s to communicate to the AMT. 0-20 minutes) AMT Approvafjj0 minutes) a. Comments discussion of AM plans, processes, procedures, methodologies, reports, analysis, and AM periodic audits Action Items Scheduling of the next AMT meeting. The 2nd week of odd -numbered months DRAFT - 2023 CITY OF PORT ORCHARD - SAMP 151 KCI Ifiack to AgNft Appendix H. CMMS Demo Scripts The following demo scripts were prepared to demonstrate a Computerized Maintenance Management System for The City of Port Orchard (City). The vendor may use demo data or data that the City has provided before the demo. The City will send four (4) shape files to help the vendor demonstrate the requirements in the demo script. AOr Demo Data 7Case Objectives: Asset Inventory Creatio aintenance Description: Demo Ste 1-1 Add assets into the system inventory. The Add a Pre Reducing Valve (PRV) to the system along a water line. goal is to see the added asset reflected both spatially and in a tabular fashion. We would 1) the following attribute data: like to see the following: unique id: i. Can your system provide a unique id, and how does • Add an asset spatially. that work? • Is the added data part of a b. Elevation of the PRV in feet. network or not? c. Label in text format. • Does meta -data on the d. Pressure in decimal. reflect who ad at when e. Tracking who added the data. it was adde ited. f. Tracking when the data was added /modified. g. Information on how the data was added. i. Can your system use domains or drop -downs? 2) Show the added record on a map. 3) Show the added record in a table. Demo Scripts Page 53 Back to AgendM 1-2 Modify attributes that are already in the Select a Pressure Reducing Valve (PRV) with the goal of changing attributes: system. We are looking to see the following: 1) Modify the elevation to 745' from the map. • Changes from a map. • Changes from a tabular display. • Does the "last edited date" change? • Does the "who edited" field change? • How are changes tracked? 1-3 We would like to see how spares in a parent- Create a wo rder to r ish a valve, perform work on the valve, and parent -child relationship are handled. In this relocate alve to a new tion. scenario, a large valve is removed from one location, refurbished, and placed in another 1 e work order to refurbish a Pressure Reducing Valve (PRV). location. We want to track and maintain the 2) the work order, virtually do the work, and close the work order. work history and location of the valve as it Pla refurbished valve in a new location. moves from one location to the other. We are t complete history of the valve. looking to see the following: Sho the location history of the valve. • Does the work history ow th valve? • What happens t se e of the valve? • How are ges traeke • Can we trac ation hi ? u Demo Scripts Page 54 Back to Agendjo 1-4 e would like to see how work is tracked on asset that is not in the asset inventory. In ,s script, we want to see how a flooding ,ident is handled. We would like to see the • The location of the work order • The resolution • Heat Mapping is flooding at the Intersection of Kitsap St. and Cline Ave. Port ird, WA. Send a crew out to explore what might be causing the flooding. 1) Create a work request to explore the flooding and assign it to a crew. 2) Show the work request on a map. 3) Query for all SSO work requests on the map. 4) Query f�tal O work requests in a tabular format. 5) Show pduplicate work requests at the Intersection of Kitsap Demo Scripts Page 55 Back to Agenda Data Source: Demo Data ObjectiN, — Relationship between Work Requests and Work Orders Test Case #:2 Description: Demo Steps: 2-1 Build on Test Cases 1-4 and show how work Create a work request r flooding in the road. management takes place. We are looking to see the following: 1. Enter cit' information. ' ' 2. Enter n about the incident. • How a service request can be created • cation o call/incident from a citizen portal Re uest code he incident • How a service request can be input ssi ew(s) to investigate the call through a mobile application by a crew member • How a service request can be entere using mapping to highlight the location of the flood -2 Show an investigative Sanitary er CIO e work request for flooding on the road. Overflow (SSO) work request an c here the work request g d there 1) Enter citizen information. as no work to be pe ed. 2) Enter information about the incident. 3) Respond to the citizen the discovery of a "garden hose that wasn't shut • Show Equip t, Labor, off." Material (EL ckin 4) Enter Equipment, Labor, and Material (ELM) • Show a scenario o work order is created "the all was a garden hose that wasn't shut off," but time and equipment were still tracked. Demo Scripts Page 56 Back to Agenis -3 Show an investigative Sanitary Sewer Investigate the SSO Work Request incident into a work order that will Overflow (SSO) work request and a scenario eventually be turned into the DEQ for SSO Tracking here the work request gets turned into an SSO work order. 1) Turn the work request into a work order upon discovering that the flooding on the intersection of Kitsap St. and Kline Ave is actually an • Can water shut-off be automated by SSO that has dumped 6000 gallons of sewage into Sinclair Inlet. e-mail based on a citizen database? 2) Assign a pr' to the work order. • We will show reporting of this SSO 3) Assign w(s) to replace a collapsed clay pipe. in another script. 4) Noti ti that water will be shut off. • Can any work requests be aggregated 5) A Equip Labor, and Materials to the job. into one work order? 6) sign failure co nd take notes on the job. los work order. 2-4 Show the number of types of work requests epo called in by citizens. J'j Cre e a report or dashboard where the number of citizen calls is tracked by work request code. 4&001 Show a spatial relationship between calls Demo Scripts Page 57 Back to AgendM 3-1 Create a scheduled work order for instrument Create a reoccurring work order for instrument calibration that occurs every six calibration. months. 1) Assign labor and materials to the work order. 2) Track tasks on a work order. 3) Assure the work order reoccurs six months in the future 3-2 Report on work performed and upcoming Generate a .pdf rep n the calibrations that have been completed and calibration activities. upcoming main ctivities for instrument calibration • • • •I • • • • ata Source: Demo Data Objectives: Show the relations etween work orders and inspections Test Case #:4 Description: mo -1 Create a scheduled work order for sa ' CTa reoccurring work order for sanitary sewer CCTV that occurs every sewer CCTV for root control lin yea • Can the work order be p 1) Assign labor and materials to the work order. GraniteNet? 2) Track tasks on a work order. • Can the syst dd or et 3) Add a root line to the inspection work order. root list 4) Delete a root line from the inspection work order. 5) Assure the work order reoccurs 12 months in the future u Demo Scripts Page 58 Back to Agenis -2 Report on work performed and upcoming root Generate a .pdf report on the root control lines that have been completed and control activities. upcoming maintenance activities for CCTV of problem areas. • Show how work can be assigned to a 1) Add a single root removal work order after the inspection. crew. 2) Assign the work order to a crew and schedule the maintenance for next • How does the crew get notified of week. that work for next week? • Is there a dashboard where a crew can see its weekly schedule? -4 Open inspection from work order Open a C inspection a work order and/or a map. • Show how to open an inspection from 1. lic an asset to see the history of inspections. GIS. 2. a video of the pipe inspection. • Show inspections on mobile devices. Ass ondition and review rating of the pipe segment. • Can inspections use PACP / MACP? • Do inspections integrate and with GraniteNet CCTV S a Demo Scripts Page 59 Back to Agenda Demo Specification: Reporting .p.. Data Source: Demo Data Objectives: Show the relationship between work orders and inspections Test Case #:5 Description: Demo Steps: 5-1 Show specific maintenance done on a single Click through reporti and then on an asset class. 1) Click o set on the map and get a history of the work completed on th sset. 2) C e a report e work performed on PRVs in the last month. 5-2 Produce a report that shows progress on the roduc hat shows progress on the value exercise program in a value exercise program. dashboar or PDF report. • Show progress in a pie chart or ow art of the percentage completed of a PM Work Order dashboard as a percentage of PMs report of the work orders that didn't get completed in a given complete. time period. • Demonstrate how backl s Highlight PMs completed on a map. maintained. • Show what has been com in the GIS IM Demo Scripts Page 60 Back to Agenda rataSource: Demo Data Objectives: Decision Support, Reporting, and Asset Management Test Case #: 6Description: Demo Steps: 6-1 Show specific maintenance done on one or Create a report thayd,,nents the maintenance done on specific asset classes. ore asset classes. or instance, howsewer lines have been CCTV'd this year? 6-2 Show the remaining useful life of sanitary Demo remai ' se e curves in your system: sewer lines so that a 5-year and a 10-year replacement budget can be created. 1) inspection da adjust the remaining useful life curve. how current lines are performing against a national average curve). 3) C a CIP Budget for critical projects that need to happen in the ext 10 years based on remaining useful life. Demo Scripts Page 61 Appendix I. CMMS Technical Requirements Examp. Back to Agenda System Technology YES pil Alternate Development Not Available Clarification Operating Platform (Server, Client, DBMS) 1.1.1 Support Windows? 1.1.2 Clarify the current Windows Service Pack is supported. 1.1.3 Can your application be run on a virtualized server or in the cloud? 1.1.4 Do you support Windows Desktop? 1.1.5 Clarify the current Service Pack and OS supported OF 1.1.6 How long does it generally take to qualify for a new Desktop Service Pack? 1.1.7 Do you support all current Windows Desktop critical u 1.1.8 Do you support Windows 10+? 1.1.9 Can your application run in a shared server�Vwnjn? 1.1.10 Clarify the interaction between client an er architecture). AP Security/User Profile ManagSdrht 1.2.1 Clarify how your application ha the aut tication of users. 1.2.2 Does the application server need to b dows Active Directory member? 1.2.3 Are all Active Directory users and groups visible in your application? 1.2.4 Can permissions be assigned at the Active Directory group level? 1.2.5 What domain permissions are required to administer your application? EXAMPLES Page 62 1.2.6 What local server permissions are required to administer your application? tiacK to Agenaa 1.2.7 What are the minimum user permissions required for user access? 1.2.8 Can your application be administered through a remote desktop? 1.2.9 Does your application require file shares? 1.2.10 Are there any special requirements for disk or system file access? 1.3 Advanced Configuration/Development Tools 1.3.1 What Application Programming Interfaces (API) are available with your application? 4 Otk 1.3.2 Are your APIs language -independent? 1.3.3 Does your application accommodate the expansion of the data model? 1.3.4 Does your application support custom domains? 1.3.5 Does your application support customization of the user i rfa 1.4 Integration Dependencie 1.4.1 Does your application require the installa of 3 applications (e.g., java)? 1.4.2 Clarify required 3rd party instx5ns. MR 1.4.3 Are there user permissions nec to insta r use the 3rd parry applications? 1.4.4 Does your application integrate with soft 365? 1.4.5 Does your application support Microsoft SQL Server? 1.4.6 Does your application support Microsoft SQL Server? EXAMPLES Page 63 General CMMS Software Application Functions Yes Alte i3aCK W Agenaa Available Clarification User Interface 2.1.1 Is the client interface web -based? 2.1.2 Single entry of data is preferred using a dashboard -style interface. 2.1.3 Is the client interface a desktop install? 2.1.4 Can the client interface be personalized by the end user (e.g., move views)? 2.1.5 Is the client a dashboard -style interface? 2.1.6 Does the client have a GIS viewer component? 2.1.7 Does the user interface modify based on workflow (e.g., object combinations)? 2.1.8 Does the interface have standard Windows menu items? 2.1.9 Does the interface support standard Windows navigat (keyboard and mouse)? 2.2 Administrative Interface 2.2.1 Clarify the administrative structure of plic 2.2.2 Is the administrative tool an exte th r interface (e.g., additional menus)? 2.2.3 Ability to associate a validate le, doma or list of values with any attribute. 2.3 Data Import/Export Capability 2.3.1 Use a find function using multiple user -selectable search criteria. 2.3.2 Use spatial search fixnctions to identify records based on proximity, buffer, and overlay. 2.3.3 Clarify the format(s) that data can be exported to (e.g., excel, shape file) EXAMPLES Page 64 2.3.4 Can the system interface with surface water, transportation, wastewater, or water distribution models? tsaCK tO Agenda 2.3.5 What is your company's protocol to retrieve data from the system if the City were to end relationships with your company? 2.4 Reporting and Analysis Capabilities (internal/external) 2.4.1 Provide a standard set of maintenance management, inventory control, and asset management reports. 2.4.2 Ability to create custom reports from any data within the asset management system and provide access to reports based on user profile (e.g., AD permissions). 2.4.3 Report financial information (e.g., beginning balance, ending balance, movement by fund). 2.4.4 Report usage information by part, tool, equipment, etc. 2.4.5 Work Order progress reports based on user, dates, an S. 2.4.6 Work Order attainment reports based on user -defined i rva (e.g., daily, weekly, annually, etc.) 2.4.7 Purchasing reports for invoiced requisite 2.4.8 Purchasing reports for order requisition 2.4.9 Purchasing reports for open 2FMre 'tio 2.4.10 Purchasing reports for vend voices 2.4.11 Graphical reports on asset attribu g ndition, rating, risk 2.4.12 Capital investment v. rating and critica ity graphs (e.g., Nessie Curves) on asset and asset group 2.4.13 Labor Cost reports for; employee type, labor type, account code, project, and asset for definable time intervals 2.4.14 Rollup reports for; task and activity level, asset, workgroup, and project. EXAMPLES Page 65 2.4.15 Geographic reporting; cluster analysis, buffer, t3acK tO Agenua upstream/downstream by leveraging the functions of ArcGIS Enterprise Portal. 2.4.16 Create multiple print formats based on department layout requirements. 2.4.17 Ability to create on -screen filters and queries for data retrieval (interface menu item). 2.4.18 The ability to automate reporting, so that end users receive monthly reports. 2.5 Notification/Alert Management and Calendar 2.5.1 Ability to plan Work Orders through workflow, where assigned staff or work units are automatically notified through City emai and text message to commence their assigned tasks associat with a work order. 2.5.2 Automatically notify all assigned workgroups throug all when in progress Work Orders are changed. 2.5.3 Includes 24/7 calendar for working days an bye ee tracking availability, holidays, vacation, ,for ster schedule. 2.5.4 Tracks injury and safety records urc job. 2.5.5 Has a customizable calend specific ' itie 2.5.6 Provides Work Order scheduli lendar a supervisor, resource, asset, tool, and equip me 2.5.7 Ability to use Work Order calendar to orecast future workforce needs and standards. 2.6 Interoperability and Data Integration 2.6.1 Would the application support integration of an external (doc/image management)? EXAMPLES Page 66 2.6.2 Does your application support wireless data entry and t3aCK tO Agenua processing? 2.6.3 What minimum wireless bandwidth is recommended for field - level use? 2.6.4 What mobile devices are supported by your application? 2.6.5 Does your application have a data synchronization process for disconnected edits? 2.6.6 Can data model elements be freely indexed? 2.6.7 Does the asset database provide direct use of GIS modeling, analysis, and location tools (i.e., SQL Server Spatial, ESRI Geodatabase, ArcGIS Server, Google, or Bing Maps API )? Ale Asset Management System Automation/ Is \ [YES JAlternate Development INot Available Support Operations (Reactive Mainte cc Work Orders are created to su on a complaint, service request, or event that will require City resources to install, repair, replace, or remove C' wned o int d assets. Work orders are issued for preventive maintenance, reactive maintenance, and capital pr s. Work o r management requires a holistic and integrated view of City resources, including staff availability, skills, costs,1 tones uipment, and location. Work order estimating and scheduling is a core function of the City's asset management system a s the flow of information for decision -making. The automation of work orders through the definition of tasks and assignmen will drive management reporting and metric building for support operation Citywide. .1.1 Support Work Order, Task, and Activity hierarchy or have multi- level relationships and roll -ups with unlimited resources assignment at each level. 1.2 1 Work Orders and related tasks have definable priority values. EXAMPLES Page 67 3.1.3 Work Orders and related tasks have definable status values (g•e., pre -planning, planning, waiting for approval, approved, current, hold, waiting parts, waiting for equipment, waiting for labor, work completed, closed. tiacK to Agenaa 3.1.4 Work Orders and related tasks have definable category values. 3.1.5 Work Orders and related tasks have definable type values. 3.1.6 Work Orders have pre -defined tasks, resources, and schedules based on type/category. 3.1.7 Unique identifier for all Work Orders. 3.1.8 Work Orders have cascade relationships to individual and group - assigned tasks. 3.1.9 Work Orders have a roll -up view of tasks (child) and related (other Work Orders) records. 3.1.10 Work Orders linked and identifiable to GIS-based fe (map interface). 3.1.11 All Work Orders critical path and task items date/t stamps (e.g., status, close); audit trail. 3.1.12 Work Order creation is not dependent rvi records. AM 3.1.13 Work Orders can be linked ZrVice est . 3.1.14 Work Orders can be linked to er Work ers. 3.1.15 Work Orders can be linked to Prod sr 3.1.16 Tracks a group of Work Orders and tasks as a Project. 3.1.17 Multiple Work Orders or Project creation from a single Service Request. 3.1.18 Allows Work Order to be created without a Service Request. 3.1.19 Allows a Work Order to be created without associating with an Asset. EXAMPLES Page 68 3.1.20 Has the ability to create Work Orders for contract service. tiacK to Agenaa 3.1.21 Allow contract services to be monitored for on -time delivery, actuals, parts, equipment, labor, and service provider SLA/contract parameters. 3.1.22 Display Work Orders or task -related instructions (e.g., HazMat, special tools). 3.1.23 Has the ability to set "warning" (e.g., safety, inspection requirements) flags on Work Orders. 3.1.24 Allows re -assigning tasks left unfinished on Work Orders to new Work Orders 3.1.25 Allow reference documents, images, video, and audio to be linked to Work Orders. 3.1.26 Use GIS Interface to create/identify Work Orders based on feature (asset) location. 3.1.27 Use automation to create pre -defined Work Orders, to assignments. ?tand 3.1.28 Link Work Orders (task level) related top cts acc payroll tracking. 3.1.29 Allows multiple and different users to be 3JWed per Work Order task. 3.1.30 Ability to refer to Service at the VorOrders location defined by the user, et location or other defined GIS point or feature. 3.1.31 Ability to automate status and priorities based on Work Order type, prioritization, and assignment schema. 3.1.32 Must be able to assign a work order against any defined (e.g., part, tool, location) of an asset. 3.1.33 Provide the ability to determine if a Work Order has already been issued for the same service request. EXAMPLES Page 69 3.1.34 Ability to create parts, material, and tool lists for Work Order tsacK to Agenaa tasks. 3.1.35 Can view Work Orders by multiple criteria (e.g., user, group, assigner, asset, date, type, status). 3.1.36 Ability to "flash" warnings during Work Order data entry for safety or special considerations and requirements to complete or assign the work. 3.1.37 Ability to use any past or current Work Order as a template for future work (e.g., copy work order records and change attributes or components to meet the current situation). 3.1.38 Ability to enter staff timesheet data only once in order to meet Work Order close-out and payroll requirements. 3.1.39 Ability to enter all Work Order related attributes, tasks, activities, and associated work plan resources into a single -en screen or dashboard. 3.1.40 Ability to develop and assign business rules to each status. 3.1.41 Can the system provide optimal driving tion r a fi worker's daily activities (Work Order pect' c requests)? .2 Support Operations (Preve a na Preventative maintenance w ncludes r larly scheduled and periodic maintenance as directed by equipment and asset vendors, engineering specifications, env i enta planning requirements, and inspection regulations. All preventative maintenance work orders are scheduled in advance w pletion due dates and pre -defined work tasks, equipment, parts, etc. 3.2.1 Ability to automatically schedule PM work orders based on unique criteria or the status of an asset. 3.2.2 Ability to schedule PM work orders against assets, groups of assets, or specific locations. 3.2.3 PM must be able to be named and have a description (template picklists). EXAMPLES Page 70 3.2.4 PM work orders should have parent/child relationships. tiaCK to Agenaa 3.2.5 PM work orders should be interruptible and modifiable. 3.2.6 PM work orders should support downtime functionality (change asset status). 3.2.7 PM work orders not completed by the assigned date are clearly indicated as such (e.g., visible difference). 3.2.8 Ability to enable PM work order frequency to start at the next cycle (days, months, quarters, season, metered interval) or after the previous PM work order is closed. 3.2.9 Historic PM work orders are accessible, including notes/briefs during the current PM cycle. 3.2.10 Ability to report (dashboard) view on PM backlog. 3.3 Project Management and Resource Estimating and Schedu The City wishes to support activity -based annual pla ' conju with capital improvement and preventative maintenance. Corrective maintenance and capital renewal work are ica ' t- ased. Projects include resources from multiple organizations and require coordination amon ff, ma ent, a d contractors. Additionally, the City needs to plan for the capital renewal of assets over the short an g as is approach the end of their useful life. 3.3.1 Ability to assign any staff to Work Or nd 3.3.2 Ability to enter the estimated (accommodate two decimal e%kN 3.3.3 Ability to provide a default e to of cos sing average unit rates and estimated number of unit 3.3.4 Ability to estimate Work Order and tW requirements by listing out required staff, equipment, parts, materials, and contracts expected to be needed to complete the work; estimates can be given an estimate status for review prior to being issued as a work order or template. 3.3.5 Ability to log notes/briefs on a work entry, automatically assigning a date/time stamp and user identification. EXAMPLES Page 71 3.3.6 Work Order automation tool that systemically assigns status as tsacK to Agenaa the Work Order progresses through the stages from start to finish; filter and/or sort jobs by status. 3.3.7 Work Order automation tool to automatically maintain/display a timeline of work order components based on the work completion date. 3.3.8 Ability to assign Work Orders to alternative resources based on availability (e.g., over -allocated, vacation). 3.3.9 Work Order automation tool that will automatically "Close" Work Orders with no outstanding (pending) tasks or other related Work Orders, Service Requests. 3.3.10 Ability to view key employee attributes to enable the selection of appropriate labor. 3.3.11 Create license/certification renewal lists based on labor recor (resource attributes) and time parameters. 3.3.12 Ability to create rotation/prioritization scheduling (e.gV full-time employees ahead of temporary, rotatin crew volunteers). Ability to constrain labor availability b urs, the 3.3.13 and notify of over -allocation. 3.3.14 Ability to create user -defined itie as ted information for work plans , accomp en type, operational goals, sustamab11 rameter 3.3.15 Track employee assignment by lab , budget, fund, and labor distribution. 3.3.16 Ability to display unit cost by task and activity. 3.3.17 Ability to define and track various employee attributes (e.g., hourly rates, operator certificates, professional certificates, special training, safety training). EXAMPLES Page 72 3.3.18 Ability to define and track various employee attributes (e.g., tsacK to Agenaa hourly rates, operator certificates, professional certificates, special training, safety training). 3.4 Asset, Inventory, and Equipment Management: An asset is defined as the physical infrastructure or support component of a facility or infrastructure which has value, enables service delivery, and has an economic life spanning multiple years. Minor infrastructure, such as small tools and office furniture accessories, will not be considered individual assets. Minor infrastructure will be managed through operating and maintenance budgets. Additionally, assets require equipment, parts, and services that need to be inventoried and purchased. The AMS should have a comprehensive inventory (purchasing and receiving) capability that will enable the City to manage asset -related work requirements. 3.4.1 Asset identifier must be unique and flexible (user -definable); The City would like GIS to support the total or part of the asset inventory based on feature classes (infrastructure groups). 3.4.2 Can Assets be associated using unlimited relationship levels (e.g., assets, components, subcomponents)? 3.4.3 Can validation rules be applied to Asset relationships pump cannot be the parent of a pump station)? 3.4.4 Can linear relationships be applied to Asse on g etric network or linear referencing rules in a geod base? 3.4.5 Ability to assign owner(s) to an asset by (e.g., S account). 3.4.6 Ability to assign a user/ass' e to an ass epar e from the owner by account or descript 3.4.7 Ability to move an asset or group from one parent to another and maintain the asset's work nd cost history from its previous parent/child relationships (e.g., move a pump from one station to another). 3.5 Condition Assessment/Asset Rating (Risk Assessment): The City needs a centralized information source to track the condition of major infrastructure and facilities to optimize preventative maintenance workflows and reduce the risk of failure. Assessing the probability and impact severity of single asset failure on City EXAMPLES Page 73 services and stakeholders provides a quantifiable measurement of risk verse tiaCK tO Agenaa S should also support the impact on other related assets, AMSs, and services based on various failure scenarios. 3.5.1 Ability to identify crucial assets that must not be allowed to fail (e.g., pressurized mains) and assign a risk rating to individuals or groups of assets. 3.5.2 Ability to define multiple risk elements (domain) to associate with each asset. 3.5.3 Ability to assign notes/briefs on risk elements for each asset. 3.5.4 Has risk assessment guides and definitions to help users identify and use risk elements appropriately. 3.5.5 Has condition rating guides and definitions to help users identify and use rating and assessment values correctly and uniformly. ,4e 3.5.6 Ability to define relationships (quantifiable) between risk an condition ratings and other asset attributes as related to service lifecycle. 3.5.7 Ability to track measurement data and history associat wi asset and compare with user -defined warni actio its for an assortment of attributes (e.g., pu n ti , burn urs, tire wear measurements). 3.5.8 Ability to trigger Work Order cr he ser-defined measurement threshold is rea (e.g., e after run-time is reached). 3.5.9 Ability to assign and modify a tion g to each asset. 3.5.10 Ability to develop unique conditionMrssment functions based on templates for use with specific types of assets, which may monitor various assessment attributes to trigger actions or notifications. 3.5.11 Ability to assign notes/briefs on condition elements for each asset. 3.6 Asset Lifecycle Management: Noy EXAMPLES Page 74 The City needs to track asset maintenance history, assess conditions, and de tsacK to Agenaa -s to predict future conditions and capital improvement projections/planning to optimize capital and operating expenditures. Additionally, the identification of problems before a failure will ultimately reduce reactive maintenance costs. When planning for asset renewal, different rehabilitation and renewal options need to be considered to ensure the selection of the option with the highest benefits to cost and life expectancy. 3.6.1 Assets should have a status or like function that accommodates expansion/ contraction of infrastructure or retirement, removal, or replacement from inventory. 3.6.2 Ability to predict lifecycle costs based on failure (excluding depreciation value). 3.6.3 Ability to predict lifecycle costs based on proactive rehabilitation and/or replacement. 3.6.4 Ability to predict lifecycle costs based on a straight-line depreciation. 3.6.5 Ability to create, reference, and modify formulas to dIS�L deterioration curve for each asset. 3.6.6 Ability to assign notes/briefs for deterioration formula asset. Ability to graph deterioration curves ( wate 3.6.7 3.6.8 for each asset Ability to graph the roll -up deter' for group (e.g., all water mains). 3.6.9 Ability to calculate the predi remainin *fe of an asset based on counting down from constru or i rvice dates. 3.6.10 Ability to graph deterioration curves oss any and all selected asset groups. 3.6.11 Ability to import data on options for alternative renewal technologies (e.g., open trench replacement vs. trenchless). 3.6.12 Ability to compare lifecycle costs for alternative renewal technologies. EXAMPLES Page 75 3.6.13 Ability to identify opportunities for optimized renewal options tsacK to Agenaa amongst different asset types through geographic coincidence (e.g., sewer and water trench work in conjunction with road replacement or other road work). 3.6.14 Ability to create and define input (asset renewal) parameters to a replacement analysis, including the time period for the analysis, future costs escalation, initial replacement fund balance, earnings rate, borrowing rate, and revenue sources. 3.6.15 Ability to create, define, and compile output (budget) parameters such as escalation rates, the timing of bond issues, and cash flows from surcharges for other revenue sources for the development of graphical diagrams, often referred to as Nessie 40 Curves. 3.6.16 Ability to predict and plot individual assets "Nessie Curves." 3.6.17 Ability to change financial parameters such as discount rate. 3.6.18 Ability to model different scenarios for asset renewal. 3.6.19 Ability to compare asset renewal costs against budget. 3.6.20 Ability to model budget -dependent or re al -de dent scenarios. 3.6.21 Ability to calculate the net prese o e renewal project requirements. 3.6.22 Ability to track the backlog ital rene 1 work. 3.6.23 Ability to define parameters and i calculate priorities for renewal projects. 3.6.24 Ability to constrain available renewal funding by year and re- generate recommended renewal projects with funding. 3.6.25 Prepare a timeline for planned renewal projects based on scenario outputs. .7 Financial Management (Asset and Work Costs): EXAMPLES Page 76 The AMS will be required to maintain a direct relationship between an asse tiaCK tO Agenaa ;ransactions that will enable detailed activity -based costing as part of the City's capital depreciation and improvement process. Maintaining detailed activity cost transactions will also support summary reporting and data transfer to the City's financial record management AMS (SunGard Public Sector) for fiscal and budgetary reporting. The AMS is expected to utilize online tools for activity costs and budget management, as well as reporting functions that create, maintain, and compare monthly/annual budgets in comparison to actual costs (detailed transactions). 3.7.1 All asset cost -related data must be accounted for through the City's SunGuard Public Sector GMBA module and other modules (e.g., purchasing, payroll, AP chart of accounts, vendor info.). 3.7.2 Ability to define and track an unlimited number of user -definable asset cost attributes. 3.7.3 Ability to track historical purchases and install values. 3.7.4 Ability to track capital additions. 3.7.5 Ability to track individual maintenance events (work er history; value add). 3.7.6 Ability to track disposal/salvage value. 3.7.7 Ability to track repair parts. 3.7.8 Ability to track the cost of replacement. 3.7.9 Ability to track depreciated va n a sition value). 3.7.10 Ability to track warranty p eters (con t details). 3.7.11 hase orders can be Ability to create unique vendorNor associated with vendors or wor 3.7.12 Ability to create specific user -defined information on each vendor (e.g., contact information, work hours). 3.7.13 Ability to store and track vendor numbers, customer numbers, or other identification numbers. 3.7.14 Ability to assign and track costs against a work order for all labor costs based on resource usage and individual employee rates, EXAMPLES Page 77 including overtime, overhead, and premiums as defined in rate tsacK to Agenaa tables for each employee. 3.7.15 Ability to assign and track costs against a work order for stock parts and materials that are normal stock inventory. 3.7.16 Ability to assign and track costs against a work order for all non - stock parts and materials (special order), including notes/briefs on purchased items and use. 3.7.17 Ability to assign and track costs against a work order for all bulk materials based on material usage reported for the task (e.g., asphalt, salt, gravel). 3.7.18 Ability to assign and track costs against a work order for outside contracted services based on invoice entries. 3.7.19 Ability to assign and track costs against a work order for equipment used by tracking equipment usage through work or tasks and calculating cost based on equipment rate tab s; equipment rates based on hours, task, and tool class. Ability to assign and track costs against a work order f or o r overhead and/or billing factors for out-oOarde'r 3.7.20 labor distribution factors using percent chan Ability to assign and track costs against RoTMultiple 3.7.21 tax rates. Ability to indicate a work reimb ble billable (e.g., 3.7.22 to other jurisdiction, homeAascompan Ability to define labor classes and 3VIem to employees, 3.7.23 workgroups, crews, and rotations. 3.7.24 Ability to track and report fuel consumption data - each vehicle. 3.7.25 Ability to track claims against a vehicle (e.g., accidents). 3.7.26 Ability to record third -party repairs. Ability to track additional equipment or features added to 3.7.27 vehicles. EXAMPLES Page 78 Back to Agenda 4 Professional Service and Application Support YES Alternate Development Not Available Clarification 4.1 Implementation Services 4.1.1 Does your company have a professional services organization? 4.1.2 Does your company partner with third -party service providers for implementation services (if so, who are your certified providers)? 4.1.3 Describe the services approach you use for implementation (e.g., traditional project management, mentoring, off-site/remote). 4.1.4 Describe the phases of work in a typical implementation proje 4.1.5 Describe the project management approach you take to organizing and managing your implementation service . 4.1.6 How do you report on project status and progress? 4.1.7 What types of training does your company o .9., o classroom, online)? Technical Support 2.1 Does your company offer mulf p ? 2.2 Clarify the levels of suppo ns. 4.2.3 Do you offer support via email, an one? 4.2.4 What are your hours of support? .2.5 Do you automatically notify or provide links to service packs, updates, and releases? 4.2.6 Provide a list and description of the last 12-month release, update, and SP schedule. 4.3 Online Knowledge Base EXAMPLES Page 79 4.3.1 Do you have a searchable online knowledge base? tsacK to Agenaa 4.3.2 Is your knowledge base accessible to anyone? 4.3.3 Do you monitor the knowledge base; how often? 4.3.4 Does your development staff contribute to the knowledge base? .4 Developers Network 4.4.1 Do you have a developers' network site? 4.4.2 Who can access the developer's network? 4.4.3 Do you test the code published to the developer's network? 4.4.4 Do you monitor the developers' network; how often? 4.4.5 Does your development staff contribute to the developer's Network? 4.5 Corporate Outlook 4.5.1 How long has the company been in this market? 4.5.2 Is the company profitable? 5.3 Do you have an annual user conferenc EXAMPLES Page 80 Back to Agenda Appendix J. Vendor Cost Worksheet The following describes the minimum information to be contained regarding the cost of the system. Recognize that it is the intent of this section to obtain a complete system cost. Therefore, if this installation could potentially incur other costs in delivering the system that is not included in this section, those must be added to the worksheet. If you are pricierent configuration options, please copy the Worksheet and fully price each option. Pricing Options: Explain your pricing options (i.e., per us er device, c rrent site, etc.) and recommended training and consulting expenses. Example: Please provide an example/standar entati eline for delivery, data conversion, hardware/software installation, etc. Identify all costs associated with acquiring and modifying the specifi o on. ase use an additional sheet but follow the outline as defined below. Base System: Identify the costs b e indi ual m le associated with supplying the system that meets the City's basic requirements. Specify the numb user in ded or give us the structure (i.e., per user, per x number of users, etc.) for pricing the software, database,1Wth-e7MWses needed. Additional Modules: IdjV an do odules that are not part of the base requirements but may enhance the system to further meet our need Modifications to Meet irements Identify the costs associate 'th co ting modifications necessary to meet the basic functional and data requirements. Provide the cost estimate for each m required. Interfaces Proposed: Identify ZWples and the method of costing interfaces to CAD, GIS, Payroll, and Accounting functions. Installation -Related Costs: Identify other charges to the City of Example as a result of the installation, including training and professional support. Please provide a list of classes with a maximum number of students allowed and target audience (i.e., clients, technical, etc.) Consulting: Recommended consulting services, including any and all proposed training for city staff on the application usage, configuration, reports development, estimated costs by function/hourly rate, and estimated hours needed. Include normal per diem and travel charges. Can the City be responsible for booking travel and hotels? Page 81 Hardware Costs: Please identify any hardware costs associated with th tsaCK to Agenaa are already in place), such as a server and remote devices (as completely set up to process). Warranty Period: Identify warranty conditions and time period(s). Include any software, support, and/or equipment purchased directly from you. Annual License and Maintenance Costs: Identify the annual software system maintenance cost and any other annual costs for ongoing system operation and maintenance that would be provided by the vendor. Additional Client License Costs: Please identify the costs for additional licenses if purchased with or after the initial project (if units of 5, 10, etc., enhance pricing include that information). VENDOR PRICING WORKSHEET AND COST PRO OSAL *4%, Quantity Item Description Unit 'Al [ Extended Price Base System (server and client licensing if applicable): Additional Modules: Modifications to Meet Requirements (custom development): Page 82 tiaCK to Agenaa Interfaces Proposed (API costs): AV Professional Services (recommended consulting costs, training costs): Data Conversion Costs: A# IV Total Vendor Costs: Page 83 No Page 84 Back to Agenda CITY OF PORT ORCHARD - SAMP KCI Back to Agenda Five Types of Meter Reading Systems Manual Read Touch Read Drive -By Wireless Two Way Analytics Time consuming Time consuming More efficient Efficient Efficient No real-time info Inefficient Some real-time info Real-time info Continual info High error rate Costly Can have issues Communications Communications Highest cost No real-time info Customer portal AMR vs. AMI Upgrading aging infrastructure is a priority for water utilities as they continually strive to deliver high - quality water to their customers. The transition to smart metering technology is a key part of the improvement plan, as it drastically reduces water waste and improves billing accuracy. Two types of newer technologies commonly found in the water industry today are that of automated meter reading (AMR) and advanced metering infrastructure (AMI). While both optimize the process of collecting water use information, AMI metering technology offers a complete network solution for greater efficiency in all types of environments. A CLOSER LOOK AT AMR AMR technology allows the automatic collection of water consumption, diagnostic, and status data. AMR meters send readings to the utility company via one-way communication with a collection device. However, the device does not have the capability to send commands back to the meter. While AMR automates the data collection task, it still requires utility personnel to be in proximity to the meter by either walking or driving to its physical location. This requirement to "roll trucks" significantly increases the utility's risk profile. After the on site collection, the data from the device is transferred into a database where the utility company monitors and analyzes water use, troubleshoots any issues, and produces the customer's billing based on actual consumption. AMR systems are more efficient than manual meter reading. However, they are still very staff dependent and aren't able to fully eliminate the common issues of non -revenue waste, leaks, and billing errors. AMI METERING ELIMINATES WASTE, MINIMIZES RISK AND CUTS COSTS AMI refers to an integrated network of water meters, communication networks, sensors, and, meter interface units that are used for real-time water flow monitoring. Specially designed smart or ultrasonic meters are used in AMI applications and are often installed as upgrades to the older, manually read meters. The smart AMI meter transmits data directly to and from the utilities, where it's processed and analyzed for customer billing and consumption feedback. The automatic bidirectional transmission eliminates the need for utility personnel to be at the customer's location. Smart AMI meters can also be used to remotely connect and disconnect services, detect tampering, and monitor outages. Back to Agenda Ultrasonic meters are also found in some AMI applications. As the name implies, these meters use ultrasonic technology to measure fluid velocity through water pipes. It uses sound wave frequencies reflected from gas bubbles or particles to determine flow rates. The AMI meter is located at the customer's location and measures the flow of water, which is sent to the meter interface unit (MIU). After receiving the signal from the meter, the MIU converts it to a flow value, stores it, and then wirelessly transmits this data to the utilities' information management system. BENEFITS OF AMI The AMI water meter network offers the following benefits to both utility operations and customers. • Transmits real-time data to guide customers on their use. • Catches potential high consumption before the customer is billed. • Improves billing and allows customer inquiries to be resolved with real-time data. When a customer calls about a high water bill, the representative can give a detailed description of their water use. • Decreases non -revenue water through earlier leak detection. This enables crews to be proactive in repairs before a small leak becomes a burst pipe. • Decreased utility risk and virtually eliminates fuel consumption from fewer vehicles in the field for meter reading. • Provides information on the condition of underground water distribution systems for efficient resource allocation. • Detects non -communication issues, meter errors, and tampering. • Automates backflows. Utilities serving populations of all sizes can utilize AMI meter solutions to realize the above benefits. The system uses existing cellular networks for data transmission for utilities of any size and location. While AMI metering requires an upgrade to smart meters capable of two-way communication, they can be installed as part of a community -wide upgrade project. This enables utility companies to upgrade the meters over time, giving priority to those areas that have ongoing water waste or low pressure issues. WHEN AMR MAY BE MORE PRACTICAL THAN AMI METER SYSTEMS Despite the many benefits AMI technology brings to consumers and utilities, there may be times that their installation just isn't practical. Cost is a major factor since a new infrastructure may be required. As a result, small towns and cities may not find it economically feasible for such a major upgrade. In these cases, adapting AMR may be a wiser choice. Adding AMR to existing meters that are still in good working condition can be a cost-effective alternative for real-time consumption reporting.