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
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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
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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
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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
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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
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DRAFT
Strategic A
Manage
zi,"mmo
Plan
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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
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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
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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
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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
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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
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■ 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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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.
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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
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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
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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:
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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
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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
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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
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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
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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
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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.'
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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
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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
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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
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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
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Organizational Chart
2016 IMS Agreement
DRAFT - 2023 CITY OF PORT ORCHARD - SAMP 137
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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
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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:
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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
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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
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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
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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
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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
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DRAFT - 2023 CITY OF PORT ORCHARD - SAMP 144
K C I
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City of Port Orchard, WA - Strategic Asset Management Plan (March 2023)
Storm Condition
Storm Conveyance MaJn
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—� DRAFT - 2023 CITY OF PORT ORCHARD - SAMP 145
KCI
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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
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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
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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
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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
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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
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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.
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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.