037-23 - Resolution - Adopting Asset Management Policy and Management ProgramDocuSign Envelope ID: 55534C22-6271-4105-9D98-434D8D75BC95
RESOLUTION NO. 037-23
A RESOLUTION OF THE CITY OF PORT ORCHARD, WASHINGTON, PERTAINING TO ASSET
MANAGEMENT, ADOPTING AN ASSET MANAGEMENT POLICY AND ASSET
MANAGEMENT PROGRAM.
WHEREAS, the City's assets, including facilities, infrastructure and associated equipment, are
essential to the City's ability to deliver services to residents, and maintain a high quality of life, health, and
safety for residents; and
WHEREAS, the City Council desires to enhance the tools that allow the City to meet its
responsibility to safeguard and maintain public assets through an asset management policy and
associated procedure to provide heightened oversight and control of the short-term and long-term
maintenance, repair, and replacement of these assets for continued performance and reduced life cycle
costs; and
WHEREAS, the City worked with consultant KCI Technologies to develop an asset management
policy and associated program that implements best practices and aligns with existing City policy and the
Comprehensive Plan; and
WHEREAS, the City Council finds that adoption of the asset management policy and program
attached hereto as Exhibit A is in the best interests of the residents of Port Orchard by providing guidelines
that will ensure good stewardship over City resources through a uniform method of accountability and
inventory of the assets of the City; now, therefore,
THE CITY COUNCIL OF THE CITY OF PORT ORCHARD, WASHINGTON, HEREBY RESOLVES AS
FOLLOWS:
THAT: It is the intent of the Port Orchard City Council that the recitals set forth above are
hereby adopted and incorporated as findings in support of this Resolution.
THAT: The City Council adopts the Asset Management Policy and Asset Management
Program attached hereto as Exhibit A and incorporated herein by this reference. The Mayor
or designee is delegated authority to modify the Asset Management Program, consistent with
the Asset Management Policy, as needed to meet best practices and the needs of the City and its
residents without further action of the City Council, provided modifications are reported to the
City Council prior to December 31 of the corresponding year.
PASSED by the City Council of the City of Port Orchard, SIGNED by the Mayor and attested by the
City Clerk in authentication of such passage on this 251h day of April 2023.
FDcuSigned by:
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Brandy Wallace, MMC, City Clerk
DocuSigned by:
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Robert Putaansuu, Mayor
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Exhibit A
Strategic Asset
Management Plan
March 2023
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City cyf Part Omhard, WA
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3-27.2023
DocuSign Envelope ID: 55534C22-6271-4105-9D98-434D8D75BC95
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....................................................................................................................................................11
Process....................................................................................................................................................
I I
STRATEGIC ROADMAP..........................................................................................................................12
Objective A: Asset Management Programmatic Development..............................................................13
A1. Asset Management Team (AMT)................................................................................................13
A2. CMMS Implementation Team.....................................................................................................14
A3. Asset Inventory and Hierarchy 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 ............................
22
B3. Contract Implementation & Training Services - Utility System..................................................22
B4. Contract Implementation & Training Services — Transportation System ....................................
23
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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.........................................................................................................
36
REFERENCED DOCUMENTS.................................................................................................................
37
Port Orchard Comprehensive Plan..........................................................................................................37
Introduction(Chapter 1)......................................................................................................................
37
Utilities(Chapter 7)............................................................................................................................
37
Transportation(Chapter 8)..................................................................................................................
37
City of Port Orchard — Shared Files........................................................................................................
37
Dataand Documents...........................................................................................................................
37
APPENDICES............................................................................................................................................
38
Appendix A. Asset Management Policy (Draft).....................................................................................
38
Appendix B. Asset Management Objectives..........................................................................................42
Appendix C. Business Risk Exposure Maps...........................................................................................
44
AppendixD. Data Memo........................................................................................................................47
Appendix E. City Project Team & Stakeholders....................................................................................
50
Appendix F. Project Meetings Workshops Interviews...........................................................................
51
Appendix G. AMT Agenda Example.....................................................................................................
52
AppendixH. CMMS Demo Scripts........................................................................................................
54
Appendix I. CMMS Technical Requirements Example.........................................................................
63
Appendix J. Vendor Cost Worksheet......................................................................................................
82
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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 activities towards critical assets and those
approaching the end of their life expectancy.
The City requested an immediate focus on building an asset management foundation and supporting
technologies for the Utility Systems' level of service goals. The Wastewater system was identified as the
first system to be implemented in preparation for the procurement of CMMS software. The
Transportation System planning and lifecycle strategies were excluded from this version of the SAMP
due to the existence of the Pavement Management Analysis Report developed by Infrastructure
Management Service in December 2016.
The SAMP identifies two primary objectives for the City: Asset Management Programmatic
Development and CMMS Implementation and Training Services. Each objective includes recommended
actions to achieve the objective over five years, benefiting the Transportation and Utility Systems. See the
summarized timeline in the table below.
Year I - A3*1 Program
Year'_ - -klI
Year 3 - A%I
Year 4 - A-lI
Year $ - A -NI
I
Development
Program
Program
Progr;
Program
l l l
LONG-TERM ACTION
C -2o23 ❑3-2023 Q4-2023
ZD24
2625
2026
2027
4Z =
EL
-> 7
Q
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081" O
JQ1
JQ21Q3
Q4
;'
a O'
a
O'
70,-%
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a
0
a
Objective A. Asset Management Programmatic Development
Objective B. CMMS Implementation and Training Services
Figure I- 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.
2023 CITY OF PORT ORCHARD - SAMP 13
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ACRONYMS AND DEFINITIONS
Table 1 contains a list to clarify and inform readers unfamiliar with acronyms used frequently in this
document.
Acronyms
Table I - Acronyms
7AM Asset Management
SAMP
Strategic Asset Management Plan
AMP
Asset Management Plan
LOS
Levels of Service
GIs
Geographic Information System
ISO
International Organization for Standardization
CMMS
Computerized Maintenance Management System
Remaining Useful Life
RUL
LMS
Lifecycle Management Strategy
Definitions
Asset Management Program: is an organization's development and continued commitment to following
AM principles and concepts with the 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.
SAMP: documented information that specifies how organizations' objectives are to be converted into
asset management objectives, the approach for developing asset management plans, and the role of the
asset management system/program in supporting the achievement of the asset management objectives.
ISO 55000 definitions 3.3.2.
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.
t
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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. (EPA, 2014)
Performance Measure: a type of performance indicator expressed as a ratio or combination of items,
described with compound units such as $/ton, person-hours/job, or operating hours per year.
Preventative Maintenance (PM): the regular and routine maintenance of equipment and assets to
prevent costly unplanned downtime or unexpected failure.
Lifecycle: time intervals that commence with the identification of the need for an asset and terminate with
decommission of the asset or any liabilities thereafter.
Asset Management Policy: a high-level statement of an organization's principles and approach to asset
management. (IPWEA, 2015)
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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.
KCI has developed a deeper understanding of the City's vision, goals, objectives, and desired outcomes
by facilitating multiple in -person, informative, educational asset management workshops and City
provided documents and data along with interviews with key City staff. The outcome of this valuable
input and information provided shaped the development, documentation, and delivery of the City's draft
AM Policy and AM Objectives. The development of a Strategic Asset Management Plan (SAMP)
provides the City guidance and aligns with the City's vision, goals, and objectives.
SAMP document is to be considered a living document. It will need periodic updating as the City's
processes, procedures, and methods are implemented over time. The Lifecycle Management Strategy
section of this document will evolve quickly, and updates to the SAMP will become clear as the
recommended actions and associated work activities are implemented. The major sections contained
within this SAMP are as follows:
• Introduction
• Asset Management Policy (Draft)
• Asset Management Objectives
• Strategic Roadmap (Recommended Actions)
• Asset Management Lifecycle Management Strategies
• Reference Documents
• Appendices
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 benefits show up when tracking and measuring
service delivery performance against established performance targets, giving staff the ability to apply
decision -making criteria and analysis when addressing service delivery performance.
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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 identifying
inefficiencies and reducing costs to realize the
best value for infrastructure assets.
Organizations new to asset management
frequently learn that AM is not a one-time
project but a management framework that
informs business operations for asset
stewardship over the long term and centers
on the concept of continuous improvement.
r
■. m
- = C
r
Figure 2 - Strategic Asset Management Plan Workflow
Strategic Asset Management Plan (SAMP) Framework
The SAMP framework provides a structured approach to managing assets that enables organizations to
optimize their use, reduce costs, and minimize risks. It is commonly used in industries such as
transportation, utilities, and public infrastructure.
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 strategicplan, such that itprovides real
and positive impact on the organization, shaping what takes place. " (IAM, 2017)
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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 are 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 strategies to maximize and extend the
lifecycle of existing infrastructure.
• Minimize reaction to asset failures and their associated consequences.
• Tracking assets' full lifecycles, from as-builts to disposal.
• Transparency of decision -making processes, prioritization, and anticipated valued outcomes.
• APWA Accreditation - The City's SAMP is in alignment with AM best practices and meets
APWA's accreditation requirements, Chapter 10, section 10.1 AM Policy, and 10.2 AM
Objectives if the Public Works Department decides to apply for APWA accreditation.
The previous sections provided an AM knowledge foundation consisting of asset management
terminology, concepts, guidance, strategic framework, aligning vision, and envisioned outcomes.
Building on this knowledge and understanding of AM, the next step is the development of an
organizational policy that documents the link and alignment between the City's goals and objectives with
asset management objectives and actions to achieve them. An Asset Management Policy is a document
formalizing the organizational commitment to Asset Management.
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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. An AM policy links the 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 program, and alignment with 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 City in the consistent use of asset
management best practices in the decision -making process to maximize the useful life of assets and
minimize reactive and unplanned replacement and maintenance of existing assets.
Context
The City aims to develop an Asset Management (AM) program. The AM program consists of the
alignment of current business units, standard operating procedures, and technology solutions, all in
support of the documented strategies and the City's comprehensive plan. By developing an asset
management policy, the City is following international asset management standards, ISO 55000. ISO
55000 standards are internationally accepted as best practices for developing AM principles and concepts
in the development of an organization's AM Program foundation and the continual and consistent
improvement of the AM Program into the future.
Principles
The City makes engineering, operational and financial decisions to optimize its long-term financial
position. The City is committed to the asset management fundamentals: value, alignment, leadership, and
assurance. 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). 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?
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• 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 trust in the capital investments
selection process and improve confidence in services provided to stakeholders and the public.
• System reliability and sustainability.
• Ensuring the importance of minimizing the 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 aligns asset management objectives with the City's Comprehensive Plan goals.
The City's plan lays out the vision of the future, and below are two key priorities in alignment with the
AM objectives:
• Guided decision -making by the City, ensuring that ordinances, regulations, programs, and
projects are 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.
The full AM Policy document is included in Appendix A.
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ASSET MANAGEMENT OBJECTIVES
The definition of an Asset Management Objective is the transformative organizational outcomes into
achievable actions. AM objectives should reflect an organization's high-level objectives and strategic
vision and goals. AM Objectives also measure the organization's progress in pursuit of an organization's
strategic goals and objectives.
Purpose
The City is currently experiencing significant growth in population and the accompanying challenges it
must overcome. The City addresses 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
document that conveys the vision, goals, and outcomes the City envisions for its future. A very symbolic
paragraph of the Comprehensive Plan is from (Chapter 1, Section 1 Subsection 1.1.1) Statement of
Purpose and Intent) "The Port Orchard Comprehensive Plan establishes a framework for taking on the
challenges of today and the future. The Plan integrates the desires of the community and best practices in
contemporary city planning, making the government more responsive to the needs of the community and
more connected with residents. Used properly, this document will guide decision -making and
development in the City by ensuring that ordinances, regulations, programs, and projects are developed
in accordance with community values and goals. The goals and policies of the Plan speck measurable,
achievable actions that most effectively utilize limited resources, retain the small-town character of Port
Orchard, and build an even stronger community. "(Port.Orchard.Comprehensive.Plan, 2018) The
paragraph was frequently referenced and guided the formative development of the City's Asset
Management Policy and Asset Management Objectives
Process
KCI's process and approach began with a request to the City for relevant strategic and planning
documents to be reviewed and discussed with the City's project team in a workshop setting. Revelvent
sections and statements within The City's `Port Orchard Comprehensive Plan.' (Chapter 1, Section 1.2)
`2023 Targeted Outcomes' influenced the development of the Asset Management Objectives. The AM
objectives developed align with the Plan's `2036 Targeted Outcomes.'
(Port.Orchard.Comprehensive.Plan, 2018)
The City's AM Objectives are listed below (A and B). Each objective has an associated table with the
actions needed to achieve it 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
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STRATEGIC ROADMAP
The City of Port Orchard invests a significant amount of tax dollars annually. The capital funds improve
the City's infrastructure and replace capital assets that have failed, reached the end of their useful life, or
need replacement due to regulatory requirements. 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. They 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 continuous
improvement.
Asset management objective strategic initiatives/recommended actions are the AM Objectives developed
with input and comments from the City. KCI facilitated discussion workshops and collaborated with the
City's project team. Each AM Objective in the table below has an over -arching Strategic Roadmap
timeframe for developing an Asset Management Program.
Table 2 - Asset
A Asset Management Programmatic Development Q1-23 Q3-26
B CMMS Implementation and Training Services Q1-23 Q3-27
The following tables Al-A7 and 131-134, provide the City with a recommended action Strategic Roadmap
aligned with AM best practices and the actions required to achieve the asset management objectives in
developing the City's Asset Management Program. Each table describes an action(s), provides an
estimated time frame, the completion of prerequisite action(s) before initiation, and identifies City staff
that are responsible for tracking and shepherding the action(s) from start to completion. The associated
action "Estimated Timeframes" are as follows:
• Immediate Action (Current month — Q3 2023)
• Near -term Action (Q4 2023 — Q4-2024)
• Long-term Action (Q1-2025- Q4-2027)
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Objective A: Asset Management Programmatic Development
Developing an Asset Management Program is a significant step forward for the City by informing and
guiding City staff in effectively and efficiently using well-defined and documented processes and
procedures to reduce potentially avoidable asset failures. 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.
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 aligning
with AM best practices. The AMT identifies and selects Asset Management Consulting firms to assist the
City in pursuing the continual development of an AM Program. The AMT also leads the selection process
of a CMMS software vendor and supports the CMMS vendor by providing implementation and training
services. The AMT should include the following roles:
• Public Works Director
• Finance Director
• City Engineer
• Utility Manager
• PW Operations Manager
• PW Foreman
• Deputy Finance Director
• IT Manager
• GIS representative (external GIS consultant when necessary)
• Office Assistant II
Current State: Public Works has an informal team that meets to discuss system issues, operations and
maintenance, staff allocation, and capital investments. However, this casual team focuses primarily on
day-to-day tasks and high -priority repairs and replacements.
Benefits: A coordinated effort of an AMT will reduce costly asset failure occurrence, provide targeted
and strategic inspections and preventative maintenance activities, and proactive planning and continual
improvement of processes and procedures.
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I able 3- AM Ubiective A: Asset
IMMEDIATE ACTION
Primary Utility Manager
NA
3/1/2023 to 3/31/2023
2 *LM 12-18
t (Action I
Support PW Operations Manager
March 31, 2023
24-36 Total Hrs.
The 1 st AMT Meeting should be held in early April of 2023. The 1 st AMT
Meeting's final agenda item should be to schedule the 2nd AMT Meeting for
July of 2023. Then, Implemented Action is Complete.
Lead 11t Meeting — Utility Manager Duration 2 Hr. Meeting
Annual Mtgs. 4 Quarterly and
# Attendees 6-10 24-40 1011 a/ Tot H,, 96-160
NA
AMT Meetings are held on a quarterly basis.
A2. CMMS Implementation Team
Action Description: The CMMS Implementation Team supports the CMMS vendor before, during, and
throughout the implementation of the CMMS software and staff training. Provide the CMMS vendor with
all available and required processes, procedures, methodology documentation, and associated data. The
implementation team will also coordinate the scheduling of staff and identification of the required
resources to shepherd the project from start to finish successfully. It is recommended that the
implementation team include key staff associated with the `System' being implemented. For example, the
Wastewater System was identified as the first to be implemented. Therefore, the following roles are
recommended to be on the implementation team:
• Utility Manager
• IT Manager
• PW Operations Manager
• PW Foreman
• GIS representative
• and other Staff associated with the System Implementation
Current State: The current executive team realizes the need for a way to track work activities
associated with assets to track the allocation of resources and the future replacement cost. There is also
agreement that implementing a CMMS will require existing staff time, support, and input. Without the
formation of the implementation team, the City may struggle to allocate staff collectively effectively, with
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potential downstream effects on inspection, preventative maintenance, repairs, and reporting timeliness
and the required frequency to meet regulation requirements or standards.
Benefits: An implementation team will ensure focused planning, appropriate stakeholder input and
involvement, and buy -in to the new CMMS software. The implementation team members will gain
essential knowledge about 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. Also, the process
documents lessons learned to reduce the time and costs when implementing the system. The
implementation team will start with Wastewater, leaving time to work through new processes and
procedures. In the near -term, implement the remaining Utilities System (Water and Stormwater), and the
long-term plan is to implement the Transportation System.
Table 4 - A.11 Objective A: Asset Management Programmatic Development (Action 3)
ec-fm—
Priority IMMEDIATE ACTION IMII i
• • Primary Utility Manager Support PW Operations Manager
• Al
4/1 — 5/31 to 7/1-8/31 of 2023 by Prior to the new CMMS
Implementation
ActionInternal (City) 6 8 Hours 48 Total Hrs.
External • NA to Weeks to complete
Internal Support
External •
of NA FTE Hours Weeks
Implemented Action The Action is considered complete once the City's CMMS Implementation
Completion Indicator Team has met for the second meeting. The frequency and duration of
meetings are up to the Primary Lead and the Public Works Director.
Annual Action LOE Lead Utility Manager Duration 1-Hour
• Lead and Duration
•. Frequency Annually TBD When TBD and TBD
•. Attendees # Attendees TBD Hrs. TBD Tot. FTE Hrs. TBD
AMT Approval When required
The implementation team will meet one to two months before implementing
Recurring Action the next System (Water, Stormwater, and Transportation). The number of
FTEs and time needed to prepare for and Implementation depends on the
System and its complexity.
A3. Asset Inventory and Hierarchy Development
Action Description: Leverage the GIS as an authoritative/system of record for each asset class and
hierarchy. Implement data management policies and procedures with embedded quality control checks for
consistent and accurate datasets. Verify a GIS-centric platform to ensure the City can be software agnostic
and unimpeded in selecting 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.
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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. A complete account of the City's asset inventory
is reviewed so that data sources can be identified and documented to understand the accuracy of the data
fully. With years of experience operating and maintaining the system, operations and maintenance staff
have added data based on institutional knowledge. Also, facility data on vertical assets such as Lift
Stations and Wet Wells will need to be normalized and categorized in an asset hierarchy; currently,
essential data is only found as attributes of the vertical asset class. Understanding how costs and
conditions roll up will be necessary for decision -making on these facilities.
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 analysis cost data
to improve decision -making to extend the life of an asset and reduce unanticipated asset failure.
Table 5 - AM Objective A: Asset Management Programmatic Development (Action 3)
• C0 RITNTol • • - • •
• IMMEDIATE ACTION
• • Primary Utility Manager Support PW Operations Manager
• Al
4/1/2023 9/31/2023 by Beginning of Q4-2023
Level of Effort Internal (City) 3 12 MW 24
External (Consultant) $11,000 to $23,000 8 Weeks
Internal Support of
External (Consultant) 2 FTE 8 Hours 8 Weeks
A comprehensive and representative inventory of spatial assets is available
within the GIS with attribution that aligns with industry best practices and
Implementedmeets the future CMMS requirements as well as the asset hierarchy. The
Completionoption of assistance from an External Consultant is available; however, the
effort and associated costs are dependent on the level of accuracy and
required asset data population requested by the City.
A4. Asset Management Program — Strategic Funding Plan
Action Description: Development of an AM Program 5-Year Funding Strategy for consistently
allocating resources and budget to meet the funding needs of necessary actions to achieve the identified
asset management objectives within the stated period. Driven by the AM Policy, and should outline a
five-year AM Program development budget to meet the immediate, near -term, and long-term
recommended actions to complete and achieve each Asset Management Objective.
Current State: The current funding is adequate based on the City's first asset management project.
Future funding is based on assumptions and a general idea of what budget dollars may meet the future
needs required to develop 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.
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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
Table 6 - AM Objective A: Asset Management Programmatic Development (Action 4)
Action (A4) Asset ,•- •. - -•
PriorityIMMEDIATE ACTION
• • Primary Finance Director Support Utility Manager
• Al A2 qdP1
3/2023 to 6/2023 6/30/2023
3 FTE 16-24 Hours 12 Weeks to Complete
• A final document aligns the Funding Strategy with the Recommended
• Actions
lead Finance Director Duration 2 Hr. Meeting
•.. Frequency Annually 1 When September and First week
•Attendees Attendees 3-5 I H 6-10 Hrs 6-10
AMT Approval AMT Review and Comment
Recurring Action Annual meeting — the first week of September.
A5. Asset Management Training Goals Document
Action Description: Develop an `Asset Management Training Goals document for the City's
management and staff. It should define obtainable performance goals and targets with consistent and
measurable methods applied in staff training and their progress. The primary reasons for an AM Training
Goals document should be clearly stated objectives, rational, and identification of the intended audience
of stakeholders. The AM Training Goals document needs identified timelines. If applicable, other AM
training includes CMMS User Training, User Group Meetings, Asset Management related conferences,
sessions, training, and certifications.
Current State: An Asset Management Training Goals document does not currently exist.
Benefits: Managers and staff will 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.
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T able /- AM Ubjeetive A: Asset
t Action J
NEAR -TERM ACTION
Primary Utility Manager Support PW Operations Manager
A2 A4 B2
Oct-23 Dec-23 t January 1, 2024
2 32-48 Hour- 64-96 Total Hrs.
$9,000 to $18,000 4 Weeks
2 FTE 16-24 Hours 32-48 Total Hrs.
Once the AMT has reviewed and accepted the AM Training Goals document,
the Action is complete.
Lead TBD
Annually 1
# Attendees 5
When September
Hrs. 2
Duration 1 hour
and 3rd Week
Tot. FTE Hrs. 10
Required
Review, update, and improve the AM Training Goals document each year.
A6. Asset Management Plan (AMP) Development - Utility System
Action Description: The AMP for the Utility System provides a document/plan to formalize system -
specific processes, procedures, methodologies, mandatory requirements, and reporting. The AMP also
documents an Asset Inventory, Condition Assessment, Business Risk Exposure, Lifecycle Management
Strategies, and a 10-year Replacement Schedule. The development of the Utilities System AMP is guided
by the City's SAMP and staff s knowledge of the Utility System. The SAMP provides the strategic vision
and overarching framework to provide guidance 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)
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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 Ob'ective A: Asset Management Pro rammatic Development Action 6
• -ment Plan (AMP) Develop
PriorityAction (A6) Asset
Utility System
NEAR -TERM ACTION
• • Utility Manager Support PW Operations Manager
Prior91 Al A3 B3
Time Frame Q1-2024 to Q2-2024 The beginning of Q3-24
• NA Hourso—MMI Total Hrs.
• $65,000 to $80,000 8 Weeks to complete
• • • • 4-8 FTi� 32-64 Hrs. gOEM&Otal Hrs.
• IL 1
The Wastewater system is considered phase 1, and phase 2 will include the
Water and Stormwater Systems. Once phase 2 has been completed and
• phases 1 and 2 are consolidated into the AMP for the Utility System. And the
• formalized AMP - Utility System has been recognized by the City and Public
Works Director.
Lead Utility Manager Duration 2 Hr. Meeting
•. Frequency Annually 1 When TBD and TBD
• - • - - # Attendees 3-5 Hrs. 6-10 Tot. FTE Hrs. 6-10
AMT Approval Required
Recurring Action Annual Utility System AMP Review and Improvement Meeting (TBD)
A7. Asset Management Plan (AMP) Development - Transportation System
Action Description: The AMP for the Transportation System provides a document/plan to formalize
system -specific processes, procedures, methodologies, mandatory requirements, and reporting. The AMP
also documents an Asset Inventory, Condition Assessment, Business Risk Exposure, Lifecycle
Management Strategies, and 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,
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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.
L able 9- AM Ubjective A: Asset
LONG-TERM ACTION
Primary City Engineer
Al A3 B4
Q1-2026 to Q2-2026
NA FTE
$50,000 to $90,000
5-8 FTE 40-64
Support PW Operations Mgr.
by The beginning of Q4-26
Hours Total Hrs.
8-10 Weeks
Hours 80-128 Total Hrs.
The action is complete when the City accepts the final Transportation
System AMP System.
Lead City Engineer
Duration 2 Hr. Meeting
Annually 1 When TBD and TBD
# Attendees 4-6 Hrs. 8-12 Tot. FTE Hrs. 8-12
Required
Annual Transportation System AMP Review and Improvement Meeting
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i
Objective (B): CMMS Implementation & Training Services
In developing an Asset Management Program, CMMS software is essential tool organizations use to track
and schedule work activities and track the lifecycle costs of assets. A CMMS also allows system
managers 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 challenges in tracking asset
performance tracking and associated costs.
Benefits: Upon complete implementation of the CMMS software, the City staffs proficiency in utilizing
the software is anticipated to yield noticeable benefits such as reduced reactive responses and increased
utilization of proactive approaches. The CMMS software will enable the staff to track asset -associated
O&M costs, and staff performance, generate standardized and consistent reports, and make data -driven
decisions and analyses. As a result, the delivery of services to customers will become more transparent,
defendable, and efficient.
Table 10- AM Objective B: CMMSImplementation & Training Services (Action 1)
r rr
PriorityIMMEDIATE ACTION
Responsibility Orimary Utility Manager Support PW Operations Manager
PriorMR Al
Time Frame 3/10/2023 to 4/31/2023 by 5/31/2023
Level of 3. 12 Total 36 Total Hrs.
Internal (City) Hours
External (Consultant) NA to NA NA Weeks
Internal Support of
External •
NA mr NA Hours NA Total Hrs.
nsultant) _A4
Implemented Action Release of the RFP to CMMS vendors/Asset Management Consulting Firms.
Completion Indicator
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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.
Benefits: A CMMS software that has been implemented and staff 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, and an
increase in data -based decision -making and analysis should lead to clear, transparent, and defendable
methods and approaches in delivering service to customers.
Table ]]-AM Objective B: CMMS Im lementation & Training Services Action 2
rocure CMMS Software. the Implementation
Training Services for
NEAR -TERM ACTION
Utility Manager Support PW Operations
Manager
- • • A2
Time frame May-23 July-23 by July 31, 2023
Level of Effort NA NA Total NA Weeks
Internal (City) Hours
Depends on Bids
External • from CMMS Weeks
Vendors
Internal External Support of 6-10 r- I � 220-320 T ott. 10-12 Weeks
Implemented Action This Action is considered completed once the new CMMS is fully
Completion Indicator implemented for the Wastewater System and relevant management
and staff have been fully trained by the CMMS vendor.
B3. Contract Implementation & Training Services - Utility System
Action Description: Wastewater System will be complete by this time (Phase 1 is complete) — This
action is to contract services to implement the Water and Stormwater Systems (Phase 2). Completing the
Utility System (Wastewater, Water, and Stormwater Systems) implementation and staff training.
Current State: The City does not have CMMS software; however, once the action is initiated, a new
CMMS has been implemented, and staff has been trained for the Wastewater System.
Benefits: The City has significant benefits 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.
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I able 12- AM Ubiective B: CMMJ Implementation & I raining J'ervices (Action I
PriorityNEAR-TERM ACTION
Respons.ibility Utility Manager Support PW Operations Manager
PriorA2 132 A5 A6
Time Frame Q3-24 to Q4-24 bil June 30, 2024
Level of NA NA Hours NA Weeks
Internal (City)
External (Consultant) It depends on Bid 24 Weeks
from Vendor
Internal External Support
6-8 t- i c 180-240 Hours 24 Weeks
• Once the Water and Stormwater Systems are implemented and staff has
• been trained on the CMMS, the action is considered completed.
• • Required
Recurring NA
B4. Contract Implementation & Training Services — Transportation System
Action Description: This point has completed the Utility System in time. This action is to contract
services to implement all the asset classes under the Transportation System umbrella, including Roads,
Bridges, Signs and Signals, and other relevant Right -of -Way (ROW) groups. The contractor should fully
implement the Transportation System asset classes, training management, and staff.
Current State: The City does not have CMMS software.
Benefits: The City has significant benefits once a new CMMS is procured and fully implemented.
Tracking costs, work activities, work, and asset performance data reporting, increased data -based
decision -making, and transparency to management, staff, and the public.
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Recommended Actions — 5-Year Timeline
Table 14 - Recommended Actions by Asset Management Obiective
City of Port Orchard, WA
A R TIMELINE
RECOMMENDED TION 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
Actions)
1
► ! ►�
LONG-TERM ACTION
March 2023
Prior to
Action
Q2-2023
Q3-2023
Q4-2023
2024
2025
2026
2027
Strategic Roadmap of Recommended Actions
5-Year Timeline
a
s
'a
>>>,
u
o
w
Q1
Q2
Q3
Q4
0
U
c1
0Ld
U
d
c1
U
cJ
U
c1
cJ
a�
O
z
o
' i �
Start
F�7nventoiry
Management Team (AMT)
Al
S Implementation Team
Al
Iand Hierarchy
Al
vA4:
Asset Management Program - Funding Strategy Plan
NA
A
A5: Asset Management Training Goals Document
A2 A4 B2
0
aUtility
A6: Asset Management Plan (AMP) Development
System (Phase 1 - Wastewater System and
Phase 2 - Water & Stormwater Systems)
Al A4 B2
A7: Asset Management Plan (AMP) Development
Transportation System
I A4 A6 B3
Finish
131: RFP-CMMS Implement Wastewater System and
O0
Training Services
Al
d
132: Procure CMMS Software Implementation and
d
Training Services Wastewater System
A2 B1
C
133: Contract Implementation & Training Services
B2
a
Utility System (Water and Stormwater)
A3 A4 A5
114: Contract Implementation & Training Services
B3
Transportation System
A3 A4 A7
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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) 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 performance
against goals can be measured.
3) How do we retire assets and plan for future assets?
This stage is where capital plans are developed so
that future renewal needs inform funding and
deferred capital gets more attention from Operations
& Maintenance.
Under the current scope of work of the SAMP, KCI performed a
small lifecycle analysis with recommendations for data
(loot
GOALS
L�11L
IMPROVE
49t
MEASURE
m
ANALYZE
Figure 3 - Outlines the stages of an
asset's life. Each stage should be
managed as part of the Lifecycle
Management.
improvements so that improvements can be made as a follow on to this report. KCI Leveraged the data
we developed to demonstrate how data can inform decisions in the field. This methodology can and
should be further developed in individual Asset Management Plans for each asset class and is outlined as
part of the City's asset management objectives — recommended actions A6 and AT
Desktop Assessment of Data
The City has developed a data source using GIS, and is 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 i — 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
Sewer Asset 000001.
Installed
Used to determine a rough
Date Time
This field can be used to
Date*
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
in
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. Varied
Type
life on assets that do not have
materials have different life
regular condition assessments.
expectancies, and we base this
estimation on EPA -published
Engineering 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
Product of Condition and
Calculated
Risk is used to make O&M and
Risk
Consequence
Field
Capital decisions.
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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 Memo with recommendations,
Appendix D. Data Memo, which described data gaps preventing the City from data -driven lifecycle
management decisions. The City, KCI, and a data consultant, Flow Analytics, worked to capture critical
data in most of the fields, as outlined in Table 17. The data developed was mostly the date of install based
on the age of the parcel. Developing an estimated install date allowed KCI to calculate the remaining
useful life of assets based on EPA's estimates for Age and Material. This low -confidence analysis helped
us calculate Business Risk Exposure to demonstrate data -driven lifecycle management in this SAMP.
Business Risk Exposure
To make data -driven decisions, agencies typically look at the Business Risk Exposure to inform decisions
and/or support decisions. Criticality or Risk is commonly referred to as the product of Probability of
Failure * the Consequence of Failure. Since Criticality is often ambiguous with Risk, KCI uses the term
Business Risk Exposure (BRE) as the product of Probability of Failure (Condition) x Consequence of
Failure.
Probability of Failure (Condition)
Calculating the Probability of Failure (PoF) is directly related to failure modes. As asset classes are
added, failure modes should be considered to determine how to calculate the PoF. Typical failure modes
are highlighted in Table 17. Definitions 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
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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
&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 can utilize to manage and maintain aging
assets effectively and sustainably. The City has an 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 was initially provided
for condition ratings and age. `Condition' was calculated based on remaining useful life (mortality failure
mode) so that business risk exposure could be calculated. 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. Scoring was on a scale of 1 to 5, where 5 represents the highest probability of
failure.
Table 17 — Utility System Assets * is an attribute that is not necessary fbr this asset class
F1_ Material 7"r
ii
IL
Sewer Lift
20
Capacity /
None
None
None
Station
Efficiency
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
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City of Port Orchard, WA - Strategic Asset Management Plan (March 2023)
Water Valves
1295
Efficiency
N/A* AL
None
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 developing proximity -based criteria
as well. High consequence users that should be identified could include shopping malls, hospitals,
rehabilitation centers, medical centers, golf courses, industries, schools, education centers, and trailer
parks. These areas need to be in the GIS and identified as high `consequence of failure' influencers.
Consequence of Failure was scored on a scale of 1 to 5, where 5 represents the highest consequence of
failure.
Business Risk Exposure Calculated
All the water and sewer assets were scored and weighted for each of the identified factors above; the
weighted factors for each asset were scored and given an overall `BRE" score by multiplying the
Probability of Failure by the Consequence of Failure. The higher this score, the more urgent the asset
should be considered for capital replacement or increased monitoring. For storm assets, KCI used a
straight condition score since there was no defined consequence of failure.
Capital Replacement
Based on the Business Risk Exposure calculations, KCI chose to assess and categories assets into three
categories. If the BRE score is above 20, we consider those assets for Capital Replacement. Capital
Projects across asset classes can be aggregated by proximity to developing efficiencies in construction.
The following risk map shows that many of the assets that have high BRE are in the Northeast section of
the City. In many cases, Water and Wastewater Systems have high Business Risk Scores, an example of
this is Kitsap St. This is a perfect candidate 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.
2023 CITY OF PORT ORCHARD - SAMP 130
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City of Port Orchard, WA - Strategic Asset Management Plan (March 2023)
J;
F R1 fl&ffap. 410REMENT. P?Rd"&Fi
T I. EsFi Chine
ijl ):EBFi Ge, FsFi {Thailand}, N00C, jc)
er qqfimu n
Figure 4 — City of Port Orchard — Map of Business Risk Exposure - Utility System
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.
55
A RE$$1VE
M0141TORING
L5
U, 4�
SAMPLE
o MOMTORING
2
0
V
C ON DITI ON 5
RISK MAP
25
IMMEDIATE
WORK
AGGRESSIVE
MION17ORING
5
Figure S: This is an example of a risk map. Assets in the top right quadrant need immediate work, often in the
form of a Capital Project. Assets in the Aggressive Monitoring quadrants should have increased Operations
and Maintenance, while assets in 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 18 CCTV Gravitv Lines Level of Service Goal
20% 1 72113/360567 1 48_
City costs per day include two (2) operators and two (1) pieces of equipment.
• Operator labor rate provided by City is $61.65/hr. And Jet/Camera Van rate $100.00/hr.
• The total cost per day for (2) Operators and (1) piece of equipment equals $1,786.40.
For cost calculations, KCI assumes an average of 1,500 feet per day being cleaned and televised.
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: CCTV Wastewater systems using PACP or a standardized
scoring methodology will allow the City the ability to plan Capital and prioritize Operations and
Maintenance based on the condition of the system. Asset Management starts with an understanding of
the condition of the system and the risk that condition presents to the City.
Pump Station Inspections
City costs per day include one (1) operator and one (1) piece 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 and (1) piece of equipment equals $245.
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.
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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.
Wet Wells Cleaning
100% Monthly
Table 20- Wet Wells
10
Level ofService Goal
120
$7,759
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 Jet Truck rate $100.00/hr.
• The total cost per day for (1) Operator(s) and (1) piece of equipment equals $646.00.
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 Management Starts with an
understanding of the condition of the system and the risk that condition presents to the City.
Water Distribution System - Level of Service Goals
A preventive maintenance program for the water distribution system can prevent problems by helping
the City maintain its system properly. Knowing the ongoing needs of your system and taking action
to meet those needs will enhance public health protection, improve the City's system's reliability, and
reduce the costs of maintaining the water system. Strong preventative maintenance consists of regular
hydrant inspections, hydrant flushing, tank inspections and cleaning, and valve inspections while
exercising them.
Routine water hydrant inspections and flushing help ensure the proper operation of distribution
system hydrants. Distribution system flushing also allows operators to test and ensure that all fire
hydrants are operational and have sufficient water pressure for firefighting. Routine flushing also
helps reduce the amount of sediment that builds up in the distribution system pipes, especially near
dead ends and older sections of pipes. The City has suggested that they wish to perform annual
inspections and flow tests on all system hydrants. An estimated calculation for the maintenance
cost/year at current operator wages and equipment costs is calculated as follows:
Hydrant Flushing
Table 21— Hydrant Flushing — Level o 'Service Goal
LOS Goal Hydrant Count Days to Complete
McCormick Woods System 132 13 $15,152
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(separate system)
City Water System 338 34_ $38,748
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 thirty (30) 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.
Hydrant Flow Testing
Table 22 - Hvdrant Flow
McCormick Woods System
(separate system)
City Water System
— Level ofService Goal
132
338
26
$3,783
$9,687
• 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.
• It is recommended Flushing and Flow Testing at the same time. Reduce truck rolls and crew
utilization.
Valve Exercising
Table 23- Valve
20%
$2,866
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 $573.20.
For cost calculations, KCI assumes the operators have an average of 30 valve
inspections/exercises per day that are performed manually.
Please note that these estimates do not take into consideration the drive time between valves or
the costs of inflation, annual raises, or any other equipment or material needed to perform repairs.
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City of Port Orchard, WA - Strategic Asset Management Plan (March 2023)
Section Summary — Utility System
Condition Assessment and PM Programs allow the utility to make better decisions on Optimized
Maintenance Strategies and Capital Improvement Projects (CIPs). Please see below for estimated annual
Operations and Maintenance per the Level of Service requested. Please note that the costs will fluctuate
as The City raises or lowers its Level Of Service expectation.
Table 24 — Annual Estimate of O&Mper Level o Service - Utility System Summary
Sanitary Sewer Cleaning and CCTV Work
48
$85,882
Pump Station Inspection
365
$89,406
Clean Wet Wells
120
$7,749
Hydrant Flushing
McCormick Woods (separate system)
13
$15,1
City Water System
34
$38,748
Hydrant Flow Testing
McCormick Woods (separate system)
3
$3,783
City Water System
8
$9,687
Valve Exercising
5
$2,866
Grand Total iN Elli
F 9r
$253,265
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.
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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-FINAL-ADOPTED.pdf
Utilities (Chapter 7)
Adopted: June 2016 Revised: July 2018, July 2020, December 2021, June 2022
Document File Name: 03_JUNE-2022-CLEAN-UTILITIES.pdf
Transportation (Chapter 8)
Adopted: June 2016 Revised: July 2018, July 2022
Document File Name: 8_JULY-2020-FINAL-ADOPTED-Transportation.pdf
City of Port Orchard — Shared Files
The City's IT set up a Port Orchard SharePoint folder for KCI and the City to share data. Location
.../KCI Project/Shared Documents/ Subfolders
Data and Documents
GIs Data
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
Organizational Chart
2016 IMS Agreement
2023 CITY OF PORT ORCHARD - SAMP 137
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APPENDICES
Appendix A. Asset Management Policy
Scope
This Asset Management (AM) Policy provides guiding principles, which serve as a foundational
framework to achieve City goals and objectives with the development of an asset management program that
aligns with the Port Orchard's (City) Comprehensive Plan(s).
Purpose
The purpose of this policy is to document direction from the City Council, as the policy makers for the City
of Port Orchard, for the development and implementation of an asset management program for the City.
The City Council finds that an asset management program will ensure the consistent use of asset
management best practices to maximize the useful life of assets and minimize reactive and unplanned
replacement and maintenance of existing assets.
Policy and Delegation of Authority
The City shall develop an Asset Management (AM) program. The AM program should consist of the
alignment of current business units, standard operating procedures, and technology solutions, all in
support of the documented strategies and the City's Comprehensive Plan. The City is following
international asset management standards, ISO 55000, which are internationally accepted as best
practices for developing AM principles and concepts in the development of an organization's AM
Program foundation and the continual and consistent improvement of the AM Program into the future.
The asset management program will enable the City to make engineering, operational and financial
decisions to optimize its long-term financial position. The City is committed to the asset management
fundamentals: value, alignment, leadership, and assurance. The program will align 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). Further, the program will incorporate the
following:
• 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?
• 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 trust in the capital investments
selection process and improve confidence in services provided to stakeholders and the public.
• System reliability and sustainability.
• Ensuring the importance of the minimization City's impact on the environment.
• Meeting all legal and regulatory requirements.
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• A proactive approach taken by the City in the management of assets minimizes costly reactive
actions and lower risk exposure.
Alignment with Comprehensive Goals
The City's AM program will align asset management objectives with the City's Comprehensive Plan
goals. The City's program will incorporate two key priorities in alignment with the AM objectives:
• 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:
• Community Development Director:
• Finance Director:
• Public Works Director:
• IT Manager:
Date:
Date:
Date: / /
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 direction. Objectives should be
specific enough to minimize confusion on expectations. Objectives should be tied to
existing organizational objectives in an agency's strategic plans or master plans.
Objectives should be SMART: Specific, Measurable, Achievable, Realistic, and Time -
bound.
Strategic Asset
SAMP: "documented information that specifies how organizations objectives are to
Management
be converted into asset management objectives, the approach for developing asset
Plan (SAMP)
management plans, and the role of asset management system/program in
supporting the achievement of the asset management objectives." ISO 55000
definitions 3.3.2.
CMMS
Computerized Maintenance Management System: a CMMS is a software tool to
track an organization's asset through its entire life cycle, from its acquisition
through decommissioning/retirement. This includes Procurement, Maintenance,
Resource Allocation (labor, equipment, and inventory), Repairs, and
Decommissioning costs.
AMT
Asset Management Team: The team appointed by an organization to review and
monitor the Asset Management Program and ensure the development of integrated
AM information systems, processes, and plans consistent with an organization's
goals and objectives.
Implementation
Implementation teams provide an internal support structure to move selected
Team
programs and practices 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 Management Team (AMT) is responsible for the following:
• Updating and improving this AM Policy
• Communicating the AM Policy to City staff and stakeholders
Program Development and Review
The Asset Management Team will develop an Asset Management Program consistent with this
Policy. The AMT will review and provide comments and proposed modifications as needed at least
annually. The AMT may modify the Program consistent with the principles set forth in this Policy, and any
modifications will be communicated to the City Council and all City staff.
Administration of this Asset Management Policy
Action
Name
Date
Draft development
Ben H. & Juston M.
October 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 approved as of March, 2023.
Approval History
Action Name Date
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Appendix B. Asset Management Objectives
(s1I
I g2)
1[114I
RFP -CMMS
Procure CMMS
(153}
Contract
Implementation of
Software and
Contract Implementation and
Implementation and
Tony Lang
Wastewater System
Implemenation and
Training Services for Utility
Tra i n i ng Servi ces for
OBJECTIVE(B)
and Training
Training Services for
System(W ater & Stormwater
Transportation
Services
Wastewater System
Systems)
System
Procure - CMMS
M
r,
softare with
c
C3
Implementation
Action
ri
.n
Lead
Support
Lead
Support
Lead
support
Lead
Support
Cr
Cr
Utility
PW Ops.
utility
PW
PW ❑ps.
PW Dps.
PW
and Training
Lead/Support
Mgr.
Mgr.
Mgr.
Foreman
Mgr.
utility Mgr.
Mgr.
Foreman
Servcies
Action Tmeframe
1-Apr
3o-Apr
1-May
31-Jul
03-24
04-24
Q4-26
Q2-27
Action Level
IMMEDIATE
IMMEDIATE
NEAR -TERM
LONG-TERM
2023 CITY OF PORT ORCHARD — SAMP 142
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Appendix C. Business Risk Exposure Maps
Sewer Mains
Sewer Mains
Business Risk Exposure
2
cidy
4
5
6
9
10 4
12
1 5.;., Aft( �L
20
4--
Pw
25
F7
M17
Thaw d Fr
EsF i, HERE, C -Min, USCS, InfRrmap, REMEFl7 1-, NRCI-n,
8 Japan, METI, E-i China �Kcng K—g), Egri Korea, Fi iTha�.nd),NGVC,
-".qd Open EttmWa p =tri butm, and the C IL User G munity
1 1 2023 CITY OF PORT ORCHARD — SAMP 144
KCI
DocuSign Envelope ID: 55534C22-6271-4105-9D98-434D8D75BC95
City of Port Orchard, WA - Strategic Asset Management Plan (March 2023)
Port Orchard Water
WaterMains
Rusinoss Risk Fixpasure
-2
4
a
12
15
-.20 f
oelai 25
-1701
TIT
I
F K'. —
' I
SbWERS: E56 HERE. C U-in. U5W. I REMENT P. 44fldr. E ri
%MEw. Mfl. Et i chile ', Hckile "?, Ti jhllikMd. T44C. -j
C4erfteeOep wrrDribqjbm. and the GES Usw Clun4:y
2023 CITY OF PORT ORCHARD - SAMP 145
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Storm Condition U —'
Storm Conveyance Main , ">•.$go-
rr
Condition
- Yara I
2r� r
3
4
P !
P.
s1Y Um Rd
1 , � [raiartl � „lYrt 7 a
J616
.J
ri
sr n»t, id
' '[4on.rrr ad
BC :roar rc� � .4`alnnJ.. ad u
ka x[
i
s draik RBI
} Saaces: Esri, HERE, Carmin, USCS, In4--p, Ir, REMENT P, NRC9n, E�Fi�'•'""
d Japan, METI, EsriChina ,Hung Kcng}. Egri Karea,. ri ,ThaiIsnd).N(*C, (c)
v„ —I o OFen StreeNa p=tri hutch, and the CI�Usei C mundy
2023 CITY OF PORT ORCHARD - SAMP 146
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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 source using ArcGIS online, and data
models have been standardized. Port Orchard has a robust Geographic Information System (GIS) that
provides a comprehensive asset inventory. That said, several database attributes do not fully support asset
management, are incomplete, or are captured in a related system. To support asset management and
systems integration, KCI looks for the following information in the GIS:
Table]: Required fields for Asset Management are identified by* next to field name. The remaining
attributes are recommended, potentially in a related table.
Field Name
Role in A
Data Type
Notes
Asset_ID*
A unique id that can be
UniqueID /
This field is necessary for
propagated across systems 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 used to determine 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
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City of Port Orchard, WA - Strategic Asset Management Plan (March 2023)
Field Name
A Role in AM
ata 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
Confidence score allows the end
accurate and reliable the data
user an opportunity to
sources are used to gather
understand fully
information on the assets.
Status
Operational, Spare, and
Domain
The status of the asset. Data
Abandoned all have different
should never be removed from
ratings. This rating is part of
the database.
the overall Condition Score.
To move forward, KCI would recommend that CITY add the fields in Table 1 and establish a hierarchy
for assets that are to be managed. By capturing the data attributes, the risk of providing service levels can
be calculated. Currently, data around Business Risk Exposure (BRE) (condition x probability of failure) is
not easily obtained in certain asset classes. Finally, a universal and unique asset id field is critical in
assuring that systems can be integrated and assets can be identified across inventories and studies. The
lack of a universal unique asset id in every data record is necessary for CITY to integrate with disparate
systems.
Condition Scoring
An asset inventory is a critical tool that 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
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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
Coun
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
105/4072
139/4072
857/4072
Mains
Water
9
None
6/9
N/A*
7/9
None
Storage
Reservoirs
Water -Fire
470
374/470
395/470
N/A*
Flow
389/470
Hydrant
(99/470)
PSI
103/470
Water Well
10
None
None
N/A*
N/A*
None
Water
1295
1178/1295
None
N/A*
None
None
Valves
COPO
2685
None
None
Derived
Derived
None
Water
Mains
Water BO
46
None
None
Derived
Derived
None
Main
Storm
5880
5830/5880
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
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Appendix E. City Project Team & Stakeholders
Jacki Brown
Header
Utility Manager
Finance Director
Deputy Finance Director
Public Works Director
City Engineer
IT Manager
Operations Manager
Noah Crocker
Rebecca Zick
Tony Lang
Chris Hammer
Sean Dunham
Jeff He lund
Chris Es uerra
Public Works Foreman
Darren Podraza
Inspector/ GIS Lead
Melinda Lohre
Office Assistant
Zack Holt
Stormwater
Bryan McKinnon
FOG & Backflow
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Appendix F. Project Meetings Workshops Interviews
Date
8/24/2022
WorkshopAttendees
Project Kick-off Meeting AM Project Team
Person
Online
In -Person
9/20/2022
Interview
Darren Podraza
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 Hammer
Online
9/21/2022
AM Project Team
In -Person
9/22/2022
Asset Management Objectives
Workshop
AM Project Team
In -Person
9/22/2022
Levels of Service Workshop
AM Project Team
In -Person
9/22/2022
Interview
Jacki Brown
Online
9/22/2022
Interview
Zack Holt In -Person
Melinda Lohre & FOG In -Person
Program Person
AM Project Team Online
9/22/2022 Interview
12/15/2022
Client Review Meeting — Project
Staff Input and Comments -
Draft AM Policy & AM
Objectives
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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 attendance update AMT on takeaways.
iv. AM -related organization publication or AM article summary (APWA, EPA,
IPWEA, ISO, IAM)
v. AM definition and terminology
Asset Management Program Progress Updates (25-55 minutes)
a. Deputy Finance Director (5-15 minutes)
i. Accounting - Labor Rates, Equipment, Inventory changes
ii. FEMA Reimbursement changes
iii. Major Replacement/Renewal updates to communicate to the AMT.
b. Public Works Operation Manager (10-20 minutes)
i. Streets / Pavement
ii. Signs & Signal
iii. Right -of -Way, etc.
Utilities Manager (10-20 minutes)
i. Wastewater
ii. Water
iii. Stormwater
4. AMT Approval(s) (5 to 20 minutes)
a. Comments and discussion of AM plans, processes, procedures, methodologies,
reports, analysis, and AM periodic audits
5. Action Items
Scheduling of the next AMT meeting. The 2nd week of odd -numbered months
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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.
Data Source: Demo Data
Objectives: Asset Inventory Creation and Maintenance
Test Case #: 1Description:
Demo Steps:
1-1
Add assets into the system inventory. The
Add a new Pressure 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) Enter the following attribute data:
like to see the following:
a. A 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 the water
b. Elevation of the PRV in feet.
network or not?
c. Label in text format.
• Does meta -data on the change
d. Pressure in decimal.
reflect who added the data and when
e. Tracking who added the data.
it was added/ edited?
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.
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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 work order to refurbish a valve, perform work on the valve, and
parent -child relationship are handled. In this
relocate the valve to a new location.
scenario, a large valve is removed from one
location, refurbished, and placed in another
1) Create a work order to refurbish a Pressure Reducing Valve (PRV).
location. We want to track and maintain the
2) Open the work order, virtually do the work, and close the work order.
work history and location of the valve as it
3) Place the refurbished valve in a new location.
moves from one location to the other. We are
4) Show the complete history of the valve.
looking to see the following:
5) Show the location history of the valve.
• Does the work history follow the
valve?
• What happens to the useful life of
the valve?
• How are changes tracked?
• Can we track location history?
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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 for all SSO work requests in a tabular format.
5) Show potential duplicate work requests at the Intersection of Kitsay
St. and Cline Ave. Port Orchard, WA
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Data Source: Demo Data
Objectives: 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 for flooding in the road.
management takes place. We are looking to
see the following:
1. Enter citizen information.
2. Enter information about the incident.
• How a service request can be created
• location of the call/incident
from a citizen portal
• Request code for the incident
• How a service request can be input
3. Assign Crew(s) to investigate the call
through a mobile application by a
crew member
• How a service request can be entered
using mapping to highlight the
location of the flood
-2
Show an investigative Sanitary Sewer
Close the work request for flooding on the road.
Overflow (SSO) work request and a scenario
here the work request gets closed since there
1) Enter citizen information.
as no work to be performed.
2) Enter information about the incident.
3) Respond to the citizen the discovery of a "garden hose that wasn't shut
• Show Equipment, Labor, and
off."
Material (ELM) tracking.
4) Enter Equipment, Labor, and Material (ELM)
• Show a scenario where no work
order is created "the call was a
garden hose that wasn't shut off," but
time and equipment were still
tracked.
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-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 priority to the work order.
• We will show reporting of this SSO
3) Assign a Crew(s) to replace a collapsed clay pipe.
in another script.
4) Notify Citizens that water will be shut off.
• Can any work requests be aggregate
5) Assign Equipment, Labor, and Materials to the job.
into one work order?
6) Assign failure codes and take notes on the job.
7) Close the work order.
2-4
Show the number of types of work requests
Monthly Reporting:
called in by citizens.
1) Create a report or dashboard where the number of citizen calls is
tracked by work request code.
2) Show a spatial relationship between calls
lata Source: Demo Data Objectives: Reoccurring Work Orders
est Case #:3 Description: Pemo Steps:
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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 report on the calibrations that have been completed and
calibration activities.
upcoming maintenance activities for instrument calibration
Demo •n: Work Orderand Inspection Relationship
Data Source: Demo Data Objectives: Show the relationship between work orders and inspections
Test Case #:4
Description:
Demo Steps:
-1
Create a scheduled work order for sanitary
Create a reoccurring work order for sanitary sewer CCTV that occurs every
sewer CCTV for root control lines.
year.
• Can the work order be pushed to
1) Assign labor and materials to the work order.
GraniteNet?
2) Track tasks on a work order.
• Can the system add or delete to the
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
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-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 CCTV inspection from a work order and/or a map.
• Show how to open an inspection from
1. Click on an asset to see the history of inspections.
GIS.
2. Watch a video of the pipe inspection.
• Show inspections on mobile devices.
3. Assign condition and review rating of the pipe segment.
• Can inspections use PACP / MACP?
• Do inspections integrate and sync
with GraniteNet CCTV Software?
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ata 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 reporting:
and then on an asset class.
1) Click on an asset on the map and get a history of the work completed
on that asset.
2) Create a report of the work performed on PRVs in the last month.
5-2
Produce a report that shows progress on the
Produce a report that shows progress on the value exercise program in a
value exercise program.
dashboard and/or PDF report.
• Show progress in a pie chart or
1) Show a chart of the percentage completed of a PM Work Order
dashboard as apercentage of PMs
2) Show a report of the work orders that didn't get completed in a given
complete.
time period.
• Demonstrate how backlog is
3) Highlight PMs completed on a map.
maintained.
• Show what has been completed in the
GIS
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ata Source: 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 that documents the maintenance done on specific asset classes.
ore asset classes.
For instance, how many sewer lines have been CCTV'd this year?
6-2
Show the remaining useful life of sanitary
Demo remaining useful life curves in your system:
sewer lines so that a 5-year and a 10-year
replacement budget can be created.
1) Use inspection data to adjust the remaining useful life curve.
2) Show how current lines are performing against a national average
(family curve).
3) Create a CIP Budget for critical projects that need to happen in the
next 5 and 10 years based on remaining useful life.
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Appendix I. CMMS Technical Requirements Example
ystem Technology YES
71o'perating
Alternate Development
.� Fr
Not Available Clarification
Platform (Server, Client, DBMS)
1.1.1
Support Windows Operating System?
1.1.2
Clarify the current Windows Version Build is supported.
1.1.3
Does your application be run on a virtualized server or in the
cloud?
1.1.4
Do you support Windows Desktop?
1.1.5
How long does it take to certify your software with a new
Windows version/build?
1.1.6
Do you support all current Windows Desktop critical updates?
1.1.7
Do you support Windows 10+?
1.1.8
If On-Prem is required, does you application require a dedicated
server?
1.1.9
Clarify the interaction between client and server (e.g., client
architecture).
1.2
Security/User Profile Management
1.2.1
Clarify how your application handles the authentication of users.
1.2.2
Does the application server need to be a member of Active
Directory (either Local AD or AzureAD)
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?
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1.2.5
What domain permissions are required to administer your
application?
1.2.6
What local server permissions are required to administer your
application?
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?
Advanced Configuration/Development Too
1.3.1
What Application Programming Interfaces (API) are available
with your application?
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 interface?
Integration Dependencies
1.4.1
Does your application require the installation of 3rd party
applications (e.g., java)?
1.4.2
Clarify required 3rd party installations.
1.4.3
Are there user permissions necessary to install or use the 3rd party
applications?
1.4.4
Does your application integrate with Microsoft 365?
1.4.5
Does your application support Microsoft SQL Server?
1.4.6
Does your application support Microsoft SQL Server?
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ELVA V 1 i I no 1 MOO VendorsDeliverables
2
General CMMS Software Application Functions
Yes
Alternate Development
Not Available
Clarification
2.1
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 navigation
(keyboard and mouse)?
2.2
Administrative Interface
2.2.1
Clarify the administrative structure of the application.
2.2.2
Is the administrative tool an extension of the user interface (e.g.,
additional menus)?
2.2.3
2.3.1
Ability to associate a validation rule, domain, or list of values
with any attribute.
Data Import/Export Capability
Use a find function using multiple user -selectable search criteria.
2.3.2
Use spatial search functions to identify records based on
proximity, buffer, and overlay.
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2.3.3
Clarify the format(s) that data can be exported to (e.g., excel,
shape file)
2.3.4
Can the system interface with surface water, transportation,
wastewater, or water distribution models?
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, and status.
2.4.6
Work Order attainment reports based on user -defined intervals
(e.g., daily, weekly, annually, etc.)
2.4.7
Purchasing reports for invoiced requisition
2.4.8
Purchasing reports for order requisition
2.4.9
Purchasing reports for open account requisition
2.4.10
Purchasing reports for vendor invoices
2.4.11
Graphical reports on asset attributes; age, condition, rating, risk
2.4.12
Capital investment v. rating and criticality 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
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2.4.14
Rollup reports for; task and activity level, asset, workgroup, and
project.
2.4.15
Geographic reporting; cluster analysis, buffer,
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 email
and text message to commence their assigned tasks associated
with a work order.
2.5.2
Automatically notify all assigned workgroups through City email
when in progress Work Orders are changed.
2.5.3
Includes 24/7 calendar for working days and hours by employee
tracking availability, holidays, vacation, etc., for master
schedule.
2.5.4
Tracks injury and safety records by resource and job.
2.5.5
Has a customizable calendar for specific facilities.
2.5.6
Provides Work Order scheduling calendar by a supervisor,
resource, asset, tool, and equipment.
2.5.7
Ability to use Work Order calendar to forecast future workforce
needs and standards.
2.6
NEEL-
Interoperability and Data Integration
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2.6.1
Would the application support integration of an external
(doc/image management)?
2.6.2
Does your application support wireless data entry and
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 )?
Asset Management System Automation
Support Operations (Reactive Maintenance):
Development INot Available
Work Orders are created to support a response to a complaint, service request, or event that will require City resources to install,
repair, replace, or remove City owned or maintained assets. Work orders are issued for preventive maintenance, reactive
maintenance, and capital projects. Work order management requires a holistic and integrated view of City resources, including
staff availability, skills, costs, inventories, equipment, and location. Work order estimating and scheduling is a core function of the
City's asset management system and drives the flow of information for decision -making. The automation of work orders through
the definition of tasks and assignments 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.
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3.1.2
Work Orders and related tasks have definable priority values.
3.1.3
Work Orders and related tasks have definable status values (e.g.,
pre -planning, planning, waiting for approval, approved, current,
hold, waiting parts, waiting for equipment, waiting for labor,
work completed, closed.
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 features (map
interface).
3.1.11
All Work Orders critical path and task items have date/time
stamps (e.g., status, close); audit trail.
3.1.12
Work Order creation is not dependent on Service Requests
records.
3.1.13
Work Orders can be linked to Service Requests.
3.1.14
Work Orders can be linked to other Work Orders.
3.1.15
Work Orders can be linked to Projects.
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.
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3.1.19
Allows a Work Order to be created without associating with an
Asset.
3.1.20
Has the ability to create Work Orders for contract service.
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, tasks, and
assignments.
3.1.28
Link Work Orders (task level) related to projects for account and
payroll tracking.
3.1.29
Allows multiple and different users to be assigned per Work
Order task.
3.1.30
Ability to refer to Service Requests or Work Orders at the
location defined by the user, not a specific asset 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.
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3.1.33
Provide the ability to determine if a Work Order has already been
issued for the same service request.
3.1.34
Ability to create parts, material, and tool lists for Work Order
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-entry
screen or dashboard.
3.1.40
Ability to develop and assign business rules to each Work Order
status.
3.1.41
Can the system provide optimal driving directions for a field
worker's daily activities (Work Orders, inspections, service
requests)?
.2
Support Operations (Preventative Maintenance):
Preventative maintenance work includes regularly scheduled and periodic maintenance as directed by equipment and asset vendors,
engineering specifications, environmental or planning requirements, and inspection regulations. All preventative maintenance work
orders are scheduled in advance with completion 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.
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3.2.3
PM must be able to be named and have a description (template
picklists).
3.2.4
PM work orders should have parent/child relationships.
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 Scheduling:
The City wishes to support activity -based annual planning in conjunction with capital improvement and preventative maintenance.
Corrective maintenance and capital renewal work are typically project -based. Projects include resources from multiple
organizations and require coordination among staff, management, and contractors. Additionally, the City needs to plan for the
capital renewal of assets over the short and long term as assets approach the end of their useful life.
3.3.1
Ability to assign any staff to Work Orders and related tasks.
3.3.2
Ability to enter the estimated number of work units
(accommodate two decimal points).
3.3.3
Ability to provide a default estimate of costs using average unit
rates and estimated number of work units.
3.3.4
Ability to estimate Work Order and task 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.
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3.3.5
Ability to log notes/briefs on a work entry, automatically
assigning a date/time stamp and user identification.
3.3.6
Work Order automation tool that systemically assigns status as
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 records
(resource attributes) and time parameters.
3.3.12
Ability to create rotation/prioritization scheduling (e.g., schedule
full-time employees ahead of temporary, rotating crews,
volunteers).
3.3.13
Ability to constrain labor availability by hours, days, and months
and notify of over -allocation.
3.3.14
Ability to create user -defined activities and associated
information for work plans (e.g., accomplishment type,
operational goals, sustainability parameters).
3.3.15
Track employee assignment by labor class, budget, fund, and
labor distribution.
3.3.16
Ability to display unit cost by task and activity.
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3.3.17
Ability to define and track various employee attributes (e.g.,
hourly rates, operator certificates, professional certificates,
special training, safety training).
3.3.18
Ability to define and track various employee attributes (e.g.,
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 (e.g., a
pump cannot be the parent of a pump station)?
3.4.4
Can linear relationships be applied to Assets based on geometric
network or linear referencing rules in a GIS geodatabase?
3.4.5
Ability to assign owner(s) to an asset by account (e.g., BARS
account).
3.4.6
Ability to assign a user/assignee to an asset separate from the
owner by account or description.
3.4.7
Ability to move an asset or group of assets from one parent to
another and maintain the asset's work and 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):
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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
services and stakeholders provides a quantifiable measurement of risk versus assumed risk. The AMS 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.
3.5.6
Ability to define relationships (quantifiable) between risk and
condition ratings and other asset attributes as related to service
lifecycle.
3.5.7
Ability to track measurement data and history associated with an
asset and compare with user -defined warnings and action limits
for an assortment of attributes (e.g., pump run times, burn hours,
tire wear measurements).
3.5.8
Ability to trigger Work Order creation when a user -defined
measurement threshold is reached (e.g., inspection after run-time
is reached).
3.5.9
Ability to assign and modify a condition rating to each asset.
3.5.10
Ability to develop unique condition assessment 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.
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3.6
Asset Lifecycle Management:
The City needs to track asset maintenance history, assess conditions, and develop deterioration curves 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 describe the
deterioration curve for each asset.
3.6.6
Ability to assign notes/briefs for deterioration formula on each
asset.
3.6.7
Ability to graph deterioration curves (e.g., water main).
3.6.8
Ability to graph the roll -up deterioration curves for each asset
group (e.g., all water mains).
3.6.9
Ability to calculate the predicted remaining life of an asset based
on counting down from construction or in-service dates.
3.6.10
Ability to graph deterioration curves across 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.
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3.6.13
Ability to identify opportunities for optimized renewal options
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
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 renewal -dependent
scenarios.
3.6.21
Ability to calculate the net present value of future renewal project
requirements.
3.6.22
Ability to track the backlog of capital renewal work.
3.6.23
Ability to define parameters and criteria to 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):
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The AMS will be required to maintain a direct relationship between an asset and all associated cost transactions 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 order
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 value (based on acquisition value).
3.7.10
Ability to track warranty parameters (contract details).
3.7.11
Ability to create unique vendors so that purchase orders can be
associated with vendors or work orders.
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,
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including overtime, overhead, and premiums as defined in rate
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 order
tasks and calculating cost based on equipment rate tables;
equipment rates based on hours, task, and tool class.
Ability to assign and track costs against a work order for
overhead and/or billing factors for out -of -class rates or other
3.7.20
labor distribution factors using percentage or flat rate changes.
Ability to assign and track costs against a work order for multiple
3.7.21
tax rates.
Ability to indicate a work order as reimbursable or billable (e.g.,
3.7.22
to other jurisdiction, homeowner, company).
Ability to define labor classes and assign them 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.
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I I I 'I11 1
MW
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 project.
4.1.5
Describe the project management approach you take to
organizing and managing your implementation services.
4.1.6
How do you report on project status and progress?
4.1.7
What types of training does your company offer (e.g., on -site,
classroom, online)?
2
Technical Support
.2.1
Does your company offer multiple support plans?
.2.2
Clarify the levels of support plans.
4.2.3
Do you offer support via email, web, and phone?
4.2.4
What are your hours of support?
4.2.5
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.
.3
Online Knowledge Base
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4.3.1
Do you have a searchable online knowledge base?
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?
4.4
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?
.5
Corporate Outlook
4.5.1
How long has the company been in this market?
4.5.2
Is the company profitable?
".5-3Do
you have an annual user conference?
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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 pricing different configuration options, please copy the
Worksheet and fully price each option.
Pricing Options: Explain your pricing options (i.e., per user, per device, concurrent site, etc.) and recommended training and
consulting expenses.
Example: Please provide an example/standard implementation timeline for delivery, data conversion, hardware/software
installation, etc.
Identify all costs associated with acquiring and modifying the specific solution. Please use an additional sheet but follow the outline as
defined below.
Base System: Identify the costs by the individual module associated with supplying the system that meets the City's basic
requirements. Specify the number of users that are included or give us the structure (i.e., per user, per x number of users, etc.)
for pricing the software, database, and any other licenses needed.
Additional Modules: Identify any additional modules that are not part of the base requirements but may enhance the system to
further meet our needs.
Modifications to Meet Requirements:
Identify the costs associated with completing modifications necessary to meet the basic functional and data requirements. Provide
the cost estimate for each modification required.
Interfaces Proposed: Identify examples 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?
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Hardware Costs: Please identify any hardware costs associated with this installation (client PCs 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 PROPOSAL
Quantity
Item Description
Unit Price
Extended Price
Base System (server and client licensing if applicable):
Additional Modules:
Modifications to Meet Requirements (custom development):
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Interfaces Proposed (API costs):
Professional Services (recommended consulting costs, training costs):
Data Conversion Costs:
Total Vendor Costs:
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Sales Tax @ 9.5%:
TOTAL COST PROPOSED:
Annual License and Maintenance Costs:
Additional Client License Costs (if applicable):
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2023 CITY OF PORT ORCHARD — SAW 186
KCI