Dated: April 30, 2014

Transcription

1 ADDENDUM #2 for NEW REQUESTS FOR PROPOSALS AIRPORT CITYWORKS IMPLEMENTATION at CHARLOTTE DOUGLAS INTERNATIONAL AIRPORT for the CITY OF CHARLOTTE, NORTH CAROLINA Dated: April 30, Are there additional details available that can assist with defining project scope? a. Yes see attached draft of proposed CLT Asset Renewal and Replacement, Discussion Draft. 2. How many assets and what type are expected to be loaded and managed by Cityworks? a. There are several thousand assets and critical systems would be loaded into and managed by CityWorks. Items such, as terminal building, passenger loading bridges, chillers, baggage conveyors, runways, electrical distribution devices, etc. 3. Are these assets inventoried? a. Partially 4. Do these assets exist within an asset register? a. They are on the City s general ledger, but in a general way not suitable for use in an asset management system. Some assets are already listed in our current system, evisioning, a Tandel Systems product. 5. Do these assets exist within the airports GIS? a. Some of the assets are on existing GIS feature sets. 6. Is the GIS repository an ArcSDE enterprise geodatabase? a. Yes 7. Is there any inventory of assets required? a. No 8. Is a legacy work order management being replaced by Cityworks? a. Yes 9. Will any work orders or service requests from a legacy system be required to be migrated into Cityworks? If so, approximately how many? a. Yes, if possible. 10. What telemetry systems are currently in use by the airport requiring integration with Cityworks? a. None. Telemetry would be a later phase not anticipated at this point. 11. What are the other 3 rd party systems that require integration to Cityworks? a. Munis, but that integration is being handled by another City Department but Mobile311 may be considered for integration 12. How many users will access Cityworks? Will any of these users be 3 rd party contractors a. Up to Is a customer portal for airport occupant requests required? a. No 14. How will users access Cityworks? What kind of devices? a. Primarily PCs, or through an IOS device/tablet and some Android tablets

2 15. Will the Airport Cityworks implementation reside on the same servers as other City of Charlotte Cityworks applications or will the airport be using hardware dedicated exclusively to the airport? a. It will reside on City hardware, but as a separate instance. 16. Has the RFP been provided to any specific Cityworks implementers? If so, who? a. We provided RFP to those companies who had previously expressed an interest in this project as well as to multiple distribution lists that may have included other CityWorks implementers. As we do not know the full extent of the distribution we are not including a specific list. 17. Is there a prioritized list of assets that require initial implementation? a. The list has not been created yet. 18. How many users will require training? a. We would like a train the trainer approach. Probably 20 in total. The airport has training facilities on-site. 19. Does the airport have business processes for asset maintenance required for this implementation documented and available for use with this project? a. No, very limited documentation of existing processes nor best practices. 20. Does the airport have preventive maintenance schedules by asset class defined? a. No 21. What is the current materials management system in place? a. None 22. Is it possible to extend the submittal deadline? a. Yes, responses are due no later than 5 p.m. on May 5 th. 23. Could you send me some information, or a link to information about this project. We are a commercial construction company in Charlotte, and would be interested in projects that fit our scope of services, but I can t tell exactly what type of job this is. Thank you for your time. I look forward to learning more about projects with CDIA. a. This is primarily a software installation project. Specifically, it is aimed at effectively implementing CityWorks, a Geographic Information System tool for asset management and work management, with a specific focus on meeting airport operational requirements such as FAA Park 139 certification and facility maintenance. There is no construction component. 24. Do you have a budget in place for this and can you tell us what it is? If yes, please provide any details. a. No specific budget target. 25. The scope is vague; do you have more specific requirements for this? Is there a more detailed scope in place? a. See attached draft on a proposed asset management program that depicts an end-state for asset management at the airport. It should be assumed that this initial effort will not achieve all the objectives outlined in the document. 26. Please provide the types of Assets that will be managed within CityWorks. a. Please see the answer to Question #2 provided above. 27. For each type of asset, please provide the following information: a. Is there currently a feature / object class in the GIS for these assets? i. No b. If there is a feature / object class in the GIS, is the dataset complete / accurate or will data development be part of the implementation? i. No. Some data development may be necessary, but will ultimately be the responsibility of the airport. c. If there is not a feature / object class in the GIS, is geodatabase design and data development required as part of the implementation?

3 i. Yes d. Is there an existing CMMS solution in place from which data will be migrated? i. Yes, evisioning by Tandel Systems. e. If there is a CMMS solution in place: i. No, there is a work order system in place called E-vision. 28. Does the CLT implementation team believe that the processes and data, such as work types and PM schedules should be migrated to the new system as-is, does the team believe that they should be validated prior to migration or does the team believe it s best to start from scratch to discover their maintenance needs? The answer to this question will determine the amount of configuration design workshops proposed for the implementation. a. CLT wants the contractor to start from scratch to discover our maintenance needs. 29. Does the CLT implementation team believe that historical transactional data needs to be migrated to Cityworks? Transactional data includes historical work orders, labor and materials transactions, and other work / cost related records. a. Please see the answer to Question #9 provided above. 30. If there is no existing system in place, has the CLT implementation team developed any work flows or process description documents that will be used as a starting point for design discussions? If any documentation has been prepared in advance of this implementation, would it be possible to make it available for the bidders? a. Yes, please see below. 31. What Cityworks modules have been purchased and which are included in this implementation? a. StoreRoom (Materials management), CityWorks AMS, (permits, Licensing and land) Work Order API and Service Request API. All those costs will be outside the scope as they will be handled separately. 32. Storeroom? If this will be part of the implementation, will Requisitions be integrated with the CLT s existing procurement system so that replenishment is automated? a. Not during this first phase. 33. APIs? If any APIs will be part of the implementation, please state which ones and explain how they are expected to be used; for example, as part of an interface to another system or as the back-end of a custom user interface that needs to be developed. Please state if any custom interface or development work will be included in this implementation. a. Unlikely, but possible. 34. Other add-on modules? a. No 35. Will any system interfaces be included in this implementation; for example, to a building automation system, ERP / procurement system, etc. a. Not at this time. However down the road, telemetry from controls will considered. 36. We understand that Part 139 is a desired element of this; is your plan to develop a mobile based Part 139 application or just data entry into the system after operations staff come back from the field? a. Yes, we would like to leverage IOS devices.

4 Asset Renewal and Replacement

5 Introduction Asset Renewal and Replacement as a Business Priority Key Questions A number of key questions sparked interest in asset renewal and replacement. These questions arose from recent expansion efforts of the airport as well tenant requests to address concerns arising from operating in an aging facility with tremendous growth demands. Some of the questions include: It is estimated that approximately 70% of a facility s overall life-span costs are for operation and maintenance. While significant new facilities have recently come on-line at Charlotte Douglas International Airport, there are a number of key facilities approaching 30 years of age. Additionally, the airport is a large and heavily used asset which is the 6 th busiest in the Country and has over 1.5 million square feet of terminal space and 31 million square feet of pavement. Are facilities and infrastructure not being upgraded just to save costs? Are there outstanding repair/replacement liabilities that are not being planned and programmed which cause operational impacts to tenants? Are CLT s assets being optimized to continue our position as a world-class safe and efficient airport? Airport leadership and major tenants recognize these facts and established renewal and replacement of existing and proposed facilities as a priority. Foundation for a Renewal and Replacement Program The following details out the foundation on which a solid set of best business practices are developed for a robust asset renewal and replacement program: 1) Financial Asset Management Prudent fiscal management requires an understanding of the initial, on-going, and replacement cost of assets. The on-going obligation to maintain assets is increasing as new assets are added and existing ones age. 2) Capacity and Reliability Existing assets need to be operational and functional in order to avoid and reduce delays in the overall airways network system and ensure overall sustainability. Key Findings Is the current rate of maintenance sufficient for long-term viability? Are facility repairs and replacements being adequately prioritized with business continuity and energy efficiency in mind? Do we have sufficient decision support data to undergird capital investment planning? Initial review suggests that overall CLT's assets are in functional condition but aging. Unanticipated failures have occurred that could potentially been avoided with a more rigorous asset management program. Additionally, there is a need to establish an on-going program which can be incorporated directly into the Airports business processes for short-term and long-term planning and budgeting. Some key items worth noting are: 3) Risk Management The Airport more effectively manages risk by identifying/codifying maintenance schedules for those items where failure could result significantly impacting business operations. Prevention of the loss of life or serious injury to personnel is also a major driver. 4) Appearance The passenger experience is a key economic benefit for the airport as well as the overall regional economy. On-going maintenance of aesthetic features needs to be evaluated and programmed for CLT facilities. 5) Capital Improvement Planning - Long-range capital investment and operational capacity strategies are highly dependent on having a solid base-line for current facility conditions and lifecycles. Not all systems are on a replacement schedule, but rather consciously put on a "run-to-failure" basis with an adaptive response for repair or replacement. Mixed ownership (CLT & Tenants) of a given asset or system such as the information technology infrastructure, airfield or major building component upgrades has contributed to deferred maintenance. Ownership/stewardship terms will need to be clarified. Building system and sub-system component hierarchies will need to be established to provide effective rollup capability for summarizing costs and needed investments on a multi-year schedule. Organizational approach will need to be changed from a reactive mode to a more deliberate and managed approach and this will require a change management initiative. Operational and Maintenance costs will likely go up as a result of this effort, even though there will be savings from reduced risks, energy efficiency, and unplanned failures. Net benefits to having a solid infrastructure management program will yield significant long-term benefits and be more in line with the industry approaches to managing property and infrastructure. CLT 04/30/14 1 CLT ASSET RENEWAL AND REPLACEMENT

6 Methodology It is important to determine a baseline early on in the Asset Renewal and Replacement effort. This baseline is critical in order to plan for future capacity and operations from a solid basis. The baseline inventory and condition assessment will be done in such a manner that it can be readily updated to allow for dynamic planning and budgeting. For the CLT asset renewal and replacement program, the baseline effort will be launched with the following primary goal and objectives: 3) To develop the ability of modifying an asset's lifeline while measuring the current and future budget impact. a) Separately identify the time, usage and cost elements for each asset in the database (no batches of similar items). b) Apply a separate time, usage, and cost element to the asset's sub-components where material in nature, and where they differ from parent asset. c) Establish all asset lifelines as a relative extension of the units of production (i.e. Extend the R&R date by updating the usage information vs. overwriting the due date fields). Goal: To establish an ongoing process that will identify and account for the "operational use" of CLT's assets in order to support the Renewal & Replacement, Capital Improvement, Maintenance and Master Planning Programs: This process will support short, medium and long term budget planning as well as support various CLT personnel in its use. This process will be accurate and easy to use and will embrace the changes in new management practices. 4) To furnish CLT users with the various reports needed in an accurate and timely manner. a) Identify the users and the various types of reports they prefer (i.e. summarized vs. detailed, hard copy vs. magnetic media etc.). b) Identify the reporting periods and report frequencies (i.e. monthly, quarterly, change in status, etc) c) Identify the data elements or each report. Objectives: 1) To assemble CLT's asset listing 1 (one) time and continue to maintain it from that point. a) Identify asset classifications and categories that will be included (i.e. Area of Operation, Project #, Fixed vs. Non-fixed i.e. airfield, buildings, security, IT etc.). b) Identify the owners of the infrastructure assets (i.e. HVAC, Electronics, Information Technology etc.). c) Gather information in a manner that will keep the database current (i.e. Accounts Payable, Construction meetings etc.). This is a "read only" interrupt not a review. d) Acquire copies of existing assets from their owners and other sources where available (i.e. Accounting, E-Vision, Y2K, GL etc.). e) Determine if the data inputs are representative. Augment the data gathering where deemed necessary with external consultants/labor. 2) To acquire and link the asset specific information that will support the Airport's Renewal & Replacement, Capital Improvement, Maintenance and Master Planning programs. a) Obtain from asset owner (or manufacturer's representative), the specific data to each object (i.e. make, model, etc.) b) Obtain from manufacturer the information that supports the object's life cycle (i.e. PM schedules, Units of production, Warranty periods, Replacement labor and material costs etc.). c) Establish an asset priority that supports its entitlement of CLT resources (i.e. risk of failure, amount of loss due to failure etc.) d) Obtain from manufacturer and CLT(where applicable) the necessary lead time for repairs, replacements, and completely new installs. e) Indicate asset eligibility for 3rd party funding along with the funding lead time. The Process will include: The identification of material assets and their various classifications and sub-components and condition assessment The identification of the asset's life cycle, maintenance replacement assets, repair and replacement costs and schedules Utilization of a logical numbering system for airport assets, The ability to modify, retire or extend the object's life and show the cost/benefit of that decision in the current and future periods. The establishment of an interdepartmental information flow that will insure that all additions, improvements and retirements are kept up-to-date Report processing for the various users to support maintenance scheduling, replacement scheduling, new development, repair and replacement costing, CLT area identification addressing and other supporting designs and drawing Implementation of an asset management tool (CityWorks) to effectively manage asset data Implementation of City ERP program to support necessary financial data such as receiving of assets Establishment of a change management effort to mature organization practices from reactive to proactive. Specifically Excluded from Process: Negotiation for needed repairs with tenants Reconciliation and safeguarding of assets, including asset tracking Business continuity plans arising from risk identification Federal, state, and other funding applications and requests identified from gaps in infrastructure. CLT 04/30/14 2 CLT ASSET RENEWAL AND REPLACEMENT

7 Project Management and Change Management: The overall project will be managed by non-operational staff in order to ensure effective oversight and timely delivery of project deliverables. It is anticipated that Aviation will have an internal project manager that will work closely with a CityWorks project implementers. Additionally, the Aviation Department will provide necessary Executive sponsorship throughout the course of the project. The change management efforts will use the Prosci (ADKAR) methodology to ensure effective adoption. This method is the City of Charlottes standard change management methodology. Additionally, the project manager will ensure that the City s Enterprise Resource Program integration requirements are met as well. The project will go through the following basic PMBOK stages and will include a change management program throughout all stages and phases: 4. Monitoring and Control (Relevant if Multi-phase) Ensure metrics and expectations are being met Support of system and end-users 5. Project CloseOut Contract closure and payment Lessons learned 1. Initiating make business case and launch 2. Planning define scope and resources 3. Executing perform effective project schedules and change management 4. Controlling ensure deliverables are met 5. Closing gather lessons learne 1. Project Initiation for CityWorks-Aviation 2. Project Planning and Design 3. Project Execution Work with Assistant Aviation Director of Aviation Maintenance to develop and overall project charter, scope, costs, and project schedule for the implementation of CityWorks. Negotiate with other City Departments on the terms for the expansion of the existing CityWorks Installation and support model. Interview other airports that have implemented CityWorks. Define the terms of sun-setting the existing e-visioning software and determine how rates and charges data will be developed with the CityWorks implementation. Change Management assessment (stakeholder analysis) will be conducted to determine organizational preparedness and identification of risks. Scope refinement Identification of planning and implementation team needed skills Identify specific deliverables and create a work breakdown structure (WBS) Develop/refine schedule and budget Ensure larger ERP system integration points are identified. Plan for risks and mitigation Formal approval Success Criteria and Deliverables: The overall success will be defined based on the following criteria: 1. Building and asset information is readily accessible and overall and specific investment needs are known 2. Assets are inventoried and assed per condition so that repair and replacement liabilities are readily determinable. 3. Staff are trained and ready to effectively manage an asset renewal and replacement program 4. Internal controls are in place to ensure inventory stays current 5. Service calls and repairs are made against individual assets for cost accumulation and prioritization of work 6. Assets are located on a GIS layer(s) with locational search capability and work assignment. 7. Rates and charges model reflects priorities derived from the asset renewal program. 8. Tenants are informed of the asset renewal and replacement program and understand cost increases. 9. Project scope, schedule, and budget are met. 10. Reporting tools are in place and working as expected including general ease of use Selection of planning and implementation team Direct and Manage project Quality assurance of deliverables (testing) Communications Training CLT 04/30/14 3 CLT ASSET RENEWAL AND REPLACEMENT

8 Costs The overall project costs will be broken down into the following areas: 1. Project management services to ensure effective oversight. 2. Business process re-engineering and change management 3. Asset inventory and condition assessments 4. Hardware, Software, and licensing support. 5. Training Key Resources The overall project will require. CLT 04/30/14 4 CLT ASSET RENEWAL AND REPLACEMENT