Technical Memorandum Enterprise Asset Management Needs Assessment

Transcription

1 Technical Memorandum Enterprise Asset Management Needs Assessment City of Sioux Falls Enterprise Asset Management Project No Final Revision /18/2016

2 Technical Memorandum Enterprise Asset Management Needs Assessment prepared for City of Sioux Falls Enterprise Asset Management Sioux Falls, South Dakota Project No Revision /18/2016 prepared by Burns & McDonnell Engineering Company, Inc. Kansas City, Missouri COPYRIGHT 2016 BURNS & McDONNELL ENGINEERING COMPANY, INC.

3 TM #2 Revision v4.0 Table of Contents TABLE OF CONTENTS Page No. 1.0 EXECUTIVE SUMMARY Background Enterprise Asset Management Concept Purpose Key Needs Assessment Findings Key Gap Assessment & Recommendations INTRODUCTION ENTERPRISE ASSET MANAGEMENT METHODOLOGY Workshops Interviews NEEDS ASSESSMENT Enterprise Assessment Asset Management Needs and Best Practices Central Services - Facilities and Custodial Maintenance Asset Management Needs and Best Practices Central Services - Information Technology Asset Management Needs and Best Practices Community Development Public Parking Asset Management Needs and Best Practices Parks & Recreation Asset Management Needs and Best Practices Public Works Engineering Asset Management Needs and Best Practices Public Works GIS Asset Management Needs and Best Practices Public Works Landfill Asset Management Needs and Best Practices Public Works Light Asset Management Needs and Best Practices Public Works - Storm Water Asset Management Needs and Best Practices Public Works Street Asset Management Needs and Best Practices City of Sioux Falls, SD TOC - 1 Burns & McDonnell

4 TM #2 Revision v4.0 Table of Contents 5.12 Public Works Traffic Asset Management Needs and Best Practices Public Works Water Asset Management Needs and Best Practices Public Works Water Reclamation Asset Management Needs and Best Practices GAP ASSESSMENT & RECOMMENDATIONS Enterprise Assessment Gap Assessment Recommendations Asset Condition Assessment Baseline Central Services - Facilities and Custodial Maintenance Gap Assessment Recommendations Central Services - Information Technology Gap Assessment Recommendations Community Development Public Parking Gap Assessment Recommendations Parks & Recreation Gap Assessment Recommendations Public Works Engineering Gap Assessment Recommendations Public Works Landfill Gap Assessment Recommendations Public Works Light Gap Assessment Recommendations Public Works - Storm Water Gap Assessment Recommendations Public Works Street Gap Assessment Recommendations Public Works Traffic Gap Assessment Recommendations Public Works Water Gap Assessment Recommendations Public Works - Water Reclamation City of Sioux Falls, SD TOC - 2 Burns & McDonnell

5 TM #2 Revision v4.0 Table of Contents Gap Assessment Recommendations APPENDIX A GIS AND ASSET MANAGEMENT APPENDIX B EAM REQUIREMENTS Central Services - Facilities and Custodial Maintenance Central Services - Information Technology Community Development Public Parking Parks & Recreation Public Works Engineering Public Works Landfill Public Works Light Public Works - Storm Water Public Works - Street Public Works Traffic Public Works Water Public Works Water Reclamation APPENDIX C REFERENCES City of Sioux Falls, SD TOC - 3 Burns & McDonnell

6 TM #2 Revision v4.0 Executive Summary LIST OF ABBREVIATIONS Abbreviation Term/Phrase/Name AVL BCA BIM CCTV CIP CEA COTS EAM ESS GIS IIMM IoT ISO MH NPV OCI PCI PM SOP UMA Automated Vehicle Location Benefit Cost Analysis Building Information Model Closed Circuit TV Capital Improvement Program Cost Effectiveness Analysis Commercial Off-The-Shelf Software Enterprise Asset Management Employee Self Service Portal Geographic Information System International Infrastructure Management Manual Internet of Things International Standards Organization Manhole Net Present Value Overall Condition Index Pavement Condition Index Preventative Maintenance (Work Order) Standard Operating Procedure Utility Mapping Application City of Sioux Falls, SD LOA - 1 Burns & McDonnell

7 TM #2 Revision v4.0 Executive Summary Abbreviation USACE Term/Phrase/Name United States Army Corp of Engineers City of Sioux Falls, SD LOA - 2 Burns & McDonnell

8 TM #2 Revision v4.0 Executive Summary 1.0 EXECUTIVE SUMMARY 1.1 Background Faced with the need to upgrade the Hansen asset management software used by Water Reclamation, Storm Water, and Street and combined with the overall movement to digitize work management throughout the City, City leadership began an enterprise asset management initiative to evaluate the need for and feasibility of a single enterprise asset management platform to be used by all City Departments and Divisions. The City of Sioux Falls contracted with Burns & McDonnell to execute the enterprise asset management project. Phase I of the project is focused on developing a needs assessment, outlining an enterprise asset management strategic plan, and selecting and procuring an enterprise asset management platform for the City. Phase II will be the initial implementation phase of the enterprise asset management platform. There are numerous desired outcomes of the enterprise asset management project. However, the four primary objectives are: Evaluate current asset management systems and processes Document asset management business requirements Leverage industry best practices to develop an enterprise asset management vision and strategic plan Evaluate and procure an enterprise asset management platform to enable the vision and strategic plan Previous Phase I tasks focused on baselining the City s current asset management processes and systems. The current Enterprise Asset Management Needs Assessment task is focused on identifying and documenting enterprise asset management requirements. This technical memorandum is the culmination of that work and serves to document and communicate the business requirements, gap assessment findings, and Burns & McDonnell s enterprise asset management recommendations. The findings and recommendations introduced in this technical memorandum will be further defined and incorporated into an enterprise asset management strategic plan outline to be developed during the next project task. City of Sioux Falls, SD 1-1 Burns & McDonnell

9 TM #2 Revision v4.0 Executive Summary 1.2 Enterprise Asset Management Concept Enterprise Asset Management (EAM) is the business strategy of approaching asset management across the entire organization through formalized and standardized processes and methodologies. Asset management is the coordinated activities used to manage physical assets owned by an organization throughout the lifecycle of the asset. Key considerations of enterprise asset management are maximizing asset value while balancing cost, risk exposure, and asset performance. 1.3 Purpose The purpose of this document is to record and report on the needs expressed during interviews with City management and staff from the asset management stakeholder departments/divisions. The document further explores gaps between where the City stakeholders are currently and where they need to go in order to achieve desired capability and capacity to manage the City s assets. Burns & McDonnell offer additional insight into enterprise asset management requirements and recommendations based on leading industry trends in asset management and our experience with other clients similar to Sioux Falls. City of Sioux Falls, SD 1-2 Burns & McDonnell

10 TM #2 Revision v4.0 Executive Summary 1.4 Key Needs Assessment Findings During the needs assessment workshops and interviews with stakeholder departments/divisions, several common themes emerged as key findings and requirements for an enterprise asset management platform. Key Needs Assessment Findings and Requirements: Enterprise Approach to Asset Management Commercial Off-The-Shelf Software City stakeholder departments/divisions are interested in standardization, collaboration and sharing data across the enterprise. City stakeholders desire Commercial Off-The- Shelf software over a customized solution. Best of Breed Solution GIS and Asset Management Combined in a Single Interface Field Mobility Streamlined Customer Request and Work Order Workflow More efficient and effective forecasting and budgeting City stakeholders desire a best of breed solution to provide the right tools and data to the right people at the right time. GIS mapping, including attribute data and asset management functionality is to be accessible in a single interface (see Appendix A for a description of GIS and asset management data management). Provide stakeholders an easy to use intuitive interface when and where they need it. All stakeholder departments/divisions require a streamlined process to receive and manage citizen inquiries and requests for service and to transition those requests into work orders for work completion. The enterprise asset management system should facilitate efficient and effective forecasting and budgeting across the enterprise. City of Sioux Falls, SD 1-3 Burns & McDonnell

11 TM #2 Revision v4.0 Executive Summary 1.5 Key Gap Assessment & Recommendations Comparing the findings of Task 2.0 Current Systems and Processes Review with the business requirements and goals discussed during Task 3.0 Enterprise Asset Management Needs Assessment reveals technology, capability, and process gaps that must be closed in order to accomplish the desired state of enterprise asset management. The following list highlights the key gap assessment findings along with recommendations aimed at closing the gaps. Key gap assessment findings and recommendations are: Enterprise Asset Management Business Strategy Enabled through a Software Platform Single Enterprise Asset Management Platform Formalized Asset Register in GIS Overall Condition Index (OCI) Intuitive and Easy to Use Organizational & Technical Gaps City should develop an enterprise asset management vision and strategy and leverage a software platform to achieve the vision. City should procure and implement a single enterprise asset management platform to support the asset management strategy across the enterprise. City departments/divisions should formalize their asset registers and store in the City s enterprise GIS. City should evaluate and develop an Overall Condition Index to evaluate and compare asset condition across the enterprise. The enterprise asset management system should be intuitive and easy to use and allow users to access data and functionality efficiently and effectively. Data sharing, standardized processes, system integrations, and system interfaces across the enterprise are key gaps to fill with a single industry best of breed enterprise asset management platform. City of Sioux Falls, SD 1-4 Burns & McDonnell

12 TM #2 Revision v4.0 Executive Summary City of Sioux Falls, SD 1-5 Burns & McDonnell

13 TM #2 Revision v4.0 Introduction 2.0 INTRODUCTION The City of Sioux Falls contracted with Burns & McDonnell to execute an enterprise asset management project for the City. Phase I of the project aims to develop an enterprise asset management needs assessment and strategic plan that will be used to select and procure an enterprise asset management platform for the City. The enterprise asset management project is not focused on a specific Department or Division rather it strives to take a holistic look at asset management across all Departments and Divisions to develop a needs assessment, strategic plan, and to procure software that best fits the needs of the entire City. Phase I of the enterprise asset management project is being executed with the following primary tasks: Task 1.0 Project Initiation Task 2.0 Current Systems and Processes Review Task 3.0 Enterprise Asset Management Needs Assessment Task 4.0 Enterprise Asset Management Strategic Plan Task 5.0 Enterprise Asset Management Software Evaluation and Procurement This Technical Memorandum is the result of completing Task 3.0 Enterprise Asset Management Needs Assessment and serves to document the key findings of this assessment task. The remaining sections of this technical memorandum is divided into the following six main sections: Enterprise Asset Management This section provides an overview of enterprise asset management, key enterprise asset management concepts, and key enterprise asset management considerations for the City of Sioux Falls. Methodology A brief overview of Task 3.0 Enterprise Asset Management Needs Assessment methodology. Needs Assessment The Needs Assessment section highlight the enterprise asset management business requirements discussed during workshops and staff interviews. The Needs Assessment section also outlines relevant requirements based on industry best practices and Burns & McDonnell s industry experience. The Needs Assessment section is broken down into an Enterprise Assessment section addressing requirements that apply to the City as a whole and/or requirements that were introduced by more than one department/division and thus have wider considerations than a single department/division. The Needs Assessment section also includes City of Sioux Falls, SD 2-6 Burns & McDonnell

14 TM #2 Revision v4.0 Introduction sub-sections broken down by each department/division focusing on specific business requirements for each department/division. Gap Assessment & Recommendations This section addresses the gap between the current state of asset management at the City and the desired state of enterprise asset management. In addition to the gap assessment, Burns & McDonnell provides recommendations to accomplish the desired state of enterprise asset management. This section is broken down into enterprise-wide gap assessment and recommendations and individual department/division gap assessment and recommendations. Appendix B Detailed listing of business requirements discussed during workshops and interview sessions. Requirements are broken down into Enterprise-wide requirements and department/division requirements that are unique to an individual department/division. Enterprise-wide requirements are further broken down into the following categories: o General System Requirements requirements that apply to the general architecture or general features and functionality of the asset management system o Work Management Requirements requirements specifically focused on work order, service request, and inspection features and functionality o Asset Management Requirements requirements that apply to asset management features and functionality such as forecasting asset replacement and budgeting o Mobility Requirements requirements focused on the usability and capabilities required for field staff to view, record, and track asset management activities o Reporting Requirements requirements specifically addressing reporting needs o Training Requirements requirements focused on training Appendix C - References This technical memorandum provides gap assessment and recommendation information and sets the stage for enterprise asset management strategic planning, detailed software requirements analysis, and software procurement and implementation. City of Sioux Falls, SD 2-7 Burns & McDonnell

15 TM #2 Revision v4.0 Enterprise Asset Management 3.0 ENTERPRISE ASSET MANAGEMENT The concept of enterprise asset management is an internationally recognized business strategy to approach infrastructure management from a holistic asset lifecycle perspective. The practice of enterprise asset management, for physical assets, was formalized in 2014 with the adoption of the International Standards Organization (ISO) family of standards. The ISO family of standards consists of three standards: ISO Asset Management Overview, Principles, and Terminology ISO Asset Management Management Systems Requirements ISO Asset Management Management Systems Guidelines for the Application of ISO Many definitions of enterprise asset management exist. However, ISO defines enterprise asset management as The coordinated activity of an organization to realize value from assets (ISO 55000). While the definition states that asset management consists of coordinated activities aimed at maximizing the value (tangible or intangible) from an organization s assets, it does not prescribe a specific set of practices or methodologies to accomplish enterprise asset management. However, organizations have developed and published industry accepted guidelines and processes aimed at fulfilling the requirements set forth in ISO One such publication is the International Infrastructure Management Manual (IIMM 2015). IIMM 2015 provides a more descriptive definition of asset management in support of ISO The systematic and coordinated activities and practices of an organization to optimally and sustainably deliver on its objectives through the cost-effective lifecycle management of assets (IIMM 2015). Two key concepts that encompass the practices of enterprise asset management are provided in the IIMM 2015: The objective of asset management is to meet the required level of service, in the most cost effective manner, through the management of assets for present and future customers. (IIMM 2015). As provided in ISO 55000, good asset management is realizing the best value from assets through the optimal mix of cost, risk, and performance. City of Sioux Falls, SD 3-1 Burns & McDonnell

16 TM #2 Revision v4.0 Enterprise Asset Management Figure 3.1 Asset Management = Cost, Risk, Performance Balance City of Sioux Falls, SD 3-2 Burns & McDonnell

17 TM #2 Revision v4.0 Enterprise Asset Management Lifecycle asset management encompasses all practices associated with considering management strategies as part of the asset lifecycle. The objective is to look at lowest long-term cost (rather than short-term savings) when making decisions. (IIMM 2015). Enterprise asset management is a whole life approach to deliberate management of assets. Identification of Need Disposal Asset Planning / Engineering Modify / Improve Financial Management Acquire / Create Asset Monitoring Operate & Maintain Figure 3.2 Asset Lifecycle (adapted from IIMM 2015) In addition to the key concepts above, ISO states that asset management is based on six fundamentals (ISO 55000; An Anatomy of Asset Management): Value assets have actual or potential value to an organization Alignment good asset management connects asset management activities with the organization s strategic plan Leadership effective asset management requires senior level leadership and commitment Assurance good asset management provides assurance that assets will fulfill their intended purpose Life Cycle Activities asset management encompasses the entire asset lifecycle Asset Management Decision Making good asset management is founded on competent, consistent, and optimal decision-making City of Sioux Falls, SD 3-3 Burns & McDonnell

18 TM #2 Revision v4.0 Enterprise Asset Management Enterprise asset management, as standardized in ISO 55000, is complex and comprehensive in nature. The scope of enterprise asset management is more than an Engineering initiative or Finance initiative, enterprise asset management involves the entire organization and stakeholders from many disciplines to plan, design, and implement an enterprise asset management strategy. Fortunately, there are industry accepted guides and frameworks that can aid an organization as it embarks on an enterprise asset management initiative. The IIMM 2015 is one such toolkit. IIMM 2015 provides tools and resources to accomplish good asset management in accordance with the standards defined in ISO Figure 3.3 outlines the asset management process model used in IIMM It is important to note that Asset Management Information Systems and Tools are considered Asset Management Enablers according to IIMM An enterprise asset management information system is not enterprise asset management in and of itself but rather the enterprise asset management information system should enable an organization to achieve the enterprise asset management policy, objectives, and strategies defined and adopted by the organization. City of Sioux Falls, SD 3-4 Burns & McDonnell

19 TM #2 Revision v4.0 Enterprise Asset Management Figure 3.3 Asset Management Process (IIMM 2015) Enterprise asset management, as defined and described in ISO 55000, is important to the City of Sioux Falls as it provides the formal business strategies and guidelines for enterprise asset management. It provides a solid framework and consistent approach to enterprise asset management that can be understood and supported by City stakeholders including citizens, leadership and staff, consultants, governing bodies, and regulatory agencies. City of Sioux Falls, SD 3-5 Burns & McDonnell

20 TM #2 Revision v4.0 Methodology 4.0 METHODOLOGY Burns & McDonnell and the City of Sioux Falls collaborated on a two-step process to discuss and document asset management needs and business requirements. Each stakeholder department/division participated to discuss their specific asset management business requirements as well as goals and objectives. Task 3.0 serves to identify the desired to-be state of asset management and assess the steps necessary to achieve those goals. 4.1 Workshops The first step in the process to educate the City on asset management principles was conducting workshops to introduce current trends and best practices in asset management and establish a foundation for interview sessions. The workshops included examples of features and functionality from modern asset management platforms as a means to educate participants on current industry trends and capabilities. The workshops also provided City employees the opportunity to ask questions. 4.2 Interviews After completing the workshops, the Burns & McDonnell project team interviewed City stakeholders to discuss and understand their asset management business requirements. The interviews were conducted by two Burns & McDonnell team members and involved two to fifteen City employees representing different Departments and Divisions. Each department/division was interviewed independently in order to focus the discussion on their specific requirements. Interviews were conducted with field staff, administration, supervisors, and managers in order to understand the perspective of all stakeholders participating in the various asset management processes. City of Sioux Falls, SD 4-6 Burns & McDonnell

21 TM #2 Revision v4.0 Needs Assessment 5.0 NEEDS ASSESSMENT This Needs Assessment chapter documents the requirements and business needs identified during workshops and interviews and also provides requirements and needs from the perspective of Burns & McDonnell based on previous experience and projects. 5.1 Enterprise Assessment During the interviews, participants introduced a wide variety of asset management requirements and many of these requirements are consistent from one department/division to another. The following section outlines the requirements that were discussed during the workshops and interviews which apply to most, if not all, departments/divisions. This section does not intend to represent all citywide requirements that will be used to evaluate EAM platforms, but is focused on the requirements discussed during workshops and interviews as well as requirements identified by Burns & McDonnell to be important to the City. In order to categorize the business requirements and needs within in the context of defined good enterprise asset management, the enterprise assessment section is framed in IIMM 2015 s asset management process model (Figure 3.3) and color coded to match the specific sections of the asset management process model Asset Management Needs and Best Practices Many business requirements and needs have been discussed and documented throughout the initial tasks of the Enterprise Asset Management project. The following sections provide a summary narrative of the asset management requirements relevant across the enterprise and apply to the City as a whole. Asset Management Requirements Defining Strategic Direction Enterprise Asset Management A critical requirement discussed throughout workshops and interviews is the desired strategy to transition from department/division level asset management strategies to an enterprise asset management strategy. Establishing Levels of Service An important enterprise asset management consideration is the level of service that each asset type is supposed to provide to citizens/customers. Essentially, levels of service are the output that citizens gain from public investment in infrastructure assets. Establishing levels of services for each asset type and defining performance measures to monitor how the City is delivering the established levels of service, is the counter-balance to both risk and cost. It is not fiscally possible to keep assets performing like new City of Sioux Falls, SD 5-1 Burns & McDonnell

22 TM #2 Revision v4.0 Needs Assessment and free from risk of failure. Therefore, the City must budget and pay to keep assets performing within a reasonable risk tolerance and at a level of service acceptable to stakeholders (citizens, regulatory agencies, funders, etc.). An example of levels of service for street condition is specifically related to potholes. A level of service for street potholes may be that the City will maintain street surfaces to allow for safe and efficient travel throughout Sioux Falls. An example performance measure is that the City will maintain streets to contain less than x potholes per lane mile or >90% of reported potholes will be addressed and fixed within x hours of notifying the Street Department. There exists a business need to evaluate and develop levels of service for assets across all departments/divisions in the City. This does not imply that there are not informal levels of service or defined performance measures used in the City, many departments/divisions have either documented or informal levels of service and performance measures that are adhered to. However, they do not exist for all asset types, nor are they used comprehensively across the City to compare with risk exposure and funding strategies. Forecasting Future Demand Understanding the future demand for asset types is an important requirement of enterprise asset management. Analyzing and understanding future demand allows City leadership to plan ahead and meet the forecasted demand through demand management strategies and/or through capital investment. Understanding future demand forecasts also provide leadership a means to evaluate and assess the risk of meeting or not meeting the demand. Many departments/divisions in the City conduct demand forecasting initiatives through projects and studies such as master planning projects and strategic planning studies. One important goal of the enterprise asset management project is to facilitate managing assets to accommodate future population growth as the City continues to expand and grow. An enterprise consideration of future demand forecasts is a key requirement in ensuring the City has the infrastructure to accommodate and support the expected growth. Collect Asset Information Asset Register While some City departments/divisions have a robust catalog of their asset portfolio and key attributes about those assets, not all departments/divisions have a formalized register of all assets. All departments/divisions have the need to either plan, design, and build their asset catalogs or to complete their asset registers filling in gaps for specific asset types and/or key asset attributes. For example, the City of Sioux Falls, SD 5-2 Burns & McDonnell

23 TM #2 Revision v4.0 Needs Assessment Traffic Division communicated that they have some asset attribute data in GIS that they no longer require and they require attribute data that has not been entered in GIS yet. GIS The City has adopted GIS as its primary data repository for the enterprise asset register. Many departments/divisions are leveraging the City s enterprise GIS. However, other groups have not utilized GIS and should consider it as the system of record for their asset register. Even departments/divisions that are leveraging GIS likely have data gaps or data quality considerations to be addressed. It is a widely accepted best practice to leverage an enterprise GIS as the asset register for an organization. Even vertical assets, such as facilities, that traditionally have not typically been well represented in GIS should be stored in the GIS leveraging the platform as an object oriented database management system. Not only do most industry relevant enterprise asset management platforms use a GIS as the asset register, advances in 3D GIS are accelerating and modeling full 3D representations of facilities and vertical assets in GIS will be a reality in the short-term and is already adopted in facility design technologies such as BIM solutions. Monitoring Asset Performance and Condition Asset Condition Assessment Baseline While some City assets undergo a formal asset condition assessment process (i.e. streets/pavement through IMS, sanitary sewer pipes, storm sewer pipes, playground equipment) there is a need to develop formal condition assessment protocols and to build a baseline condition assessment of assets across the City. Asset Condition Inspections and Monitoring A common theme discussed throughout interview sessions is the need to conduct asset inspections to understand and document condition information on an ongoing basis, with the eventual goal of evolving to a model of condition-based maintenance vs the existing time period based maintenance. Several departments/divisions execute robust ongoing asset condition assessment programs for assets such as streets/pavement, sanitary sewer pipes, storm sewer pipes, and playground equipment to name a few. However, these assets are the exception rather than the rule and there is an overarching business need to assess and monitor asset condition information. It is of importance to note that not all asset condition inspections are simple visual inspections completed by field maintenance staff. Additional condition assessment measures, both non-destructive and destructive, may be appropriate for specific asset types in specific conditions to understand unique failure modes and condition parameters. An example of a robust asset inspection and condition assessment program is the Street division s use of IMS to capture and deliver street condition assessments. Also, it is increasingly feasible and appropriate to leverage sensors and equipment to monitor asset condition and operating performance on a real-time basis. For example, sensors collecting and reporting temperature or City of Sioux Falls, SD 5-3 Burns & McDonnell

24 TM #2 Revision v4.0 Needs Assessment vibration of a pump motor may provide insight into potential future failures or this data may be examined to understand the forensics of a past failure to model patterns that might be indicative of future asset performance issues or total failure. A business requirement exists to identify and implement a normalized Overall Condition Index (OCI) for the City s entire asset portfolio. A standardized OCI allows for apples to apples comparisons of asset condition information as it relates to decision making and funding considerations. Asset Lifecycle Forecasting A key consideration missing from current department/division level asset management activities is the visibility into future asset lifecycle management requirements and needs. As an example, across the City there is institutional knowledge and some documentation on facility roofs in terms of the number of roofs, the ages of roofs, and the construction material of the roofs. However, there is not a comprehensive asset register of all roofs including age, material, size, construction cost, nor a formalized condition assessment baseline. These data points, along with maintenance and repair history, failure mode analysis, business risk exposure information, and asset decay curves would allow City stakeholders to forecast expected repairs/renewals/replacements including the required funding and related budget considerations for the coming years. This requirement does not imply that the City does not go through a formal budgeting process, rather it highlights the need to understand specific asset management needs and the impact that funding/non-funding has on the City s level of service provided by its assets and the exposure to risk represented by not optimizing asset management decisions. Related to the OCI requirement documented in the previous section, a business requirement discussed during many interview sessions is the requirement to have time, asset maintenance activities, inspections, and projects to automatically impact and inform an asset s OCI. For example, once installed an assets OCI should begin to deteriorate as defined in the assets decay curve. Any inspections that are executed against the asset may adjust the OCI score either positively or negatively and any pro-active work done to the asset should increase the OCI at a pre-determined standard rate. IoT The Internet of Things (IoT) is the reality all devices and equipment, including assets, sensors, etc., can communicate performance, operating parameters, and condition health data with other systems and with each other through the internet. IoT, enabled through the recent advancements in sensoring technologies and big data infrastructure, is scalable and is becoming relevant and practical for asset performance and health monitoring in the municipal environment. Staying abreast of these advancements and exploiting the technologies to enable real-time monitoring of critical asset health and performance is an enterprise asset management business requirement to be considered. City of Sioux Falls, SD 5-4 Burns & McDonnell

25 TM #2 Revision v4.0 Needs Assessment Asset Management Lifecycle Planning Lifecycle Decision Methods Formalized Asset Management Decision Making Municipalities and asset owners of all types are faced with day to day decisions about how to best manage assets and make decisions on assets that will have lasting budgetary, level of service, and risk effects. Typically, organizations base asset management decisions on staff judgement, institutional knowledge, and/or available data that supports the decision making process within a single department/division. However, if an organization seeks to approach these decisions at an enterprise level so that decisions are optimized for the enterprise rather than for individual departments/divisions, industry standard decision techniques, such as net present value (npv), best cost analysis (bca), cost effectiveness analysis (cea), etc., must be employed to standardize the process across the enterprise. Managing Risk Formalized risk management is an important component of enterprise asset management. Risk is defined as an event that prevents an organization from achieving its objectives (IIMM 2015). In its simplest form, risk = (the consequence of failure) X (the likelihood of failure). There is a business need to develop an enterprise risk management strategy (including right sizing risk management) and to assess risk (starting with the most critical assets) and then planning the risk mitigation strategies. Operational Planning Operational planning is synonymous with Operations & Maintenance. Operational planning is the activities and processes that are used to care and maintain for in-service assets. Work management, which is what people typically refer to when they discuss enterprise asset management, is the operational planning component of enterprise asset management. Service Request and Work Order Workflow a key theme and business requirement discussed at all interviews is the requirement to connect and streamline the processes involved with taking a citizen inquiry or request for service and transitioning that investigation into work order(s) aimed at repairing the effected asset as appropriate. City of Sioux Falls, SD 5-5 Burns & McDonnell

26 TM #2 Revision v4.0 Needs Assessment Enterprise Collaboration on Service Requests and Work Orders Many interview discussions focused on the need to approach requests for service and even work orders from an enterprise perspective in the context of allowing departments/divisions to create service requests and/or work orders for other departments/divisions. In the storm water interview, it was suggest that standard question and answer scripts be developed and incorporated into the service request component of the enterprise asset management system so that even if someone fields a service request outside of their domain of expertise, they could capture the pertinent information and ask the right questions by following a prescribed script. Standardized Maintenance and Operational Plans - Standardizing and formalizing reactive and proactive maintenance plans and decision-making criteria across all City departments/divisions (i.e. roof asset management or pavement management) is a business requirement discussed during workshops and interviews. In order to optimize decision making related to asset management, it is important that asset management be approached consistently throughout the City. Document Management and Retention The enterprise asset management implementation project should address the relevant components of document management and retention policies as they relate to the file storage and management of work management documents including photos, correspondence, videos, etc. Utility Locates During interview discussions an identified business need was to evaluate the current utility locate workflows accomplished through ProWest s OneCall system to evaluate whether the workflow could be accomplished entirely in the enterprise asset management system or through an integration with the OneCall system. Capital Investment Planning Asset Lifecycle Forecasting - The City of Sioux Falls uses a well-defined capital improvement program planning and budgeting process with involvement across City departments/divisions. The key requirement that was discussed and highlighted during many interview discussions is the need to tie asset repair/renewal/replacement forecasting with the planning and budgeting process. Forecasting supported by asset remaining-useful-life data, asset performance and asset health data, asset decay curves, and formalized repair vs replace decision making strategies would provide better insight into the near-term and long-term funding requirements. Financial Management City of Sioux Falls, SD 5-6 Burns & McDonnell

27 TM #2 Revision v4.0 Needs Assessment Financial management is an obvious key requirement of good enterprise asset management strategies. The City has uniquely organized financial management around a team of business analysts that work to partner with individual departments/divisions to provide the finance expertise in asset management decision making and strategy formulation. Currently, Finance leverages the tools and data available to manage asset lifecycle funding decisions. Finance will be an important voice in the fulfillment of the business requirements outlined in this technical memorandum and likewise, Finance will be a key user of the formalized processes and data management that evolves from satisfying the identified business requirements to improve asset valuation, forecasting, and long-range budgeting processes. Asset Management Enablers Asset management enablers are critical in that they support the fulfillment of good enterprise asset management. Without the enablers, well formulated plans and policies will be ineffective and will not produce the desired efficiencies and increased effectiveness. Many of the workshop discussion and interviews focused on the requirements associated with these enabler components. Asset Management Organizational Structure A formalized asset management organizational structure is important for the reasons outlined below: o o o Leadership successful enterprise asset management is born out of the commitment and support of organizational leadership. Without leadership support, enterprise asset management will not gain necessary resources and organizational buy-in and commitment to be viable. Asset Management Team the formal asset management team needs to be defined and formed so that appropriate attention and resources are being committed to accomplishing the necessary objectives and tasks. A business need is to develop a formal organizational structure for the asset management team. Asset Management Capabilities It is necessary that the asset management team is enabled with the appropriate skills and knowledge to provide the capabilities necessary to execute enterprise asset management to accomplish stated goals and objectives. Asset Management Plans City of Sioux Falls, SD 5-7 Burns & McDonnell

28 TM #2 Revision v4.0 Needs Assessment Two primary forms of asset management plans exist and are required to accomplish good enterprise asset management. The first is the Strategic Asset Management plan that translates organizational objectives into asset management objectives. The formal Strategic Asset Management plan outlines the overall asset management strategy and how the asset management objectives will support overall organizational strategic objectives. The second form of plan is asset portfolio or asset class specific plans. These asset specific plans are the embodiment of the asset management process from requirements definition to audit and improvement strategies aimed at continual improvement of asset management. A need exists for both forms of asset management plans to be developed and to serve as the foundational guides for asset management at the City. Management Systems An Asset Management System, as defined by ISO and described in IIMM 2015, is a set of interrelated or interacting elements to establish asset management policy, asset management objectives, and processes to achieve those organizations (Asset Management An Anatomy version 3). The process to develop and implement a sustainable asset management system is for City leadership to first lead and develop a clear strategic direction and framework for enterprise asset management. Secondly, a sound implementation program is developed and executed with a focus on continual improvement. The first step to be completed by the City is to develop the overall asset management policy and strategic direction. Asset Management Information Systems and Tools The focus of Phase I of the Enterprise Asset Management project is to select and procure an enterprise asset management platform. As such, many of the specific business requirements discussed during the workshops and interview session and listed in Appendix B of this technical memorandum are focused specifically on enterprise asset management platform functional and non-functional requirements. The summary list below focuses on major enterprise-wide themes and considerations that were discussed during workshops and interviews. For a detailed listing of requirements, the reader is encouraged to refer to Appendix B. Commercial Off-The-Shelf Software A key requirement is that the City is seeking a commercial offthe-shelf (COTS) software package and is not interested in customized software modified to fit the needs City of Sioux Falls, SD 5-8 Burns & McDonnell

29 TM #2 Revision v4.0 Needs Assessment of the City. Fortunately, the enterprise software landscape has evolved and most viable platforms promote configuration over customization allowing system administrators to configure the platform to satisfy specific business requirements rather having to write application code to customize the platform. The result is that organizations have an easier time upgrading and maintaining the platform. The important consideration when purchasing COTS software is to understand that COTS software is generalized to the degree required to make it marketable. Therefore, an organization must determine whether they are willing to modify their business processes to work with the software or if the configurability of the software allows enough freedom to support the organization s business processes. Best of Breed Software The City seeks to purchase a best of breed asset management platform to accommodate enterprise asset management across the City. It is Burns & McDonnell s experience that the leading enterprise asset management platforms on the market today contain the necessary tools, functionality and capabilities to support enterprise asset management across all municipal government departments. On-Premise vs Hosted The City s standard protocol is to deploy enterprise solutions on premise within the City s computing environment. While on premise implementations require additional infrastructure and hardware, required integrations with other enterprise business systems will be more feasible if they all exist on the same network/within the City s computing environment. GIS & Asset Management A requirement discussed throughout workshops and interviews is the need to have an integrated platform that combines GIS data and capabilities within the enterprise asset management platform. This is an industry standard approach in today s landscape and all relevant enterprise asset management platforms will facilitate asset management processes through an integrated mapping interface. Field Mobility A key requirement throughout the City is field worker mobility and providing simple, intuitive tools to allow field maintenance staff to view, record, and manage work assignments in the field. Mobile workers throughout the City require a mapping interface in which to interact with asset management tools and functionality. Existing Asset Management Systems The City currently uses several systems to accomplish asset management related activities across multiple departments/divisions. A requirement to be completed as part of the strategic planning process is to determine the future of these systems and whether they will be retired in favor of an enterprise asset management system, whether or not they will remain, and whether City of Sioux Falls, SD 5-9 Burns & McDonnell

30 TM #2 Revision v4.0 Needs Assessment or not an integration between the systems and the implemented enterprise asset management system will be required. Asset Management Data Migration With the numerous systems used throughout the City, there are large amounts of work history and inspection data that must be considered. A plan will have to be designed and executed to either migrate data into the enterprise asset management system or to have the data archived and accessible in its original data base but not migrated into the enterprise asset management system. Service Delivery Models Another important enabler of good enterprise asset management is evaluating and defining the appropriate service delivery models. Delivery model in this context refers to the appropriate mix of outsourcing and contracting labor including professional services, maintenance, construction, general operations and services and provision of materials (IIMM 2015). Through the design and development of the appropriate service delivery models, the City can determine which asset management activities should be contracted out to create capacity for City staff to focus on other more appropriate activities. Audit and Improvement Enterprise asset management, as defined in ISO and accomplished through the tools of IIMM 2015, is founded on continual improvement. This indicates that asset management plans, processes, procedures, and systems must be continually evaluated and analyzed for opportunities to improve and increase effectiveness and efficiency. The idea of continual improvement applies to the City in a wider context. To first gather all of the data and develop all of the formal strategies and plans necessary to manage all of the City s assets is cost prohibitive and not practical given the resources and time required to develop and implement. However, it is appropriate to get started with what is available and to focus on critical assets as defined by institutional knowledge and available data. 5.2 Central Services - Facilities and Custodial Maintenance The City of Sioux Falls Central Services Department includes the Facilities and Custodial Maintenance divisions. The Custodial Maintenance division is responsible for cleaning City buildings. The Facilities division is responsible for the upkeep and operation of the larger facilities. The maintenance and City of Sioux Falls, SD 5-10 Burns & McDonnell

31 TM #2 Revision v4.0 Needs Assessment operations of the facilities includes tasking and tracking work completed by City staff as well as larger or more specialized tasks that are completed by contract staff Asset Management Needs and Best Practices The key system functions and needs that are specialized towards the Facilities and Custodial Maintenance divisions are listed below: Integration with facility control and management systems such as SCADA and Building Automation Systems (BAS) to use real time asset operational information, such as run times or alarm conditions, to drive the creation of both preventative and reactive maintenance work orders. Integrate the work and asset management workflows with the asset register modeled within a spatial environment such as the GIS. This will allow user to see the actual location of critical assets within the facility and interact with the asset data, work history, condition, etc from an intuitive, mapping based view. The spatial view of the data supplements the overall asset hierarchy that is setup to support reporting and information roll up. The creation of a spatial asset register also allows the system to notify users of other potential work that needs to be completed near their location. Ability to use a QR code or barcode scanning capability to allow a user to automatically open up all critical asset information and required work by simply approaching the asset in the field and scanning the asset tag with a tablet, phone or other similar device. Functionality allows a user to quickly and easily get to critical asset information without searching through the asset hierarchy or facility mapping. Track buildings and areas within buildings that contain hazardous materials and/or finishes that require specialized activities during cleaning and during facility maintenance and renovation. The tracking of these buildings and locations not only help during day to day activities as well as during CIP planning because areas with hazardous materials or finishes require more funds to complete renovation and maintenance activities. Custodial Maintenance s workflows are fairly repetitive and most likely do not benefit significantly from tracking every process within an asset management system but they do have some critical equipment or assets that necessary to carry out their tasks and represent a significant capital investment. Therefore, tracking these critical assets and some of the larger work activities within the asset management system would bring value to the department and the City. City of Sioux Falls, SD 5-11 Burns & McDonnell

32 TM #2 Revision v4.0 Needs Assessment The complete list of Facilities and Custodial Maintenance requirements documented during interviews is located in Appendix B of this document. 5.3 Central Services - Information Technology The IT Division of Central Services manages all of the computing environment and associated assets for the City of Sioux Falls. IT currently manages all of the City s computing and technology assets in an internally developed system and uses formal processes to manage those assets Asset Management Needs and Best Practices The key system functions for the Information Technology Department include: Ability to track and manage the lifecycle and inventory of IT assets and equipment. IT oversees the inventory, usage, and replacement of IT assets and equipment and requires a system that contains specific functionality to monitor these types of assets. A primary need for IT is better forecasting and spending projections for the replacement and renewal of retired IT assets. A unique consideration of IT, in cooperation with Traffic, is to manage the City s robust fiber network and related assets. Typically IT asset management has different considerations from typical public infrastructure asset management platforms and are handled as unique systems. The following definition of IT Asset management provided by Gartner summarizes the nuances of IT asset management - IT asset management (ITAM) entails collecting inventory, financial and contractual data to manage the IT asset throughout its life cycle. ITAM depends on robust processes, with tools to automate manual processes. Capturing and integrating auto discovery/inventory, financial and contractual data in a central repository for all IT assets, enables the functions to effectively manage vendors and a software and hardware asset portfolio from requisition through retirement, thus monitoring the asset s performance throughout its life cycle. (Gartner) An industry standard approach to IT asset management is defined in the Information Technology Infrastructure Library (ITIL) Framework - The ITIL (Information Technology Infrastructure Library) framework is designed to standardize the selection, planning, delivery and support of IT services to a business. The goal is to improve efficiency and achieve predictable service levels. The ITIL framework enables IT to be a business service partner, rather than just back-end City of Sioux Falls, SD 5-12 Burns & McDonnell

33 TM #2 Revision v4.0 Needs Assessment support. ITIL guidelines and best practices align IT actions and expenses to business needs and change them as the business grows or shifts direction. (TechTarget) The complete list of Information Technology requirements documented during interviews is located in Appendix B of this document. 5.4 Community Development Public Parking Sioux Falls Public Parking Division manages the City s parking enforcement as well as all leased parking lots, ramps, gates and facilities Asset Management Needs and Best Practices The key requirements for the Public Parking Division include: Formalizing an asset register and collecting key attributes about Public Parking s assets is a critical need for the Division. Once Public Parking s asset data model is developed and key data is captured in the asset register, the Division has a need to establish a baseline condition assessment of its assets. Public Parking manages numerous contracts as part of its operations and requires the ability to link contract management functionality with the asset management functionality of an enterprise asset management system. Track pavement condition on an ongoing basis and mirror the PCI calculations used for other pavement analysis in the City. Public Parking would benefit from following Engineering and Street Department methods to assess and manage pavement condition. Ability to capture requests for service or citizen inquiries and convert those requests into work orders to track labor (internal & external), equipment, and material. Ability to better forecast and plan for asset replacement requirements so that appropriate planning and budgeting occurs. The complete list of Public Parking requirements documented during interviews is located in Appendix B of this document. City of Sioux Falls, SD 5-13 Burns & McDonnell

34 TM #2 Revision v4.0 Needs Assessment 5.5 Parks & Recreation The Parks Department manages a large portfolio of assets and asset types including parks, shelters, baseball fields, aquatic centers, trails, irrigation systems, playgrounds, street and parking lot lights, signage, athletic field lights, and various other facilities for the City of Sioux Falls as well as forestry management Asset Management Needs and Best Practices The key business needs of the Parks & Recreation Department are listed below: The Parks Department manages a wide range of assets and has a need to develop and store a comprehensive asset register in GIS for the assets the Division owns and manages. Ability to create, plan, and manage asset inspections is critical to Parks. Nearly all of Parks assets require unique inspections to track condition and to satisfy regulatory compliance (e.g. playground inspection reports must be kept for 18 years). Parks also manages assets that overlap with other departments (i.e. bridges, pavement, street lights, etc.) and would benefit from similar inspections used by other departments. Much of the asset management work to be done in the field requires an easy to use, intuitive interface that is efficient to enter and manage work. A unique requirement for Parks is the number of seasonal workers employed by the Department which increases the need for usability and ease of use so that seasonal workers can be easily trained and become efficient in using the system. Ability to calculate a pavement condition index for sidewalks and parking lots that the Parks Department is responsible for repairing or replacing. Facilities and assets within facilities (i.e. roofs, pool pumps and aquatic equipment, mechanical equipment, doors, door knobs, locks, movable walls, etc.) are critical facilities for Parks. A thorough asset inventory, asset register, and baseline condition assessment is a key need for Parks. The complete list of Parks & Recreation requirements documented during interviews is located in Appendix B of this document. City of Sioux Falls, SD 5-14 Burns & McDonnell

35 TM #2 Revision v4.0 Needs Assessment 5.6 Public Works Engineering The City of Sioux Falls Engineering Division has many responsibilities that span all other stakeholder departments/divisions and includes maintaining GIS data, pavement condition assessment, supporting the property, permit, and licensing activities, design and construction project execution and oversight and providing data and input for the Capital Improvement Plan (CIP) Asset Management Needs and Best Practices The key system functions and needs specific to the Engineering Division include the following: Ability to track ADA compliance needs, especially around the sidewalk system and ramps across the City. ADA requirements included many different asset management needs and the Engineering Division needs tools to facilitate the tracking of this information for assets. Ability to support overall asset management needs for bridges, including the creation of specialized bridge inspection and bridge condition tracking workflows. Ability to support citywide pavement management workflows including the ability to collect condition information with City staff, the ability to import condition data from 3 rd party contractors and modify pavement condition based on improvement projects and day-to-day maintenance. Reporting and analysis capabilities that let engineering staff build asset management scenarios based on boundary conditions such as required asset condition, available budget, and maintenance costs, so that appropriate decisions can be made related to the appropriate expenditure of capital improvement budgets. The complete list of Engineering requirements documented during interviews is located in Appendix B of this document. 5.7 Public Works GIS The GIS Division is responsible for managing the City s enterprise GIS environment. The enterprise GIS environment is the data repository for asset register data of departments/divisions throughout the City Asset Management Needs and Best Practices The key considerations for the GIS Division include: City of Sioux Falls, SD 5-15 Burns & McDonnell

36 TM #2 Revision v4.0 Needs Assessment GIS will require the ability to manage data editing workflows if asset editing is allowed in the field by users of the enterprise asset management system. GIS requires that the enterprise asset management system honors rights and privileges assigned to GIS features so that any editing that is allowed through the enterprise asset management system is only allowed with the appropriate rights and privileges. Require the use of GIS web services in the enterprise asset management system to facilitate efficient mapping performance in the field on mobile devices. GIS will have a need to expand and grow the enterprise data model to include asset registers for departments that are not currently leveraging GIS to a great extent including Parks and Facilities. The City s GIS environment will need to scale and expand to accommodate the use of GIS in conjunction with the enterprise asset management system. Implementation of an enterprise asset management system will place new requirements on the GIS environment, and increase the user load. 5.8 Public Works Landfill The City of Sioux Falls Landfill Division is tasked with the operations of all solid waste activities within the City, including the operations of the scale house, gas and leachate collection systems, and all pertinent equipment at the landfill Asset Management Needs and Best Practices The Landfill Division s asset management needs align very closely with many of the different departments/divisions across the City. The Division needs a tool to support more efficient tracking of asset condition and maintenance activities on critical assets such as pumps, wells, piping, meters, etc. The tool needs to be integrated with GIS so that staff can easily interact with the system as well as look at trends in maintenance or asset condition based on the location of the assets across the solid waste facility. As with Facilities, Water and Water Reclamation, Landfill has control systems such as SCADA that need to be integrated into the asset management system so that both preventative and reactive work orders can be driven off of real-time system monitoring and operation information. The key system functions and needs specific to the Landfill Division include the following: Ability to record, by field measurement or SCADA, asset performance parameters such as gas flow to help determine when maintenance activities should occur on assets. Landfill operations City of Sioux Falls, SD 5-16 Burns & McDonnell

37 TM #2 Revision v4.0 Needs Assessment staff and management need to be able to look at operational or performance trends to help determine optimum schedules for maintenance activities. Ability to track fill progression across the different cells at the landfill facility. The cells are assets to the Landfill Division and they need a way to more effectively track the fill progression within the cells to help optimize the overall operations and maintenance activities at the facility. The complete list of Landfill requirements documented during interviews is located in Appendix B of this document. 5.9 Public Works Light The Electric Light Division is responsible for providing power and managing the associated assets for over 2,570 customers in the City service area Asset Management Needs and Best Practices The key requirements for the Electric Light Division are shown below: Efficient field mobility is critical to Electric Light. Enabling field staff to efficiently and effectively identify work, complete work, navigate between work assignments, and easily enter labor, equipment, and material information. Mapping, combined with the asset management capabilities, is critical. Field users require a single system to interact with and use to track and record work. Provide equipment and material cost information for repair parts and new asset installations so field workers are empowered to make appropriate decision to repair or replace assets. Require the ability to efficiently and effectively assign, manage, and record work and work status so that multiple systems are not needed for work management. The Electric Light Division generates customer invoices directly out of work orders and will require the ability to bill a flat rate for labor and equipment while at the same time recording the actual costs so that budgeting and forecasting can be informed by data captured in the enterprise asset management system. The Electric Light Division desires the ability to leverage an enterprise asset management system to help it move from a purely reactive work management position to a more proactive position to the best degree possible. City of Sioux Falls, SD 5-17 Burns & McDonnell

38 TM #2 Revision v4.0 Needs Assessment The complete list of the Electric Light Division requirements documented during interviews is located in Appendix B of this document Public Works - Storm Water The storm water assets of the City are maintained by a cross-section of stakeholders from several departments/divisions including Street, Environmental, Water Reclamation, and Parks. For the enclosed storm water conveyance system, business requirements mirror those of Water Reclamation Collection. Storm water assets also include the City s complex levee system Asset Management Needs and Best Practices The key system functions for the Storm Water Division include: The entire scope (condition inspections, warranty inspections, deterioration curves, forecasting in terms of dollars and resources) of the inlet rehabilitation program is a key need for the Storm Water team. The ability to support and drive a robust formalized workflow around the commissioning of assets is a critical need. Workflow should include the initiation and completion of preconstruction inspections, subsequent CCTV inspections, and should also include the process to incorporate the assets into the City s GIS/asset register of record. The City s levee system is regulated by the USACE which requires specific reporting, inspection, and work management protocols that must integrate with the USACE s levee inspections. The Storm Water team identified the need to access drawings/plan & profiles/as-built drawings of assets through the GIS integration with the enterprise asset management system. Require ability to attach CCTV inspection data to an asset or group of assets. The complete list of Storm Water requirements documented during interviews is located in Appendix B of this document Public Works Street Sioux Falls Public Works Street Division manages all of the roadway infrastructure within the City as well as the City s extensive levee system. Many of the Street Division s business requirements and work are driven by the seasonality of asset management activities. City of Sioux Falls, SD 5-18 Burns & McDonnell

39 TM #2 Revision v4.0 Needs Assessment Asset Management Needs and Best Practices Key requirements for the Street Division include: AVL integration is a critical requirement for the Street Division. This also includes providing updates on street sweeper and snow plow progress to the public. Citizen engagement and response to citizen requests is also critical to the Street Division. A key need for the Division is for the enterprise asset management system to provide a streamlined workflow to capture and manage service requests and transitioning service requests into work orders for completion of work. Another important need of the Street Division is integrated access to GIS and asset management capabilities. Work orders and inspections must be tied to GIS features so that work history is readily available through the mapping and so that cost tracking can be associated with specific assets as necessary. The Division also identified and discussed the need to create a single work order for multiple assets and/or a work order per asset as well as the ability to combine multiple work orders into a project to track overall costs and budgeting. Provide capability for creating a single work order for all departments to charge labor, equipment, and material (i.e. snow removal, storm water asset management). The complete list of Street Division requirements documented during interviews is located in Appendix B of this document Public Works Traffic The Traffic Division manages and maintains traffic signals, roadway signs, roadway sign fabrication, and the City s fiber network Asset Management Needs and Best Practices The key requirements for the Traffic Division include: The Traffic Division uses manufacturer and vendor specific software for traffic controllers and equipment. However, a key requirement and consideration for the Division is how the enterprise asset management platform organizes and manages the details inside the signal cabinet. One example of this data management requirement is conflict monitors that may be rotated from one City of Sioux Falls, SD 5-19 Burns & McDonnell

40 TM #2 Revision v4.0 Needs Assessment intersection to the shop and then deployed back into the field but at a different location and how the work history data moves with the asset as well as remaining at the location where it occurred. Traffic identified a need to evaluate its asset data model in GIS. In some cases there is data in the GIS that is not used by the Division and at the same time there is data the Division needs but does not exist in the GIS. There is a need to assess the GIS data model used for signs. Currently, signs are captured as points with multiple coincident points being created to represent multiple signs at a single location. The Traffic Division identified a need to accommodate the pre-construction inspections of traffic signals inside the enterprise asset management platform. The Division could also benefit from the use of compatible units (for signals and signs) within the enterprise asset management system to streamline material management. The complete list of Traffic requirements documented during interviews is located in Appendix B of this document Public Works Water The City of Sioux Falls Water Division is broken into three key operational areas; Distribution, Services, and Purification. The Distribution group is charged with the overall maintenance and operations of the water distribution assets for the City. This includes the pipes, valves, and hydrants that provide water to the customers of the City. The Services group is primarily responsible for the metering of water consumption within the water distribution system. The Services group coordinates with the Distribution group to install meters where new taps have been installed, configures/programs the meters, and coordinates information back to the Utility Billing Department. The Purification group handles the operations and maintenance at the water purification facility as well as the array of groundwater wells that provide raw water to the treatment process Asset Management Needs and Best Practices Some of the key system functions for the Water Division include pulling data from the SCADA system to drive preventive maintenance work orders based on actual time run rather than a standard calendar schedule, performing valve and meter aging analysis to proactively replace valves and meters, monitoring water volume flow to schedule preventive maintenance when warning threshold is reached, tracking City of Sioux Falls, SD 5-20 Burns & McDonnell

41 TM #2 Revision v4.0 Needs Assessment backflow inspections, tracking lease agreements, and providing GIS data to assist with field locate requests. The key system functions and needs that are specific to the Water Division are shown below: Ability to integrate data from CIS Infinity with the asset and work management workflows. CIS Infinity s utility billing and customer tracking role must be integrated with the asset and work management role to allow the Division staff to be successful as well as to allow management staff the ability to track and report all pertinent information about water assets. The complete list of Water requirements documented during interviews is located in Appendix B of this document Public Works Water Reclamation The City of Sioux Falls Water Reclamation Division is split into four operational areas; Collection, Residue, Maintenance, and Operations. The Residue, Maintenance and Operations staff are all based out of the water reclamation facility and are generally charged with handling the maintenance and operations of the equipment, facilities and assets that are used during the treatment of the City s wastewater. Collections is responsible for the maintenance and operations of the sanitary sewer collection system across the City Asset Management Needs and Best Practices The key system functions and needs that are specific for the Water Reclamation Division include the following: Collections supports some specialized inspection, operations, and maintenance activities that could be enhanced by a module within the asset management system that has been configured specifically for these needs. Modules to support a Fats, Oils, and Grease (FOG) program, a Smoke Testing program, a Dye Testing program, or industrial pretreatment program would benefit the Department. Ability to seamlessly import CCTV (sewer inspection) data into the asset management system. The system must be able to accommodate a process by which the inspection data can be collected within an actual interface included in the system or import data from an industry standard third party software. Additionally, the system must be able to support the usage of standard inspection City of Sioux Falls, SD 5-21 Burns & McDonnell

42 TM #2 Revision v4.0 Needs Assessment data formats such as NASSCO PACP standard or a customized standard that has been developed within the City. Much like the staff at the water purification facility and the Facilities Department, maintenance staff at the treatment facility would benefit from the ability to scan QR or barcodes in order to access critical asset information while interacting with the assets in the field. The complete list of the Water Reclamation Division requirements documented during interviews is located in Appendix B of this document. City of Sioux Falls, SD 5-22 Burns & McDonnell

43 TM #2 Revision v4.0 Gap Assessment & Recommendations 6.0 GAP ASSESSMENT & RECOMMENDATIONS The following sections highlight key gap assessment information derived from comparing the current state of asset management systems and processes with the desired state of asset management systems and processes as discussed during Task 3.0 interviews. This section also includes Burns & McDonnell s highlevel recommendations to close the gap and achieve the desired enterprise asset management objectives. The Gap Assessment and Recommendations sections are first broken down into Enterprise wide considerations and then broken down by specific departments/divisions 6.1 Enterprise Assessment Gap Assessment Asset Management Requirements Defining Strategic Direction Enterprise Asset Management Currently asset management is practiced at the department/division level with key reporting and budgeting tasks accomplished at an enterprise level. Work is required to formalize and standardize asset management across the entire City. Establishing Levels of Service Departments/Divisions operate with unwritten levels of service that exist as institutional knowledge as opposed to formalized criteria that are measured against performance measurements. Forecasting Future Demand While some departments/divisions forecast future demand, not all forecast demands to understand the required capital investment or demand management required to optimize asset management across the City. Collect Asset Information Asset Register Two primary gaps related to asset registers. They are: Departments/Divisions that have not leveraged GIS or do not have a formal asset register will need to develop a data model and collect asset data City of Sioux Falls, SD 6-23 Burns & McDonnell

44 TM #2 Revision v4.0 Gap Assessment & Recommendations All departments/divisions that have been leveraging GIS and have formal asset registers should use the enterprise asset management project as an opportunity to assess their asset register data model for gaps or omissions that should be filled GIS A few departments/divisions that have not leveraged GIS and are unfamiliar with its capabilities and will be unfamiliar with the GIS environment which may impact their adoption of the enterprise asset management platform. Users in departments/divisions that have been using GIS are likely to be comfortable in the computing environment and should easily adapt and become comfortable with an enterprise asset management platform. Monitoring Asset Performance and Condition Asset Condition Assessment Baseline Some departments/divisions (Street/Pavement, Sanitary Sewer, Storm Water) do have asset condition data but many stakeholders do not, and will need to baseline their assets condition. Asset Condition Inspections and Monitoring Some departments/divisions are familiar with assessing and monitoring asset condition but most are not. There is a gap across the City to develop a standardized Overall Condition Index. Asset Lifecycle Forecasting The same departments/divisions that monitor asset condition data are also more familiar with forecasting asset failures and repair/renewal/replacement needs. IoT The City uses SCADA systems to monitor asset performance of facility assets and also have OSISoft s OSI PI (a real-time data infrastructure) historian data platform installed in the City but have not made the integration to leverage SCADA or other sensor data to trigger asset inspections or work via an integration with the PI historian or other repository and an asset management system. Asset Management Lifecycle Planning Lifecycle Decision Methods Formalized Asset Management Decision Making As is typical in most organizations, many decisions are made based on institutional knowledge and past experience rather than formal decision support methodologies. Managing Risk City of Sioux Falls, SD 6-24 Burns & McDonnell

45 TM #2 Revision v4.0 Gap Assessment & Recommendations Most departments/divisions leverage institutional knowledge and past experience to evaluate and mitigate risk. In order to approach asset management from an enterprise perspective, risk must be managed in a consistent and formalized way across all stakeholder departments/divisions. Operational Planning Service Request and Work Order Workflow Most departments/divisions use separate systems to manage citizen inquiries or requests for service and work management. Efficiencies can be gained by using a single system to manage the entire process from logging the request to completing the work or repair. Standardized Maintenance and Operational Plans As is typical in most organizations, most departments/divisions use informal maintenance and operational processes and procedures. This does not imply that the processes are not understood, in most cases the unwritten standard practices are passed down from senior staff to junior staff. In order to realize efficiencies and increase effectiveness, maintenance and operational processes must be practiced consistently across the organization requiring the need for formal written and tested procedures and protocols. Capital Investment Planning Asset Lifecycle Forecasting - The City of Sioux Falls uses a well-defined capital improvement program planning and budgeting process with involvement across City departments/divisions. The primary gap identified is the lack of ability to tie asset repair/renewal/replacement forecasting with the planning and budgeting process. Financial Management Finance takes an active role in asset management at the City of Sioux Falls. The main gap that exists is the necessary data and information necessary to refine forecasting and budgeting projections. Asset Management Enablers Asset Management Organizational Structure While the City has established an enterprise asset management steering committee, the City has not formed a complete enterprise asset management team with defined roles and established capabilities. The City does have informal asset management teams formed with business unit stakeholders, Finance City of Sioux Falls, SD 6-25 Burns & McDonnell

46 TM #2 Revision v4.0 Gap Assessment & Recommendations Business Analysts, and IT Analysts that work together to accomplish asset management related initiatives at the department/division level. Asset Management Plans Formal asset management plans do not exist in the City. Management Systems An enterprise asset management system does not exist at the City currently but this project aims to fill portions of the gap. Asset Management Information Systems and Tools In some cases within the City there is a gap that departments/divisions do not have an asset management system to use. However, the more important gap is not really a gap but an overabundance of different asset management systems that are used throughout departments/divisions within the City. Service Delivery Models In some cases the City leverages a mix of internal and contract labor to execute work efficiently and effectively while in other areas there are questions as to whether it makes more sense for the City to selfperform the work or contract it out. Audit and Improvement This project is representative of the City s willingness to evaluate current processes to assess if there are more appropriate and efficient ways to accomplish work Recommendations Asset Management Requirements Defining Strategic Direction Enterprise Asset Management Develop enterprise asset management policy, objectives, and strategies Establishing Levels of Service Develop and document Levels of Service prioritizing critical high-value assets first. City of Sioux Falls, SD 6-26 Burns & McDonnell

47 TM #2 Revision v4.0 Gap Assessment & Recommendations Forecasting Future Demand Gather master planning study reports, other available past study reports, and recommendations into asset management plans for appropriate asset types. Collect Asset Information Asset Register Plan, design, and build an asset register data model in the City s GIS Dedicate time and resources to evaluate and assess existing data models and opportunities for improvement GIS Continue to expand the use of GIS throughout the City. The expansion should focus on new vertical markets (i.e. Parks) and expand horizontally into existing vertical markets (i.e. expand the storm water GIS to include a segmented representation of the Levee system). Monitoring Asset Performance and Condition Asset Condition Assessment Baseline Conduct a basic asset condition baseline for critical high value assets. Asset Condition Inspections and Monitoring Develop and implement a standard OCI model across the City. Asset Lifecycle Forecasting Not applicable in the short-term; much data and processes are required before formal asset lifecycle forecasting can be achieved. IoT Evaluate integrations between existing SCADA and sensoring systems to assess feasibility and necessity to incorporate real-time asset performance and health monitoring into enterprise asset management. Asset Management Lifecycle Planning Lifecycle Decision Methods Formalized Asset Management Decision Making Assess the applicability of standard asset management decision making methodologies. City of Sioux Falls, SD 6-27 Burns & McDonnell

48 TM #2 Revision v4.0 Gap Assessment & Recommendations Managing Risk Develop a risk assessment model and assess risks associated with most critical assets. As business requirements dictate and resources allow, include additional asset types. Operational Planning Service Request and Work Order Workflow Evaluate and prioritize systems that accommodate a seamless service request and work order workflow. Standardized Maintenance and Operational Plans Gather existing documented and undocumented operating procedures and begin the process to formalize and document maintenance and operations procedures and protocols. Capital Investment Planning Asset Lifecycle Forecasting Not applicable in the short-term, City will continue to use existing capital investment planning strategies until enterprise asset management reaches a maturity level suitable to support long-range capital planning. Financial Management Continue to collaborate and work to build necessary data and information to inform long-term planning and forecasting methodologies. Asset Management Enablers Asset Management Organizational Structure Begin planning and socializing the idea of a formal asset management team. Asset Management Plans Focus initially on critical high-value assets and use available source data and institutional knowledge to develop draft asset management plans. Management Systems City of Sioux Falls, SD 6-28 Burns & McDonnell

49 TM #2 Revision v4.0 Gap Assessment & Recommendations Develop enterprise asset management policy, strategies, and objectives to serve as the foundation for the asset management system. Asset Management Information Systems and Tools Formalize requirements, evaluate, select, and procure an enterprise asset management information system. Service Delivery Models Not applicable in the short-term. Audit and Improvement Develop a continuous improvement strategy to focus resources on iterative evaluation and refinement of the enterprise asset management system. 6.2 Asset Condition Assessment Baseline Central Services - Facilities and Custodial Maintenance Gap Assessment Department is actively tracking maintenance activities across key facilities within the City but the information is not used extensively to proactively look forward and optimize the operations, maintenance and capital spend across the facilities and assets within them. Staff are eager to get to this point but need some more robust tools and protocols to transition from the current state of work management and tracking into a more asset management focused strategy. The existing work management system does not have a true asset register for all the critical assets across the Department s facilities. The system is able to track tickets but it was not meant to be an asset management system that is tied to a detailed, hierarchical asset register for a set of facilities. Therefore, while the existing system does allow the work items and costs associated with work to be tracked back to a facility, it is not readily trackable back to a specific asset at the facility. This deficiency hampers maintenance and management staff s ability to look at the work management data with enough granularity to identify issues and trends with critical assets and appropriately make asset management decisions such as adjustments to processes, schedule maintenance, and City of Sioux Falls, SD 6-29 Burns & McDonnell

50 TM #2 Revision v4.0 Gap Assessment & Recommendations ultimately replacement of assets. Additionally, it does not allow the integration of other systems such as SCADA or BAS at the specific asset level to help support the overall work and asset management process. Once an asset register is setup for facilities assets, there will need to be staff assigned to the long term maintenance and management of this data. Depending on the data structure that is selected by the Facilities Department, there could be a data management skillset deficiency within the Department. As mentioned previously, the Facilities staff have done a very good job of embracing the usage of their existing system, HEAT, and have adopted a highly digital workflow for the tasking and tracking of maintenance activities across the Department. The actual HEAT system has deficiencies in its capabilities and there is a need to provide a more robust asset management tool to the Facilities Department so that they can continue their usage and growth of the work management practices they have and acquire the tools to move into a more proactive asset management practice Recommendations Determine the overall strategy for facility management as it relates to asset management within the City. Leverage the City s centralized approach to facility management to standardize facility asset management. Use existing data sources to develop a master asset register for all critical facility assets within the City s enterprise GIS. Fully develop an asset register hierarchy for facility assets and sub-asset systems within each facility. This process can be phased so that the most critical assets are loaded first and as time allows, less critical assets, based on their criticality and value to the Division s business goals, can be populated in the hierarchy. Use existing protocols and practices to formalize asset management plans for highpriority/critical facility assets such as roofs, AV equipment, HVAC, Backup Generators, etc. Asset management plans should be developed for specific asset types or asset classes and should address asset demand, levels of service, business risk exposure, specific maintenance strategies and procedures, asset repair/renewal/replace strategies and procedures, as well as funding strategies. The asset management plans should supply the specific strategies and procedures that the EAM system will support and facilitate. Developing asset management plans for all facility assets is a significant undertaking and is resource intensive. The Facility Division should use institutional knowledge and City of Sioux Falls, SD 6-30 Burns & McDonnell

51 TM #2 Revision v4.0 Gap Assessment & Recommendations available data to determine high-priority/critical assets to develop the initial asset management plans. Lower priority assets should be included in future initiatives to develop asset management plans as the need and resources arise. Determine if it is appropriate to continue using HEAT for service request ticketing or if this capability, along with the additional requirements, can be accomplished with the selected EAM platform. Implement the selected EAM platform to accomplish the requirements of the Facility Division and support the defined asset management plans. 6.3 Central Services - Information Technology Gap Assessment Central Services manages IT assets in a custom SQL Server based system, opportunity exists to migrate the management of IT assets into an enterprise asset management system and consolidate ticket requests into the same platform Recommendations IT currently has a robust asset register for IT assets contained in the Division s current SQL Server based management system and manufacturer systems (i.e. Shoretel phones). Determine if the existing register is appropriate for the long-term asset management strategy for IT or if the asset register and asset management should exist in another system including the City s selected EAM platform. IT already has strategies for lifecycle management and replacement of IT assets. However, IT could benefit from formalizing asset management plans and specifically focusing on demand forecasting. Evaluate the ability of EAM platform vendors to support the specific requirements of the IT asset lifecycle management. Implement the selected EAM platform or expand capabilities of the existing system to accommodate asset replacement forecasting and budgeting considerations. City of Sioux Falls, SD 6-31 Burns & McDonnell

52 TM #2 Revision v4.0 Gap Assessment & Recommendations 6.4 Community Development Public Parking Gap Assessment The Public Parking Division lacks a formal pavement inspection and asset condition rating process and could benefit from leveraging the processes used by the Street Division. Currently the Public Parking Division manages citizen/customer service requests and work assignments in MS Outlook. The division will benefit from transitioning these activities into an enterprise asset management system capable of supporting existing workflows as well as maintaining work history and satisfying reporting requirements Recommendations Use existing data sources to develop a master asset register in the City s enterprise GIS for Public Parking assets. Use existing protocols and practices to formalize asset management plans for highpriority/critical facility assets such as parking lots/pavement, ramps, gates, roofs, etc. Asset management plans should be developed for specific asset types or asset classes and should address asset demand, levels of service, business risk exposure, specific maintenance strategies and procedures, asset repair/renewal/replace strategies and procedures, as well as funding strategies. The asset management plans should supply the specific strategies and procedures that the EAM system will support and facilitate. Developing asset management plans for all Public Parking assets is a significant undertaking and is resource intensive. The Public Parking Division should use institutional knowledge and available data to determine high-priority/critical assets to develop initial asset management plans. Lower priority assets should be included in future initiatives to develop asset management plans as the need and resources arise. 6.5 Parks & Recreation Gap Assessment The Parks and Recreation Department does not have a comprehensive register for all of its assets. City of Sioux Falls, SD 6-32 Burns & McDonnell

53 TM #2 Revision v4.0 Gap Assessment & Recommendations To date, the Department has not leveraged GIS to store asset data and/or track work management activities. Opportunities exist to map critical assets in GIS and to manage attribute data about those critical assets including age, condition, material, model, size, etc. The Department relies on institutional knowledge and skills/expertise of existing fulltime employees to execute work and could benefit from a system used to capture work processes and work history. The Department owns and operates a complex portfolio of high-value assets so it could benefit from formal processes and systems to manage and track asset lifecycle activities and work history Recommendations Use existing data sources to develop a master asset register in the City s enterprise GIS. Parks and Recreation should prioritize the development of the asset register in GIS by focusing on the highest priority/most critical assets first such as facilities, roofs, doors, aquatic center/pool assets such as pumps, irrigation systems, backflow preventers, parking lot lights, street lights, bridges, etc. Lower priority assets should be documented as resources and the need arises. Use existing protocols and practices to formalize asset management plans for highpriority/critical parks and recreation assets such as facilities, roofs, doors, aquatic center/pool assets such as pumps, irrigation systems, backflow preventers, parking lot lights, street lights, bridges, etc. Asset management plans should be developed for specific asset types or asset classes and should address asset demand, levels of service, business risk exposure, specific maintenance strategies and procedures, asset repair/renewal/replace strategies and procedures, as well as funding strategies. The asset management plans should supply the specific strategies and procedures that the EAM system will support and facilitate. Developing asset management plans for all Parks & Recreation assets is a significant undertaking and is resource intensive, the Parks & Recreation Division should use institutional knowledge and available data to determine high-priority/critical assets to develop initial asset management plans. Lower priority assets should be included in future initiatives to develop asset management plans as the need and resources arise. Evaluate whether or not the potential EAM platform vendors provide capabilities and functionality that replace Playground Guardian playground equipment inspections. City of Sioux Falls, SD 6-33 Burns & McDonnell

54 TM #2 Revision v4.0 Gap Assessment & Recommendations Evaluate whether or not the potential EAM platform vendors provide capabilities and functionality that replace TreeWorks tree inventory and tree management capabilities. 6.6 Public Works Engineering Gap Assessment As part of the capital planning process, the Engineering Division is working with all public works related departments in making asset management decisions. The process varies based on the information available from the departments but key factors such as work history, cost, age, etc. are taken into account to try and find the best use of capital funds. Consistent data from an enterprise wide asset management system for all infrastructure assets across the City would allow the Engineering staff to more actively work with the other Public Works Divisions in the configuration of appropriate asset deterioration curves, condition improvements based on maintenance activities and repairs, and ultimately better prediction of optimal maintenance and capital expenditures to allow the City to maintain their desired level of service. Engineering is not the primary owner of asset data across the City but they are a strong partner with many of the Public Works Divisions related to the creation and maintenance of infrastructure asset data. This partnership allows the different Public Works Divisions to share the role of maintaining critical asset data across the City. As the City moves forward this partnership and sharing of workload and expertise will continue to be critical to the overall success of the City s asset management process. The current primary usage of the asset management system within the Engineering Division is in support of the pavement condition analysis and while that workflow is working adequately, there are additional functions and capabilities that would allow the pavement team to better support this task. The critical asset management deficiency is the lack of access to critical asset condition and maintenance history for the public works related assets. Some members of Engineering have built custom data aggregation tools to try and view critical asset history information in support of capital planning processes. It is critical that the new asset management system support this asset data access requirement so that Engineering can be an effective partner with the Public Works Divisions in the asset management program. City of Sioux Falls, SD 6-34 Burns & McDonnell

55 TM #2 Revision v4.0 Gap Assessment & Recommendations Recommendations Participate with other business units to develop asset registers to include engineering related asset attributes and data requirements such as ADA compliant assets, pavement OCI, etc. Participate with other business units to develop asset management plans providing input to strategies and protocols for asset demand, levels of service, business risk exposure, specific maintenance strategies and procedures, asset repair/renewal/replace strategies and forecasting, as well as funding strategies. Evaluate EAM platform capabilities to coordinate and manage work activities across all City departments/divisions. Evaluate EAM platform capabilities to manage pavement OCI and to incorporate work activities into the calculation and evaluation of OCI. Evaluate ability to consolidate pavement management throughout all City pavement assets and business units. Evaluate EAM platform capabilities to manage and track ADA regulatory compliance. Evaluate ability to analyze and forecast asset repair, renewal, and replacement needs across the City s entire asset portfolio to coordinate CIP planning and budget forecasting. Evaluate project management capabilities of EAM platforms 6.7 Public Works Landfill Gap Assessment The Landfill Division is currently supporting the work management needs of the facility with hardcopy forms and spreadsheets. The existing processes and data are not producing information that is readily useable to analyze asset maintenance and condition history and make predictive asset management decisions. Staff are eager to have the information necessary to support asset management decisions but at this point there is a deficiency in tools to support effective work and asset management practices that in turn will create the data necessary to support the asset management process. The current data management capabilities and processes include some GIS information about the facility and spreadsheets. The current data management practices and capabilities are deficient based on today s technologies and industry best practices. The Department would greatly benefit from the implementation of a GIS based enterprise City of Sioux Falls, SD 6-35 Burns & McDonnell

56 TM #2 Revision v4.0 Gap Assessment & Recommendations asset management system that would provide staff with a robust, consistent data management platform to support the Department s asset management needs. No asset management system is currently in use and this a deficiency for the Department. While no system is currently in use at the landfill, the staff are ready to embrace a system and use it to enhance the work and asset management capabilities at the landfill Recommendations Use existing data sources to develop a master asset register in the City s enterprise GIS. The Landfill Division should prioritize the development of the asset register in GIS by focusing on the highest priority/most critical assets first such as scales, wells, gas pipeline, etc. Lower priority assets should be gathered as resources and the need arises. Use existing protocols and practices to formalize asset management plans for highpriority/critical landfill assets such as scales, wells, gas pipeline, etc. Asset management plans should be developed for specific asset types or asset classes and should address asset demand, levels of service, business risk exposure, specific maintenance strategies and procedures, asset repair/renewal/replace strategies and procedures, as well as funding strategies. The asset management plans should supply the specific strategies and procedures that the EAM system will support and facilitate. Developing asset management plans for all Landfill assets is a significant undertaking and is resource intensive, the Landfill Division should use institutional knowledge and available data to determine high-priority/critical assets to develop the initial asset management plans. Lower priority assets should be included in future initiatives to develop asset management plans as the need and resources arise. Evaluate capability of EAM platform to integrate with SCADA to incorporate real-time asset performance into preventative maintenance decisions. 6.8 Public Works Light Gap Assessment The Light Division uses Munis software to create work orders and also leverages GIS through UMA maps and ProWest s OneCall application. They would benefit from a single application to handle all of their workflows and needs allowing field staff to be more efficient in data entry and gaining access to the information they need. City of Sioux Falls, SD 6-36 Burns & McDonnell

57 TM #2 Revision v4.0 Gap Assessment & Recommendations All identified work is executed in a reactive mode, but the Light Division would like to transition to a more proactive position in terms of asset management activities. To do so, they will need tools and technologies to increase their efficiency and effectiveness given other resource constraints Recommendations Use existing data sources, including GIS data, to develop a master asset register in the City s enterprise GIS. The Light Division already has a significant asset register in GIS, but the existing data should be assessed for completeness. Also, any data gaps should be identified and strategies to fill gaps should be determined. Use existing protocols and practices to formalize asset management plans for highpriority/critical Light Division assets such as substations, street lights, poles, etc. Asset management plans should be developed for specific asset types or asset classes and should address asset demand, levels of service, business risk exposure, specific maintenance strategies and procedures, asset repair/renewal/replace strategies and procedures, as well as funding strategies. The asset management plans should supply the specific strategies and procedures that the EAM system will support and facilitate. Developing asset management plans for all Light Division assets is a significant undertaking and is resource intensive, the Light Division should use institutional knowledge and available data to determine highpriority/critical assets to develop initial asset management plans. Lower priority assets should be included in future initiatives to develop asset management plans as the need and resources arise. Evaluate EAM platforms to determine whether or not the EAM platforms can replace currently functionalities and capabilities of MUNIS as well as satisfying asset management goals. 6.9 Public Works - Storm Water Gap Assessment The Storm Water Team currently does not have a strong integration between its asset management system, Hansen, and GIS. The Team desires the ability to access GIS and asset management capabilities into a single interface. City of Sioux Falls, SD 6-37 Burns & McDonnell

58 TM #2 Revision v4.0 Gap Assessment & Recommendations The Storm Water Team leverages the City s GIS; however, the levee system is currently not in GIS. The Team needs to model the levee system as a series of segments and needs to model both sides of the levee as well as top of levee, etc. The Storm Water Team would benefit from a streamlined process to incorporate newly commissioned assets into the City s GIS Recommendations Expand and formalize existing storm water asset register in GIS to fill gaps and index asset types not currently in the City s Enterprise GIS such as the Levee system segments. Use existing protocols and practices to formalize asset management plans for highpriority/critical Storm Water assets such as storm structures, storm pipes, sump pump program, levee system assets, etc. Asset management plans should be developed for specific asset types or asset classes and should address asset demand, levels of service, business risk exposure, specific maintenance strategies and procedures, asset repair/renewal/replace strategies and procedures, as well as funding strategies. The asset management plans should supply the specific strategies and procedures that the EAM system will support and facilitate. Developing asset management plans for storm water assets will also provide the opportunity to standardize and formalize the collaboration between the various stakeholders and departments/divisions that are responsible for managing the City s storm water assets. Developing asset management plans for all storm water assets is a significant undertaking and is resource intensive, the storm water team should use institutional knowledge and available data to determine highpriority/critical assets to develop initial asset management plans. Lower priority assets should be included in future initiatives to develop asset management plans as the need and resources arise. Evaluate EAM platforms to determine whether the potential platforms provide functionality and capabilities to replace what is currently being accomplished in Hansen as well as provide the desired functionality and ability to satisfy additional storm water business requirements. Implement the selected EAM platform to optimize the collaboration and cooperation between the various stakeholders responsible for managing and maintaining the City s storm water assets. City of Sioux Falls, SD 6-38 Burns & McDonnell

59 TM #2 Revision v4.0 Gap Assessment & Recommendations Implement the selected EAM platform to mirror the water reclamation collection system for the storm water enclosed system Public Works Street Gap Assessment Like Storm Water, the Street Division lacks a close tie between their asset registry stored in GIS and the work management activities managed in Hansen. Some crews within the Street Division use Mobile GIS tools to track and manage work process, but there are other crews within the Division (i.e. Levee crew) that would benefit from the same capabilities. A recognized gap in the Street Division is the current inability to log and manage staff from other departments/divisions on the same work order that the Street Division uses to manage and track the work of its staff Recommendations Street Division currently leverages GIS as its asset register. It should evaluate the current asset register for completeness and develop strategies to fill data gaps. Use existing protocols and practices to formalize asset management plans for highpriority/critical Street Division assets such as pavement, street segments, storm drainage, levee system assets, etc. Asset management plans should be developed for specific asset types or asset classes and should address asset demand, levels of service, business risk exposure, specific maintenance strategies and procedures, asset repair/renewal/replace strategies and procedures, as well as funding strategies. The asset management plans should supply the specific strategies and procedures that the EAM system will support and facilitate. Developing asset management plans for all Street Division assets is a significant undertaking and is resource intensive, the Street Division should use institutional knowledge and available data to determine high-priority/critical assets to develop initial asset management plans. Lower priority assets should be included in future initiatives to develop asset management plans as the need and resources arise. Along with other City departments/divisions, evaluate EAM platform vendors to determine fit for the specific business requirements of the Street Division. City of Sioux Falls, SD 6-39 Burns & McDonnell

60 TM #2 Revision v4.0 Gap Assessment & Recommendations Evaluate EAM platforms to determine whether the potential platforms provide functionality and capabilities to replace what is currently accomplished in Hansen as well as provide the desired functionality and the ability to satisfy additional business requirements. Evaluate the ability of the EAM platforms to integrate with the City s Fleet Management system. Implement selected EAM platform to replace functionality currently leveraged in Hansen and support the strategies and processes documented in the Division s asset management plans Public Works Traffic Gap Assessment The Traffic Division lacks a system to effectively manage details inside signal cabinets. Traffic should evaluate their asset register in GIS. Gaps exist in data that is not present in GIS but would provide value to Traffic. There is also data in the GIS that is not currently used by Traffic. A review of Traffic s sign GIS data model is needed. Currently, traffic signs are stored as coincident point features, therefore multiple signs in one location mean that signs are represented by points that are created on top of each other. Alternatives to be explored include related assets that allow storage and management of multiple signs in a single location without duplicating points. Traffic currently has difficulties tracking and managing assets that are constructed by the State but managed by the City Recommendations Traffic Division leverages GIS and other systems such as MS Excel and MS Access to manage its asset register. The Division should evaluate the current asset registers for completeness and develop strategies to fill data gaps. Traffic should centralize the management of all asset register data in the City s GIS. Evaluate the current GIS data model used for signs. Currently, signs are managed as a GIS point feature class and point features are drawn on the map to represent signs with multiple points drawn on top of each other to represent multiple signs in a location. City of Sioux Falls, SD 6-40 Burns & McDonnell

61 TM #2 Revision v4.0 Gap Assessment & Recommendations Traffic should assess whether it is more efficient and more appropriate for integration with an EAM platform to instead model sign poles as point features with the actual signs modeled as related objects to the pole. Use existing protocols and practices to formalize asset management plans for highpriority/critical Traffic Division assets such as signs, signals, signal cabinets, pavement markings, etc. Asset management plans should be developed for specific asset types or asset classes and should address asset demand, levels of service, business risk exposure, specific maintenance strategies and procedures, asset repair/renewal/replace strategies and procedures, as well as funding strategies. The asset management plans should supply the specific strategies and procedures that the EAM system will support and facilitate. Developing asset management plans for all Traffic Division assets is a significant undertaking and is resource intensive, the Traffic Division should use institutional knowledge and available data to determine high-priority/critical assets to develop initial asset management plans. Lower priority assets should be included in future initiatives to develop asset management plans as the need and resources arise. Implement selected EAM platform to replace current hard copy, using MS Word and printed maps, work management functionality or MUNIS if implemented at time of implementation, to satisfy the business requirements, and to support the strategies and processes documented in the Division s asset management plans Public Works Water Gap Assessment The Water Division management have been carrying out analysis using the water distribution system GIS to analyze pipe age and cost associated with maintaining assets at a specific age. This type of analysis is useful but lacks the details of specific asset history and condition information that would give the Division data to help make long range asset management decisions. The Division is beginning to do some data analysis to support asset management decisions but needs better tools, data and asset management protocols to align with what industry leading water utilities are currently doing. The Water Division s data management capabilities and protocols vary based on the operational area of the department. The water distribution network is stored in the GIS and represents a robust base of information for an overall asset register for the City of Sioux Falls, SD 6-41 Burns & McDonnell

62 TM #2 Revision v4.0 Gap Assessment & Recommendations distribution system across the City. The collection system maintenance record data management is deficient because the information is not linked to the GIS assets and is not readily searchable and available to support asset management decisions. The water purification facility has a very robust asset register configured within the Munis system. The data is setup in a hierarchical structure that supports data query and roll up of information out of the work management system. Work activities and condition information is linked to the appropriate assets within the work management system. Two different asset/work management systems are currently in use within the Water Division and one of the critical parts of the utility, distribution system maintenance, does not use a system to schedule or track their work activities. The absence of any sort of work or asset management system to support the distribution system maintenance and asset management needs is a severe deficiency for the department. Additionally, supporting department-wide and City-wide asset management decisions and analysis is more cumbersome when multiple different asset management systems are used. In order to support optimum data flow and sharing, a single enterprise asset management system is preferred instead of building integrations across multiple systems Recommendations Key Water Distribution Recommendations Water distribution leverages GIS as its asset register currently. It should evaluate the current asset register for completeness and develop strategies to fill data gaps. Use existing protocols and practices to formalize asset management plans for highpriority/critical water distribution assets such as mains, hydrants, backflows, valves, etc. Asset management plans should be developed for specific asset types or asset classes and should address asset demand, levels of service, business risk exposure, specific maintenance strategies and procedures, asset repair/renewal/replace strategies and procedures, as well as funding strategies. The asset management plans should supply the specific strategies and procedures that the EAM system will support and facilitate. Developing asset management plans for all water distribution assets is a significant undertaking and is resource intensive, the water division should use institutional knowledge and available data to determine high-priority/critical assets to develop initial City of Sioux Falls, SD 6-42 Burns & McDonnell

63 TM #2 Revision v4.0 Gap Assessment & Recommendations asset management plans. Lower priority assets should be included in future initiatives to develop asset management plans as the need and resources arise. Implement selected EAM platform to replace current work management accomplished through MS Outlook, to satisfy the business requirements, and supports strategies and processes documented in the Division s asset management plans. Key Water Services Needs Assessment Recommendations Water Services leverages GIS, through UMA, as its asset register for meters. Water services should evaluate the current asset register for completeness and develop strategies to fill data gaps. Water services should evaluate whether or not it is necessary to develop a more formal plan to manage water meters. Water services currently leverages CIS Infinity and CIS Mobile to manage its asset portfolio and has robust processes and procedures to accomplish the work. While the existing software and workflows are supporting Water Services, it does cause some issues related to data sharing if other parts of the Division and City are standardized on a different enterprise asset management system. Therefore, it is important for Water Services to participate in the EAM platform evaluation and discussion. Key Water Purification Needs Assessment Recommendations Use existing Munis data sources to refine or adjust the master asset register. Identify and fill any data gaps. Use existing protocols and practices to formalize asset management plans for highpriority/critical Water Purification assets such as pumps, motors, rotating assets, etc. Asset management plans should be developed for specific asset types or asset classes and should address asset demand, levels of service, business risk exposure, specific maintenance strategies and procedures, asset repair/renewal/replace strategies and procedures, as well as funding strategies. The asset management plans should supply the specific strategies and procedures that the EAM system will support and facilitate. Developing asset management plans for all Water Purification assets is a significant undertaking and is resource intensive, the Water Purification should use institutional knowledge and available data to determine high-priority/critical assets to develop initial asset management plans. Lower priority assets should be included in future initiatives to develop asset management plans as the need and resources arise. Water Purification has adopted Munis software as their work management system and may not have a functionality business need to migrate away from that platform. City of Sioux Falls, SD 6-43 Burns & McDonnell

64 TM #2 Revision v4.0 Gap Assessment & Recommendations However, it may be in Water s and the City s best interest to migrate the purification team into the same standard EAM platform as the rest of the City departments. Evaluate potential EAM platforms to determine if business requirements (i.e. integration with SCADA to create work orders) can be accomplished better in a new EAM platform than in MUNIS and whether that justifies the need to migrate away from MUNIS into a new EAM platform. Evaluate whether there is a need to implement a new EAM platform and migrate data from other systems Public Works - Water Reclamation Gap Assessment The collection system team have been using a system to dispatch and track work management activities for as long as anyone in the City and they have embraced the usage of these systems to support their business. The Water Reclamation Division management team produces large monthly reports regarding maintenance activities across the collection system. The reports provide information regarding the current issues and maintenance activities that have occurred. The reports that are being generated are a good step towards making long range asset management decisions but the creation of the reports are very cumbersome and the staff are not able to track maintenance, condition, etc. down to the specific assets in the utility. While the collection system team is leading the City by using work management data to make asset management related decisions, the collection system team would highly benefit from a new enterprise asset management system that is integrated to their GIS asset register for both collection and treatment facility assets. Within the other areas of the Department, outside of the collection system, much less data and reporting is being done because of the lack of systems present to support the tasks. The current data management practices are not meeting the Department s needs fully because the information is cumbersome to use. The collection system asset data is stored in the GIS but the actual work management information is not automatically connected to the GIS. Multiple data sources such as MS Access and MS Excel are City of Sioux Falls, SD 6-44 Burns & McDonnell

65 TM #2 Revision v4.0 Gap Assessment & Recommendations used to store all the information that is generated month to month. The treatment facility staff have their information stored in an enterprise system, Munis, but the staff find the query and searching of the data to be very cumbersome and the usability of the data is minimal. The Water Reclamation Department is currently using two different work\asset management systems. It is not an industry best practice to use multiple systems across a department because of the added effort required to integrate and share information when there is a need to analyze the entire utility. Additionally, neither of the existing systems are integrated with a spatial data register such as GIS and that greatly inhibits the success of the tools because they are not as user friendly as they should be and they are not automatically creating asset condition and maintenance information that can be analyzed across the City using GIS based analysis. There would be great benefit from the implementation of an industry standard GIS integrated asset management system Recommendations Key Water Reclamation Facilities and Operations Recommendations Use existing data sources, including Munis and SCADA, to develop a master asset register. Identify and fill any data gaps. Use existing protocols and practices to formalize asset management plans for highpriority/critical Water Reclamation facility assets such as pumps, motors, rotating assets, etc. Asset management plans should be developed for specific asset types or asset classes and should address asset demand, levels of service, business risk exposure, specific maintenance strategies and procedures, asset repair/renewal/replace strategies and procedures, as well as funding strategies. The asset management plans should supply the specific strategies and procedures that the EAM system will support and facilitate. Developing asset management plans for all Water Reclamation assets is a significant undertaking and is resource intensive, the Water Reclamation should use institutional knowledge and available data to determine high-priority/critical assets to develop initial asset management plans. Lower priority assets should be included in future initiatives to develop asset management plans as the need and resources arise. City of Sioux Falls, SD 6-45 Burns & McDonnell

66 TM #2 Revision v4.0 Gap Assessment & Recommendations Evaluate whether or not potential EAM platforms meet Water Reclamation Facility and Operations business requirements better than what is currently accomplished in MUNIS work management. In addition to the Water Reclamation business requirements, potential EAM platforms should be evaluated against current processes as well as nuances specific to water reclamation assets such as integrating with SCADA system to pull real-time asset performance/health to trigger work and integration with Water Reclamation s inventory in Munis should also be considered. Evaluate whether or not potential EAM platforms meet Water Reclamation Facility and Operations business requirements better than what is currently accomplished in Munis work management. As appropriate, implement selected EAM platform to replace current work management accomplished through Munis and to satisfy business requirements and support the strategies and processes documented in the Division s asset management plans. Key Water Reclamation Collection Recommendations Water Reclamation collection heavily leverages GIS as its asset register currently. Water Reclamation collection should evaluate the current asset register for completeness and develop strategies to fill data gaps. Use existing protocols and practices to formalize asset management plans for highpriority/critical Water Reclamation assets such as pipe segments, manholes, lift stations, etc. Asset management plans should be developed for specific asset types or asset classes and should address asset demand, levels of service, business risk exposure, specific maintenance strategies and procedures, asset repair/renewal/replace strategies and procedures, as well as funding strategies. The asset management plans should supply the specific strategies and procedures that the EAM system will support and facilitate. Developing asset management plans for all Water Reclamation Collection assets is a significant undertaking and is resource intensive, the Water Reclamation Collection should use institutional knowledge and available data to determine high-priority/critical assets to develop initial asset management plans. Lower priority assets should be included in future initiatives to develop asset management plans as the need and resources arise. Water Reclamation Collection is a mature user of the City s Hansen environment and should evaluate potential EAM platforms to replace the current Hansen environment and to fill known gaps in Hansen s functionality and capabilities (i.e. executive dashboards with KPIs, direct integration with GIS, etc.) including business requirements. City of Sioux Falls, SD 6-46 Burns & McDonnell

67 TM #2 Revision v4.0 Gap Assessment & Recommendations Implement selected EAM platform to replace functionality currently leveraged in Hansen and to satisfy the business requirements and to support the strategies and processes documented in the Division s asset management plans. City of Sioux Falls, SD 6-47 Burns & McDonnell

68 TM #2 Revision v4.0 Appendix A GIS and Asset Management APPENDIX A GIS AND ASSET MANAGEMENT City of Sioux Falls, SD 6-48 Burns & McDonnell

69 TM #2 Revision v4.0 Appendix A GIS and Asset Management Most modern industry best of breed enterprise asset management platforms leverage asset data stored in GIS platforms as the asset register. The paragraphs and illustration below provide a conceptual framework to compare data typically stored in a GIS with data typically stored in an enterprise asset management system. GIS In addition to location on the earth s surface, physical attributes of specific assets are stored in GIS. These physical attributes are typically static data that does not change frequently. Examples include size, material, and install date. Enterprise Asset Management Data stored in the enterprise asset management system are data related to work that has been done on an asset, asset health and condition information, and asset risk and criticality data. The illustration below depicts the concept of accessing both GIS data and asset management data inside of a single platform and while the specific interface will vary depending on the system being used, the concept of the systems working together to consolidate data from multiple sources into a single interface is standard with modern systems. City of Sioux Falls, SD 6-49 Burns & McDonnell