Agenda 11/18/2014 Item # 16C211/18/2014 16.C.2.
EXECUTIVE SUMMARY
Recommendation to approve a Change Order in the amount of $208,960 and add 162 days to Contract 13-
6064 for "Asset Management Software and Consulting," with Woolpert, Inc., Project 50105.
OBJECTIVE: To provide a best -value Customer Relationship Management (CRM) system integrated with
Enterprise Asset Management.
CONSIDERATIONS: The proposed scope of work under Project Number 50105, "Integrated Asset
Management," is consistent with the Capital Improvement Program (CIP) contained in the Water, Wastewater,
Irrigation Quality Water, and Bulk Potable Water User Rate Study approved by the Board of County
Commissioners (Board) on June 10, 2014, as Agenda Item I IC. Funding for Project Number 50105 is available
in, and is consistent with, the FY2015 CIP Budget.
On January 14, 2014, as Agenda Item 11 C, the Board of County Commissioners (Board) awarded Contract 13-
6064 in the amount of $2,208,599 for Asset Management software and consulting, including implementation and
integration, to Woolpert, Inc. (Woolpert). These services providing five full -scale demonstration projects
commenced February 14, 2014, with an approved completion date of April 21, 2016. Deliverables include
1. GIS -based Asset Management (CCWSD horizontal assets)
2. GIS -based inventory and work order management system (CCWSD)
3. GIS -based integration of SCADA data (CCWSD horizontal assets)
4. GIS -based customer management system (UBCS CRM)
5. CIP generation at short and long -term intervals (CCWSD)
Full -scale implementation projects 1, 2, 3, and 5 represent core asset management functions, and the schedule and
budget are to be consistent with contract negotiations. Full -scale implementation project Track 4 provides
Customer Management Special Assessment functions currently residing in separate legacy systems and custom
built applications specifically designed for the specialized business processes. The Special Assessment is
comprised of the following custom -built software modules: Service Roll (the largest and most complex),
Commercial Recycling Management, Capital Assessment Application, Estoppel Letters & Management, and Case
Management. The Service Roll is a listing for all properties within the service district. The Service Role module
for the Mandatory Solid Waste Residential Collection Program enables staff to merge this roll with the Property
Appraiser's Roll for placement of the annual assessment on the non -ad valorem section of the tax bill. This
functionality provides for the collection of approximately $20 million of revenue annually to fund the collection
and disposal of residential solid waste.
While Woolpert understood the core functional requirements of the Service Roll module at a high level,
subsequent discovery and design workshops revealed detailed process intricacies that were not accounted for in
the proposal. Given numerous unforeseen complexities of the Service Roll, staff negotiated scope, budget and
hours; and therefore requests an additional $208,960 dollars and 162 days to provide equivalent, yet more
efficient functionality and system performance as the existing 14 year old custom -built application being replaced.
The table below summarizes the original and proposed amounts, and Attachment 2 describes and quantifies each
Service Roll change requested. Woolpert's change order request is included as Attachment 3. If these changes are
not approved, additional similar investment would be required in the existing custom -built application that has
been out -dated for many years, and that is not supported by any individual or commercial party. The business
process would be impacted negatively for approximately two years before another solution could be implemented.
Packet Page -1403-
11/18/2014 16.C.2.
Once the program moves to implementation, additional services for maintenance and support may be
recommended to the Board for further approval. An Enterprise Asset Management Progress Report details
overall program accomplishments to date, and is included as Attachment 4.
FISCAL IMPACT: An updated seven -year forecast illustrates the anticipated costs in each year for capital and
operational costs, including this request, which will be absorbed in Year 1 (2014). Included in this timeframe is an
anticipated hardware replacement cycle in year six (2019).
Table I below represents the PUD funding and an estimated level of staffing to support the QA /QC, data integrity
and business process implementations over the forecast period.
Table 1 —PUD Estimated Expenditures (Revised)
Original
Requested
Proposed
Year 4
2017
Amount
Amount
Total
Total Contract (All Tracks)
$2,208,599
(in contract)
$208,960
$2,417,559
$ -
$ -
$ 84,597
$ -
Track 4 - Service Roll Module, Woolpert
$161,933
$208,960
$370,893
Allocation
$ 841,457
$ 927,529
$ 1,028,906
Track 4 - Other Modules, Woolpert Allocation
$ -
$ 100,000
$ 110,000
(Commercial Recycling, Capital Assessment,
$513,833
$0
$513,833
Estoppel Letters, Case Management)
Total Track 4
$675,766
(in contract)
$208,960
$884,726
Once the program moves to implementation, additional services for maintenance and support may be
recommended to the Board for further approval. An Enterprise Asset Management Progress Report details
overall program accomplishments to date, and is included as Attachment 4.
FISCAL IMPACT: An updated seven -year forecast illustrates the anticipated costs in each year for capital and
operational costs, including this request, which will be absorbed in Year 1 (2014). Included in this timeframe is an
anticipated hardware replacement cycle in year six (2019).
Table I below represents the PUD funding and an estimated level of staffing to support the QA /QC, data integrity
and business process implementations over the forecast period.
Table 1 —PUD Estimated Expenditures (Revised)
Funding is available in, and is consistent with, the FY2015 Capital and Operating Budgets approved by the Board
on September 18, 2014. The sources of capital funding are Water User Fees Fund (412), and Wastewater User
Fees Fund (414). The source of operational funding is the CCWSD Operating Fund (408).
LEGAL CONSIDERATIONS: This item has been reviewed by the County Attorney. I am advised by staff that
once the special assessment software modules are designed, configured, and implemented, additional services for
operational maintenance and support will be required. The services needed for all of the special assessment
modules will be provided through the hourly rates established in the contract; however, the amount needed will
not be known until design and configuration is closer to completion. At that time staff will return to the Board in
the form of a contract amendment or change order. Until then, staff anticipates only this one change order. With
that said, this item has been approved as to form and legality, with majority vote needed for approval. -JAK
GROWTH MANAGEMENT IMPACT: This project meets current Growth Management Plan standards to
ensure the viability of public facilities.
Packet Page -1404-
Year 1
2014
Year 2
2015
Year 3
2016
Year 4
2017
Year 5
2018
Year 6
2019
Year 7
2020
Capital
$ 3,3 22,916
$ 1265,593
$ 727.805
$ -
$ -
$ 84,597
$ -
Operational
$ 56,732
$ 274,554
$ 288,821
$ 759,482
$ 841,457
$ 927,529
$ 1,028,906
PUD Staffing
$ -
$ 100,000
$ 110,000
$ 120,000
$ 125,000
$ 130,000
$ 130,000
Funding is available in, and is consistent with, the FY2015 Capital and Operating Budgets approved by the Board
on September 18, 2014. The sources of capital funding are Water User Fees Fund (412), and Wastewater User
Fees Fund (414). The source of operational funding is the CCWSD Operating Fund (408).
LEGAL CONSIDERATIONS: This item has been reviewed by the County Attorney. I am advised by staff that
once the special assessment software modules are designed, configured, and implemented, additional services for
operational maintenance and support will be required. The services needed for all of the special assessment
modules will be provided through the hourly rates established in the contract; however, the amount needed will
not be known until design and configuration is closer to completion. At that time staff will return to the Board in
the form of a contract amendment or change order. Until then, staff anticipates only this one change order. With
that said, this item has been approved as to form and legality, with majority vote needed for approval. -JAK
GROWTH MANAGEMENT IMPACT: This project meets current Growth Management Plan standards to
ensure the viability of public facilities.
Packet Page -1404-
11/18/2014 16.C.2.
RECOMMENDATION: That the Board of County Commissioners, Ex- officio the Governing Board of the
Collier County Water -Sewer District, approve a Change Order in the amount of $208,960 and add 162 days to
Contract 13 -6064, with Woolpert, Inc., Project 50105; and authorize the Chairman to sign and execute the
attached Change Order after final review and approval by the County Attorney's Office.
Prepared By: Tom S. Chmelik, P.E., PMP, Planning and Project Management Director
Attachments: 1. Change Order and Modification Form, 2. Change Request Task Breakdown, 3. Woolpert change
order request, 4. Enterprise Asset Management Progress Report
Packet Page -1405-
11/18/2014 16.C.2.
COLLIER COUNTY
Board of County Commissioners
Item Number: 16.16.C.16.C.2.
Item Summary: Recommendation to approve a Change Order in the amount of $208,960
and add 162 days to Contract 13 -6064 for "Asset Management Software and Consulting," with
Woolpert, Inc., Project 50105.
Meeting Date: 11/18/2014
Prepared By
Name: ChmelikTom
Title: Director - Public Utilities Engineering, Public Utilities Engineering
10/30/2014 9:40:09 AM
Submitted by
Title: Director - Public Utilities Engineering, Public Utilities Engineering
Name: ChmelikTom
10/30/2014 9:40:10 AM
Approved By
Name: HapkeMargie
Title: Recycling Coordinator, Solid & Hazardous Waste Management
Date: 11/6/2014 3:l 7:35 PM
Name: CromerAaron
Title: Project Manager, Principal, Public Utilities Engineering
Date: l l /6/2014 3:28:50 PM
Name: Joseph Bellone
Title: Director - Operations Support, Utilities Finance O
Date: 1 ] /6/2014 3:56:16 PM
Name: HerreraSandra
Title: Manager - Procurement, Purchasing & General Services
Date: 11/6/2014 3:56:51 PM
Packet Page -1406-
11/18/2014 16.C.2.
Name: PayneTracey
Title: Manager - Procurement, Purchasing & General Services
Date: 11/6/2014 4:32:1 l PM
Name: MarkiewiczJoanne
Title: Director - Purchasing /General Services, Purchasing & General Services
Date: 11/7/2014 6:18:17 AM
Name: JacobsSusan
Title: Operations Analyst, Public Utilities Division
Date: 11/7/2014 8:27:44 AM
Name: YilmazGeorge
Title: Administrator - Public Utilities, Public Utilities Division
Date: 11/7/2014 9:26:28 AM
Name: TeachScott
Title: Deputy County Attorney, County Attorney
Date: 11/10/2014 10:03:05 AM
Name: KlatzkowJeff
Title: County Attorney,
Date: 11/10/2014 1:29:37 PM
Name: IsacksonMark
Title: Director -Corp Financial and Mngmt Svs, Office of Management & Budget
Date: 11/] 2/2014 9:50:31 AM
Name: OchsLeo
Title: County Manager, County Managers Office
Date: 1 1/] 2/2014 3:22:54 PM
Packet Page -1407-
CHANGE, ORDER
CHANCE ORDER NO. 1
11/18/2014 16.C.2.
CONTRACT NO. 13 -6064
BCC Date: January 14. 2014
Agenda Item: I I C
TO: Ed Singer, Project Director — Woolpert - 6802 Paragon Place, Suite 410 Richmond, VA 23230
DATE: October 14. 2014
PROJECT NAME: Public Utilities Asset Management
PROJECT NO.: 50105
Under our AGREEMENT dated January 14, 2014
You hereby are authorized and directed to make the following clarifications in accordance with
terms and conditions of the Agreement:
Adding dollars to existing contract for Implementation and Integration Services for Enterprise Asset
Management as requested by Woolpert, Inc.
EAM Full Scale Implementation Project
Current
Budget
New Budget
(LS / T& M)
(LS / T &M)
Woolpert Contract Amount 13 -6064
$2,208,599
$2,417,559
Adding 162 days to existing contract — Current NTP end date — 4/21!16
New end date - 9/.) 6
Your acceptance of this Change Order shall constitute a modification to our Agreement and will be
performed subject to all the same terms and conditions as contained in our Agreement indicated above,
as fully as if the same were repeated in this acceptance. The adjustment, if any, to the Agreement shall
constitute a full and final settlement of any and all claims of the Contractor arising out of or related to
the change set forth herein, including claims for impact and delay costs.
Packet Page -1408-
s,
g�
"y S
11/18/2014 16.C.2.
&7WJTF.v7T!Ax 11-6004
0 JH? A YNTA E �iy R i �q� '2, L' - -),
CHAF 3E ORDER 151 1 2,14
QeMi
IN WITNESS WHEREUT the Consw4w and be Cmmy hno an or
agent- hercunder sat dwo hamds and wah on to Awo) Wmad bdow.
ATTEST:
DwiWit E. Bmck, Clerk,
MNTRACTMA
woolper, I I WIN
Id Singer, Proi,:.ct DiFector-NVoolp Crt inc
Commax
7-T
Approved as to lbrai and legadq i
"SAMMI clunry Vmnw)
Ac,-cpit07 2u1-;
BOARD OF COUNTY COMNESIONERS
COLIAER MUNTY, FIX)RIDA
1 ovi Hmmung. cimunall
By: ..........
Aaron Crosier, P.E., Pr,,rjcct
DEPARTIMT MqCTOR.
By:
in ChmJk P.E.
DIVISMIN ADMINISTRATOR
Yilniaz, 1P F157
U - ivi ET
Packet Page -1409-
oz ' t y
Z Contract Change Request
11/18/2014 16.C.2.
Purchasing Department
Change Modification Fora
❑ Work Order Modification
Contract #: 13 -6064
Change #: 1
Pb[Work Order #:
Project Name: Public Utilities Asset
$ 2,208,599.00
Last BCC Approval Date; Agenda Item #
4500149464
Management
Project #: 50105
Project Manager: Aaron
Department: Public Utilities
Contractor /Firm Name: Woolpert, Inc
(Total Change from Original Amount
Cromer
PPMD
9.46%
Original Contract/Work Order Amount
$ 2,208,599.00
1/14/1411C Original BCC Approval Date; Agenda Item #
Current BCC Approved Amount
$ 2,208,599.00
Last BCC Approval Date; Agenda Item #
Current Contract/Work Order Amount
$ 2,208,599.00
SAP Contract Expiration Date (Master)
Dollar Amount of this Change
$208,960.00
9.46%
(Total Change from Original Amount
Revised Contract/Work Order Total
$2,417,559.00
9.46%
Change from Current BCC Approved Amount
Cumulative Changes
$2087960.00
9.46%
Change from Current Amount
Completion Date, Description of the Task(s) Change, and Rationale for the Change
Original completion date: 4/21/16
Last approved completion date:
Revised completion date: 9/30/16
4/21/16
✓"
Number of days added : 162 ,
Each step on the contract modification checklist form has been reviewed prior to me
submitting for approval qC (this box must be initialed by Project Manager)
❑ Add new task(s) Change task (s) I ❑ Delete tasks ❑ Other (specify):
1. Provide a detailed and specific explanation of the requested change to the task and the additional days added:
Enterprise Asset Management is comprised of 5 Full Scale Implementation Projects
1. GIS -based Asset Management (CCWSD horizontal assets)
2. GIS -based inventory and work order management system (CCWSD)
3. GIS -based integration of SCADA data (CCWSD horizontal assets)
4. GIS -based customer management system (UBCS CRM)
5. CIP generation at short and long -term intervals (CCWSD)
Number 4 above is focused on a complete rewrite of the existing Special Assessment (SA) application which generates
approximately $20 Million in revenue annually to fund the Mandatory Solid Waste Residential Curbside Collection program.
Upon the RFP response and subsequent scoping and discovery sessions, Woolpert has determined that their original
understanding of the complexity of the application was ineffective in their effort to replace the existing module in its entirety. To
fully implement the required functionality for the Service Roll (SR) module of the SA application, PUD needs to ensure the
correct resources and funds are allocated to Woolpert. Additional days are also added to support the delivery of the I,
unforeseen complexities of the SA application.
2. Provide detailed rkationale for the requested change: The County provided a listing of all requirements describing the
functionality of the existing SA application, including the SR module. However, during the post -award technical discovery
sessions held with Utility Operations, multiple unforeseen complexities associated with the business process as well multiple
integrations with other systems were fully discovered and documented to the level of detail required to completely replace the
existing SR module. These complexities, business processes and integrations have been evaluated and solutions have been
proposed to support the necessary functional specifications. For Operations, it is fiscally responsible to implement the
proposed SR coding, which also will provide business process improvements, resulting in potential efficiencies and a more
sound application implementation. Tangible and intangible value has been gained by the evaluation of incumbent software
implementation and business process, and with the external review and implementation, the rewrite of the SR module will
provide needed stability and improvements to the business process. The resulting cost of the SR module will be $370,893.
3. Provide explanation vrrhry change was not anticipated in original scope of work: During the RFP selection
sessions, which involved live demonstrations of the systems and applications, \Nooipert stated that they understood the intent
of the application and business processes that were being presented. Woolpert also stated that they could perform the
development of the application, but also provided a caveat statement that they did not know how to best represent the financial
impact of the solution.
4. Describe the impact if this change is not processed: The County would not be able to replace the custom built software
application that has been out -dated for many years, and that is not supported by any individual or commercial party. The
business process would be impacted negatively under these conditions. The entire project implementation cycle of roughly
two years would elapse during another solicitation of an RFP, for the 3rd time (2006, 2011), another scoping session, and
another implementation project. Additional similar investments would be necessary to maintain the stability and functionality of
the outdated, custom built application during this transition time.
Packet Page -1410-
Revised: 5/16/12
1
�t
11/18/2014 16.C.2.
Type of Change I Modification
❑
1. Planned /1-Dective
❑ 2, Unforeseen conditions /circumstance
❑ 3 Quantity or price adjustment
❑
4, -Correction of error(s)
❑ 5. Value added
6 Schedule adjustment
Change Requested By
Date:
Contractor/Con
owner
❑ Using Department
❑ Design Professional
❑ Regulatory Agency (specify):
❑ Other (specify):
Purchasing Professional Participated in Negotiation of Change / Modification:
❑ Yes Lj_ No
Approved by:
Date:
Name and Title: Aaron Cromer, Principal, Project Manager
Approved by.-
iA J, z-
Date:
A
Name and Title-, TP�Cfifti_elk Director PPMD
Approved by:
Date:
Name and Title: Joseph Bello6e, Direct r, Financial Operations - PUD
Reviewed by
Date:
Procurement Strategist's Name: Swainson Hall
,Revised 5116112
2
Packet Page -1411-
A
9
m p
c _
� N c
tD
l0 U V
M
v °
Tm
C ` m
p N Y
:J
u y �
= y a
y c v
Q �
p � m
p a c
11/18/2014 16.C.2.
PaCket Page -141Z-
.`'
v 'o
q c E
a v
vii
E
v E
u o V
c
N .o
E 3
a
-O
35 Q
E v w
m
s v° N
v Y L a? v
E c
t
° v m v vii o
o
o
v
"
f«
o
v o a
E P
ai
E E
v u c
c
.-
o v v F v o
r oa v
?
� 'v _ v D' g
o
v- r v
o w
v
p E m 3° v n` m
w
E
a a E m d
. '....
o 0 o w v
m o .? o r- ac,
D E D o f
_
E c E o
v
o y L°
w v v o '+. v
0 Oo v c o`, L
a E u 'o ._ E t d
w
d n 9> d O
v
C
O
b
W
ti
c
a_
z,
°
°
0
a,
m
0
�Ca
x
x
u of
C V/
r ;a
x
x
x
a«
-
p a o o o
cs'
o
- vn o v� � z te a_°
_ w 0 v� y s v a V •°•
� °� E
y c
.3 .n n_ s "� " m
N :: t z a "E 5 v
1O :o s m E
= m
v .aC m �� - W
m N
Y
m
C .dn' ✓ N W
� L W
y
'o i m c z u o
ory " _m c m y u ov
w E
ov
o
LL
v
`o
w l °u c
w
v ._ " 3 v � a!
w
IS U ti E
c Y v
C
C
O
°
v o u" j D O w w 6^ Q
O y H
o
W o u N W 0� ° O_ Q
O i i- W N
tai y✓ y✓
.�,
YO d O
B v E L
Z E
o n
¢°
n
PaCket Page -141Z-
11/18/2014 16.C.2.
rdLKelydr'e -1413-
E
iO L
>a
1O u
v
s
m
c
o
o
u p .o L N m E
u 'o
° v _
a
° N
v
° E o
r
u a ti
m
3
a°
� '
,
m d w E m a3' °
m m ^+ v E�
m o u n
E vNmi - 'O £ ,•
o f ° ms s
ai
.
a L
a
„
° c o�
„>',
a oa v° .E >
s a v o. `w E a
? o d d s ...
y N_ 2•' v � g « 'L° w
v a- v
�
5 «
a r E
-U' o a v
Q C7 0 a "o v
❑
c v n r p° m �
u o � l7 m 3 � n `m �
� '` c ...
rL.
o � r w
� o
�
•• ;� �
;; N a
w v
T •o
-
m
u
u
v o
o
`° w E ° a
C" ° v a`i m
m? a' «
° $ E o_
n
z
'u v .°c
c .,
N L �
o
v m
�
O
S
b
0
O6Q
d'M
c
.Q
�C1
Q.
X
CL W
X
X
X
C
L
o
v li
V � ry U
°
v
- a
c
c°
a
E a -° j w m�
a`
r° m
a
LF. i
.L v v`iN
a E E._
dy>u
u
w
u
o°
•m o v L
_ :% a .acs o >°
a
'' o v l
'=
-
=
C
' a
.0 n
r
E a w n s n
°
G m v
c
a
y
ID
�
�ry
0y
m
gL
C
rdLKelydr'e -1413-
11/18/2014 16.C.2.
[-
e . v
E
E
a7
_ y,
o o
or. 5
'o-
c o
a E
-
❑_
o o v w v a=
m
N
m
a
m E
E A 7
�> E � °� ❑
c m
a
� a
o« o� u a
ism $ o
-5,
-
c w c o u
m o c E
y
w
-
�i ° E m
> 3 ° °
o
o
N o
E m
« a c r E $
= s w o
Lp
E
c.. a2T
v
v a
w
t 3 E u
vL -v
E V
❑ m u o
o
°_
c L 5 A •' °' w
y ,,,
o w e
E
c
.2 75
10 w v m
o
m
« s
'v
m o
m E '..,
o F r° v
w w
w
o
°
o v
'C
c E o
«
:
m E c
v
5 a
° c w °_ m `-
E -
E° w
a°
.-
o
w ' w
o °
Q a
w m
T o .. >
o a v o
o E
v wo i
..
'
LL
c 3 v
t- E v a
v
L
I
_°
o �' 'c E
0
o
R
o
0
0
pq
G
O
6
O
p0
00
Q U
W
S
V!
an
v!
w
S
a
I
v
v
a
A
e
C
LL i
A •d C �
u�. a u D
❑
a
O
&
t
�
m
g
L
a
° D
rt -
2
F —
_
O
o
IV
L
W
L
c
_
_
��
✓i
v°i
�i
v N
�
O a w
a
a
-
-
-
-
n
�^
'o
° v a
h
racKet rage -1414-
11/18/2014 16.C.2.
J
°-
-.
a J
v
�« E 0
v
o
RY
E m w
v
E 'a
z '' m
v
a
u o« «.
v
w J a
v
u« .v.• m
v
:. S 3
�'
%
c$ � L° �
'�
o v
v .E °� o o`
3
'o•
.'- u c
'c
w
c a � E
E E
�
d E a V Y
v�
$
v a" J
v
v
ELL " v
v
E
E
v
'^ '-
'o v
E u°. �
E —° v v
w
v
�
o
v
3 a
v -
�
v
Z v z N E
v
=% ��
c
v o
L m E
v
u P
m
„
'v' " w c> m
'°
c
.1p.
E E°
w
E
a„
v E
E
v=
'Y
s `�
o«
°
EL.
v
u
c
v _ .>
`q
o. «
m
°
F
« J
W
w o
U
L o E
h�
E
6 d
„ u
N
N n
C
n N
a
z
° W
N
q L
J
s W
> `u `o
O G V« 'D 'O
t W
n q '� `
a
LU
R° J v
L 9
_i
_
N
N
%
L
t
H
LL... ,..
O J L� >i
1-
«
u 0 'G
f- 'G
L% G
L .L+
IL_ p G J N U
1L- u
!- L J �
W C L
.L.•
Q 3'
N
N
N
N
N
N
N
C
�
N
"4
eQQ
jj 9y AA
m
w
0
sz
v
E
v
m
E
3
0
w
m
„
O
d
N
y
`w
W
C
p
¢
a
LL
CL
d a
E
G
7
�
Q
GO
v
d
C a
W
OD
C
y
�
N
a
"a
u'
u
m
u
m
00
2 z
acket Page -1416-
Q)
0
75
0
cn
O
.Lj
Q)
N
LL
O
O
ci
ai
ui
Z r4
O.
O
LU
O
lD
Cl
u
C:
0
u
bo
X
V1 rn
n
Lr�
o co
O
CO
O
Q0,
O
a-
0
O
0)
Ln
Lri
11/18/2014 16.C.2.
D
uj
uj
uj
(A
w
O
O
tY
Ql
(U
O
E
0
u
O
O
O
C:
rn
t4 -4
I a)
iw
I o
�6.
<
c
Z
is
Q
r
>
<
U u
a0
Oi
gou
12 R
cz
c%
2 z
acket Page -1416-
Q)
0
75
0
cn
O
.Lj
Q)
N
LL
O
O
ci
ai
ui
Z r4
O.
O
LU
O
lD
Cl
u
C:
0
u
bo
X
V1 rn
n
Lr�
o co
O
CO
O
Q0,
O
a-
0
O
0)
Ln
Lri
11/18/2014 16.C.2.
D
uj
uj
uj
(A
w
O
O
tY
Ql
(U
O
E
0
u
O
O
O
C:
rn
t4 -4
I a)
iw
11/18/2014 16.C.2.
V A If
November 6, 2014
Aaron Cromer, PE, MBA
Principal Project Manager
Collier County Public Utilities Division
Planning and Project Management Department
3339 East Tamiami Trail, Suite 303
Naples, FL 34112
RE: FSIP 4 - Service Roll Module Change Order Request
Dear Aaron:
Through this Change Order Request, Woolpert is hereby requesting a contract value increase in the amount
of Two Hundred Eight Thousand Nine Hundred Sixty Dollars ($208,960) and a schedule extension of One
Hundred Sixty Two (162) days to enable Woolpert to complete the development and implementation of the
Service Roll module of the Special Assessment Application (EAM Track 4) as requested through the RFP 13-
6064 by CCPUD.
While working with the CCPUD / UBCS management and technical staff in various discovery and design
workshops for the Service Roll module, , it became apparent that detailed process intricacies were not
accounted for in the proposal due to the unforeseen complexities of the business processes.
The above requested and justified amount is pursuant to the recent discussions had with CCPUD's EAM
management team and County Procurement and Contracts Management staff, and are further supported
by the feature / function spreadsheet Woolpert recently provided for documentation of functional changes.
Woolpert appreciates your consideration of this request and look forward to delivering CCPUD a high - value,
full- featured Special Assessment application suite that meets all of CCPUD's stated business goals and
objectives.
Please contact either myself or Ed Singer directly should you have any questions pertaining to this request.
Sincerely,
Woolpert, Inc.
r'
Joseph McClurkin, GISP
Vice - President
jkm
Wcolpert, Inc.
10900 NW 25th Streei, Suite 100
Miami, FL 33172 -1922
303.418. *9370
Packet Page -1417-
11/18/2014 16.C.2.
Progress Report IV
Integrated Asset Management Program
I I P a a e
Public Utilities Division
October 30, 2014
Packet Page -1418-
11/18/2014 16.C.2.
EXECUTIVE BRIEFING
Progress Report IV
Progress Report IV for the PUD Integrated Asset Management Program, as revised by the Collier
County Board of County Commissioners on July 24, 2012 as Agenda Item 10E, with tasks
reallocated to expedite expansion agency -wide.
21 Page
ENTERPRISE ASSET MANAGEMENT
TABLE OF CONTENTS
1. Board Approved Direction
2. Agency -Wide Progress Report IV
3. Report Approval
Packet Page -1419-
11/18/2014 16.C.2.
ENTERPRISE ASSET MANANGEMENT
Board - Approved Direction
The shared Vision, Mission, and Guiding Principles presented to the Board on September 13, 2011 during
the Asset Management Program Agenda Item l0E have been incorporated in order to implement and
evaluate the potential of the approved pilot asset management system and develop funding
recommendations to sustain the quality of the County's established infrastructure and facilities.
Vision
A Geographic Information System (GIS) -based Integrated Asset Management System including
a work order system with graphical user interface capable of collecting data automatically
through existing SCADA systems, with the last phase being financial integration into enterprise
systems including SAP.
Mission /Project Obiectives
• Repair /maintain assets just in time through a GIS -based system having full
operational visibility.
• Establish risked -based and managed preventative maintenance programs with full
visibility of assets for resource optimization.
• Provide short and long term CIP plans integrated into the master plan and the AUIR based
on level of risk and service levels.
Guiding Prineinles
• Sustained safe and reliable delivery of Public Utilities Division Services
• Revenue - centric, cost - contained approach to operations and CIPs
• Full asset visibility and preservation
• Sustainable logistic support functions
• Follow discipline- specific taxonomy
Five Full -Scale Demonstration Projects
1. GIS -based Asset Management (CCWSD horizontal assets)
2. GIS -based inventory and work order management system (CCWSD)
3. GIS -based integration of SCADA data (CCWSD horizontal assets)
4. GIS -based customer management system (UBCS CRM)
5. CIP generation at short and long -term intervals (CCWSD)
Lessons - learned from the above five full -scale demonstration projects will enhance efforts to build an
asset management capability in the Agency that will provide complete visibility on the investments
required over time to protect and preserve the infrastructure and other critical assets of the
organization.
31 Page
Packet Page -1420-
11/18/2014 16.C.2.
AGENCY -WIDE ENTERPRISE ASSET MANAGEMENT
PROGRESS REPORT IV
PUBLIC UTILITIES DIVISION PILOT IMPLEMENTATION
Deliverables:
The Public Utilities Division (PUD) has completed Phase One and Phase Two. On July 24,
2012, the Board approved the reallocation of Tasks Two and Three accelerating the end result of
an Agency -wide Asset Management Program.
Phase Two was completed on January 14, 2014 when the Board awarded RFP 13 -6164 to
Woolpert for Enterprise Asset Management Software, structured as five full -scale
implementation projects.
Phase Three, PUD software implementation, is in progress, with a contractual completion date of
June 16, 2016.
In summary, accomplishments to date include:
Phase One — EMA Contract 10 -5447
• Scope: System requirements and beta demonstration project for Water and Wastewater
Departments
• Contract Status: Awarded, PO issued — Phase One Complete
neliverahle Status
Description
% Complete
PUD Work Order System Requirements
100
PUD Pilot /beta Demonstration Project
100
Finnneinl Qtntnc
Description
Not to Exceed Cost
Total Expenditures
% of Budget
Phase One*
$305,127
$296,265
97%
( *includes 50% of costs common to Phase One and Two)
4 1 P & g e
Packet Page -1421-
11/18/2014 16.C.2.
Phase Two — EMA Contract 10 -5447
• Original Scope: Stand -alone GIS -based Interim Work Order System pilot project
• Revised Scope (Board- approved on July 24, 2012, Agenda Item 16C8): Support Agency Wide
development and solicitation of RFP for Enterprise (Agency -wide) Asset Management System
• Contract Status: Awarded, PO issued — Phase Two Complete
Deliverable Status
Description
% Complete
Plan Complete
Actual Complete Date
Phase One*
$305,127
Date
97%
Finalize requirements definitions for
$273,803
$239,907
88%
Agency -wide Work and Asset
100
12/14/2012
12/14/2012
management functions
Finalize RFP, including approval from
Executive Steering Committee and
100
1/11/2013
1/13/2013
Constitutional Officers
Solicit RFP
100
1/18/2013
2/26/13
Review Responses and schedule
onsite software demonstrations
100
7/5/2013
6/24/2013
Develop Agency -wide software
implementation plan
100
8/2/2013
8/2/2013
Negotiate Contract with recommended
software vendor
100
8/2/2013
9/6/13
Board award of software contract, and
EMA Phase Three scope
100
9/24/2013
1/14/2014
Financial Status
Description
Not to Exceed Cost
Total Expenditures
% of Budget
Phase One*
$305,127
$296,265
97%
Phase Two*
$273,803
$239,907
88%
Total for Phases One and Two
$574,996
$536,532
93%
( *includes 50% of costs common to Phase One and Two)
51PaAe
Packet Page -1422-
11/18/2014 16.C.2.
Phase Three — EMA Contract 10 -5447
Revised Scope — focus shifted to provide QA/QC support for PUD during the implementation of
Enterprise Asset Management Software — based on as needed basis
• Contract Status: Awarded, PO issued January 14, 2014, Active
nPlivPrnh1P Ctntns
Description
% Complete
Plan Complete Date
Actual Complete Date
Support Implementation
20%
6/16/2016
8%
Schedule and technical review
10%
Proposed 9/1/15
Support Technical Integration
10%
6/16/2016
and SOP documentation efforts
5/22/2015
Rinnneinl fitntnc
Description
Not to Exceed Cost
Expenditures to Date
% of Budget
Phase Three (EMA Support)
1 $567,893*
$47,774
8%
*Initial maximum by contract was $774,240. Actual amount required was determined during
contract negotiations after contract 13 -6064 was completed —re- scoped and negotiated to be
$567,893, as approved by the Board on January 14, 2014 concurrently with 13 -6064.
Phase Three — Woolpert Contract 13 -6064
• Implement software solutions selected in Phase Two
• Contract Status: Awarded BCC action January 14, 2014, PO/NTP issued February 14, 2014,
Active
DAivornhh- Ctntnc
Description
% Complete
Plan Complete Date
Actual Complete Date
1. GIS -based Asset
5/22/2015
Management (CCWSD
10%
Proposed 9/1/15
horizontal assets)
2. GIS -based inventory and
5/22/2015
work order management system
20%
Proposed 9 /1/15
(CCWSD)
3. GIS -based integration of
10/23/15
SCADA data (CCWSD
0%
Proposed 2/19/16
horizontal assets)
4. GIS -based customer
8/28/15
management system (UBCS
25%
Proposed 9/1/15
CRM)
5. CIP generation at short and
0%
5/20/16
long -term intervals CCWSD
Pro osed 8/25/16
Project Management
15%
6/16/2016
Implementation and Support
Proposed 9/30/16
Quality Assurance Project
10%
6/16/2016
(Continued on next page)
Proposed 9/30/16
61 Pace
Packet Page -1423-
11/18/2014 16.C.2.
Ad Hoc Services for
Budget
Expenditures to Date
% of Budget
• GIS
6/16/2016
• SIRE- Content
$330,995.00
Proposed 9/30/16
13%
Management
10%
• Materials Management
Financial Status
Description
Budget
Expenditures to Date
% of Budget
1. GIS -based Asset
Management (CCWSD
$330,995.00
$41,462.89
13%
horizontal assets)
2. GIS -based inventory and
work order management
$330,995.00
$41,462.90
13%
system (CCWSD)
3.GIS -based integration of
SCADA data (CCWSD
$147,698.00
$0.00
0%
horizontal assets)
4. GIS -based customer
management system (UBCS
$675,766.00
$157,356.35
23%
CRM
5. CIP generation at short and
$225,575.00
$0.00
0%
long -term intervals (CCWSD)
Project Management
$163,078.00
$45,036.66
28%
implementation and Support
Quality Assurance Project
$52,014.00
$6,761.82
13%
Ad Hoc Services for
• GIS
• SIRE- Content
$282,478.00
$0.00
0%
Management
• Materials Management
1. GIS -based Asset Management (CCWSD horizontal assets)
The team conducted 9 PUD configuration workshops for Cityworks and its deployment; concluding
with a two day SAP interface and data integration workshop the week of October 27, 2014 to finalize
needs from the financial teams. PUD dedicated over 60 individual employees to these department
specific sessions. PUD Dedicated IT resources, in coordination with IT infrastructure resources, have
created three individual environments for the deployment of Cityworks to ensure optimal availability
of the system upon its acceptance and roll out. PUD has also developed and finalized all Vertical and
Plant hierarchy components to effectively and efficiently classify and organize their plant assets.
This organization strategy has been accepted and implemented with the PUD GIS geodatabase. PUD
is actively capturing assets and their respectively attributes to ensure work and asset management
processes can be implemented in an automated fashion upon the CityWorks implementation and roll
out.
71 Page
Packet Page -1424-
11/18/2014 16.C.2.
2. GIS -based inventory and work order management system (CCWSD)
The first prerequisite for the Cityworks Store Room Inventory Management system required detailed
material masters for each materials vendor /provider. The largest vendor is Ferguson who supplies
utility parts. As of October 1, the first day of the fiscal year, the material master has been loaded to
SAP, and requisitions are being entered on a line item basis. This significant success is now being
duplicated for other material suppliers (e.g., Graybar).
Staff continues to develop and collect asset attributes (historical) and asset hierarchy for vertical
assets.
Finalized the meter workflows with Woolpert the week of October 13, including the necessary
integration points with the Harris billing system's imbedded work order module.
Configuration workshops are being held the weeks of October 13 and October 20 with all operational
groups utilizing the county's own GIS database to test the current work order system and identify
business process best practices.
3. GIS -based integration of SCADA data (CCWSD horizontal assets)
This portion of integration includes extensive schema changes to the Public Utilities geodatabase in
order to facilitate the Cityworks implementation. The new schema includes all fields required by
Cityworks and additional fields for operations asset management. Ratings for linear and vertical
assets will be calculated through weighted fields including — install date, life expectancy, and
condition.
The data model has been finalized and the GIS team is in the process of loading existing data into the
new schema. Vertical asset tables are scheduled to be delivered October 30th and will be loaded into
the development environment. Relationships will be built from the Plant- Structure- Process-
Subprocess -Asset structure for the November 13th Woolpert demonstration.
4. GIS -based customer management system (UBCS CRM)
This element of enterprise asset management will replace the outdated Special Assessments
application. It contains several major inter- related modules, including a custom mandatory
residential solid waste service roll module, a case management module, an estoppels module, a
capital roll module and a commercial recycling management tracking module.
To date, extensive process flow analysis has been performed on the service roll application including
deep dive discovery sessions to identify all necessary business functionality. The discovery sessions
extended longer than anticipated, but a development and testing schedule has been developed that
will deliver the service roll module in live production by April of 2015. The development
requirements have exceeded those included in the RFP, resulting in a need to present a 9.46% change
order to the Woolpert contract to successfully complete this module.
8 1 P a 2 e
Packet Page -1425-
11/18/2014 16.C.2.
Process flow analysis and discovery sessions have been performed on the case management module.
Initial configurations have been delivered and are being reviewed and revised as appropriate.
Completion of the case management module provides work order functionality necessary to complete
the service roll module.
5. CIP generation at short and long -term intervals (CCWSD)
Implementation of this project is scheduled to start in October 2015. In preparation, the sub -team is
focused on developing an asset on- boarding process that considers the needs of all workflows and
divisions. Project management interfaces are also being evaluated.
Board Actions /Direction - Past
Description
Date
Recommendation to award Contract 10 -5447 in the amount of $574,996 for
September 13, 2011
Phase One and Phase Two, and $774,240 for Phase Three to EMA of
November 18, 2014
Minnesota, Inc., with authorization to issue a purchase order for Phases One
and Two for $574,996, in support of "Public Utilities Asset Management,"
Projects 71012 and 73165.
GMD- funded change order for GMD Phase One
April 25, 2012
Recommendation to negotiate the reallocation of tasks for Phase Two and
July 24, 2012
Three of Contract No. 10 -5447 with EMA of Minnesota, Inc., with
authorization to prepare a Request for Proposal for the purchase of
Enterprise Asset Management software, in support of "Public Utilities Asset
Management," Projects 71012 and 73165, as well as other future projects
identified within the County Managger's Agency.
Asset Assessment and Management Workshop
October 9, 2013
Recommendation to award Contract 13 -6064 in the amount of $2,208,599
January 14, 2014
for Asset Management software and consulting, including implementation
and integration, to Woolpert, Inc.; award licensing and maintenance
agreements for software totaling $497,775; and authorize funding in the
amount of $567,893 for the approved Phase Three of existing contract 10-
5447 with EMA of Minnesota, Inc.
Board Actions/Direction — Future Planned
Description
Date
Recommendation to approve a Change Order in the amount of $208,960
and add 162 days to Contract 13 -6064 for "Asset Management Software and
November 18, 2014
Consulting," with Woolpert, Inc., Project 50105.
9 1 P a e
Packet Page -1426-
11/18/2014 16.C.2.
AGENCY -WIDE EXPANSION TO OTHER DIVISIONS
Growth Management Division:
Growth Management has an ongoing initiative to update their asset management inventory through an
asset collection and verification program. This is to ensure that the current asset management system is
updated and to prepare for the agency -wide expansion of EAM.
Through active participation in the various EAM project level workshops, GMD will be better positioned
to transition to the agency's EAM system. GMD plans to utilize PUD's finalized asset hierarchies,
schemas, and work processes as a basis to develop their own to be more in synch with an agency wide
model.
Public Services Division:
The Public Services Division is taking a two - pronged approach in preparing to join the EAM project: 1.
Departments that can expect to be significantly integrated in the EAM system (for example, Parks and
Recreation) are beginning to catalog assets and familiarize themselves with automated work order
systems, and 2. Public Services administration is evaluating the total level of participation needed
Division -wide and coordinating with Public Utilities to plan for appropriate human and financial
resources to be dedicated to the project. Public Services anticipates completing a project entrance plan by
December 31, 2014 and to begin actively participating in the implementation of EAM on or about
October 1, 2015, contingent upon securing needed resources.
Administrative Services Division:
Administrative Services is supporting the program by providing resources for sub team leadership and
participation as well as guidance and direction for technical implementation associated with software,
hardware and networking requirements. ASD Departments are adopting and adapting their inventory and
work order processes so as to ensure compatibility and smooth transition when the division is ready to
join the project in the future.
101 Pa+e
Packet Page -1427-
11/18/2014 16.C.2.
!kULJNCY—\N'IVI— LAM i IV RL',WV.,'C I'l, ULLY �,sUBMI I ILD BY:
loe BeOone. u Op"crations Finance Dcpartmci�Diructor Dale
IX I;II,
.)an Rodriusez, Solid &
Management Depa.-mient Direettv
11
Date
Steve NTe—ssil ter, Water Department Director ba e
7C ait-
3eth Department Director DS.te
Fom'Chmclik. Planning & Project Managernent Director Date
, A �ai,on Croiner, PFD EAM Program Manager Date
1 1 1 P .1 g e
Packet Page -1428-
11/18/2014 16.C.2.
�PMOVED BY ADMINISTkkTIVE MEMBERS OF THE STEERING COMMITTEE:
Nick Casalanguida, Administrator. Growth Management Division Date
Len Golden Price, administrator, Administrative Services Division
I—, r, I
Steve Ca't-nell, Administrator, Public Services Division
Dr. George Yilinaz, Administrator, Public Utilities Division
12 1 P a g e
Packet Page -1429-
Date
Date
Date