HomeMy WebLinkAboutCity Manager AnnouncementsCity of Oshkosh
Finance Department
215 Church Ave., PO Box 1130
Oshkosh, WI 54903 -1130
O.lHKOIH (920) 236 -5005 (920) 236 -5039 FAX
ON THE WATER
MEMORANDUM
DATE: August 19, 2009
TO: Mark Rohloff, City Manager
FROM: Peggy Steeno, Director of Finance
RE: Draft Proposal for Budget Committee
Peggy A. Steeno
Director
Please find attached a draft proposal to create a Budget/Fiscal Committee. As decided
upon at the meeting Councilor Palmeri, you, and I had to discuss this item, I am
presenting it for Council discussion at next Tuesday's Meeting.
Please let me know if you have questions or need additional information regarding this
item prior to Tuesday's Meeting. Otherwise, I look forward to discussing this item with
you and the Council at the meeting.
Draft Proposal for Budgeffinance Committee
8/25/09
Make -Up of Committee
o Joint Citizen / Council Committee
o `3 Citizens / 2 Councilors' or `5 Citizens / 2 Councilors'
o Citizen Chairperson
o Staff Representative: Director of Finance
Committee Purpose (Responsibilities & Duties)
• Advisory Committee
• Contemplate Items for Discussion/Research/Fact Finding Purposes Prior to
Council Action
Possible Items to Contemplate
• Communications
• Efficiencies
• Feasibility and Functionality of a Sinking Fund
• Financial Status
• Long Range Planning
• New Revenue Sources
• Policy Issues — New Policies & Updates/Revisions to Existing Policies
o Review of Financial Documents
• Shared Services Issues — Within Oshkosh and in Coordination with Surrounding
Communities
• State Budget Information / Impact
• Utility & Fee Increases
Meeting Lo ig stics
• Ongoing, Standing Committee
• Regular Meetings Held Bi- Monthly (every other month) — Day / Time TBD
• Special Meetings Scheduled as Needed
Advantages /Benefits
I
• Preview / Review of Items prior to Council Action
• Opportunity for Dialogue in Advance of a Vote
• Provide Input to Council
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OfHKOlH
ON THE WATER
MEMORANDUM
DATE: August 19, 2009
TO: Honorable Mayor and Members of the Common Council
FROM: Mark A Rohloff, City Manger
_/ --
RE: Award of Water Filtration Plant Asset Management Study
The Water Filtration Plant will have provided 10 years of continuous service as of December of this year.
The need for a study to identify future critical process upgrades and additional requirements required by
the Wisconsin Department of Natural Resources was identified and funding included in the 2009 CIP.
CH2M HILL, the engineering consultant on current Water Filtration Plant Project, has provided a proposal
to develop an Asset Management Plan for the facility that will evaluate and make recommendations on
future equipment replacement and plant upgrades to meet regulatory requirements. CH2M HILL's .
knowledge of the facility, developed during the current project, will assist them in providing effective and
efficient use of resources in the completion of this study. The cost of these engineering related services is
estimated not to exceed $98,973.00.
Section 12- 10(D)(5) of the Municipal Code Provides that professional services of a specialized nature,
including engineering services, may be approved by the City Manger without the use of formal sealed
quotes. In accordance with 12 -10(E) of the Code, I am hereby submitting this report regarding this
contract award. These services will be funded through the Water Utility.
Please advise me if you have any questions concerning this contract award
MAR /smb
SCOPE OF SERVICES
City of Oshkosh Water Filtration Plant
Asset Management Plan
Purpose
The purpose of the Water Filtration Plant Asset Management is to assist the City of Oshkosh
with the management of Filtration Plant assets by identifying and prioritizing potential risks
associated with Filtration Plant assets. Risk- reduction options will be identified for a select
number of assets and asset groups having unacceptable risk levels, as determined by the
Oshkosh Water Utility, Those options will be evaluated for incorporation into capital
improvement plans or into O &M protocols. The processes developed will give the City an
easy -to- maintain approach to asset management (AM).
Project Team Approach
To deliver the AM Plan efficiently, CH2M HILL's team includes a nationally- recognized
water utility asset management expert, .Alan Ispass, and senior water treatment facility
engineers familiar with the Filtration Plant, Tony Myers and Linda Mohr. These project
leaders will be supported by local facility engineers who are also familiar with the Plant.
To involve City staff efficiently, the project approach includes several focused workshops
designed to incorporate the City's knowledge, data, and insights into simple, customized
asset management tools. With these tools, a rational process is used to develop an AM Plan
that identifies and prioritizes future Filtration Plant improvements that provide the greatest
reduction in risk for the money invested.
Project Tasks
Task 1: Asset Management Strategy
Task 1 provides the foundation for the Filtration Plant AM Plan and includes formation of a
cross - functional AM Team, data collection, and defining the AM program strategy.
Subtask 1.1 —Asset Management Team Formation and Chartering: CH2M HILL will facilitate
the formation of the City's AM Team, which will include staff from management, treatment
operations, maintenance, and other water utility functional areas. Team members will
provide information, data, and guidance to CH2M HILL. CH2M HILL will kick off the
project with a half -day workshop with the AM Team, during which the work plan and
schedule will be reviewed and the AM Team chartered. The workshop will confirm critical
success factors for the asset management program, project milestones, project protocols, and
team member roles and responsibilities, all of which will be summarized in the AM Team
Charter.
Deliverable: One -page AM Team Charter.
Subtask 1.2— Gather Data and Information: CH2M HILL will request information and data
concerning the City's organization, strategic water utility plans, operation and maintenance
protocols, maintenance histories, main break records, capital improvement plans, and
Filtration Plant assets, including any asset inventories, asset condition assessments or
inspection reports, and facility plans. Documents concerning levels of service and
performance measures, both targets and actual results, will also be requested.
Deliverable: Data and information requests.
Subtask 1.3— Formulate Strategy: CH2M HILL will review the City's, Department of Public
Works and water utility's vision, mission, and goals in conjunction with their strategic or
business plans, levels of service, and targets. To illustrate, if a level of service is established to
maintain an adequate pressure at the customer connection, then the target could be
maintaining a minimum of 40 psi pressure at the customers' side of the meter. This
information will provide the foundation for a sustainable asset management plan. CH2M
HILL will facilitate a meeting with the AM Team to confirm the drivers and objectives for
improving the management of Filtration Plant assets and to reach consensus on the AM plan
strategy.
Deliverable. Final asset management strategy, goals, and levels of service.
Subtask 1.4— Develop Asset Hierarchies: CH2M HILL will work with Plant staff during
meetings to develop an asset hierarchy for the Filtration Plant from existing drawings,
databases, and staff knowledge. If asset hierarchies can not be completed during meetings,
CH2M HILL will prepare draft hierarchies for review with City staff in informal follow -up
meetings. The asset hierarchy is comprised of individual major assets and logical groups of
minor assets. For example, if a pump station is an asset at the "parent" level, then individual
pumps are assets at the "child" level. The depth of the hierarchy for this top -down method
of evaluation depends on the type of asset and may extend to third or fourth sub - element
levels. The AM Team will review and approve the final proposed asset hierarchies.
Deliverable: Asset hierarchies.
Subtask 1.5— Develop Consequence Matrix: CH2M HILL will work with the City to develop
the criteria for scoring for the consequences of asset failure. Failure is defined as an asset not
meeting its desired levels of service. For example, failure of a High Lift Pump Station may
mean loss of service due to pump failure, a piping or valve failure, loss of pump wet well
structural integrity, or failure of primary - or emergency standby - electrical power supply.
The assessment of vulnerability of Filtration Plant assets will be considered in defining the
consequences of asset failure. The definitions and scoring system will be aligned with the
established levels of service and the asset management strategy. As part of a one -day
workshop, consequence of asset failure matrix will be developed incorporating the AM
Teams criteria for scoring across the entire array of infrastructure assets. The scoring of
consequences will differentiate, for example, loss of service of the 60 -inch raw intake versus
a 24 -inch intake,
Deliverable: Consequence of asset failure matrix and scoring system.
Subtask 1.6— Develop Likelihood Matrix: As part of the one -day workshop to develop
consequence matrix and scoring system, CH2M HILL will facilitate a working session with
the AM Team to identify criteria that will be used to quantify and score the likelihood of
asset failure. This will include the initial grading criteria for rating the physical condition of
infrastructure assets along with asset performance, A matrix will be developed to permit
consistent scoring and determination of the likelihood of asset failure.
Deliverables: Condition grading criteria, and likelihood of failure matrix and scoring system.
Task 2: Asset Management Implementation Plan
Working with City staff, CH2M HILL will employ the results of Task 1 to evaluate the
relative risk of infrastructure assets and asset groups and to identify improvements to
capital planning and maintenance activities, and for prioritizing more detailed data
gathering and condition assessments. This will be the basis for the Implementation Plan
developed at the end of Task 2.
Subtask 2.1— Assign Consequence Levels to Assets: CH2M HILL will work with the City to
evaluate assets and asset groups for consequence of failure. Consequence for the assets will
be quantified using the matrix and scoring system developed. The evaluation will be
accomplished through a one -day workshop with Plan staff knowledgeable of the assets
being evaluated.
Deliverable: Asset and asset group consequence scores.
Subtask 2.2— Determine Likelihood of Failure for Assets: CH2M HILL will work with the City
to evaluate asset and asset groups for likelihood of failure. For this effort, an overall
understanding of the physical condition and performance of the assets is necessary.
CH2M HILL will review available asset records and data and query staff to obtain
information on asset performance and condition. CH2M HILL will facilitate a one -day
workshop with the same participants as in the consequence workshop. At the workshop,
assets and asset groups will be scored for condition and performance based upon the
information gathered.
Deliverable. Asset and asset group likelihood scores.
Subtask 2.3— Calculate Relative Risk for Assets: Based on the results of the consequence
determination and likelihood of failure determination, the AM Team will determine the
relative risk among the individual major assets and asset groups. This win be accomplished
using an ExcelTM spreadsheet. The assets will be prioritized by risk level and presented in a
meeting with the AM Team for discussion and for selection of an acceptable level of risk as
determined by City staff.
Deliverable Asset and asset groups by risk level.
Subtask 2.4- Identify Risk Reduction Options and Prioritize: Once the relative risk of the assets
and asset groups is determined, CH2M HILL and the City will identify risk reduction
options (capital projects, maintenance actions) to reduce the risk associated with assets and
asset groups posing a higher than acceptable risk level. For assets and asset groups having a
higher than acceptable level of risk, the AM Team will chose a maximum of five (5) assets
for further evaluation and for selection of options to reduce risk. It is anticipated that the
following assets will be chosen for development of conceptual -level options for
implementation and budgetary cost estimates.
• Finished water clearwells
• Chlorine and ammonia chemical feed equipment
• Alum chemical feed equipment
Finished Water Clearwells
Background. The finished water clearwell provide on -site storage of drinking water for
plant needs. Prior to the construction of the CT /BWS Basin in the Modifications and
Demolition Project, the clearwells provided some contract time for backup disinfection. In
the April 16, 2007 Sanitary Survey Report, the Wisconsin Department of Natural Resources
prescribed corrective action for the finished water clearwells. The Plant clearwells, the
South, Center, and North Clearwells, are cast -in -place concrete structures located below
grade. The clearwells do not meet current code requirements because they are earth- covered
without a sloped top or membrane cover. The North and Center Clearwell have been in
service for over 90 years; the South Clearwell has been in service for 50 years. The condition
of the clearwells varies as evidenced from inspection during the current construction of the
Filtration Plant Modifications and Demolition Project.
Anticipated Risk Reduction Improvement. To mitigate risk associated with not meeting
regulatory requirements, options for improving or replacing the existing clearwells will be
identified and evaluated. The evaluation will include consideration of finished water plant
hydraulics, operational strategies, storage needs, existing facility constraints (including yard
piping), potential future plant improvements and budgetary issues.
Chlorine and Ammonia Gas Feed Equipment
Background. Chlorine and ammonia gas are used to provide a residual disinfectant for
finished water conveyed to the City's customers. The chlorine and ammonia feed equipment
has been in service for over 10 years and is prone to requires frequent, specialized
maintenance. Because of the inherent life- safety issues associated with chlorine and
ammonia gas, it is critically important the chemical feed equipment, piping and valve
system be simple to operate and easy to maintain safely. Some the existing system
components can only be maintained by an outside specialty contractor.
Anticipated Risk Reduction Improvement. To mitigate risks associated with systems'
reliability, potential life- safety situations, and ease of maintenance of the existing chlorine
and ammonia gas feed systems, improvement options will be evaluated. Design criteria for
the chemical feed systems and operational strategies to meet current and potential future
conditions will be confirmed.
Alum Chemical Feed Equipment
Background. Alum (liquid aluminum sulfate) is used as a primary coagulant in the water
treatment process. The existing alum feeders - rotating dipper -type devices - are difficult to
maintain because they are no longer manufactured.
Anticipated Risk Reduction Improvement. Other types chemical feeders, including
mechanical, hydraulic, or solenoid -type positive displacement pumps, are used extensively
for alum systems at drinking water plants. These types of pumps which are relatively
inexpensive, accurately controlled through automatic SCADA systems, and easy to maintain
will be considered.
CH2M HILL will work with City staff to re -score the 5 highest -risk assets as if the
improvements are implemented to determine the degree of risk reduction for each option
selected. This process is used to prioritize improvements in terms of best reduction in risk
for money invested.
Deliverable. For selected assets and asset groups, (1) description of options for reducing
asset risk employing capital projects and operation and maintenance (O &M) actions;
(2) prioritized capital renewal projects with order -of- magnitude costs; and (3) prioritized
maintenance actions with estimated O &M cost impact.
Subtask 2.5— Document Asset Management Implementation Plan: CH2M HILL will prepare an
implementation plan that will include a description and categorization of the Filtration
Plant assets, a description of the analytical techniques used throughout the project, and the
results of the analysis. The report will present the relative risk posed by assets, risk
reduction capital renewal projects, maintenance actions, and recommendations for
improving the management of the City's assets. A draft report will be submitted for
approval before a final report is delivered. A PowerPointTM presentation will be prepared
and presentations made to the City Manager or City Council.
Deliverables: (1) Draft and Final Project Report covering all aspects and recommendations
of the project; (2) CD with all data collected, in ExcelTM or other approved format; (3) hard
copy of presentation, (4) and CD with PowerPointTM version of presentation.
Task 3 - Project Management, Quality Management, Project Communication
The project team members responsible for successful project delivery include the project
manager, the quality manager, and the technical leads. This group will work together to
assure the City of technical quality and satisfactory performance.
As project manager, Linda Mohr will prepare project instructions for the project team to
guide the execution of the work, define responsibilities, and set goals for project success.
The instruction will include: detailed scope of services and project deliverables, work plan,
schedule, quality management plan, and budget.
As quality manager, Tony Myers will ensure that calculations, evaluations, and project
deliverables are reviewed internally prior to submission to the City. Given his expertise in
drinking water treatment technologies and water utility operations, he will also provide
overall oversight of the technical work to ensure the project team is considering the best
possible options for the City.
To make sure the City's goals for the project are met, Linda will facilitate project
communication through meetings, email, phone conversations, and brief monthly progress
reports.
Project Schedule
The Water Filtration Plant AM Plan will be completed within 5 months of notice to proceed.
This project duration allows for essential production work between workshops with the
CITY HALL
215 Church Avenue
P.O. Box 1130
Oshkosh, Wisconsin
54903 -1130 City of Oshkosh
—
OlHKOlH
MEMORANDUM
DATE: August 20, 2009
TO: Honorable Mayor and Members of the Common Council
FROM: Mark A. Rohloff, City Manager
RE: Award of Engineering Services Agreement —
Illicit Discharge Detection and Elimination Program - Initial Field Screening of all
Major Outfalls / OMNNI Associates, Inc. ( OMNNI)
The Department of Public Works requested proposals from engineering firms to complete the
Illicit Discharge Initial Field Screening of all major storm sewer outfalls. This initial field
screening is required by the Wisconsin Department of Natural Resources (DNR) under
Wisconsin Administrative Code Section NR 216, and the Municipal Separate Storm Sewer
System General Permit WI- S050075 -1. The DNR administers this program in accordance with
the United States Environmental Protection Agency Clean Water Act.
After careful review of the proposals submitted, OMNNI Associates, Inc. of Appleton, WI was
chosen to perform these services. The Environmental Engineering staff at OMNNI have
experience performing these same services for other similar sized municipalities within the Fox
Valley region. The cost of these services is estimated not to exceed $55,577.80.
Section 12- 10(D)(5) of the Municipal Code provides that professional services of a specialized
nature, including engineering services, may be approved by the City Manager without the use of
formal, sealed quotes. In accordance with 12 -10(E) of the Code, I am hereby submitting this
report regarding this contract award. Funding for these services is available in the Storm Water
Utility.
Please contact me if you have any questions concerning this contract award.
MAR/jer
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Program \Initial Field Screening \Contract Stuff\Memo from Mark R IDDE
OMNNI Contract 08- 20- 09.doc
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O1HKOlH
ON THE WATER
MEMORANDUM
TO: Honorable Mayor and Members of the Common Council
FROM: Mark A. Rohloff, City Manager L
DATE: August 20, 2009
RE: Agreement for Engineering Services for Utility Relocations Required as Part of the
Expansion of US Highway 41 / Gremmer & Associates, Inc.
Engineering staff requested a proposal from Gremmer & Associates, Inc. to perform the final design
engineering and prepare construction plans and specifications for relocation of the water main crossing
US Highway 41 at 20 Ave. and sanitary sewer and water main relocation /extension at US Highway 41
and 9 Ave.
A proposal was requested from Gremmer & Associates, Inc. due to their involvement and familiarity with
the US Highway 41 project and City design /construction requirements. Gremmer & Associates, Inc.
completed the utility relocation plans and specifications for City contracts 09 -03 and 09 -05. An expedited
time line is required for the 20 Ave work because the DOT has moved this project forward in the
schedule with Recovery Act funds.
Engineering staff have reviewed the proposal and costs. The services to be provided will allow for the
bidding of the water main and sanitary sewer relocation. The proposed fee is not to exceed $44,000.
Section 12- 10(D)(5) of the Municipal Code provides that professional services of a specialized nature,
including engineering services, may be approved by the City Manager without the use of formal, sealed
quotes. In accordance with 12 -10(E) of the Code, I am hereby submitting this report regarding this
contract award. Funds for these services are budgeted in the Sanitary Sewer and Water Main section of
the CIP.
Please advise me if you have any questions concerning this contract award.
MAR/smg
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