reserve study consultant services

PROPOSAL FOR

Reserve Study Consultant Services

August 6, 2021

New Business 1 - Attachment 3 of 32

Contents 1. Cover Letter .......................................................................................................................................................... 1

2. Company Overview ............................................................................................................................................... 2

3. Project Approach .................................................................................................................................................. 4

Task 0 Project Management...................................................................................................................................... 5

Task 1 Asset Inventory and Condition Assessment ................................................................................................... 5

Task 2 Estimate Replacement Cost ........................................................................................................................... 8

Task 3 Perform Risk Assessment ............................................................................................................................... 9

Task 4 Determine the Desired Level of Service ....................................................................................................... 11

Task 5 Perform Life Cycle Cost and Cost of Ownership Analyses ............................................................................ 12

Task 6 Develop Asset Management Plan ................................................................................................................ 14

Task 7 Review of the City's Capital Improvement Fund Policy ................................................................................ 14

Task 8 Develop a Capital Improvement Plan ........................................................................................................... 15

Task 9 Prepare Draft Assessment ............................................................................................................................ 15

Task 10 Prepare Final Report .................................................................................................................................. 15

Task 11 Visual ADA Survey ...................................................................................................................................... 16

Task 12 ADA Self Assessment & Transition Plan ..................................................................................................... 16

4. Relevant Experience ........................................................................................................................................... 17

5. Project Team ....................................................................................................................................................... 22

6. Cost Proposal & Schedule ................................................................................................................................... 24

7. Project References .............................................................................................................................................. 26

8. Acknowledgement of Receipt of Addendum ...................................................................................................... 27

Cover Page Photo Attribution

Westlake Village CA Civic Center.jpg, Rostom Aghanian, CC BY-SA 4.0, via Wikimedia Commons https://commons.wikimedia.org/wiki/File: Westlake Village CA Civic Center.jpg


1. Cover Letter

August 6, 2021

Josephine Wilson Administrative Services Director City of Westlake Village 31200 Oak Crest Dr. Westlake Village, CA 91361

RE: Response to Request for Proposals for Reserve Study Consultant

Dear Ms. Wilson,

City of Westlake Village is requesting proposals for Reserve Study for the City’s facilities and assets that require regular maintenance. This effort will start with asset inventory and condition assessment for parks, civic center buildings, and roadway assets owned and managed by the City and will continue with determining the level of service, risk assessment, and life cycle cost analysis. The project also includes the review of existing Capital Improvement Fund Policy and recommend the appropriate funding level and Capital Improvement Plan to maintain the level of service. The results will be documented in an Asset Management Plan. The City also requested two optional tasks related to ADA survey and Transition Plan to be included in this proposal.

Kayuga has worked with numerous cities, utilities, and special districts in the US and abroad to help build their asset management programs. We have been involved with development of asset databases from the ground up, and we have been assisting many clients to better understand their infrastructure cost of ownership and the future outlook of replacement and rehabilitation needs. We also helped our clients to communicate the outcome of asset management plan to City Councils or other stake holders.

We are the creator of IRIS, a cloud-based asset management system, in which we have incorporated many sought-after asset management features such as R&R projection, risk matrix, custom deterioration curves, map interface, budget scenario, and funding analysis. We will utilize these functionalities to achieve the City’s project goals and deliver the results in one platform. As part of our delivery, the City will have access to IRIS for one year at no cost, configured to include all assets inventoried during the project and the results of BRE analysis complete with interactive BRE map for optimum data visualization and interpretation. With IRIS, the City will be able to monitor and track progress of its maintenance and replacement program and the R&R projection will be updated real time.

Kayuga greatly thanks you for the opportunity to submit our Proposal. If you have any questions, please feel free to reach me at (949) 300-3903 or [email protected].

Sincerely,

Colin Chung, President

Kayuga Solution, Inc. 28241 Crown Valley Parkway F216, Laguna Niguel, CA 92677


2. Company Overview

Kayuga Solution (Kayuga) is a corporation established in 2015 and headquartered in Laguna Niguel, California. Kayuga was founded to focus on one thing: asset management. As a non-engineering or construction company, we provide an unbiased assessment and development of asset management programs. As a small company, we provide the flexibility and mobility to help customize asset management solutions to each one of our clients, one solution at a time.

In order to help fulfill our clients’ asset management goals and objectives, Kayuga has worked with numerous domestic and international clients to provide diverse and comprehensive asset management improvement tasks, including asset management improvement roadmaps, asset inventory, condition assessment, asset valuation, risk assessment, life cycle modeling, asset management plans, business case evaluations, asset management information system selection and implementation, and more.

The expansive asset management programs we develop for each client will be used to understand and communicate the financial and resource requirements to sustain the delivery of services, highlight any condition and risk issues, proactively manage system assets, ensure that limited financial and staff resources are used in the most cost-effective manner, utilize the cost-effective system operation and maintenance options to meet customer expectations over time, and manage risk effectively.

We are the creator of IRIS (Infrastructure Reinvestment Intelligence System), a cloud-based asset management system. This web-based application utilizes the asset database and, through a set of rules, performs lifecycle cost calculations and risk analysis asset by asset. Capitalizing on our extensive experience in asset management practice, we have incorporated many sought-after asset management features such as year-by-year asset replacement and rehabilitation (R&R) projection, BRE matrix, custom deterioration curves, map interface, project bundling and scheduling, funding analysis, and many other.

At Kayuga, our values are reflected throughout the company. From the work we do to our company name, we strive to be different. We focus on building relationships rather than selling a product. This translates to trust, flexibility, value, and reliability for the client, elements that can often be lacking in other companies, especially larger ones. We focus on what we do best, while remaining humble and appreciative of the people we serve and the opportunities to do the work we love.


About IRIS

IRIS is a cloud-based intelligent infrastructure renewal system designed and developed by Kayuga to support the asset management decision-making process. IRIS utilizes the asset data to perform lifecycle cost calculations, condition and risk analysis, and budget projections at the asset-by-asset and system levels. IRIS architecture is based on a feature-packed front-end web-client (GUI), a backend gateway API, multiple data access and analysis modules, and SQL databases, all hosted on Microsoft Azure Cloud. IRIS will calculate a lifecycle cost of ownership for each asset and model asset criticality, financial requirements, and average investment needs for any user specified planning horizon. IRIS has multiple data visualizations, including a map viewer. All modeling data and outputs are available for download. As part of our delivery, the City will have access to IRIS for one year at no cost, configured to include all assets inventoried during the project and the results of BRE analysis complete with interactive BRE map for optimum data visualization and interpretation. With IRIS, the City will be able to monitor and track progress of its maintenance and replacement program and the R&R projection will be updated real time.


3. Project Approach

Kayuga’s project approach to the scope of work is illustrated below. The approach is designed to address the City’s goals and objectives one step at a time. The project approach highlights the six key steps of the project. Each step is designed to build on the others to fulfill the goals and objectives established by the City. The six key steps are as follows:

1. Establish the Asset Database Foundation

2. Understand Asset Criticality

3. Determine the Desired Levels of Service

4. Calculate the Cost of Ownership

5. Understand Future Funding Needs

6. Communicate

The first four steps (Establish the Asset Database Foundation, Understand Asset Criticality, Determine the Desired

Levels of Service, Calculate the Cost of Ownership) are required to estimate the cost of ownership. The fifth step

(Understand Future Funding Needs) focuses on analyzing the future replacement & rehabilitation needs and its

impact on existing fund policy. The last step (Communicate) reinforces the importance of educating and

communicating the needs of the infrastructure to the public, decision makers, and stakeholders. Highlights of each

step are summarized below.

Establish the Asset Database Foundation is a critical step not only for developing a defendable asset management

decision-making platform, but also for the creation of the asset database foundation for the City’s Geographical

Information System (GIS). During the asset inventory process, the following questions will be answered for each

asset:

Establish the Asset

Database Foundation

• Perform asset inventory

• Perform condition assessment

•Identify immediate maintenance needs

• Develop asset register

Understand Asset

Criticality

•Estimate probability of faiulre

•Develop consequence of failure methodology

•Identify immediate maintenance needs

•Identify replacement and rehabilitation needs

Determine the Desired Levels

of Service

•Identify levels of service for facilities

•Identify level of service for each asset classes

Calculate the Cost of

Ownership

•Estimate replacement cost

•Identify management strategy

•Perform life cycle cost analyses

•Develop asset management plan

Understand Future

Funding Needs

•Review current funding policy

•Perform funding analysis based on R&R needs

•Develop Capital Improvement Plan

Communicate•Develop Asset Management Plan

•Communication to stake holders


• What is it?

• Where is it?

• Who is responsible?

• What is the general condition?

• What immediate work is required?

• When should it be rehabilitated or replaced? How much will it cost?

Once the assets are inventoried and the work required (i.e., condition) is understood, the Understand Asset

Criticality provides an additional filter for asset prioritization due to limited resources. The Determine the Levels of

Service step documents the maintenance, rehabilitation, and replacement schedules necessary to meet the set

levels of service. Next, the Calculate the Cost of Ownership phase incorporates various asset management analyses

(e.g., asset valuation, risk assessment, life cycle cost) that will help to understand the short and long-term cost of

ownership. In Understand Future Funding Needs, various risk-based financial scenarios will be performed to help

the City understand the financial investment required to sustain the delivery of services and how it will impact the

current funding policy.

In our experience, we have found it critical to Communicate the infrastructure needs not only to the decision-

makers, but also to the citizens and stakeholders. The infrastructure problem is not only a City staff problem; it is a

public problem that needs to be understood and addressed by all.

Task 0 Project Management

This task is dedicated to project management and runs concurrent to all the other tasks. This task accounts for all

project management duties, including kickoff meeting, regular communication, project update meetings with the

City, internal project coordination, scheduling, and quality control.

Kayuga will lead a project kick-off meeting that will provide the following:

• Provide a project overview

• Identify project goals and objectives

• Outline work tasks and processes

• Review the proposed project schedule

• Review the information request from Kayuga

The kick-off meeting will include a brainstorming session with the team to refine and finalize the proposed project

approach. The kick-off meeting will help to set the vision and expectations of the comprehensive asset

management program, proposed project approach, communication protocol, and data requirements.

Task 1 Asset Inventory and Condition Assessment

The asset inventory is the basis for all asset management and cost of ownership analyses. Before inventory starts,

Kayuga will carefully review any existing data. Our goal is to supplement the data, not reinvent it. Where asset data

does not exist, Kayuga will perform on-site asset inventory for facilities and assets listed in the RFP to create a

central database of assets owned and managed. For all visible or accessible assets, Kayuga will record asset

attributes (e.g., size, type, material), assess current general condition, take note of any immediate and/or future

maintenance needs, take pictures, and record the location of the asset using the GPS coordinates.

Park, building, and additional infrastructure assets will include, but not be limited to, the following:

• Sports courts/fields

• Bleachers

• Memorial Placards

• Picnic Tables

• Bridges

• Decorative Crosswalks


• Scoreboards

• Goals

• Turf

• Dog Park

• Play Structures

• Playground Surfacing

• Shade Structures

• Storage Facilities

• Concession Stands

• Trash Dumpsters

• Art Features

• Equipment Sheds

• Bollards

• Water Play Features

• Park Benches

• Drinking Fountains

• Barbecue Grills

• Trash Bins

• Bike Racks

• Flagpoles

• Lights

• Signage and Monuments

• Parking Lots

• Access Roads & Gates

• Fencing /Gates

• Stairs

• Sidewalks/walkways

• Bus Benches

• Planter Fountains

• Advanced Street Signs

• Traffic Signal assets

• Backflow Preventers

• Irrigation Controllers

• Irrigation Control Valves

• Irrigation Antennas

• Pump Station assets (e.g., pumps, wet well)

• Accessible Ramps

• Concrete Pads

• Dog Waste Bag Dispensers

• Etc.

Facility assets, including restrooms, will be inventoried room-by-room to include, but will not be limited to, the

following:

• Roofing

• Exterior/interior walls

• Exterior/interior doors

• Exterior/interior windows

• Flooring

• Utilities (water, wastewater)

• HVAC system

• Generator

• Security (Alarm system)

• AV System

• Telephone System

• Exterior/interior lights

• Fixtures

• Electrical

• Stairs

• Fans

• Gate

• Water heater

• Sink/toilet/urinal

• Parking lot

• Driveway

• Fencing

• Flag pole

• Bike rack

• Bollard

The asset register is a key component of the asset management program. It establishes the data foundation to

support all asset management decisions and consolidates all data pertaining to the assets in the system. In addition,

the asset register will help to develop the City’s system of records (i.e., GIS database). The development process will be

comprised of the following steps:


• Gather existing data - Consolidate all existing and inventoried asset data into a centralized database

• Define an asset - Kayuga will help the City identify an asset versus a component of an asset. The definition of an

asset will be the at the level where the asset will be managed or maintained.

• Establish asset hierarchy - An asset hierarchy organizes the thousands of assets in the asset register. Kayuga will

work with the City to develop an asset hierarchy that is in alignment with asset management best practices.

• Develop asset classes - In order to assist in the management of assets, assets will be grouped into asset classes. An

asset class is developed by grouping assets with similar characteristics, such as type, function, useful life, material,

and size. An asset class helps to characterize the asset’s deterioration (e.g., expected useful life, decay curve) and

lifecycle cost (e.g., maintenance, rehabilitation, replacement).

• Develop an asset register – Incorporating the elements above (i.e., asset inventory, asset definition, asset

hierarchy, asset classes).

• Development of GIS layers for assets based on the data collected during asset inventory.

• Upload asset register and GIS layers to IRIS.

The following figure shows the example of IRIS window showing asset hierarchy, asset attributes, and photo.


The following figure shows the example of IRIS map viewer window showing asset location within a park. Each point and

polygon on the map viewer can be clicked to show asset details (i.e., attributes).

Task 2 Estimate Replacement Cost

The goal of this task is to estimate the replacement cost of each asset. As the City plans for replacement of an

asset, an estimated replacement cost can provide the City with an initial cost estimation required to properly

budget for the replacement. It should be noted that the estimated replacement cost does not represent a CIP

project cost. Engineering, project management, permit, contingencies, and other direct and indirect costs are not

typically factored in. For each asset, Kayuga will estimate the replacement cost. The estimated replacement cost

will be based on our historical work on similar projects, manufacturer pricing, and/or review of the City’s financial

and maintenance records. Kayuga will work with the City to ensure that the replacement costs are reasonable

and representative.


The following figure shows the example of IRIS cost database window showing unit prices for some of park assets. The

centralized cost database table can be easily downloaded and updated to keep them current.

Task 3 Perform Risk Assessment

Although assets may look the same in the asset register, not all assets are of equal importance. Based on location

and functionality, the same type of asset may completely differ in importance to the City (e.g., neighborhood park

vs. community park). Kayuga will utilize the concept of risk to help differentiate and prioritize the City’s assets.

Under limited resources and budget, the City will be able to utilize risk to help consistently and transparently

prioritize the work to be performed and the budget required to mitigate the highest risk.

Risk will be based on the probability of

failure (i.e., timing to failure) and

consequence of failure (i.e., criticality,

impact of failure). The probability of failure

will be based on the condition score or age

of the asset. Kayuga will work with the City

to determine the appropriate consequence of

failure assessment methodology. Every asset


in the asset register will receive a risk score. Each risk score will be plotted on a risk matrix to understand which

assets are of the highest importance and how much budget it will require to mitigate the highest risk for the City.

After the risk assessment, Kayuga will provide the City with documentation of the risk methodology and tools (e.g.,

risk scoring criteria) used to produce the risk results. Assets presenting the highest risk will be highlighted and

discussed with the City.

The following figure shows an example of the IRIS risk matrix window showing the distribution of assets into different risk

levels. Each cell in this matrix can be clicked to show the list of assets and their associated attributes and costs.

The following figure shows the example of IRIS risk map viewer window showing asset location within a park and their

associated risk level represented in red (high), amber (medium), and green (low). An additional filtering mechanism enables

selection of all high-risk assets for possible project bundling.


Task 4 Determine the Desired Level of Service

Levels of service are defined as the standard and quality of services to be provided. Defining and documenting the

levels of service enables the City to establish the relationship and balance between the levels of service and the

cost of service. The key objective of asset management is to balance levels of service, cost of service, risk, and user

expectation. Once the cost of service is better understood, the City can improve efficiency through better

processes and risk mitigation.

Kayuga will work with the City to develop desired levels of service for the facilities and asset classes owned and

managed by the City. The desired levels of service will be established considering the elements of safety,

aesthetics, strategic goals of the City, social benefits, economic benefits, sustainability, and more. For buildings,

desired levels of service may be related to Facility Condition Index. For walkways, the levels of service may be

related not only to condition but also to mitigating trip hazards (i.e., sidewalk offsets).


Levels of service can significantly influence the cost of service. The higher the quality of service, the higher the cost

to provide the service. It is very important for the City to establish an appropriate balance where the level of

service, the cost of service, and the risk meet the City and resident expectations.

Once the desired level of service has been established with the City staff, a plan for maintenance, rehabilitation,

and replacement schedules required to meet the level of service will be determined. Utilizing this schedule, Kayuga

will be able to calculate the cost to provide the service over the long-term.

Task 5 Perform Life Cycle Cost and Cost of Ownership Analyses

A key aspect of asset management is to plan ahead and understand the cost required to sustain services. To

address this aspect, Kayuga will perform life cycle cost assessment for each asset in the asset register. The life cycle

cost assessment estimates the cost required to perform maintenance, refurbishment, and/or replacement for each

asset. Life cycle cost assessment can be performed for any designated planning horizon (e.g., 5 years, 10 years, 20

years, 50 years) requested by the City.

An important element of the life cycle cost process is the concept of management strategy. A management

strategy is the logic or set of rules used to help characterize the life cycle behavior and needs of each asset. For

example, a wooden picnic table may have an estimated useful life of 6 years. During the 6-year period, the City will

need to spend $500 every two years to paint the table and fix minor issues. After the 6th year, the City will replace

the asset at a cost of $1,000. After the replacement, the life cycle calculation continues until it reaches the set

planning horizon. The life cycle cost calculation will be performed for the thousands of assets in the asset register

to determine the cost of ownership for the City.

Kayuga will develop management strategies to characterize the life cycle behavior of all assets. These management

strategies will include useful life as well as the timing and cost of maintenance and refurbishment activities. These

management strategies will be influenced by the City’s established levels of service. Kayuga will provide the City

with a management strategy table and a renewal profile showing projected annual rehabilitation and replacement

funding needs over the planning horizon. Kayuga will highlight the estimated budget required to maintain the

assets.

Life cycle cost calculation can be very tedious and time consuming. It is especially difficult when the calculations

need to be performed for thousands of assets, year-by-year, asset-by-asset. For this reason, Kayuga developed IRIS

to use the asset register to perform the life cycle cost and risk assessment work. The City will not need to purchase

IRIS; a one year license is provided as part of this proposal.

IRIS is an asset management dashboard that utilizes t h e C i t y ’ s asset data and performs asset management

calculations and analyses presented in the City’s asset management plan. IRIS will not replace any existing system

of records (i.e., GIS). In fact, IRIS is designed to supplement these systems by performing asset management


calculations that other systems cannot perform (i.e., future long-range capital funding need forecasts, cost of

ownership).

IRIS will be a tool the City can use to project the future maintenance, rehabilitation, and replacement needs,

understand its high-risk assets, understand the cost of ownership, calculate the appropriate budget required to

mitigate the high-risk assets, and identify assets estimated to require rehabilitation or replacement year-by-year,

asset-by-asset. With IRIS, the City will be able to easily tell its asset management story.

The following figure is an example of IRIS life cycle cost analysis window.

IRIS will use the City’s asset register and management strategies to calculate a life cycle cost of ownership for each

asset. IRIS will model financial requirements and average investment requirements for any planning horizon

chosen by the City, and it will identify the following for each year:

• Assets requiring action

• Type of action required (maintenance, rehabilitation, or replacement)

• Estimated cost for each asset action

• Estimated total budget required for each year

The long-range financial needs will be viewable at any level in the asset hierarchy (e.g., by facility, by park, by asset).

Where limited budget is a concern, IRIS will help the City prioritize the actions based on risk and provide a

minimum life cycle cost. This ensures all investments are prioritized and provides a transparent and consistent

way to communicate how effectively asset investments are being made.

The following figure an example of IRIS Replacement and Rehabilitation (R&R) cost projection. Each bar in this

graph can be clicked to show the list of assets and their associated attributes, type of activity (replacement or

rehabilitation), and the associated costs.


Task 6 Develop Asset Management Plan

With the completion of the risk, life-cycle cost, and cost of ownership analyses, Kayuga will document the project

in an asset management plan. An asset management plan is a long-range planning document that provides a

framework for understanding the assets an organization owns, services it provides, risks it assumes, and financial

investments it requires. An asset management plan can help an organization move from reactive to proactive

management of its physical and financial resources. This transition requires answers to the following questions:

• What is an asset? What is not an asset?

• Which assets need to be managed?

• What are the conditions of the assets?

• What maintenance and capital work is required? When and how much?

• How long until the assets need to be renewed?

• Which assets are critical?

• What levels of service must be provided?

• Are the current maintenance practices sufficient to sustain the service level?

• What is the total cost of ownership?

The answers to these questions will be addressed in the asset management plan.

Task 7 Review of the City's Capital Improvement Fund Policy

In this task, Kayuga will review the City’s current Capital Improvement Fund Policy and will compare it with the

output of the long-range R&R projection from the life cycle cost analysis in Task 5. Working together with City staff,

Kayuga will develop a funding scenario analysis to show the level of work backlog at different funding levels.

Through this exercise, the City will be able to answer the next asset management question: How much funding is

necessary to sustain the delivery of services?

The result of funding scenario analysis will be documented as an additional section in the Asset Management Plan.


Task 8 Develop a Capital Improvement Plan

The chosen funding scenario will be used to develop Capital Improvement Plan (CIP). The CIP package will be created based on the annual list of recommended replacement and rehabilitation projects, prioritized by their associated risk score, and bundled based on logical grouping (e.g., by park, by facility). The individual asset replacement and rehabilitation will be added to the CIP package until it reaches the maximum funding level for each year. The remaining unfunded activities will be rolled over to the following year. The CIP package will be developed for the 5-, 10-, 15-, and 20-year outlook. The final CIP packages will be documented as additional section in the Asset Management Plan. Task 9 Prepare Draft Assessment

The overall outcome of analyses outline above and the resulting draft of Asset Management Plan will be submitted and presented to the City Manager and City Council. Kayuga will provide the City with ample time to review the report and overall modelling results. As part of our deliverables, the City will receive login information to the IRIS database to enable in-depth review of the asset inventory and modelling results. Kayuga will also provide one training session for City staff on how to access, navigate, and extract data and modelling results from the IRIS database. Any comments and feedback will be compiled and adjustments to the model assumptions will be incorporated. Task 10 Prepare Final Report

Once all comments and feedback on the draft report are received and addressed, Kayuga will finalize the IRIS model and Asset Management Plan followed by presentation to the City Council.


Optional Tasks

The following Tasks 11 and 12 have been added as optional tasks based on the City’s request through Addendum No. 1 – Reserve Study Consultant Services.

Task 11 Visual ADA Survey

In accordance to the American with Disabilities Act (ADA), City facilities should be accessible to people with different types of disabilities. The identification of structural barriers in the City buildings, parks, and public right-of-way is a required element of accessibility. A visual ADA survey will be performed based on ADA Accessibility Guidelines (ADAAG). The ADA visual survey is limited to physical barriers related to assets inventoried in Task 1 of this project. The results of ADA visual assessment (e.g., compliant vs. not compliant) will be recorded and added to the IRIS database. Task 12 ADA Self-Evaluation & Transition Plan

The 1991 ADA law required all public entities, regardless of size, to evaluate all of their services, policies, and practices and to modify any that did not meet ADA requirements. However, small cities with less than 50 employees are not required to have a formal transition plan. They are still required to conduct a self-evaluation and remove any barriers in order to be ADA compliant. As such, the City of Westlake Village is only required to produce a self-evaluation and transition plan to show the commitment to comply with ADA requirements. In addition to the visual ADA survey completed in Task 11, the Self-Evaluation & Transition Plan will also include the plan to meet the ADA compliance requirements and the associated costs. The plan will be limited to physical barriers related to assets inventoried in Task 1 of this project. Other ADA requirements related to other City programs, activities, and services are excluded from this study.


4. Relevant Experience

Kayuga has been providing asset management services for numerous clients across California and in other states. Kayuga has helped develop asset inventory, asset valuation, condition assessment, risk assessment, life-cycle cost analyses, and asset management plans. In California, Kayuga has been working with the following clients:

• City of Pasadena

• City of Thousand Oaks

• City of San Diego

• City of Chula Vista

• City of Cupertino

• City of Livermore

• City of San Mateo

• County of Los Angeles

• Port of San Diego

• Valley Water (Formerly Santa Clara Valley Water District)

• Irvine Ranch Water District

• California Water Service

• Oro Loma Sanitary District

• Eastern Municipal Water District

The following tables provide a list of past projects with similar scope of work requested by the City of Westlake Village.

Client City of Pasadena, CA

Contact Hayden Melbourn Title Principal Engineer – Municipal Buildings, Parks, and Bridges

Address 100 Garfield Ave. Pasadena, CA 91101

Email / Phone

[email protected] (626) 744-7345

Project Title Park Asset Inventory and Condition Assessment

Project Schedule March 2019 to October 2019 Firm’s Role Subconsultant

Project Description

The City of Pasadena conducted a comprehensive inventory and condition assessment of assets located in 24 of its parks. Through the master plan, the City had a good grasp of the size and type of parks it needed to plan for in the future. However, to continually sustain the high-level delivery of services, the City wanted to get a better understanding of which assets needed to be replaced at what parks. In order to find answer, the City contracted Kayuga to perform asset inventory for parks and restroom facilities, assess the general condition of the inventoried assets, develop a data foundation for asset management, identify immediate and future asset maintenance, rehabilitation, and replacement needs, and estimate the funding required over the next 10 years to make sure the current level of service is maintained at the parks. With this project, the City was able to establish a sound GIS and CMMS data foundation, execute immediate maintenance needs, plan for future asset replacement needs, and understand cost of service to sustain the delivery of services. The key tasks of this project were:

• Define and identify an asset

• Record asset attributes (e.g., size, type, material), including GPS coordinates

• Take pictures of each asset

• Identify immediate and future maintenance or replacement needs

• Develop a comprehensive asset database

• Develop GIS feature classes and maps

• Provide ADA assessment of restrooms, parking lots, and curb ramps

• Develop a comprehensive report that documents the findings

Project Outcomes & Benefits

• Asset inventory

• Develop GIS layers for park asset

• Asset management data foundation

• Condition assessment

• Identification of immediate and future asset replacement needs

• State of the asset report


Client Town of Addison, TX

Contact Kingsley Obinna Title GIS Manager

Address 16801Westgrove Dr. Addison, TX 75001

Email / phone [email protected] (972) 450-2858

Project Title Citywide Asset Management Program Development

Project Schedule August 2017 to Current Firm’s Role Lead (No Subconsultants)

Project Description

The Town of Addison (Town) is embarking on developing and implementing a comprehensive Townwide asset management program to gain better understanding of the current and future asset needs, asset risk profile, appropriate levels of service, cost to provide services, and financial and resource requirements to sustain the delivery of services. The Townwide asset management plan includes everything the Town owns and manages. The work started with developing a solid asset database foundation. This included consolidating and verifying existing asset information in GIS and other sources (e.g., Excel workbooks). Most of the Town’s asset systems (e.g., parks, buildings, roadways, airport) required on-site inventory of the assets. Kayuga performed the asset inventory by collecting various attributes for each asset (e.g., GPS coordinates, asset type, material, condition, photo). Kayuga verified the location accuracy recorded for each asset using external antennas and high-accuracy imagery. With the database established, the Town incorporated numerous asset management methodologies to develop its asset management story. In order to build credibility, it was essential that the story was backed by sound data. Kayuga was instrumental in helping the Town develop the asset database and perform big data analytics to provide the necessary information required to support asset management decisions. Key tasks involved in developing the Townwide asset management plan were as follows:

• Data gap analysis

• Asset inventory

• Asset database development

• Asset valuation

• Asset criticality analysis

• Risk analysis

• Life-cycle cost analysis

A web-based enterprise asset management software (i.e., IRIS) was deployed to automate the asset management process. IRIS was connected to the Town’s GIS and CMMS to highlight poor condition assets, high risk assets, and financial requirements for replacement and rehabilitation. IRIS generated list of assets and budget for CIPs. Integration with CMMS allows IRIS to provide a real-time update of the asset condition, risk, and financial profile. Asset inventory and condition assessment were performed for the following asset types:

• Parks/Trails

• Buildings

• Roadway (Sidewalks, Curb and Gutter, Signage, Curb Ramps, Traffic Signals, Street Lights, Pavement)

• Landscape Areas

• Water

• Wastewater

• Stormwater

• Bridges (Pedestrian and Vehicular)

• Airport

• Fleet


• Asset inventory

• GIS layers

• Asset data foundation for CMMS

• Real-time analysis of asset health, risk, and funding requirements (IRIS)

Client City of Livermore, CA

Contact Debbie Bell Title Project Manager

Address 3500 Robertson Park Road, Livermore, CA 94550

Email / Phone


Project Title Citywide Asset Management Program Development

Project Schedule February 2015 to Current Firm’s Role Lead (No Subconsultants)

Project Description

The City of Livermore (City) wants to become a progressive, forward-thinking city. In alignment with the expectations of its highly-educated residents, the City decided to embark on developing a leading-edge asset management program. The program’s goal is to clearly document and communicate the state of infrastructure and the future needs. The asset


management program covers streets, sidewalks, traffic signals, street lights, parks, landscape areas, urban forestry, buildings, storm drains, water, wastewater, recycled water, and golf courses. For each management system, Kayuga inventoried assets and performed condition assessment to document immediate and future needs. The City had existing data for some of its assets. For many of its asset systems, however, the City needed to build a database of the assets for which it was responsible. The inventory process included on-site collection of asset data, including asset type, size, GPS coordinates, condition, and photos. GPS coordinates were recorded using ArcCollector with the help of high-accuracy technology (e.g., external antenna, Nearmap imagery). Levels of service were also established, and the budget required to meet the levels of service was projected. Life cycle cost analysis was performed utilizing Kayuga’s IRIS for each asset of each management system. Projected future budgetary needs to meet the levels of service were calculated. Where the needs exceeded the budget, assets were prioritized by risk to ensure maximum benefit. Policy recommendations were developed for the City Council’s approval. These policies aim to manage risk for the City and provide a sustainable solution to the City’s growing infrastructure problem. The City’s asset management program is a continued improvement process. Every year, Kayuga helps to review the asset management processes and practices and helps to set targets for continual advancement. Key tasks involved in developing the citywide asset management plan were as follows:

• Data gap analysis

• Asset inventory

• Asset database development

• Asset valuation

• Asset criticality analysis

• Risk analysis

• Life-cycle cost analysis

•

Asset inventory and condition assessment were performed for the following asset types:

• Parks/Trails

• Buildings

• Roadway (Sidewalks, Curb and Gutter, Signage, Curb Ramps, Traffic Signals, Street Lights)

• Walls

• Landscape Areas

• Water

• Wastewater

• Recycled water

• Stormwater

• Golf course

• Trees

• Bridges (Pedestrian and Vehicular)


• Asset inventory





• Asset management plans

• Comprehensive asset management software

Client City of Amarillo, TX

Contact Michael Kashuba Title Director of Parks & Recreation

Address 509 S.E. Seventh Ave Amarillo, TX 79105

Email / Phone


Project Title Parks and Recreation Asset Management Plan

Project Schedule January 2019 to July 2020 Firm’s Role Lead (No Subconsultants)

Project Description

The City of Amarillo (City) embarked on developing and implementing a comprehensive asset management plan to gain better understanding of the current and future asset needs, asset risk profile, appropriate levels of service, cost to provide service, and financial and resource requirements needed to sustain the delivery of parks and recreation services. The City owns and manages over 50 parks, facilities, and trails. As part of this effort, the City requested assistance from Kayuga in developing an asset management plan that would establish the data foundation, document the current state of its assets, predict its future immediate and long-range asset needs, and provide data backed justification. The City wanted a clear understanding of current asset issues, budgetary gaps, risk profile, and long-range financial requirements to sustain the delivery of services. The City contracted Kayuga to perform asset inventory and condition assessment. Kayuga helped to document the assets


owned and managed, identify immediate and long-term asset needs, estimate replacement costs, develop life-cycle cost logic, perform risk assessment, and identify high risk assets for all of the City assets. These steps provided the City with guidance in comprehending the appropriate budget required to address the high-risk assets and sustain the delivery of asset services. In addition, the asset database provided a solid foundation to effectively manage their assets. With the asset management plan, the City is able to proactively manage and budget its future asset management needs. The City’s asset management plan included the following systems:

• Parks

• Trails

• Sport Facilities

• Recreation Facilities

• Golf Courses

• Tennis Center

• Community Pools

• Zoo


• Asset inventory





• State of the asset report

Client City of Chula Vista, CA

Contact Richard Hopkins, PE Title Director of Public Works (Former)

Address 1800 Maxwell Road Chula Vista, CA 91911

Project Title Citywide Asset Management Plan

Project Schedule February 2015 to December 2017 Firm’s Role Lead (No Subconsultants)

Project Description

The City of Chula Vista (City) was hit hard during the late 2000’s economic downturn. As housing development activity

stopped, the City lost revenue and as a result had to let numerous City staff go. This reduction in funding and resources

resulted in the City’s struggle to properly fund infrastructure needs. Work backlog accumulated, the infrastructure quickly

deteriorated, and the City could not provide many services it once offered. In order to address the growing infrastructure

problem, the City needed a new mechanism to help fund the repair and rehabilitation of its infrastructure.

The City Council decided to enact a funding measure, Measure P, to help address the high priority infrastructure projects.

Measure P authorized a temporary ½ cent sales tax increase for a period of 10 years. It allowed the City to generate an

estimated $16 million per year to help address the infrastructure issues. On November 8, 2016, the voters approved

Measure P and began the City’s infrastructure revitalization process. More information on Measure P can be found at

http://www.chulavistaca.gov/departments/public-works/infrastructure.

A key success factor in getting Measure P approved was through the implementation of an asset management program. For

each infrastructure management system (i.e., roadway, buildings, parks, urban forestry, drainage, wastewater collection),

the City developed an asset management plan that documented what the City owned and managed, the general state of the

asset, current and future needs of the asset, risk exposure, and the funding required to mitigate the highest risk assets. The

City selected Kayuga to assist in the development of asset management plans for each management system and

communicate the infrastructure needs to the public, advisory groups, and the Council. One of Kayuga’s main objectives was

to develop a data-backed justification to support the infrastructure needs.

Working closely with the City, Kayuga helped to identify immediate needs, as well as preservation and restoration needs for

each management system. Assets were inventoried, and information such as type, size, material, condition, GPS coordinates

(where appropriate), and pictures were recorded. During the process of condition assessment, immediate and future needs

were identified, documented, and communicated to the City. The collected data was compiled in a central asset database,

the asset register. The asset register was not only used as the basis for life cycle cost and risk analyses, but also established

the data foundation for the City’s maintenance management system (Lucity). The life cycle cost analysis determined the

future, long-term asset renewal needs.

Life cycle analyses were conducted using Kayuga’s asset management software, IRIS (Infrastructure Reinvestment

Intelligence System). This software is capable of incorporating the developed asset register and life cycle cost logics to


calculate the life cycle cost of ownership and activities (maintenance, renewal) for each asset in the asset register. For every

year, Kayuga was able to identify assets requiring maintenance and/or renewal. In addition, Kayuga was able to help address

the limited budget by prioritizing the needs based on risk. With these analyses, the City was able to identify the budget

required to sustain the service level of each asset management system.


• Asset inventory






• Comprehensive asset management software (IRIS)

Client Livermore Area Park and Recreation District, CA

Contact Bruce Aizawa Title Parks and Facilities Manager

Address 4444 East Avenue Livermore, CA 94550

Email / Phone

[email protected] 925-373-5786

Project Title LARPD Parks Asset Management Plan

Project Schedule June 2016 – July 2017 Firm’s Role Lead (No Subconsultants)

Project Description

The Livermore Area Recreation and Park District (LARPD) is a multifaceted agency created in 1947. It provides recreation and park services for a 245-square-mile area serving over 115,000 people and manages over 40 parks, facilities, trails, and sites. LARPD wanted to enhance its asset management practices to promote effective use of financial and physical resources and to develop a proactive approach to asset management. As part of this effort, LARPD requested assistance from Kayuga in developing an asset management plan that would establish the data foundation, document the current state of its assets, predict its future immediate and long-range asset needs, and provide data backed justification. LARPD wanted a clear understanding of current asset issues, budgetary gaps, risk profile, and long-range financial requirements to sustain the delivery of services. LARPD contracted Kayuga to perform asset inventory and condition assessment. Kayuga helped to document the assets owned and managed, identify immediate and long-term asset needs, estimate replacement costs, develop life-cycle cost logic, perform risk assessment, and identify high risk assets for all of LARPD assets. These steps provided LARPD with guidance in comprehending the appropriate budget required to address the high-risk assets and sustain the delivery of asset services. In addition, the asset database provided a solid foundation to effectively manage their assets. With the asset management plan, LARPD is able to proactively manage and budget its future asset management needs. LARPD’s asset management plan included the following systems: • Buildings/Recreation Facilities

• Campground (Camp Shelly in South Lake Tahoe)

• Vehicles and Equipment

• Parks

• Trails


• Asset inventory

• Develop GIS layers for park assets





• Comprehensive asset management software (IRIS)


5. Project Team

For this project, the Kayuga project team will be led by Colin Chung and supported by Iday Syachrani and Charisse Kimura. The same team has been working together on multiple projects similar in scope to the City of Westlake Village RFP. The following section describes each team member’s role, qualifications, and relevant experience.

Colin Chung, PhD Project Lead / Principal Management Consultant

Colin is the Founder and President of Kayuga Solution. Colin has been involved in asset management research,

education, and application for about 20 years. He is one of the first recipients of a doctorate degree in the field

of Asset Management. While in his graduate program, Colin made significant research advancements in

developing and implementing new asset management concepts and methodologies. Today, Colin continues to

actively engage in asset management advancement. He is an asset management planning lead for numerous

professional organizations and serves as an external advisor for graduate students at domestic and international

universities.

Colin developed asset management plans for numerous clients around the world. The asset management plan

provided a complete picture of an organization’s asset portfolio and demonstrated its capacity and capability to

implement and manage its assets. The plans documented the assets owned and managed, levels of service,

valuation, risk assessment, and long-range rehabilitation and replacement funding requirements. The plans

were then used to communicate the future needs with decision makers and stakeholders. Asset management

plans were developed for numerous asset types (e.g., treatment plants, collection and distribution systems,

storm water systems, storage systems, facilities, fleet, roadway, parks, urban forestry). The specific tasks

included establishing levels of service, asset register, asset hierarchy, asset valuation, condition assessment, risk

analysis, and long-range capital funding analyses. For some projects, the identified future work was compared

and contrasted to the current workforce to assess resource limitations (FTE Analyses). Colin has been involved

in current or past asset management plan creation for the following clients:

• Town of Addison, TX

• Manitowoc Public Utilities, WI

• City of Chula Vista, CA

• City of Livermore, CA

• Port of San Diego, CA

• Livermore Area Parks and Recreation District, CA

• City of Thousand Oaks, CA

• City of Corvallis, OR

• Irvine Ranch Water District, CA

• City of Cupertino, CA

• Port of Rotterdam, The Netherlands

• City of Carlsbad, CA

• Orange County Sanitation District, CA

• City of Chino Hills, CA

• City of Amarillo, TX

• City of Santa Monica, CA

• City of San Diego, CA

• Eastern Municipal Water District, CA

• Santa Clara Valley Water District, CA

• City of Portland, OR

• Highline Water District, WA

• Johnson County Wastewater, KS

• Albuquerque Bernalillo County Water Utility Authority, NM

• Washington Suburban Sanitary Commission, MD

• East Bay Dischargers Authority, CA

• City of Seoul, South Korea

• City of Gwangju, South Korea

Iday Syachrani, PhD. Principal Management Consultant

Iday has over 10 years of experience. He started his asset management experience as a researcher at Oklahoma

State University. During his time there, he led the efforts in developing deterioration models that scientifically

quantify the decay characteristics of infrastructure assets. Iday specializes in analyzing condition data to


Iday Syachrani, PhD. Principal Management Consultant

improve the accuracy of the estimation of remaining effective life and risk. As a project manager, Iday

frequently leads large and leading-edge asset management projects. Incorporating his sound fundamental

understanding of asset management framework, research skillset, and project management experience, Iday

was successful in delivering these key projects. His area of asset management specialization includes assisting

clients in performing remaining asset life calculation, risk assessment, life cycle cost projection, and project

validation and prioritization. Iday also successfully helped to develop asset management tools that effectively

and efficiently facilitate asset management decisions. Lately, Iday has been helping clients initiate their

Enterprise Asset Management (EAM) Programs. From field inventory and development of an asset register to

EAM selection, procurement, and implementation, he has helped clients to make the right decisions toward

achieving their asset management goals. Iday has numerous published papers in periodicals that further

document and support his asset management experiences. Iday has assisted in the development of asset

management plans or provided asset management program development efforts for the following clients:


• City of Amarillo, TX









• Santa Clara Valley Water District, CA

• Highline Water District, WA

• Johnson County Wastewater, KS

• Washington Suburban Sanitary Commission, MD


• City of Chino Hills, CA


Charisse Kimura Senior Management Consultant

Charisse has over 5 years of experience supporting the asset management program development team in

multiple ways. Charisse utilizes her sound analytical skills to assist in the collection and preparation of asset

data. These tasks include on-site field data collection, condition assessment, development of asset registers.

Charisse has also helped multiple clients with risk assessment, life cycle cost analyses, and funding and work

resource (FTE) analyses.

The key purpose of an asset management plan is to document the current state, communicate future needs,

and develop a sustainable plan of action for the assets. As an experienced technical writer and editor, Charisse

also plays a critical role in helping to tell each client’s asset management story. From preparing presentations to

writing asset management plans, Charisse works with Kayuga’s principal management consultants to ensure the

proper communication and delivery of asset management solutions.

Charisse has helped developed asset management plans or has assisted in the development of an asset

management program for the following clients:





• Livermore Area Parks and Recreation District, CA








• Port of Rotterdam, The Netherlands


6. Cost Proposal & Schedule

The proposed total costs to delivered the scope of work in the RFP is $49,080. An additional cost estimate of $12,600 is proposed for the optional tasks. The total cost to deliver all tasks is $61,680. The detailed breakdown of tasks, hours, and costs is provided in the following table.

The fully burdened hourly rates by employee classification is provided in the following table. This rate is valid through the end of the project.

No. Classification Fully Burdened

Hourly Rate

1 Principal Management Consultant $195.00

2 Senior Management Consultant $165.00

3 Management Consultant $125.00

4 Asset Management Specialist $110.00

Principal

Consultant

Senior

Consultant

$195.00 $165.00

Task 0 Project Management Kickoff meeting, progress meetings 4 4 $ 780

Task 1 Asset Inventory and Condition Assessment GIS database 24 48 72 $ 12,600

Task 2 Estimate Replacement Cost 8 16 24 $ 4,200

Task 3 Perform Risk Assessment 1 workshop 8 24 32 $ 5,520

Task 4 Determine the Desired Level of Service 8 8 16 $ 2,880

Task 5 Perform Life Cycle Cost and Cost of Ownership Analyses IRIS database 16 32 48 $ 8,400

Task 6 Develop Asset Management Plan 8 16 24 $ 4,200

Task 7 Review of the City's Capital Improvement Fund Policy 4 4 $ 780

Task 8 Develop a Capital Improvement Plan 5-, 10-, 15-, and 20-year CIP 4 8 12 $ 2,100

Task 9 Prepare Draft Assessment Draft report and presentation 8 24 32 $ 5,520

Task 10 Prepare Final Report Final report and presentation 4 8 12 $ 2,100

Sub Total Tasks (0-10) 96 184 280 $ 49,080

Optional TasksTask 11 Visual ADA Survey 16 24 40 $ 7,080

Task 12 ADA Self Assessment & Transition Plan 8 24 32 $ 5,520

Sub Total (Tasks 11-12) 24 48 72 $ 12,600

Total (Tasks 0-12) 120 232 352 $ 61,680

Tasks Description Deliverables

Total Hours

Total CostTotal Hours

New

Business 1 - Attachment 3 of 32

The estimated time to complete this project is 5 months. This includes an ample time for the City to review and to accommodate City Council meeting schedule

as listed in the RFP.

Note: Work days are calculated by excluding weekends and California public holidays.

Task 0 Project Management 4 85

Task 1 Asset Inventory and Condition Assessment 72 10

Task 2 Estimate Replacement Cost 24 5

Task 3 Perform Risk Assessment 32 10

Task 4 Determine the Desired Level of Service 16 3

Task 5 Perform Life Cycle Cost and Cost of Ownership Analyses 48 25

Task 6 Develop Asset Management Plan 24 15

Task 7 Review of the City's Capital Improvement Fund Policy 4 5

Task 8 Develop a Capital Improvement Plan 12 10

Task 9 Prepare Draft Assessment & Presentation 32 15 *

Task 10 Prepare Final Report & Presentation 12 15 *

Optional TasksTask 11 Visual ADA Survey 40

Task 12 ADA Self Assessment & Transition Plan 32

Total

Hours

Work

DaysTasks Description

September November December January

2021 2022

October

New

Business 1 - Attachment 3 of 32

7. Project References

The following table provides a listing of five (5) client references where similar services were provided, including client name, length of time Kayuga firm provided services, contact personnel, address, and telephone number.

No. Client & Project Name Project Duration Contact Information

1 City of Pasadena, CA “Park Asset Inventory and Condition Assessment”

March 2019 to October 2019

Hayden Melbourn Principal Engineer – Municipal Buildings, Parks, and Bridges 100 Garfield Ave., Pasadena, CA 91101, [email protected] (626) 744-7345

2 Town of Addison, TX “Citywide Asset Management Program Development”

August 2017 to Current (Multiple contracts for different asset systems)

Kingsley Obinna GIS Manager 16801Westgrove Dr., Addison, TX 75001 [email protected] (972) 450-2858

3 City of Livermore, CA “Citywide Asset Management Program Development”

November 2015 to Current (Multiple contracts for different asset systems)

Debbie Bell Project Manager 3500 Robertson Park Road, Livermore, CA 94550 [email protected] (925) 960-8024

4 City of Amarillo, TX “Parks and Recreation Asset Management Plan”

November 2018 to December 2019

Michael Kashuba Director of Parks & Recreation 509 S.E. Seventh Ave, Amarillo, TX 79105 [email protected] (806) 378-3037

5 Livermore Area Recreation and Park District, CA “Asset Management Plan”

June 2016 to July 2017

Bruce Aizawa Parks and Facilities Manager [email protected] 925-373-5786


8. Acknowledgement of Receipt of Addendum

Kayuga acknowledged the receipt of the Addendum No. 1 – Reserve Study Consultant Services dated August 2, 2021. A signed acknowledgement of this addendum is attached.


FACSIMILE TRANSMISSION

TO: PROPOSAL LIST / WEBSITE LIST

FROM: Roxanne Hughes, City Engineer

DATE: August 2, 2021

SUBJECT: Addendum No. 1 – Reserve Study Consultant Services

Enclosed is Addendum No. 1 for the Request for Proposals for Reserve Study Consultant Services. This email is the only copy being issued. This document is available at www.wlv.org.

The following additions and/or corrections shall become a part of the Request for Proposals for the above-named project. All proposers shall sign the acknowledgement of this addendum at the bottom of this document, and submit with their proposal

The following are answers to the Bid Period Questions received :

1. Question: Can the City please provide a list of the buildings (with their squarefootage) and parks (with their acreage) that are part of the project? Ideally this listwould also include addresses and year of construction.

Answer: See attached list.Please also see City website at: https://www.wlv.org/Facilities?clear=True foradditional information on City Parks. There are small building infrastructure withinCity Parks that need to be inventoried as a part of this Reserve Study.

2. Question: Regarding accessibility (page 6 of RFP): Does the City need a limitedvisual ADA Survey or a Title II / ADA Transition Plan?

Answer: Please provide cost alternatives for both options.

3. Is the City using a work-order system? Which CMMS does the City use?

Answer: No the City does not use an internal work order system. We contractsome maintenance services with LA County DPW and submit work orders throughtheir service request system. All internal work is done via contracts.

WESTLAKE VILLAGE 31200 Oak Crest Drive

Westlake Village, CA 91361 Fax (818) 706-1391

(818) 706-1613


http://www.wlv.org/

https://www.wlv.org/Facilities?clear=True

Colin Chung, President


reserve study consultant services

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