Douglas County, Nevada Request for Qualifications Douglas County Public Works Asset Management Plan

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1 Douglas County, Nevada Request for Qualifications Douglas County Public Works Asset Management Plan Douglas County, Nevada ( County ) is soliciting Statement of Qualifications (SOQ) from qualified firms to provide professional services for the completion of a long-range Asset Management Plan for Douglas County Public Works in Douglas County, Nevada. SOQ s shall be in accordance with the requirements set forth in this Request for Qualifications (RFQ). One (1) electronic file and one (1) hard copy of the SOQ package must be submitted on or before 2:00 PM on Thursday, January 14, They can be mailed or hand delivered to the Douglas County Public Works Department, Attn: Ron Roman, 1120 Airport Rd. #F-2, PO Box 218, Minden, NV Statements of Qualifications shall be sent in a sealed envelope and clearly marked: SOQ Asset Management Plan in the lower corner. Questions regarding this solicitation should be directed to Ron Roman at or A non-mandatory informational meeting will be held Wednesday, December 16, 2015, at 10:00 AM at Douglas County Public Works (1120 Airport Rd #F-2, Minden, NV) to discuss the project. The selected firm will be a full-service Engineering Consultant with expertise in water / wastewater utility, stormwater, building facility, and fleet asset management and operations. The Consultant must possess a demonstrated record of success, expertise and experience in planning, designing, integrating, and implementing asset management programs to include but not be limited to the following: Water / wastewater utility, stormwater, building facility and fleet asset management planning and best practices Information technology systems and data management practices commonly used in support of asset management Business process assessment and improvement Condition assessment and determining assets remaining useful life Operations and maintenance practice improvement Criticality assessment Forecasting asset renewal alternatives and financial requirements. Refer to the following information for specific instruction and information pertaining to the SOQ and proposed project. 1. Project Overview Douglas County is soliciting proposals from qualified firms to provide professional services to assist in developing an Asset Management Plan to address facility condition assessment, asset-related systems integration and process improvement including work orders. The goal is to create a program to costeffectively optimize infrastructure management of agency facilities and assets across their life cycles using condition assessments, predictive analysis, system integration, process improvement, change management and life-cycle planning and analysis. Douglas County is using ESRI GIS for asset location and basic attribute data consistent with the ESRI data schemas. Douglas County Public Works owns and operates numerous water and wastewater systems in Carson Valley and Lake Tahoe Nevada. Within these system there are over 60 active water sites (23 tanks, 18 production wells, 15 pump stations, and 5 water treatment plants) located in Carson Valley and Lake 1 of 6

2 Tahoe and 16 active wastewater sites (14 lift stations and 2 wastewater treatment plants) located in Carson Valley, in addition to the sewer collection (50 miles of gravity sewer and 25 miles of force mains) and water distribution systems (137 miles). Douglas County is also in the process of implementing a condition assessment of gravity sewer mains utilizing (NASSCO Performance Specification Guidelines for Pipe Condition Assessment Using CCTC), and utilizes MicroPAVER for pavement condition assessment and pavement management. Douglas County also owns and maintains 22 buildings, 620 vehicles and equipment, 17 traffic signals, 155 street lights, 6 school flashers, and roadway signs. The County currently uses a paper based system for facility maintenance, and Square Rigger for vehicles. The County is ultimately seeking technology solutions that fully integrate with ESRI GIS in office and mobile platforms. 2. Contract Phasing The County envisions a phased approach to development of an Asset Management Plan. The initial contract will be for Phases 1, 2 and 3 to prepare a needs analysis and roadmap for moving forward. Upon completion of Phases 1, 2, and 3 and an evaluation of budget needs and available budget, the County may proceed with Phases 4, 5 and 6. The County has a budget of $50,000 to complete Phases 1, 2 and 3. Phase 1 Project Planning and Goal Setting. Review with agency personnel asset management best practices and how other comparable utilities are applying these practices. Work with agency personnel to establish an overall vision for asset management and to formalize objectives and policies to provide the basis for a comprehensive asset management culture at the agency. This should include a process to assess the asset management IQ of agency personnel. Phase 2 Data Gathering and Analysis. Assess existing practices and resources at the agency, and evaluate and understand existing asset management practices as compared to industry best practices. Evaluate and inventory existing facility assets, data, data systems (including manual / paper systems), software tools, office and mobile hardware / software / technology, business processes, policies and staffing of the agency to manage its assets. Develop a technical memorandum documenting existing asset management practices and include written descriptions, workflow charts, etc. Phase 3 Gap Analysis and Needs Assessment. Based on data collected, interviews, and objectives and goals, assess current practices to asset management best practices. Identify gaps in asset management processes, plans, information systems, and operational activities, prioritize critical areas of focus, summarize findings for work to date and provide recommendations for next steps to achieve asset management improvements and estimate resource requirements to execute those recommendations. The deliverables are expected to provide the agency with a roadmap to implement asset management best practices. Phase 4 Technology and Software Plan. Meet with agency staff to identify deficiencies (e.g. operational, hardware, software) and determine the necessary changes and improvements within the areas of agency organization, data management, hardware and software tools, policies, data integration requirements, reporting, and staffing to be able to provide effective life cycle asset management of agency assets. Evaluate available management tools and software against the needs and goals of the agency. Develop alternatives for asset management software applications that can hold asset inventory and assessment data in open-source environments to meet agency objectives and that fully integrate with ESRI GIS. Prepare a technology and software plan summarizing alternatives and recommendations for asset management software and office and mobile technology, and fiscal requirements. 2 of 6

3 Phase 5 Implementation Plan and Pilot Test. After developing the Technology and Software Plan, the firm shall work with the agency on a pilot implementation of selected assets to evaluate the work process, information exchange, etc. The objective of Phase 5 is to determine further revisions of the Plan prior to full implementation in Phase 6. Phase 5 tasks may include the following: 1. Application/Software Procurement 2. Pilot Program for Asset Inventory and Condition Assessment a. Test and refine assessment checklists, templates and procedures. b. Conduct an assessment of the following: i. Douglas County Water and sewer facilities are the priority for Douglas County. Based on the results of the gap analysis, needs assessment, and staffing, a small group or class of assets will be identified for initial implementation. c. Test asset management applications / software and confirm adequacy for full implementation. d. Revise and update the Plan and implementation strategies based on pilot program experience. 3. Formulate Implementation Strategy for Asset Management Plan a. Estimate staffing, cost and resource requirements for all one-time capital and on-going implementation activities and services and prepare an implementation proposal. Phase 6 Full Implementation. Phase 6 will be implementation of a comprehensive asset management program including asset inventory, condition assessment and the tasks discussed below. Both the firm and the agency are expected to participate in this effort based on the findings and recommendations of the Technology and Software Plan and pilot program. 1. Create Asset Management Stakeholder/Steering Committee Structure a. Establish a cross-departmental stakeholder committee to guide the development and implementation of a comprehensive asset management program. b. Develop a governance structure to ensure the sustainability of the asset management programs and practices. 2. Execute Asset Condition Assessments a. Implement condition assessments for agency assets based on protocol from the pilot program. 3. Implement Asset Management Hardware and Software Applications a. Procure recommended hardware to support office and mobile access. b. Procure recommended software applications and programming to integrate with ESRI GIS. 4. Integrate Systems a. Migrate pertinent systems and data 3 of 6

4 b. Perform customization, testing trouble shooting and deployment. 5. Develop Reporting and Analysis a. Create reporting templates based on prior assessment with agency staff. b. Finalize five, ten and twenty-year renewal and replacement forecasts and recommendations. 6. Provide Training to Agency Staff a. Enable the agency team to continue to perform assessments over time. b. Provide training to staff on revised procedures and best practices through workshops, inperson and phone support, as well as through written instruction. c. Manage user and stakeholder communications, including need assessments, briefing, reports and presentations. 7. Establish Business Process Changes, Data Management and Standardization a. Establish business process changes using workflow analysis, business process mapping and feedback from committees and user groups. b. Develop procedures for expanding and maintaining the accuracy of the asset inventory. c. Develop standards and maintenance procedures for both existing and new asset data. d. Implement the following tasks: i. Asset Inventory - Create an asset inventory structure that holds both new and existing asset information. Create asset assessment forms to document asset condition and remaining useful life. Construct data models to inventory the assets. Determine assets to include based on cost, criticality and other criteria. Recommend industry best practices and data needs for future inventory. ii. Facility Assessment - Establish a facility assessment program to include preventative maintenance, condition, functionality, operational risk, remaining useful life, failure rates and consequences, and repair/replacement costs. iii. Analysis Reporting Tools and Best Practices - Establish metrics for short and long-term maintenance, capital planning, financial forecasting and life cycle cost planning. Based on agency factors, determine failure curves for various asset types that are specific to the agencies. Work with agency staff to set up key performance indicators. iv. Defensible Decision Support - Develop solutions for policy-based decision making. Prioritize agency competing factors by developing decision matrices and supporting reports. Utilize budget programming and capital needs analysis. Work with staff to develop acceptable decision criteria. v. Business Process Change Management - Develop methods / process for data capture, condition assessment, and data management. Identify workflows to maintain and update data in the centralized asset management system. vi. Ongoing Implementation - Establish a cross-departments stakeholder steering committee to monitor and support asset management on issues, progress, and new initiatives. Establish work teams to support asset management improvement projects and activities. 4 of 6

5 vii. Facilities Evaluation Report - Deliver an evaluation report for five, ten and twenty-year time horizons based on facility condition assessments, including descriptions of the current conditions and deficiencies of the facilities as well as renewal and replacement options. Work with staff to develop an approach for prioritizing an overall renewal and replacement schedule. The firm selected to complete the work will be required to provide all of the labor, materials, and equipment to complete the tasks that will make up the Scope of Work. The final Scope of Work will be negotiated with the selected consultant. Douglas County Public Works will provide the selected consultant access to facilities, staff, available data, and available software / hardware information as needed throughout the project. It is anticipated that the selected consultant will complete interim technical memorandum or updates for County review during the project. This interim information will be included in the final Plan for final review, modification, and approval by agency staff. The final Plan must be sealed and signed by a Professional Engineer licensed in the State of Nevada. 3. Statement of Qualifications Requirements Each Statement of Qualifications shall be completed on Standard Form 330 (http://www.gsa.gov/portal/forms/type/sf -- Architect-Engineer Qualifications) and should be limited to a total length of twenty (20) double-sided pages (excluding cover, dividers, and expanded resumes included in an appendix). Part 1 Contract Specific Qualifications shall be limited to twenty (20) pages. Part II General Qualifications shall be limited to five (5) pages. No fee schedule or proposed cost to complete the work shall be included with the submission. A statement indicating any conflicts of interest (direct relationship with asset management software companies, etc.) should be included with the SOQ package (this does not count towards the total page count). Douglas County s Standard Contract is available from Douglas County Public Works prior to submission of Statements of Qualifications. 4. General Information 4.1. A County Review and Selection Committee will evaluate the SOQ s. The Review and Selection Committee will use a point formula during the review process. Based on the composite scores, a list of Proposers will be selected by the Committee, and arranged in descending order of the composite scores. The following categories will be evaluated in the selection process: Qualifications of firm to provide service and ability to satisfactorily complete the project. Professional qualifications of individuals to be assigned to project. Demonstrated experience of the Firm and individuals to be assigned to the project with water / wastewater, facility and fleet asset management projects of similar scope and size. Proposed organization of the project team During evaluation, the Committee reserves the right, where it may serve the County s best interest, to request additional information or clarification from the Consulting Firm, or to allow corrections of errors or omissions At the discretion of the Review and Selection Committee, proposals and/or oral interviews of Consultants that are deemed qualified by the Committee may be requested. The Selection and Review Committee may also select a Consultant based on the SOQ s. 5 of 6

6 4.4. Submission of a SOQ indicates acceptance by the Consulting Firm of the conditions contained in this Request for a SOQ, unless clearly and specifically noted in the SOQ submitted and confirmed in the resultant contract between Douglas County and the Firm selected Until the receipt and opening of SOQs, the proposer's principal contact with Douglas County is listed below. All questions shall be submitted in writing and Proposers will receive copies of all questions and answers. Questions will only be received through January 5, Ron Roman Douglas County Public Works P.O. Box Airport Road #F-2 Minden, NV Award of Contract The County Manager or County Commissioners will make the final contract award after the Public Works Department has successfully negotiated the scope of work and fees of the Consulting Firm. In all instances, a decision rendered by the Douglas County Manager or County Commissioners shall be deemed final. 6. Withdrawal of SOQs Requests to withdraw SOQs received after the time and date set for opening and acknowledging SOQs will not be considered. 7. Objection by Unsuccessful Proposer Any unsuccessful Proposer may file an objection to the County regarding the Review and Selection Committee s selection. Any objection shall be written and submitted to Douglas County Public Works, a within three (3) days (72 hours) of when the County notices firms of the Review and Selection Committee selection and recommendation for a contract award. Any late objection will be rejected. 8. Terms and Conditions Douglas County reserves the right to reject any and all Proposals and to waive irregularities and informalities in the submittal and evaluation process. The County does not intend to and is under no obligation to pay any costs incurred by respondents in the preparation and submission of a Proposal. This solicitation does not obligate the County to accept or contract for any expressed or implied services. Furthermore, the County reserves the right to award the contract to the next most qualified Consultant if the selected Consultant is unable to negotiate or execute a contract within thirty (30) days after the award of the proposal. The successful proposer will be required to execute and comply with the terms and conditions of Douglas County s standard contract and provide insurance coverage including liability insurance, worker s compensation and professional liability insurance. Douglas County reserves the right to terminate the contract if the Consultant does not perform as required by the terms of the contract. Reasons for termination may include failure to provide sufficient personnel as identified in the RFQ, failure to provide the principal Team as submitted, and substitution of the Team or other identified personnel without prior approval of Douglas County. 6 of 6

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