5. SDI Work and Asset Management System Needs Assessment Report

City of Pasadena

Work and Asset
Management System

Needs Assessment Report

Prepared by

Submitted: February 28, 2020
Draft Revision: June 1, 2022

City of Pasadena

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Work and Asset Management Needs Assessment Report February 28, 2020 Revision: June 1, 2022
City of Anaheim Public Utilities

TABLE OF CONTENTS
1 Executive Summary ............................................................................................................................... 1

1.1 Introduction .................................................................................................................................. 1

1.2 Project Scope and Approach ......................................................................................................... 2

1.3 Current WAMS Environment Review ............................................................................................ 3

1.4 Future Environment ...................................................................................................................... 5

1.5 Gap Analysis .................................................................................................................................. 6

1.6 Recommendations ........................................................................................................................ 7 2 General Work and Asset Management System Overview .................................................................... 9

2.1 Enterprise Asset Management System (EAMS) Definition ........................................................... 9

2.2 APU Mission and EAM Goals ....................................................................................................... 10

2.3 Benefits ....................................................................................................................................... 11

2.4 Asset Management Lifecycle Framework ................................................................................... 11

2.5 Work Request Process Overview ................................................................................................ 15

2.6 Common Industry EAM and ERP Integration Points ................................................................... 15 3 Current Asset Management Technology Environment ...................................................................... 16

3.1 APU Asset Management Technology Use Overview .................................................................. 16

3.2 WAMS Interfaces ........................................................................................................................ 18

3.3 WAMS Overview ......................................................................................................................... 21

3.4 APU Asset Management System Usage Uniqueness .................................................................. 22

3.5 Current WAMS Challenges .......................................................................................................... 23

3.6 WAMS User Needs ...................................................................................................................... 26

3.7 Workshop Interview Overview ................................................................................................... 27 4 GAP Assessment and Recommendations ........................................................................................... 28

4.1 “As Is” vs. “To Be” ....................................................................................................................... 28

4.2 APU Asset Management Maturity .............................................................................................. 31

4.3 Updated Recommendations ....................................................................................................... 32 Upgrade Oracle WAMS to WACS via Direct Procurement Process .................................................... 32 Integration Considerations ................................................................................................................. 33 Implementation Considerations ......................................................................................................... 34 5 Potential Functional Requirements .................................................................................................... 43 Work and Asset Management Needs Assessment Report February 28, 2020 Revision: June 1, 2022
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6 Technical Requirements ...................................................................................................................... 44

6.1 Software-as-a-Service (SaaS) vs. On-Premise Delivery Model .................................................... 44

6.2 SaaS Requirements ..................................................................................................................... 47

6.3 On Premise Requirements .......................................................................................................... 50

6.4 Data Migration and Conversion .................................................................................................. 51

6.5 Integrations / Interfaces ............................................................................................................. 52 7 Implementation Requirements ........................................................................................................... 54

7.1 APU Implementation Resources Requirements ......................................................................... 55 8 Ongoing maintenance and Support Requirements ............................................................................ 57 9 Appendix A – Workshop Interview Notes ........................................................................................... 58

9.1 Accela Workshop ........................................................................................................................ 58

9.2 Accounting Interface Workshop ................................................................................................. 59

9.3 Financial Management Services Workshop ................................................................................ 61

9.4 GIS Workshop.............................................................................................................................. 63

9.5 HR/Payroll/Timekeeping Interfaces Workshop .......................................................................... 65

9.6 Hosting Workshop....................................................................................................................... 67

9.7 Payroll-Timekeeping-Purchasing Workshop ............................................................................... 69

9.8 Power Generation Workshop ..................................................................................................... 71

9.9 Records Workshop ...................................................................................................................... 72

9.10 Risk and Compliance Workshop.................................................................................................. 74

9.11 Electric Field, Substation & Operations Workshop ..................................................................... 76

9.12 Electric Plan/Acquire/Retire Workshop ...................................................................................... 79

9.13 Electric Transmission and Distribution Workshop ...................................................................... 81

9.14 Water Field Work and Operations Workshop ............................................................................ 84

9.15 Water Engineering Workshop ..................................................................................................... 88

9.16 Water Plan/Acquire/Retire Workshop........................................................................................ 91

9.17 Warehouse Workshop ................................................................................................................ 93

9.18 Warehouse/Materials Cross Functional Workshop .................................................................... 95 10 Appendix B – Follow On Interview Notes ........................................................................................... 98

10.1 General Summary ....................................................................................................................... 98

10.2 Water Engineering Follow On ..................................................................................................... 99 Work and Asset Management Needs Assessment Report February 28, 2020 Revision: June 1, 2022
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10.3 Accounting Follow On ................................................................................................................. 99

10.4 Water Field & Operations Follow On ........................................................................................ 100

10.5 Electric Standards Follow On .................................................................................................... 101

10.6 Electric T&D Field Maintenance Follow On .............................................................................. 102

10.7 Electric T&D Capital Projects Follow On ................................................................................... 102

10.8 Central Warehouse Follow On .................................................................................................. 103 11 Appendix C – Functional Requirements ............................................................................................ 105

11.1 General ...................................................................................................................................... 105

11.2 Data Integrity and Security ....................................................................................................... 106

11.3 Ease of Use ................................................................................................................................ 108

11.4 Asset Management ................................................................................................................... 109

11.5 Assets - Electric ......................................................................................................................... 112

11.6 Assets - Water ........................................................................................................................... 114

11.7 Work Orders .............................................................................................................................. 115

11.8 Preventive Maintenance ........................................................................................................... 119

11.9 Warehouse/Inventory ............................................................................................................... 121

11.10 Capital Projects and Project Management ........................................................................... 124

11.11 Contract Management .......................................................................................................... 125

11.12 Timekeeping .......................................................................................................................... 128

11.13 Reporting ............................................................................................................................... 130

11.14 Federal Energy Regulatory Commission (FERC) .................................................................... 131

11.15 Equipment Inspection and Safety Testing ............................................................................ 131

11.16 Field / Mobility ...................................................................................................................... 132

11.17 Interfaces and Integrations ................................................................................................... 133

11.18 GIS Specific Integration ......................................................................................................... 134

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1 EXECUTIVE SUMMARY

1.1 INTRODUCTION
The Anaheim Public Utilities Department (“APU”) contracted with SDI Presence LLC (SDI) to perform a needs assessment for the upgrade and/or replacement of APU’s existing work and asset management system referred to as Oracle Work and Asset Management (WAMS). This report marks the conclusion of that assessment and provides recommendations for APU to move forward.

APU operates the only not-for-profit, publicly owned electric and water utility in Orange County that offers quality electric and water services to residents and businesses in Anaheim. APU delivers electric and water services to Anaheim's approximate 358,000 residents, more than 20,000 businesses, and 25 million annual visitors covering over 50 square miles.

Work and asset management is a core function of APU. To be effective, it requires a system that must support a wide breadth of activities such as asset planning, engineering, construction, operations, inspection, maintenance, and life-cycle costing. In addition, it must support the collection of all costs to design, procure, construct, and maintain the assets responsible for delivering reliable and safe electricity and water. When implemented correctly, the work order and asset management system will provide a centralized asset inventory and work order management application that aligns with APU leadership’s vision.

APU implemented the Oracle (formerly Synergen) Work and Asset Management (“WAMS”) in 2004.

WAMS includes functionality for asset management, maintenance management, work management, timekeeping, inventory, purchasing, and other business functions. However, not all WAMS functionality has been implemented or is being used today.

In February 2020, when this report was first developed, APU was running WAMS version 1.9 and Oracle (the vendor responsible for ongoing software maintenance and support) had announced end of support for version 1.9 in July 2021. Back in 2020, under the existing software license and maintenance agreement, APU could have upgraded to WAMS version 2.x which is a re-developed work and asset management solution. However, the upgrade costs (both in dollars and APU staff time) would have been similar to the implementation of an entirely new enterprise asset management system (EAMS).

It is for this reason that APU hired SDI to complete a comprehensive needs assessment. Based on the findings of the Needs Assessment at that time, SDI recommended that APU proceed with a competitive RFP (Request for Proposal) based procurement process. This would have provided an opportunity to review solutions from multiple vendors to identify the best long-term EAMS to support APU’s current and future needs. However, since that initial recommendation for an RFP based procurement approach, there have been multiple events and emerging factors affecting this initial procurement recommendation.

In March 2020, just weeks after the initial submittal of the WAMS Needs Assessment report, the COVID- 19 pandemic struck Anaheim (along with the rest of the world). This outbreak substantially impacted APU’s ability to pursue the WAMS replacement initiative as outlined in the initial Needs Assessment.

Thankfully, by late 2021, the adverse effects of the pandemic mostly abated. In November 2021, APU re- engaged SDI to:

1. Ensure the underlying business case and recommendation for replacing WAMS remained Work and Asset Management Needs Assessment Report February 28, 2020 Revision: June 1, 2022
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2. Identify emerging factors that might suggest revisions to that earlier work.

During a series of WAMS stakeholder interviews, SDI, working with APU project leadership, identified five main factors that impact the initial report’s procurement recommendation. These five factors include:

1. BUSINESS: Business Need Remains
a. The APU stakeholders confirmed that the major findings in 2020 supporting the need to replace the existing WAMS system remain.

3. TECHNOLOGY: Oracle WACS (Utilities Work and Asset Cloud Service) Maturity a. Over the last two years, Oracle’s cloud-based successor product to WAMS, WACS (Work and Asset Cloud Services), has been maturing in the EAM marketplace – improving its usability / functionality and expanding its client service footprint.

4. PEOPLE: Resource Availability / Organizational Change Management a. Since 2020, APU has faced increased staffing challenges that will present challenges for full stakeholder participation in a full RFP process.

5. PROCESS: Capital Project Management / Asset Registry Management a. The APU Water Division is significantly expanding their capital asset base – providing a “day one” opportunity to fully manage these new assets in an upgraded WACS solution.

To ensure a timely WAMS upgrade, SDI recommends that:
• Oracle Direct Engagement - APU engage in direct negotiations with Oracle to upgrade to their new WACS solution using Oracle professional services.
• Supporting Project Workstreams - In parallel with this software procurement approach, APU engage with other parties, as identified by APU, to support the complementary project workstreams required for a WACS upgrade - such as business integration, quality assurance, organizational change, and project management.

1.2 PROJECT SCOPE AND APPROACH
In July 2019, APU released an RFP titled Work and Asset Management System Needs Assessment to identify a consultant to assist in completing a needs assessment. In November 2019, APU initiated the project with SDI Presence LLC to complete this assessment. The project scope was to perform a needs assessment and to assist with procurement for the upgrade or replacement of the APU WAMS.

The project scope includes the following three phases:
• Phase I: Needs Assessment
• Phase II: Solution Procurement
• Phase III: Project Consulting
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This report represents the completion of Phase I: Needs Assessment. The following activities were performed to complete this report.
• Task 1: Project Kickoff Meeting
• Task 2: Evaluate Current APU Systems and Processes
• Task 3: Conduct Workshops with Stakeholders
• Task 4: Develop Gap Analysis & Recommendations
• Task 5: Consult on Hosting Options
• Task 6: Public Works Requirements Document Review and Workshops The image below identifies the timeline of the above activities, as well as the anticipated timeline for the subsequent phases pending APU approval to move forward.

SDI’s approach to this project includes the following guiding principles:
• Focus on an open and collaborative process that encourages a consensus among the participants and a shared understanding of the requirements • Use a structured approach to ensure comprehensive understanding of requirements and business needs at all levels of APU
• Strive to minimize disruption to daily APU operations throughout the various processes by ensuring a well planned and executed project
• Fully identify and disclose the potential opportunities as well as the risks involved and provide realistic risk management and mitigation strategies
• Ensure that stakeholders and users have and maintain realistic expectations throughout the process.

SDI followed a collaborative, high-touch approach that put a premium on staff interaction to obtain a fair and objective understanding of asset management technologies and the processes they support.

SDI conducted more than 20 on-site interviews (attended by over 60 staff) with the APU’s asset management functional subject matter experts in all divisions of APU, as well as City IT/GIS, City Finance, and Public Works.

1.3 CURRENT WAMS ENVIRONMENT REVIEW
The current WAMS environment is a critical component of a complex environment that supports APU’s work and asset management activities - both new assets and ongoing maintenance and support of existing assets. Figure 1 below identifies the current technology environment that supports APU’s asset

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management functions. The figure identifies APU shared technology, Water Division technology, Electric Division technology, and City leveraged technology. It also identifies how these systems are integrated with each other.

Figure 1 - Current Asset Management Technology Environment While the primary focus of this assessment is on WAMS (the red box above), it was important to consider all systems and technologies to identify opportunities to consolidate or integrate. This assessment recognizes the APU technology environment represents a complex system and that an upgraded WACS solution will need to carefully consider all components to achieve maximum return on investment.

The assessment identified that the current WAMS system is primarily supporting the following APU functions:
• Timekeeping – WAMS supports time entry for all APU staff for payroll and cost allocation purposes.
• Purchasing – WAMS initiates purchase requisitions for APU staff that kick off procurement processes in the City’s ERP system.
• Inventory and Materials Control – WAMS manages receipt and inventory activities. It tracks where materials are applied and reports on when to initiate additional purchase requisitions. • Capital Projects Initiation and Closeout – WAMS initiates the planning and design activities by the APU designers to support inventory and materials ordering. WAMS is also used to reconcile final labor and materials for capital projects with originally identified design units. • Regulatory Accounting – WAMS supports APU’s regulatory reporting by capturing all resources and expenditures by asset and activity according to FERC’s Uniform System of Accounts. This information is extracted to determine allocations and support regulatory reporting requirements.

Document Management
(Laserfiche)
Utility Billing / CIS
(enQuesta)

AMI / MDMS SCADA
(Wonderware)
WAMS (Oracle WAMS)
Work Orders - Capital Projects
Time Reporting - MOU Rules
Purchasing/Requisitions
FERC Accounting - GL Codes
Warehouse/Inventory AutoCAD
Water Quality
(Hach WIMS)
Risk-Based CIP Prioritization
Tool (InfoMaster)
Spreadsheets
(Tracking, Reporting, etc.)
Water GIS
(ESRI)
Work Order System
(Spatial Wave)
Outage Management System
(ACS)
Spreadsheets
(Estimating, Tracking, etc.)
AutoCAD
Field Electrical Inventory
(FEI)
Canyon Power Plant Work
Orders (Mainsaver)
Electric GIS
(ESRI)
Outage Management System
(ACS)
SCADA
(Advanced Control Systems)
Fleet Management
(Faster)
Anaheim Anytime
(CRM)
Permitting
(Accela)
ERP – Finance, HR,
Payroll (CGI)
Cashiering
(iNovah)
Electric Division Technology APU Shared Technology Water Division Technology City Technology Leveraged
Mobile
Work
Orders
Automated Process
Manual Interface
Hydraulic Modeling
(InfoMaster by Innovyze)
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When an organization is evaluating work and asset management systems, it must also consider other core systems (e.g. Finance/Payroll/HR, Utility Billing/Customer Information Systems, Geographic Information Systems, Document Management Systems, Mobility, etc.) that will either provide or share information with the asset management system. These core systems likely hold asset related information that should be considered as part of APU’s overall asset management approach.

The City uses the CGI Enterprise Resource Planning (ERP) system to support the City’s finance, payroll, and human resource functions. The City has initiated an ERP upgrade to CGI Advantage 4, a cloud services solution with an expected go-live in the spring of 2023. The City has not purchased or implemented the CGI enterprise asset management (EAM) module. The City does not have an enterprise (multi-department) work and asset management system. It is noted that Public Works conducted a high- level needs assessment in 2018. As part of the assessment, SDI reviewed the report and conducted a workshop with Public Works to analyze these requirements to determine how they may align with APU’s requirements and for consideration of a multi-department solution. The results of our assessment on the alignment between APU and City Public Works was delivered as a separate report.

The assessment of WAMS focuses on today’s use of current technology, or the lack of technology use, supporting asset management activities, as well as identifying what works well, where there are needs, and identifying opportunities to improve or streamline asset management operations.

Section 3 of the report describes the current environment in detail.

1.4 FUTURE ENVIRONMENT
The assessment considered what is possible with the implementation of a robust, comprehensive, and best practices work and asset management solution. Figure 2 identifies the asset lifecycle and the modules, features, and functions an EAMS can support.

Figure 2 – Asset Lifecycle Alignment with EAMS Capabilities The orange boxes below each phase of the lifecycle, identifies functionality that an EAMS would typically support in some capacity. When implemented following best practices, a modern-day EAMS should provide the following benefits.
• Prolongs asset life to achieve the maximum return on investment Contractor
Management
Capital
Procurement
Management
CAPEX
Budgeting
OPEX
Budgeting
Capital
Project
Management
Master Data
Mgt
- Assets
- Locations
- Classifications
- Materials
- Parts
- Procedures
- Failure Codes
Work Management
Materials
Management
Procurement
Management
Analytics & Reporting

Physical Asset
Disposal
Commissioning
Inventory
Management
O&M Planning
Mgt
- Asset Criticality
- Reliability Planning
- Maint Strategies
- Inspection Plans
- PM Plans
Financial Asset
Initiation
Financial Asset
Retirement
Asset Master
Data Initiation
Capital
Inventory
Management
Warehouse
Management
MRO Supply Chain
Work Initiation
- PM Generated
- Requests
- Emergency
- Warranty Process
Planning
- Pre-defined
Procedures
Task Planning
- Matl Reservation
- Tool Reservation
- Document Links
- Permitting
- EHS Reqts
Scheduling
- Crew Schedule
- Capacity Planning
- Person Assignment
Dispatch
- Work Package
- Permits
Execution
- Material Issue
- Tool Issue
- Work Clearance
(e.g. LOTO)
- Job Execution
- Job Review
- Job Approval
- Time Entry
Closure
- History Recording
- Matl Return
- Measurements
- Readings
- Data Updates
- Redline Updates
Labor / Time
Tracking
- Time Entry
- Time Approval
Maintenance, Repair, and Operations (MRO) Supply Chain Management Plan Design Acquire Construct Operate /
Maintain
Decommission
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• Aids decision making related to asset rehabilitation, repair, or replacement • Supports financial and capital planning and long-term funding strategy development • Supports the planning, engineering, and construction of new assets • Provides appropriate updates to fixed assets
• Ensures meeting public service expectations
• Promotes the move from reactive to predictive maintenance activities • Supports regulatory requirements reporting and ensures regulations are met including providing the means to charge costs to appropriate regulatory accounts • Improves inventory and warehouse management to reduce cost • Supports job and activity costing to determine the true cost of asset management • Increases staff productivity through improved access to information and better coordinated work plans
• Increases capability and transparency throughout the organization about asset management • Improves understanding of asset condition and improves the integrity of asset related data • Supports the development of performance measures and promotes continuous improvement Throughout the assessment, keep these benefits at the forefront as achieving these are paramount to APU realizing the full return on its investment.

1.5 GAP ANALYSIS
The assessment includes a gap analysis between how WAMS is being used today and what an EAMS could support in the future. The gap analysis also includes significant input by APU staff on what is a priority to them and ways their work processes and effectiveness could be improved.

The choice to upgrade or replace WAMS is necessitated by the current version passing end of life and vendor support in July 2021. While APU continues to use WAMS, the risk of failure or disruption increases significantly without vendor support. Since APU staff rely on WAMS for many mission critical business and operational functions (e.g. timekeeping, procurement, and project initiation), it is not wise to continue operating with this risk.

The following bullets identify the major gaps in today’s environment and should be focus areas to eliminate or reduce with the implementation of the upgraded system. • The current WAMS environment is viewed as complex and requires considerable IT support, as well as APU staff support to maintain.
• The current WAMS environment lacks key integrations, including integration points that were originally implemented but no longer work for a variety of reasons. As a result, asset data is stored in numerous systems and fragmented which makes reporting difficult. It also leads to redundant data and can result in data integrity issues as asset information may not be updated in all asset repositories.
• Many of the APU staff still rely on informal or offline data stores (e.g. Excel) to track, monitor, and report on asset information. These data stores are not integrated with WAMS; however, they may extract information from WAMS for reporting purposes.

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• The current APU environment does not support efficient and easy field mobility to allow staff to access and update asset activities while in the field.
• WAMS only tracks maintenance and operations work order activity at a summary level rather than tracking discrete work activities performed against discrete assets. WAMS is not set up to effectively support preventative maintenance planning, scheduling, and dispatching of work activity. Currently it captures maintenance information to the level required to support regulatory reporting requirements.
• WAMS does not have an effective asset hierarchy as the focus is on capital projects to support regulatory reporting requirements versus assets at a parent/child relationship to support more effective work order management activities.
• WAMS does not adequately support effective inventory and warehouse functions. The warehouse does not have any automated technologies to support tracking, reporting, and counting inventory.
• WAMS supports capital project planning, design, and procurement activities, but it is not used as a capital project management tool during the construction phase. As a result, significant effort is required once a capital project is completed to reconcile what was done versus what was originally planned.
• WAMS was originally established with accurate compatible units (CUs); however, over time the CUs have become dated and have not always been maintained. As a result, staff worked around the CUs at times and reduced the effectiveness of using CUs. • Because of the fragmented asset data environment, APU enterprise level reporting is difficult.

This is evidenced by the methods and efforts to publish an APU monthly dashboard of activities.

It requires manual data collection and reporting versus having an automated method to report activities.
• APU staff feel the WAMS time reporting is not user friendly and desire a more intuitive, easy method to enter time.
• APU period closing processes require significant manual effort to complete. This includes capital project closedown and reconciliation activities, as well as annual period closing efforts to reconcile WAMS with the City ERP.
• APU staff indicated a desire to have a solution to support contract management. Today’s processes are informal and offline.
• Integrations need to be repaired, fixed, or established to reduce the multiple asset data repositories and reduce redundant data entry.

In addition to the above items, the assessment identified potential opportunities to leverage new functions such as safety and environmental reporting, field tools and equipment management, training and certification tracking, asset criticality analysis, and analytics and reporting to improve resource allocation and planning.

Section 4 of this report provides a detailed discussion of the gap analysis.

1.6 RECOMMENDATIONS
SDI’s updated assessment supports APU’s need to address WAMS with an upgrade to the WACS solution through a direct negotiation process with Oracle. Continuing to rely on an unsupported version of Work and Asset Management Needs Assessment Report February 28, 2020 Revision: June 1, 2022
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WAMS for mission critical functions carries significant risk. Recognizing the vendor ended support in July 2021 means that APU needs to act in an expedited manner to provide the time for a well-planned and executed implementation of a WACS upgrade.

Procuring and implementing a robust, comprehensive WACS solution to address all the gaps identified in this report is a major effort requiring significant APU staff time. It will involve much more than just implementing technology but requires a commitment to change processes that impacts almost every APU staff member. A successful work and asset management system requires more than just technology systems. It requires having processes and trained staff that leverage the technology. It is important that the overall usability and staff acceptance is high with an upgraded work and asset management system.

At a minimum, implementation of the new WACS solution should:
• Address most of the requirements identified in this report (Appendix C) • Implement key technologies such as workflow, dashboard, and reporting to streamline processes and improve decision making
• Reduce cumbersome and time-consuming processes for timekeeping (payroll) and period/project closing processes
• Improve staff efficiency through a more friendly and intuitive user interface • Eliminate offline systems and existing work arounds to improve staff efficiency and support a single source of truth (new EAMS) for asset and work process data • Provide an avenue to implement mobile technology to reduce paper-based processes and reduce the time required to make data collected available for analysis and decision support • Reduce the dependency on IT support for key processes and system maintenance • Align with a vendor committed to ongoing research and development to continue to evolve the system to meet future needs and to take advantage of future technology.

The next steps for this initiative should include a project procurement and project definition phase.

This provides an opportunity for APU to accomplish the following:
• Directly engage with Oracle to review WACS functionality (through a series of product demonstrations driven by APU stakeholder use case scenarios). • Identify system integration requirements in detail to more effectively engage Oracle’s professional services team
• Prepare staff for the upcoming implementation by significantly increasing their knowledge not only about the new WACS but also about the upcoming process changes • Provide an opportunity to identify and mitigate implementation risks before they are realized.

Once procurement and project definition are complete, APU will enter the implementation phase.

Implementing a comprehensive WACS solution has significant benefits but does have some risks. To effectively manage the risks and reduce the impact on APU resources, SDI recommends a phased approach for replacing the WAMS system. The initial phase will be focused on replacing existing functionality and addressing major pain points. Subsequent phases will focus on implementing additional features and functions. In Section 4, Gap Assessment and Recommendations, SDI provides the details with recommended phasing.

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2 GENERAL WORK AND ASSET MANAGEMENT SYSTEM OVERVIEW
This section provides general information to help provide a foundation for understanding of the assessment findings and recommendations. It also reinforces the mission, goals, and benefits of implementing a comprehensive EAMS.

2.1 ENTERPRISE ASSET MANAGEMENT SYSTEM (EAMS) DEFINITION The following provides two industry recognized definitions of Asset Management that provide for a broad-based understanding of asset management.

An EAMS is the technology system(s) that supports Asset Management which is the core activity of electric and water agencies. It embraces the wide definition, as indicated above, for activities related to asset planning, engineering, construction, operations, inspection, maintenance, and life-cycle costing.

An EAMS is a system(s) that provides a centralized asset inventory and work order management that supports an effective asset management program. An EAMS typically includes work order creation, maintenance history, repair and operations, inventory and procurement, preventative maintenance, and more. A successful EAMS requires more than just technology systems; it also requires having processes and trained staff that leverage the technology. Therefore, it is important that the overall usability and staff acceptance is high and is in place when selecting and implementing an EAMS.

It is important to note that an EAMS is not necessarily a “one-solution-fits-all” proposition. The primary objective of an EAMS strategy is to provide a cost-effective, results-oriented solution(s) that considers all facets of the enterprise. It is for this reason, when considering an EAMS, that APU also consider other core systems (e.g. Finance/Payroll/HR, Utility Billing/Customer Information Systems, Geographic Information Systems, Document Management Systems, etc.). These core systems likely hold asset related information that must be considered as part of the APU’s overall asset management approach.

Figure 3 below identifies what an enterprise asset management system can provide APU. “Assets, and value realized from them, are the basis for any organization delivering what it aims to do. Whether public or private sector, and whether the assets are physical, financial, human or 'intangible', it is good asset management that maximizes value-for-money and satisfaction of stakeholders’ expectations. It involves the coordinated and optimized planning, asset selection, acquisition/development, utilization, care (maintenance) and ultimate disposal or renewal of the appropriate assets and asset systems.”
- International Organization for Standardization (www.iso.org), ISO 55000 Standards for Asset Management Asset Management is an “integrated optimization process of managing infrastructure assets to minimize the total cost of owning and operating them, while continuously delivering the service levels customers desire, at an acceptable level of risk.” - Managing Public Infrastructure Assets, AMSA, AMWA, WEF, AWWA, 2001 Work and Asset Management Needs Assessment Report February 28, 2020 Revision: June 1, 2022
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Figure 3 – Enterprise Asset Management Capabilities

2.2 APU MISSION AND EAM GOALS
APU’s stated mission for the electric utilities is to ensure that residents and businesses in Anaheim can count on safe, reliable power at affordable prices. APU’s stated mission for the water utilities is to proactively replace and upgrade water mains, valves, pumps, and other equipment to make sure each customer has safe and high-quality water. The effective management of assets is essential to meeting APU’s water and electric missions. As the only municipally owned electric and water service provider in Orange County, APU’s goal is to utilize technology to be forward-thinking, safe, reliable, affordable, and sustainable. In support of this goal, an EAM should address the following:
• Provide a tightly integrated and comprehensive solution(s) to manage APU’s asset management and maintenance management functions
• Streamline business processes through automation, integration, and workflows • Enhance asset reporting to support timely decision making • Implement a long-term solution(s) with a sustainable roadmap that ensures ongoing development to incorporate evolving best practices and to address industry and regulatory requirements
• Promote the sharing of asset information across the enterprise • Leverage existing technology investments (e.g. GIS, ERP, Document Management, etc.) • Provide the ability to integrate to other enterprise technologies (e.g. Land Management Systems, Enterprise Document Management, Intranet, etc.)

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2.3 BENEFITS
EAM systems provide the ability to manage infrastructure capital assets to minimize the total cost of owning, operating, and maintaining assets at acceptable levels of service. EAMS systems support maintenance, operations, asset performance, personnel productivity, lifecycle costs and capital planning. EAM systems support work order management for repairs and support inspections and preventative maintenance. There are many benefits of implementing an EAMS, including the following:
• Prolongs asset life to achieve the maximum return on investment • Aids decision making related to asset rehabilitation, repair, or replacement • Supports financial and capital planning and long-term funding strategy development • Supports the planning, engineering, and construction of new assets • Provides appropriate updates to fixed assets
• Ensures meeting public service expectations
• Promotes the move from reactive to predictive maintenance activities • Supports regulatory requirements reporting and ensures regulations are met including providing the means to charge costs to appropriate regulatory accounts • Improves inventory and warehouse management to reduce cost • Supports job and activity costing to determine the true cost of asset management • Increases staff productivity through improved access to information and better coordinated work plans
• Increases capability and transparency throughout the organization about asset management • Improves understanding of asset condition and improves the integrity of asset related data • Supports the development of performance measures and promotes continuous improvement To achieve the full benefits that an EAMS has to offer, it is important to address four critical areas in a unified manner. These four areas are:
• Process – Design and implement streamlined and effective processes that can be supported by staff
• People – Provide training to ensure staff acceptance and full use of the EAMS • Technology – Identify a secure, reliable, and robust EAMS that is intuitive, easy to use and most importantly that users trust and feel confident about using. • Data – Collect and input accurate data that provides the foundation for optimal business decision making

2.4 ASSET MANAGEMENT LIFECYCLE FRAMEWORK
In developing this report, it is necessary to ensure a consistent understanding of the asset management lifecycle and the scope of this project as it relates to the asset management lifecycle. For this purpose, SDI is using an Asset Management Lifecycle Framework that includes 6 phases that includes Plan, Design, Acquire, Construct, Operate/Maintain, and Decommission. Each of these phases require specific EAM software modules (capabilities) to support the business and operational functions with each phase.

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The Figure 4 on the following page identified the asset management lifecycle framework used to guide this assessment.

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Contractor
Management
Capital
Procurement
Management
CAPEX
Budgeting
OPEX
Budgeting
Capital
Project
Management
Master Data
Mgt
- Assets
- Locations
- Classifications
- Materials
- Parts
- Procedures
- Failure Codes
Work Management
Materials
Management
Procurement
Management
Analytics & Reporting

Mgmt.

Change
Management

Figure 4 - Asset Management Lifecycle Framework
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The following table provides a high-level description of the potential capabilities for each module identified in Figure 4.

Table 1 – Module Descriptions
Process Description - the processes and management activities related to… Plan
CAPEX
Budgeting
Identifying, evaluating, and making decisions related to capital investments of an organization. These processes and decisions may relate to new assets for the organization and/or replacements of assets at end of life (CAPEX sustaining programs).

OPEX Budgeting
Determining the Operations and Maintenance requirements, priorities, and spending requirements in support of the Asset Management objectives and goals along with allocating funding sources to approved budgets.

Design
Asset Master
Data Initiation
Collecting and storing asset information that establishes and maintains consistency of a product's physical features, functional attributes, along with its design and operational information in a consistent format and structure.

Financial Asset
Initiation
Identifying, classifying, and inputting new assets into an organization's financial accounting systems in support of an organization's ongoing asset accounting processes.

Acquire
Capital Project
Management
Initiating, managing, and controlling (primarily) the Scope, Budget, and Schedule of Capital Projects throughout the lifecycle of a project.

Capital
Procurement
Management
Identifying, sourcing, and acquiring the services and materials in support of capital projects.

Capital
Inventory
Management
Receiving, storing, and maintaining (if needed) capital project materials, equipment, and assemblies ensuring they are available for use in a timely manner to capital project activities.

Construct
Master Data
Management
Verifying and updating (as needed) asset master data based on as- built and commissioning activities (e.g. initial calibration points).

O&M Planning
Management
Reviewing asset design and operational parameters (e.g. current use environment, operational criticality) in support of developing asset job plans and preventive maintenance strategies.

Maintain
Work
Management
Supporting the work order management lifecycle including work initiation, planning, scheduling, dispatching, work execution, work order closure, and labor / time tracking.

MRO Supply
Chain
Management
Supporting MRO (Maintenance, Repair, Overhaul) supply chain management including materials, contractor management,
procurement, inventory, and warehouse activities.

Analytics &
Reporting
Developing and generating the Analysis and Reports needed to support all the other processes in the EAM Lifecycle.

Decommission
Physical Asset
Disposal
Decommissioning, removing, and physically disposing of an asset while meeting regulatory mandates and organizational
requirements.

Financial Asset
Retirement
Supporting financial accounting processes related to an asset's end of use including final depreciation and removal from organization's capital asset base.

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2.5 WORK REQUEST PROCESS OVERVIEW
Figure 5 identifies the general workflow of how work gets requested and performed within APU. In addition, it identifies the processes associated with the work being performed that would ideally be captured and reported from an Enterprise Asset Management System.

Figure 5 - Work Request Process Overview

2.6 COMMON INDUSTRY EAM AND ERP INTEGRATION POINTS
Figure 6 identifies common integration elements between an enterprise asset management system and an ERP.

Figure 6 – EAM and ERP Integration

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3 CURRENT ASSET MANAGEMENT TECHNOLOGY ENVIRONMENT

3.1 APU ASSET MANAGEMENT TECHNOLOGY USE OVERVIEW
APU relies on a complex system of applications and technologies to support asset management business operations. APU’s asset management activities are supported by a wide variety of technology solutions that range from established commercial-off-the-shelf (COTS) solutions to in-house developed spreadsheets/databases, and in some cases, asset management activities are managed using manual paper-based processes. Figure 7 provides a representation of the current asset management technology environment segmented by the following four areas:
• APU Shared Technologies (yellow)
• Water Division Technologies (Blue)
• Electric Division Technologies (Green)
• City Shared Technologies (Orange)

Figure 7 - Current Asset Management Technology Environment The following table provides a high-level description of the technologies included in the figure above.

Table 2 – APU Application Description
Document Management
(Laserfiche)
Utility Billing / CIS
(enQuesta)

AMI / MDMS SCADA
(Wonderware)
WAMS (Oracle WAMS)
Work Orders - Capital Projects
Time Reporting - MOU Rules
Purchasing/Requisitions
FERC Accounting - GL Codes
Warehouse/Inventory AutoCAD
Water Quality
(Hach WIMS)
Risk-Based CIP Prioritization
Tool (InfoMaster)
Spreadsheets
(Tracking, Reporting, etc.)
Water GIS
(ESRI)
Work Order System
(Spatial Wave)
Outage Management System
(ACS)
Spreadsheets
(Estimating, Tracking, etc.)
AutoCAD
Field Electrical Inventory
(FEI)
Canyon Power Plant Work
Orders (Mainsaver)
Electric GIS
(ESRI)
Outage Management System
(ACS)
SCADA
(Advanced Control Systems)
Fleet Management
(Faster)
Anaheim Anytime
(CRM)
Permitting
(Accela)
ERP – Finance, HR,
Payroll (CGI)
Cashiering
(iNovah)
Electric Division Technology APU Shared Technology Water Division Technology City Technology Leveraged
Mobile
Work
Orders
Automated Process
Manual Interface
Hydraulic Modeling
(InfoMaster by Innovyze)
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Function –
Application Name
Vendor -
Solution
Discussion
Work Asset
Management
System (WAMS)
Oracle WAMS
(Synergen)
Implemented in 2004. Vendor maintenance support for
current version ended in June 2021. System was heavily
customized during the implementation to meet APU’s
Regulatory accounting requirements.

ERP CGI City-wide enterprise resource planning system. Financial, HR, payroll, purchasing, inventory, fixed assets, budget, are some of the modules used by APU. While the CGI AMS
system appears to have an asset management module, it
has not been implemented at the City. ERP upgrade to
CGI Advantage 4 scheduled go-live in the spring of 2023.

Water SCADA Wonderware Manages the water control system. Programmable Logic Controllers and systems are controlled centrally for the water treatment and distribution facilities.

Water OMS ACS The Water OMS provides real time water system equipment/customer outage management and day-to-day
operation management of the water system. The OMS
system is mission critical and operates 24/7.

Electric SCADA ACS The Electric SCADA system provides real time monitoring and control of the electric system’s substation and
distribution equipment. The SCADA system is mission
critical and operates 24/7.

Electric OMS ACS The Electric OMS provides real time electric system equipment/customer outage management and day-to-day
operation management of the electric system. The OMS
system is mission critical and operates 24/7.

Electric GIS ESRI The City is moving to the ESRI Utility Network Solutions from the ArcFM platform. GIS is supported via City IT.

Water GIS ESRI The City is moving to the ESRI Utility Network Solutions from the ArcFM platform. GIS is supported via City IT.

Utility
Billing/Customer
Information System
enQuesta Used to bill, track payments, and provide customer service information for water and electric services, as well as sanitation services. This is APU’s customer database.

Fleet Management Faster City-wide fleet management system used to track APU vehicles, equipment, and repairs.

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Function –
Application Name
Vendor -
Solution
Discussion
Asset Tracking Field Electrical
Inspection (FEI)
In-house developed system to support tracking and
reporting of specific assets (e.g. transformers, switches, capacitors). APU initiated project to replace FEI (Fall 2022).

Work Order
Management
Spatial Wave GIS-centric application used to track and report on maintenance activities related to the inspection of
hydrants, valves, and the entire water system.

Work Order
Management
Mainsaver Used by Canyon Power Plant to support maintenance activities for all plant assets.

Document
Management
Laserfiche Used by APU for storage and retrieval of records.

Laserfiche used to be integrated with WAMS and GIS;
however, those “links” are currently broken. As a result, requires manual processes to ensure it remains current.

Current version is 9.2.1.

Permitting Accela Used for building, planning, engineering permits and inspections.

Advanced Meter
Infrastructure/Meter
Data Mgmt System
Siemens eIP Management and long-term retention of electric and water meter data for APU analysis and records. Also
includes the communications network for meter reads.

Cashiering iNovah A City-wide end-to-end solution for payments, reporting, and auditing that integrates single payment source
systems. It interfaces with CIS to enable real-time
payments made via Point of Service, Web, IVR, and the
banking industry.

Water Quality
Testing
Hach WIMS Water specific application utilized to maintain compliance with State Water Resources (SWRCB). Lab data is
extracted from the water treatment plant and distribution system.

InfoMaster Innovyze Water business analytics software. Manages modeling, operation, and protection of water distribution,
wastewater, storm, river and floodplains.

3.2 WAMS INTERFACES
On the following page, we include a detailed listing of all the current integration points for Figure 7 that will need to be reviewed for a WACS upgrade.

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Ref
#
Interface
#
Application Interface Description Import/
Export
Transfer Process Interface
File Format
Timing
Frequency
Include in
EAM
(Y/N/O)
Comments/Questions
0 WAMS N/A - Oracle WAMS (EAM) is the point of reference for Import/Export Y Work Order, Capital Projects, Time Reporting, Purchasing/Requisitions, FERC Accounting,
Warehouse/Inventory
1 1.0 Faster Fleet Management Import SQL Server creates a linked server to push data through interface worktable in WAMS
SQL Server
Linked
Object
Daily N Populates code table 955 that allows user to select equipment to charge their time against.
2 2.0 FEI Field Electrical Inventory
(homegrown application)
Import Creates assets in GIS for WAMS to pull from Db link 2x a week Y Cradle-to-grave tracking of electric components (switches, transformers, etc.) Will require data
conversion. APU project to replace FEI (Fall 2022).
3 3.0 Laserfiche Document Mgmt System Export WAMS creates a worktable of project data that will then be output to a tab delimited file for
use by LaserFiche.

Tab
delimited
file
Daily N
Records archive. System of record for many
functions. Laserfiche10 upgrade in 2021 broke the
interface. Pursue a fix in Laserfiche 10 Phase 2.
4 4.0 CGI Finance System GL reporting Import Misc. monthly/yearend report extracts for final massaging by Utility Acct
Spreadsheet EOM, EOY N WAMS-AMS Interfaces (see doc)
4 4.1 CGI Finance System Master
Agreement (MA)
Import Creates basic vendor, commodity code info
from MA once RQS are created
Db link 3x Daily N WAMS-AMS Interfaces (see doc)
4 4.2 CGI Finance System GL cost
adjustment transactions
Import Runs off of GL Trans file extract Db link Daily N Cost adjustment interface mappings (see doc) 4 4.3 CGI Finance System GL JV
transactions from inventory
adjustments
Export Creates inventory stock adjustments with JV
transactions
XML Daily N Inventory to PV-JV (see doc)
4 4.4 CGI Finance System GL IET
transactions from inventory
stock issues or returns
Export Creates inventory stock issues or returns with
IET transactions
XML Daily N Inventory to IET (see doc)
4 4.5 CGI Finance System APPR
transactions from WAMs
WO/tasks
Export Valid work orders/tasks within WAMs creates
APPR transactions for the Finance System
XML Daily N WAMS-AMS Interfaces (see doc)
4 4.6 CGI Finance System Units of
Measure (UOM)
synchronization
Import Synchronizes WAMS tables to Finance for UOM Db link Daily N WAMS-AMS Interfaces (see doc) 5 5.0 CGI HR System employee
crafts/skills rates
Import Provides different payrates by craft for each
employee
Db link Daily N Craft rates interface mapping (see doc) 5 5.1 CGI HR System employee
timecard entry, equip hours
Export Loads timecard info into payroll system TADJ,
OTPAY, loads equipment rental hours to JV
XML Biweekly N Employee Equip Hours to Payroll mapping (see doc) 5 5.2 CGI HR System employee master
setup
Import Sets up new employee info in WAMs, updates
existing employee info, and employee leave
balances
Db link Daily N Employee Interface mapping (see doc)
5 5.3 CGI HR System valid APPRs Export Loads valid APPRs back into HR system Db link Daily N WAMS-AMS Interfaces (see doc) 6 6.0 CGI Purchasing/Requisitions
additions or changes to POs
Import Programmatic reads of Finance PO file to setup
POs in WAMS
Db link 3x Daily N AFRAM to Oracle WAMS PO mapping (see doc) 6 6.1 CGI Purchasing/Requisitions
inventory receiving
transactions
Export Allows RC inventory receiving transactions
within WAMs to map into Financial system
XML Daily N Inventory Receiving (see doc)
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Ref
#
Interface
#
Application Interface Description Import/
Export
Transfer Process Interface
File Format
Timing
Frequency
Include in
EAM
(Y/N/O)
Comments/Questions
6 6.2 CGI Purchasing/Requisitions
Requisition transactions
mapping
Export Allows RX/PG requisition transactions within
WAMs to map into Financial system
XML Daily N Requisition Interface mapping (see doc)
6 6.3 CGI Purchasing/Requisitions
Delivery Orders (DO)
Export Allows DO transactions within WAMs to map
into Financial system
XML Daily N PG to DO mapping (see doc)
6 6.4 CGI Purchasing/Requisitions
Vendor master file
Import Imports the Vendor master file information
from Financial to WAMS
Db link 3x Daily N Vendor Interface mapping (see doc)
6 6.5 CGI Purchasing/Requisitions
additions or changes to
Contracts
Import Blanket Contracts from Financial to WAMS Db link Daily N Blanket Contract mapping (see doc) 7 7.0 CGI Work Order vendor master
file update
Export Exports WAMS vendor master file to Financial XML 3x Daily N Work Order Interface mapping (see doc) 8 8.0 CGI Fixed Assets reconciliation Export Exports WAMs fixed assets to Financial FA/FD XML Yearly N 9 9.0 ESRI ArcSDE Oracle views for use with
Water GIS tables
Import GIS Water fixed asset imports into WAMs Db link Daily N Water valves, blowoffs, pipes, backflow, hydrants - see GIS doc. This interface is currently inoperable
when City GIS migrated to Microsoft SqlServer.
10 10.0 ESRI ArcSDE Oracle views for use with
Electric GIS tables
Import GIS Electric fixed asset imports into WAMs Db link Daily (2x per week)
N Poles, streetlights, vaults, switches, transformers,
capacitors - see GIS doc
11 11.0 ACS Outage Management System
for Water and Electric
Import Service Requests from OMS are mapped into
WAMs as Dispatch Orders (DOs)
Db link On Demand N OMS to Oracle WAMS mapping (see doc) OMS interface with WAMS not currently working.

25 TOTAL Interface Count

Future Accela Permitting Import N/A TBD TBD N
Future enQuesta Utility Billing / Customer
Information System

BOTH N/A TBD TBD N
Future Spatial
Wave
Water system work orders
and tracking for valves and
hydrants

BOTH N/A TBD TBD N
Future Anaheim
Anywhere
City CRM call center
application
Import N/A TBD TBD N

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SDI reviewed how technologies are supporting functions throughout the asset management lifecycle. In the following figure, technologies are identified that are used to support asset management activities by components of a typical asset management lifecycle.

Asset Management Lifecycle
Application / Technology Plan Design Construct Maintain Decom-
mission
WAMS (Oracle) ◆ ◆ ◆ ◆
City ERP (CGI) ◆ ◆ ◆ ◆
Water GIS (ESRI) ◆ ◆ ◆ ◆
Water SCADA (Wonderware) ◆
Water OMS (ACS) ◆ ◆ ◆
Water AutoCAD ◆ ◆ ◆ ◆ ◆
Water Spreadsheets ◆ ◆ ◆ ◆ ◆
Water InfoMaster ◆ ◆ ◆
Water Hach WIMS ◆ ◆ ◆
Electric GIS (ESRI) ◆
Electric SCADA (ACS) ◆
Electric OMS (ACS) ◆ ◆ ◆
Electric AutoCAD ◆ ◆ ◆ ◆ ◆
Electric Spreadsheets ◆ ◆ ◆ ◆ ◆
Field Electrical Inventory (FEI) ◆ ◆ ◆ ◆
Canyon Power CMMS (Mainsaver) ◆
Document Management (Laserfiche) ◆ ◆ ◆ ◆
Permitting (Tidemark/Acella) ◆
Utility Billing (enQuesta/AMI/MDMS) ◆ ◆ ◆ ◆
Fleet Management System (Faster) ◆ ◆
Hardcopy/Other ◆ ◆ ◆ ◆ ◆
Figure 8 - Technologies Used by Asset Management Lifecycle A review of this chart supports the assertion that today’s asset management technology environment is complex and includes numerous components.

As can be seen in Figure 8, redundant systems are used for asset management throughout APU. Also, as can be seen in Figure 7, the level of integration among these systems is minimal, resulting in many independent data silos that support specific functions but result in duplicate data or data integrity issues. This is also evident in the lack of truly bi-directional interfaces – most are one-way import or export processes, requiring significant manual reconciliation efforts later.

3.3 WAMS OVERVIEW
At the core of APU’s asset management technology environment is the WAMS. The current WAMS environment is a critical component of a complex environment that supports APU’s work and asset Work and Asset Management Needs Assessment Report February 28, 2020 Revision: June 1, 2022
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management activities, both new assets and ongoing maintenance and support. The environment leverages numerous systems, with limited integration to reduce redundant data, improve data integrity, and limit data redundancy.

The assessment confirmed that the current WAMS system is supporting the following APU functions:
• Timekeeping – WAMS supports time entry for all APU staff for payroll and cost allocation purposes
• Purchasing – WAMS initiates purchase requisitions for APU staff that kick off procurement processes in the City’s ERP system.
• Inventory and Materials Control – WAMS manages receipt and inventory activities. Tracks where materials are applied and reports on when to initiate additional purchase requisitions. • Capital Projects Initiation and Closeout – WAMS initiates the planning and design activities by the APU designers to support inventory and materials ordering. • Regulatory Accounting – WAMS supports APU’s regulatory reporting by capturing all resources and expenditures by asset according to FERC’s uniform system of accounts.

WAMS is currently at software version 1.9, a version that Oracle announced end of support for in July 2021. APU owns the software license and pays annual maintenance for the WAM solution, which allows APU to upgrade to WAM version 2.x, a re-developed work and asset management solution; however, performing an upgrade to the new version is a considerable effort. It is for this reason that the assessment focused on the entire asset management environment to understand the best course of action.

The current functionality being provided by WAMS sets the baseline for the requirements for a new EAM system. However, the assessment also considered the entire existing asset management technology stack to identify opportunities to consolidate systems, improve data integration, and support enterprise asset management activity reporting. APU must also consider other core systems (e.g.

Finance/Payroll/HR, Utility Billing/Customer Information Systems, Geographic Information Systems, Document Management Systems, Mobility, etc.). These core systems likely hold asset related information that should be considered as part of APU’s overall asset management approach.

3.4 APU ASSET MANAGEMENT SYSTEM USAGE UNIQUENESS
In upgrading to WACS, APU must recognize some uniqueness that exists within the current environment that will likely pose some challenges for the upgrade project.

When WAMS was implemented in 2004, it was customized to support APU regulatory accounting requirements (FERC) and payroll timekeeping needs. While most EAM systems allow you to capture costs by activity and asset, they are not often called upon to handle the regulatory reporting requirements. Instead, most EAMS provide cost information that would support the regulatory reporting requirements through a flexible or alternate chart of accounts. An informal survey among California municipal electric utilities and determined that regulatory reporting was supported by the ERP via information provided from the asset management system.

Like the regulatory accounting customization, WAMS was modified to allow APU staff to enter their time into WAMS and for WAMS to provide employee pay time determinants to the City’s payroll system. This required configuration to support the APU’s MOU agreements. Over time, this customization has Work and Asset Management Needs Assessment Report February 28, 2020 Revision: June 1, 2022
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evolved to a quasi-payroll system level, redundant with much of the CGI payroll activities. It also requires significant oversight and audit of time entered to ensure APU staff is paid correctly. The synchronization challenges between payroll and WAMS timekeeping can mean the WAMS system is several days out-of-date. APU’s critical timekeeping requirements have been captured and are reflected in the Functional Requirements document (Appendix C). However, some of those timekeeping requirements may be better served if implemented through the CGI payroll process rather than timekeeping.

Another unique area within APU’s business environment is the Field Electrical Inventory (FEI) system. FEI was conceived as a tracking mechanism for environmental records of electrical assets. It tracks oil (PCBs) utilized in transformers, capacitors, and switches. All PCB history and maintenance events are tracked and reported through this system, with the current iteration dating back to 2004. By implementing FEI’s functions within the new EAM, the old FEI system can be eliminated. Some of the unique FEI characteristics are:
• Input comes from an Electrical Removal & Installation Form – a “Flimsy” – that is created in multicopy form at several points in the workflow
• Full lifecycle tracking for PCB equipment: order, receipt, installation, removal, re-installation, salvage
• Workflow starts at the Warehouse where it is assigned an FEI number, but the rest of the workflow process is not well-defined or followed
• Many of the Flimsy forms are lost, not filled out, or not entered into the system • The Flimsy is an entirely manual, paper-based process that staff are generally unhappy with • About 60k inventory objects (assets) in the FEI database are then linked to GIS and to Oracle WAMs
• Can produce various equipment tested and untested reports • Similar environmental reporting requirements exist for SF6 (sulfur hexafluoride) gas tracking by CARB. This is a highly detrimental greenhouse gas as it escapes. Reporting is done via a spreadsheet that tracks gas used, weight, replenished, etc. on the various switches. These switches are also tracked in FEI.
• The FEI system will require full data conversion into an EAM for continuous reporting on assets These FEI requirements are also captured in the Functional Requirements (Appendix C).

3.5 CURRENT WAMS CHALLENGES
It is important to note that WAMS is effective in supporting the functions it is performing today.

However, there are challenges that could be eliminated or minimized with a WACS upgrade. The following bullets identify the challenges with the current environment. • WAMS is Viewed as a Finance System - APU Operations staff view WAMS as a “Finance’s system” versus an asset management system to support efficient operations and improved decision making. As a result, APU staff tend to do what is required to ensure Finance gets the information required but do not leverage the full potential system to help plan, manage, and track asset management and work order activities. As discussed later in this report, WAMS should be viewed as a system that supports all aspects of the Asset Management Lifecycle, not just the capturing of costs (e.g. time, services, materials, etc.) associated with capital projects or general maintenance activities.

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• WAMS is Complex and Requires Considerable IT Support - WAMS environment is complex and requires considerable City IT support, as well as APU staff support to maintain. • WAMS is Not User Friendly or Intuitive - Users do not view it as user friendly and generally perform the minimal work required within the system versus using it as a tool to help them perform their jobs.
• WAMS Integration Weaknesses - WAMS lacks key integrations, including integration points that were originally implemented but no longer work for a variety of reasons. As a result, asset data is stored in numerous systems and fragmented which makes reporting difficult. It also leads to redundant data and can result in data integrity issues as asset information may not be updated in all asset repositories. Integrations need to be repaired or established to reduce the multiple asset data repositories and reduce redundant data entry. • WAMS Year-end Processes Require Significant Efforts - APU period closing processes require significant manual effort to complete. This includes capital project closedown and reconciliation activities, as well as annual period closing efforts to reconcile WAMS with the City ERP. The current level of integration between WAMS and CGI is insufficient as not all data changes made in CGI are updated in WAMS. As a result, it is easy for the two systems to get out of sync and it requires significant efforts to perform period end reconciliations – which is required to produce APU regulatory reports.
• Staff Reliance on Offline Tools - Many of the APU staff still rely on informal or offline data stores (e.g. Excel) to track, monitor, and report on asset information. These data stores are not integrated with WAMS; however, they may extract information from WAMS for reporting purposes.
• Maintenance Management Work Order Activity - Maintenance work orders for the Water and Electric Divisions are planned, dispatched, and completed using a variety of systems (both automated and manual) outside of WAMS. In today’s environment, multiple systems are used to plan, dispatch, and capture work order activities, particularly as it relates to asset maintenance activities. As an example, Water and Electric rely on OMS to issue Dispatch Orders for unplanned maintenance and repair activity. The Dispatch Orders are closed in the OMS but there is no direct linkage to WAMS for the work performed on the Dispatch Orders outside of field staff time captured in WAMS under a general maintenance work order. Capital Project Work Orders are heavily used in WAMS but the use of WAMS to support ongoing asset maintenance and management activities is minimal. Maintenance and repair activity performed by the field is captured in WAMS under several “general” or summary level work orders rather than specific work orders against identifiable assets. Since WAMS only tracks maintenance and operations work order activity at a summary level rather than at a discrete work activity against discrete assets, staff must rely on time sheet notes to understand what work was performed.

WAMS is not configured or implemented to adequately support preventative maintenance planning, scheduling, and dispatching of work activity. The focus for MRO was to capture time and materials on broad work orders to support regulatory reporting requirements. • Time Entry – APU staff rely on WAMS to capture payroll time that is provided to the City’s Payroll system (CGI). WAMS was customized during implementation to allow it to capture time at a detail that allows it to provide the City staff time to support payroll. This has resulted in significant complexity as WAMS has to factor in payroll MOU requirements versus just capturing time by work activity performed for work order and asset management activities. This has Work and Asset Management Needs Assessment Report February 28, 2020 Revision: June 1, 2022
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resulted in APU staff spending significant time during each payroll cycle to carefully review and validate hours reported by payroll activities.
• Capital Projects Reconciliation – APU staff can use WAMS to plan, design, and procure materials to support Capital Projects. Much of the planning and design efforts are performed outside of the system with spreadsheet and other tools. Then, once a project is active in WAMS, which allows the construction activity to be initiated, WAMS is not regularly used to monitor or track time and expenses being charged to the project. In addition, WAMS allows field staff to enter time and check in/check out materials against any work order (Capital Projects Work Order) such that erroneous time and materials may get charged or credited back to the wrong project.

A business rule implemented in 2021 now prevents users from returning material on a work order if it results in a negative quantity issued. At the end of the project, APU staff must spend significant time to reconcile the actual charges with the original design estimates. This is a major pain point for the designers and engineers.
• Capital Projects Project Management – WAMS supports capital project planning, design, and procurement activities, but is not used as a capital project management tool during the construction phase. As a result, significant effort is required once a capital project is completed to reconcile what was done versus what was originally planned. This is particularly problematic with contracted project elements; monitoring or reconciliation is often limited to the quality of the as-builts provided by the contractor. Most staff rely on offline spreadsheets to track project activities.
• Compatible Units – WAMS was implemented with the use of Compatible Units (CUs) to help designers and engineers quickly develop capital project work orders. However, the CUs have not always been maintained and over time have become out of date. In the case of Water, the CU standards committee has not met for more than 7 years, so the Water CUs have not been updated to reflect the current materials used. For Electric, construction standards were updated in January 2022 and the standards committee works to stay current on the CU materials, but the labor component of the CUs have become out of date. This was a common pain point that impacts the designer/engineers, field staff, and central stores. As a result, staff must work around the CUs at times, reducing the effectiveness of using CUs. • Inventory/Material Management Processes - The current processes supporting the planning, ordering, procuring, and managing of inventory and materials is problematic and results in occasional project delays. There are significant challenges associated with demand forecasting, particularly for long lead time inventory. In addition, procurement sometimes tries to batch smaller non-long lead time materials (e.g. nuts and bolts) into a single purchase which can cause on hand materials shortage. APU staff is using work arounds, outside the system, to better manage the demand but desire a solution that would not require the work arounds. There is also a need to be able to reserve inventory for planned and active capital or maintenance work orders.
• Warehouse Technologies – WAMS does not adequately support effective inventory and warehouse functions. The warehouse does not have any automated technologies to support tracking, reporting, and counting inventory. Central Stores lacks inventory and materials management technology to improve inventory tracking, ordering, and overall management. The warehouse relies on manual counting processes versus leveraging automated warehouse technology such as barcoding.

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• Division Level reporting – Both Water and Electric make extensive use of spreadsheets to track work and project activities.
• Enterprise level reporting – APU has a monthly dashboard that is developed through input from APU staff who must manually extract and provide information. Because of the fragmented asset data environment, APU enterprise level reporting is difficult. This is evidenced by the methods and efforts to publish an APU monthly dashboard of activities. It requires manual data collection and reporting versus having an automated method to report activities. It is evident by the variety of solutions used that APU’s asset information is fragmented, which significantly inhibits information sharing. A business intelligence and data analytics initiative began in November 2021 to address data fragmentation and encourage information sharing throughout the department.
• CGI Integration Improvements – The current integration with CGI is primarily limited to nightly batches (files) and is a one-way push of information from WAMS to CGI. As an example, if a purchase requisition is established in WAMS, APU staff must check with the CGI system to determine the status or to see if it failed an edit. Also, if information is updated in CGI after the transaction information has been pushed from WAMS, there is not a method to update WAMS.

An example of this would be if a payroll time record was modified on the CGI side after WAMS passed information, WAMS would not reflect this change. This results in challenges when it comes to period end reconciliations.

3.6 WAMS USER NEEDS
The following bullets identify asset management needs identified during the assessment. • More User-Friendly Time Reporting – Almost across the board, APU staff feel that the existing WAMS time reporting is not user friendly. They are hopeful that a new system will have a more intuitive, easy method to enter time.
• Improved Asset Hierarchy - WAMS does not have an effective asset hierarchy to promote the full functionality that can be found in an EAMS. The focus upon implementation of WAMS was on capital project work orders, which doesn’t require a formal asset hierarchy to use as these work orders are creating the assets. However, to take advantage of an EAM’s full functionality an improved asset hierarchy will need to be established. • Updated Compatible Units (CUs) – APU engineering, warehouse, and field staff all commented that some of the WAMS CUs are dated and no longer accurate. They requested that as part of the new EAM that the CUs be updated.
• Field Equipment Inventory (FEI) System Replacement – This system is no longer working as implemented; however, it is still being used as an important reference to support reporting. The FEI system is driven entirely off successful handling and then entry of paper documents – the “Flimsy” document forms. Staff want this functionality to be part of the new EAM. • Contract Management - APU staff indicated a desire to have a solution to support contract management. Today’s processes are informal and offline. • Field mobility – Many current APU processes still rely on paper-based processes (i.e., like the Flimsy). There is a need to implement field mobility to improve the timely collection of information and to provide the field greater access to asset information while performing work in the field.

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• Safety and Environment Reporting – APU staff hope that the new EAM can provide functionality to aid in tracking and reporting safety and environmental activities. • Training and Certification Tracking – APU staff hope that the new EAM can provide functionality to track staff training and certifications to ensure they remain in compliance. • Tool and Equipment Tracking – APU staff expressed a design for the new EAM to provide the ability to track the check out and distribution of high value tools and equipment. • Advanced Analytics and Reporting – APU staff expressed a desire for the new EAM to provide advanced reporting and analytic tools. Today, many staff rely on excel spreadsheet to track and report on their projects or activities.
• Laserfiche Integration - WAMS was originally implemented with an integration to Laserfiche.

Unfortunately, over time the integration is no longer functional (“Broken”). An integration between the new EAMS and Laserfiche is important to ensure records are stored as required by records retention policies and can be accessed by staff as needed. • Robust Workflow Functionality – WAMS has limited workflow functionality implemented today.

Staff recognize the power of modern workflow to help drive standard processes and improve turnaround times on activities.

3.7 WORKSHOP INTERVIEW OVERVIEW
For the 2020 report, SDI conducted a series of workshops to better understand the current environment and staff needs. The workshops focused on specific functional areas and selected cross functional areas to get a more comprehensive view of the current system use and needs. The information from the workshops, along with a review of APU documentation, were considered in this assessment. The workshop notes were distributed to the attendees for review and verification.

Appendix A provides the workshop summary notes for each of the workshops conducted with APU staff.

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4 GAP ASSESSMENT AND RECOMMENDATIONS

4.1 “AS IS” VS. “TO BE”
This section of the report focuses on identifying the gaps that exist between what exists today (“As Is”) and what is needed from the WACS upgrade. The “To Be” state is defined by what the industry leading EAM solutions provide, as well as by the needs identified through the staff workshops.

As described in Section 3 of the report, the current asset management technology environment, while meeting the essential needs of APU, is complex, requires significant support, is not user friendly, provides limited functionality (as compared to what an upgraded WACS could provide), and does not support efficient operations during the construct and work order asset lifecycles.

Section 2.4 provides a typical asset management lifecycle and associated asset management functions that many asset management solutions are designed to support. In Figure 9, we highlight in green the functionality being provided by WAMS today. This is not to say that WAMS is not capable of supporting the other functions (orange boxes), but rather this functionality was not implemented.

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Contractor
Management
Capital
Procurement
Management
CAPEX
Budgeting
OPEX
Budgeting
Capital
Project
Management
Master Data
Mgt
- Assets
- Locations
- Classifications
- Materials
- Parts
- Procedures
- Failure Codes
Work Management
Materials
Management
Procurement
Management
Analytics & Reporting

Mgmt.

Change
Management

Figure 9 - Asset Lifecycle and Functionality Supported to in WAMS

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It is key to note that all the functions in the lifecycle are being performed today, they just are not fully leveraging WAMS to support them. This is part of the reason for the complexity with the current environment as highlighted in the current environment context diagram in Figure 10.

Figure 10 - Current Asset Management Technology Environment Figure 11 presents a possible future context diagram with the implementation of a WACS upgrade.

While on the surface it represents a complex picture, it ultimately results in a simplified environment by implementing automated bi-directional interfaces. It provides more robust EAM features and functions to avoid the need for informal systems (e.g. FEI, Spreadsheets) and redundant work order management functionality that is current being done through paper-based processes or support by the OMS. Since the Water Division is making effective use of Spatial Wave to support valve and hydrant work activity (work orders), SDI recommends that APU continue to use Spatial Wave until the new EAMS is implemented, at which time, the benefits of consolidating Spatial Wave or integrating Spatial Wave can be fully understood.

Document Management
(Laserfiche)
Utility Billing / CIS
(enQuesta)

Figure 11 - Future Asset Management Technology Environment

4.2 APU ASSET MANAGEMENT MATURITY
SDI evaluated APU’s use of technology to support work order and asset management activities using our Asset Management Technology Maturity Model as shown in the figure below.

Figure 3 - Asset Management Technology Maturity Model
Document Management
(Laserfiche)
Utility Billing / CIS
(enQuesta)

AMI / MDMS SCADA
(Wonderware)
EAMS
Work Orders - Capital Projects
Maintenance Work Orders
Time Reporting
Purchasing/Requisitions
Warehouse/Inventory
FEI Capabilities
Spatial Wave Capabilities
InfoMaster Capabilities
Enterprise Dashboard
Contract Management
Water Quality
(Hach WIMS)
Water GIS
(ESRI)
Outage Management System
(ACS)
AutoCAD
Canyon Power Plant Work
Orders (Mainsaver)
Electric GIS
(ESRI)
Outage Management System
(ACS)
SCADA
(Advanced Control Systems)
Fleet Management
(Faster)
Anaheim Anytime
(CRM)
Permitting
(Accela)
ERP – Finance, HR,
Payroll (CGI)
Cashiering
(iNovah)
Electric Division Technology APU Shared Technology Water Division Technology City Technology Leveraged
Mobile
Work
Orders
Automated Process
Manual Interface
Mobile
Work
Orders
AutoCAD
Risk-Based CIP Prioritization
Tool (InfoMaster)
Hydraulic Modeling
(InfoMaster by Innovyze)

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This model provides a framework to evaluate the effectiveness of existing technology in supporting the APU’s asset management functions. The model ranges from the frontier stage, where organizations use informal processes and in-house systems to support asset management activities, to the strategic use of technology where organizations use technology to plan, track, and report on asset management activities.

Using this model allows SDI to provide a basis for identifying where technology is being used effectively, as well as those that have the opportunity to improve the use of technology to derive more value (as defined by reduced costs, higher customer service, longer asset life, etc.).

Overall, APU appears to map to a level 3 on the maturity level. There are parts of APU that are approaching levels 4 and 5 for functions such as what is being done with Spatial Wave to support hydrant and valve activities. Another example of a level 4 or 5 is the way Canyon Power Plant is using Mainsaver to support all work order activities.

During this assessment, APU staff consistently requested technology, and the willingness modify existing processes and use technology, to achieve level 4 or 5 maturity level. The recommendations and requirements included in this report position APU to procure a new EAM that will allow APU to achieve a level 4 or 5 in the next 2 years.

4.3 UPDATED RECOMMENDATIONS
Upgrade Oracle WAMS to WACS via Direct Procurement Process In February 2020, when this report was first submitted, SDI recommended that APU proceed with a competitive RFP (Request for Proposal) based procurement process. This would have provided an opportunity to review solutions from multiple vendors. However, since that initial recommendation for an RFP based procurement approach, there have been multiple events and emerging factors affecting this initial procurement recommendation.

In March 2020, just weeks after the initial submittal of the WAMS Needs Assessment report, the COVID- 19 pandemic struck Anaheim (along with the rest of the world). Travel, tourism, and business in Anaheim were adversely impacted as California and much of the world implemented shutdown orders.

Many organizations closed or reduced staff. The City lost revenue and faced a sizable financial deficit.

The City implemented an accelerated separation program to incent eligible staff to retire. Many key resources with institutional knowledge retired from the City, and the City did not plan to back-fill these vacancies for at least a couple of years. The pandemic substantially impacted APU’s ability to pursue the WAMS replacement initiative as outlined in the initial Needs Assessment. Thankfully, by late 2021, after vaccinations, re-openings, and recovery measures, adverse effects of the pandemic were mostly abated.

In November 2021, APU re-engaged SDI to:

1. Ensure the underlying business case and recommendation for replacing WAMS remained

2. Identify emerging factors that might suggest revisions to that earlier work.

1. BUSINESS: Business Need Remains
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a. The APU stakeholders confirmed that the major findings in 2020 supporting the need to replace the existing WAMS system remain. During interviews, stakeholders reiterated many of the main driving factors for upgrading WAMS including improving the user experience, fuller integration with the City ERP system, supply chain improvements, more efficient production of reports and improved access to information, etc. The timing of this upgrade has been delayed, but the need remains.

2. TECHNOLOGY: Elevated Risk to Business Continuity – Urgency to Implement Upgrade a. When reported in 2020, Oracle WAMS was approaching end of life and vendor support in July 2021”. Now, in 2022, the current version is past end of life and no longer supported by the vendor. This means that Oracle will not provide software updates or fixes. Outages in the WAMS system might not be supported by the vendor and could have major impacts to APU business continuity.

3. TECHNOLOGY: Oracle WACS (Utilities Work and Asset Cloud Service) a. Over the last two years, Oracle’s new cloud-based product and successor to WAMS, WACS (Work and Asset Cloud Services), has been maturing in the EAM marketplace – improving its usability / functionality and expanding its client service footprint.

Upgrading from WAMS to WACS will replicate (and in many cases improve) existing WAMS functionality, reduce the impact on APU resources by not having to learn a new system, and provide the potential for receiving ongoing WAMS support from Oracle during WACS upgrade (support to be negotiated).

4. PEOPLE: Resource Availability / Organizational Change Management a. Since 2020, APU has faced increased staffing challenges that would present challenges for full stakeholder participation in a full RFP process (e.g. multiple vendor demonstrations, evaluation follow up sessions) and increase Organizational Change needs during project implementation if a new solution was chosen.

5. PROCESS: Capital Project Management / Asset Registry Management a. The APU Water Division is significantly expanding their capital asset base – commissioning nine new water treatment plants by 2023. This provides a “day one” opportunity, newly identified since 2020, to fully manage these new assets in an upgraded WACS solution.

After reviewing these factors, SDI believes the underlying business need to upgrade from WAMS remains. However, based on the factors described above (i.e. business continuity, organizational impact, operational opportunity), SDI now recommends that APU upgrade WAMS to WACS in a phased implementation as described in 2020, and alter the procurement approach. To ensure a timely WAMS upgrade, SDI recommends that APU engage in direct negotiations with Oracle to upgrade to their new WACS solution using Oracle professional services. In parallel with this software procurement approach, APU can work with other parties, as identified by APU, to support the other project workstreams required for a WACS upgrade - such as business integration, quality assurance, organizational change, and project management can be provided by other parties as identified by APU.

Integration Considerations
It is important to consider the existing systems when looking to upgrade to WACS. The question that must be answered is: are the existing systems candidates for integration or are they replaced by the upgraded system?
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SDI recommends that APU include automated integration of the following systems when upgrading to WACS.
• CGI – City Finance, Budget, and Payroll System
• GIS – City GIS
• OMS – Outage Management System
• Laserfiche – Records Management System
• enQuesta – Customer Information System
• Faster – Fleet Management System
• Anaheim Anytime – Citizen Relationship Management System • Accela – Land Management System
SDI recommends that APU consolidate the following systems when upgrading its system. • FEI
• Spreadsheets
• Main Break
• Dashboard
• Spatial Wave
SDI does not recommend integration or consolidate of the following systems. • Mainsaver
• Hach WIMS
• InfoMaster
• SCADA
Implementation Considerations
Implementation phasing
Upgrading to WACS comes with inherent complexity and risk. A key to managing this risk is ensuring that the implementation scope is well understood, attainable, and that staff is prepared to accept the new system.

SDI is recommending that APU break the implementation of the upgrade into the following phases. • Phase I – Focus will be on replacing existing WAMS Functionality. This phase would focus on replacing the existing functionality, establishing key integrations, and addressing major pain points identified in the assessment.
• Phase II – Focus will be to take advantage of the WACS features and functionality to support operational efficiency and decision making. This phase would include implementing a more robust MRO work order management, additional integrations, field mobility and preventative maintenance functionality.
• Phase III – Focus will be on continuous improvement and leveraging full capabilities of the system. The exact scope of this phase will be determined based on the results of Phase I and II.

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The following table provides a more detailed view of the phasing.

Functional/Features Phase I
(11/22 – 9/23)
Phase II
(10/23 – 3/24)
Phase III
(4/24-12/24)
Time Reporting
Regulatory Accounting
Inventory/Warehouse Technology (barcoding)
Purchasing
Capital Projects
Field Equipment Inspection (FEI) Replacement
GIS Integration
CGI Integration (Period Close Simplification)
Faster Integration
Mobile Technology Pilot Full Rollout
Workflow
Excel Integration/Division Reporting
Dashboard/Enterprise Reporting Pilot Full Rollout
Compatible Units (As Is)
Work Orders Existing WO Detail WO
Asset Hierarchy
Preventative Maintenance Work Order
Capital Projects - Project Management
Equipment Inspection and Safety
Tools and Equipment Tracking
LaserFiche integration
OMS Integration
enQuesta Integration
Anaheim Anytime Integration
Spatial Wave Integration
Accela Integration
CUs - Standards Clean Up
Contract Management
Training and Certification
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The phasing above will need to be reviewed with the Project Management, Business Integration and Systems Integration teams who may have recommendations or reasons for modification of the phasing.

The key to the final phasing of the implementation is balancing the project budget, APU staff availability, and ability for APU staff to absorb the technology and process changes.

Organizational Change Requirements (OCM)
This section addresses Organizational Change Management (OCM) which will be critical to the success of upgrading to WACS. APU staff have been using WAMS since 2004 and continue to follow similar processes as what was originally implemented. It is expected that as APU looks to a new EAM, there will be opportunities to significantly improve processes to take full advantage of a new system. It will be important that staff remain open to modifying existing processes to ensure the implementation aligns to best industry practices versus simply implementing a system to do what is done today.

Organizational change management is the process, tools, and techniques to manage the people side of change to achieve the required business and project objectives. Organizational change management drives project success by supporting individual transitions required by organizational projects and initiatives.

Where project management addresses the technical changes due to the implementation of an EAM system, OCM addresses the people side of those changes. A new EAM will almost certainly change internal processes, how staff do their work, and can even impact organization dynamics and structure.

Research by Prosci, a recognized change management advocate, finds that projects with effective change management were six times more likely to meet objectives, finish on time and on budget.

Resistance to change has consistently been ranked as one of the highest factors contributing to the failure of enterprise system implementations including:
• Delays in implementation that impact operations and result in cost-overruns • User dissatisfaction, resulting in lower productivity and reduced service levels • The failure to realize the intended benefits
• Increased costs for the ongoing support of the completed system Some of these changes have been anticipated and are part of the implementation plan while others are identified during the project. All changes, planned or unplanned, need to be actively managed and tracked in the same way as any other component of the project. Change often results from the need to:
• Adapt the City’s organizational structure and business processes to take advantage of the features of the new system
• Streamline and standardize processes across the enterprise • Eliminate manual document processing and handling, where possible • Adapt functional requirements in response to external factors (such as statutory or regulatory changes), but also as a result of the users obtaining greater experience in how technology can best be used to improve operations (e.g. use of mobility applications as a part of work processes). Changes in functional requirements can also lead to changes in policies and procedures and expectations, particularly regarding the availability, timeliness, and accuracy of information
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• Adapt technical requirements as a result of revised expectations regarding the performance and availability of the system, as a result of changes to the underlying technologies supporting the system (which may necessitate additional changes as a result of minimum requirements and compatibility issues), and as a result of new technology offerings that can potentially provide additional performance or costs benefits
• Adapt contractual requirements and the implementation plan (including the project schedule and deliverables) as a result of organizational, procedural, functional, and technical changes, as well as changes to the implementation plan that are necessitated by resource availability/ constraints
• Provide extensive training opportunities on the new system(s) for all staff.

Understanding and supporting change is critical to the successful implementation of any project and having an executable OCM Plan in place helps prepare APU for the business and process changes associated with the new solution. It will be critical for APU to identify and monitor organizational and individual change management needs and address them before they become issues.

Change happens on two dimensions: the business dimension and the people dimension. The business dimension includes the typical project elements of defining a business need, defining scope/ objectives, designing a business solution, developing new processes/systems, and implementing the solution into the organization. The people dimension of change occurs through an awareness of the need to change, a desire to participate and support the change, knowledge of how to change, ability to implement the change, and reinforcement to keep the change in place.

OCM is the process that is used to identify, analyze, track, and reconcile changes that may occur over the lifetime of a project. OCM activities can take many forms ranging from ensuring that all affected parties are informed of a potential change to identifying and addressing areas of resistance to a change.

For change to occur successfully, people need to feel engaged in the process and need to work collectively towards a common objective. Large, complex organizational changes are only successful if the individual members of the organization can change.

Prosci is an organization founded in 1994 that combines scientific principles and a focus on the people side of change to support individuals and organizations adapt to change and build change management capabilities. The Prosci methodology utilizes the ADKAR model to address change. According to the ADKAR model, for an organization to successfully adopt a change, the impacted individuals must demonstrate the following five critical elements of change:
• Awareness of the need for change
• Desire to make the change happen
• Knowledge about how to change
• Ability to implement new skills and behaviors
• Reinforcement to retain the change once it has been made These five elements must be addressed in a result oriented OCM approach to achieve the highest probability of success; thus, it is recommended that APU develop an OCM plan during the initial procurement process and continue executing the Plan through project implementation.

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An effective OCM Plan requires the involvement of the Oracle professional services team, the business integration / project management team, as well as APU staff. It may also require the involvement of City staff outside of APU (e.g. Finance, City IT, City GIS, Public Works, etc.) as they may be impacted by the impending change and their acceptance to change is critical.

SDI recommends that APU review OCM with the Oracle team during contract negotiations to determine how they will assist APU in addressing OCM needs. The negotiation process should include the following type of questions:
• What is Oracle’s approach to OCM and how is it integrated into your implementation approach? • Describe their OCM services and to what extent they are proposing them for APU? • As a system integrator, how will Oracle identify and manage coordinated activities with OCM and business integration workstreams?
• What tools and materials can Oracle provide to support training and knowledge transfer? (e.g. demonstration sites, basic user tutorials, etc.)
• What Oracle WACS user communities are available to support peer user interactions? Once Oracle is engaged in the project, APU will want to formalize an OCM Plan and staff it with a key resource throughout the project.

Critical Success Factors
Critical success factor (CSF) is a term for an element that is necessary for an organization or project to achieve its mission. To help ensure project success, an organization needs to be aware about each key success factor (KSF) and plan accordingly.

The successful implementation of an EAMS relies on APU addressing several CSFs that represent areas that require careful planning and must be addressed to mitigate implementation risks, meet user expectations, and to achieve the maximum return on investment. Addressing the following CSFs is required for ensuring the success of the new EAMS implementation:
• Top Management Support – APU leadership support is the most important success factor in EAM system implementation project. Top management should provide leadership by establishing a steering committee with participation from representatives across the organization. The role of the steering committee includes understanding of the capabilities and limitations within the organization, establishing objectives and priorities for the EAM system, demonstrating commitment, and communicating the priority of APU’s asset management strategy to all staff. It also entails providing the necessary resources and funding for the project.

And finally, the steering committee should provide direction to the implementation resources, assist in conflict resolution, and monitor the overall progress of the project. • Organizational Change Management (OCM) – To be successful and attain full value out of an EAMS solution, APU staff must be prepared to accept changes to existing processes and methods. Failing to address OCM factors could result in project failure or a sub-optimized solution implementation (not achieving desired ROI).
• Asset Management Plan and Vision - A clear asset management plan and vision to guide the asset management function. It is important to identify key performance areas of asset management to develop a future vision for asset management. The asset management plan Work and Asset Management Needs Assessment Report February 28, 2020 Revision: June 1, 2022
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should highlight the importance and priority of the EAM system in support of the overall asset management plan.
• Project Management – Implementing an EAM is a complex project impacting technology, people, and processes. An effective project management approach is critical to success. APU should follow a formal PM methodology and employ proven resources and tools to help ensure project success.
• Defined Business Processes – Well defined and consistent asset management business processes (from design through decommissioning) are important to ensure the success of the EAM implementation. APU must be prepared to make process changes to adopt best practices and to obtain the full benefit of the new EAM system.
• APU Competing Projects – Implementation of a new EAMS requires a commitment of both resources and time across APU. Therefore, it is important to manage competing projects to ensure key resources are available on a timely basis. As an example, the new EAMS will need to integrate with key APU systems such as document management, CIS, OMS, and others. Failing to manage competing projects can lead to project delays and cost overruns. • City Competing Projects – Implementation of an EAMS requires a commitment of both resources and time across the City. Therefore, it is important to understand what other projects City IT is committed to and how they may impact APU’s new EAMS implementation effort. As an example, the new EAMS will need to integrate with the City ERP and GIS systems. The City GIS has indicated they will be embarking on a project to implement ESRI’s new Utility Management Framework. Another example is the City’s efforts to implement a new Land Management System (Accela). APU will need a commitment from key City project resources and vendors to help ensure a timely project completion.
• Integration Management – The success of the EAMS will be partially defined by the level of integration to other core systems (e.g. GIS, ERP, OMS, Spatial Wave, EDMS, mobile, etc.). A successful integration requires the cooperation from multiple parties, including vendors and City IT staff. Failure to implement effective integrations will result in double entry of asset information, fragmented asset data, data integrity issues, etc. • Security – A successful enterprise-wide implementation is built upon the confidence of each department, division, or user having confidence that the system protects the data owned by the respective party to prevent disclosure, modification, or deletion. Failure to implement a strong security model based on well-defined roles and responsibilities will erode user confidence in the system and limit the system use.
• Mobility – Since a vast majority of APU’s assets are distributed, a successful EAMS requires providing the field staff with a tool that is easy to use, intuitive, and doesn’t inhibit work processes. A strong mobile solution provides field staff access to information anywhere, anytime, and in a format that is understandable.
• Long-term Vendor Alignment – Implementing Oracle WACS will result in a long-term commitment between APU and Oracle. As a result, it is critical that Oracle’s product vision aligns with APU and that Oracle is committed to ongoing solution evolution to address technology, regulatory, and best practice changes.

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• GIS Support Model – Perhaps the most critical technology integration for an EAMS is with GIS.

Depending upon the level of integration, the City’s ongoing commitment (both at the City IT and APU level) to maintaining and evolving the GIS platform is critical. • User Involvement – It is important that the end users are involved throughout the selection and implementation of a new EAM system. The involvement of the designers and field staff is essential to achieve user buy-in and commitment to use the new EAM system. It also helps managed user expectations.
• Training - Training users to use the EAM system effectively is essential to a successful implementation. Training should include how to navigate and use the system, as well as on the new asset management business processes that will be implemented through the system. This includes administrative, management, technical, end- and mobile-user specific training.

Risks
A risk is defined, in simple terms, as the recognition that a problem might occur. A risk, therefore, is any factor that may potentially interfere with the successful completion of the project - a risk is not a current problem or issue but could evolve into one.

The following bullets identify EAMS project risks that should be addressed with a well-documented risk management plan that starts during the procurement phase:
• Limited project focus and/or insufficient planning
• Inconsistent perceptions and/or expectations of the drivers and critical success factors among staff impacted
• Limited resources to support implementation and ongoing management of the system • Limited resources to support implementation of the new system while maintaining day-to-day operations on existing systems
• Poor agreement language, vague requirements and deliverables, undefined responsibilities, and unrealistic timeframes incorporated in the actual contract • Exposure to new or unfamiliar technology
• Incorrect, incomplete, or change of the project scope in terms of the business and technical requirements
• Failure of staff to accept the selected solution
• Inaccurate understanding of existing business rules, processes, and workflows • Failure to accurately identify and implement integrations • Project delays due to scheduling, resource availability, or competing priorities • Failure to attain desired level of integration due to vendor capabilities and cooperation The following bullets identify APU typical risks associated with implementing a new EAM. • RISK - Organizational Change that will be imposed at all levels of the organization o Response Strategy - Mitigate
o Response Measure - Establish OCM best practices model as part of the implementation o Response Measure - Require selected vendor to propose an OCM solution that aligns with OCM activities on the City side
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• RISK - New IT Managed Services Vendor Model
o Impact Justification - The City is moving to a service level agreement approach from what was primarily a staffing model
o Response Strategy – Accept
• RISK - GIS moving from ESRI ArcFM to Utility Network model o Impact Justification - This project will likely be running in parallel with the new EAM implementation. City GIS is currently in the assessment phase for this project and APU will need to coordinate project activities across these initiatives. o Response Strategy - Accept
o Response Measure - Ongoing communications between City GIS and the WAMS Project Team
o Response Measure - Consideration of interim interfaces or integrations as needed to keep project on schedule and to avoid delays or added risk o Response Measure – Recognize and augment staff resources to support APU involvement
• RISK – Permitting function moved from Tidemark to Accela implementation o Impact Justification – This project is now complete. Will reconfirm integration points during WACS implementation.
o Response Strategy – Accept
o Response Measure - Recognize and augment staff resources to support APU involvement
• RISK - Laserfiche document management system upgrade and workflow revision project o Impact Justification – LaserFiche 10, Phase 1 is complete. Phase 2 of this project will likely be running in parallel with the new EAM implementation o Response Strategy – Accept
o Response Measure - Recognize and augment staff resources to support APU involvement
• RISK - Mobile/field device implementation
o Impact Justification – Critical function and benefit of the EAMS implementation o Response Strategy – Mitigate
o Response Measure – Fully train and encourage all field staff in the use of this technology o Response Measure – Pilot or trial the various mobile/field devices to identify strengths and weaknesses
o Response Measure – Shift this implementation to Phase II to avoid technical resource conflicts with Phase 1 tasks
o Response Measure – Shift this implementation to Phase II to allow staff to become familiar with the new system without being in the field environment o Response Measure – Have various discipline field staff sit in on the vendor demonstrations for this function, try the technology during that period, and accept feedback
o Response Measure - Recognize and augment staff resources to support field workers for an extended mobile/field implementation time
• RISK – FEI system conversion and integration
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o Impact Justification – FEI is scheduled for retirement in Fall 2022. FEI system has been identified as a major pain point for APU staff with poor process handling and paper- based system
o Response Strategy – Mitigate
o Response Measure – Plan for full implementation of FEI capabilities (reporting and tracking) within new systems.
o Response Measure – Fully document existing FEI and Flimsy workflow processes and needs now
o Response Measure – Have vendors demonstrate these features and functionality, and how they would accommodate the workflow
o Response Measure – Plan for full data conversion from the FEI system into the new EAM system (to ensure all history is captured)
• RISK – CGI ERP interface/system integrations
o Impact Justification - Existing CGI version and interface or integration capabilities may restrict some desired integration capabilities. CGI upgrade is currently underway to Adv4 with an expected Spring 2023 Go Live.
o Response Strategy – Mitigate
o Response Measure – Begin discussions with City, IT, and CGI regarding the version capabilities and direction to proceed to get true bi-directional information flow and near real-time capacity
o Response Measure – Fully capture existing interface information (this is already fairly complete)
o Response Measure – Recognize and augment staff resources to support APU involvement. Coordinate project planning and management between the two initiatives. • RISK – All other interface/system integrations
o Impact Justification – All successful interface and system integrations require intimate business process knowledge
o Impact Justification – Numerous interface/system integrations are required to provide full EAMS benefit, beyond those systems explicitly listed here o Response Strategy – Mitigate
o Response Measure – Fully identify new interface information and process flow o Response Measure – Fully identify and document existing interface information (this is partially complete)
o Response Measure - Recognize and augment staff resources to support APU involvement

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5 POTENTIAL FUNCTIONAL REQUIREMENTS
An important element of this assessment is to develop the initial draft functional requirements that APU can use to further define needed functionality in a WACS upgrade. Functional requirements describe the requirements, functions, calculations, technical details, processing requirements, and other specific functionality that define what APU desires out of the WACS upgrade. The functional requirements describe what the system must or should do to meet APU’s work and asset management needs.

The functional requirements provide APU with a framework to clearly articulate what their system should do and identifying areas that may require additional discussions with Oracle (i.e. will a work around be needed, customization required, or is a 3rd party solution more suitable). Ultimately, the functional requirements provide the basis for identifying the WACS capabilities that best fits APU’s needs and helps ensure a strong implementation agreement.

Appendix C provides the detailed functional requirements by the following categories:
• General System
• Data Integrity and Security
• Ease of Use
• Asset Management
• Assets – Electric
• Assets – Water
• Work Orders
• Preventative Maintenance
• Warehouse/Inventory
• Capital Projects and Project Management
• Contract Management
• Timekeeping
• Reporting
• Regulatory Reporting
• Equipment Inspection and Safety Testing
• Field/Mobility
• Interfaces and Integrations
• GIS

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6 TECHNICAL REQUIREMENTS

6.1 SOFTWARE-AS-A-SERVICE (SAAS) VS. ON-PREMISE DELIVERY MODEL In 2020, SDI provided this comparison of the Software as a Service (SaaS) and On-Premise (On-Prem) delivery models. The Oracle WACS solution is SaaS based. The following section is retained in this 2022 revision to provide context for the WACS delivery model.

Public agencies generally consider one of the following two application delivery models: Software-as-a- Service (SaaS) or on-premise. The on-premise approach is the more traditional model where APU would purchase software licenses and hardware to run the application at the City’s data center. However, in recent years, many public agencies are strongly considering the use of a SaaS delivery model where a vendor provides access to an application (providing services versus licenses) and the vendor bears the responsibility for managing the servers, software, and data. With the SaaS delivery model, an agency generally accesses the services (the application) via the Internet.

It should also be noted that commercial-off-the-shelf application providers are increasingly turning to SaaS as their preferred method of delivery. Compared to the traditional model where software was installed in multiple client sites, often with some variation in both the installation of the software and the supporting systems environment and with differing levels of technical currency, SaaS greatly simplifies the process of providing user support and helps limit the variety of releases and versions that the application provider must support. SaaS can be delivered either as private cloud or public cloud offering (with private cloud offering more flexibility and security and public cloud offering the opportunity to lower license/subscription and support costs through the economies of scale).

The on-premise model is attractive for those organizations that operate a very robust information technology infrastructure and support organization. The organization’s data, hardware, and software platforms are owned and operated by local resources. The organization decides when and how to configure, upgrade, and change its core applications.

From a high-level, key benefits of a SaaS delivery model include:
▪ Obtaining services with clearly defined service level agreements (SLAs) backed by financial penalties if they are not met.
▪ Obtaining services and support for extended hours of operation including 24x7 operations. ▪ Ability to defer, or avoid, capital costs for the acquisition of information technology infrastructure (e.g. servers, storage, databases, utilities, etc.). ▪ Ability to quickly scale the IT environment to meet changing demands. ▪ Reduced dependence on local staff resources, including training and planning for staff succession.
▪ Improved disaster recovery and business continuity.

Nonetheless, agencies seeking to use a SaaS delivery model need to carefully consider the following:
▪ Ability to comply (and to certify continuous compliance) with applicable information-protection standards (e.g. NERC, FERC, HIPPA, etc.).
▪ Availability and security of information that is stored off-site.

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▪ Potential issues with data ownership and security.
▪ Methods to exist a SaaS agreement if it is going poorly or provider is no longer viable. • City network capacity and redundancy to ensure reliable, fast, and secure access to the SaaS providers site.

Simply stated, there is no “one-size fits-all” for organizations grappling with the decision to use SaaS or on-premise. An evaluation of the pros and cons of each model is helpful in determining what is best suited given the operating environment and business objectives of the organization.

The following table identifies the pros of SaaS and on-premise.

PROS SaaS On-Premise
Cost ▪ Pay on an as-needed basis – scale up or
down depending on usage,
requirements, and growth.
▪ Minimal capital expenditure.
▪ Lower upfront costs.
▪ Predictable budgeting.
▪ Lower long-term costs (license fees and
maintenance).
▪ Software license is purchased and resides
within organization.
▪ Direct control over labor costs.
▪ Visibility to local capital expenses.

Security ▪ Data can be backed up regularly.
▪ Off-site storage (Disaster Recovery).
▪ Allows for continuity of service.
▪ Usually includes data encryption (data)
and transmission.
▪ High level of security and sophisticated
services offerings which are not always
available locally.
▪ Peace of mind knowing data is located
within your servers and infrastructure.
▪ Application and data are managed by in-
house resources.
▪ Backups under local control.
▪ Requires knowledgeable on-site security
personnel and best practices.

Integration ▪ Some application and data sharing
linkages are handled by vendor.
▪ Control over timing of updates and links
to other applications.
▪ Software can be customized.
▪ Reliable, secure, maintain a level of
control.

Support ▪ Less IT staff involvement and staffing
(reduction in IT FTE).
▪ Easily upgraded (maintained by
provider).
▪ Quick deployment.
▪ Dependent on local staff capability and
technical resources.
▪ Insight into performance issues and
capacity planning.

Intangible ▪ Allows for a business focus, not an IT-
centric organization.
▪ If it’s not broken, don’t fix it (running well
and meets business requirements).
▪ If the operational environment is robust,
benefits of “cloud” are significantly less.
▪ Local knowledge (organization, political,
etc.).

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Operations ▪ Software is ready to use including
expansion modules.
▪ Connectivity from anywhere using any
device.
▪ Up-time controlled by SLAs.
▪ No direct need for Internet access.

The following table identifies the cons of SaaS and on-premise.

CONS SaaS On-Premise
Cost ▪ Limited control over price increases.
▪ Untangling the contract for termination
may be difficult and expensive.
▪ Premium level of support may be more
expensive.
▪ Cost to manage and maintain all parts of
the solution are expensive (servers,
licenses, integration capabilities, and IT
staff).
▪ Pay for on-going costs of hardware, power
consumption, and space.
▪ Cost to fix if something breaks can be
expensive.
▪ Support and training are expensive
(typically 20% of annual license fee).

Security ▪ Software and data are in the hands of
the vendor.
▪ Facilities may, or may not, be
separated and could utilize offshore
operations.
▪ More susceptible to data loss during
disaster situations.
▪ Security may be inadequate from local
resources.
▪ Backup and recovery are done by local
staff.

Integration ▪ Software is configurable but is not
always customizable.
▪ Integrations with other applications
may need regular updating as core
software is updated.
▪ No control over when updates will be
applied (could affect other key
applications).
▪ Software can be modified by vendor or
local staff.

Support ▪ May lack government experience or
knowledge.
▪ Loss of local IT skills and resources.
▪ Network performance issues.
▪ No up-time guarantees.
▪ Patches and upgrades may not be
routinely scheduled or current.

Intangible ▪ Requires managing vendor
performance.
▪ Vendor viability (stability, mergers,
acquisitions) may be problematic.
▪ Longer deployment timeframe
(knowledge transfer to in-house
personnel).
▪ Recruitment/retention of local IT
personnel may be difficult.

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▪ Workload balancing may impact core
applications.

Operations ▪ User experience limited by the speed
of the Internet connection.
▪ If the Internet fails, there will be no
access (may require redundant
Internet Services).
▪ More difficult to scale. Will require
personnel, planning, and resources.

Based on the information gathered during the assessment, SDI recommends that the City remain open to SaaS and on-premise delivery models. The City is well positioned to continue with an on-premise delivery model; however, some EAMS vendors may only offer SaaS delivery models or benefits from a SaaS may not be achieved with an on-premise approach. This allows APU to evaluate proposed new EAMS on the merits of the software features and functionality to select the best fit solution.

6.2 SAAS REQUIREMENTS
The WACS solution will use a SaaS delivery model. It is important to carefully consider key contract terms and conditions. Since the cloud is focused on delivering a solution as a service with established services levels (SLAs), versus just delivering software licenses, you must carefully consider the following elements when entering an agreement for Software as a Service (SaaS). ▪ All Personally Identifiable Information (PII) must be identified. All applications that contain PII need to be identified. The City is ultimately responsible for the protection of that information regardless of where it is stored. Additional security measures and possibly PII audits of the vendor may be necessary.
▪ Similar to the element above, all credit card or banking information must be identified and protected. Additional security measures and possibly PCI audits of the vendor may be necessary. ▪ APU must own the data, regardless of where it is stored. ▪ Upon termination of a cloud agreement, APU must have right to all its data as rapidly as possible.
▪ All data storage must be within a Government cloud service space. ▪ APU should have a method to extract the data for local storage or use. It should also provide for a method to obtain the data when moving to a new vendor. ▪ Service agreements should have a renewal period. It can be difficult to separate from a vendor when they hold the data in their systems. Relationships can become contentious and it may be easier to separate at a renewal period. It is easier to renew an agreement than terminate it. ▪ Upon termination, the vendors must provide all APU data in a usable format. APU data should be returned in a defined format including schema, data dictionary, and customized queries and or views.
▪ Upon termination of the agreement, the vendor must delete all APU information from their system.
▪ Data on the remote system should be encrypted. It is required that APU data be encrypted while on the vendor’s system.

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▪ Communications to remote vendors should be encrypted. It is important to secure APU data, not only while it is on the remote system but also in transit between APU and the vendor. ▪ The remote system should connect to the City Active Directory authentication system so users can be disabled locally. If an employee leaves the City, that person is disabled on the local systems. Access to the remote system should be automatically disabled at the same time. ▪ The remote system should provide for multiple backups or checkpoints of APU data. The remote vendor should have the ability to recover corrupted data even if the corrupted data is not discovered immediately.
▪ Escalation procedures for access or trouble response should be clearly defined. The escalation procedures for access or system issues should be clearly defined with penalties and remedies. ▪ The requirements for restoration of service should be clearly defined. The SLA should include the expectation of the hours of operation and uptime requirements. Penalties and remedies should be clearly defined.
▪ The Application Programming Interfaces (APIs) should be clearly defined. APIs need to be clearly defined so that remote applications can be integrated with local applications or even other remote applications.
▪ Remote system monitoring by City staff should allow for performance monitoring, system status updates, and integration with internal City monitoring systems. ▪ Indemnification for the City regarding data breach or illegal access to vendor facilities and in- transit data streams.
▪ Data breach notification, remediation, and restitution responsibilities should belong to the vendor.

The following bullets provide a sample of key contract provisions that should be considered for a SaaS delivery model.
▪ Project Schedule. Provider will develop a detailed Project Schedule that describes both Provider and City’s responsibilities. The Project Schedule should be in enough detail to specify the design, conversion, training, testing, and acceptance activities, and the date the system is scheduled to go into live production and be available to the City.
▪ Acceptance. After the City has obtained access to the system, and subsequent to each system upgrade, revision and patch, City and Provider shall conduct user acceptance testing to verify that the system substantially conforms to the specifications and City’s requirements. ▪ Ownership of City Data. The Parties agree that as between them, all rights, including all intellectual property rights, in and to the City Data and any derivative works of the City Data shall remain the exclusive property of the City.
▪ Use of City Data. Provider may use the City Data solely for performing its obligations under the Agreement and not for Provider’s own purposes or later use. Unauthorized use of City Data by Provider or third parties is strictly prohibited.
▪ Access to and Extraction of City Data. City shall have access to City Data 24-hours a day, seven (7) days a week, excepting Provider’s regularly scheduled maintenance of the hosted hardware.

Provider warrants that City shall be able to extract City Data from the system on demand, but no later than 24-hours of City’s request, without charge and without any conditions or contingencies whatsoever.

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▪ Backup and Recovery of City Data. Provider is responsible for maintaining a backup of City Data and for an orderly and timely recovery of such data in the event of data corruption or interruption of the system. Provider’s backup of City Data shall not be considered in calculating storage used by City.
▪ Data Breach; Loss of City Data; Litigation Holds. In the event of any Data Breach, act, error, omission, negligence, or misconduct that compromises or is suspected to compromise the security, confidentiality, or integrity of City Data or the physical, technical, administrative, or organizational safeguards put in place by Provider that relate to the protection of the security, confidentiality, or integrity of City Data, Provider shall, as applicable:
o Notify the City immediately following discovery, but no later than twenty-four (24) hours, of becoming aware of such occurrence or suspected occurrence. o In the event of a suspected Data Breach, Provider shall keep the City informed regularly of the progress of its investigation until the uncertainty is resolved. o Provider shall coordinate with the City in its response activities to a Data Breach. ▪ Termination for Cause and/or Convenience. City shall have the right, without further obligation or liability to Provider:
o to immediately terminate this Agreement if Provider commits any breach of this Agreement and fails to remedy such breach within thirty (30) calendar days after written notice by City of such breach (30-day cure period); o to terminate this Agreement upon thirty (30) calendar days prior written notice for City's convenience and without cause; or
o to immediately terminate this Agreement if Provider ceases conducting business in the normal course, becomes insolvent, makes a general assignment for the benefit of creditors, suffers, or permits the appointment of a receiver for its business or assets or shall avail itself of, or become subject to, any proceeding under the Federal Bankruptcy Act or any other statute of any state relating to insolvency or the protection of rights of creditors.
▪ Disaster Recovery. Provider shall maintain a business continuity and disaster recovery plan for the system (the “Disaster Recovery Plan”) and implement such Disaster Recovery Plan in the event of any unplanned interruption of the system.
▪ Proprietary or Confidential Information of City. Provider understands and agrees that, in the performance of the work or services under this Agreement may involve access to City Data, which is Confidential Information. Provider and any subcontractors or agents shall use Confidential Information only in accordance with all applicable local, state, and federal laws restricting the access, use and disclosure of Confidential Information and only as necessary in the performance of this Agreement.
o Obligation of Confidentiality. Subject to the California Public Records Act or any other applicable open pubic records laws, the Parties agree to hold all Confidential Information in strict confidence and not to copy, reproduce, sell, transfer, or otherwise dispose of, give or disclose such Confidential Information to third parties. o Nondisclosure. The receiving Party of proprietary or Confidential Information agrees and acknowledges that it shall have no proprietary interest in the Confidential Information and will not disclose, communicate nor publish the nature or content of such information to any Work and Asset Management Needs Assessment Report February 28, 2020 Revision: June 1, 2022
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person or entity, nor use, except in connection with the performance of its obligations under this Agreement or as otherwise authorized in writing by the disclosing Party, any of the Confidential Information it produces, receives, acquires or obtains from the disclosing Party.
o Cooperation to Prevent Disclosure of Confidential Information. Each Party shall use its best efforts to assist the other Party in identifying and preventing any unauthorized use or disclosure of any Confidential Information.
o Surrender of Confidential Information Upon Termination. Upon termination of this Agreement, in whole or in part, each Party shall, within five (5) calendar days from the date of termination, return to the other Party any and all Confidential Information received from the other Party, or created or received by a Party on behalf of the other Party, which are in such Party’s possession, custody, or control.
▪ Data Security
o Up-To-Date Security. Provider shall at all times during the term of this Agreement employ data security best practices, including providing and maintaining up-to-date security with respect to the system, the Provider's physical facilities, and the Provider's networks, to prevent unauthorized access or "hacking" of City's Data. o Data Privacy and Information Security Program. Provider shall be responsible for establishing and maintaining a data privacy and information security program, including physical, technical, administrative, and organizational safeguards. o Data Transmission. The Provider shall ensure that all electronic transmission or exchange of system and application data with City and/or any other parties ▪ City Audits
o Audit and Inspection of Records. Provider agrees to maintain and make available to the City, during regular business hours, accurate books and accounting records relating to its work under this Agreement.
o Audit of Provider’s Policies. Provider agrees to make available to City Provider’s policies, procedures and practices regarding Data Security.
o Information Security Audits. The Provider shall contract with a third-party to perform a yearly Information Security Audits of their primary and backup datacenter.

6.3 ON PREMISE REQUIREMENTS
In 2020, SDI provided this comparison of the Software as a Service (SaaS) and On-Premise (On-Prem) delivery models. The Oracle WACS solution is SaaS based. The following section is retained in this 2022 revision to provide context for the WACS delivery model.

SDI met with City IT to identify on premise (City hosting of the APU EAMS solution) requirements.

City of Anaheim Server Hardware/Virtual Standards
• Physical – HP Proliant Servers Dual Power Supplies, dual Network Cards, ILO, HBA (if needed) o HP Synergy Solutions and Blades
• Virtual – VMware
• OS Drive – Raid 0+1 (Capacity Needs?)
• Extended Drive – Raid 5 or 6 (Capacity Needs)
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• SAN Storage – Capacity Needs
• SAN Storage – Speed Needs
• SAN Storage – Raid Level Needs
City of Anaheim OS Standards
• Operating System – Windows Server 2016 or Current - 64bit • Operating System – RHEL Latest Version - 64 Bit
City of Anaheim Database Requirements
• Oracle – Latest Version
• MS SQL – Latest Version
City of Anaheim Network Standards
• Palo Alto Firewalls
• Cisco Switching
• Belden Cabling
City of Anaheim Antivirus Requirements
• Must be compatible with Palo Alto Traps
o Justified Directories can be excluded from Antivirus/Malware tools City of Anaheim Remote Access
• Palo Alto Global Protect for Vendor Access (Client based) Vendor Questions for On Premise
• Who will own the hardware?
• Are hardware refreshes included in solution?
• Must comply with City of Anaheim Security Standards
• Must comply with City of Anaheim Patch Management Process • Must comply with City of Anaheim’s Change Management Process • IS OS Patching included in the solution?
• IS Application Patching/upgrades included in the solution • Are Major Applications upgrades included in the solution? • Does the City of Anaheim Own the licenses or are licenses subscription based?

6.4 DATA MIGRATION AND CONVERSION
Data Migration and Conversion means the efforts associated with the analysis, cleansing, transformation/mapping, loading, and reconciling of current or historical data from other systems into the upgraded WACS solution, whether by manual or programmatic methods.

The exact scope of data migration and conversion cannot be determined until the WACS implementation scope (modules to be implemented) is determined. It is expected that selected history required to support regulatory and other reporting needs from WAMS would need to be migrated. In addition, any in process activity will also need to be converted. It is also expected that data migration may be required from other APU systems (i.e. Spatial Wave, OMS, ERP, spreadsheets, etc.), some of which are unstructured which means increased data cleansing and validation. APU should plan to have significant support from City IT in this activity.

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Because of the cost and risk of data migration, it is recommended that the exact scope of data to be converted is negotiated with Oracle to discuss the pros and cons of data to be migrated and help APU understand the level of effort associated with data mapping and cleansing.

The following are typical data migration and conversion activities, along with the party responsible for performing the activity. Note that Oracle may have a unique data migration and conversion methodology and tools so the tasks below may vary depending upon the selected vendor. • Training on vendor data migration methods and tools (Oracle – Trains APU) • Extract data from current systems (APU and City IT staff) • Perform data migration analysis – Cross functional workshops with APU to discuss data migration process and mapping requirements (Oracle and APU) • Develop data migration and conversion strategy and plan (Oracle and APU) • Finalize data mapping requirements (Oracle and APU)
• Build data migration and conversion routines (Oracle and APU) • Determine manually loaded data – usually associated with unstructured data sources such as Excel (APU)
• Perform data transformation (Oracle)
• Validate loaded data (APU)
• Validate loaded data within new system business processes (Oracle and APU) • Perform data cleansing and validation routines (APU)
• Perform data transformation #2 (Oracle)
• Perform data cleansing and validation routines (APU)
• Perform Go Live data transformation #3 (Oracle)

6.5 INTEGRATIONS / INTERFACES
Interfaces means those objects that allow data to move either into or out of the installed applications, either in batch, real-time or near-real time. Interfaces are defined by the business processes they facilitate, the points during those processes where data is exchanged, the frequency in which data is exchanged, and the method by which the data is exchanged.

The actual scope of integrations is dependent upon the capabilities of the upgraded WACS solution and the systems to be integrated. Traditionally, there are multiple approaches to integrations. • Application Programming Interface (API) - This is a common tool method of integrating applications. EAM vendors have established API libraries to support passing of common data (i.e. financial data, asset data, employee data, etc.). An API uses a common code language to specify functionality and set protocols to give you the ability to transfer data. • Web Services APIs are growing in popularity and is a collection of open protocols and standards provided by the vendor which support exchanging data between systems or applications. This is the preferred method for SaaS solutions.
• File Transfer (Batch) – This is a method where a file is created and passed to another system for import. File transfers can be executed manually or automatically.

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The following integrations will be mandatory for the WACS upgrade. • CGI ERP (passing of accounting and timekeeping information) • ESRI GIS (passing of asset related information)
The following integrations are desired and may occur at a later phase. • Spatial Wave (work order and asset information)
• Outage Management System (work order initiation and closure) • enQuesta (work order initiation and closure)
• Faster (fleet information)
• Laserfiche (records)
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7 IMPLEMENTATION REQUIREMENTS
As agencies look to replace complex systems, such as WAMS, oftentimes significant focus is placed on system features and functions (requirements). However, because WACS upgrade is based on Software- as-a-Service (SaaS), it may not be desirable to customize the new solution to the level done with WAMS This will require accepting the built-in best practices, which may mean significant process changes, these new systems are designed to avoid expensive customizations or complex workarounds. SDI anticipates this will be the case with APU. WAMS is highly customized. The WACS upgrade will meet the vast majority of APU’s requirements, but the implementation efforts will be more complex due to business process changes that will impact most of the staff.

For the reasons above, implementation requirements can be just as important as the functional requirements when defining the WACS upgrade project. A highly robust and functional WACS upgrade, poorly implemented, will result in unhappy users and an underperforming system which means APU will not realize the benefits expected.

When negotiating with Oracle, APU must clearly understand their implementation approach, methodology, and resource requirements. To ensure that APU fully understands the Oracle implementation approach, the following bullets identify factors that should be carefully evaluated during the procurement phase.
• Understanding Oracle’s project organizational chart highlighting the key staff who will be assigned to accomplish the work. Also, understanding lines of authority and designated individual responsible for the completion of each service components and deliverable is critical to success. It is important to consider the resumes and experience of the Oracle implementation resources.
• Understanding the Oracle implementation methodology and approach. This includes the tools and techniques that will be used, proprietary methodologies that Oracle will employ, the staffing model and other elements to ensure a successful implementation. • Understanding the roles and responsibilities of both APU staff and Oracle staff during each phase/component of implementation. Understanding the estimated level of effort required by the APU staff based on Oracle’s experience.
• Understanding the project schedule and resourcing plan. Including an evaluation of the proposed timeline with APU staff availability and capacity. • Understanding Oracle’s training methodology and approach. Understanding how Oracle will ensure the APU staff has buy-in to the new system.
• Understanding Oracle’s approach to data migration/conversion, including the roles and responsibilities for extracting data from WAMS, data cleansing, data mapping, data upload into the new system, and quality assurance. It is also important to understand, based on Oracle’s experience, what data needs to be converted to ensure the new WACS upgrade is fully implemented.
• Understanding the deliverables and documentation that will be provided.

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7.1 APU IMPLEMENTATION RESOURCES REQUIREMENTS
The following table identifies the roles and responsibilities required by APU for a typical EAMS implementation. The recommendations for staffing levels may vary depending upon Oracle’s proposed implementation services.

Role Responsibilities
Executive Sponsor /
Steering Committee
Without proper vision and guidance from APU’s executives, the project may fail to reach its desired goals and objectives. The role of the Executive Sponsor and Steering Committee will be to participate in setting the goals and scope of the Project and to participate in periodic status meetings with the project team.

Project Manager (1 FTE) An assigned Project Manager should have appropriate decision-making authority.

This person will oversee all Project activities. These will include staffing the Project with the proper resources, preparing and monitoring the project workplan, attending Project team training for functional and selected technical classes, setting Project priorities and assigning tasks, identifying and documenting Project issues and providing status reports on the Project to the executive sponsors. This person is usually very familiar with cross-functional requirements and upper management’s goals and can lead a team of people from various departments. Although this person may be very knowledgeable of APU’s functional areas, they should not be assigned specific responsibilities for completing the activities associated with one or more applications. These responsibilities should reside with the Project Teams that are described below.

Project Team Leaders (3
FTEs – 1 FTE for Finance,
1 FTE for Electric, and 1
FTE for Water)
These individuals will be considered part of the core project team and will participate in tasks including Project Team training, Business Process and Procedure Review, and User Testing. Often these experts consist of Leads in their respective areas of expertise (i.e., capital projects, finance, inventory, etc.). The individuals designated for these roles should have a good working knowledge of how APU’s processes are performed and understand the reasons for the current processes. As part of the implementation process, these individuals will be evaluating the new functionality available and determine how their organization can make the most of new functionality.

Subject Matter Experts
(3 FTEs)
These resources will be considered part of the core project team and will participate in tasks including Project Team Training, Design/Configuration activities, User Testing, and Production Support. Often these experts consist of individuals with expertise areas key functional areas (i.e. accounting, timekeeping, inventory, capital projects, work orders, compatible units, etc.). The SMEs designated for these roles should have a good working knowledge of how APU’s processes are performed and understand the business logic for the current processes.

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Role Responsibilities
Technical Developers (2
FTEs)
A team of technical developers will be involved in the technical duties that come with the implementation. Examples include report development, data conversion, interfaces, workflows. These resources will: create technical specifications, code and test development objects.

Testing Lead (1 FTE) Responsible for coordinating efforts to execute the testing plan.

Organizational Change
Management Lead (.5
FTE)
These resources will develop/execute on the Organizational Change Management Plans. Description of activities found in OCM section of response.

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8 ONGOING MAINTENANCE AND SUPPORT REQUIREMENTS
Considering APU’s ongoing maintenance and support requirements is just as important as the implementation services. While the implementation phase may last 2 – 3 years, the ongoing maintenance and support relationship between APU and vendor could last 15+ years.

The following are ongoing maintenance and support considerations that should be included as negotiation factors when finalizing the WACS upgrade project with Oracle. • Identify ongoing maintenance, release/upgrade, and support services to include the following items:
o Help desk processes and procedures to include methods of support (i.e. online, telephone, etc.)
o Hours of support (stated in Pacific Standard Time)
o After-hours support hours and staffing percentage levels (e.g. “55% support staffing between the hours of <blank> and <blank>”)
o Escalation procedures
o Response time commitments
• Identify if there are solution user groups and/or user conferences as these can be invaluable in ongoing support of the system, continual training, and networking with other public agency users.
• Identify the methods and processes for ongoing training resources available to APU. • Identify the user and administration documentation that is available and how it is kept up to date.
• Understand the frequency of application patches and releases and clearly identify the roles and responsibilities of APU to complete updates.
• Identify APU ongoing technical support requirements, as well as the skills and expertise of IT staff to keep the system running as intended.
• Understand Oracle’s philosophy and approach to ongoing research and development of the new WACS system.

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9 APPENDIX A – WORKSHOP INTERVIEW NOTES
This appendix provides the workshop summary notes for each of the workshops conducted with APU staff. The workshops focused on specific functional areas and several cross functional to get a more comprehensive view of the current system use and needs. The information from the workshops, along with review of APU provided documentation were considered in this assessment. The workshop notes were distributed to the attendees for review and verification.

9.1 ACCELA WORKSHOP
Accela Workshop – 12/4/2019, 11:00 AM
Meeting Attendee Job Title Work Group
Jonathan Sanks Env. Services & Safety Manager Env & Safety Candice Espinoza Associate Engineer Water Engineering
Jason Rilloraza Associate Power Engineer Transmission & Distribution Capital Projects
Bruce Fruchter Enterprise Information Technology Manager APU Technology Development Hans Nielsen Business Information Systems Administrator APU Technology Development Debi Stith Utilities Automated Systems Support Rep APU Technology Development Rick Morella Business Information Systems Analyst III APU Technology Development Terry Hackelman Consultant SDI
Mike Allen Consultant SDI
Workshop Notes Summary:

Jonathan said that Accela will be used for well and boring permits (those that are greater than 20 feet).

Candice said that Water Services - Engineering Group will use Accela for water planning and development projects that require a water construction permit (e.g. water main, valves, backflow devices, etc.). As part of the permit process, Water will charge fees based on estimated staff time to support the planning and development. It was noted that APU staff must look at Oracle WAMS to obtain costs to support fees – then they compare the fees to the permit system.

Once a water permit is released, a Work Order will be created in Oracle WAMS so that staff can bill their time working on the permit to the Work Order.

It is unclear the exact implementation (go live) date for the new Accela permitting system. It was stated that it may be a May 2020 implementation, but it is possible that will slip. It appears that the transition of Managed IT Service providers will be a factor in the implementation date.

Today, the City is still using Tidemark to support permitting activities. There is not integration between Oracle WAMS and Tidemark. Accela is still in development and only available in “test mode.” There is potential for integration between Accela and the Oracle WAMS replacement system to help streamline processes and reduce duplicative efforts.

Jason (Electrical Engineering) discussed that they used Tidemark to create a case and put the asset in Oracle WAMS. They use Oracle WAMS to capture the costs and move that information over to Tidemark.

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To support design activities, APU staff enter materials or assets, as well as estimated staff hours into Oracle WAMS. Oracle WAMS provides an estimate that is then manually entered into Tidemark. They also enter the Oracle WAMS account string into Tidemark. The account string provides the key to tie Oracle WAMS work orders to Tidemark permits/plans.

For the Accela project, there is not currently an Oracle WAMS interface included in the scope.

Currently there is not an interface between the City’s cashiering solution (INOVA) and Tidemark.

However, there is a plan to integrate INOVA to Accela.

Since the Accela implementation is still in process, it will require careful coordination once an Oracle WAMS replacement solution is identified. The level of integration between the systems will need to be an Oracle WAMS replacement project implementation decision based on the current status of the Accela project.

It may be an RFP question to ask proposers to suggest best practice integration between a permitting and asset management system.

9.2 ACCOUNTING INTERFACE WORKSHOP
Accounting Interface Workshop– 12/4/2019, 3:00 PM
Meeting Attendee Job Title Work Group
Angie Ureno Senior Accountant Financial Services
Russell Dowell Financial Services Manager Financial Services Steve Beattie Application Support City IT
Jonathan Tanu Application Support City IT
Bruce Fruchter Enterprise Information Technology Manager APU Technology Development Hans Nielsen Business Information Systems Administrator APU Technology Development Debi Stith Utilities Automated Systems Support Rep APU Technology Development Rick Morella Business Information Systems Analyst III APU Technology Development Terry Hackelman Consultant SDI
Mike Allen Consultant SDI
Workshop Notes Summary:

Year-end Processing Discussion. Year-end Processing documentation has been provided. The year-end process is complex and time consuming and requires almost exclusive focus of the APU accounting staff.

It was discussed that the ideal situation would be to have a monthly close and upload of assets; however, that would require addressing existing overhead processes and how overhead is applied annually for work orders/assets. Another challenge with overhead application is ensuring that overhead does not get application to contract work.

Because of the year-end challenges, it requires that all accounting changes be done prior to July 1.

It is a requirement that history is maintained on capital projects to meet mandatory bond requirements.

This must be considered in the Oracle WAMS replacement effort. History will need to be maintained and accessible.

The migration to a new Oracle WAMS solution will require converting 3 – 7 years of data for open or in process capital work orders (active projects).

The following are additional year-end accounting process challenges:

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• Warehouse/Inventory annual physical count – Past processes have required that the Warehouse close for 2 – 3 days to allow an accurate count of inventory. Recently, the Warehouse has initiated a cycle counting strategy to reduce the time required to complete year-end inventory counts. The Oracle WAMS replacement solution should provide features and functions that help address this challenge, including automated inventory management technologies. • The current processes to apply overheads (e.g. A&G, E&S, Materials, etc.) is done annually. This requires APU staff to be diligent about closing work orders that are finished. This results in informal processes (e.g. emails, calls, pleas, etc.) to get work order owners to close completed work orders. If APU could get to a monthly close, this would “eliminate the year-end traffic jam.”
• Oracle WAMS is currently set up to use standard work orders (e.g. street lighting, banner changing, meters, transformers, capacitors, etc.) for general activities. These must be closed out by the end of the year and new work orders created.
• There are 17 year-end steps (e.g. checks, validations, edits, reports, queries, etc.) that must be completed to ensure Oracle WAMS information (database tables) are accurate and ready to complete year-end close. The processes include 24 separate reports and validation tests, fixed asset reconciliations, and regulatory account reconciliations.

The overhead allocations include Indirect/Administrative and General overheads (e.g. admin, back office, etc.). This overhead is applied to all charges (e.g. labor, materials, etc.).

Overhead allocation rates vary from year-to-year based on capital projects (e.g. number of projects and size of projects). If APU has more capital projects in process, then the overhead rates will be lower. This can result in significant fluctuation from year-to-year.

It is critical that the Oracle WAMS replacement system supports the current FERC Uniform System of Accounts and can address allocation requirements.

The APU Auditors sign-off on current financial statements. It is imperative that the new Oracle WAMS solution achieves the same sign-off.

There was a discussion about different kinds of work orders, noting that some are “Giver” work orders and others are “Receiver” work orders. The Giver work orders are charged as overhead and applied to the Receiver work orders.

There was a discussion about CGI ERP. APU staff indicate it is not user friendly or intuitive. It can be difficult to find information. It also lacks the ability to easily attach documents that would support transaction to improve on research and analysis in the future.

There was a discussion about FERC reporting, specifically the "bridge" WAMS report (e.g. expenditures pulled from Oracle WAMS into Excel) and an abstract of data pulled from CGI ERP. These two data sources much be compared to ensure the systems balance.

It is noted that Oracle WAMS does not receive or store revenues, that information is provided directly from CGI ERP.

Post Workshop Facilitator Notes:

It will critical to ensure that the proposing solution providers clearly understand the FERC and year-end closing requirements. In addition, it will be critical that proposers propose a solution to help ensure CGI Work and Asset Management Needs Assessment Report February 28, 2020 Revision: June 1, 2022
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ERP and replacement WAMS remain balanced. These should be presented as business problems during the proposal process and proposers should propose solutions to achieve these requirements. It is anticipated that proposers may have alternative approaches to handling the financial requirements, some may handle within their proposed solution while others may choose to propose a 3rd party integration solution.

9.3 FINANCIAL MANAGEMENT SERVICES WORKSHOP
Financial Services Workshop – 11/21/2019, 3 PM
Meeting Attendee Job Title Work Group
Russell Dowell Finance Services Manager Finance Management Services Angie Ureno Senior Accountant Finance Management Services Bruce Fruchter Enterprise Information Technology Manager APU Technology Development Hans Nielsen Business Information Systems Administrator APU Technology Development Terry Hackelman Consultant SDI
Bruce Faylor Consultant SDI
Workshop Notes Summary:

APU is using Oracle WAMS for the following financial related functions:
• General accounting, including a FERC uniform system of accounts. • Limited Accounts Payable. – APU generated a requisition in Oracle WAMS that is transferred to CGI to generate a PO. When goods/services received, APU enters receipt information into Oracle WAMS. They require a 3-way match (invoice, PO and receiving report). o Challenges
▪ Oracle WAMS and CGI get “out of sync” (requisitions and Pos). Updates are done nightly via an automated interface.
▪ New vendors are created in CGI which assigns a vendor ID that is provides to Oracle WAMS via a nightly automated interface.
• Limited HR information to allow for time capture and reporting. Includes information such as staff name, phone number, and more. New employees are added to CGI (HR) and Oracle WAMS will receive an Employee ID, along with some basic information to establish the employee. o It would be nice to have more HR functionality such as training and certification capture, tracking, and reporting.
• Limited inventory functionality leveraged.
o Desire for more robust system to support inventory and warehouse functions, including barcoding at warehouse.
• Fixed Assets – Fixed assets are created in Oracle WAMS and uploaded annually to CGI. APU applies overhead on an annual basis in today’s environment.

APU relies on the City CGI finance system to handle the following functions:
• Accounts receivable
• Budgeting – Oracle WAMS does not have the ability to complete budget checking to ensure adequate funds exist.

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• Grant Management – this is not all that important for APU. However, FEMA expense tracking and reporting is important.
• Payroll
APU obtains most of the needed reports directly from Oracle WAMS. They have a uniform system of accounts for water and finance.

APU uses Oracle WAMS to generate the US Energy Information Administration (EIA) 861 reports (these reports typically include information such as peak load, generation, electric purchases, sales, revenues, customer counts and demand-side management programs, green pricing and net metering programs, and distributed generation capacity.). Reporting requires calendar year reporting.

APU does not have a formal system to support contract tracking and management. This is highly desirable functionality.

Oracle WAMS does not track or report revenues, that is done in CGI. Oracle WAMS only tracks expenses.

There is a crosswalk (mapping) of accounts from Oracle WAMS to CGI in order to ensure the systems are recording and tracking expenses consistently.

It is estimated that there are 300 users of Oracle WAMS (most to record time). APU currently has licensing for 75 concurrent users.

It was noted that APU applies overhead to capital work orders to meet FERC reporting requirements.

A desirable outcome of the replacement system would be the eliminate the use of paper by the field and moving to a mobile environment that allows electronic collection of information.

It was mentioned that APU Inspectors uses Accela to support as-builts. They do not use Oracle WAMS.

The following user count information was provided by Debi Stith:
• Active Oracle WAMS users: 402
• Active Oracle WAMS users with more than “basic” responsibilities (e.g. timekeeping): 302 During the workshop, we reviewed typical financial system (ERP) functionality/modules to confirm to what extent APU is relying on Oracle WAMS to support their financial reporting needs (e.g. FERC).

Typical Financial system modules would include the following – We have bolded and underlined modules that have functionality that has relevance to APU’s EAM project:
• General ledger/accounting
• Procurement/purchasing
• Inventory/warehousing
• Timekeeping
• Account Receivable
• Accounts Payable
• Human Resources (recruitment, training, performance management, etc.) • Vendor Management
• Payroll
• Fixed Assets
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• Budget
• Misc. Billing
• Grant Management
• Contract Management
Financial Services has the following challenges with today’s environment:
• Integration between WAMS and CGI is limited. As a result, the two systems will get out of sync and it requires significant efforts at year end to reconcile the two systems to allow for the required regulatory reporting.

Financial Services sees the following opportunities to improve today’s environment:
• Improved integration between WAMS and CGI (City ERP) to reduce level of effort required to reconcile the two system.
• Ability to track and report on additional employee information such as training and certifications • Implement more robust inventory and warehouse technologies to help improve inventory management and control, as well as reduce level of effort to perform annual inventory reconciliations.
• Improved integration between WAMS and CGI in terms of fixed assets. • Implementation of a contract management system
• Implementation of mobile technology to reduce use of paper-based processes and improve timely collection of information.

9.4 GIS WORKSHOP
GIS Workshop – 11/21/2019, 1 PM
Meeting Attendee Job Title Work Group
John Pellegrino Electric Capital Projects Manager System Planning Peter King Assistant GIS Manager City GIS
Chris Carter GIS Manager City GIS
Brendan Keeler Utilities Analyst II Water Services Division Clarence Cho SCADA Systems Analyst III Water Field & Operations Hans Nielsen Business Information Systems Administrator APU Technology Development Jason Kornoff Business Information Specialist (BIS) APU Technology Development Bruce Fruchter Enterprise Information Technology Manager APU Technology Development Oranous Danandeh Business Information Systems Analyst III APU Technology Development Terry Hackelman Consultant SDI
Bruce Faylor Consultant SDI
Workshop Notes Summary:

The City GIS is based on the ESRI (Environmental Systems Research Institute) software solutions and centralized under the City Finance Department.

Over the last three years, City GIS has been focused on rolling out GIS data access applications to all the City departments. It is estimated that about 1/3 of the City GIS work is in support of APU.

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The City GIS indicated that GIS should be the primary source of asset location information but not all asset attribute information.

The City GIS supports two GIS database environment.
• Central GIS – SQL servers and supports 12 departments • Electric GIS – Oracle database and supports only the Electric Services Division The GIS databases are updated via workflows whereby asset creators (as-builts) and maintainers (flimsies provide information).

The workflow creates the assets in GIS and then information is passed to Oracle WAMS.

Electric Services GIS (ESRI 10.2)
• 6 layers that are integrated with SQL (asset ID and attributes are shared) • Integrated with Oracle WAMS to include assigning asset id and attributes – processes run 3 days a week.
• Substation system assets are not in GIS but should be captured in GIS or another system • System operators use Electric GIS daily in conjunction with the ACS Outage Management System (OMS).
• The Electric GIS is currently on an Oracle database that resides on the Electric network and requires City GIS to access Electric GIS through ports that are opened through the firewall so that edits can be performed.
• Electric GIS has not been upgraded because OMS is not compatible with more current version (e.g. 10.7). This requires City GIS staff to use two editors – one for water and one for electric GIS. • Electric Designers and Operator use Electric GIS with minimal Field staff usage of GIS.

Water Services GIS (ESRI 10.7 – current version)
• 4 core water layers include mains, laterals, hydrants, and valves. • Oracle WAMS used to connect to GIS every night to copy changes, but the process has been broken for several years.
• It was noted that not all water assets are “in sync” with GIS Operations and Engineers use Spatial Wave which is not linked directly to GIS. Spatial Wave is updated via the Water GIS as a result of data being copied over approximately every two weeks. There is a desire to directly integrate to the Water GIS using map services at some point in the future. The Field accesses GIS via Field Mapplet (Spatial Wave solution) to create and manage work orders. There are plans to upgrade Spatial Wave to version 10 which will support map services to directly update GIS.

Spatial Wave Mapplet views live pump station data from SCADA on a map; pulls customer information from CIS directly. This allows use of a tracing tool to determine which customers outages will impact.

Water Planning and Resources group uses InfoWater and InfoMaster (by Innovyze) to support hydraulic and pipeline asset planning and management.

City GIS is not currently integrated with the utility billing/CIS system (enQuesta). At one time, enQuesta would automatically pull address information from GIS.

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A major challenge for the GIS is getting as-built information on a timely basis and getting GIS updates done quickly. Internal processes rely on manual workflows and often there are delays in City GIS getting as-builts to perform updates.

Electric Division staff rely on information in the FEI (Field Electrical Equipment Inspection) system, although the system is currently not working properly. However, it stores historical information that is required. The FEI system is a custom developed application by an outside consultant. FEI has information that is required to support environmental monitoring and reporting functions. FEI is used to establish assets and create new asset records in GIS - FEI is essentially a web interface for GIS.

The Spatial Wave solution is used to support valve and hydrant maintenance activities. It also has field reline capabilities. There is discussion (and desire) to get additional water assets (e.g. wells, pumps, mains, etc.) into Spatial Wave to support maintenance activities and main break reporting.

Technology constraints - Electric - Oracle database - firewall - ArcGIS (SQL) - technical constraints. Need it so they have real-time access to data.

SCADA Environments
• Electric Services – Advanced Control Systems (ACS)
• Water Services – Wonderware
City GIS indicated a desire to implement ESRI’s Utility Network Management solution. This will be a major effort and positions the City GIS to offer improved services. The desire is to start the project in July 2020 and complete in 12 – 18 months.

City GIS is asking that the future WAMS solution use webservices to support integration with GIS.

It was noted that there are still key assets that are kept mostly in spreadsheets, such as reservoirs, pump stations, treatment plants, substation equipment, etc. It was also mentioned that electric equipment inspections should be GIS but are not. It was indicated that these should be in GIS and/or Oracle WAMS.

Outside of the Water Services Field use of the Spatial Wave solution, there is little use of mobile technology to access GIS in the field. When Field staff do access GIS, they use ArcGIS Collector using Portal, no ArcGIS Online. When mobile technology is used, the City uses NetMotion for connectivity.

Post Workshop Facilitator Notes:

The project to replace of the Oracle WAMS will require careful planning and coordination with the City GIS ESRI Utility Network Upgrade Project and any upgrade of the Spatial Wave solution.

Regardless of what is done with Oracle WAMS, internal processes need to be improved as it relates to as-builts and timely updates.

9.5 HR/PAYROLL/TIMEKEEPING INTERFACES WORKSHOP
HR / Payroll / Timekeeping / Purchasing Interface Workshop– 12/4/2019, 1:00 PM Meeting Attendee Job Title Work Group
Steve Beattie Application Support City IT
Jonathan Tanu Application Support City IT
Bruce Fruchter Enterprise Information Technology Manager APU Technology Development Hans Nielsen Business Information Systems Administrator APU Technology Development Work and Asset Management Needs Assessment Report February 28, 2020 Revision: June 1, 2022
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Debi Stith Utilities Automated Systems Support Rep APU Technology Development Rick Morella Business Information Systems Analyst III APU Technology Development Terry Hackelman Consultant SDI
Mike Allen Consultant SDI
Workshop Notes Summary:

General discussion about the APU time reporting workflow process. All time entry occurs through Oracle WAMS. Once time is reviewed, approved, and validated, it is passed to CGI ERP for payroll processing.

General discussion about the APU purchasing workflow process. Purchase requisitions are initiated through Oracle WAMS. The requisition is passed to CGI ERP through a nightly upload process. No information is passed back to Oracle WAMS through this process. CGI ERP creates a purchase order to authorize vendor to deliver requested items. APU staff are responsible for acknowledging receipt.

Detailed technical documentation was provided and briefly reviewed. This information will be used to document the current environment for the report and subsequent RFP for the Oracle WAMS replacement solution.

City IT use Pervasive Data Integrator (an XML-based solution) (PDI) which is a 3rd party solution integrated to CGI ERP. It was noted that Integrator is out of support and that City IT anticipates moving to another solution, Data Connect on or before December 2020.

City IT currently uses Computer Associates (CA’s) Job Scheduler; however, it was noted that this may change as the City’s new managed IT service provider, SAIC, may move to another job scheduling solution.

The CGI ERP consists of multiple systems and are interfaced. The systems include Budgeting, Finance, and Human Resources.

City IT indicated that the CGI ERP solution may support the use of Webservices as this was discussed as a solution for the enQuesta and CGI ERP implementation.

The City is currently running on CGI ERP version 3.10. The most current version is 4.0 but that version uses a different structure and is offered only as a SaaS model – all this complicates an upgrade. The current version (3.10) dates to 2013. City IT did not know when the current version will be at end of life, CGI has not made them aware of any plans to cease support.

City Finance recently worked with City IT to improve the integration between Oracle WAMS and CGI ERP by creating a table (PERC_APPR) that contains a mapping of the work order number and department code to the FERC account code. This was done to help map account strings with the FERC reporting requirements. City IT developed a custom table within Oracle WAMS to facilitate the passing of this information.

Today’s integration between Oracle WAMS and CGI ERP is done using flat files.

There was discussion of “dormant” or broken data links between Oracle WAMS and GIS (Electric and Water).

There was discussion about Laserfiche and integration between that system and Oracle WAMS and CGI ERP. City IT is checking into whether CGI ERP is providing a file for Laserfiche.

There is a process to provide staff contact information (Phone numbers) from the City system (insider) to Oracle WAMS.

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The City’s Fleet Management solution, Faster, provides Oracle WAMS information about vehicles, equipment, and rates. This information is used to determine the equipment cost to complete work orders.

CGI ERP interface into Oracle WAMS occurs 3 times/day while the Oracle WAMS to CGI ERP is a nightly process.

There was discussion that the new solution should have a strong workflow solution to help drive processes and improve overall processing. The workflow solution should also be capable of providing alerts and notifications based on business rules developed by the City.

Post Workshop Facilitator Notes:

City IT provided detailed documentation about the current environment. That information will be relied upon to ensure the current environment is appropriately described in the subsequent Oracle WAMS replacement system RFP.

City IT will need to be involved in review and finalizing RFP requirements and involved in the replacement system evaluation and selection.

9.6 HOSTING WORKSHOP
Hosting Workshop – 12/5/2019, 8 AM
Meeting Attendee Job Title Work Group
Chris Carter GIS Manager City GIS
Jennifer Winchell Assistant IS Manager City IT
Wes Fuller Assistant IS Manager City IT
Roshun Fuller IS Manager City IT
Conrad Jansen Infrastructure SDM SAIC
Hans Nielsen Business Information Systems Administrator APU Technology Development Jason Kornoff Business Information Systems Analyst III APU Technology Development Bruce Fruchter Enterprise Information Technology Manager APU Technology Development Terry Hackelman Consultant SDI
Mike Allen Consultant SDI
Workshop Notes Summary:

The stated goal to start the meeting was to identify appropriate vendor technical requirements to be considered as APU looks to replace WAMS.

Numerous considerations were discussed among the attendees, including integration, security, and mobility.

We also discussed whether on-premise or cloud/SaaS/Hosted solution was desired. The City is NOT specifically looking for hosted solutions. While SaaS is an option, no preference was discussed: open to either solution.

The City does not have a formal Cloud Strategy or Policy.

If a cloud/SaaS solution evaluated, the City needs to carefully consider the following:
• Security
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• Recovery Point Objective (RPO), Recovery Time Objective (RTO), and Recovery Consistency Objective (RCO) as it relates to disaster recovery or data protection plan • Ability to integrate with City’s Active Directory
• Transition out costs
• Disaster Recovery strategy and sites
• Approaches to system maintenance and maintenance schedules • Data access methods with desire for direct access
• Integration methods (e.g. web services, APIs, etc.)
• Mobility – it was noted that 90% of current mobility at the City is iOS (Apple) • Data Encryption required at rest and in-transit
• Secured with SSL sites
• Expressed preference for a single tenant solution (vs multi-tenant) It was pointed out that the City has some dead spots so Field workers must have the ability to work offline and sync up when connection is possible - so store and forward is required.

There was discussion about multi-factor authentication (MFA) requirements for mobile devices. It is desirable to have a solution that support MFA as security requirements continue to evolve.

The City currently does not have a mobile data management (MDM) solution but there is a recognized need.

It was noted that Anaheim Public Safety vehicles use NetMotion (solution that helps maintain resilient, reliable connections and helps performance). The Public Safety mobile solutions use encrypted Virtual Private Network (VPN – Palo Alto GlobalProtect mobile security) technology and require MFA.

If a cloud/SaaS solution is selected, the City would want ability to monitor the system and obtain performance metrics and reports.

If a cloud/SaaS solution is selected, the City would prefer something that leverages a government cloud solution that offers compliant cloud computing with security and protection to meet the needs for government. Examples mentioned includes Microsoft Azure (Azure Government) and Amazon Web Services (AWS – GovCloud).

It was discussed that integration to GIS will be important. Vendor will have to meet City’s integration requirements for this.

The City obtains Internet Connectivity through multiple sources (Cogent and Level 3). Connectivity is burstable and set up as an active-active environment to ensure access, reliability, and performance.

The City prefers solutions that support user single sign-on, but this is not a mandatory.

The City would like at least 3 database environments to include Production, Development, and Test. This is consistent with what exists for Oracle WAMS and enQuesta (UB/CIS).

The City is an Oracle and SQL database shop. This is the expertise available with the existing staff and service provider (SAIC).

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9.7 PAYROLL-TIMEKEEPING-PURCHASING WORKSHOP
Payroll / Timekeeping/ Purchasing Workshop – 12/5/2019
Meeting Attendee Job Title Work Group
Vanessa Pita Secretary Electric Operations
Sarah Feliciano Management Assistant Water Field & Operations Hans Nielsen Business Information Systems Administrator APU Technology Development Bruce Fruchter Enterprise Information Technology Manager APU Technology Development Rick Morella Business Information Systems Analyst III APU Technology Development Debi Stith Utilities Automated Systems Support
Representative
APU Technology Development
Mike Allen Consultant SDI
Terry Hackelman Consultant SDI
Workshop Notes Summary:

Roles – Sarah supports the Water Division Field staff and Vanessa support the Electric Division Field staff performing back office functions (e.g. time reporting, OT tracking, Callout tracking, reports, requisition, purchase receiving, notice to bill events, and more). Debi (Technology Development) manages payroll for the entire utility department.

Sarah processes time for about 15 staff. Sarah manages overall payroll reporting for about 55 Water Division staff.

Vanessa support approximately 20 Field staff who provide hours by work order records on manual time sheets. Vanessa enters the time to support the 2-week payroll cycles. Overall, Vanessa manages payroll reporting for a total of 40 Electric Division staff.

Vanessa tracks refused overtime hours to ensure MOU requirements are met. It is important that they keep track of overtime offered and refused. This information is important to updating the callout reports to ensure fair treatment.

Vanessa also handles reporting to support time sheet summary reports.

Vanessa supports generating the notice to bill for damaged utility assets (e.g. light pole struck by citizen). This requires reviewing dispatch orders, time reports, and requisitions determine what is to be billed.

Sarah supports time entry for 15 Field staff. This includes correcting errors and reviewing reports.

The Planned Overtime report is done manually.

A challenge for Sarah and Vanessa is managing the codes that staff use to bill hours.

Sarah mentioned that she tried to have the field input hours versus a paper time sheet; however, the time it took to review, and correct errors was significant.

The Payroll cycle runs every 2 weeks from Friday – Thursday. It was noted that some employees have 9/80 schedules.

It was noted that Oracle WAMS can be set up to autogenerate time and codes and support default/exception time reporting. However, it requires manual set up and sometimes difficult to use for Work and Asset Management Needs Assessment Report February 28, 2020 Revision: June 1, 2022
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staff that may be charging to different codes from week to week. In addition, the current system only allows autogenerated timesheets a weekly basis that doesn’t always align with pay periods.

Vanessa indicated that she would set staff up on autogenerated time sheets if it makes it easier for staff.

They must track holiday/Leave balances. Timing is important as they need to know in advance, particularly if off day is impacted by someone on a 9/80 schedule. Holiday leave usage is awkward with the 9/80 schedule and other flex work schedules due to when holidays occur and the pay cycles.

Typically, a holiday is moved to the day before or after the actual holiday.

The current system allows staff to record more than 24 hours which is important to capture all time for staff that may be working prolonged hours and get paid based on a multiplier once into overtime.

The City ERP (CGI) and Oracle WAMS must be configured individually. This creates challenges to ensure they remain consistent in how they account for time recorded and alignment to the MOUs.

The current system has a series of payroll edits that are run to help identify errors prior to sending time to the City ERP (CGI). As an example, one of the edits ensures a full 80 hours is recorded – unfortunately the report includes everyone, including part-time staff which makes it time consuming to review.

There are currently approximately 100 SAPI that are run to validate date and help ensure time entries are clean and will not get rejected by City ERP (CGI).

There was discussion of report 45 (Oracle WAMS payroll report) and 46 (CGI report). CGI becomes the system of record. Changes on the CGI end do not get pulled back into Oracle WAMS. As a result, staff must use CGI on time reports to ensure accurate time information.

As of a couple of years ago, the City ERP (CGI) now has FERC codes.

It was mentioned that the City ERP (CGI) currently “accommodates” 5 or more different time keeping systems in use at the City.

APU has 380 total FTE, most of which enter their time directly. Venessa and Sarah still enter for the Field staff.

Payroll Time Reporting to the City ERP (CGI). Every other Friday, Debi works through Oracle WAMS time reporting until she gets a clean edit on Oracle WAMS time. By 10 AM it is posted in Oracle WAMS with a final edit at 11:20 AM. At noon, time is transmitted to the City ERP (CGI). Once time is transmitted, if additional changes are required, it must be made in the City ERP (CGI) and will not be pushed back to WAMS.

APU tracks overtime refused on an annual basis. After period 26 (last payroll of year), a process is run that zeros out overtime tracking to start the next year.

APU wants to track planned overtime (defined as overtime for planned work versus emergency work overtime).

WAMS tracks and identifies time associated with FLSA.

The current processes only allow an employee to be added to CGI after the payroll run, which doesn’t occur until Tuesday (for time entered through Thursday the prior week). This means new employees working Friday, Monday, and Tuesday but aren’t in WAMS to enter time. This requires Debi enroll them and update time for missed days.

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WAMS supports a leave request process, but very APU few people use this - APU Technology Development is currently using the leave request process in Oracle WAMS.

Leave balances in WAMS are updated at end of payroll and are provided from CGI.

The Notice to Bill (e.g. citizen hits a pole or hydrant) is burdensome. It requires staff to collect information from multiple sources (e.g. repair sheet hours, equipment, materials, etc.) and research to get to cost to make repairs. Staff must look at job codes, burden rate, etc. to calculate total cost to be included on Notice to Bill. The Oracle WAMS has a table, but staff do not know if this is accurate. They develop costs based on standards.

WAMS only knows if an employee is active and inactive.

Post Workshop Facilitator Notes:

Oracle WAMS replacement system will need robust time reporting and limited payroll capabilities to replace current capabilities and to streamline processes. The City uses other time entry systems which might provide a roadmap or process that can be leveraged as Oracle WAMS is replaced. The implementation of a new Oracle WAMS will require APU staff (Sarah and Vanessa) to be involved in configuration, testing, and go live to ensure all activities and reporting are addressed in the new environment.

9.8 POWER GENERATION WORKSHOP
Power Generation Workshop – 12/4/2019, 9:30 AM
Meeting Attendee Job Title Work Group
Ronald Hoffard Generation Plant Manager Power Generation Hans Nielsen Business Information Systems Administrator APU Technology Development Debi Stith Utilities Automated Systems Support Rep APU Technology Development Rick Morella Business Information Systems Analyst III APU Technology Development Terry Hackelman Consultant SDI
Mike Allen Consultant SDI
Workshop Notes Summary:

The Canyon Plant is leased from Southern California Public Power Authority (SCPPA) which is a Joint Powers Authority (JPA) created for the purpose of providing joint planning, financing, construction, and operation of transmission and generation projects. SCPPA is comprised of eleven municipal utilities and one irrigation district. SCPPA members supply 16% of California’s power.

The Canyon Plant was built in 2010 and began operations in 2011. The lease is a 25-year capital lease. At the end of the lease, Anaheim will own Canyon for a purchase price of $1. The Canyon Plant is used for peak power needs.

The Canyon Plant assets are well documented. Canyon consists of more than 2,600 assets (e.g. motors, pumps, compressors, electric motor, valves, etc.). All assets have an identifying number.

All assets have been input into the Mainsaver (https://www.jbsystems.com/) asset management software. Mainsaver includes the original value of the assets and work performed against the assets.

Mainsaver was implemented in 2016. There was an effort made to try to use Oracle WAMS, but it did not meet the needs of the plant. SCPPA contracted Mainsaver Professional Services to implement the Work and Asset Management Needs Assessment Report February 28, 2020 Revision: June 1, 2022
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system, as well as support the creation of the asset hierarchy. It took 3 – 4 days to get all the assets entered the system.

Unplanned Work. When unplanned work is identified, a corrective work order is created. Each work order must be written against an asset – which is why all assets much be identified in Mainsaver.

Preventative Maintenance Work. PM schedules are included in Mainsaver and PM work orders are distributed to Plant staff via email. There are about 1,500 preventative maintenance work orders in Mainsaver that are generated based on a specified schedule (e.g. monthly, weekly, annually, etc.). Plant staff enter the time spent completing the work orders.

General Operations and Maintenance Work. There are work orders to capture time for general operations or general maintenance activities (e.g. clean up, etc.).

The Generation Plant Manager has been using Mainsaver for more than 25 years. He indicates that Mainsaver is rated above other asset management solutions such as Maximo and Infor for supporting plants.

The was a brief discussion of the Kraemer Peaking Plant which is being decommissioned. It is assumed that the assets and work associated with Kraemer will not be considered as part of the Oracle WAMS replacement solution.

Canyon runs on Electric SCADA network and will get OMS Dispatch Orders (Dos) from the Electric Operations Control Room via phone communication and a dispatch screen. The Operations Control Room can remotely start the plant if needed.

Canyon staff input their time for payroll purposes directly into Oracle WAMS. Staff enters their time into Mainsaver for time spent in the performance of Mainsaver tasks, which has no correlation to WAMS.

WAMS is simply 80 hours per pay period.

The Plant has approximately 10 staff, which includes Kraemer staff when it is closed.

There was a general discussion about the financial processes at the Canyon Plant. All invoices are paid by SCPPA once reviewed and approved by APU. SCPPA bills the City a lump sum amount at the end of the year. 100% of power is provided to APU.

The Canyon Plant will use the City of Anaheim Public Works department to perform some maintenance or repair work (e.g. HVAC).

There is currently no integration between the SCADA and Mainsaver. This is not required as staff needs to review SCADA alerts to determine if they should become a work order in Mainsaver.

Since the Canyon Plant operates under a different governance and financial structure, it is assumed that its’ asset and work order management functions are outside the initial scope of the Oracle WAMS replacement. It should also be noted that the Canyon Plant appears to be following best practices in computerized maintenance and management systems with Mainsaver. They appear to have all their asset and work order needs addressed.

9.9 RECORDS WORKSHOP
Records Workshop – 11/22/2019, 8:30 AM
Meeting Attendee Job Title Work Group
Ally Lee Records Management Assistant II Records
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Ron Smith, CRM Records and Information Manager Records Bruce Fruchter Enterprise Information Technology Manager APU Technology Development Hans Nielsen Business Information Manager APU Technology Development Debi Stith Utilities Automated Systems Support Rep APU Technology Development Terry Hackelman Consultant SDI
Bruce Faylor Consultant SDI
Workshop Notes Summary:

The following are the roles and responsibilities of the Administrative Records function. • Manage and store records for APU
• Establishing records policy and procedures for APU
• Review and respond to Public Utilities Records Requests • Release and access for critical infrastructure records • Release and access of customer information records
• Maintain records for signed contracts and personnel files (e.g. file, evaluations, disciplinary actions, etc.)
The Records Department has been the principal owner/stakeholder for implementing and managing the Laserfiche Enterprise Document Management System (Laserfiche). APU is leading the City’s efforts for use of Laserfiche. The current Laserfiche version is 9 (9.2.1). APU has 223 licenses (web and full client licenses)? Or 500 full client licenses and 1,000 retrieval licenses? The City Clerk also uses Laserfiche. The City uses Questys to support the agenda management processes.

As a result, agenda and minutes are not stored in Laserfiche.

There are plans to upgrade to Laserfiche 10. The upgrade will include adding new capabilities and fixing identified issues. The scope includes repairing the “dormant links” (integration) between Laserfiche and GIS and Oracle WAMS. The new version of Laserfiche comes with ERSI (GIS) integration as part of the software which should resolve the issue with the dormant link for GIS.

The upgrade will also include repairing the Oracle WAMS integration that was in place at one time to share project files upon project creation in Oracle WAMS. When implemented, Oracle WAMS was partially integrated with Laserfiche through a process that provided text files to Laserfiche. Laserfiche would then create folders and meta data for the projects and the project files would be added manually.

This was done to ensure appropriate project information was stored and managed in Laserfiche to meet records retention requirements. Over time, due to support issues, the integration between Oracle WAMS and Laserfiche has become non-functioning.

Laserfiche is not used to store or retain asset management records outside of those associated with capital projects (work orders).

The workflow for work order/project documentation includes GIS prior to the Records Department receiving. This creates challenges as project information sometimes is held while being updated in GIS.

Also, it appears that processes don’t ensure GIS receives the documentation in a timely manner. There is not a workflow or tracking mechanism to ensure appropriate documents are routed and stored. As- builts are the specific problem.

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The Records Department seeks more information sharing between APU’s asset management functions as the Laserfiche Records function.

It was discussed that it is important for the Records Department to store key work order documentation upon closure of work orders. The Records Department has responsibility to ensure required records and retention requirements are met for projects (work orders).

The City uses Questys for Council agenda management and the Records Department does not have responsibility for managing that system.

Discussions turned to APU’s design and build processes. The Records Department is leading an effort to implement new processes and procedures to ensure all engineering files and records are captured in LaserFiche. The hope is to use Laserfiche workflow capabilities to accomplish this.

The was a brief discussion that the City is currently conduction a contract audit. It appears that the current environment has department silos for contract management and storage that are not accessible to others. The findings could have ramifications for both Laserfiche and the new EAM.

Post Workshop Facilitator Notes:

Since current efforts to upgrade Laserfiche are ahead of the EAM project effort, it will require ongoing communication to ensure appropriate integration points are defined to maximize the potential of the new EAM and Laserfiche expansion. If the implementation of Laserfiche workflows occurs first, which is likely, then there may be additional changes based on the EAM workflows and what is best practice.

The SDI team would like to request the Laserfiche upgrade work plan and upcoming RFP to help ensure the EAM effort and Laserfiche efforts remain aligned.

Records has the following challenges with today’s environment:
• While WAMS was implemented originally with integration to Laserfiche, that integration is no longer functional. This integration supported sharing of project files with Laserfiche once a project has been completed.

Records sees the following opportunities to improve today’s environment:
• Improved sharing of asset project information and implementation of improved workflows that help ensure timely and comprehensive record information is captured in Laserfiche. • Improved access to work order documentation to ensure records policies and retention schedules are being followed.
• Improved contract management

9.10 RISK AND COMPLIANCE WORKSHOP
Risk & Compliance Workshop – 12/5/2019, 9:15 AM
Meeting Attendee Job Title Work Group
Dennis Schmidt NERC Compliance & Emergency Planning
Manager
Enterprise Risk
Jonathan Sanks Env. Services & Safety Manager Env & Safety Debi Stith Utilities Automated Systems Support
Representative
APU Technology Development
Rick Morella Business Information Systems Analyst III APU Technology Development Work and Asset Management Needs Assessment Report February 28, 2020 Revision: June 1, 2022
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Jason Kornoff Business Information Systems Analyst III APU Technology Development Hans Nielsen Business Information Systems Administrator APU Technology Development Bruce Fruchter Enterprise Information Technology Manager APU Technology Development Mike Allen Consultant SDI
Terry Hackelman Consultant SDI
Workshop Notes Summary:

Dennis and Jonathan provided information about their function and APU’s responsibilities as it relates to the North American Electric Reliability Corporation (NERC - a not-for-profit international regulatory authority whose mission is to assure the effective and efficient reduction of risks to the reliability and security of the grid). Dennis's role is to monitor NERC standards that developed and modified. He also monitors NERC alerts.

APU is not a Bulk Energy System (BES) supplier, so NERC requirements are far less stringent. However, likely to change in the future.

APU had a NERC Audit and did well but it resulted bringing in more support for the NERC activities.

Dennis is also responsible to support Emergency planning. The City uses WebEOC to support emergency activities. Oracle WAMS is also used as part of the Emergency Operations Center (EOC).

A challenge is collecting and reporting on events where the City is eligible for Federal Emergency Management Agency (FEMA) reimbursement. There is a need to have a system that captures the information needed to ensure appropriate data is collected to maximize reimbursement and reduce the staff time to collect this information.

Jonathan’s role is to support environment services and safety functions for APU. This includes monitoring and reporting on Occupational Safety and Health Administration (OSHA) compliance and safety metrics. Jonathan’s role includes supporting the OSHA Form 300 Report (Work-Related Injuries and Illnesses). For the OSHA 300 report, Jonathan must pull hours out of Oracle WAMS.

Training and certification. APU currently uses an Access database called “Training Tracker.” APU also uses JJ Keller’s online system to track training records. There is funding to implement a training tracking system. It would be desirable if this functionality was included in the system that replaces Oracle WAMS.

Equipment Inspections. APU has more than 1,200 Hot Sticks that require daily inspections and testing off site. In addition, APU’s Gas Detectors that must be calibrated and documented. It would be desirable if the system that replaces Oracle WAMS could support this activity.

They use FEI, an in-house developed database to store information on transformers, switches, capacitors, etc. FEI is used for reporting on Polychlorinated biphenyls (PCBs) in transformer oil. It would be desirable if the system that replaces Oracle WAMS could support this activity.

The FEI database gets populated via a manual form called a “Flimsy” (this is an equipment installation and removal form completed by the Electric Field staff). Crews fill out a Flimsy to provide to the Electrical Inspectors. The form then is provided to Environmental to get entered into FEI. The Warehouse assigns equipment FEI number. Electrical Engineers order transformers based on demand.

The Warehouse receives them. They are then tested by qualified Electrical staff who ensure they are working as intended. Then assign a number generated from FEI (generally sequential).

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FEI was originally implemented to PCBs in equipment that has oil. FEI is “owned” by Electric GIS. Since origination, streetlights and switches have been added.

The manual Flimsy process has been a stumbling block. There is a process problem as forms sometimes get lost or are not entered into FEI.

Equipment (e.g. switches) that use Sulfur Hexafluoride (SF6) must be tracked per the Environmental Protection Agency (EPA) and California Air Resources Board (CARB). APU needs to know where this equipment is located, how much gas is used, stored, or added. Some of this is tracking in the FEI database (e.g. Switches), but also tracked in spreadsheets.

A desire is that the Oracle WAMS replacement solution helps streamline regulatory and time reporting.

Today, regulatory reporting is largely a manual process.

Post Workshop Facilitator Notes:

Oracle WAMS replacement RFP needs to include requirements to support tracking and reporting as required by FEMA, OSHA, EPA, and NERC.

Jonathan indicated he has some potential training RFP requirements. A request for this information will be made.

Oracle WAMS replacement system needs to incorporate the FEI database requirements as this system is no longer functioning as intended.

9.11 ELECTRIC FIELD, SUBSTATION & OPERATIONS WORKSHOP
Electric Field, Substation & Operations Workshop – 12/9/2019 Meeting Attendee Job Title Work Group
Daniel Mendez Electric Meter Supervisor Public Utilities Steve ‘Duke’ Davidson Electric Crew Scheduler Public Utilities Nick Heidel Electric Crew Supervisor Public Utilities
Gilbert Galvan Electric Field Supervisor Public Utilities Jared Martinez Chief Utilities System Operator Public Utilities Ken Heffernan Senior Utilities Inspection Public Utilities Curtis Dalton Utilities Services Supervisor Field Services & EMS George Kline Electric Field Superintendent Electric Field Hans Nielsen Business Information Systems Administrator APU Technology Development Bruce Fruchter Enterprise Information Technology Manager APU Technology Development Terry Hackelman Consultant SDI
Bob Griffith Consultant SDI
Workshop Notes Summary:

A brief round table discussion about the technology used by the attendees today identified the following:
• Oracle WAMS
• enQuesta (Service Link)
• Tidemark (used for Engineering Inspections, Meter Release, and Building Release) • OMS/SCADA
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• Commend Center (Landis+Gyr) - AMI system
• GIS – Important technology for workshop attendees
• CGI ERP
• Field Equipment Inventory (FEI) - Switches and transformers information - integrated with GIS but having issues.
• Meter Data Management System (MDMS - Siemens Energy IP) It was discussed that most asset information comes from Electric Engineering. Asset information is found in Oracle WAMS, paper, and spreadsheets.

APU hired a contractor to do a comprehensive overview and inspection of all electric assets. They captured serials numbers of assets and it was input into GIS.

The Field will Redline using phones, including taking pictures.

Substation Activities. Assets are maintained and fixed; however, the biggest issues are budgeting and purchasing. Oracle WAMS can report information to help but it is not easy to see the detail necessary to support planning, budgeting, and purchasing. It is difficult to know where you stand against your budget. As a result, they make use of offline spreadsheets.

Attendees expressed frustration regarding the purchasing function. It is a problem for many of the attendees. It was mentioned that we are having a Warehouse/Inventory workshop and will be exploring this further.

Tidemark is used for releases (Inspections) and will create a meter set order for the meter group.

Problems or issues may get called in by a customer or identified by SCADA. The Electric Operator will create a “Parent Dispatch Order” along with “Children Dispatch Orders” to support the work to be performed. It may not be determined what is required until a Troubleshooter makes their inspection.

Electric Operations will phone Electric Crew Scheduler (Duke) when there is an emergency. For non- emergency, it will be checked in the morning.

Electric has five Capital work order numbers (e.g. Poles, Transformers, Switches, etc.) in Oracle WAMS that crews enter their time against. Time is not entered against an OMS DO or tracked at the OMS DO level.

Often, the Electric Crew Scheduler (Duke) must use GIS to determine what to do with the OMS DOs. The information in GIS helps him identify required materials and to plan the work.

It was noted that the Compatible Units (CUs) in Oracle WAMS have not been maintained or updated.

Electric Engineer will use CUs to plan work and it can result in Warehouse buying wrong inventory.

When the Field Crews arrive at Warehouse, they pull the information they need to complete the work based on the job, not the CUs. The Electric Crew Schedule, (Duke) review every work order “packet” and will redline the packet to do what is really required to complete the work.

The Workshop Attendees felt strongly that the CUs need to be updated to reflect what is really required.

There was also a discussion on the management of excess inventory and the challenges with that.

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The Workshop attendees expressed concern that the issues with the current purchasing and inventory processes (mismanagement) is impacting customers and customer services. This is a “huge driver” for why Oracle WAMS needs to be replaced.

Once work is completed by the Electric Crews, they will alert the Electric Operators who will close out the DOs in the OMS. The OMS DO close out may include a brief description of what was done in a free text field.

GIS – When updates are needed APU staff complete a “Flimsy”. They may also include pictures or other documentation to be provided to GIS to perform updates. The Flimsys are generally sent via email.

The Meter staff typically work off Dispatch Orders and provide updates to enQuesta. They could get work requests from OMS or enQuesta.

When new meters are ordered and received, the vendor provides a .CSV file that allows them to be uploaded into EnQuest. Oracle WAMS will have inventory until they are installed in enQuesta.

Consultant Note – there are active, subsequent to the workshop, discussions about this process which may be modified to improve inventory management and ensure meter installs do not get delayed due to unavailable inventory.

Meter numbers are not uploaded to GIS today.

Substation Activities. Work Order activities (e.g. scheduling, work performed, etc.) are typically handled by APU staff and not captured in a system (hardcopy). Many of the maintenance activities are regulated by NERC standards. Substation functions don’t really need or benefit from GIS technology to support their activities.

The FEI system is used to track equipment Polychlorinated Biphenyls (PCBs), including equipment serial numbers.

The Electric Crew Supervisor (Nick) uses a spreadsheet to track the Flimsy activity because it is paper- based and there is a concern paper could get lost.

Meter Shop staff perform functions such as turn offs, read verification, troubleshooting, theft investigation, move in/out, etc. This work is dispatched via enQuesta Service Link. Field Service staff get 30 – 45 work orders per day. They complete the work orders and update enQuesta.

The Inspectors get their work comes from Electric Engineering. They perform activities such as inspections of undergrounding, moving panels, etc. The Inspectors also perform work to support capital improvement projects as they oversee these projects and ensure they are implemented as designed. It was noted that the Inspectors also get work assigned from Tidemark as part of the building projects.

Time Reporting. Staff handles their own timesheets. Crews, Meter Shop, and Inspectors either complete their timesheets on paper or enter directly. In some cases, the Supervisor fills out paper time sheet for the Crews as a whole. Nick mentioned that he reviews the timesheets for accuracy and provides to Venessa who inputs the time into Oracle WAMS for the staff.

Mobility Discussion. The Workshop attendees felt that the Field Crews are getting more receptive to the use of mobile technologies. Currently the Supervisors use laptops to access to key information while in the field. It was mentioned that the laptops are used to access circuit maps/prints, riser prints, GIS, etc.

The Electric circuit maps are updated in AutoDesk and printed to PDF for field viewing via the laptops.

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The laptops are Panasonic Toughbooks. It was estimated that they have approximately 70 in Field Services Group. The laptops make use of Netmotion for connectivity.

Workshop Attendees hope the new Oracle WAMS solution will address these items:
• Timekeeping – This is a major pain point and it impacts everyone. It needs to be streamlined and make it easier for staff (Gilbert - 18, George - 20+, Chris - 35+). The process is largely paper based today, requires several levels of reviews, and goes to office staff to be entered into Oracle WAMS.
• Warehouse and inventory ordering – See notes above
Post Workshop Facilitator Notes:

The current work order processes rely on an outage management system (OMS) that issues dispatch orders versus a true work order and asset management system. There are significant efficiencies to be gained by adopting a best practice approach, along with a modern CMMS solution, The meter work order activity should stay within enQuesta since that system has the meter inventory and most work is generated via ServiceLink.

9.12 ELECTRIC PLAN/ACQUIRE/RETIRE WORKSHOP
Electric Plan / Acquire / Retire Workshop – 12/10/2019, 1 PM Meeting Attendee Job Title Work Group
Roberto Balagtas Senior Electric Systems Designer Substation Engineering Shelly He Senior Electrical Engineer Substation Engineering Aldo Halim Associate Power Engineer System Planning
John Pellegrino Capital Projects Manager System Planning Thaddeus Guno Assistant Power Engineer System Planning Edgar Cabanayan SCADA Systems Analyst System Planning
Jason Rilloraza Associate Power Engineer Transmission & Distribution Capital Projects
Jeremy Greaney Senior Electrical Designer Transmission & Distribution Capital Projects
Bruce Fruchter Enterprise Information Technology Manager APU Technology Development Hans Nielsen Business Information Systems Administrator APU Technology Development Debi Stith Utilities Automated Systems Support
Representative
APU Technology Development
Rick Morella Business Information Systems Analyst III APU Technology Development Terry Hackelman Consultant SDI
Bob Griffith Consultant SDI
Workshop Notes Summary:

Capital Project - 5-year plan projects (e.g. substations, line extensions, protection upgrades, etc.).

Projects are initiated by the Electric Designers who forward it to John for approval. John assigns to a Project Manager who will establish the project in Oracle WAMS. This includes setting up the work orders, compatible units, and materials. Once it is set up in Oracle WAMS and receives approvals, the Project Manager will work that project through closure. Closure includes closing out the CUs and reconciling the final materials and equipment with the original work order.

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The 5-year Plan and Substation Replacement Plan are published by System Planning.

Substations. Substation staff use an asset listing. This is a binder used to prioritize replacements based on age and reliability.

Substation inspection activity is recorded in an Excel spreadsheet. Oil tests are also recorded in an Excel spreadsheet.

Corrective or emergency work orders are typically done informally as the occur.

Line extensions or underground work. The design and materials planning are complex – a project can have 100’s of lines of CUs. It requires the use of spreadsheet prior to projects/work orders being entered into Oracle WAMS. Essentially Oracle WAMS captures at a summary level because capturing all the detail in Oracle WAMS would be difficult and time consuming. The spreadsheets help reduce the complexity.

Once something is designed and established in Oracle WAMS is remains largely static. The effort to establish the project in Oracle WAMS is redundant to what has been done in spreadsheets. An example was provided regarding materials. Once a project is set up and active in Oracle WAMS, it is difficult to add more materials. Essentially, you have to “cheat” the system and do a work around to add more materials.

Material lists and Compatible Units. There are hundreds and you must add them one by one. They use Excel to do the pre-work before entering information into Oracle WAMS. It requires that you be very careful as it is easy to miss something. There has been requests with the Standard Committee to find a way to make it easier. Jason has experience with SAP which has more of a bill and materials approach – he would prefer this approach. It may require hours to set up a project in Oracle WAMS that he could have set up in SAP in 30 minutes. This is Jason’s highest priority for the Oracle WAMS replacement solution. NOTE – SDI met with Jason offline so that we could have him step through the process and demonstrate the spreadsheets and Oracle WAMS.

There is a desire that a new system improve the ability to notify the Project Managers when materials are being charged to their work orders. Unfortunately, once a work order is active it is open to anyone to charge.

There was a discussion about the challenges associated with long lead time materials and inventory.

Because of the long lead times required for some inventory it requires that work orders are done in advance to accommodate the long order timeline. Unfortunately, just because inventory may be currently available or you make a demand, it doesn't guarantee it will be there once it is needed.

Staff does not have adequate insight as to where materials and inventory are in the procurement (ordering) process. They would like increased visibility.

Compatible Units. It was discussed that CUs are a “guess at a point in time” but they are not always current.

Project Management Processes. The methods and tools used to manage a project depends on PM. Staff use what makes sense to them. There is not a tool to effectively track activities or project status – Oracle WAMS is just used for purchasing and accounting. It is desirable that that the Oracle WAMS replacement system would allow managers to see the project status briefly and obtain information easier.

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The following are items that were mentioned as highly desirable in the Oracle WAMS replacement system.
• Improved control and accountability related to what gets charged to a project. PMs need to know exactly what was charged and who charged it. They want the ability to restrict who can charge to their projects.
• System alerts and notifications when something is being charged to a project. • Ease of use is important. Oracle WAMS is cumbersome and difficult to navigate. It was mentioned that you are constantly being asked to save. Users indicate it seems like system is “broken.”
• Improvement on timesheet methods and processes. The current timesheets are a “pain.” • Easier methods to view CUs. You must go to another screen to look at a CU description or verify availability of materials.

There was a discussion that APU can’t continue with the same processes and need to take advantage of a new system to streamline processes and improve the ability for staff to do their jobs.

There was a brief discussion of the City’s online procurement solution, PlanetBids. It is understood that this is out of scope for the Oracle WAMS replacement solution.

Electric has 30 to 35 engineers using the Oracle WAMS and each doing their own thing.

Project Close Reconciliation. This is a major pain point for the project managers. At the close of the project you must reconcile what was originally included on the project with what was charged to the project. This is particularly difficult for long life cycle projects that may run 3 – 5 years. One example provided was when a whole reel was checked out, but the contractor only used 20 feet. PMs don’t feel that they have a realistic method to track project charges that are being applied in Oracle WAMS. They try to track activity offline (spreadsheets), but that may not tie to Oracle WAMS.

There was the discussion of the use of “Annual” Work Orders. The example provided was the Street Light work order where the field may check out thousands of lights to install. The field then completes flimsys for each light which is a paper-based process. There is a need to match the flimsys with the inventory user.

Post Workshop Facilitator Notes:

Oracle WAMS is used as a tool to support material acquisition and budgeting. Oracle WAMS is not an effective tool to support the management and oversight of project implementations.

APU staff are using offline processes (spreadsheets) to prepare estimates because these are easier to work with. Once finalized, then it is entered into Oracle WAMS. Since it is difficult to add or modify materials on a project once it is active in Oracle WAMS, offline processes are used, and the project is not always updated in Oracle WAMS. This adds to the challenges of performing the reconciliation at the end of a project.

9.13 ELECTRIC TRANSMISSION AND DISTRIBUTION WORKSHOP
Electric T & D Workshop – 12/11/2019, 8:30 AM
Meeting Attendee Job Title Work Group
Rod Yong Senior Electrical Engineer Telecomm Group
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Timothy Bass Principal Electrical Engineer Transmission & Distribution Engineering
Mary Li Senior Electrical Engineer Transmission & Distribution Engineering
Vinh Tran Senior Electrical Engineer Transmission & Distribution Engineering
Hans Nielsen Business Information Systems Administrator APU Technology Development Rick Morella Business Information Systems Analyst III APU Technology Development Bruce Fruchter Enterprise Information Technology Manager APU Technology Development Mike Allen Consultant SDI
Terry Hackelman Consultant SDI
Workshop Notes Summary:

Rod, currently in the Telecommunication Group. Rod was with the Standards and T&D Groups. He has used Oracle WAMS for the past 10 years. He also uses AutoCAD and MS Office. He uses Oracle WAMS to input material and to record time. Every project requires materials which is entered via CUs.

Compatible Units. CUs are set up by the Standards Committee. When introducing a new product to Oracle WAMS, it requires creating stock codes specifications (location, manufacturer, etc.). Once the stock codes are established, then CUs can be build consisting of materials, labor, etc. If there is a change to the materials, then the CUs must be updated. The following example was discussed. If a new switch is being introduced, then it would require establishing new compatible units that include that switch.

Once CUs are reviewed and approved by the Standards Committee, it is published in the Standards Book and distributed for Designers to use the part numbers and materials.

It was noted that as things change in the field, it doesn’t always get communicated back to the Standards Committee. As a result, the standards and CUs may not be updated to reflect the actual materials and work being done.

There is an established process to request new or updated standards. The Standards Book has a form that needs to be completed and provides to the Standards Committee.

There was a brief discussion regarding Stock Codes which provide descriptions of materials while CUs identify the material and labor involved to complete a unit of work to build an asset.

Mary, Electric Engineer, supports the materials standards. She uses Oracle WAMS frequently to support material and inventory requisition, and tracking Ap. She also creates CUs in Oracle WAMS.

Vinh, Electric Engineer, works on street lighting and underground conversions. Oracle WAMS is used for work orders, input and check materials, and to stage materials.

Tim, Principal Electric Engineer, works on system expansion and capital development projects. System expansion activities create hundreds of work orders every year. He uses Oracle WAMS for work orders and materials. His observation is that the Oracle WAMS system is difficult and clunky, difficult to use, and requires “a lot of clicking.”
Electric Engineers occasionally must consult with Finance (Angie) because the system is not user friendly.

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There was a discussion about the process to create a project and subprojects. The same information must be entered for both a project and subproject (duplicative efforts). It also requires multiple steps and approval process to make a project active.

Once a work order is active, it is “impossible to change” if original estimates need to be updated or changes. It was discussed that there is a way to update an active work order, but not many people know how.

It was discussed that a Designer should be able to pull a work order back into planning stage, particularly because change “always happen.”
To create a materials demand, you must enter them on a work order and make the work order active.

Staff is sometimes reluctant to “activate” a work order because it can’t be changed – so they must be confident of the materials. Because of the challenges with taking a work order from active back to planning, for work orders that have long lead time materials, it would be nice to have a way of creating a demand without making the work order active.

In order to help ensure the Warehouse has stock and long lead items, it requires the Designers to communicate upcoming or future work orders. Oracle WAMS has min/max limits set on materials; however, it is difficult to know the total demand that may be coming for work orders in the planning phase. To help, Mary is working with the Warehouse (Lem) to communicate anticipated long lead material needs. They are having success using this increased communication and coordination. Mary keeps a master spreadsheet with all upcoming projects and the anticipated material needs.

Rod touched upon managing and ordering of the smaller non-long lead materials. As stock quantity falls to a min. level, it will send an alert to Lem to remind him that it’s time to start ordering. It’s Rod’s understanding that before ordering, Lem would first gather several other materials that had fallen to the min. level, and then lump them together into one order, which is not an easy task given that we have hundreds of smaller non-long lead materials in the warehouse. Is there a way to automate this process so that the system would collect all the alerts and then generate a report automatically, say every week, so that Lem can review the report and then make a decision on whether it’s time to order.

The current year-end accounting processes and system shortcoming make it so that you can’t order materials in the March – June timeframe. This makes things difficult.

Materials Sizing Challenges. In Oracle WAMS, some materials use unit measurement of 1,000 feet. If a work order only requires 100 feet, it requires the Designer to use a decimal. It would be preferred smaller units of measure to reduce the use of offline calculations to do partial units of measure.

Reconciliation Example. If a work order was made active with an estimate of 10 elbows but only 5 elbows are installed, it is difficult to understand why without contacting the Inspector and hoping they remember what was done. Material return process is paper-based and “sheets inevitably get lost” or items are left in the yards and materials are not shown are returned against the work order.

Engineers focus on CU and warehouse uses stock code - reconcile on stock code. Need to get people talking the same to avoid confusion.

Standards Process. Mary is caught up on long lead material standards. She noted that getting standards in place takes time and may require changing standards on numerous CUs. It would helpful to be able to changes quicker to avoid ordering of outdated materials. Also, to have the ability to change something in system to inactive for changed items and to use replacement items. Mary works with Lem to Work and Asset Management Needs Assessment Report February 28, 2020 Revision: June 1, 2022
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deactivate certain inventory items and activate others to accommodate changes prior to standards being finalized. System to help manage this.

9.14 WATER FIELD WORK AND OPERATIONS WORKSHOP
Water Field Work & Operations Workshop – 12/9/2019, 8:30 AM Meeting Attendee Job Title Work Group
Mike Jouhari Water Field & Operations Manager Water Field & Operations Michael Takaoka Production Superior Water Field & Operations Mark Adams Production Superintendent Water Field & Operations Clarence Cho SCADA Systems Analyst III Water Field & Operations Michael Fileccia Principal Civil Engineer Water Field & Operations John Duhlebon Water System Operations Superintendent Water Field & Operations Pete Garcia Water Field Superintendent Water Field & Operations Brendon Keeler Utilities Analyst II Water Services
Rick Morella Business Information Systems Analyst III APU Technology Development Hans Nielsen Business Information Systems Administrator APU Technology Development Oranous Danandeh Business Information Systems Analyst III APU Technology Development Bruce Fruchter Enterprise Information Technology Manager APU Technology Development Terry Hackelman Consultant SDI
Bob Griffith Consultant SDI
Workshop Notes Summary:

Water Field Work and Operations primarily use four systems to support maintenance and work activities. The following systems were identified as being used by workshop attendees:
• Oracle WAMS
• OMS (Outage Management System – Electric and Water Division using same vendor solution) • enQuesta (Utility Billing/Customer Information System) • Spatial Wave/Mapplet
• Hach Water Information Management System (WIMS)
Water Field and Operations do make limited use laptops to support field and operations functions.

Field staff still primarily rely on paper. Information is then collected and entered into Excel and/or databases to support tracking and reporting.

Oracle WAMS is used for work orders and capturing staff time. Because of the use of general work orders (versus specific work order per activity and per asset), if a Supervisor wants to know specific activities that were done, they must research back to the paper timesheet notes.

It was noted that maintenance records and information is documented in many files and records. The only good way to determine what work is done is by looking at Oracle WAMS timesheets and viewing comments. There is not a convenient way to search and find specific information without looking at timesheet comments.
enQuesta workflow. Customer calls into APU and describes problem. APU customer service will dispatch to crews or assign it to the Water System Operators who will assign to appropriate work group. Water System Operators uses OMS (same software as Electric Division OMS – creates Dispatch Orders for the Work and Asset Management Needs Assessment Report February 28, 2020 Revision: June 1, 2022
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Field). OMS is not integrated to enQuesta. As a result, it requires double entry by staff. Work is dispatched to Water Field and Operations when APU CIS work group does not have the skill set to perform the work
The workshop attendees identified four primary ways work is identified and work orders are created. • Scenario 1 - Water System Operations Workflow. Call come ins to System Operators and a work order or dispatch order is created. The Water System Operators will assign to appropriate work group via radio, phone call, or hardcopy. Field performs the work and alerts the Water Systems Operators that work is done, and the work order is closed. • Scenario 2 - Emergency, After-hours Work Orders. The Operator or OMS/SCADA identify an issue. It could also come directly from a customer since Water System Operators provide after- hour emergency phone support. Operators open an emergency work order, determines call out staff, and assigns work order. It was noted that sometimes work orders are not tied to a specific asset. Also, a work order may require efforts from a Field Crew, Water Quality, or Inspection. It also may require calling or coordinating City Public Works crews. This activity is coordinated by the Water Operators.
• Scenario 3 - Field or SCADA identifies Work Orders. A Field Worker or SCADA may identify an issue that requires creation of a work order. They complete the work and time is entered against the work order.
• Scenario 4 – An issue is reported through Anaheim Anywhere. Notification is provided via email or phone call.

Once a Field Workers completes a work order, they call back the System Operators who update the OMS.

There is no integration between the OMS and SCADA – Once SCADA identifies an issue, it the Operator must manually create the work order in OMS.

OMS History. OMS was originally intended to be used by Electric to support outage management functions Water “inherited” the solution and have modified to support Water activities.

Open OMS incidents are shown in GIS but not closed incidents.

Water Operations has 5 FTEs that monitor and manage the SCADA and OMS. This team dispatches and coordinates the work to completion. The Water Operations is staff 24X7. The analogy was used that Water Operators are essentially the pilots and the Field is the mechanics completing the work to keep the system healthy.

The Water Treatment Plant has approximately 750 assets. All maintenance and work order activity are done via hardcopy. There is a need for a CMMS to support the Water Treatment Plant.

Water Production & Maintenance Group (Mark Adam) is responsible for the above ground assets (e.g. stations, meter shop, valves, hydrants), including trouble shooting and maintenance activities. This Group is responsible for the meter shop and performing the valve/hydrant exercising program.

Water Transmission and Distribution Group (Pete Garcia) is responsible for underground assets (e.g. mains, valves, and meter repairs) and handle issues such as main breaks, meter repairs, and valve replacements.

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Water Quality Laboratory Group (Roger Westergard) is responsible for the Water Quality functions including sampling and water quality issues, customer compliance. This Group uses Hach WIMS to support their activity. They are responsible for keeping the system in compliance.

Mark manages the Meter Shop. APU Customer Service issues work orders (via enQuesta) to the meter shop for activities such as meter exchanges and meter testing, It was noted that some calls may come through Anaheim Anytime. There is not any integration between Anaheim Anytime and APU systems. Current processes require manual entry of issue from Anaheim Anytime to OMS. It was discussed that some level of integration would be nice and reduce the manual re-entry of information.

Water Field Engineering Group (Michael Fileccia) is responsible for the inspection of Capital Improvement projects (4 FTEs). They save pictures and reports in a project capital file.

APU has 10,000 Cross Connection devices - XC2.

Water Main Break Workflow Scenario that was discussed.
• 1) Issue reported to Water Operations. During business hours issue could come from Water Operations, Field, or enQuesta. This could result in a work order being generated in OMS (e.g.

Field or Public Safety identify and call Operations) and enQuesta (e.g. customer identifies and calls City). Sometimes there may be 2 different work orders (enQuesta and OMS) for the same issue.
• 2) Water Operators dispatch a Trouble Shooter (Pete or Mark’s staff). It was noted sometimes you could have several OMS Dispatch Orders (DOs) corresponding to the original Work Order.

Dispatch usually done via radio or mobile phone call. Operator issues a USA dig alert. Operator sends out notice in mapplet extension and updates for main break, planned outage, and sheered hydrants.
• 3) Crew is sent out (using an IVR call out after hours). It was noted that sometimes it requires calling in Public Works staff.
• 4) Communicate to management that something is going on. Also use Spatial Wave to create a trace to determine impacted customers and create map and list for communication to customers. Communication is usually done through email outage notifications. • 5) Field completes the work noting time in work order. If a main break, they must fill out a Main Break Form (captures where, when, and how much water lost – information is maintained in Main Break spreadsheet and GIS)
For the Water Division, there are general work orders that Field and Operation bill their time to when performing work. For Capital Projects, CIP creates a work order for CIP projects and T&D creates a work order for each valve, hydrant, service replaced in Oracle WAMS. These specific work orders are created to capture the time associated with a Capital Project.

Main Break Reporting. Leadership gets a monthly report on main breaks. It is a manual process to create a report via Excel.

Most of the Field enter their time worked on hardcopy timesheets. • Water Transmission & Distribution Group enters time into hardcopy.

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• Water Production and Maintenance Group enters time into hardcopy (7 FTEs) and Oracle WAMS (11 FTEs).

Some workshop attendees expressed a desire to replace “everything”, including OMS.

Water Production and Maintenance (Mark) uses outlook calendar to help manage and schedule staff in Water Production.

Water System Operations (John’s Team) biggest timekeeping challenge is scheduling. All time is entered into either a single work order or an overtime work order.

Notice to Bill. There was a discussion of the primary billing event is for things such as hydrants being hit.

When the repairs are done, the crew uses a form to collect information and it is provided to Sarah to process. Costs are tracked using the work order setup for the T&D crews. Sarah gets others time (contractor, Clarence, etc.) to add. Sarah determines what goes on bill and the appropriate charge. She then processes a notice to bill.

The group had a brief discussion of the Warehouse/Inventory function. Some pain points were acknowledged that are consistent with other workshops, including the Warehouse and Inventory workshop.

There was a brief discussion on coordination with Inspectors who coordinate work with the Field Crews to practice shutdowns. Current processes are manual using paper forms that are coordinated through Water Operations for approval.

Attendees stated that the Water GIS and Mapplet may take 2 weeks to update.

There was discussion about the purchase requisition process. Once a requisition is written in Oracle WAMS, it takes a day to get over to City ERP (CGI) for the next step. Once the requisition is provided to City ERP, you must check that system to ensure it is approved and processed. If City ERP rejects the requisition, there is not any notification.

There was discussion about InfoMaster (Innovyze) which is a GIS add-on being developed as an asset management risk-based approach to water mains. Gathering information from GIS and scoring to provide a risk assessment on pipe segments. This will help identify the consequences of a failure, as well as the possible likelihood. This is used plan and prioritize projects.

The group discussed the important of document management for the new system and to improve access to document and records.

Pete mentioned that it is important that Water assets are geocoded (GPS), particularly valve.

There was a brief discussion about the Fleet and Facilities functions which falls under Public Works.

There are some acknowledged challenges for how Water works with these groups. Additional follow up may be required to determine if there is anything that could become part of the scope of the Oracle WAMS replacement.

Post Workshop Facilitator Notes:

The spreadsheet below was provided to help identify the Water technology use and needs.

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9.15 WATER ENGINEERING WORKSHOP
Water Engineering Workshop – 12/10/2019, 8:30 AM
Meeting Attendee Job Title Work Group
Angie Ureno Senior Accountant Financial Services
Russell Dowell Financial Services Manager Financial Services David Kim Principal Civil Engineer Water Engineering
Candice Espinoza Associate Engineer Water Engineering
Brendan Keeler Utilities Analyst II Water Services
Hans Nielsen Business Information Systems Administrator APU Technology Development Rick Morella Business Information Systems Analyst III APU Technology Development Oranous Danandeh Business Information Systems Analyst III APU Technology Development Terry Hackelman Consultant SDI
Bob Griffith Consultant SDI
Workshop Notes Summary:

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David, Principal Civil Engineer, discussed his responsibilities in supporting outside development projects (e.g. irrigation/fire services) and long-term planning (20-year horizon).

Candace, Engineer, discussed her responsibilities in planning and managing water improvement projects For development projects, they generally come in via the City permitting process (Tidemark/Accela).

When a new project is identified, Water Engineering creates a work order in WAMS, including assigning the CUs. Each work order represents a single 1 project. Once construction is complete and inspection signs off, the work order is closed.

When work orders (projects) close, there is usually 2 options, developer build or City staff build. Both use the same work order, but the CUs can be different. If the project involves a meter exchange or replacement, then enQuesta will be updated via the Meter Shop activity – this is done outside of the Oracle WAMS Work Order.

For City builds/installs, APU staff charge staff time to work order. It was noted that the developer is not charged for City for permit or planning activities.

It was discussed that if more information was available, it would be possible to perhaps expand development or capital projects to address upcoming maintenance or upgrades.

Capital Project Process. Capital Projects can be initiated as part of the Water Planning processes that considers 5-year planned projects or requests from the field for City initiated projects. The Water Planning process uses a spreadsheet that includes a list of all the Capital Improvement Projects. The process also includes maintaining a binder that has information about the projects and work orders.

Each Capital Project has an Excel spreadsheet to that identifies the actual and planned costs, along with other information about the project. There are between 40 – 50 active projects at any onetime with 5 – 10 new projects per year.

A Capital Project may incur costs from several organizations as follows:
• A Project can have 6 or 7 associated Work Orders that are associated with APU organization tasks (e.g. inspection, planning, field, engineering, production, and T&D). • A Project can have interdepartmental charges (other City department work orders) that comes through CGI ERP to Oracle WAMS, sometimes supported by an invoice in CGI. • A Project may incur charges (work orders) from a private engineer for a consultant hired to do design. All these invoices will get charged to the Oracle WAMS Project Work Order. • A Project may incur charges from Water Planning and Environment Services; however, these charge usually only occur for Projects that require an Environment Impact Report (EIR).

It was noted that for Capital Projects, estimates are done outside of Oracle WAMS on a spreadsheet.

WAMS is not used to support estimating as it is complicated. Attendees indicated it is possible to use Oracle WAMS to support project estimating, but due to the increased complexity they don’t use it for that purpose.

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A Capital Project must pass through a series of “gates” (reviews and approvals) before it is established in Oracle WAMS. The set up in Oracle WAMS can be complex to ensure costs are tracked accordingly. The following graphic was provided by Candice to highlight how projects are established in Oracle WAMS. It was mentioned that this process is more complex than the process followed by the Electric Division which generally set up only two work orders versus 6 or 7.

City doesn't have formal CIP system but there is coordination among all the City departments.

The Workshop attendees expressed a desire to have a solution that provides a “one-stop shop” that reduces the need for extracting data and manually entering Excel spreadsheets. Also, a solution that provides additional project management functionality so that all the necessary information is in a single system. Today, while WAMS will generate much of the information, it requires staff to manually key information into the Excel CIP Tracking spreadsheet.

Water Engineering Project Managers are responsible for reviewing and tracking each of the projects and associated work orders.

The Excel CIP Tracking Spreadsheet also includes forecasting of expenses so that they can provide APU Finance information to project cash flow estimates on projects.

Water Engineering have five project managers handling the Capital Projects.

The Workshop Attendees discussed CUs and challenges with them. Water used to have a Standards Committee responsible for adding, reviewing, and updating the CUs in Oracle WAMS. However, the

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Standards Committee doesn’t exist today, and CUs have not been kept current (“5 or 6 years” since they have been maintained).

Water Engineering must compare Accela/Tidemark permit fees to actual work order costs. This is a manual process using Excel spreadsheets.

David discussed that efforts are underway to update the Master Water Plan which will be a 20-year look forward. They are using InfoMaster to support this process.

Post Workshop Facilitator Notes:

During the workshop there were several additional tasks identified that required follow up. The following are the tasks that were scheduled, and results of those tasks have been included in these notes.
• Scheduled and held meeting with David Kim to discuss the Water Planning needs in more detail • Schedule and held meeting with Brendan Keeler to discuss the CIP Tracking Spreadsheet processes.

9.16 WATER PLAN/ACQUIRE/RETIRE WORKSHOP
Water Plan / Acquire / Retire Workshop – 12/10/2019, 10 AM Meeting Attendee Job Title Work Group
Angie Ureno Senior Accountant Financial Services
Russell Dowell Financial Services Manager Financial Services David Kim Principal Civil Engineer Water Engineering
Candice Espinoza Associate Engineer Water Engineering
Brendan Keeler Utilities Analyst II Water Services
Peter King IT Asst GIS Manager City GIS
Chris Carter IT GIS Manager City GIS
Bruce Fruchter Enterprise Information Technology Manager APU Technology Development Debi Stith Utilities Automated Systems Support Rep APU Technology Development Oranous Danandeh Business Information Systems Analyst III APU Technology Development Hans Nielsen Business Information Systems Administrator APU Technology Development Rick Morella Business Information Systems Analyst III APU Technology Development Terry Hackelman Consultant SDI
Bob Griffith Consultant SDI
Workshop Notes Summary:

This workshop occurred immediately after the Water Engineering workshop. It includes many of the same APU staff. For this session, City GIS joined. An effort was made not to pull attendees from prior Water Engineering workshop back through repeat material – rather we tried to build off that prior workshop.

City GIS spends approximately 50% of the GIS staff time supporting utilities.

Capital Project GIS Workflow. A Project will be proposed and APU will distribute a proposed plan set via email. GIS will enter a work order into GIS work order management system (Helix ALM) which will notify that a plan set that it has been received and the planned due date (updates in GIS completed). City GIS will then input drawing information into GIS and show assets in “Proposed” state. The Project will stay in Work and Asset Management Needs Assessment Report February 28, 2020 Revision: June 1, 2022
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proposed state until City GIS receives a stamped as built. When the stamped as built is received, GIS staff will evaluate if any changes need to be made and move the proposed project to an active status.

There was discussion that sometimes City GIS is not provided the as-builts in a timely fashion.

The plan sets are “pretty standard” and include pertinent information needed. If some information is missing, then GIS staff will request additional information from APU.

The Water Division doesn’t track the GIS work requests within a system, but rather it is the responsibility of the person submitting the plan set.

It was discussed that City GIS would benefit from having a long-range schedule of planned or upcoming water projects so that they can plan their resources accordingly.

Today, the City GIS is primarily a mapping function and only provides limited reporting.

Prior to completing proposed plans, Water
Prior to getting plans - water provides valve numbers and hydrants - engineers need this for water plans.

Wish list - point in GIS map - everything is picked up in EAM.

Multiple ids for asset. Source of record for assets - per Chris.

City GIS discussed that as part of the Accela project, the City will be implementing workflow technology to improve processes. The workflow will control routing and improve tracking of activities. City GIS recommends that APU plan to implement workflow technologies as part of the Oracle WAMS replacement project.

Maintenance/Emergency Activities. City GIS gets updated information through a leak report that provides information regarding any changes to as built when Water Operations addresses leaks. City GIS receives a PDF document and they drop a leak on the map.

The GIS includes pipes, valves, and hydrants, along with Asset ID information. GIS is responsible for maintaining the Base water map while APU IT handles the data layers.

City GIS implemented a dashboard that provides statistics. This was done to help reduce questions of GIS staff and to allow people to self-serve themselves on common questions.

GIS Project ViewFinder. City GIS provides a tool to all departments that allows them to input their projects and when work will be done. Each department maintains their own information. The purpose of this solution is to improve coordination and planning for those scheduling work crews – avoid crews stepping on each other. Typically, the project PMs are responsible for updating Project ViewFinder.

City GIS will be shifting to ESRI Utility Network model. They are hoping to bring in a consultant in July.

They are releasing an RFP in February, providing budget is available next fiscal year to take on this project. The current GIS is database driven while the Utility Network model is a services-based approach. The ESRI Utility Network will improve ability for mobile access and helps enforce more rules to ensure GIS is accurate. There was a brief discussion on risk associated with the existing OMS solution and how this will be impacted if City GIS moves to the Utility Network model.

City GIS said that GeoNexus is inquiring with the City about providing their GIS integration solution. They noted that GeoNexus partners with Maximo and functions as a middleware solution.

Candace commented that today, Water Project Manager’s manage and coordinate activities through meetings and emails. This includes writing a shutdown program. Each PM does it their own way, usually Work and Asset Management Needs Assessment Report February 28, 2020 Revision: June 1, 2022
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relying on spreadsheets. It was noted that sometimes contractors provide schedules, perhaps via MS Project. Since each PM uses their own processes and tools, project history resides in files or staff memory.

Post Workshop Facilitator Notes:

The workshop identified the need for implementing improved processes and workflow technologies to help ensure processes are completed as intended. It also identified the potential need and benefit of implementing a more formal project management approach and solution. And finally, it will be important to consider integration, particularly with the City GIS platform. All the above should be considered as APU evaluates a new WAMS solution.

9.17 WAREHOUSE WORKSHOP
Warehouse Workshop – 11/22/2019, 9:30 AM
Meeting Attendee Job Title Work Group
Lem Reyes OPS Contract SPC Warehouse
Angie Ureno Senior Accountant Finance Accounting
Bruce Fruchter Enterprise Information Technology Manager APU Technology Development Hans Nielsen Business Information Systems Administrator APU Technology Development Debi Stith Utilities Automated Systems Support Rep APU Technology Development Terry Hackelman Consultant SDI
Bruce Faylor Consultant SDI
Workshop Notes Summary:

The Central Warehouse has a staff of 6. There is one central warehouse and 3 sub-warehouses.

The Central Warehouse staff primarily use two systems to support warehouse functions. • CGI (City ERP) – To confirm status on inventory order requisitions and to verify department account numbers when inventory is provided to other departments. • Oracle WAMS – See below.

The restock process starts in Oracle WAMS. Staff review replenishment reports (paper) to confirm items to buy. When a need is identified, staff creates a requisition in Oracle WAMS. The requisition is routed for approvals within APU according to purchasing guidelines. Once approved, a nightly process runs (interface to CGI) to pass the requisition to the City ERP (CGI) for processing. The new EAM system should include a robust workflow to ensure approval routing based on APU defined criteria or limits.

Central warehouse staff must check with CGI to ensure the requisition does not get rejected for a bad commodity code or other issue. The CGI system does not automatically update Oracle WAMS when a requisition is rejected due to error.

The Central Warehouse directly receives materials and goods. Receipting is completed using Oracle WAMS.

Work Order Process. Oracle WAMS generates a work order. Once it is approved, it creates a picklist that identifies the inventory needed to complete the work order. Warehouse staff pull the needed items for the APU operations and field staff. The new system must support creation and use of picklists.

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The Central Warehouse provides supplies (e.g. janitorial) to other departments. Staff must use the CGI system to verify department account codes to ensure inventory is charged appropriately.

The Central Warehouse doesn’t have the ability to reserve inventory for capital and maintenance work orders. This would be functionality desired in the future system.

The Electric utility maintenance has “5 standard” work orders that they perform work against. This is done for convenience to avoid creating individual work orders every time a new part is required.

Field trucks are stocked manually and recorded on paper forms. Truck stock is not tracked.

Specialty equipment and tools are tracked using a spreadsheet rather than Oracle WAMS. There is a desire that the new system would provide functionality to support check in-out of specialty equipment and tools, along with capturing information about inspections of the equipment and tools. In addition, it would be desirable to have a comprehensive tool inventory available upon request.

The Central Warehouse does not use technology to track inventory in the warehouse. There is a need to implement barcoding or similar technology to streamline operations and improve overall tracking and management of inventory.

The Central Warehouse keeps inventory that ranges in value of between $27M - $28M. The Central Warehouse conducts a comprehensive annual physical inventory that must be reconciled with information in Oracle WAMS and CGI. The Central Warehouse recently implemented the use of cycle counting on a weekly basis as requested by accounting. The new system should support cycle counting procedures, including when inventory is counted and results of counts. In addition, the new EAM system should be implemented to automate or aid in completing the reconciliation between the physical counts and downstream systems (EAM and CGI).

The new system must provide the functionality to support the creation of “kits” (e.g. transformer kits).

Each kit may include numerous stock items and support recurring work order activities.

The Central Warehouse has an issue with commodity codes getting “out of sync” between Oracle WAMS and CGI. For a requisition to be successfully processed through CGI, the Oracle WAMS requisition must have appropriate commodity code that is available in the CGI system. The CGI commodity codes are maintained by City Purchasing.

The Central Warehouse needs a way to create an additional demand (ordering more inventory) without needing to create a new requisition and subsequent CGI PO. This adds to the timeline to replenish inventory for previously ordered items.

There was a discussion of implementing a mobile solution to help address issues with the Field having to deal with paper forms. The discussion included the “flimsy” process which requires a form per item. The example was provided that if you replaced 150 lights, it would require 150 flimsy forms. The process can result in missing or lost forms.

The Central Warehouse is looking for ways to improve the return of inventory to the right work order.

The current process allows inventory to be returned to any work order, not the one it was originally issued for.

There was discussion about the handling of switches, transformers, and cabinets. Currently GIS provides a string of numbers to the Central Warehouse for inventory purposes. The warehouse staff assigns the Work and Asset Management Needs Assessment Report February 28, 2020 Revision: June 1, 2022
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numbers to received inventory as it is stocked. Then the information is entered into the FEI system. This process could potentially be streamlined during the implementation of a new system.

9.18 WAREHOUSE/MATERIALS CROSS FUNCTIONAL WORKSHOP
Warehouse / Material Request Workshop – 12/11/2019, 10:30 AM Meeting Attendee Job Title Work Group
George Kline Electric Field Superintendent Electric Field Chris Dalton Utilities Services Supervisor Field Services EMS Russell Dowell Financial Services Manager Financial Services Jeremy Greaney Senior Electrical Designer Transmission & Distribution Capital Projects
Jason Rilloraza Associate Power Engineer Transmission & Distribution Capital Projects
Daniel Mendez Electric Meter Shop Supervisor Utilities
Gilbert Galvan Electric Field Superintendent Utilities/Elec Dan Butler Substation Electrician Supervisor Utilities/Elec Steve “Duke” Davidson Electric Crew Scheduler Utilities/Elec Tom Mendicino Substation Test / Scheduler Utilities – Substation Lem Reyes Contract Specialist Warehouse
Mark Adams Water Production Superintendent Water Production Pete Garcia Water Field Superintendent Water Field & Operations Bruce Fruchter Enterprise Information Technology Manager APU Technology Development Hans Nielsen Business Information Systems Administrator APU Technology Development Rick Morella Business Information Systems Analyst III APU Technology Development Debi Stith Utilities Automated Systems Support Rep APU Technology Development Mike Allen Consultant SDI
Terry Hackelman Consultant SDI
Workshop Notes Summary:

This workshop was held at the Warehouse and conducted as a round table discussion to discuss Oracle WAMS and Warehouse processes. Since the attendees came from all cross functional areas, open discussion was encouraged beyond just the needs of an Oracle WAMS replacement system. It is the intent of these workshop notes to capture discussion content relevant to the Oracle WAMS replacement.

Materials Request Process Outline. Requesting materials and supplies to perform field work. • Operations generates a WAMS work order. Once it is approved, it creates a picklist that identifies the inventory needed to complete the work order. Warehouse staff pull the needed items for the work.
• Field generates an approved work order; Warehouse gets a picklist and pulls items for the Crews to pick up. The new system must provide the functionality to support the creation of “kits” (e.g. transformer kits). Each kit may include numerous stock items and support recurring work order activities.

Material Demand Challenges. It is important that work orders are scheduled and activated in the system to create a demand. When work is planned outside the system or work orders are not made active, it Work and Asset Management Needs Assessment Report February 28, 2020 Revision: June 1, 2022
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can result in materials or inventory not being available as the Oracle WAMS min/max can’t consider demand that it doesn’t know about.

Scheduling changes can adversely impact demand. It was commented that some work orders are too vague on the start date – sometimes the date given is just a placeholder. As a result, it can be difficult to know the demand timeline.

There is a need for a “demand date” that would trigger material procurement without requiring work order activation. This might help with the material demand forecasting.

The Warehouse uses a Replenishment Report to help manage material demand. However, the report only states what has been used and needed. It doesn’t account for future work order/project demands.

It was discussed that City contractors working on projects for the City are unhappy due to the lack of materials which often causes delays.

A workaround that is sometimes used is to “loan” materials from other upcoming projects to meet immediate needs. However, this is done outside of Oracle WAMS and tracked via Excel.

The City does have reciprocal arrangements with other peer agencies to obtain materials when needed.

However, this process is not documented and should be formalized for replenishment and tracking.

It was mentioned that CGI ERP is updated nightly and at any point in time will not be in sync with Oracle WAMS in terms of inventory.

It was discussed that the City required procurement processes provide limited flexibility and hinder responsiveness.

For a work order, materials are actually “pulled” at the initiation of the construction phase.

Long lead material work orders. Process changes have been made improve communication about upcoming long lead material activities and to encourage getting long lead work orders into “active” state so that the Warehouse can manage material procurement proactively.

There is a need for an improved material forecasting capability to ensure the min/max reorder points are effective. Also, so that steps can be taken to act timely, if necessary, prior to system min/max functionality kicks in.

The current Oracle WAMS min/max reorder points are really set up for maintenance, not really changed for capital projects.

It was commented that Operations and the Field seek more like a “Home Depot” experience, particularly for unplanned work activities.

For planned work, George/Duke/Nick can be on laptop to order materials and then notify Warehouse.

Other field staff are handwriting what they need and communicating with the Warehouse. Staff seek more of an “Amazon” like experience via mobile devices.

There is a need to get better at accurately forecasting demand which is done today based on various spreadsheets. Information is siloed so it is difficult to accurately figure out demand.

Return of unused inventory. If a work order is closed, you can't credit it back into inventory. The following example was discussed. You install a temporary transformer and 6-months down the road you take it down. However, if the work order is closed, you can check it back in. In this case, the field puts it Work and Asset Management Needs Assessment Report February 28, 2020 Revision: June 1, 2022
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into “bone yard.” This transformer then may be used on another work order. The Engineers will not see the charge or new transformer on their new project work order – resulting in a “ghost transformer.” Re-stocking Process. The restock process starts in Oracle WAMS. Staff review replenishment reports (paper) to confirm items to buy. When a need is identified, staff creates a requisition in Oracle WAMS.

The requisition is routed for approvals within APU according to purchasing guidelines. Once approved, a nightly process runs (interface to CGI) to pass the requisition to the CGI ERP for processing. The Central Warehouse directly receives materials and goods. Receipting is completed using WAMS.

Truck Stock. Staff manually restock and complete paper form to show what was put on the trucks. Truck stock for higher value items, non-routine stuff. There is a desire to manage each truck as a warehouse.

Tools/equipment. These are tracked using spreadsheets. This information is not kept in Oracle WAMS. It was mentioned that they want to track hand tools (e.g. impact wrenches) and other equipment such as pumps.

Inspection Reports on Equipment. It would be nice to have an automated way to track this information.

It is done informally today.

Warehouse is managing the meters for Electric AMI rollout. The complete rollout is a 5-year project and they are currently 1.5 years into the project. Ordering is initiated via Oracle WAMS using the requisition process. It is currently requiring 10 - 12-week lead time to get new meters. The new meters are received in the Warehouse and then the Meter staff pull them as needed. When the meters are received, APU also receives a .CSV file that includes the meter information that can then be uploaded directly into enQuesta which is considered the system of record for installed meters. CONSULTANT NOTE: THERE HAVE BEEN SUBSEQUENT MEETINGS TO DISCUSS PROCESS IMPROVEMNTS.

One of the challenges for the Warehouse is that they don’t have the ability to reserve inventory for capital and maintenance work orders. Another challenge is coordinating and conducting the annual physical inventory count. They have recently implemented cycle counting to help reduce the level of effort for the annual physical inventory.

For pre-planning/engineering, staff would like to see a catalog that has pictures, detailed specifications, and search functions. This would assist in ensure the right materials are applied to a work order.

The Warehouse’s stated goal is to ensure the field resources have the correct parts available when needed while balancing inventory carrying costs.

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10 APPENDIX B – FOLLOW ON INTERVIEW NOTES
This appendix provides the follow on summary notes for each of the interviews conducted with APU staff during a two week period in April 2022. The interviews focused on changed circumstances and impacting factors from the initial assessment in February 2020 and to gather stakeholder input on updated recommendations.

10.1 GENERAL SUMMARY
These notes contain a general summary of these conversations and should be considered to be a working document supporting the revision of the Work and Asset Management Needs Assessment Report (February 2020).

General Themes or
Identified Opportunities
Comments
Improved User
Experience
A common theme throughout the interviews. Improving the ease of use of the upgraded system will be critical to user buy in.

Water Dept Capital
Program
Water department conducting a major expansion program through 2023 (new water plants and pipe replacement). Opportune time to leverage design / construction data into an upgraded WACS solution.

Improved integrations
with City ERP system
Highlighted opportunity to improve integrations with CGI related to accounting and warehouse management (i.e. procurement cycle).

Improved access to
information
Improve ability for regular users of the system to access the information they need for their jobs without having to submit a formal request for a report from the IT support team. (i.e. allow general users a way to query WACS, without having to be a SQL expert).

Materials – common
nomenclature / catalog
with pictures
The engineers, field techs, and warehouse staff have different names and numbers for the same material item. If these cannot be combined into a single nomenclature, at least provide a usable cross reference for the groups to decipher each other’s terms. And possibly include an advanced catalog (including pictures) of the material items [i.e. a picture can sometimes be worth 1000 words].

Supply Chain Lead Times
Since the 2020 assessment, lead times for major materials has increased.

This highlights the need for more procurement flexibility (i.e. need to review current restrictions for “active” WO’s prior to issuing PO’s).

Minimize or Eliminate
“Shadow” spreadsheets.

Multiple instances of users needing to access non-integrated, non- reconciled spreadsheets to complete their work.

Improved CU process to
more fully integrate
Project Design and WO
Material Issuance
Improving the use of common CU’s to define material requirements for a project and then issuing and tracking material costs on a project.

Improved “self query”
capabilities
Reduce the need for “canned” reports and allow users to make basic queries into WACS without needing to use SQL (or similar).

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10.2 WATER ENGINEERING FOLLOW ON
Water Engineering Follow On – 4/14/2022, 2:00 PM
Meeting Attendee Job Title Work Group
Jacob Hester Engineering Manager Water Engineering Design Lisa O’Connell Senior Civil Engineer Water Engineering Design Jessica Garcia Management Assistant II Water Engineering Design Follow On Notes Summary:

1. Discussed how this initiative would be more than just implementing CMMS software. Reviewed the process model in the report. Described how there will be a Phase I – what we do now, and a Phase II – expanding into other EAM related processes.

2. NEW OPPORTUNITY – department is leading major capital project initiative to build 9 new water treatment plants with a total value of ~$150 million. Timeframe ~ 18 months. a. Noted how this is a new “Impacting Factor” from 2020 to 2022. And provides a big opportunity to bring the Engineering / Design / Construction / Commissioning of these major assets into an upgraded WAMS solution. Linking the physical construction with WACS digital representation of those assets along with strong ties to the APU asset accounting system.
i. 4 plants by April 2023
ii. 5 plants by Sept 2023
iii. CDM Smith is primary contractor

1. Large opportunity to tie design / construction data into a new WACS upgrade
b. Jake H. understands that these new assets should be in the new WACS upgrade.

3. Also opportunities to leverage ongoing pipeline replacement program from 1 to 7 miles annually. ~$8 million per year rising to ~$35 million.

4. Discussed how WACS and GIS will be tightly tied together – providing a tabular and spatial view to assets.

5. Additional Opportunities / Success Factors
a. Mobile – seeing my information the way I want to see it b. User Interface – improve the user experience.
c. Training – sufficient training on system critical for success. - Lisa

10.3 ACCOUNTING FOLLOW ON
Accounting Follow On – 4/14/2022, 3:00 PM
Meeting Attendee Job Title Work Group
Russell Dowell Financial Services Manager Financial Management Services Maria Trejo Principal Accountant Accounting
Heidy Munoz Principal Accountant Accounting
Diane Moreno Senior Accountant Accounting
Follow On Notes Summary:

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1. Discussed the evolution and improvement of the Oracle product – from WAMS to WACS.

Highlighted the need to configure the system. Not customize like we did with current WAMS system.
a. Configuration (vs. Customization) much more supportable as WACS goes through upgrades.

2. Overhead Costs – evaluating and applying overhead charges is a big focus area for this group.

3. Improvement Area
a. Asset Creation Process – potential for better workflow between Design. Construct, and Accounting.
i. Report Improvement Area – Monthly Close of Asset Create ii. Timing of Asset Create in field vs accounting

1. Example – Substation installed and operating, but still waiting for landscaping
a. Asset operational, but full WO is not closed.

4. Current User Interface – poor (Heidy and Diane [new employee within last 2 weeks]) a. Hard to use
b. Navigating can be cumbersome
c. Linkage with CGI ERP system is cumbersome
i. E.g. linking invoices to WO’s , need to be able to drill down d. Strong desire to see demos of the new WACS upgrade
i. We explained that WACS demos by Oracle will be part of the project process.

5. Overhead / Indirects
a. A table in WAMS charged annually with set rate, but possibly make it variable percentage.
b. Better linkage between City Accounting (CGI) and WACS. Likely to be in Phase 2.

Potential for CGI to provide summary info and WACS provide the details if needed.

6. Acctg team asked how many WACS implementations have there been? a. Hans responded with current user list as known.
i. 4 in US with full solution
ii. Florida Seminole is major customer
iii. Also, Riverside Utility and Hawaii Power
b. Also described his recent experience attending Oracle WACS demonstration.

10.4 WATER FIELD & OPERATIONS FOLLOW ON
Water Field & Operations Follow On – 4/15/2022, 1:00 PM Meeting Attendee Job Title Work Group
Mark Adams Water Production Superintendent Water Production & Maintenance Pete Garcia Water Field Superintendent Water Transmission & Distribution Follow On Notes Summary:

1. Group currently uses Spatial Wave to manage work. But it is not integrated. a. Spatial Wave currently tied to GIS
b. MA would be OK with WACS taking over Spatial Wave capabilities

2. Opportunity – Field Validation
a. Enquesta (CIS) – shows a particular meter number at a location.

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i. Make available for field forces to validate this info in field

3. Opportunity – Redlining / GPS Capture
a. Field information is not always accurate
b. E.g. Valve turners see something in field that does not match system data. Allow them to “redline” what they see so system can be updated.
c. Allow field techs to capture GPS coordinates of an asset in the field

4. Opportunity – Photo Capture
a. Similar to redlining. Give field techs opportunity to use mobile devices to take pictures of field conditions. Either as found or recently installed before burying (for example)

5. Opportunity – Improved Query Capabilities
a. Example – currently entering information on Pressure Reducing Station WO’s in comment fields. Makes it difficult to conduct analysis on 80+ PR stations.

6. Opportunity – Access to Thermal Imaging records
a. Regulatory information
b. Currently stored on an H: drive.

7. Opportunity – Improved User Experience
a. Looking for “single pane of glass” for their information, not multiple systems i. Negative experience with current system.

1. Enquesta hard to use. Inputting an address needs to be almost exact.

8. Opportunity – Warehouse on Wheels
a. Ability to stock supervisor trucks with commonly used materials and charge to WO’s accordingly.

10.5 ELECTRIC STANDARDS FOLLOW ON
Electric Standards Follow On – 4/19/2022, 3:00 PM
Meeting Attendee Job Title Work Group
Mary Li Senior Electrical Engineer Electric Standards & Compliance Jason Rilloraza Associate Power Engineer Electric Standards & Compliance Follow On Notes Summary:

1. Overall goal for project – Easier, Better, Faster
a. Reduce number of clicks to perform work.

2. Standards relates to Materials and Construction Standards

3. Has not seen WACS, but is familiar with WAMS shortcomings a. Entering 200 lines of material for a project
i. (-) Entering materials in WAMS. (+) provide a BOM like checklist to add materials to a project.
ii. (-) need an active project to add materials. But difficult sometimes with long lead time items.

4. Opportunity Area – minimize or eliminate “shadow” spreadsheets.

5. Compatible Units
a. Jason felt materials CU’s were in “OK” shape
b. However, Labor not in as good of shape. Can cause undercharges to customers when APU backcharges them.

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c. Bob G and Hans were not able to address WACS improvements in the CU area. But did describe WACS’ improved user experience.

6. In closing, Hans asked for Jason’s support in developing Day In The Life (DITL) scenarios for any Oracle demonstrations.

10.6 ELECTRIC T&D FIELD MAINTENANCE FOLLOW ON
Electric T&D Field Maintenance Follow On – 4/21/2022, 2:00 PM Meeting Attendee Job Title Work Group
George Kline Electric Field & Operations Superintendent T&D Field Maintenance Nick Heidel Electric Field & Operations Foreman T&D Field Maintenance Christopher Wartnaby Electric Field & Operations Foreman T&D Field Maintenance Vanessa Pita Secretary Electric Operations & Maintenance Follow On Notes Summary:

1. Opportunity Area – Timekeeping!!
a. Currently, timekeeping can be tedious for this group. i. Need to enter time for individual resources
ii. With current system, hard for supervisors and approvers to “slice and dice” the information.
b. Opportunity Area – Crew Time Entry
c. Opportunity Area – EASE OF USE
d. Opportunity Area – OMS IVR callout and timekeeping integration i. WAMS Callout report hours manually entered into IRV system. e. Opportunity Area – Mobile
i. We briefly discussed Oracle Field Services. But this would need to be reviewed further before any commitments made in this area.
f. Opportunity Area – Scheduling, don’t really have this now. Some spreadsheets, etc. But not a common, electronic schedule that can be dynamically accessed by multiple stakeholders.
g. Opportunity Area – Preventive Maintenance – “we don’t do this much, we are reactive. i. Mentioned GO 95,128 that relates to inspections. WACS potentially improve reporting in this area.
h. Opportunity Area – Mobile, currently use ToughBooks in trucks. But would like to have true mobile with GIS viewers.
i. Also, currently using paper “flimsies” in field. Opportunity to digitize these activities.

2. Nick and Chris mentioned that they are heavy FEI users. And looking to move this into WACS.

10.7 ELECTRIC T&D CAPITAL PROJECTS FOLLOW ON
Electric T&D Capital Projects Follow On – 4/21/2022, 3:00 PM Meeting Attendee Job Title Work Group
Vinh Tran Principal Electrical Engineer Underground Conversion, Street Lighting & Real Property
Noel Guran Electric Systems Designer Customer Expansion Work and Asset Management Needs Assessment Report February 28, 2020 Revision: June 1, 2022
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Jonathan Corcio Electric Systems Designer Customer Expansion Follow On Notes Summary:

1. Heavy users of WAMS – particularly related to project creation, management, and tracking.

2. Opportunity Area – EASE OF USE –
a. Adding CU’s on WO’s
i. Can we use CU “structures” to add multiple lines of materials to a WO.

Currently need to add them one by one.
b. Reporting
i. Would like a list of usable reports. Currently hard to decipher what reports are useful for their information needs.
ii. Opportunity Area – provide ability for users to make basic queries into WACS without needing SQL (or similar) knowledge
c. Mobile / GIS
i. Look to eliminate “flimsies”
ii. Provide field forces with mobile (beyond toughbooks) to access GIS and improve as builting (which is currently a paper based process). d. Material Input
i. Noel identified pain point related to material entry. Currently must enter one by one.
e. Personalized Home Page
i. Desire to see all the WO’s currently assigned to me and any workflow items I need to review and approve.
f. Material Catalog
i. CU terms not consistent with Warehouse Stock Codes and Engineering Standards.
ii. Opportunity for a common catalog, hopefully with pictures.

1. This group rarely makes changes to CU’s. Standards group maintains governance here.
iii. WACS project – an opportunity to clean up data.

3. Oracle Demonstrations
a. Team was very receptive to seeing an Oracle WACS demonstration! i. Interested in seeing how WACS would handle returns of multiple materials.

4. Estimating Process
a. Materials – they seemed to feel these were OK
b. Design / Engr & Inspection Time Estimates – less well defined c. Cost Summary Report (6 / 6a)
i. Currently do not see how many hours were charged to project. Only have good materials info.

10.8 CENTRAL WAREHOUSE FOLLOW ON
Central Warehouse Follow On – 4/22/2022, 1:00 PM
Meeting Attendee Job Title Work Group
Angelica Ureno Utilities Inventory & Facilities Manager Central Warehouse Work and Asset Management Needs Assessment Report February 28, 2020 Revision: June 1, 2022
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Follow On Notes Summary:

1. Stock Checkout Process has recently been upgraded and is a positive for the area. a. Can kit WO’s ahead of time
i. Regular packets - usually with 48 hours notice
ii. Large packets – 2 week notice
b. Water not using Checkout Process – possible area for unifying processes across departments

2. 2020 >> 2022 Impact – much longer lead time for materials

3. Opportunity Area – bar coding within Warehouse. Used to have this. Felt it would be a big improvement area.

4. Managing Item Reorder Points based on inventory levels a. There is a Minimum Inventory Report, but hard to actively use it because of the large volume of items on the list.

5. Purchase Requisition to Purchase Order to Received process a. WAMS and CGI linked through a nightly batch process, b. For WACS, review potential for updating of purchase statuses within WACS

6. Opportunity Area – Multi-step receiving and returns. a. E.g – When transformers are returned from the field (or when they are initially received at Warehouse) they go through a QA test before being returned to stock. Using manual forms now. Potential area for automation and improved tracking.

7. Satellite Warehouses – discussed briefly. Currently a central warehouse with Water having a bit of a “stash”. Discussions about satellite warehouse would likely be a Phase 2 or beyond discussion.

8. Opportunity Area – Warehouse deliveries to Field. Field forces would be a big advocate of this.

9. Opportunity Area – Capitalization of New Assets
a. Environmental supplies set of ID’s to new major assets (e.g. transformers, meters, capacitors) which are capitalized at receiving to Warehouse. i. Other asset types (e.g. wire, switches) are capitalized when installed. b. When these assets are sent from Warehouse, they assign a City ID and tag it and send records to Ralph.
i. Improvement Area – Angie’s group has a large shelf of “Blue Books” with the original City ID info. A potential for data migration into WACS c. FEI – SCADA looking to retire. An area of process review even before we finalize upgrade to WACS with Oracle.
d. Additional Improvement Area – the “big” assets are received at dock, but need to go through a QA test before fully receiving the item.
i. WACS can support the work tracking in this area.
e. Opportunity Area – Attachments and Picture Catalog
i. Like other departments, Angie felt that a common catalog, with pictures would be very helpful throughout the Asset Lifecycle.

1. Example – currently, 20 different “standard” street lights.

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11 APPENDIX C – FUNCTIONAL REQUIREMENTS
This appendix identifies recommended Functional Requirements based on our assessment. Once the project is underway, detailed design will determine if there are any gaps between these suggested requirements and WACS functionality.

To improve the ability to review this section, we have categorized the requirements by major heading.

11.1 GENERAL
Req. # Requirement
M1 Proposal includes the recommended amount of training for each level of user. Typical users would be administrators, office data entry, field data entry, etc.

M2 System allows the user to add, update, delete, store, or display information in any module without exiting the initial system.

M3 Ability to selectively download information into various file formats, including Excel, text file, HTML, or to standard ASCII format.

M4 Allows querying capabilities for the user to sort and filter on essentially all appropriate data in each module.

M5 Allows the user to name and save developed queries for processing multiple times during future use.

M6 If applicable, explain the capability to monitor your product(s). Does your product(s) integrate with other monitoring frameworks (HP Operations Manager, Microsoft System Center Operations Manager, other SNMP-based package, etc.)? M7 Ability to store and show images for each module, and name and attach image files to specific records in multiple popular formats. Example: PDF, TIFF, JPG, etc.

M8 Ability to store and show movies for each asset, and name and attach video files to specific records in multiple popular formats. Example: AVI, WMV, MP4, MOV, etc.

M9 Image storage is handled as a “blob” embedded in the database.

M10 Image storage is handled as native file formats indexed to the database.

M11 System has user-defined fields for each module to store and track additional information as needed.

M12 Provides a context-sensitive help selection that can be accessed from any screen, and displays help related to the screen in use.

M13 Includes a comprehensive user’s manual for each user/site license documenting all operations of the system including System Administration functions. Manuals must include sample reports, screen illustrations and instructions, and example problems.

M14 Provides for e-mail notification including notification to multiple persons via the City’s standard email system.

M15 Provides for text notification, including notification to multiple persons.

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Req. # Requirement
M16 System has job scheduling capabilities and/or integration with other job scheduling products.

M17 List major enhancements or changes in database providers, core architecture, development platform, and/or technical design planned or considered in the next year.

M18 Describe browsers supported. As these browsers auto-update, describe how system integrity and compatibility is maintained.

M19 Describe product architecture and platform – requirements, options, dependencies, other required products,
M20 Provides for training and certification tracking per employee.

M21 Ability for system to send a notification that a training/certification is about to expire for an employee.

M22 Ability to store training classes/activities/certifications taken and date of completion per employee (e.g. internal/external training, participation in training drills, etc.).

M23 Ability to establish employee schedules including standard working days, multiple shifts and hours.

M24 Ability to identify employees and/or crews available to be assigned to after-hours emergency work.

11.2 DATA INTEGRITY AND SECURITY
Req. # Requirement
DIS1 Provides an audit trail that captures the user’s ID, a date and time stamp, and before/after values whenever changes are posted to the system database.

DIS2 List audit capabilities of all security models.

DIS3 System administrator module allows for multiple designated administrators with different security responsibilities.

DIS4 System administrator module allows the administrator(s) to set user-level security access to menu function, screen, field, report, and database access.

DIS5 System administrator module allows the administrator(s) to set group-level security access to menu function, screen, field, report, and database access.

DIS6 System administrator module provides a means to set up user accounts, assign user passwords, and assign users to access-defined groups.

DIS7 Ability to set and provide view, read, write, update, and delete security at multiple levels including menu function, file, record, and field.

DIS8 If applicable, explain the capability to monitor your product(s). Does your product(s) integrate with other monitoring frameworks (HP Operations Manager, Microsoft System Center Operations Manager, etc.)?
DIS9 Explain the security administration, authentication and authorization models. Explain the granularity of the security models.

DIS10 Explain the user provisioning process, if applicable, and the ability to provide single-sign- on using Active Directory, SAML, etc.

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Req. # Requirement
DIS11 Regardless of system architecture (on-premise or cloud), all system websites must be secured and accessed via SSL.

DIS12 Regardless of system architecture (on-premise or cloud), Data Encryption is desired at rest and in-transit.

DIS13 Regardless of system architecture (on-premise or cloud), the City desires direct database and data access (not restricted to APIs or web services).

DIS14 Based on the proposed architecture, explain a proposed Disaster Recovery strategy and sites to be used.

DIS15 Should a cloud solution be proposed, the City expresses preference for a single tenant solution (vs multi-tenant) solution.

DIS16 Based on the proposed architecture, explain where the data physically exists – both in production and in backup environments.

DIS17 City Recovery Point Objectives (RPO), Recovery Time Objectives (RTO), and Recovery Consistency Objectives (RCO) as it relates to disaster recovery or data protection plan must be supported, whether on-premise environment or cloud.

DIS18 Should a cloud solution be proposed, the City requires a compliant cloud computing with security and protection to meet the needs for government. Examples mentioned includes Microsoft Azure (Azure Government) and Amazon Web Services (AWS – GovCloud).

DIS19 AD security groups are desirable as a method of allowing/disallowing access to certain application functions.

DIS20 Ability to auto-generate globally unique asset identifiers; Indicate maximum number of characters allowed and special characters allowed.

DIS21 System has various configurable field types (such as text, integer, check boxes, date/time, coded values/pull down lists) available in all proposed modules.

DIS22 System can detect improper and inconsistent data format for a specified field and notify user of the error.

DIS23 Ability for an authorized user to set desired field(s) as mandatory/required (e.g. an authorized user can prevent any transaction from being committed until all required fields on that view or screen are completed).

DIS24 Ability to associate a validation rule, domain, list of values to fields (as applicable).

DIS25 Ability to define items in a picklist field and limit total picklist count.

DIS26 Ability to rename standard field names (user interface field name entry) on a form/screen.

DIS27 Ability to add calculations to a field referencing direct formulas and/or data stored in other fields.

DIS28 Retain configuration with all future service packs/version updates.

DIS29 Ability to set-up and configure email notifications to any active employee.

DIS30 Ability to set-up and configure text message notifications to any active employee.

DIS31 Ability to set-up and configure email notifications to customers, vendors, contractors.

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Req. # Requirement
DIS32 Ability to create multiple levels of user defined and system standard security privileges including Server Administration, System Administrator, Office User, and Field User.

DIS33 Ability to set a time period of inactivity after which user will automatically be logged out of system.

DIS34 Ability to assign workflow security permissions by department, division, user role/group (e.g. supervisor can only set a work order status to complete).

DIS35 Ability for an administrator to restrict user access by module, form/screen, menu, or field.

Modules, forms/screens, menus, or fields not authorized for a user or group may be hidden or read only as desired (e.g. limiting cost information to certain security groups).

11.3 EASE OF USE
Req. # Requirement
EU1 Ability to move from one module or function (i.e. work orders to inventory control) without logging into each module.

EU2 Configurable toolbars provided with graphical buttons to perform common functions.

EU3 System includes a comprehensive user’s manual documenting all functions and operations.

EU4 System provides the ability to move directly from one screen to another via menu selections, buttons or tabs without returning to a “main menu”.

EU5 Configurable data field attributes for required, optional, or display of fields.

EU6 System visually distinguishes between fields that are required, optional, or display only.

EU7 Ability to search the on-line help for a specific topic.

EU8 Provides for user-customized online help files.

EU9 Ability for error messages to be customized or modified.

EU10 Multiple calendars may be defined and used throughout the system.

EU11 Calendars customizable for non-working days and City holidays.

EU12 Allows user level preferences to be setup and saved.

EU13 Allows the user to view all open forms and select a form to bring to the top of the workspace.

EU1 4 Provides help for form completion with a brief description of how to use the form.

EU15 Provides a calendar pop-up for date fields.

EU16 Searches allow for the data or names to be returned in ascending or descending sequence.

EU17 Offers spell-checking features in free-form fields.

EU18 Allows column titles on pre-defined display forms or reports to be changed? EU19 Configurable data validation rules for data entry. For example, street endings Ave and not AV.

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Req. # Requirement
EU20 Ability to set up timeframe parameters or triggers for various work order dates (for example, due date = initiation date + 10, or 10 days after ACTIVE status).

EU21 Provides for multiple messaging capabilities (E-mail, chat, text notification) between the field and the office.

EU22 Supports mobile device input to record physical equipment inspections.

EU23 Utilizes unlimited field size for comment and description fields throughout.

EU24 Free form fields have basic word processing features such as word-wrap, spell check, cut, copy and paste.

EU25 Ability to remove or hide unused data fields on screens to reduce clutter.

EU26 Configurable dashboard provides status of all outstanding work orders.

EU27 Configurable dashboard shows all items pending approval.

EU28 Configurable dashboard shows all items requiring user action.

EU29 Ability to automatically notify staff of work assigned to them or within their area that requires their attention (through use of dashboard or by email or text message).

EU30 Ability to automatically notify staff/supervisors when a work order has been completed or needs approval before completion (e.g. through use of dashboard or by email or text message).

EU31 Ability to automatically send a notification to a customer that requested work has been completed.

EU32 Ability to configure dashboards based on department/group to support specific workflows for each department/group.

EU33 Ability to create dashboards displaying visual information (such as in a table, chart, pie graph, dial, etc.) for any data stored in the system (such as defined KPIs, track any function on a daily, weekly, or monthly basis, pending work orders, work order status, inventory supply, review activity, etc.).

EU34 Ability to schedule automatic updates of the dashboard based on a defined schedule for continuous up-to-date information (e.g. dashboard refreshes every 5 minutes).

11.4 ASSET MANAGEMENT
Req. # Requirement
AM1 Allows users to customize system codes that appear throughout the system, including code, description, activation date, and expiration date. Once added or modified, all codes and their description must be accessible via conveniently accessed pop-up or pull-down menus.

AM2 Allows users to create user defined fields to meet their specific needs. Examples may include Account Number; Address; Area; Building; Facility Type; Maintenance Type; Priority; Problem; Project; Tool
AM3 Maintains a history of all activities, including labor, part, and equipment costs that have been performed on a particular (asset) equipment unit.

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Req. # Requirement
AM4 Provides alerts to specific to assets, such as confined spaces (which trigger permissions, special equipment usage and procedures)
AM5 Provides a complete, life-to-date history, listed in chronological order, of all activities performed on the asset, sortable and filterable by activity type.

AM6 System must be able to store, access, and display asset images (PDFs, DWG, JPG, XLS, DOC), including moving video (AVI, MPEG, etc.) images.

AM7 Ability to track licenses/certifications for users of each type of asset/equipment and prompt renewal or expiration notices.

AM8 Provides a complete inventory of all equipment used during a maintenance activity.

AM9 Allows for a flexible naming scheme for inventoried assets.

AM10 System records multiple labor costs, by job class including hourly rate type (i.e. regular, overtime, double time, holiday time, etc.) number of hours, and extended (i.e. calculated) costs.

AM11 Schedules an unlimited number of activities for each asset.

AM12 Ability to look at past repair history of an asset by:
• Life to Date
• Year to Date
• Quarter to Date
• Month to Date
• By open work orders
AM13 Inspection records for a given asset must be visible within that feature's module.

AM14 User-defined inspection ratings.

AM15 Field inspection modules should be able to internally calculate next inspection dates on both fixed (based on schedule) and floating (based on completion) dates.

AM16 Allows for GPS coordinates to be assigned to each asset.

AM17 Ability to track warranties by user defined criteria.

AM18 Ability to track CIP projects, special projects, and in-house projects and differentiate between types.

AM19 Ability to identify each project and link all costs, resources, requirements, contracts, work orders etc. using that identifier to track total project cost.

AM20 Ability to track all work activities performed in a specific location or within a specific area.

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Req. # Requirement
AM21 Allows for inquiry into:
• Asset PM records/schedules
• PM assignments
• Asset service/repair histories
• Warranty claim history
AM22 Capability to record and maintain equipment acquisition data.

AM23 Allows equipment to be assigned unique identifiers.

AM24 Allows for the review of repair and associated operating costs on equipment and components for any series of months, quarters, years, and life cycle.

AM25 Tracks equipment downtime (in service/out of service) and for what reasons (reason for repair codes).

AM26 System tracks the warranty for asset components and flags warranty work.

AM27 Ability to assign a user-defined unique ID to all assets consisting of, but not limited to, alphanumeric and special characters such as dashes or hyphens; Indicate maximum number of characters allowed and special characters allowed.

AM28 Ability to search data or filter data using single or multiple attributes stored on an asset record (e.g. create a filter for pipes based on age, diameter, and location or for equipment based on type, installation date, and location).

AM29 Ability to use a user-defined field to store a different asset ID number for use in linking to other City systems (e.g. ability to use a user-defined attribute field on the asset record to store the fixed asset ID from the City's financial system).

AM30 Ability to store information related to engineering design/construction drawings (including but not limited to project name, designer, inspector, individual assets associated with project, related costs to project, construction/installation date).

AM31 Ability to create new asset record(s) using an existing asset record including carrying over selected attribute data (e.g. 3 pumps of the same model) – cloning.

AM32 Ability to have a notification pop-up when a work order is created for an asset with an active warranty.

AM33 Ability to generate a list of assets with warranty end dates approaching based on a user- defined timeframe.

AM34 Ability to relate multiple service connections to one address or location and track the status (Active, Inactive, Abandoned) of each connection.

AM35 Ability to link to stored permit information for each asset.

AM36 Ability to change the status of child equipment associated with a parent equipment record when the parent equipment has been taken out of service (i.e. status of parent equipment changed to "out of service" and the status of the associated child assets are changed to "out of service" automatically).

AM37 Ability to group assets/equipment into multi-level hierarchies.

AM38 Ability to view hierarchical relationships between equipment and its components.

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Req. # Requirement
AM39 Ability to store and manage asset records including attribute information for truck stock assets that can be assigned to work orders and employees (such as dump trucks, crew trucks, backhoes, etc.).

AM40 Ability to store and manage asset records including attribute information for distributed assets including specialty equipment and tools that can be assigned to work orders and employees (pipe saws, portable pumps, mobile generators, etc.).

AM41 Track vehicle/equipment status (Active, In-service, Inactive, Sold, etc.) and location.

AM42 Ability to store and manage asset records including attribute information for various buildings and facilities including individual components such as roof, HVAC, Mechanical/Electrical/Plumbing, rooms, floors, doors, windows, furnishings, etc.

AM43 Ability to include multiple rooms and floors associated with a building/facility.

AM44 Ability to view hierarchical relationships between facility, equipment and its components.

AM45 Ability to set multiple types of overhead rates per asset or asset class.

AM46 Ability for service/work requests to be initiated from the EAMS from an asset record (e.g. once a specific asset has been selected within the EAMS, user can open asset record and initiate a service/work request for the selected asset).

AM47 Ability to retain work history on physical assets that can be moved (e.g. a pump can move location, but total work performed on that pump needs to be retained)

11.5 ASSETS - ELECTRIC
Req. # Requirement
ES1 System stores asset information for the features that make up an electric generation and distribution system. This information must include data typically found in a set of engineering drawings. The system must track the following system inventory features:
• Switches
• Poles
• Transformers
• Vaults
• Lines
• Cabinets
• Capacitors
• Etc.

ES2 Provide software tools to maintain network connectivity when editing the graphical features that make up the electric distribution network.

ES3 The new system must store field inspection information for the inventory items listed below:
• Switches
• Poles
• Transformers
• Vaults
• Lines
• Cabinets
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Req. # Requirement
• Capacitors
• Etc.

ES4 Electric meters must have a link to maintenance work orders including associated links and customer service queries and customer service work orders.

ES5 Electric meter information should include date of installation , type of meter, size of meter, classification (e.g. commercial, industrial, residential, etc.), radio read devices or automated meter reading (AMR) cycle, etc.), electronic register type or serial number, average monthly winter use, average monthly peak use.

ES6 Ability to store and manage asset records including typical attribute data gathered from GIS and/or engineering design/construction record drawings related to an electric generation or distribution system (including structures (manholes, cabinets, vaults, poles, etc.), lines, service laterals, switches, transformers, capacitors and associated equipment, etc.)

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11.6 ASSETS - WATER
Req. # Requirement
WS1 System stores asset information for the features that make up a water generation and distribution system. This information must include data typically found in a set of engineering drawings. The system must track the following system inventory features:
• Valves
• Pipes
• Hydrants
• Flow Meters
• Pump Stations
• Pumps
• Storage Facilities
• Service Taps
• Backflow Prevention Devices
• Supply Sources
• Sampling Stations
• Wells
• Pressure Regulating Valves/Pressure sustaining Valves and Altitude Control Valves • Other asset items stored/tracked in the current system WS2 Provides software tools to maintain network connectivity when editing the graphical features that make up the water distribution pipe network.

WS3 Stores field inspection information for the inventory items listed below:
• Valves
• Hydrants
• Flow Meters
• Pump Stations
• Pumps
• Storage Facilities
• Backflow Prevention Devices
• Supply Sources
• Wells
• Vaults
• Pressure Regulating Valves / Pressure sustaining Valves, Air/Vacuum Valves and Altitude Control Valves.

WS4 Stores information regarding hydrant flow testing.

WS5 Specific information about the following features must also be stored in the Hydrant Flow Testing section as well as allowing for multiple entries for each item type:
• Pumps running during the hydrant flow test
• Storage tank levels during the hydrant flow test
• Flow meter readings taken during the hydrant flow test WS6 Stores information regarding backflow preventer testing and notification of users in advance of when devices are to be tested annually.

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Req. # Requirement
WS7 Stores information regarding main breaks in the system and associate the main break record with a pipe segment in the pipe inventory information.

WS8 Ability to store information regarding benefit districts and allow the user to associate pipe inventory records with the benefit district records.

WS9 Ability to store information regarding water rights and allow the user to associate water right records with supply source records.

WS10 Logs water sampling results at each asset.

WS11 Water meters must be cross referenced and associated with the service line (lateral), address, pipe segment (node to node) and backflow prevention device.

WS12 Water meters must have a link to maintenance work orders including associated links and customer service queries and customer service work orders.

WS13 Water meter information should include date of installation , type of meter, size of meter, size of service line (lateral), classification (e.g. commercial, industrial, residential, etc.), radio read devices or automated meter reading (AMR) cycle, etc.), electronic register type or serial number, average monthly winter use, average monthly peak use.

WS14 Water meter information should include date of flow test, flow testing results and accuracy measurements including high, medium and low flow test results, percentage accuracy for each range, manufacturer accuracy parameters for each range and link or associate with work orders(s) for flow meter testing maintenance.

WS15 Maintains links in inventory of the fire hydrant or other appurtenance identifier number to a water valve identifier and water main node identifiers. (e.g. The water valve inventory notes associated fire hydrant or other appurtenances and the associated water main nodes.).

WS16 Ability to track water facility/sites (e.g., pump house, generator building) with the water module.

WS17 Ability to store and manage asset records including typical attribute data gathered from GIS and/or engineering design/construction record drawings related to a water generation and distribution system (including valves, distribution/raw water mains, hydrants, meters, storage facilities, service taps, structures, backflow prevention devices, supply sources, wells, booster stations/pump stations and associated equipment, etc.) WS18 Ability to store assets and attribute/additional information related to pump/lift stations and the associated pumps and equipment (including but not limited to specifications, classifications, curves, wet well information, etc.)
WS19 Ability to store and manage asset records (equipment and process structures) including attribute information related to a water treatment plant (e.g. pumps, chemical tanks, valves, mixer motors, plant piping, pump/lift stations, wells, buildings, drywells, etc.).

11.7 WORK ORDERS
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Req. # Requirement
WO1 Ability to generate and link multiple work orders from one service request and still maintain tracking of the original service requests.

WO2 Ability to track the following minimum data on the WO (both displayed onscreen and printed on a work order form):
• Unique WO Number with the ability to link with other reference numbers. • Work Order Type
• Asset number/Component ID
• Asset/Component information
• Date/Time WO Initiated
• Date/Time Assigned
• Date/Time Work Started
• Date/Time Work Completed
• Priority
• Activity
• Source
• Initiator
• Originator
• Emergency (Y/N)
• Problem Description
• Area Code/Phone Number
• Location/Address
• System (i.e. traffic, storm)
• Status Code
• Assigned To
• Estimated Hours
• Actual Hours Worked
• Materials Used
• Work Done/Comments
• Fault Codes
• Additional user-definable field(s)
WO3 A WO must be able to be created without a service request.

WO4 Tracks a project that includes multiple WOs from various utility and public works modules.

WO5 All work orders must display and print special instructions.

WO6 Generates both scheduled and unscheduled Work Orders.

WO7 System must be able to display or access any work activity, by component ID or WO number to update or close out a WO.

WO8 Capable of accepting a detail breakdown of all costs (including labor, material, and equipment costs) relating to the construction, inspection, maintenance, operation, and repair.

WO9 Ability to record multiple material or spare parts costs, part number, stock location, quantity, and extended (i.e. calculated) cost.

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Req. # Requirement
WO10 Allows textual comments for each component. The user must be able to activate a comment box that can accept user entered comments.

WO11 Records and tracks all equipment used including equipment ID, hours used, and extended (i.e. calculated) cost.

WO12 Ability to modify and update individual labor, material, and equipment cost line items, at any time.

WO13 Allows the user to request or print any scheduled WO, by date, activity, priority, area, sub- area, facility, or any combination thereof.

WO14 Work order classifies all work by reason code: PM, corrective, new construction, breakdown, management decision, etc.

WO15 Ability to track all work activities performed in a specific location or within a specific area.

WO16 Calculates total labor (both total hours & cost) and total part costs from asset WO history.

WO17 Ability to compare estimated hours versus actual hours for selected or all WO.

WO18 Ability to track changes made to an existing WO.

WO19 Capable of printing activity tasks on the WO along with a blank field to indicate completion. Any task left incomplete must be able to be dropped or automatically rolled into a future WO.

WO20 Enables a WO to be created without associating the WO to an asset.

WO21 Allows an unlimited number of reference documents of any file type (e.g., JPG, PDF, TIF, DOC, XLS, MP4, MOV, etc) be attached to the WO.

WO22 Provides real-time statistics on completed and remaining work to be accomplished by specific WO and by WO type.

WO23 Provides the ability to create master work orders with sub work orders.

WO24 Ability to track a group of work orders as a project.

WO25 Ability to create a WO for contract services.

WO26 Enables the user to change or cancel work orders after they have been scheduled, depending on login rights.

WO27 Enables the user to apply corrections to closed and completed work orders.

WO28 Allows the user to specify the number of days and hours an activity is due within.

WO29 Capability to generate work orders automatically.

WO30 Enables service requests and preventative schedule to prompt the generation of work orders.

WO31 Ability to route work orders based on user defined criteria in workflow design with manual override and rerouting capability.

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Req. # Requirement
WO32 Ability to create a PM schedule with automatic generation of a work order based on user defined criteria.

WO33 Ability to forecast and schedule preventative maintenance with the ability to modify as needed.

WO34 Ability to route work orders for approval upon completion based upon user defined requirements.

WO35 Ability to set multiple types of overhead rates for labor rates applied in a WO.

WO36 Ability for work orders to be created from the GIS or the EAMS at a specific address or location (without an asset).

WO37 Ability to add multiple assets (same asset type) to a work order (e.g. work order created for inspecting fire extinguishers, valve exercising, or hydrant flushing, and multiple assets are listed on the work order).

WO38 Ability to assign a work order by geographic area or a treatment plant process (e.g. quarter section map or WTP/WWTP process).

WO39 Ability to develop an automatic notification if a work order is generated for an asset/location with an open work order.

WO40 Ability to add estimated labor hours and required parts/materials and vehicle/equipment associated with a work task.

WO41 Ability to generate child work orders from a parent work order.

WO42 Ability to manage and track utility locates.

WO43 Ability to add staff from different crews/groups to a work order.

WO44 Ability to assign contractors to a work order.

WO45 Ability to add temporary employees to a work order.

WO46 Ability to capture on a work order: employees and associated labor hours and costs; parts/materials and associated costs; vehicles/equipment and associated costs; and contractors and associated costs.

WO47 Ability to automatically distribute total cost of work order to all assets listed on a work order.

WO48 Ability to add items as a checklist (related to specific instructions, safety procedures, specialized maintenance information, repair procedures) on a work order for any work task and/or asset/equipment and indicate/mark each item individually as complete including capturing any required data/notes as a comment related to the checklist item.

WO49 Ability to set-up workflow actions or required fields on a work order for different groups.

WO50 Ability to change an asset status based on work order task or status.

WO51 Ability to manage/track the status of a work order throughout the workflow process; date and time stamps are automatically populated for each status change (e.g. Planning, Approved, Waiting on Parts, Planned, Scheduled, etc.).

WO52 Ability to limit permissions to complete, close, or cancel a work order.

WO53 Ability to assign a prioritization to specific work tasks.

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Req. # Requirement
WO54 Ability to prioritize and/or group work orders based on type of work.

WO55 Ability to develop a routing order for multiple tasks on a work order assigned to multiple trades.

WO56 Ability to use an assigned date and a start date on a work order to support scheduling of work (e.g. supervisor can generate work orders and assign to staff a week in advance before the work is needed to start).

WO57 Ability to identify overscheduled resources.

WO58 Ability to view work orders based on assignment date in a calendar view by day, week, month to support planning/scheduling of work. Describe how work order information is displayed.

WO59 Ability to view estimated hours associated with assigned work task/work order in a calendar view to support scheduling of work within a defined time period.

WO60 Ability to view work orders by group, crew, or employee in a calendar view to support scheduling of work within a defined time period.

WO61 Ability to change start/end dates on a work order from the calendar view to support scheduling of work.

WO62 Ability to track basic contractor information (name, address, contacts, phone numbers, etc.) that are used on work orders.

WO63 Ability to track payments to contractors by project work order and aggregate.

11.8 PREVENTIVE MAINTENANCE
Req. # Requirement
PM1 All Preventive Maintenance (PM) work orders shall include:
• Unique WO Number
• Asset Number/Component ID
• Maintenance Activity Code
• Schedule Frequency
• Date Initiated
• Initiated By
• Date Scheduled
• Scheduled By
• Date Assigned
• Assigned By
• Date Completed
• Completed By
• Date Closed
• Closed By
• Area
• Sub-Area
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Req. # Requirement
• Group
• Crew ID
• Supervisor ID
• Manager ID
• Work Type Code
• Maintenance Type Code
• Total cost
• Vendor Equipment
• Chargeable index & sub index
• Labor & Parts
• GIS Link
PM2 Enables scheduling of maintenance (user defined time frames).

PM3 Provides an area on Preventive Maintenance screen(s) that lists setpoints and configuration data.

PM4 Allows Preventive Maintenance activities by a fixed method (for example, every month regardless of when the last Preventive Maintenance was complete).

PM5 Allows Preventive Maintenance activities by a floating method (for example, 30 days from the previous Preventive Maintenance close date).

PM6 Ability to set up and schedule seasonal Preventive Maintenance activities.

PM7 Ability to easily modify a Preventive Maintenance schedule.

PM8 Ability to notify a selected list of users if Preventive Maintenance work orders are delinquent.

PM9 Allows the generation of a single WO for a single activity to be performed on multiple equipment items. (For example, generate a WO to lube all chain drive units in each area.

When the WO is closed, automatically post material and labor costs to each individual equipment record and allow allocation of labor and parts equally, across all equipment items, or to separate equipment items.)
PM10 Enables the creation of corrective/repair work orders during Preventive Maintenance without re-entering data.

PM11 Ability to add unlimited comments to the Preventive Maintenance work done.

PM12 Supports dependent Preventive Maintenance triggers (i.e. if an asset has a Preventive Maintenance triggered then a sub-component of the asset could also have a Preventive Maintenance triggered).

PM13 Enables triggering notification via email of Preventive Maintenance.

PM14 Allows preventive maintenance to be scheduled by (1) time and/or date (2) meter usage (3) unit of product delivered (e.g. yard of ready-mix concrete or ton of sand).

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Req. # Requirement
PM15 Allows for the association of PM tasks to one another so that a shop supervisor can group together certain PM tasks to be accomplished.

PM16 Allows for multiple parts, materials, and special tools/equipment to be assigned to each PM task.

PM17 Allows for PM Schedules to be established both by time and usage.

PM18 Allows for PM Schedules to be established based on asset type or class.

PM19 Allows workers to easily write-up deficiencies found on PM inspection tours as planned work to be done. System then automatically generates a planned maintenance work order.

PM20 Display workloads for PM for a future period such as a by year, by week, by month, or by trade.

PM21 System supports multiple levels of PM on the same asset. Clock is reset if the high level is done (if yearly rebuild performed, the monthly PM clock gets reset).

PM22 PM's can be generated by location by trade to facilitate efficient use of people and minimize travel.

PM23 Ability to set multiple types of overhead rates for labor rates as applied in PM Work Orders.

11.9 WAREHOUSE/INVENTORY
Req. # Requirement
SI1 System must be able to inventory spare parts using min/max control.

SI2 System must set up so that all parts information can be accessed by part number, vendor part number, compatible unit code, commodity code, or manufacturer part number, as well as other searchable items.

SI3 System must establish and maintain a record of all parts used in maintenance and overhaul activities.

SI4 System must record and display all part issues, receipts, transfers and audits.

SI5 System must maintain a record for each vendor that is used for supplying parts for the maintenance of equipment.

SI6 Ability to establish inventory items, either manually or directly through purchase process.

Ability to modify and edit items that do not impact accounting.

SI7 Allow for multiple item types and/or allow sub- categories under parent item.

SI8 System must track storage/shelf life cycles.

SI9 Provide barcoding/scanning of inventory.

SI10 Provide for disposal of unused inventory items.

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Req. # Requirement
SI11 At point of re-order, system should indicate order has been placed so manual tracking does not need to be kept.

SI12 Provide the ability to record all inventory activity movement and assignment of charges to projects and work orders.

SI13 Provide the ability to manage inventory at multiple locations.

SI14 Provide electronic form requests and workflow review and approvals.

SI15 Provide ability to manage specialty tools and equipment and to apply billing for use by hour, day, project, etc. to programs and projects. This includes check-in/check-out processes, tool inspection tracking, and comprehensive tool inventory reporting.

SI16 Provide ability to run inventory evaluation by weighted averages or FIFO at month end.

SI17 Provide the ability to reconcile inventory at year-end, at other specified intervals, and on- demand. This includes weekly cycle counting.

SI18 Provide the ability to categorize and analyze inventory cost and usage based on user- defined classification systems.

SI19 Facilitate timely vendor deliveries based on Just in Time (JIT).

SI20 Provide ability or methods to track and report on inventory loss.

SI21 Categorize and track different methods of surplus disposal such as sealed bids, auctions, negotiated sales, trade-ins, donations, etc.

SI22 Provide ability to maintain existing inventory structure including business units, storage areas, storage locations and supporting base tables (i.e. auto numbering, reason codes etc.).

SI23 Provide the ability to display item balance on electronic requisition lines when requesting materials.

SI24 Need to introduce picking process, pick plans in warehouse for electronic procurement and work order requests that are sourced to inventory.

SI25 Ability to minimize picking process to as few as 2 system steps (Reserve/Material Release to Pick Confirm/Depletion) and automated/scheduled, or additional steps as needed.

SI26 Allow variety of pick plans sorts including By Order, By Item, By Location and By Customer or Location, By Date.

SI27 Ability to create a kit or standard template for a basket of stock items that supports recurring work order activities. This might be a pre-defined pick list.

SI28 Provide Adjustment Audit report (to find root causes requiring corrections).

SI29 Ability to calculate replenishment parameters based on transaction history and usage including option to update item master with results.

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Req. # Requirement
SI30 System to display item usage history in easy to understand workbench format. Drill down or provide more details, i.e. who, when.

SI31 Allow migration and recode as required, all existing inventory reports and queries and to automate, schedule and distribute via e-mail.

SI32 Provide a solution for Serialized inventory to record (and maybe scan) serial numbers and be able to access them in the system and move to asset management as required (i.e. laptops).

SI33 Support of Vendor Managed Inventory (VMI) for selected items.

SI34 Provide access to Mobile Inventory and tracking for “roaming” or truck stock locations in the field (mostly for delivery, receipts and maybe electronic requisitions too).

SI35 Allow implementing bar coded packing slips from suppliers with at least PO number.

SI36 Provide the ability to log receipt of items that are not in the system but have been delivered or received.

SI37 Allows inventory items to be associated with work orders/jobs for purposes of determining inventory expenses connected with specific activities SI38 Offers options for managing inventory cycle counts by various methods (e.g. ABC) SI39 Automates inventory replenishment at pre-defined reorder points with associated notification/workflow/approval support
SI40 Allows inventory items taken from inventory to be added back to inventory. Also correcting any associated charges from the items being taken from inventory.

SI41 Provide ability to use various mobile devices to streamline process.

SI42 Ability to set multiple types of overhead rates for inventory items.

SI43 Provide combined cycle count sheets/cycle count plans for A and B items by location so counters can follow warehouse layout and not backtrack.

SI44 Records changes to inventory (receipts, charge-outs, returns, physical inventories).

SI45 Generates a paper parts catalog by type of part, vendor, yearly usage, and includes images to facilitate blanket contract negotiation and user ordering.

SI46 Generates an online parts catalog by type of part, vendor, yearly usage, and includes images to facilitate blanket contract negotiation and user ordering.

SI47 Recommends stock levels, order points, order quantities.

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Req. # Requirement
SI48 Ability to reserve inventory for capital and maintenance work orders.

SI49 Ability to automatically notify when an inventory item is approaching a specified level.

SI50 Ability to transfer stock from one warehouse to another.

SI51 Ability to tie inventory to different funds and accounts based on the item.

SI52 Ability to support LIFO (last in first out), FIFO (first in first out), and AUP (average unit price).

SI53 Ability to accept partial orders or overages.

SI54 Ability to receive stock and non-stock items.

SI55 Ability to notify requestor when parts and materials are received or back ordered.

11.10 CAPITAL PROJECTS AND PROJECT MANAGEMENT
Req. # Requirement
CP1 Capital projects are those plans considered as extraordinary effort, or multi-year, or 5+ year planning horizon projects. Multiple capital project types may be created and assigned different stages and workflows.

CP2 Capital projects require the ability to budget over multiple years. Each CIP project should have the ability to encumber funds or not encumber funds.

CP3 Capital projects require the ability to budget over multiple years. Grant funding and reporting, whether fully funded or partially, should be accommodated.

CP4 Capital projects require the ability to forecast a demand on materials or inventory and then restrict it from other use, particularly those items that have a long-lead time for delivery.

CP5 Compatible Units (CU) can be used to “bundle” and facilitate the standard material requirements estimations for capital budgeting.

CP6 A “bill of materials” or BOM may be established that incorporates standard material or labor processes that recur regularly for a CIP.

CP7 Long-term planning (up to 20-year horizon) requires capital project process that tracks from initial planning, budgeting, assigning contractors, assigning city staff, construction, as-built submittal, to in-service stages.

CP8 Outside development plans (external to City organization) may involve developer contributed assets. A process must be established to incorporate those assets within the City-purchased asset system.

CP9 Allows multiple project managers to be assigned to a capital project.

CP10 Capital project may have unlimited work orders under it.

CP11 Forecasting of expenses projects cash flow estimates for the project.

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City of Anaheim Public Utilities Page 125
Req. # Requirement
CP12 Ability to set multiple reviews and approval steps for multiple capital project types. This workflow should allow simultaneous review/approval steps, not just sequential.

CP13 Multiple workflows can be established for different capital project types.

CP14 Workflow routes to various reviewers and approvers for proposed plans.

CP15 Project manager(s) assign, re-route and manage workflows for each project.

CP16 Various capital project statuses and last updated date fields are desired for the workflow and capital project process.

CP17 Project requirements can be changed (material, labor, CUs, etc.) at multiple stages or statuses of the project, including during the “approved” or “active” stage.

CP18 Comments, drawings, images may be attached at all steps within the capital workflow process.

CP19 Ability for “holds” or “warnings” to be placed upon a project, at various approval steps or by the project manager. The “holds” may not be bypassed and can only be removed by the person placing the hold or the project manager.

CP20 Ability for notifications to project managers as work order materials, equipment, and/or labor are charged against a capital project.

CP21 Ability for a project manager to restrict charges for work order materials, equipment, and/or labor within a capital project.

CP22 Project completion status (i.e., 30% or XX%) are available within standard capital project reports and/or a user dashboard.

CP23 Ability to project future year asset replacement based on stored information.

CP24 Ability to track total costs from work orders against yearly budget/funding.

CP25 Ability to store asset life cycle curves and use in the useful life remaining calculation.

11.11 CONTRACT MANAGEMENT
Req. # Requirement
CM1 Provide ability to enter contract information including contractors, project and task information, milestones, milestone payment schedule, payment terms, incentives, etc.

CM2 Ability to generate work orders against contracts.

CM3 Provide general contract information which includes fiscal year/period, awarded vendor, department, description, dates, retainage, associated bids and projects, contract type, review codes, amounts, commodity codes, as well as user defined field options.

CM4 Provide multi-year contract creation capability: contracts can be created for any number of future fiscal years
CM5 Provide capabilities to define and track contractors for a given contract as well as payments made to contractors.

Amounts should be tracked by:

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Req. # Requirement
• Fiscal Year
• General Ledger Account
• Open Requisition Amount
• Open PO Amount
• Expended Amount
• Revised Amount
• Original Amount
• Retention
CM6 Provide ability to initiate payment request based on completion of milestone and route for approval, with a check for certified payroll (if required).

CM7 Provide ability to attach and view electronic documents such as status reports, emails, schedules, contract documents, etc.

CM8 Provide ability to track contract status including milestones, payments, payments per task and burn rate, amendments, renewal status, changes in contact information, conflict of interest reporting (Form 700), etc., and have the ability to generate reports of this data as well.

CM9 Provide the ability to automatically generate notifications based on contract expiration date.

CM10 Provide ability to electronically execute/amend contracts using secure digital signatures.

CM11 Provide ability to electronically track administrative changes that do not require an amendment (such as change in staff, rate increases, and change of classifications), and able to attach a document.

CM12 Provide a mechanism or flag for resuming withholding of retention if an amendment adds budget.

CM13 Provide capabilities to enter and track vendor/consultant information for a given contract, including but not limited to past due deliveries, fill percentage, returns, and performance.

CM14 Provide the ability to define contract insurance and comment information.

CM15 Provide the ability to allocate contracts by project, or multiple account or account segments with ability to OPTIONALLY encumber funds.

CM16 Provide the ability to allow contracts to be fully allocated to GL accounts, for a flat amount (unallocated), or for item quantity/price/ discount enforcement.

CM17 Provide the ability to allow changes to contract lines to be held in an audit report (online or printed) that lists the date/time, user, account, revised amount, changed to amount and narrative reason for the change.

CM18 Provide capabilities to generate change orders for posted contracts and follow workflow approval processes.

CM19 Provide capabilities to display all invoices tied to a contract, as well as open requisitions and purchase orders.

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Req. # Requirement
CM20 Provide capabilities to view all bids related to a contract via a link to a bid management module.

CM21 Provide the ability for the contract administrator to be included for approval all invoice payments against a contract.

CM22 Provide the ability to see vendor information, from a contract screen without having to go to a vendor management screen.

CM23 Provide the ability to interface with an insurance management system to capture and track insurance requirements.

CM24 Provide the ability for contracts to be phase-encumbered and the ability to edit account coding.

CM25 Provide an option to edit account coding at any time, even for encumbered funds.

CM26 Provide ability to attach additional documents to contracts during approval, with version control.

CM27 Prevent contract closing if there are open requisitions, open purchase orders, or open invoices pending payment.

CM28 Ensure contract proof list is generated prior to updating contracts, to verify GL accounts, amounts, etc.

CM29 Provide ability to re-activate “rejected” contracts/change orders CM30 Provide ability to enter comments explaining rejections approvals, as well as on hold reasons
CM31 Provide ability for awarded bids to be turned into contracts automatically CM32 Provide capabilities to define who approves a contract and in what order based on GL Account, commodities being contracted, as well as impacted departments CM33 Provide an approval trail listing when and by whom the contract was opened, approved, and closed
CM34 Ensure contract management module is integrated with the project accounting module(s) such that multiple contracts can exist for a single project.

CM35 Provide for an overall contract amount (not to exceed) that does not automatically encumber funds. Reporting against this contract amount will show contract amount, remainder for expending, used to date, and any pending claims.

CM36 Ability to track contract bid price, retainage, and change history as well as actual contract costs against planned costs.

CM37 Ability to track contract status and progress against planned, estimated and actual dates.

CM38 Ability to record responsible City department/section and contract project manager, name, number, and start and end dates.

CM39 Ability to calculate % time used, % billed.

CM40 Ability to track permits obtained.

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Req. # Requirement
CM41 Ability to send notifications of upcoming deadlines.

11.12 TIMEKEEPING
Req. # Requirement
TM1 Provide an automated time and attendance solution that supports collection with all valid cost center and time types (Emergency OT, Planned OT and Leave Cost Centers, etc.) applicable to the employee.

TM2 Prevent entry of time or leave codes that exceed available hours or balances for the employee.

TM3 Validate all project or task codes as permissible for use by that employee.

TM4 Provide electronic time and attendance data entry for self-service and direct entry by designated staff.

TM5 Provide ability for employee to create new timecard by duplicating an existing timecard and validating for cost center and time code based on eligibility.

TM6 Support positive and negative (exception) time entry or other means for adjusting prior pay periods through timecards.

TM7 Support biweekly pay periods with a Friday through Thursday standard workweek.

TM8 Provide flexible workflow for review and approval of automated timesheets.

TM9 Ability to allow a supervisor to see his/her staff’s approved and unapproved timesheets.

TM10 Notify supervisor of updated timesheets after timesheets have been approved by employees.

TM11 Configure workflow to generate emails to employees in accordance to business rules.

TM12 Provide the tools or integration to other potential 3rd party time and attendance or work order management systems.

TM13 Ability to enter and track time for alternate work schedules (4x10, 9/80, etc.) while adhering to FLSA standards and MOU rules.

TM14 Provide the ability to edit task code on timesheets after timesheets have been approved and start re-approval process.

TM15 Provide for all timesheets to have multiple approval levels – employee, supervisor, department, etc. All timesheets require final approval level separation – no employee can approve their time entry and then give final approval to pay to their own timesheet.

TM16 Ability for employee to configure timesheet task profiles. Allow task profile to populate employee timesheet.

TM17 Ability for employee to have multiple pay rates within a pay period, usually tied to a classification for that job task.

TM18 Ability to record time worked for both part-time and full-time employees under more than one job classification and pay rate.

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City of Anaheim Public Utilities Page 129
Req. # Requirement
TM19 Ability to include notes or comments associated with hours submitted at the project level.

TM20 Allows employee to associate project codes or account codes with each line of time entered.

TM21 Allow multiple pay periods to be open for time entry purposes. This may be the current active pay period and a previous pay period specifically opened for correction of leave usage, etc.

TM22 Provide the ability to tie different payroll events to at least three different calendars or date ranges.

1. Payroll year (2020 payroll year is the period of 12/13/2019 – 12/20/2020.)

2. Calendar year (PT Sick leave, Floating Holidays, and Special Leave Bank has calendar year constraints.)

3. Fiscal year (Comp time earned has fiscal year constraints.) TM23 Provide the ability for employees on ADH (adjusted hour) schedules to record between

56.0 hours worked and 104.0 hours worked every 2 weeks, while getting paid for 80.0 hours and maintaining a bank of hours either worked, not paid, or hours paid, not worked. This bank should never exceed +/- 24.0 hours at each payroll close. Every 10 weeks this bank should zero out.

TM24 Ability to effectively record more than 24.0 pay hours on a single calendar day. Due to contractual provisions, consecutive hours worked are typically recorded as a single shift on a single date, even if the work spans more than one calendar day. In addition, some premium pay provisions – especially meal allowances and straight time – may require recording multiple pay codes for the same hour worked.

TM25 Ability to record holiday pay on a non-holiday calendar day. For employees on ADH (adjusted hour) schedules, the date the holiday is observed could be 5-8 calendar days before or after the actual holiday.

TM26 System auto-generated “default” timesheets are highly desirable, including:

1. The ability for the system to auto-generate timesheets for a 14-day period, where each week has a different schedule (9/80).

2. The ability for the system to put auto-generated timesheets in a Pending Approval status.

3. The ability for the system to auto-generate timesheets using more than one account code per day.

TM27 Provides extensive ability to create controls/rules to minimize the number of errors made recording time or leave/hour usages.

TM28 Provides highly customizable payroll edit reports to flag suspicious timekeeping entries and anomalies.

TM29 Provides standard reports based on all leave types and pay types. (For example, Planned OT pay/hours versus Emergency OT pay/hours.)
TM30 Ability to add time associated with a meeting or training not associated with a work order (e.g. non-production time).

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City of Anaheim Public Utilities Page 130

11.13 REPORTING
Req. # Requirement
R1 System has report templates “out of the box” and ready to use.

R2 Allows the user to easily print out desired information pertaining to just the records that are queried.

R3 Allows the user to easily print out desired information pertaining to active records or all records in the database.

R4 Provides reports for budgets, staffing analysis, program evaluation, performance.

R5 Provides historical asset tracking, from purchase, in-service or construction, maintenance, testing, retirement, to disposal.

R6 Ability to create or modify reports using standard SQL report generating software.

R7 Capable of producing a variety of reports and support ad-hoc queries such as:
• Open Work Orders
• Scheduled Maintenance
• Service/Repair History report
• Projected Manpower commitments
• Project Parts/Materials commitments
• Lines cleaned (or not cleaned) given a specified time period.

R8 Includes an ad-hoc report writer with the system.

R9 Enables customized reports to be saved by a specific username or employee identification.

R10 System must have PDF, DOC (MS Word), and XLS (MS Excel) data export options.

R11 Provides reports that meet GASB reporting requirements.

R12 Provides reports that meet CMON EPA reporting requirements.

R13 Provides reports that meet CAL-EPA reporting requirements.

R14 System reports production outputs as specified for activities (i.e.: feet of curb painted, etc) R15 Ability to aggregate outputs over an extended period for "standing" work orders that are not closed after one item is done (i.e., a work order with many tasks that get closed, but the work order is still opened. For example, potholes, sewer line cleaning, painting stop markings).

R16 Records backlog of work and displays it by craft.

R17 Facilitates labor scheduling with labor standards by task, ability to sort, and report the open work orders by location of work, craft and other ways.

R18 Report work done (sort, arrange, analyze, select, or list) by work order, assignee, asset, location (address, building, floor, room), type of equipment or asset.

R19 Provides reports charging back maintenance cost to department or cost center.

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Req. # Requirement
R20 Reports mean time between failures (MRBF) that show how often the asset or asset type has been worked on, how many days (or machine hours) lapsed between failures, and the duration of each repair.

R21 Reports SF6 gas usage for EPA and CARB agencies.

R22 Reports PCB transformer oil tracking for EPA and various agencies.

R23 Reports all timekeeping and material usage for FEMA tracking and reimbursement in case of an emergency.

R24 Generates the US Energy Information Administration (EIA) 861 reports (these reports typically include information such as peak load, generation, electric purchases, sales, revenues, customer counts and demand-side management programs, green pricing and net metering programs, and distributed generation capacity.).

R25 Provides reporting for employee training and certification. Includes reports for courses or training pending each employee, training received, certificates pending or needed, and certificates received.

R26 Reports history of water main breaks by location and/or date.

R27 Ability to report on preventive vs. reactive maintenance tasks by asset or asset type, by facility/location, by trade, etc.

R28 Ability to list and track active warranties for assets/equipment.

R29 Ability to report asset failures by failure type and frequency of failure.

R30 Ability to report on failure codes/causes indicated on work order (e.g. hydrants replaced due to being hit).

R31 Ability to track and report response time for a work order assigned to a contractor.

R32 Ability to store and track vendor performance.

R33 Ability to store and track vendor expenditures by time period.

R34 Ability to provide analytical reporting including but not limited to integrated risk estimation and management, remaining economic life analysis, trend analysis, etc.

R35 Ability to track and report response time for a service request/work order (including service request received time, crew/staff assignment time, arrival time, completion time).

R36 Ability to analyze asset downtime by user-selected parameters including but not limited to cost history of time lost, cost history of production lost, details of maintenance performed, failure analysis, and category of work performed.

11.14 FEDERAL ENERGY REGULATORY COMMISSION (FERC)
Req. # Requirement
FERC1 Allows reporting of activity utilizing alternative FERC account code structures.

FERC2 Supports the current FERC Uniform System of Accounts and can address allocation requirements as implemented through overhead codes.

11.15 EQUIPMENT INSPECTION AND SAFETY TESTING
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City of Anaheim Public Utilities Page 132
Req. # Requirement
EI1 Allows for multiple inspections/tests per asset/equipment to be recorded and stored.

Inspection records should have fields to store date and performer information.

EI2 Ability to attach, link, and view a checklist or specific instructions for any type of inspection, testing, or repair.

EI3 Ability to maintain, track, and document the remaining useful life for an asset or facility.

EI4 Ability to maintain, track, and document the condition for an asset or facility.

EI5 Ability to maintain, track, and document the criticality for an asset or facility.

EI6 Ability to maintain, track, and document the potential risk for an asset or facility.

EI7 Ability to create custom inspection forms/screens or modify standard system (pre- configured) forms/screens based on City's template for asset types and/or specific purposes (e.g. inspections and testing for electric hot sticks).

EI8 Availability of standard system (pre-configured) testing and inspection forms/screens based on typical data collected for all proposed modules.

EI9 Ability to add, attach, or link electronic documents, photographs/images, or videos to any inspection or test record (see file types above).

EI10 Ability to automatically generate a follow-up work order if an inspection generates a result outside a user-defined threshold value.

EI11 Ability to generate a notification based on the condition documented on an inspection or test.

EI12 Ability to capture an X, Y coordinate (point location) from the GIS to use as the location on an inspection.

EI13 Ability to capture and track typical and user-defined inspection and testing information related to water distribution system for pipes, pumps, control valves, system valves, hydrants, flow meters, pump stations, storage facilities, vaults, structures, wells, etc. (such as flushing, hydrant flow tests, valve exercising, meter change-outs, hydrant flushing/flow tests, meter calibration, meter testing, backflow tests, etc.).

EI14 Ability to capture and track typical and user-defined inspection and testing information related to electric generation and distribution system for lines, transformers, switches, capacitors, meters, substation facilities, vaults, structures, etc. (such as meter change- outs, meter calibration, meter testing, hot sticks, SF6 gas emissions, etc.).

11.16 FIELD / MOBILITY
Req. # Requirement
FM1 The new system must enable the efficient use of a variety of portable computing devices including:
• Laptop Computer
• Smartphone
• Tablet
FM2 System must enable full functionality when using field (portable) equipment including accessing and updating records.

FM3 Data Encryption required at rest and in-transit. Current City mobile solutions often utilize NetMotion or Palo Alto VPN for remote VPN access.

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Req. # Requirement
FM4 While multiple operating systems should be supported for mobility (Apple iOS, android, Windows), 90% of current mobility at the City is iOS (Apple).

FM5 Due to spotty cellular data coverage in some areas, mobile applications should work offline and sync up when connection is possible. Store-and-forward is required in this instance.

FM6 As security requirements continue to evolve, any mobile solution must support multi- factor authentication (MFA).

FM7 Field/mobile access requires the use of AD security groups to allow/disallow remote access to City resources.

FM8 Ability to add/upload photos to work orders and inspections using a mobile device.

FM9 Ability to automatically optimize display for screen size of device used.

FM10 Ability to add/edit/update asset/GIS/attribution data.

11.17 INTERFACES AND INTEGRATIONS
Req. # Requirement
INT1 Web services is the preferred approach for synchronous interfaces. REST based services using JSON message formats, or SOAP services using XML may be used, however both are supported.

INT2 Provides for full Active Directory (AD) integration of user and/or groups.

INT3 Supports Single Sign On (SSO) capability.

INT4 Integration with CGI Fixed Assets subsystem (bi-directional).

INT5 Integration with CGI HR subsystem (bi-directional).

INT6 Integration with CGI Payroll subsystem (bi-directional).

INT7 Integration with CGI GL subsystem (bi-directional).

INT8 Integration with CGI Purchasing subsystem (bi-directional).

INT9 Integration with CGI Workorder subsystem (bi-directional).

INT10 Integration with Laserfiche document system (export).

INT11 Integration with Faster fleet management system (import).

INT12 Integration with ESRI ArcSDE, ArcFM current system (bi-directional).

INT13 Integration with ESRI ArcSDE, Utility Network system FUTURE (bi-directional).

INT14 Integration with ACS outage management system (import).

INT15 Integration with Accela permitting system FUTURE (import).

INT16 Integration with enQuesta customer information system FUTURE (bi-directional).

INT17 Integration with Spatial Wave water system FUTURE (bi-directional).

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Req. # Requirement
INT18 Integration with Anaheim Anytime customer response system FUTURE (import).

INT19 Explain the integration methods (e.g. web services, APIs, dblink, etc.) preferred in the proposed solution.

INT20 The City desires direct database and data access in any proposed solution.

INT21 The current FEI database history of each asset will need to be converted into the new system.

INT22 The current asset attribute database will need to be converted into the new system.

INT23 The current warehouse/stores inventory database will need to be converted into the new system.

INT24 The current FERC code/finance account code “crosswalk” may need to be utilized in the new system for FERC reporting.

INT25 Allow a full integration (bi-directional) with GL, requisitions, purchase orders, accounts payable, workflow and bid management from 3rd party providers.

11.18 GIS SPECIFIC INTEGRATION
Req. # Requirement
Integration of the system with the City’s Geographic Information System (GIS) is an extremely important part of the overall project. The City is seeking, ideally, a seamless merging of new system functionality (a map frame) within its existing web mapping application.

GIS1 Compatible with the City’s current ESRI products (ArcSDE, ArcFM).

GIS2 Ability to query a work order and display in the map frame (the associated assets).

GIS3 Allows the queried address in the system to be displayed in the map frame GIS4 Allows a user to query a work order by address and display in the map frame.

GIS5 Allows for the queried and/or selected assets (and types) in the frame to be sent to the work order form fill.

GIS6 Allows for viewing in the map frame all the assets associated with a work order GIS7 Enables a user to select an area in the map frame and the system will display all work orders contained within the area.

GIS8 Enables the user to query work orders in the system that will be displayed in the map frame or printed based on the following criteria:

GIS8-1 • Status of a work order such as pending, open, or closed work orders GIS8-2 • Type of work orders such as planned maintenance or emergency work orders GIS8-3 • Age of work orders and date of work orders
GIS8-4 • Work orders completed within a date range
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Req. # Requirement
GIS8-5 • Work orders completed by a specific crew
GIS8-6 • Combinations of all the above factors
• Work Orders of a certain asset type
• Work Order activity
• Work order associated with a Project
• Work order associated with a group work order
GIS9 The user can select a work order(s) within the system and the system passes the associated asset ID to the map frame (zoom to).

GIS10 The user can query a work order within the system by address and that address location is passed to the map frame. The user can query a customer service request in the system that will be displayed in the map frame or printed in a map ( if a spatial hook is available (address, coordinate, e.g.,) based on the status of the customer service request or date of customer service request.

GIS11 Locates all other work orders on a map displayed within a user specified distance from the following:

GIS11-1 • A point picked by the user
GIS11-2 • A utility feature picked by the user
GIS11-3 • A set of utility features picked by the user GIS11-4 • An existing work order
GIS 12 From the system dashboard, allows a user to send assigned work orders to map frame.

GIS13 Provides analysis/comparison of discrepancies between asset IDs between GIS and the CMMS and vice versa
GIS14 Compatible with the City’s future ESRI products (ArcSDE, Utility Network).

GIS15 Ability for service/work requests to be initiated from the GIS for a selected asset (e.g. once a specific asset has been selected within the GIS, user can open asset record and initiate a service/work request for the selected asset).

Anaheim City CouncilAugust 13, 2024

Anaheim City Council
August 13, 2024