2017 ORPA Outstanding Asset Management Award Nomination

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Allan Doyle
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1 #2 COMPLETE 2017 ORPA Outstanding Asset Management Award Nomination Collector: Web Link 1 (Web Link) Started: Wednesday, August 23, :56:48 AM Last Modified: Wednesday, August 23, :45:16 PM Time Spent: 05:48:28 IP Address: Page 1: About the ORPA Outstanding Asset Management Award Q1 Your Information Name: Ramiro Villalvazo Title: Asset Manager Agency (if applicable): Portland Parks & Recreation ramiro.villalvazo@portlandoregon.gov Telephone: Relationship to Nominee: Manager Q2 If you are nominating an individual for this award, please complete the following information about the nominee. Respondent skipped this question Q3 If you are nominating an agency for this award, please complete the following information about the nominee. Agency Name: 2014 Fix Our Parks Bond Team (Portland Parks & Recreation) Agency Primary Contact: Lauren McGuire Contact Title: Parks Development Program Manager lauren.mcguire@portlandoregon.gov Telephone: Other Staff to Be Recognized: All Parks Bond Team members - Lauren can provide full list if needed. Q4 Is the nominee an active ORPA member? (ORPA will verify membership.) Not Sure Page 2: The Nominee's Achievements 4 / 20

2 Q5 Describe the facility or asset that the nominee has managed, including the type of facility/asset (trail, natural area, recreation center, etc.), its location, its size, its age, any special features of the asset, and challenges related to its management. (Responses limited to 2,000 characters.) Portland Parks & Recreation (PP&R) is responsible for managing a park system that includes 11,546 acres, 209 developed parks, 135 playgrounds, 14 community and art centers, 13 community pools, and more. Unfortunately, age and funding gaps have taken a toll on many of our facilities. With more than $430 million in deferred maintenance and replacements anticipated in the next 10 years, our projected annual Major Maintenance budget of $1.5 million is insufficient to address the needs. In 2014, PP&R decided to face the challenge head on with a Parks Replacement Bond effort. Fortunately, 74% of voters said yes to investing in our park assets via this Bond. The $68-million-dollar bond measure focuses on repair and replacement of the most urgent needs in our parks system with assets from 20 to 100 years old. Projects include repair or replacement of playgrounds, trails and bridges, pools, facilities to protect workers, restrooms, Pioneer Courthouse Square, accessibility improvements, and other urgent repairs. The complexity of our parks system including the ages, facility type, varied asset conditions, and locations posed special challenges to assessment and implementation of the Bond Program. Phase 1 of the Bond allocated $47.6 million to the most urgent needs in 34 projects across the city using these criteria: Immediate safety concerns and urgent repairs; Projects that reduce costs done the road; Deferred maintenance needs; Energy efficiency; Increasing accessibility for all; and Restoring services that are currently closed. This year, staff from PP&R s Bond Team, Asset Management Team, Central Services, and Community Engagement team collaborated to identify the Bond Phase 2 Project list, identifying 18 additional projects, allocating $20.4 million for 46 parks throughout the city. The extensive list of Bond projects includes 10 playgrounds replacements; play piece and drainage improvements at 19 parks; 6 trail and bridge projects; 3 pool renovations; and waterproofing renovations at Pioneer Courthouse Square. Additionally, 23 projects renovated or repaired tennis courts, restrooms, community center roofs, and an all-weather soccer field. Last, much needed upgrades to protect workers are planned for our Central Maintenance Yard and Urban Forestry Yard. 5 / 20

3 Q6 Describe the nominee's approach to managing the asset, including strategy/plan for use and protection, maintenance schedule, innovative programming, collaborations and partnerships utilized, and marketing/education efforts that promote and/or protect the asset. (Responses limited to 2,000 characters.) In pursing the Parks Replacement Bond, PP&R took a proactive approach to asset management rather than continue to fall behind on deferred maintenance based on inadequate allocated funding Playgrounds, with their contribution to child development, inclusivity, and play, form a vital component of our asset portfolio. The Bond committed PP&R to the renovation of 10 playgrounds. The first 7 playgrounds were chosen using a risk assessment methodology. The remaining 3, were chosen with the help of the newly established Asset Management Program (AMP). In 2016, the AMP completed a condition and functionality assessment of all PP&R s playgrounds. The assessment component relied on an industry-standard one-to-five rating for equipment and surfacing. The functionality assessment included accessibility, inclusivity, number of amenities, safety concerns, and other factors. To consistently capture data, PP&R staff developed an iphone application using ESRI Collector, enabling real-time and one-time data collection resulting in assessment completion in less than two months by a small team. The assessment process uncovered key trends and helped direct Bond investment decisions for the remaining playground renovations. It also developed a business case for resource allocation to high priority work at 40+ playgrounds. Using condition data to define likelihood of failure and criticality to define consequence of failure, demographic and geographic information led equity considerations to create metrics to steer investment decisions. One risk uncovered was lead-based paint remaining in playgrounds. By using one dataset, we communicated lead risks and actions taken directly with the community in a real-time, transparent web-based dashboard: portlandoregon.gov/parks/leadpaintcontrol. Ultimately, lead-based paint risk was identified and eliminated from our playground system in less than six months, with the Bond and in-house crews set up to restore most of the lost service. As the Bond works to modernize the playground asset portfolio, we established a new feedback system for design decisions, and the AMP team conducts in-service reviews one year after project completion. These lessons-learned inform future projects and showcase our focus on achieving a sustainable asset lifecycle. Q7 Describe any creative solutions used in management of the asset to overcome challenges of budget, staffing, and physical and/or environmental constraints. (Responses limited to 1,500 characters.) PP&R continues to face a large funding gap for major maintenance. Additional funding will be critical to ensuring that our parks facilities remain safe, accessible, and enjoyable for all residents and visitors. PP&R is working to ensure that current Bond funds are used wisely and that projects will maximize benefits to the greatest number of park users. The $68 million in Bond funds will not fix all the backlog, but it is vital to fixing, upgrading, and replacing the most crucial needs. To manage the Bond projects, we have bundled projects for efficiency. For example, we are working on lead-based paint play piece replacements in 20 different park sites as a single project. We have also established new tracking systems for repair projects discussed in #9 to facilitate project efficiencies including an ADA repair tracking spread sheet. A 5-person Bond Oversight Committee was established with a core mission to ensure that PP&R delivers the projects repairs as promised to the voters, maintains fiscal accountability for expenditures, and is transparent in its public process with the community. The Committee reports annually on the Bond Team s annual performance. In their 2016 report, they recommended: Establish a program-wide contingency fund for Bond Phase 2. Demonstrate the effectiveness of efforts to be transparent with the community. In response, PP&R established a $2 million Bond contingency fund using a portion of the remaining $20.4 million of Bond funds to ensure delivery on the projects promised to the community. PP&R is developing survey metrics to evaluate the Bond Team s community engagement efforts. 6 / 20

4 Q8 In what ways does the management effort serve as a model for other assets in the agency or for other agencies' assets? (Response limited to 1,500 characters.) Our parks belong to everyone, and we work hard to reflect the community s needs and desires in our work. The Bond Team s approach to inclusive and engaging public outreach serves as a unique model for asset management. An initial outreach process helped garner support for the Bond initiative, and community engagement helped direct the formation of the Bond Phase 1 Project List. Communication efforts for the Phase 1 Project List included several stakeholder meetings, a Town Hall, and surveys drawing over 2,800 participants. For Phase 2, using the AMP data to determine likelihood of failure and consequence of failure of playground assets, staff ranked the projects in need of urgent repair, applied an equity lens, and then scoped the potential projects to create a draft project list. A significant citywide public outreach effort then asked the public their opinions on the most critical needs throughout the city. Outreach efforts for the Phase 2 Project List included: two Town Halls, Portland Stand with Refugees and Immigrants event, Parks for New Portlanders Youth Ambassadors meeting, Parks Board meetings, six Neighborhood Coalition meetings, Bond Oversight Committee meetings, Budget Advisory Committee meetings, online comment forms, notifications, Annual Report, Oversight Committee Report, and webpage updates. In June 2017, City Council unanimously supported the Phase 2 Project List and authorized the issuance of the remaining Bond funds to complete the work. Community participation and outreach for the next year s projects will build on previous work, including advisory committees and public meetings to help ensure that improvements meet the community s needs and expectations. Q9 Describe the way in which the nominee was engaged and provided leadership in managing the asset. Include the way in which a vision/plan for the asset was developed, staff leadership/initiative in management, and the pursuit of any professional development related to asset management. (Response limited to 2,000 characters.) The PP&R Bond Team has created an Asset Assessment approach to prioritizing projects that are in most critical need and have significant consequences if they fail. This includes physical onsite evaluations using standardized forms, photos documentation, and maintenance staff interviews. This has been a positive, fundamental shift in management of all our PP&R assets. Asset evaluations by asset class (such as playgrounds, bridges, roofs, etc.) are being systematically performed by trained staff identifying those facilities in greatest need of repair and renovation. The Bond Team has worked to standardize the project implementation process for efficient use of staff and funds, maximum accountability, and learning from past experiences. Example efforts include: New, consistent tracking systems for schedule, scope, and budget. Deviations and trends are caught early and mitigated. Bringing maintenance staff into the design process to offer critical feedback early in the process. Involving the public in transparent public processes with input shaping Bond Phase 1 and Phase 2 projects and ongoing input sought at meetings, online, and at key decision-making points. For Phase 2, 73% of people who submitted a comment form agreed or strongly agreed that the Phase 2 List successfully met the original Bond criteria favoring projects that are immediate safety concerns or urgent repairs. Follow bond language in scoping and designing projects to ensure that all projects conform with the Bond language and project scoping presented to voters. Keep projects on or ahead of schedule resulting in better service to the public and reduction of construction inflation costs. Exceed the goals for utilization of Disadvantaged/Minority/Women/Emerging Small Businesses (D/M/W/ESB) in consultant and contracting services. For the Bond, 34% of the consultant contracts for professional or technical services and 46% of the construction contracts have been awarded to D/M/W/ESB firms. Seven of the Bond project construction contracts have been awarded using the Prime Contractor Development Program which focuses on D/M/W/ESB contractor development. Creation of realistic, data-driven Operation and Maintenance Budgets for any projects that will expand capacity. 7 / 20

5 Q10 Describe the measurable outcomes that resulted from the management effort over time, such as increased usage, restoration of habitat, environmental protection, facility expansion, etc. (Responses limited to 1,500 characters.) The Bond projects have transformed use at many parks and facilities. Improvements at our pool facilities have allowed Parks to provide better service and increase the number served with increased useable space and better accessibility. Replacement of lead-based paint play equipment is resulting in PP&R reopening closed or poorly functioning playgrounds. Playground replacements will be have increased usage, especially with new accessibility features such as surfacing. Trails in Forest Park will re-open to users due to bridge replacement. Pioneer Courthouse Square, the City s Living Room, has a new repaired membrane roof and efficient HVAC and lighting. The new restrooms will no longer require high staff time hours and thousands of maintenance dollars to maintain. The Asset Assessment approach to prioritizing the projects that are in the most critical need has been a fundamental shift in management of our facilities and assets. Asset repair or expansion projects with assets that are most needed (such as ADA repair projects and removal of lead based paint play equipment) are prioritized over politically popular projects so we can make logical, defensible decisions for our future project prioritization. This approach is going a long way to reducing future maintenance costs. With this approach, PP&R will anticipate and exceed community expectations for the quality of our parks. Our City s Auditor s Office evaluates resident perceptions in an annual survey. For the last 10 years, more than 3/4 of residents have consistently judged the quality of our parks as good or very good. This shows a sustained degree of success that that program is building. Q11 Please relate any other information about the nominee that you think should be considered. (Responses limited to 1,500 characters.) PP&R has ambitious goals for ensuring that disadvantaged, minority, women, and emerging small businesses (known as D/M/W/ESB firms) have the opportunity to design, bid on, and construct Bond projects. The Bond Team continues to engage in extensive outreach to ensure that local firms and companies are aware of the consulting and contracting opportunities. Specifically, the Bond Team has been working with the National Association of Minority Contractors Oregon Chapter (NAMC- Oregon) to provide focused outreach to local minority contractors. NAMC awarded PP&R with the 2016 NAMC-Oregon Agency Leadership Award because of this commitment to equity. The Bond Team has also partnered with the City s Prime Contractor Development Program (PCDP) for the construction of multiple Bond projects, including the Loos at Colonel Summers, Parklane, and Wilkes Parks; the restroom at Mt. Tabor Summit; the playground at Lents Park; and the tennis courts at Argay Park. The PCDP creates prime contracting opportunities with the City of Portland for state-certified D/M/W/ESB firms. These contractors are provided technical assistance and educational opportunities in different areas of work, increasing their ability and capacity to perform work on other City public works projects. By utilizing organizations like NAMC-Oregon and the PCDP, the Bond has been able to successfully surpass PP&R s D/M/W/ ESB utilization goal of 20%. Since July 2015, Bond projects have awarded 43% of professional design services and construction work to certified D/M/W/ESB firms. The Bond Team intends to continue this upward trend by employing certified firms for Bond project work wherever feasible. Q12 If this individual or agency is selected to receive the Outstanding Asset Management Award, do you agree to develop and submit to ORPA by Friday, October 13, 2017 a required 2 to 3 minute video that highlights the award recipient's achievements and is based on the information contained in this nomination? Yes 8 / 20

6 Q13 Once you have finished your answers on this page, please click the "submit" button below to submit your nomination. Please provide electronic supporting materials that show the asset and illustrate management of the asset, such as slides, digital photos, materials, letters of support, media coverage, etc. Please submit all materials to no later than 4:00 p.m., PDT, on Friday, August 25, 2017, to Check "yes" to let us know that you are submitting that information so that we can review the materials with your nomination. Thank you. Yes 9 / 20

Strategic Asset Management Policy

Strategic Asset Management Policy Submission Date: 2018-04-24 Approved by: Council Approval Date: 2018-04-24 Effective Date: 2018-04-24 Resolution Number: Enter policy number. Next Revision Due: Enter