Asset Systems Management

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Breadcrumb: Service Area Summaries > Public Works > Bureau of Environmental Services > Retired Program Offers. . . . . . . . . > Asset Systems Management

City of Portland Fiscal Year 2026-27 Proposed Budget Public Works > Bureau of Environmental Services > Asset Systems Management Asset Systems Management Budget Revenues by Fund 2023-24 Actuals 2024-25 Actuals 2025-26 Revised Budget 2026-27 Proposed External Revenues $86,745 ($3,150,847) $0 $0 Grants Fund $38,136 ($3,170,069) $0 $0 Sewer System $48,609 $19,222 $0 $0 Operating Fund Internal Revenues ($8,969) $0 $0 $0 Grants Fund ($8,969) $0 $0 $0 Grand Total $77,776 ($3,150,847) $0 $0 Program Expenses by Major Object Program expenses only include personnel, internal materials and services, external materials and services, and capital. 2023-24 Actuals 2024-25 Actuals 2025-26 Revised Budget 2026-27 Proposed Capital Outlay $7,560,963 $33,139,686 $0 $0 External Materials and $1,506,851 ($15,079,440) $0 $0 Services Internal Materials and ($16,823,818) ($18,019,717) $0 $0 Services Personnel ($3,122,040) ($3,475,289) $0 $0 Grand Total ($10,878,044) ($3,434,760) $0 $0 Program Description and Goals This program expired in FY 2020-21 due to the bureau's reorganization. The key functions of this program are now reported in the new Integrated Planning, Business Support, Technical Services – Information Delivery, CIP Project Delivery, and Engineering Services – Design Services programs. This program offer no longer exists and has been sunset. It will continue to be displayed in the budget book until the budget data drops off. The Asset Systems Management (ASM) Program (within the Engineering Services Group) identifies and appropriately prioritizes 767

City of Portland Fiscal Year 2026-27 Proposed Budget BES asset system improvements and investment strategies needed to continue to maintain and improve the service levels and reliability of wastewater and stormwater system infrastructure, including balancing the need to meet regulatory requirements. The ASM Program identifies, clarifies and communicates the levels of service related to physical system assets and the related decision-making processes that are needed to put those assets into service for customers. This program directly impacts the performance measures listed below by providing the system planning and analysis (i.e., hydraulic and hydrologic modeling) that informs and prioritizes system investments to reduce the risk of sewer pipe failure, capacity-related flooding and combined and sanitary sewer overflows. The project-level modeling and analysis that the ASM Program provides also directly impacts performance measures by informing appropriate project design. Services Equity Impacts The Asset Systems Management Program provides analysis, interpretation and in-depth, functional understanding of how BES system assets interact with each other. This is done at all evaluation scales, from citywide down to the local project level. This function is necessary to identify and prioritize BES system improvements and asset investment strategies, to (1) maintain and improve the service and reliability of the City's wastewater and stormwater infrastructure as cost-effectively as possible, and (2) protect public health and safety systemwide. ASM is the only program in the Bureau that performs this essential function. ASM is sometimes requested to support and assist other work groups by collaborating on new system-related initiatives or through technical review of work. This work depends on institutional knowledge and leveraging an intimate understanding by ASM staff of how the BES asset systems function. Developing these skills is an investment in time and mentorship of staff. This knowledge is gained through experience and work performed over years by ASM staff on highly technical, multi-faceted wastewater and stormwater infrastructure system and process analyses. Changes to Program The demand for ASM resources has doubled since FY 2015-16, specifically in the areas of spatial analysis and modeling analysis, alongside initiation of major system planning efforts. Although limited-term contracts (ending in FY2020-21) have helped initiate the strategic planning efforts, the internal staffing resources necessary to implement and sustain the improvements have not advanced. The increased workload burden on staff has demonstrably resulted in increased overtime and observed instances of sick time. For FY2020-21, the ASM program requests a lead Engineer-Civil (Modeler) and support/junior Senior Engineering Associate-Civil (Modeler) to help manage current and future system planning workloads anticipated when the Bureau structurally re-organizes to emphasize integrated planning and project delivery. ASM engineers are currently tasked with supporting the following long- term/continuous planning efforts: Continuous Collection System Plan; continued efforts on Resiliency Planning; implementation of the Pump Station System Plan; Dunthorpe-Riverdale Sanitary Facility Plan; updates to the Sewer Extension Master Plan; and increasing support for the Stormwater System Plan. Existing FTE, PTE and on-call resources are inadequate to support the entirety of this system planning work. In addition to being more cost-effective, hiring permanent City staff has the long-term benefit of accruing knowledge through experience, and supporting Bureau goals related to workforce development. Contract staff will continue to be utilized to help perform analysis work, and to level peak workload and perform one-off analyses or simple requests that would otherwise disrupt ASM staff workflow on more complex analyses. Contract staff are also used to help initiate new project initiatives on a limited contract term (e.g., Resiliency Master Plan). Historically, contracting more of the strategic planning and complex system analysis work has resulted in reduced product quality at a higher cost to the City. Adding in-house FTE will create more productive and cost-effective outputs over the long-term and allow the City to retain the knowledge invested in FTE. 768

City of Portland Fiscal Year 2026-27 Proposed Budget The FY 2020-21 budget also includes requests to increase consultant support: • $250,000 for asset management analysis work, which adjusts the projection of expenditures across the multi-year Continuous Collection System Plan update as a result of delays in contracting that occurred in FY 2018-19 along with delays in the contract starting due to an extended procurement process. The total cost of the multi-year project (anticipated for completion in FY 2021-22) remains unchanged at $1.5 million. • $150,000 in one-time funding to evaluate the current controls system for wastewater treatment plants and pump stations and prioritize recommendations for new technology and reinvestment. This work will be led by the Engineering Treatment and pumping Systems Division. The communication and controls system is the backbone system of operation for the two wastewater treatment plants and 98 pump stations, and has grown considerably over the past 20 years without a plan for reinvestment. An inefficient system produces unnecessary costs and risks operational failures, which can lead to public health risks and permit violations. There is a need to plan for a resilient system that meets the goals of reliability centered operations and maintenance (RCOM). A comprehensive assessment is needed in order to identify and realize efficiency and cost saving improvements. 769

Parent: Retired Program Offers. . . . . . . . . · PDF: pp. 767-769 ↗