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ADMINISTRATION - Administrative Services Director Dava Kohlman
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Requested Action(s)
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a) TRANSFER OF FUNDS - PROFESSIONAL SERVICES, B-55 - From American Rescue Plan Act (101-450751) to Contingency (1109-59000), $94,344.31; and from Contingency (1109-59000) to Professional Services (1105-53230), $94,344.31 (Requires 4/5’s vote)
b) AGREEMENT - Request approval and authorization for the Chair to sign the agreement between County of Tehama and Sightlines, LLC. for the purpose of strategic capital planning in an amount not to exceed $94,344.31, effective for one year from date of signing
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Financial Impact:
A budget transfer is requested from the American Rescue Plan Act to Professional Services
Background Information:
On 5/24/22, the Board authorized an amount of $500,000 of American Rescue Plan Act funds to be set aside for County HVAC replacement projects as well as other projects that address some of the deferred maintenance issues with County-owned facilities. Direction was given to bring transfers to Board for approval as projects are identified.
During the recent strategic planning process, a stated goal under Fiscal Stability is to establish a Capital Improvement Program with the object to maintain and/or enhance county properties and assets to prolong with life and increase their value. To that end, staff is requesting that the first identified project for this allocation of Rescue Act funds be directed to a facilities assessment and strategic capital plan completed by Sightlines, LLC, a subsidiary of Gordian.
This professional assessment would take place over the course of approximately 20 weeks. The five-step process involves the following:
1) Establish a Baseline
• Creation of virtual inventory
• Detailed assessment based on walk-throughs of all buildings and park assets
• Introduction and set up on Gordian Cloud, which will be accessible for the one-year term of the agreement. The value of additional years would be assessed on completion of the project
2) Integrate Operational Perspectives
• Interviews with facilities maintenance staff, building users and other knowledgeable individuals
• Establish life cycle and pricing estimates
3) Customize Strategy Tools
• Building portfolios - organize buildings into a portfolio of assets to reflect existing priorities and future aspirations
• Project Category - classification of projects to differentiate between a “want” and a “need”
• Investment Criteria - Each project is assigned to one of five investment criteria: 1) Reliability; issues with imminent failure, 2) Asset Preservation; to preserve the integrity of the asset, 3) Safety/code; items that are not in conformance with current codes, 4) Program improvement; improve functionality of space, and 5) Economic Opportunity; projects that result in reduction of operating costs
4) Develop a Multi-Year Capital Plan
• Define a plan that is credible, affordable and actionable
5) Project Selection
• Based on “science” - Priority and reliability
• Based on “art” - Programming, funding, political environment
This will process will help provide objective data for the Capital Improvement Plan by developing the costs associated with, 1) replace/maintain/repurpose/decommission assets, 2) make the data available and managed by all involved, 3) develop & tie funding scenarios to needs, 4) eliminate the ‘squeaky wheel’ syndrome, 4) prepare data-driven reports and charts, and 5) help provide thorough data for insurance purposes.
Upon completion of the strategic capital planning process, the final capital plan will be presented to the Board and will be used as a baseline for a Capital Improvement Plan to be reviewed and updated annually as part of the Recommendation Budget process. This process will be used as a tool for both Staff and the Board of Supervisors to develop their priorities for future decisions funds available.
At the end of the first year of service, the County may choose to continue with an annual subscription to the Gordian Cloud Software Platform or to manage the data in house.