WEBVTT 1 00:06:03.220 --> 00:06:04.247 Good morning, everyone. 2 00:06:04.584 --> 00:06:07.089 It's a thin crowd out there today. 3 00:06:07.797 --> 00:06:10.541 Um, I'd like to—. 4 00:06:11.185 --> 00:06:11.875 Where are our fans? 5 00:06:12.067 --> 00:06:12.807 Where are our fans? 6 00:06:13.629 --> 00:06:13.805 Rideshare. 7 00:06:14.370 --> 00:06:15.206 Or a parking space. 8 00:06:15.350 --> 00:06:17.137 Or let's see, or the, or the door. 9 00:06:17.442 --> 00:06:18.295 Which door are we using? 10 00:06:18.343 --> 00:06:22.060 Uh, I'm going to call the meeting of the Public Works Committee to order. 11 00:06:22.252 --> 00:06:26.860 It is Tuesday, October 13th, at 9:32. 12 00:06:28.552 --> 00:06:30.276 Diana, can you please call the roll? 13 00:06:31.290 --> 00:06:31.742 Good morning. 14 00:06:32.096 --> 00:06:32.305 Green? 15 00:06:34.416 --> 00:06:35.029 Here. 16 00:06:36.286 --> 00:06:36.497 Smith? 17 00:06:37.882 --> 00:06:38.204 Here. 18 00:06:41.353 --> 00:06:43.475 Here. 19 00:06:43.848 --> 00:06:44.122 Here. 20 00:06:45.970 --> 00:06:48.384 And Christopher, can you please read the statement of conduct? 21 00:06:48.723 --> 00:06:50.036 And good morning, nice to have you here. 22 00:06:50.800 --> 00:06:53.591 Good morning, uh, welcome to the meeting of the Public Works Committee. 23 00:06:53.656 --> 00:07:04.514 To testify before this committee in person or virtually, you must sign up in advance on the committee agenda at www.portland.gov/council/agenda/public-works-committee or by calling 311. 24 00:07:05.391 --> 00:07:08.456 Registration for virtual testimony closes 1 hour prior to the meeting. 25 00:07:08.600 --> 00:07:11.343 In-person testifiers must sign up before the agenda item is heard. 26 00:07:11.663 --> 00:07:16.346 If public testimony will be taken on an item, individuals may testify for 3 minutes unless the Chair states otherwise. 27 00:07:16.764 --> 00:07:18.528 Your microphone will be muted when your time is over. 28 00:07:19.266 --> 00:07:20.100 The Chair preserves order. 29 00:07:20.148 --> 00:07:26.644 Disruptive conduct such as shouting, refusing to conclude your testimony when your time is up, or interrupting others' testimony or committee deliberations will not be allowed. 30 00:07:26.980 --> 00:07:28.713 If you cause disruption, a warning will be given. 31 00:07:28.793 --> 00:07:30.781 Further disruption results in ejection from the meeting. 32 00:07:30.894 --> 00:07:33.877 Anyone who fails to leave once ejected is subject to arrest for trespass. 33 00:07:34.101 --> 00:07:36.553 Additionally, the committee may take a short recess and reconvene virtually. 34 00:07:37.050 --> 00:07:38.927 Your testimony should address the matter being considered. 35 00:07:38.990 --> 00:07:40.754 When testifying, state your name for the record. 36 00:07:40.802 --> 00:07:43.319 If you're a lobbyist, identify the organization you represent. 37 00:07:43.560 --> 00:07:46.237 Virtual testifiers should unmute themselves when the clerk calls your name. 38 00:07:46.430 --> 00:07:46.750 Thank you. 39 00:07:47.552 --> 00:07:48.946 Thank you, Christopher. 40 00:07:49.011 --> 00:07:54.862 Colleagues, today we have a very full, meaty agenda, very meaty topics. 41 00:07:55.021 --> 00:07:59.158 We're going to spend the first part of our meeting discussing the citywide asset management strategy. 42 00:07:59.911 --> 00:08:03.495 And then move to policy concepts for regulating autonomous vehicles. 43 00:08:04.250 --> 00:08:07.560 We'll take a break, and we have 2 ordinances from PBOT. 44 00:08:07.624 --> 00:08:19.192 First is an ordinance to address parking issues in the Lloyd District, Lloyd Event District, and the second ordinance is a real property transfer and an MOU between ODOT and PBOT. 45 00:08:20.012 --> 00:08:25.877 So with that, um, Diana, could you please call the first item? 46 00:08:27.666 --> 00:08:35.288 Item number 1, document number 2026-358, Citywide Asset Management Strategy. 47 00:08:36.754 --> 00:08:40.745 Colleagues, you know this is our long-anticipated citywide asset management strategy. 48 00:08:41.085 --> 00:08:44.509 It's here, uh, almost complete. 49 00:08:45.043 --> 00:08:57.658 Um, I'm delighted to welcome our city's first-ever Chief Asset Management Officer, Emily I know there are some people that want to call your last name Trench, which we think would be very appropriate for Public Works. 50 00:08:58.365 --> 00:09:04.605 And Emily is here along with Tate White, who's been shepherding this work for the last couple of years. 51 00:09:05.264 --> 00:09:13.945 And we're going to talk about the initial strategy, keeping in mind that we're anticipating the funding strategy, more information to come to us in December. 52 00:09:14.346 --> 00:09:21.068 But what I'd first like to do is to invite our City Administrator Raymond Lee to make some opening comments about this topic. 53 00:09:21.405 --> 00:09:22.883 Thank you so much for being here with us. 54 00:09:24.037 --> 00:09:30.525 Thank you, Vice President Clark, and just thank the committee for having me this morning to talk about this topic. 55 00:09:31.744 --> 00:09:42.270 When we look at some of the core things that are impacting not where we are today only, but where we will be in the future, assets is at the top of that conversation. 56 00:09:43.424 --> 00:09:50.490 How we are maintaining what we have today to build a prosperous future is really decisions that are going to be made today. 57 00:09:51.052 --> 00:10:15.969 Now, I know this elected body did not put us in the position that we are in today, and I know this elected body, though, will have to make some very hard decisions as it relates to how do we move forward as a city that is investing in its infrastructure and its assets overall, and what are we saying is important to us as a city, and what are our priorities in this. 58 00:10:16.802 --> 00:10:27.524 This work that we're doing right now is much bigger than just providing a report to the City Council as it relates to what our assets are, what are the condition that they're in currently. 59 00:10:28.053 --> 00:10:32.259 It's really talking about how are we building towards our future as a city. 60 00:10:33.013 --> 00:10:43.013 This will be a building block in that larger system of really investing in our infrastructure and our assets overall As a city. 61 00:10:44.072 --> 00:10:48.635 There will be future conversations as it relates to potential bond programs. 62 00:10:48.989 --> 00:10:59.192 There will be future conversations as it relates to what are we prioritizing within a bond program, because we're so far behind on our assets today. 63 00:10:59.609 --> 00:11:21.880 There's no other avenue for us to really explore financially outside of looking at those financial tools to bring us back into a condition that we all see as sufficient for our city of our size and scope and the services that we're delivering to a vast community and really region. 64 00:11:22.379 --> 00:11:30.870 'Cause we know we talk about the city of Portland's population roughly around 650,000, but our region population is 2.4 million. 65 00:11:31.688 --> 00:11:42.186 And that region still uses this city as a hub for resources and services, and that has a tremendous amount of impact on our resources as a city. 66 00:11:42.779 --> 00:11:56.470 One of the biggest things that concerned me when coming into the city and getting a tour— Tate at that time was a part of that tour— and looking at our assets as a whole, it's very concerning, uh, the condition that we're in as a city. 67 00:11:57.047 --> 00:12:10.341 Uh, and I can say right now we're not at the position that I would say, from my professional expertise, We need to be as a city as it relates to the investments that we're making in the assets and infrastructure that we have as a city. 68 00:12:10.869 --> 00:12:12.648 So I welcome this conversation. 69 00:12:12.759 --> 00:12:15.067 I want to be at the forefront of this conversation. 70 00:12:15.163 --> 00:12:41.120 This is a part of the reason that we're dedicated, and thank you, Council, for approving the budget to upgrade, uh, this position in the city, uh, so it can have the, uh, the level of expertise but also the hierarchy within the organization to truly have guidance in where we're heading as a city and be able to influence that and be intentional about how that influence happens. 71 00:12:41.248 --> 00:12:47.937 So I know this is a commitment from this council as we went through the budgeting process, as we continue to have these conversations. 72 00:12:48.370 --> 00:12:57.788 I want you to know it's at the top of my list as well as a city administrator to ensure that we're setting the city up not for only current success but long-term success as well. 73 00:12:58.477 --> 00:13:03.226 And I'm sorry, Councilor, I won't be able to run because it is budget season and we got some budget meetings starting off. 74 00:13:03.307 --> 00:13:05.905 It seemed like we just ended, but we're back in the mix again. 75 00:13:06.659 --> 00:13:11.360 Well, thank you so much for being here and really providing us a context for this discussion. 76 00:13:11.456 --> 00:13:15.659 I appreciate the— your look at the region and the state and really put it in context. 77 00:13:16.269 --> 00:13:20.889 I'm sure that in your experience, we don't stack up very well against other cities of our size. 78 00:13:20.937 --> 00:13:21.980 We are so far behind. 79 00:13:22.383 --> 00:13:26.480 And this is the first issue that this committee took up 2 years ago. 80 00:13:26.721 --> 00:13:27.974 We knew the gravity of it. 81 00:13:28.489 --> 00:13:32.135 We had read the auditor's reports about how bad off we are. 82 00:13:32.666 --> 00:13:45.472 And some of us talk about it all the time in the community because I don't think the community, the people who live in Portland, understand that we own over $80 billion worth of assets and so many of them are on the verge of failure. 83 00:13:46.163 --> 00:13:47.625 So this is critical. 84 00:13:48.059 --> 00:13:50.221 So much appreciate your leadership in this. 85 00:13:51.335 --> 00:13:55.254 So let's call up our 2 folks, Emily and Tate. 86 00:13:55.916 --> 00:14:02.264 Do you want to come on up and walk us through this, give us a little status report? 87 00:14:02.585 --> 00:14:03.373 And welcome. 88 00:14:04.514 --> 00:14:05.623 Good to see you again, Tate. 89 00:14:05.720 --> 00:14:06.506 And Emily, welcome. 90 00:14:06.941 --> 00:14:09.158 First time, I think, before a committee. 91 00:14:10.159 --> 00:14:10.714 Thank you very much. 92 00:14:11.960 --> 00:14:12.605 Good morning. 93 00:14:12.961 --> 00:14:19.616 Thank you, Chair Clark, Vice Chair Smith, good morning, Councilor Smith and Councilors Koyama Lane, Kanal, and Green. 94 00:14:20.210 --> 00:14:21.621 My name is Tate White. 95 00:14:21.813 --> 00:14:26.913 I use she/they pronouns, and I'm the Deputy Director of the Bureau of Planning and Sustainability. 96 00:14:27.827 --> 00:14:37.096 While I get us set up, I am really thrilled to introduce, um, Chief Asset Management Officer Emily Trish, our first one. 97 00:14:37.370 --> 00:14:39.471 Do you want to say a few opening remarks, Emily? 98 00:14:39.630 --> 00:14:40.592 Sure, thank you. 99 00:14:41.700 --> 00:14:42.404 Good morning, Council. 100 00:14:42.501 --> 00:14:46.591 My name is Emily Trish, and I am your Chief Asset Management Officer. 101 00:14:46.831 --> 00:14:52.058 I'm very happy to be here joining you in this important mission for infrastructure and for Portland. 102 00:14:52.683 --> 00:14:58.456 I want to thank you for your vision recognizing infrastructure asset management as foundational to Portland's future. 103 00:14:59.498 --> 00:15:05.285 The infrastructure we plan, build, operate, and maintain is more than just a collection of physical assets. 104 00:15:05.495 --> 00:15:11.042 It underpins our economy, it's key to public safety, and it supports the quality of life of every Portlander. 105 00:15:12.067 --> 00:15:25.759 Going forward, we will create a shared approach to managing our assets supporting better-informed decisions, directing resources where they provide the greatest value, and strengthening our ability to deliver for Portland's needs today and for the long term. 106 00:15:26.674 --> 00:15:30.576 So the strategy you'll be receiving this morning is an important step in this process. 107 00:15:31.668 --> 00:15:40.708 I'm looking forward to working with partners across the city to align our efforts, making the best use of our resources, and delivering better outcomes for the people we serve. 108 00:15:41.589 --> 00:15:45.884 Now I'll turn it back over to Deputy Director White to present the asset management strategy. 109 00:15:48.190 --> 00:15:51.520 All right, thank you, Officer Trish. 110 00:15:52.765 --> 00:16:00.798 So I'm really proud to present you all the first iteration of the citywide asset management strategy. 111 00:16:01.009 --> 00:16:08.205 It's Portland's first, and I want to thank the many colleagues who have worked with me on this strategy. 112 00:16:09.345 --> 00:16:19.845 Before we get into the strategy's vision and objectives, we will review a current state of infrastructure and asset management in Portland. 113 00:16:19.957 --> 00:16:27.969 We'll review that over— overall, and we'll talk about the many benefits that we can achieve from good practices in asset management. 114 00:16:29.254 --> 00:16:35.466 We'll then end by talking about governance and implementation, and we really welcome your questions. 115 00:16:37.796 --> 00:16:53.485 So in short, asset management is a system of tools that allow us to maintain, expand, and improve infrastructure to deliver outcomes to the community, including services and achieving equitable outcomes. 116 00:16:54.626 --> 00:16:58.320 Assets are physical items that provide a value or a service. 117 00:16:59.203 --> 00:17:08.741 Our focus is on the built and natural assets gray and green infrastructure that provide important services to our community and the organization. 118 00:17:09.882 --> 00:17:27.640 When we talk about infrastructure asset management, we are talking about how we take care of roads, parks, bridges, natural systems, community facilities, and the massive urban framework that forms the backbone of public services to our community, because that's really what it's about. 119 00:17:29.500 --> 00:17:41.000 So the City Asset Managers Group, also known as CAMG for short, has been producing an annual report on the status and condition of the city's infrastructure for over 20 years. 120 00:17:41.113 --> 00:17:42.765 That's actually in city policy. 121 00:17:44.223 --> 00:17:52.083 In the June presentation, I mentioned that we are working on this report in tandem with the strategy, and it is provided as an attachment. 122 00:17:53.060 --> 00:17:57.230 Dozens of professionals and data systems contribute to this annual report. 123 00:17:57.695 --> 00:18:02.536 And it provides good information on overall portfolio trends and context. 124 00:18:03.865 --> 00:18:12.182 However, I do want to note that there are inconsistent methods and reliability that underpin the data collection, processing, and reporting. 125 00:18:13.576 --> 00:18:22.775 The strategy aims to address this variability with stronger data governance and the development of citywide standards and frameworks. 126 00:18:24.387 --> 00:18:31.767 These will promote accountability and consistency while retaining flexibility for specific asset class differences. 127 00:18:33.000 --> 00:18:41.265 The Chief Asset Management Officer will be accountable for this reporting going forward in coordination with the many professionals who contribute to it. 128 00:18:44.413 --> 00:19:05.101 So the City of Portland, as we've been discussing, manages an estimated $82 billion in public infrastructure spanning water, sewer, transportation, parks and natural areas, civic facilities, emergency response equipment, technology systems, cultural venues, and economic development properties. 129 00:19:06.159 --> 00:19:13.984 The value shown is known as replacement value, which means the capital cost of rebuilding something in today's monetary value. 130 00:19:15.220 --> 00:19:17.209 $82 billion is a lot of money. 131 00:19:17.609 --> 00:19:21.727 So even the smaller percentages on here are really significant values. 132 00:19:23.362 --> 00:19:33.819 We are providing some citywide highlights from the report today, but it is— there's more service area and program-specific information in that report that you can dig into for reference. 133 00:19:36.479 --> 00:19:44.064 So the chart on this slide shows current asset condition for each program weighted for replacement value. 134 00:19:45.448 --> 00:19:54.894 Each bar is a bureau or a program, and the colors within that bar represent the percentage of their assets in the condition shown in the legend. 135 00:19:55.808 --> 00:20:02.576 Without reading it, you can get a good sense of condition profiles by looking at the color distribution. 136 00:20:03.330 --> 00:20:08.576 Blue and green are good, yellow fair, and orange and red poor and very poor. 137 00:20:09.762 --> 00:20:14.156 While many asset portfolios are in fair to good condition, Which is of note. 138 00:20:15.118 --> 00:20:28.167 Others, particularly transportation pavement, parks facilities, public safety facilities, and older cultural venues, have a growing— have growing shares of assets in poor to very poor condition. 139 00:20:29.321 --> 00:20:36.646 In some instances, a level of poor condition is both expected and strategically managed with a run-to-failure approach. 140 00:20:37.175 --> 00:20:40.960 We talked about this last time, and I used the example of tires on a car. 141 00:20:41.568 --> 00:20:44.663 You wouldn't necessarily replace them all when they're in fair condition. 142 00:20:44.711 --> 00:20:51.070 You'd sort of to wait for them to get to the end of their life cycle because it makes sense from a cost standpoint. 143 00:20:55.759 --> 00:21:10.934 So across all bureaus, annual and forecasted 10-year capital gaps continue to grow as aging assets meet inflation, stricter regulatory requirements, seismic vulnerability, and accelerating climate impacts. 144 00:21:11.730 --> 00:21:22.909 Most of these gaps are related to maintenance or replacement needs, and gaps from the less mature groups are likely underestimated compared to the more mature utility bureaus. 145 00:21:25.270 --> 00:21:32.888 The graph on this slide shows each bureau's 10-year capital funding gap as a percentage of that group's overall asset value. 146 00:21:33.853 --> 00:21:41.567 This perspective is important because it shows the significance of each bureau's reported funding gap relative to the size of their portfolio. 147 00:21:45.071 --> 00:21:57.212 Resulting, resulting failures of assets from lack of investment can challenge service reliability, safety, access, and livability for Portlanders. 148 00:21:58.051 --> 00:22:06.512 If we don't invest in asset management, we are likely to see exponentially increasing closures and decreases in services to to the community. 149 00:22:07.930 --> 00:22:16.723 We risk catastrophic failures of major assets like bridges, with escalating negative impacts to public safety and economic development. 150 00:22:19.670 --> 00:22:40.186 Failures of some assets could lead to major service disruptions and threats to public health and environmental quality, and continued deterioration of amenities will have cumulative negative impacts on community experience and quality of life. 151 00:22:41.400 --> 00:22:46.518 Issues will continue to be pushed off on future generations and become more and more costly. 152 00:22:50.798 --> 00:22:58.174 Early intervention in an asset's deterioration cycle helps prevent these more significant and costly failures. 153 00:22:59.440 --> 00:23:04.132 Asset management can be used to achieve efficiencies and cost savings. 154 00:23:05.029 --> 00:23:12.453 For example, every $1 of planned maintenance can avoid roughly $5 to $10 of reactive repair. 155 00:23:13.528 --> 00:23:18.211 Higher upfront costs can produce substantially lower lifetime costs. 156 00:23:18.996 --> 00:23:30.252 The figures on the slide are intended to provide a sense of relative scale, and actual values depend on asset class, maintenance, maintenance strategy, and failure mode. 157 00:23:31.007 --> 00:23:35.608 The key point is that addressing the investment gap is not simply a revenue problem. 158 00:23:36.058 --> 00:23:37.871 It is a systems problem as well. 159 00:23:39.185 --> 00:23:40.484 But we can do something about it. 160 00:23:41.351 --> 00:23:56.073 Managing for risk, focusing on infrastructure services and outcomes, prioritizing care for what we own over building new, funding maintenance, and so on are all opportunities to chip away at a challenge that's compounded over time. 161 00:23:57.404 --> 00:24:09.603 Implementing the objectives and actions of the strategy will provide improved systems and tools to better understand the risk and value trade-offs of prioritizing one gap over another. 162 00:24:10.967 --> 00:24:14.000 And so I'm going to pass it to Emily for this slide. 163 00:24:14.417 --> 00:24:14.673 Great. 164 00:24:14.722 --> 00:24:20.146 Well, uh, Council, as part of our annual asset status and condition reporting, we like to share some accomplishments. 165 00:24:20.355 --> 00:24:33.517 And also relevant to the work products before you, uh, we want to share, uh, some initiatives going on across the organization, and these are aligned directly with City's financial— City Financial Policy 2.19 on asset management. 166 00:24:34.463 --> 00:24:42.633 Solutions, efficiencies, and innovations like these will be amplified and extended through implementation of the strategy that we'll be discussing in a moment. 167 00:24:43.386 --> 00:24:51.202 This list is, of course, not exhaustive, but merely representative of the great work that asset managers across the organization are doing all the time. 168 00:24:51.978 --> 00:25:06.590 So clockwise from the upper left, I wanted to highlight the Water Bureau's efforts to predict future water main failures by developing renewal rate recommendations, managing future service levels. 169 00:25:07.594 --> 00:25:11.859 The data in this chart is based on failure rates and replacement rates of Portland pipes. 170 00:25:13.536 --> 00:25:21.124 In the innovation category, BES is rolling out this Fall, AI pipe defect grading. 171 00:25:21.316 --> 00:25:28.471 And so this is utilizing technology to identify some defects that we can address before they become larger failures. 172 00:25:30.170 --> 00:25:35.740 The facilities team is currently working to implement the capital planning module in FacilityForce. 173 00:25:35.854 --> 00:25:41.407 And so this will help to optimize their capital portfolio. 174 00:25:42.538 --> 00:25:47.334 On the bottom right, you're familiar with some of the financial tools recently rolled out and approved through council. 175 00:25:47.398 --> 00:25:47.593 Thank you. 176 00:25:49.642 --> 00:25:54.474 Through the passage of the Transportation Utility Fee and the Street Damage Restoration Fee. 177 00:25:55.727 --> 00:26:02.904 This includes funding also to help with the sidewalk improvements as part of the Sidewalk Improvement and Paving Program, the SIP. 178 00:26:04.237 --> 00:26:17.483 And then finally, I want to call out the, the work with both PBOT and Parks and Rec in partnership with the Bureau of Transportation implementing the same updated cloud version of Maximo, which is an enterprise asset management tool. 179 00:26:17.564 --> 00:26:17.676 Thank you. 180 00:26:18.384 --> 00:26:24.037 And this will improve the interoperability and provide lower long-term support costs over alternatives. 181 00:26:24.182 --> 00:26:29.327 So we're making progress all the time, and we hope to ramp it up as part of the strategy implementation. 182 00:26:29.996 --> 00:26:30.420 Back to you, Tate. 183 00:26:32.462 --> 00:26:33.574 Thank you, Officer Trish. 184 00:26:34.477 --> 00:26:46.144 So this slide serves as a reminder of the work dozens of people across the city engaged in to develop the citywide asset management strategy that we're presenting today. 185 00:26:49.577 --> 00:26:55.798 I'm going to read out the vision to give you all time to absorb it, but I first want to note that this is really forward-looking. 186 00:26:56.476 --> 00:26:57.752 It's more long-term. 187 00:26:58.253 --> 00:27:09.340 The objectives and the actions of the strategy we envision will be implemented sooner, and we see this as a living document that will be revisited and updated over time. 188 00:27:11.500 --> 00:27:13.684 So getting back to the vision, it's 2035. 189 00:27:14.922 --> 00:27:17.102 And what, what do we want to see? 190 00:27:18.048 --> 00:27:36.723 Portland at that time will deliver reliable, equitable services promoted or supported by mature integrated asset management systems where decisions are data-informed and transparent, reduce risk, and deliver value for community over an asset's life cycle. 191 00:27:37.846 --> 00:27:47.556 Portlanders will enjoy dependable services that meet community expectations and support positive social, economic, and environmental outcomes. 192 00:27:50.346 --> 00:28:05.239 So the first paragraph of this vision is rather internally focused, and that's because the strategy is really focused on getting the organization better equipped to manage assets more effectively across bureaus. 193 00:28:06.306 --> 00:28:15.111 However, the strategy also considers how we would better integrate equity and community impacts and level of service planning, analysis, and decision-making. 194 00:28:15.320 --> 00:28:22.952 So that second sentence connects asset management practices to responsibly providing services to the community. 195 00:28:25.567 --> 00:28:28.998 So here's a collection of the strategy's 6 objectives. 196 00:28:29.515 --> 00:28:32.217 We will be walking through a slide for each one. 197 00:28:35.000 --> 00:28:38.616 So Objective 1 focuses on establishing asset management governance. 198 00:28:39.106 --> 00:28:47.009 And organizational capacity, which is considered a critical immediate action to serve as a catalyst for the other objectives. 199 00:28:48.602 --> 00:28:55.667 We will talk about governance later in the presentation, but we have had a big win already with a Chief Asset Management Officer. 200 00:28:57.357 --> 00:29:08.950 This objective also includes actions to build organizational capacity, asset management culture, and competence through training and defining a citywide level of service framework. 201 00:29:09.759 --> 00:29:25.214 Supporting strategy language asserts that level of service should be connected to community outcomes, cost of service, and budget decisions so that the city commits to deliver— what the city commits to delivering is matched by the resources required to sustain it. 202 00:29:28.218 --> 00:29:34.772 Objective 2 is about supporting decisions through the identification of common asset data elements. 203 00:29:35.383 --> 00:29:47.634 Intentional data governance, governance, data standards, system design, and integration, aligning these to strategic and operation needs as well as risk priorities. 204 00:29:48.532 --> 00:30:00.205 Critical to this work is developing and maintaining a citywide asset register to have a single source of truth for tracking, managing, and accounting for physical assets throughout their life cycle. 205 00:30:01.137 --> 00:30:10.479 The Chief Asset Management Officer is envisioned to lead this work, with asset owners being responsible for organizing their data into the standards created. 206 00:30:12.440 --> 00:30:21.489 The second action of defining data stewards will help with effective implementation and maintaining this register over time. 207 00:30:23.012 --> 00:30:29.144 Objective 3 focuses on implementing objective citywide frameworks for investment prioritization. 208 00:30:30.138 --> 00:30:44.855 The first action, to develop a simple shared method for evaluating risk, values, and long-term needs that every service area can use regardless of staff expertise, has been identified as a critical immediate action. 209 00:30:46.188 --> 00:31:07.047 Additional actions include creating guidance for asset onboarding, decommissioning, evaluating renewal and return on investment, Establishing value-based decision criteria around levels of service, funding, and decision trade-offs, and developing a citywide investment prioritization model to help prioritize citywide resources. 210 00:31:07.806 --> 00:31:08.855 Excuse me. 211 00:31:10.372 --> 00:31:15.849 The strategy goes into more detail about actionable next steps to achieve these objectives. 212 00:31:16.432 --> 00:31:26.445 Critical to this one is recognizing the various factors that should be considered to define trade-offs and assess risk so informed decisions can be made. 213 00:31:27.599 --> 00:31:32.846 Decision-making criteria is a recommended tool to provide guidance for these critical choices. 214 00:31:35.435 --> 00:31:41.104 Objective 4 states that decisions should be grounded in life cycle reality, equity, and community need. 215 00:31:41.957 --> 00:31:48.454 As discussed in Objective 1, it's important to connect service commitments to life cycle costs and maintenance funding. 216 00:31:49.451 --> 00:31:56.747 Adopting a common citywide equity framework for asset and service decisions at a citywide level is another action. 217 00:31:57.755 --> 00:32:03.974 And finally, integrating this framework into the previous objective's investment prioritization model. 218 00:32:06.064 --> 00:32:12.325 Objective 5 calls for incorporating seismic and climate mitigation and adaptation into decision-making. 219 00:32:13.356 --> 00:32:24.404 Actions include adopting resilience screening and an evaluation framework that allows bureaus to assess seismic and climate risks across infrastructure assets. 220 00:32:24.903 --> 00:32:28.301 This will promote consistency and inform decision criteria. 221 00:32:29.248 --> 00:32:53.863 Establishing a scalable citywide method for applying seismic and climate change information to prioritization is also included and should be incorporated into the previous with various initiatives like the climate change risk assessment and action plan happening right now, we have the opportunity to integrate a resilience lens into all city assessments and plans. 222 00:32:56.299 --> 00:33:04.897 Okay, the final objective— we're almost there— is focused on earning public trust through meaningful engagement, performance management, and reporting. 223 00:33:05.824 --> 00:33:30.519 A key action to help guide this is the establishment of citywide community engagement expectations, which include defining minimum standards for engagement on asset and service decisions, applying best practices to promote inclusive, representative, and transparent engagement, utilizing tools like effective communication and language access to define levels of service. 224 00:33:31.806 --> 00:33:36.454 And closing the feedback loop through continuous engagement that explains trade-offs. 225 00:33:37.259 --> 00:33:46.532 The other actions to achieve this objective focus on developing systems to track performance and be transparent with the community about service outcomes. 226 00:33:49.731 --> 00:33:55.491 So we will start to close by looking back to the first objective on asset management governance. 227 00:33:56.233 --> 00:34:00.575 This chart shows a recommendation for what that could look like moving forward to successfully implement the strategy. 228 00:34:03.715 --> 00:34:15.733 The Chief Asset Management Officer will hold authority and accountability for developing and implementing citywide asset management standards, processes, and system decisions. 229 00:34:18.639 --> 00:34:36.226 The Executive Steering Committee that was made up of DCAs for strategy development would shift to being made up of directors of asset-owning and enabling bureaus to have critical seats to advise on and make key decisions for how to implement the objectives and actions of the strategy. 230 00:34:37.599 --> 00:34:46.201 Everyone has a role to play in infrastructure management for the city, and we look forward to working together to deliver on this work. 231 00:34:46.911 --> 00:34:49.458 And I'm going to pass it to Officer Trish to close. 232 00:34:51.260 --> 00:34:51.469 Great. 233 00:34:51.532 --> 00:34:53.833 So looking forward, some next steps for you. 234 00:34:54.188 --> 00:35:02.588 Vice President Clark already indicated that there's a financial strategy that will be coming before you targeting winter of 2026, uh, with CFO Berry. 235 00:35:03.489 --> 00:35:13.596 Um, I, uh, plan to come before the larger council, uh, in the spring to offer some refinements and some details of implementation activities, uh, related to this strategy. 236 00:35:14.576 --> 00:35:22.434 Um, and part of that, uh, will be, um, working on risk framework, uh, service level targets, and evaluating for infrastructure performance. 237 00:35:22.690 --> 00:35:25.503 And so those were some of the objectives you heard about a moment ago. 238 00:35:26.146 --> 00:35:29.728 Looking at our decision framework and where our greatest areas of risk are. 239 00:35:30.099 --> 00:35:34.838 And so we look forward to continuing that conversation with you and answering any questions you have today. 240 00:35:35.465 --> 00:35:35.980 Thank you very much. 241 00:35:36.510 --> 00:35:36.766 Great. 242 00:35:36.992 --> 00:35:38.342 Thank you both for the presentation. 243 00:35:38.438 --> 00:35:39.675 I know we have some questions. 244 00:35:39.724 --> 00:35:43.838 We've got about 10, 15 minutes available for a discussion here. 245 00:35:43.918 --> 00:35:47.469 And, you know, I'm very anxious to get what I call the list. 246 00:35:47.614 --> 00:35:47.773 Right. 247 00:35:48.239 --> 00:35:49.155 I want the list. 248 00:35:49.300 --> 00:35:51.679 I want to know what's at greatest risk. 249 00:35:52.016 --> 00:35:53.059 Uh, by each bureau. 250 00:35:53.157 --> 00:35:56.239 But this has got some great information, and I really appreciate it. 251 00:35:56.914 --> 00:35:59.838 Uh, Councilor Smith, you want to kick off the discussion? 252 00:36:00.047 --> 00:36:01.043 Uh, yes, thank you. 253 00:36:01.733 --> 00:36:02.407 Welcome, Trish. 254 00:36:02.697 --> 00:36:07.273 I, um, appreciate you, and you got a big job ahead of you. 255 00:36:08.077 --> 00:36:08.992 Uh, a couple things. 256 00:36:09.041 --> 00:36:12.043 I'm, I'm like the, um, the chair. 257 00:36:12.815 --> 00:36:33.541 I was fully expecting, with the time that it took to get to this vision, I was fully expecting to see a registry I was expecting to see a spreadsheet that equaled the $82 billion, that had a headline of each bureau and how much they had and what it was specifically. 258 00:36:34.364 --> 00:36:43.853 And I guess it is, it is the style of the city because the budget office, when they talk to us about things, they talk in percentages. 259 00:36:44.594 --> 00:36:46.572 And I don't want to know what 82% is. 260 00:36:46.862 --> 00:36:48.197 I want to know what 82% is. 261 00:36:48.902 --> 00:36:51.293 And what the dollar value is. 262 00:36:51.827 --> 00:37:02.094 If you can say only 20% of your assets are, are workable, I want to know what 20% is in condition, in great condition and operational. 263 00:37:02.789 --> 00:37:40.954 So for me, this is— this was kind of underwhelming to me because I was— I had a big expectation of having a, a list, a registry with, with Um, and I'm not so wedded to spreadsheets, but I, I expected to see something that would look like an $82 billion book that I would be able to include the status of each, of each of the, um, assets and how much would it take to get operational in the, in the, in the good, to the good. 264 00:37:41.101 --> 00:37:41.327 Mm-hmm. 265 00:37:41.686 --> 00:37:42.655 For better than good. 266 00:37:43.219 --> 00:37:45.998 And so for me, I still don't know any more than I know now. 267 00:37:46.224 --> 00:37:49.130 I don't know what you all are considering an asset. 268 00:37:49.777 --> 00:37:51.244 You haven't identified it. 269 00:37:52.018 --> 00:37:54.501 I don't know what street our asset is on. 270 00:37:54.936 --> 00:37:57.257 I wanted to see, this is Asset 3 in PBOT. 271 00:37:57.596 --> 00:38:05.152 We have 10, uh, trucks, 5 that are operational, and then they're going to go away. 272 00:38:05.554 --> 00:38:25.362 And I, I, I just had a different expectation since this— and I know you just got here, Trish, But it— I, I see, um, DCA, uh, Williams has come to the table, but I— this is just a long list of visions that I have about a whole lot of stuff. 273 00:38:25.509 --> 00:38:26.507 I was expecting more. 274 00:38:27.617 --> 00:38:28.018 Thank you. 275 00:38:28.581 --> 00:38:29.835 If I may, uh, good morning. 276 00:38:29.882 --> 00:38:32.710 Millicent Williams, Interim Deputy City Administrator for Public Works. 277 00:38:32.903 --> 00:38:35.378 Thank you very much for your question, Councilor Smith. 278 00:38:35.880 --> 00:38:42.297 Uh, we anticipated that, uh, this committee would have concerns along the lines that you've mentioned. 279 00:38:42.523 --> 00:38:45.987 And Emily Trich, her first name is Emily. 280 00:38:46.291 --> 00:38:46.612 Yeah. 281 00:38:46.693 --> 00:38:56.028 So she and I have talked extensively, as well as had conversations with Tate about the expectations for today. 282 00:38:56.974 --> 00:39:05.076 We can assure you that when Emily comes before this body in January, you will have a collection of data. 283 00:39:05.860 --> 00:39:07.336 It will come in many forms. 284 00:39:07.465 --> 00:39:26.382 Some of it will be lists, some of it will be maps, some of it will be dashboarded information that she will be able to provide for this body so that there's a level of comfort about not just the list of assets, the general condition of the assets, but where those assets are. 285 00:39:26.896 --> 00:39:27.105 Absolutely. 286 00:39:27.152 --> 00:39:36.788 That will help to inform what the city administrator was discussing regarding how we will get to the request of a potential bond in the future. 287 00:39:37.092 --> 00:39:41.731 We can't do that unless we have integrity in the information and data that we have. 288 00:39:42.326 --> 00:39:47.623 And so the commitment from the administration is to ensure that we have that information. 289 00:39:48.090 --> 00:39:50.465 And frankly, a lot of that already exists. 290 00:39:50.755 --> 00:39:58.235 It's just in various and sundry forms that make it a little challenging to bring together. 291 00:39:58.541 --> 00:40:00.034 Yeah, it's decentralized. 292 00:40:00.259 --> 00:40:11.208 So, you know, we have We have over 1,000 capital projects that we could provide, but that doesn't tell you— that doesn't provide the narrative that you're wanting to know. 293 00:40:11.369 --> 00:40:14.692 I can tell you right now, PBOT has 225 capital projects. 294 00:40:14.996 --> 00:40:16.025 I can tell you where they are. 295 00:40:16.266 --> 00:40:18.706 That doesn't speak to the general condition of those assets. 296 00:40:18.769 --> 00:40:22.559 And so that's the work that we anticipate will begin in earnest. 297 00:40:23.186 --> 00:40:25.931 The asset managers from across the city have been working very hard. 298 00:40:26.300 --> 00:40:34.789 But again, without having that central point of coordination that is tasked with and charged with ensuring that there is that strategy. 299 00:40:35.525 --> 00:40:43.175 We have not been able to show up in ways that I think not just you councilors are expecting, but also that the public would expect. 300 00:40:43.239 --> 00:40:46.927 And so I know that the next several months will be spent working on that. 301 00:40:47.632 --> 00:40:56.485 And I think it would be helpful, because we've been in cut exercises, to see, do we have multiple vans? 302 00:40:56.628 --> 00:41:05.009 I know every Every month or however they take it out, money is taken out of my account for facilities for cars. 303 00:41:05.442 --> 00:41:07.092 I have not— I have yet to use one. 304 00:41:08.150 --> 00:41:10.295 I don't know what kind of cars you all have. 305 00:41:10.409 --> 00:41:15.856 I sometimes— I see those— I used to see those cars that say the City That Works or something like that. 306 00:41:16.336 --> 00:41:17.858 I have no idea. 307 00:41:18.900 --> 00:41:35.403 I do know I've been in one of PBOT's trucks, but I'm trying to figure out if we can also, as you're looking at this, Create an equity lens so that our assets, where they are, so that we know. 308 00:41:35.547 --> 00:41:46.413 And, and, and I expect to see something like, you know, we have 25 parks in District 1, and here, here are the things that need to be updated in these parks. 309 00:41:46.460 --> 00:41:48.800 And those are the kind of things that I, I need to see. 310 00:41:49.329 --> 00:42:22.009 And if we're going to do public-private partnerships like they did over at Sellwood House, You know, what looks to be as an opportunity to do a public-private— I don't want to privatize the city, but I just want to see if there are ways in which, if there are assets that we need to, that are not being used, that maybe we should consider either selling them, putting them so that we can upgrade other assets that we really need to keep in play, those kind of things. 311 00:42:22.057 --> 00:42:23.626 That's That's what I'm thinking about. 312 00:42:24.237 --> 00:42:53.594 But at any rate, um, I will also be talking to you and setting up a time to talk to you, uh, Interim DCA Williams, in regards to, um, how we, uh— there's— we have a place setter bill in the, in the legislature that would, um, identify— that would allow cities who have surplus properties to, uh, rezone them For other things, particularly housing. 313 00:42:55.315 --> 00:43:01.076 And I think that we can't create any more land, but we have to repurpose the land that we do have. 314 00:43:01.141 --> 00:43:02.108 It's not being used. 315 00:43:02.172 --> 00:43:03.447 If it needs it, if it's a brownfield. 316 00:43:04.152 --> 00:43:05.202 And that's the other thing I want to know. 317 00:43:05.510 --> 00:43:08.320 How many of these assets are brownfields? 318 00:43:09.467 --> 00:43:11.875 And by district and those kinds of things. 319 00:43:12.246 --> 00:43:15.121 So that is where my head is at. 320 00:43:15.525 --> 00:43:17.349 I appreciate you all coming up with the vision. 321 00:43:17.398 --> 00:43:17.512 Thank you. 322 00:43:17.577 --> 00:43:27.003 And that gives you the starting point so that you But the registry, a spreadsheet, I guess I am just a spreadsheet girl. 323 00:43:27.068 --> 00:43:32.900 Councilor Smith, I appreciate your channeling my frustration as well. 324 00:43:32.965 --> 00:43:33.724 So I appreciate that. 325 00:43:34.094 --> 00:43:38.505 And I think it's good that we give folks feedback, but we only have about 10 more minutes left on this. 326 00:43:38.967 --> 00:43:41.364 So if it's okay with you, I'd like to move on to Councilor Green. 327 00:43:43.159 --> 00:43:43.976 Thank you, Chair Clark. 328 00:43:45.840 --> 00:43:46.061 Thank you. 329 00:43:46.454 --> 00:43:47.034 Welcome, Emily. 330 00:43:47.150 --> 00:43:49.650 We're excited to have you on board. 331 00:43:49.972 --> 00:43:52.809 Tate, thank you for your ongoing service to this project. 332 00:43:53.275 --> 00:43:54.364 I just have one question. 333 00:43:54.461 --> 00:43:58.373 So at the very last slide, you mentioned a risk framework that's forthcoming. 334 00:43:59.192 --> 00:44:01.389 I'd like to hear a little bit more about that. 335 00:44:01.436 --> 00:44:06.856 And specifically, are you going to be engaging in the ISO 31000 standard to guide that? 336 00:44:07.610 --> 00:44:09.326 Thank you very much for that question. 337 00:44:09.391 --> 00:44:10.753 And you're speaking my language, right? 338 00:44:10.849 --> 00:44:16.427 So the International Standards Organization has several standards relevant to infrastructure asset management. 339 00:44:16.829 --> 00:44:21.170 And yes, we will be working off of the standards of ISO. 340 00:44:21.315 --> 00:44:33.155 We'll also be looking at GASB 33, for those keeping score at home, and also looking at the commitments, the policy and standards we have here within the City of Portland. 341 00:44:33.668 --> 00:44:52.922 My intention is to engage stakeholders inside and outside of the city because the way people are interacting with our infrastructure and how that helps them create that, uh, the safety, the new business, the affordable housing and development is so critical to what I understand, uh, the city is wanting to, um, become. 342 00:44:53.708 --> 00:44:55.025 Uh, so you'll be hearing about that. 343 00:44:55.090 --> 00:45:13.644 That will tie in nicely to the prioritization framework or the investment framework, uh, and, um, uh, as well as the, uh, equity, uh, resilience and the other goals we have of the organization that you will help, um, determine and dictate how we Pour the projects into the machine and what comes out the other side. 344 00:45:14.094 --> 00:45:14.739 I appreciate that. 345 00:45:14.802 --> 00:45:15.125 Thank you. 346 00:45:15.286 --> 00:45:23.762 And, you know, for folks watching along, I'm so obsessed with this because we can't do all of the projects. 347 00:45:23.827 --> 00:45:31.228 Like, even if we're to go out and float a bond, it's— the scale of it is so large that we have to figure out which ones to do first. 348 00:45:31.751 --> 00:45:36.677 And the way you do that is applying sort of a risk lens to be like, what would be the impact of failure? 349 00:45:36.972 --> 00:45:39.059 So it's not just like, will this— is this old? 350 00:45:39.139 --> 00:45:40.039 Is it— does it need help? 351 00:45:40.103 --> 00:45:43.425 But it's like, if this fails, does this then create cascading conditions? 352 00:45:43.474 --> 00:45:47.246 So sounds like that's exactly the, the lens and frame that you're taking. 353 00:45:47.311 --> 00:45:47.391 I'm—. 354 00:45:47.503 --> 00:45:49.751 I'll, I'll look forward to seeing that in January. 355 00:45:49.815 --> 00:45:53.686 And, um, thanks for, uh, uh, thanks for the work on it. 356 00:45:53.750 --> 00:45:53.990 Thanks. 357 00:45:54.135 --> 00:45:54.489 Thank you. 358 00:45:54.568 --> 00:45:56.672 I think we're all, we're all itching to get there. 359 00:45:57.586 --> 00:45:58.373 Uh, Councilor Kanal. 360 00:45:59.047 --> 00:46:00.317 Thank you, Chair Clark. 361 00:46:00.557 --> 00:46:02.034 Uh, thanks and welcome to the city, Emily. 362 00:46:02.324 --> 00:46:06.208 Um, Thanks as well for being here, DCA Williams and Tate. 363 00:46:06.255 --> 00:46:17.264 I think if there's some behind-the-scenes thing that has not been worked on for a long time at the level that it needs to be, and now someone's working on it, 9 times outta 10, I see your name attached to it, Tate. 364 00:46:17.409 --> 00:46:20.731 And I really appreciate that about your time here. 365 00:46:21.340 --> 00:46:22.978 I have a couple questions about 2 slides. 366 00:46:23.027 --> 00:46:24.824 Can we go to the slide with all the bar charts? 367 00:46:26.172 --> 00:46:32.081 And first, just verifying that the PP in the, In the header there is Prosper Portland. 368 00:46:32.932 --> 00:46:33.094 Okay. 369 00:46:33.237 --> 00:46:33.431 Yes. 370 00:46:33.817 --> 00:46:35.889 So at some point we should have that, that one. 371 00:46:36.050 --> 00:46:36.485 Yeah. 372 00:46:37.512 --> 00:46:39.965 So I had a question here. 373 00:46:40.871 --> 00:46:42.778 So PF&R's got its own column. 374 00:46:43.637 --> 00:46:46.192 Fleet and Facilities manages PPB precincts, right? 375 00:46:46.530 --> 00:46:47.695 So they'd be included in that. 376 00:46:47.760 --> 00:46:49.998 I know North Precinct is in dire need of some work. 377 00:46:50.239 --> 00:46:50.722 Correct. 378 00:46:50.818 --> 00:46:51.012 Correct. 379 00:46:51.061 --> 00:46:51.222 Okay. 380 00:46:52.815 --> 00:46:54.601 So I guess this highlights a question. 381 00:46:54.827 --> 00:47:06.547 Is there a long-term plan of splitting up this sort of data by the type of asset instead of bureau ownership as we simultaneously move to having everything owned by a city instead of 27 bureaus in a trench coat? 382 00:47:07.581 --> 00:47:17.478 Yes, so very much so by strategic priority and by some of the thematic areas that we're seeing. 383 00:47:17.577 --> 00:47:22.525 I'm already starting to get a sense from folks about what that might look like, and that could inform a future bond. 384 00:47:23.226 --> 00:47:25.166 Great, that makes sense. 385 00:47:25.246 --> 00:47:28.965 And I'd love to talk about FYRE uniquely and separately at some point. 386 00:47:29.014 --> 00:47:38.311 That probably cannot be now because there's also the broader conversation about where our assets are located. 387 00:47:38.456 --> 00:47:47.561 Obviously, we talk about East Portland and that's a huge part of it, but also CEI Hub and some other locations there and west of the railroad cut in North Portland as well. 388 00:47:48.619 --> 00:47:49.663 So that's one piece. 389 00:47:50.081 --> 00:47:54.320 I also would like to go to the slides about Objective 6 and engagement. 390 00:47:54.432 --> 00:48:04.356 And I just wanted to kind of understand if you're breaking this apart, because I think it's a little different if we're talking about engaging with people about upkeep versus actual change. 391 00:48:04.934 --> 00:48:08.981 So if a, you know, it's a short-term inconvenience if your road's being repaved, right? 392 00:48:09.045 --> 00:48:11.295 But it will go back to normal after that. 393 00:48:11.375 --> 00:48:11.438 Right. 394 00:48:11.615 --> 00:48:12.739 I think that's different. 395 00:48:13.045 --> 00:48:15.663 And the engagement standard is probably different as well. 396 00:48:16.353 --> 00:48:21.009 Than if you're taking a 2-lane road and making it 1 lane in either direction as part of this. 397 00:48:21.090 --> 00:48:23.530 And that can be something you do at the same time. 398 00:48:24.284 --> 00:48:32.827 So I just, I wanted to just get an understanding of sort of how are you working through that and how are you establishing the standards on that? 399 00:48:32.891 --> 00:48:41.257 Because I think PBOT has been criticized over time, in particular on engagement, for being deep but narrow. 400 00:48:41.320 --> 00:48:41.385 Yeah. 401 00:48:42.523 --> 00:48:47.159