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asset management, and how staff felt, as well as where their revaluation was at of <br /> various asset management systems. Chair DeBenedet clarified that asset <br /> management was not specific to software, but could also be a historical program <br /> available in your mind, on paper, or in electronic format; as well as what was <br /> being done to maintain that infrastructure. Chair DeBenedet opined that the City <br /> of Roseville's infrastructure system had reached the size and degree that a more <br /> formal tracking or journaling method was needed. <br /> Member Vanderwall noted that additional information and links had been <br /> provided in the staff report for those members seeking additional information. <br /> Chair DeBenedet noted that the intent of asset management in sustaining <br /> infrastructure was to provide an adequate level of service to customers at the most <br /> reasonable cost. Chair DeBenedet questioned the status of staffs analysis; and <br /> any existing asset management tools used by the City. <br /> Mr. Schwartz advised that the City currently used the Pavement Management <br /> Program (PMP), an asset management tool from IKON as a vendor for that <br /> software program; a sign inventory program; maintenance history data; and other <br /> manual tracking systems. <br /> Chair DeBenedet noted that the reason this became more of a priority and <br /> received the City Council's interest was due to the Capital Improvement Program <br /> (CIP) Task Force when the number of significant liabilities became evident with <br /> facilities and their useful life. While not necessarily in agreement with the Task <br /> Force's report on the fixed life estimates on various systems, Chair DeBenedet <br /> noted that it became more of an issue the older a system got, and that more <br /> maintenance was then required to maintain the same level of service, which in <br /> turn cost more. With most Roseville infrastructure systems constructed in the late <br /> 1950's and early 1960's, and newer construction technologies now available, <br /> Chair DeBenedet noted potential long-term cost savings and efficiencies. <br /> Mr. Schwartz advised that the key point in having an asset management system <br /> was to track data for prioritizing decisions based on historical data, replacing the <br /> oldest first. Mr. Schwartz advised that, while this had first been identified as a <br /> Public Works Department-specific goal, the City Council expressed their <br /> preference that all City assets be incorporated into such an asset management <br /> system; buildings, park assets, infrastructure, etc. In researching such a program, <br /> Mr. Schwartz advised that it was included in the Department's 2012 budget <br /> request, while not yet finalized; however, he advised that there seemed to be <br /> support from the majority of the City Council for such a management tool; and <br /> remained on the Public Works Department and City Manager goal lists; and from <br /> that perspective, remained on everyone's work plan. <br /> Mr. Schwartz advised that the City's GIS lead on staff met with 8-10 software <br /> vendors for online or on-site demonstrations of their asset management programs; <br /> Page 8 of 12 <br />