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Michael D. Johnson, PE City of Gaithersburg, MD Development of a Public Infrastructure Asset Management System as part of Creating a Resilient Community in Gaithersburg, Maryland
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Asce tdi-2016-01-10-public infrastructure asset management system m-johnson

Feb 08, 2017

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Page 1: Asce tdi-2016-01-10-public infrastructure asset management system m-johnson

Michael D. Johnson, PECity of Gaithersburg, MD

Development of a Public Infrastructure Asset Management System as part of

Creating a Resilient Community in Gaithersburg, Maryland

Page 2: Asce tdi-2016-01-10-public infrastructure asset management system m-johnson

What is Asset Management?

An integrated optimization process ofmanaging infrastructure assets to minimizethe total cost of ownership and operation,while delivering user-defined service levels atan acceptable owner’s level of risk.

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What is Meant by Resilience?

Resilience: “Resilience refers to the capability to prevent or protect against significant multi-hazard threats and incidents and to expeditiously recover and reconstitute critical services with minimum damage to public safety and health, the economy, and national security.” (American Society of Civil Engineers, 2013)

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What is Meant by Resilience?

Resilience: The capacity to recover successfully from loss and damage. The central features of resilience appear to be access to resources (particularly finance), access to information and services, the capacity to manage one’s own affairs and the capacity to deal with the stress and emotions generated by the disaster. (Buckle,1995)

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What is Community Resilience?

Ability of a Community to: Prepare for anticipated hazards Adapt to changing conditions Withstand and recover rapidly from disruptions

(National Institute of Standards & Technology, 2015)

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Why is Community Resilience Important?

Essential Components of a Community

(Flora, Emery, Fey & Bregendahl, 2005)

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Community Capitals Framework

Natural capital: Assets in a location -resources, amenities, natural beauty

Cultural capital: Reflects the way people “know the world” and how to act within it.

Human capital: Skills, abilities of people, ability to access outside resources, knowledge

Social capital: Reflects connections among people and organizations - social glue to make things happen

(Flora, Emery, Fey & Bregendahl, 2005)

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Community Capitals Framework

Political capital: Ability to influence standards, rules, regulations, enforcement.

Financial capital: Financial resources available to:– invest in community capacity building– underwrite businesses development– support civic and social entrepreneurship– accumulate wealth for future community development

(Flora, Emery, Fey & Bregendahl, 2005)

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Community Capitals Framework

Built capital: The infrastructure that supports the community– Telecommunications– Industrial parks, – Main streets and roads– Water and sewer systems

Built capital is often a focus of community development efforts

(Flora, Emery, Fey & Bregendahl, 2005)

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Examples - How Communities Depend on Built Environment

Housing and Transportation Networks Schools and Hospitals Buildings Retail and Commercial Districts Functional Supply Chains and Delivery

Networks Smart Electricity Grids, Regular Fuel Supplies Water and Wastewater Systems Communication Systems

(Flora, Emery, Fey & Bregendahl, 2005)

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Community Capitals Framework –Why Use It?

Approach to analyze and understand how communities work

Communities most successful in supporting healthy, sustainable, community and economic development paid attention to: – interrelationship between all seven types of

capital: natural, cultural, human, social, political, financial and built

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Community Capitals Framework

CAN YOU THINK OF SOME EXAMPLES OF WHEN COMMUNITY CAPITALS

FRAMEWORK WAS NEGLECTED?

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Hurricane Katrina – 2005

1800+ Fatalities$108B DamageDisplacementHealth Economic ImpactsFinancial ImpactsAnimal Abandonment

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Hurricane Sandy - 2012

200+ Fatalities$75B DamageDisplacementEconomic Impacts Financial Impacts

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York, UK - 2015

DisplacementEconomic Impacts Financial Impacts

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Disaster Impacts

Each disaster caused natural, cultural, human, social, political, financial and built damage – Community Capitals Framework was affected

How long does it take to restore the damaged systems?– Often, physical damage is the easiest to repair– Communities in New Orleans and New Jersey

have yet to recover in spite of massive Federal assistance

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Is Asset Management a Solution?

ARE THERE WAYS THAT ASSET MANAGEMENT CAN HELP CREATE A

RESILIENT COMMUNITY?

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Opportunities for Asset Management to Help Create A

Resilient Built Environment Identify/Characterize Buildings & Infrastructure

– condition, location, dependencies between/among systems

Identify Key Contacts – evaluation, coordination, decision-making

Identify Existing Plans – coordinate plans and resilience plan

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CAN ASSET MANAGEMENT HELP CREATE A RESILIENT BUILT

ENVIRONMENT? (continued)

Link Social Functions to Support Built Environment

Define Building Clusters and Supporting Infrastructure

Conduct Risk Analysis

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Example: Asset Management in Gaithersburg, MD

● Area – 10.3 Sq. Mi● Population – approx. 66,000● 25,600 dwelling units● 225 Lane-Miles of Roadway Pavement● 6 High Hazard Dams● 250+ Miles of Sidewalk● 25 Pedestrian Bridges

City of Gaithersburg, 2015

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Example: Asset Management in Gaithersburg, MD (Continued)

6 National Bridge Inventory (NBI) Bridges 100+ Culverts 5,500 Catch Basin structures 300+ Stormwater BMP’s 100+ Miles of Stormwater Conveyance Piping 20 City Owned Building Facilities 25 City Owned Parks

City of Gaithersburg, 2015

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Example: Asset Management in Gaithersburg, MD (Continued)

50 Bus Shelters 3600+ Street Lights 25 Public and Private Schools Several Retail Districts Hospitals in Adjacent Communities Freight and Passenger Rail Line

City of Gaithersburg, 2015

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Public Works Strategic Direction

● Preserve/Maintain Local Transportation Infrastructure

- Annual inspections of streets, sidewalks to develop a current transportation infrastructure condition assessment

● Prioritize Routine and Preventative Maintenance● Prioritize Rehabilitation Improvements

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Public Works Strategic Direction (Continued)

● Plan and Execute Projects- preserve, maintain, improve, grow infrastructure

in environmentally sustainable manner● Frequently Assess and Evaluate

- existing building assets for functionality, code compliance, energy efficiency, deferred maintenance

● Fund and Support Capital Projects

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Public Works Asset Inventory -Key Questions

● What assets do we own? ● Where are they located?● Which assets are critical?● What is current condition of assets?● What is life-cycle cost of each one/class?● What is their deterioration rate?● What is replacement value of each asset

class?● What interrelationships are there between

them?

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Public Works Asset Inventory Key Questions (continued)

● What skills are needed to take care of assets?● What technology assets are to be utilized to

support Asset Inventory?● How will data on assets be collected, stored,

updated and shared?● Is the CIP horizon matched to asset life?

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Public Works Condition Assessments

● Pavement Management System● Biennial and Quadrennial Bridge Inspections● Quadrennial Culvert Inspections● Annual Inspection of Catch Basin Structures● Annual Inspection of Stormwater Ponds● Comprehensive Facilities Needs Assessment● Determine Life-cycle and Residual Costs

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Public Works O&M /CIP Development

● Evaluate Data● Prioritize Asset Treatment● Identify Levels of Service Desired● Optimize O&M Investment● Optimize Capital Investment● Determine Funding Strategy● Develop Asset Management Strategy

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Risk Analysis

A SWOT analysis lets you gain a betterunderstanding of your organization’s Strengths,

Weaknesses, Opportunities and Threats.

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OGeneral

Overall strategic direction that provides departmental directionMaster Plan for key Asset Management areasDevelopment of Asset Management standardsOptimize O&M costs through use of reliability/predictive- based maintenance practices

Staff• Training in AM O&M practices•Mentoring opportunities

Environment• Succession planning•Implementation of Enterprise Document Management System

Resources• Consultant services•System integration

SWOT ANALYSISOPPORTUNITIES

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Summary for Built Environment Resiliency in Gathersburg, MD

Strategic Direction

Asset Inventory

Condition Assessments

CIP/O&M Development

Internal Strategic Decision Process

ProjectImplementation

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References

American Society of Civil Engineers. (2013). Policy statement 518 – Unified definitions for critical infrastructure resilience. Retrieved from www.asce.org.

Buckle, P. (1995). A framework for assessing vulnerability. Australian Journal of Emergency Management, 10 (1), 11-15.

City of Gaithersburg . (2015). Internal Statistics and Reports.Flora, C., Emery, M., Fey, S., & Bregendahl, C. (2005). Community Capitals: A Tool for Evaluating Strategic

Interventions and Projects. Retrieved from http://wp.aae.wisc.edu/ced/wp-content/uploads/sites/3/2014/01/204.2-Handout-Community-Capitals.pdf.

National Institute of Standards IST Community Resilience Planning Guide for Buildings and Infrastructure Systems2015)

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Any Questions?