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

Feb 08, 2017


  • 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

  • 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 owners level of risk.

  • 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)

  • 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 ones own affairs and the capacity to deal with the stress and emotions generated by the disaster. (Buckle,1995)

  • 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)

  • Why is Community Resilience Important?

    Essential Components of a Community

    (Flora, Emery, Fey & Bregendahl, 2005)

  • 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)

  • 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)

  • 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)

  • 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)

  • 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

  • Community Capitals Framework



  • Hurricane Katrina 2005

    1800+ Fatalities$108B DamageDisplacementHealth Economic ImpactsFinancial ImpactsAnimal Abandonment

  • Hurricane Sandy - 2012

    200+ Fatalities$75B DamageDisplacementEconomic Impacts Financial Impacts

  • York, UK - 2015

    DisplacementEconomic Impacts Financial Impacts

  • 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

  • Is Asset Management a Solution?



  • 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


    ENVIRONMENT? (continued)

    Link Social Functions to Support Built Environment

    Define Building Clusters and Supporting Infrastructure

    Conduct Risk Analysis

  • 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

  • Example: Asset Management in Gaithersburg, MD (Continued)

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

    City of Gaithersburg, 2015

  • 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

  • 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

  • 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

  • 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


  • 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?

  • 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

  • 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

  • Risk Analysis

    A SWOT analysis lets you gain a betterunderstanding of your organizations Strengths,

    Weaknesses, Opportunities and Threats.

  • 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 practicesMentoring opportunities

    Environment Succession planningImplementation of Enterprise Document Management System

    Resources Consultant servicesSystem integration


  • Summary for Built Environment Resiliency in Gathersburg, MD

    Strategic Direction

    Asset Inventory

    Condition Assessments

    CIP/O&M Development

    Internal Strategic Decision Process


  • References

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

    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

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

  • Any Questions?