Benefits of a Geographic Approach to Infrastructure

Transcription

1 American Public Works Association International Public Works Congress & Exposition Chicago, Illinois August 26, 2013 Benefits of a Geographic Approach to Infrastructure Patricia C. Passariello, P.E. Technical Leader Weston & Sampson Peabody, Massachusetts to Infrastructure Today s Discussion Quick asset management review What is a geographic approach? Key components of a geographic approach Benefits of a geographic approach Tips for making a geographic approach work Asset Management Some Common Municipal Assets: 1

2 Why Asset Management? Prevention: Protection: Why Asset Management? To Move from Reactive to Preventive: Reactive Preventive Why Asset Management? To Minimize Emergencies: More expensive (costs usually >$1000 per event) Often requires 24-hour outside contractors Inconvenient to your staff, users, and the public Can increase number/severity of insurance claims Frequent claims result in increased insurance premiums/deductibles AM minimizes emergencies! 2

3 Why Asset Management? Liability Facts & Figures: Municipal General Liability claims: (example from one insurer) Sewer backups: up to 10% of annual claims Water main breaks: over 3% of annual claims Stormwater/flooding: aprx. 2 % of annual claims Why Asset Management? Legal Considerations: Legal authority (bylaw/ordinance) - Connection & use - Entry, inspection, & enforcement Liability - Injury / illness - Damage - Cleanup - Use & enjoyment of property (private nuisance) - Duty of reasonable care Avoiding litigation Failure to act Why Asset Management? Bottom Line: Avoidance Can Cost More! 3

4 Asset Management Asset Management is (among other things): Effectively operating, maintaining, and upgrading Providing expected level of service Collecting data to make educated decisions Combining engineering principles with sound business practice and economic rationale A systematic process to sustain on a perpetual basis Asset Management is a process, not a project Asset vs. Infrastructure Management Today s Infrastructure Management Focus: Surface: Streets Sidewalks Intersections/signaling Lighting Municipal electric (overhead) Subsurface: Water Sewer Drain Municipal electric/gas (buried) Buildings & Grounds Municipal offices Fire & police facilities Public works facilities Libraries, senior/youth centers, etc. Parks & recreational facilities Equipment & Supplies Infrastructure Management Traditional Approach: Utility-based Focuses on onetype of infrastructure Little (or no) regard for adjacent infrastructure May retain multiple engineers (by utility) to design, bid & construct 4

5 Infrastructure Management Some Drawbacks of the Traditional Approach: Lacks coordination across: Departments Infrastructure Capital budgets Engineering Not as cost-effective Pay multiple times for design/bid/construction services Less economy of scale / higher unit prices May get less experienced / capable / equipped contractors Often return to (and dig up) same location multiple times More disruption / complaints over the long term Infrastructure Management : Needs of all infrastructure in area addressed together Coordinated design/bid/ construction Surface restoration done only once Fewer complaints More opportunities for cost efficiencies Basic Program Elements: Plan develop goals & objectives for the program Map locate, inventory and map infrastructure Assess inspect/evaluate infrastructure condition/needs Prioritize based on infrastructure needs Superimpose compare & merge competing priorities Fund set & justify needed Operating & Capital budgets Improve design & construct needed improvements Document every element of the program 5

6 - Plan Identify & Assemble: Representatives from appropriate departments Available / existing data Known problem areas Anticipated future growth / development / needs Discuss & Establish Community-Wide: Goals Objectives Priorities - Plan Planning for Future Growth & Viability is Essential: Consider - New development - Redevelopment - Change of use Adequate authority & regulation - Ordinances / bylaws - Rules & regulations - Environmental & historic resource protection Coordinate with desired community development Develop a community-wide Master Plan - Map Map Municipal Infrastructure (include private where available) Some Important Tools Geographic Information System (GIS) Global Positioning System (GPS) Databases 6

7 - Assess - Prioritize Resources Are Scarce You Have to Prioritize: Criticality analysis System age / configuration Regulatory priorities Development / redevelopment Grant / loan potential Political pressure Public / environmental health issues Biggest bang for the buck or low-hanging fruit - Superimpose Overlay & Combine All Infrastructure Needs: Use community-wide goals, objectives, and priorities established in planning stage Target areas with the widest impact Avoid over-commitment Be prepared to negotiate but willing to compromise Priorities won t coincide; accept it and move on! Consider an outside facilitator New England Water Environment Association 7

8 - Fund Major Advantages of in Funding: Design, bid, and construction time & cost efficiencies Can be linked to and portions funded by development Surface restoration is done once Funding Tips: Understand your costs track & project Educate & engage people Establish (stick to) a long-term Capital Plan Be realistic both in your requests and your expectations New England Water Environment Association - Document All Program Elements: Plan: have a written document Map: revise maps as work progresses Assess: tabulate and compare results Prioritize: record comparative criteria Superimpose: write down rationale Fund: track expenditures Improve: require as-built drawings Go digital! New England Water Environment Association Chelsea, Massachusetts Case Study Settled in 1624 Just north of Boston Population = 35,080 Per capita income = $14,628 Land area = 2.5 square miles Density = 16,036.8/sqmi (one of highest in US) 8

9 Case Study Factors Influencing Chelsea s Infrastructure Management: April 1908 fire destroys 1500 buildings, 350 acres, 1.1 sq mi October 1973 fire destroys 18 city blocks, 45 acres, 0.5 sqmi Case Study Factors Influencing Chelsea s Infrastructure Management: 1991 state places Chelsea in Receivership Failed financial intervention by the state Political stalemate over the city's budget Deepening economic decline Spiraling fiscal crisis 1995 council-manager government established New financial policies Focus on improving quality of service city provides to residents/businesses Increased emphasis on economic development and capital improvement The Traditional Approach: Case Study Infrastructure Improvement Begins City enters 10-year contract for O&M of water, sewer, & drain City lets annual contracts for emergency repair of sewers City embarks on Capital Plan for replacement of water mains The Problem Adjacent utilities damaged during construction Other infrastructure added at last minute Amendments & change orders increase Overall design/construction costs sky-rocket 9

10 The : Case Study Early 2000s Chelsea begins to think more holistically Water, sewer, drain, street, & sidewalk included in most projects 2010 Chelsea fully embraces Improvements coordinated with economic redevelopment Projects coordinated with improvement of private utilities Projects address all municipal infrastructure needs in the project area Case Study Chelsea s Most Current Project Now Includes: Improvement of all municipal infrastructure Sewer separation (reduce CSOs & flow-based fees for wastewater treatment) Green infrastructure & BMPs (capture, treat & infiltrate stormwater) Intersection redesign & signal optimization Ornamental lighting (enhances pedestrian environment) Bicycle lanes Street-scaping (aesthetics, air/water pollution, urban heat-island effect) Imprinting of crosswalks & sidewalks (pedestrian safety/highlight businesses) Relocation/enhancement of public bus stops Public education/participation Collaboration with watershed/environmental/minority/youth organizations Environmental permitting Long-term capital improvement planning Supplemental funding through available grants, loans, and City s I/I Fund Benefits: Addresses infrastructure needs collaboratively Allows identification of mutual benefits (e.g., stormwater BMPs & street trees) Coordinates/plans for future growth Increases potential to combine/fund infrastructure needs with new development & re-development Gains support for operating/capital budgets 10

11 Benefits (continued): Minimizes repetitive surface restoration Decreases frequency of construction disruptions Reduces calls/complaints Maximizes design, bid, and construction efficiencies Lowers overall cost to address infrastructure needs on a community-wide basis Modified If You Don t Succeed On A Community-Wide Plan: Consider a Modified with similar benefits Plan, map, assess, prioritize for infrastructure under your responsibility Invite those responsible for adjacent infrastructure to provide their needs in your priority areas Determine costs/benefits for shared projects Get buy-in from budget makers Protect your department s investment in infrastructure A Few Cautionary Notes: Don t forget to account for private utilities Rehabilitation may not appear as cost effective (e.g., sewer lining) Superimposing may oppose best plan for a single utility (e.g., sewer separation) Up-front investment can be substantial if No prior mapping or assessment data exists New or more detailed assessment is desired Construction disruption is significant but shortterm (i.e., public education is crucial) 11

12 Ways to Help Make it Happen: Understand the benefits & potential stumbling blocks Initiate discussion with your municipal counterparts Set SMART goals: Specific Measurable Attainable Realistic Timely Establish clear community-wide priorities up front Ways to Help Make it Happen (continued): Estimate reasonably achievable long range funding Educate & get buy-in from stakeholders Try a pilot project Area anticipated to see new development or redevelopment Area known to need improvements for multiple infrastructure types Ways to Help Make it Happen (continued): Develop & implement a schedule for your program Example: Year 1 = Area 1 assessment Year 2 = Area 1 design; Area 2 assessment Year 3 = Area 1 construction; Area 2 design; Area 3 assessment Continuously compare funding vs. schedule & re-adjust 12

13 Conclusion: Regardless of the approach you choose Geographic Traditional Other just make sure you develop and implement a program to properly manage your assets! Questions? Thank you! 13