item 6g - apwa · management committee date: february 23, 2018 executive summary the asset...

ITEM 6G

TO: APWA Board of Directors

FROM: Asset Management Task Force

SUBJECT: Asset Management Report and Proposal to Establish a National Asset Management Committee

DATE: February 23, 2018

EXECUTIVE SUMMARY

The Asset Management Task Force (AMTF) was created by President Larry Stevens in 2015. The first meeting of the Asset Management Task Force was held at PWX in Phoenix in August of 2015. The task force meets mainly by conference call, but met in person in February 2018 in Kansas City, Missouri.

The Asset Management Task Force has prepared an update on the task force activities and a recommendation for an APWA Asset Management Committee.

The attached memorandum contains a report on the overall progress of the Asset Management Task Force and offers recommendations to the APWA Board.

FINANCIAL IMPLICATIONS:

Establishing a committee will have funding implications starting with the FY19 budget. The proposed FY19 Budget (not including salaries) is $11,294. The task force has been funded the last two years for a similar amount (FY17 $11,400 and FY18 $7,500).

IMPLEMENTATION/NEXT STEPS:

If the APWA Board approves the formation of a new Asset Management Technical Committee, appointments would be made during the current appointment process with member terms beginning with FY19.

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MEMORANDUM

TO: APWA Board of Directors

FROM: Asset Management Task Force (AMTF)

SUBJECT: Asset Management Task Force Progress and Recommendation

DATE: February 12, 2018

Mission of the Task Force on Asset Management

What can APWA do to further the efforts of implementing asset management forlocal governments and other infrastructure providers across North America?

How can APWA assist in developing the fundamental steps for establishing anasset management standard for North America?

Background

The Asset Management Task Force (AMTF) was created by President Larry Stevens in 2015. The first meeting of the Asset Management Task Force was held at PWX in Phoenix in August of 2015. The committee is comprised of seven members: four from Canada and three from the United States. The task force primarily met by conference call. The task force met in person at the Combined Technical Committee and Council of Chapters Meetings in 2016 and 2018. They also met in Denver, Colorado in 2017.

Progress

The task force has been focusing on completing the following resources for APWA members for rollout at the 2018 PWX in Kansas City:

1. Asset Management Roadmap for Success

This is envisioned to be an interactive step by step tool to assist local agencies with a high-level overview to improve the development of various aspects of their asset management system. The roadmap will be developed so a municipality can start at any phase and follow the suggested steps in that section to complete their plan. The roadmap will also include several resource materials from each region as examples.

The Asset Management Task Force is continuing to collect various asset management resources, and is striving to provide examples by population:

Under 25,000 25,000 – 100,000 Over 100,000

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2. Local Agency Asset Management Infrastructure Report

The task force has developed two local agency infrastructure report templates that will be posted on the asset management resources section of the website. There are also example reports from local jurisdictions. More examples will be added when discovered.

3. Guide to Successful Asset Management System Development

This resource is designed to assist with implementing the AMTF mission by striving to standardize certain asset management system components. A guide outlining the following components have been developed and will be available on the Asset Management Resource webpage.

Asset Management Policy Asset Management Objective Strategic Asset Management Plan Asset Management Plan

These components are also aligned with the International Standard Organization’s (ISO) 55001 – Asset Management Systems Requirements.

4. Educational Presentations for Chapters and Local Governments

Two educational presentations are being developed to assist with educating stakeholders on asset management. These presentations are designed to simplify key messages, as well as allowing chapters and local governments to tailor these presentations to their audiences.

Committee Structure Recommendation

The Asset Management Task Force was asked to make a recommendation on how to accomplish future work on Asset Management within APWA to meet the needs of members.

The recommendation is:

The creation of an Asset Management Technical Committee as of PWX 2018 for the following reasons:

The development of a comprehensive Asset Management program for APWAmembers is a long-term process, therefore APWA should support an effort witha longer term standing within the structure of APWA. At this time, the taskforce recommends this be in the form of a technical committee.

A committee demonstrates APWA commitment to Asset Management. It hasproven difficult to sustain a long-term effort in asset management on an ad-hocbasis.

Existing technical committees are fully engaged in their subject areas and tomake substantial progress in Asset Management would require a new team 3

with capacity to focus additional energy in this important area in Public Works.

A committee has a resource allocation in the budget to support the travel,collaboration, and staff support of the voluntary members on the committee to further the work in asset management.

As with other committees, face to face meetings are necessary to makesignificant progress in technical program areas and being a recognized committee would make that possible.

Modern Infrastructure Asset Management is a rapidly developing arena.Substantial development opportunities exist, a committee would provide more permanency and make long term initiatives possible that can adapt to technological and policy changes over time.

Next Steps for a Committee suggested by the Asset Management Task Force

If a committee structure is approved by the APWA Board, the following are suggested steps for implementation:

Charter Development Committee member selection Identify priority resources and tools needed by members to further their asset

management efforts (short-term list for 1-2 years) Strategic Plan Development to include, but not limited to:

o Scope of Asset Managemento Definitionso Resources and tools and examples of model practiceso Standard/suggested approaches to Asset Managemento Example job classificationso Education/training opportunitieso Communication plan to include various media channels for distribution

of information and transfer of knowledgeo Continued resource developmento Certification optionso Evaluation of software options to support Asset Managemento Benchmarking opportunitieso Advocacyo Provide examples of governance options for agencies and infrastructure

providers

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Asset Management Task Force

CHAIR Mr. Toby Rickman, PE, PWLF Deputy Director Pierce County Public Works 2702 S 42nd Street, Suite 201 Tacoma, WA 98409-7322

MEMBERS Mr. Alain C. Gonthier, P. Eng. Manager - ISCS City of Ottawa - ISCS 100 Constellation Cres, 6th Floor E Ottawa, ON K2G 6J8

Mr. Thomas R. Hickmann, PE Director, Engr. & Infrastructure Plan Dept. City of Bend 62975 Boyd Acres Rd Bend, OR 97701

Ms. Joline McFarlane Asset Management Specialist City of Airdrie 23 East Lake Hill NE Airdrie, AB, T4A 2K3

Mr. Dan Sailer, PE Assistant Director Public Works Town of Castle Rock 4175 N. Castleton Ct. Castle Rock, CO 80109

Ms. Michelle Tetreault President Public Works Management Corp 1005-5220 50A Ave Sylvan Lake, AB, T4S 1E5

Mr. Steve Wyton, P. Eng, MBA Manager, Corporate Project & Asset Management City of Calgary PO Box 2100 Station MC #8026 Calgary, AB T2P 2M5

APWA BOARD OF DIRECTORS LIAISON Mr. Dave Lawry, PE Director of Engineering and Public Works Village of Schaumburg 714 Plumb Grove Rd Schaumburg IL 60193

APWA STAFF Ms. Rita J. Cassida, PE Education Manager 1200 Main Street, Suite 1400 Kansas City, MO 64105-2100

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2018

TheInfrastructureReportCard

Public Works Department

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1

Contents

2 executive summary 3 state of infrastructure 7 grading methodology9 funding 10 recommendations 11 sources

This report card template is for your use to edit in a manner that

best serves your agency. The information contained in this

template is illustrative only. Data is hypothetical to assist with

illustrating concepts.

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2

Executive Summary

This grade is a cumulative rating of the agency’s public infrastructure assets.

The Public Works Department grades several infrastructure asset classes that

make up this cumulative rating:

Asset Class (Agency owned)

Roadway pavements

Traffic signals

Water Distribution

Sanitary Sewer Distribution

Storm Sewer

Fleet & equipment

The agency recognizes that maintaining existing assets to maximize value for the agency’s stakeholders is an

important part of what we do. The agency has identified universal policies and objectives that are geared

toward maximizing the following values within the existing resource constraints allocated to the listed asset

classes:

Value applicable to all asset classes:

Lowest total lifecycle cost (total cost)

Reliability

Low downtime

High safety value

Low environmental impacts

Additional value applicable to Roadway Pavements asset class:

Minimize hazardous conditions (snow, ice, potholes)

Kept clean of debris

Additional value applicable to Traffic Signals asset class:

Minimize delays for vehicular traffic

Safe and efficient integration of bike and pedestrians

Good

This section is geared toward providing a summary of the condition of the asset classes that your

agency manages. Asset classes provided here are illustrative, and your agency may have more or

less that you want to report on.

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3

Additional value applicable to (insert asset class with unique value) asset class:

(insert unique value)

(insert unique value)

This cumulative rating is an indication that the agency’s infrastructure system is in good shape to continue to

effectively serve the community. The agency has a continued pursuit of maximizing value from the public

infrastructure assets and is committed to utilizing available resources efficiently to meet this pursuit.

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State of InfrastructureRoadway Pavements

This is a cumulative grade of the average condition of the total public street

pavement network. This is a solid grade that indicates that the current funding

and human resources allocated toward pavement maintenance is good. As the

agency continues to grow and add additional infrastructure this grade is expected

to be maintained if existing funding levels are provided. The continued challenge

will be to keep a solid focus on maintenance as more lane miles are added to the

system.

Traffic Signals

This is a cumulative grade of all signal corridors over all three peak periods

(weekday morning peak, weekday evening peak, and off‐peak). As the agency

continues to grow, additional vehicles will utilize each corridor. The agency will

need to continue to adjust signal timing to maximize efficiencies. In addition,

implementing new capital improvement plans to focus on congestion relief

through capacity improvements will also be important.

Water Distribution

This is a cumulative grade of the average condition of the water distribution

system that is owned and maintained by the agency. This is a solid grade that

indicates that the current funding and human resources allocated toward network

maintenance is good. As the agency continues to grow and add additional

infrastructure this grade is expected to be maintained if existing funding levels are

provided.

Good

Fair

Good

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5

Sanitary Sewer Distribution

This is a cumulative grade of the average condition of the sanitary sewer assets.

This is a weak grade that indicates that the current funding and human resources

allocated toward sewer maintenance is in need of improvement. As the agency

continues to grow and add additional infrastructure this grade is expected to

eventually decrease if existing funding levels are not increased.

Storm Sewer

This is a cumulative grade of the average condition of agency owned storm sewer

infrastructure. This is a neutral grade that indicates that the current funding and

human resources allocated toward storm sewer operations and maintenance is

okay. As the agency continues to grow and add additional infrastructure this grade

is expected to eventually decrease if existing funding levels are maintained.

Fleet & Equipment

This is a cumulative grade of the average condition of all assets in the fleet &

equipment asset class. As the agency continues to grow and add additional assets,

this grade is expected to be maintained if existing funding levels are provided.

Poor

Fair

Excellent

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Grading Methodology

The following is a summary of the rating scale concept utilized to arrive at the individual grades for each asset

class. While each asset class may have a unique scale, they each share the same five rating categories.

A cumulative rating is then established on a weighted basis according to the following percentages:

Cumulative rating illustrative example using hypothetical data:

Asset Class (Town owned) Rating Weight %

Roadway pavements Good 20%

Traffic signals Fair 15%

Water Good 30%

Sanitary Sewer Poor 20%

Storm Sewer Fair 15%

Fleet & equipment Excellent 5%

Failed Poor Fair Good Excellent

Pavements, 20%

Traffic Signals, 15%

Water, 30%

Sanitary Sewer, 20%

Storm Sewer, 15%Fleet, 5%

ASSET CLASS WEIGHT

This section is geared toward describing how your agency quantifies your service levels for each

asset class. LOS can vary from agency to agency based on values you are trying to maximize. A few

ideas are provided here, but are not intended to be a benchmark or best practice. The best service

levels should be based on the values your agency is striving to maximize. The use of available

standards developed by agencies such as the American Water Works Association, or United States

Department of Transportation, are great resources to utilize for this.

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Cumulative Rating: Weighted average of the asset classes from previous table

Excellent – 5pts, Good – 4pts, Fair – 3pts, Poor – 2pts, Failed – 1pt

[(0.2 x 4) + (0.15 x 3) + (0.3 x 4) + (0.2 x 2) + (0.15 x 3) + (0.05 x 5)] / 1.00 = 3.55

Combined Rating: Between Fair and Good

Roadway Pavements

The agency classifies the public roadway network into two categories for condition rating purposes:

‐ Primary: These are collector and arterial type roadways that typically carry heavier volumes, larger

vehicle classification ranges, and higher speeds.

‐ Secondary: These are minor collector and residential streets that typically carry lower volumes, lower

vehicle classification ranges, and lower speeds.

For each classification the Department utilizes an average Pavement Condition Index (PCI) for each

classification. The PCI is graded according to the following scale:

The following table summarizes the current rating scale along with the current average score for each

category:

Road Category PCI Scale Range Avg. PCI Goal Current Avg. PCI Grade

Primary 0 ‐ 100 75 76 Good

Secondary 0 ‐ 100 70 72 Good

Cumulative 74 Good

Traffic Signals (Another asset class could be roadway capacity. In this case remaining capacity could be a good

level of service measure. This would entail measuring average daily traffic and dividing by planning level

capacity values).


0 50 60 70 80 100DRAFT

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The agency utilizes a Travel Time Index (TTI) along arterial roadways that contain agency owned and operated

traffic signals. The TTI is a measure of the actual flow of vehicle traffic occurring during the weekday peak

periods against the free flow speed of the same roadway as if no traffic signals existed. For example: if a

vehicle is driving the corridor at the posted speed limit and encounters no delays along the corridor, this is the

free flow speed. The actual time it takes to travel the same distance during a peak period is then measured.

The TTI is then the actual time divided by the free flow. So a TTI of 2.0 means it takes a vehicle twice as long

during the peak period compared to a free flow condition. The heaviest direction of travel is measured. For

example, the morning peak period may be a westbound direction along the corridor, while the evening peak

hour may be the eastbound direction.


category:

Corridor TTI Scale Range TTI Goal Avg. Morning Peak

Avg. Off‐Peak Avg. Evening Peak

Road A Blvd. 1.00 ‐ > 1.00 1.45 1.43 1.30 1.60

Road B St. 1.00 ‐ > 1.00 1.45 1.30 1.30 1.30

Road C St. 1.00 ‐ > 1.00 1.45 1.52 1.65 1.85

Road D Rd. 1.00 ‐ > 1.00 1.45 1.70 1.60 1.65

Road E Pkwy. 1.00 ‐ > 1.00 1.45 1.70 2.10 1.60

The rating scale for TTI scale is as follows:

Based on the current average conditions of each category, the following shows the translated grades:

Corridor TTI Goal Avg. Morning Peak

Avg. Off‐Peak

Avg. Evening Peak

Cum. Avg. Cum. Letter Grade

Road A Blvd. 1.45 1.43 1.30 1.60 1.44 Good

Road B St. 1.45 1.30 1.30 1.30 1.30 Good

Road C St. 1.45 1.52 1.65 1.85 1.67 Fair

Road D Rd. 1.45 1.70 1.60 1.65 1.65 Fair

Road E Pkwy. 1.45 1.70 2.10 1.60 1.80 Poor

Cumulative Avg. 1.57 Fair

Excellent Good Fair Poor Failed

1.0 1.3 1.45 1.75 2.0

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Water Distribution (Potential LOSs: number of breaks in a year per pipe‐mile, remaining system capacity,

service interruption hours, any existing benchmarking data. You may want to use multiple measures.)

This asset class is graded according to the following scale:


category:

Category Scale Range Avg. Goal Current Avg. Grade

(Agency develop) (for agency development) (for agency development) (for agency development)


Cumulative

Sanitary Sewer (Potential LOSs: pipe condition rating based on video inspection, remaining system capacity,

service interruption hours, any existing benchmarking data. You may want to use multiple measures.)



category:




Cumulative


0 # # # # #


0 # # # # #

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Storm Sewer (Potential LOSs: conveyance system condition rating, remaining system capacity, , any existing

benchmarking data. You may want to use multiple measures.)



category:




Cumulative

Fleet & Equipment (Potential LOSs: percentage of time available, percentage past useful life, any existing

benchmarking data. You may want to use multiple measures.)



category:




Cumulative


0 # # # # #


0 # # # # #

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Funding

Funding to the Public Works Department for operations and maintenance expenses associated with all asset

classes comes from a variety of sources. The prevailing source is from sales tax. The total revenue stream for

the department associated with operations and maintenance activities is divided into two expenditure funds:

Transportation Fund

The Transportation Fund is the fund utilized to handle the operations and maintenance items associated with

all asset classes with the exception of Fleet & Equipment (Fleet Fund). The projected 20XX revenue for this

fund is close to $19 million. This fund’s expenditure distribution is divided into six primary categories:

Trans. FleetPW Dept

17%

50%3%

12%

8%10%

Trans. Fund Expenditure Categories

Personnel Services & Other Supplies Capital Debt & Financing Transfers Out

This section is geared toward describing high level revenue that is allocated for the operations and

maintenance of the asset classes your agency oversees. Capital resources should not be included if

you are interested in summarizing costs to operate and maintain existing assets. The illustrative

information provided here has been simplified to a transportation example.

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The services and other is utilized to conduct the largest amount of street maintenance activities. Known as

the Pavement Maintenance Program, for 20XX the amount of funds allocated for contracted pavement

maintenance activities is close to $7 million.

Equivalent Unit Costs:

It’s difficult to get a precise dollar amount that is spent on each individual asset class. Department personnel,

equipment, and materials are used to cover several functions within multiple asset classes. The Fleet &

Equipment asset class is the exception. All expenses associated with this asset class are captured within the

Fleet Fund.

To simplify, if we look at the total operations and maintenance expenditures used to provide the current levels

of service in all asset classes allocated to the Transportation Fund this expenditure is approximately $16.1

Million for 20XX. This amount is arrived at by taking the full projected expenditure amount for the

Transportation Fund ($20.06 Million) and subtracting out new capital expenditure projections ($2.35 Million)

along with capital debt service payments ($1.61 Million).

Annual Cost per Lane‐Mile:

A lane‐mile is a typical unit of measure for streets. It is one lane that is one mile long. So a one‐mile segment

of road that has a lane for both directions is 2 lane‐miles. The agency’s current lane‐mile inventory as of the

end of 20xx is 623 lane‐miles. Using the projected $16.1 Million estimate from above, the total cost for the

Department to operate and maintain the roadway network at current service levels in all areas is $25,800/ln‐

mile (rounded).

Annual Cost per Capita:

This is meant to be illustrative only. No revenue from property tax or per person fee is currently generated

for the Department. This provides an idea of what the total cost for Department services at current service

levels would look like if it were to be spread out only across agency residents. The current estimated Town

population at the end of 2015 is 59,189. Using the projected $16.1 Million estimate from above, the total cost

for the Department to operate and maintain the roadway network at current service levels in all areas is

$272/person.

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Fleet Fund

The Fleet Fund is the fund utilized to handle the operations and maintenance items associated the Fleet &

Equipment asset class. The projected 20xx revenue for this fund is close to $5.5 million. This fund’s

expenditure distribution is divided into four primary categories:

The capital category is the largest expense category. Expenditures in this category include the purchase of

new, and replacement, vehicles and equipment. For 20xx the amount of funds allocated for vehicle and

equipment purchases is close to $5.3 million.

Equivalent Unit Costs:

Since the Fleet Fund deals with one asset class, it’s easier to obtain equivalent unit costs for this class. To

simplify, if we look at the total operations and maintenance expenditures used to provide the current levels of

service in the Fleet & Equipment asset class, this expenditure is approximately $1.0 Million for 20xx. This

amount is arrived at by taking the full projected expenditure amount for the Fleet Fund ($6.3 Million) and

subtracting out new capital expenditure projections ($5.3 Million).

8%3%

4%

85%

Trans. Fund Expenditure Categories

Personnel Services & Other Supplies Capital

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Annual Cost per ?:

(Description needed)

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Recommendations

Public Infrastructure Assets Outlook:

Taking good care of the agency’s assets is important to ensure that they are being maintained in the most cost

effective manner possible. As the agency continues to grow, the expansion of these assets will be a main

focus to assist with ensuring future stakeholder needs. However, the operation and maintenance of the

existing assets will be important to maximize value for existing stakeholders. The Department has solid

management policies and procedures in place to effectively utilize the financial and human resources

dedicated toward operating and maintaining the existing asset classes it is charged with managing. It’s

recommended that this be maintained as a minimum. The Department is also routinely looking for

opportunities to make improvements to policies and procedures to ensure that efficiencies are maximized.

Roadway pavements:

The Department’s current goals established for pavement maintenance have been met for 20xx. Based

on feedback received during the agency’s most recent community survey the existing stakeholders are

pleased with the current pavement conditions. It’s recommended that current resource allocations

and practices be maintained.

Estimated annual budget increase to obtain “(next highest)” grade: $x,xxx,xxx

Traffic Signals:

The most recent community survey indicates that most stakeholders are interested in focusing efforts

on reducing congestion on agency roadways. Traffic signal timing is just one component of this as

existing intersection configurations have a finite ability to process vehicles. The Department’s goal is

to minimize the Travel Time Index for the highest volume vehicular patterns during the various typical

daily peak hours. It’s recommended that the Department continue to make signal timing adjustments

to achieve current TTI goals where possible. Once timing plans are maximized, the Department will

need to look at alternatives, such as capital improvement projects, to assist with mitigating congestion

issues. It’s recommended that current resource allocations and practices be maintained.


This section is geared toward describing high level recommendations. If you’d like to provide

illustrative options for what resources may be needed to improve an asset class’s LOS, this is a good

place to do this.

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Water:

The Department’s current goals established for this asset class have been met for 20xx. It’s

recommended that current resource allocations and practices be maintained.


Sanitary Sewer:

The Department’s current goals established for this asset class have not been met for 20xx. It’s

recommended that current resource allocations be increased to achieve current goals.

Estimated annual budget increase to obtain “(next higest)” grade: $x,xxx,xxx

Storm Sewer:




Fleet & equipment:



Estimated annual budget increase to obtain “Excellent” grade: N/A (highest grade is obtained)

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Sources

Annual Budget: Information used in this report related to the Department’s revenue and expenditures

can be found in the 20xx agency Budget. This is available online at: (insert agency website or location

information)

Additional Transportation References:

Master Plan: The current Master Plan provides summary information associated with planned

improvements as the agency continues to grow. This document is available on the agency’s website at:

(insert agency website or location information)

Public Works Strategic Plan: The Department’s Strategic Plan provides summary information on the

Department’s short and medium range plans. This document is available on the agency’s website at:

(insert agency website or location information)

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The Infrastructure

Report Card Your Agency

Date Agency Logo

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Contents

3 Executive Summary

4 Rating Methodology

5 State of Infrastructure

6 Recommendations

7 Sources

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Executive Summary

Include the overall picture of infrastructure in your jurisdiction. Explain what you

have, what shape it’s in, what the future holds from a broad perspective. An easy

way to communicate the status of your agency’s infrastructure is to rate each

system on a scale from Good to Poor.

[Replace text and pictures with your own]

Ask yourself:

What is the Level of Service (LOS) for my agency’s infrastructure?

What is produced?

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Rating Methodology

Include how you arrived at your conclusions. Where did your data come from?

How was it analyzed? What current events were considered? How does the

grading and data collection fit into your overall strategic direction?

For Example:

Infrastructure Asset Rating

System

Scale

Drinking

Water

Pipes International

Water Assn –

Infrastructure

Leakage

Index (ILI)

1-8 scale; Very Bad= >8, Poor= 4-8,

Good= 2-4, Excellent= 1-2

Roads Pavement Pavement

Condition

Index (PCI)

0-100 scale; Very Poor=0-25, Poor=26-

40, Fair=41-54, Good=55-70, Very

Good=71-85, Excellent=86-100

Parks - Facility

Condition

Assessment

Poor= >1.0, Fair= 0.10 – 0.05, Good=

<0.05

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State of Infrastructure Wastewater Detail out each of your infrastructure types (e.g., aviation, bridges, dams, drinking

water, parks, roads, solid waste, transit, surface water/flood control, wastewater)

and what rating they each received and trends.

Include information about its current state, funding issues, future demand

anticipated, and recommendations for what to do next.

Drinking Water Continue to detail the grade, current state, funding issues, future demand, and

recommendations for each infrastructure type.

For Example:

Infrastructure Asset Current Rating Trend

Wastewater Pipes Poor

Drinking Water - Good

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Funding

Information on how your infrastructure is funded is helpful. Where do funds

come from? How are they spent? What is the cost per person if you divide your

budget by your population? Giving readers a sense of how much they currently

pay versus how much is needed helps them understand the scope of need.

For Example:

Figure 1: Gallions Purchased (in millions) Decreased motor fuel consumption has

led to a decrease in funding available for transportation improvement projects

leading to a decreasing trend in Pavement Condition Index scores. We anticipate

that more funds will be needed to improve rating.

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Recommendations

Like Executive Summary, what is the overall takeaway readers of this report card

should know.

For Example:

Option A: Trend indicates that overall Drinking Water Infrastructure is decreasing.

Invest in Drinking Water Infrastructure before “Good” rating falls to

“Fair” or “Poor”.

Option B: Continue investing in Wastewater Infrastructure to increase the rate at

which rating improves.

Option C: Postpone investing in infrastructure until next fiscal year in order to

allocate more budget towards that expense.

Recommendation(s): Author recommends Option A because X, Y, and Z. DRAFT

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Sources (or appendices)

Add sources to direct readers to more information or provide specific data that

supports your analysis and conclusions.

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APWA COMMITTEE CHARTER

ASSET MANAGEMENT COMMITTEE

MISSION STATEMENT To support APWA members that operate, improve and maintain public works and infrastructure through advocacy, education, resource development, and member engagement in the field of asset management.

OBJECTIVES The principal objectives of the committee, in support of APWA’s Strategic Goals and Activities, are to:

1. create and maintain an asset management strategy for the committee and APWA; 2. make APWA the go‐to source that public works professionals seek out for information

and education on asset management; 3. Identify and/or plan and develop educational resources for APWA membership; 4. identify industry trends, emerging technologies, and concerns related to asset management

including collaborating with the APWA International Affairs Committee and the Jennings Randolph Fellowship Program to identify international emerging technologies;

5. provide a forum for APWA members to exchange ideas, technologies, and information on asset management;

6. identify opportunities to work with APWA chapters to provide information to and get feedback from chapter members on asset management issues and the types of resources needed by public works professionals on asset management at the chapter level;

7. develop and implement a communication strategy to include various media channels for distributing content including, social media, print, digital learning, chapter and PWX education sessions;

8. identify career development and workforce issues; 9. create and maintain an asset management website that is relevant to members; 10. collaborate with other APWA technical committees on asset management initiatives; 11. provide direction and oversight to programs, services and products within asset management; 12. provide guidance to staff regarding marketing of APWA programs, products and services; 13. serve as subject matter experts in the area of asset management for publications, media

requests, education sessions and other opportunities; and 14. participate in and support asset management coalitions.

ORGANIZATION Chair: The committee chair shall be appointed by the APWA President‐Elect. The chair is responsible for overall direction and management of the committee. The term of office for the chair shall be one year, but the chair may be reappointed for a second year by the APWA President‐Elect. No member of the committee can serve more than a maximum of 6 years including a maximum of 2 years as chair. Vice‐Chair: The committee may select a vice‐chair. The vice‐chair must be an appointed member of the committee. The vice‐chair will serve as the chair in the event the committee chair cannot participate in

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a meeting. Selection of a vice‐chair does not guarantee the individual will be appointed by the president‐elect to the chair position when the position becomes vacant. Members: The APWA President‐Elect shall appoint up to six (6) voting members (including the chair). Committee members serve a two‐year term and may be appointed for up to three consecutive two‐year terms. The qualification basis for appointment to this committee is to be a “highly knowledgeable” subject matter expert in the specific area of committee responsibility with diversity of technical background and experience, geographic diversity and be representative of APWA’s broad membership and currently engaged in asset management. It is recommended that the committee be comprised of a combination of senior public works leaders and emerging public works leaders.

Corresponding Members: The committee chair may designate any number of non‐voting corresponding members as the need arises, especially to address areas of development that may not be fully represented by the committee. Corresponding members need not be APWA members. If they are invited to attend a face to face meeting they must cover their own travel expenses. Groups of corresponding members (subcommittees and knowledge teams) may be formed as necessary to further the mission of the committee. A group of corresponding members may be dissolved or established by a simple majority vote of the committee. FINANCIAL AND ADMINISTRATIVE SUPPORT The committee will participate every year in a combined meeting or in a collaborative effort that addresses the objectives of the committee and the APWA strategic plan. Expenses related to these activities are reimbursable for committee members. The committee will also meet one‐day prior to PWX. Committee members shall commit to fund their own travel and expense to attend the committee meeting held at PWX. Generally, each committee meets by conference call up to ten times per year for approximately a one‐hour teleconference. Administrative support shall be provided by APWA staff. REPORTS The committee shall produce an annual work plan that takes into consideration review of APWA products and programs and addresses the objectives listed in this charter. A written summary of each conference call and in‐person meeting shall be prepared by the chair or his/her designee. The summary shall be provided to all committee members and may be posted on the APWA website as information to general APWA membership. Committee updates may also be requested periodically for submission to the APWA Board of Directors via the at‐large director. CHARTER CHANGES Amendments to this charter require a majority vote of the voting committee members present at a regularly scheduled meeting (when there is a quorum) and are subject to approval by the APWA Board of Directors. Date of Board Approval:

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item 6g - apwa · management committee date: february 23, 2018 executive summary the asset...

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