Proactive digital infrastructure management can yield a significant payback

Municipal entities across New York State are faced with increasing pressure to provide optimum service at the lowest possible cost. The poor economy high and ever increasing property taxes have made local governments wary of increasing spending and must make better and more efficient use of existing resources. Public awareness and the associated demand for maintaining and safeguarding our infrastructure and overall public safety during the post 9-11 era has placed added pressure on municipal budgets across the country. The issuance of Government Accounting Standards Board Statement 34 (GASB 34), during 1999 and subsequent promulgation by state and local governments during 2001, brought infrastructure data management to the forefront. The adoption of GASB 34 requires government entities to inventory and track all fixed assets and infrastructure, determine life cycles and account for depreciation. Therefore the management of the data associated with GASB 34 compliance on an on-going basis can be a major challenge. Aside from regulatory mandates, the implementation of best practices can be used to better plan for the replacement of major capital assets. Proactive asset management is also vital to maintaining a reliable infrastructure and to minimize the potential for unplanned capital expenditures for replacement and major repairs. Computer technology, when properly planned and implemented, can offer valuable tools to a municipality as means to improve efficiency and to optimize existing resources. Such tools include Asset Management System (AMS) and Geographic Information System (GIS) software as the platform to optimize operations. GIS is a collection of computer hardware, software, and geographic data for capturing, managing, analyzing, and displaying all forms of geographically referenced information. GIS is also known as a "visual" or "hands-on" database. AMS is the digital management of infrastructure data which can be interfaced with a GIS. AMS and GIS can be implemented in a modular top down or bottom up approach depending upon the needs of the local government. Thereby allowing an entity to adopt a "walk before you run approach" from a budget and operational perspective. A modular approach will not overwhelm budgets and also allow for slow implementation and acceptance by the workforce. Here are some examples of the assets and data that can be digitally managed: * Water, sanitary sewer and storm water system maintenance * Roadway and street sign maintenance and management * Street lighting and landscaping management. * Preventive Maintenance plans and scheduling. * Fixed assets/equipment data management. * Spare parts/critical equipment inventory/repository(s)/exchange. * Operation and Maintenance Manuals (e-manuals) for new and existing facilities * Facilities - historical maintenance and repair/ work order management. * Fuel tank management (inspections, maintenance, regulatory compliance, etc.) * Safety and Emergency Planning * Vehicle management The digital data can be integrated with existing software applications to produce and proactively manage the following records, reports and schedules: * Record customer complaints and staff identified problems * Develop and track work orders (include labor and materials) * Prepare maintenance schedules * Manage Inspection and test reports * Generate weekly, monthly and annual reports on budgets Planning and staff training is essential for the successful implementation of AMS and GIS as a proactive management and planning tools to improve operational efficiency and customer service. Key planning items include the development of a solid platform for data collection. For example GIS implementation must include the development of a base map. Such a base map will include tax lots, roadways, street names, right of ways, topographical data, etc. Planning should also include a determination of the desired level of accuracy for data collection. There should also be a plan for data collection and the how the data can be integrated with existing systems. Planning should also assess computer equipment and staff capabilities to determine if equipment upgrades are required and determine the amount of training required. The digital management of critical infrastructure can be implemented in a cost effective manner as long as proper planning is performed and expectations are clearly defined. Investing in digital infrastructure management can yield a significant payback through improved operating efficiencies and better service to the residents that local governments serve. Paul Granger, P.E., is the department manager of water resources planning and design, and Melisa Ennella is a geographic information system specialist for H2M, Melville, N.Y.