Long Range Infrastructure Planning The Gilbert, Arizona
Experience Kenneth C. Morgan, PE Public Works Director
Slide 2
A number of municipal agencies have a run to failure mindset as
it relates to their infrastructure. This approach is more expensive
and often has a greater negative impact on their citizens and
customers.
Slide 3
The Responsibilities of a Municipality to their customers are
to: Be a good steward of the public trust Establish system and
component goals Be a transparent partner with the regulators in the
interest of the consumer Be a responsible operator of system
infrastructure Make consistent and timely assessments and/or
replacements of system components Perform the appropriate execution
of maintenance activities to guarantee operation
Slide 4
A Bad Day at the office The meaning of an Assessment for some
agencies is to determine the cost of replacement once the component
has failed
Slide 5
Infrastructure Misconceptions If it is built or constructed
new- we do not have to budget for maintenance for a few years A
20-year life on a component means it lasts for 20 years It is
cheaper to just run it, patch it up, and replace it when it fails
There really are no measurable differences between preventive and
reactive maintenance
Slide 6
An effective Long Range Infrastructure Planning process aligns
the agencys goals and strategies with the operational realities of
managing system components
Slide 7
The Town of Gilbert has been transitioning from a high growth-
CIP driven approach to a more balanced asset management effort
based on Long Range Infrastructure Planning (LRIP)
Slide 8
A High Growth-CIP driven approach involves: Building new
infrastructure in isolation or independent of other associated
components Minimal focus on maintenance with little regard to the
longevity of the assets The replacement of assets only when broken
or unusable No consideration of rehab or enhancement activities The
creation of huge budget spikes at the end of the assets useful
life
Slide 9
A balanced long range approach involves: An active assessment
of assets to determine their useful life expectancy Planned
maintenance consistent with industry standards over the useful life
of an asset A predictive approach to repair and enhancement efforts
The collaborative use of rehab options More balanced annual
requests for necessary replacement activity to reduce budget
spikes
Slide 10
Asset Assessment and Prioritization considers: The age and
effective use of the asset The criticality of the asset to a
specific portion of or to the entire system The possibility of
available rehab, repair, and/or replacement options
Slide 11
Planned industry standard Maintenance involves: Performing
maintenance activities on a more frequent basis Incorporating
maintenance activities with enhancement and rehabilitation
opportunities Monitoring the amount of maintenance a component
receives to identify its useful life Accurately determining the
most appropriate time to replace a component
Slide 12
A balance of the capital and operating budgets considers: A
combined strategy for improvements A criticality-based response A
collaboration of initiatives and processes An evaluation of
alternative approaches A consideration of effective enhancement
versus replacement The impact of not doing anything
Slide 13
A balance of the capital and operating budgets considers
(continued): A predictive or preventive approach as opposed to a
reactive one An assessment of where to get the best value of spent
funds Capital programs established in light of operational
realities A Right Spending Approach to extend the life of a
component where necessary
Slide 14
Anticipated results of new processes: More consistent program
approaches to the maintenance of assets Preventive maintenance
efforts instead of reactive ones The development of methodical
processes for the assessment of critical assets Prioritization of
assets to identify the best practices for their enhancement
Slide 15
Anticipated results of new processes (continued) Procedural
standardization to gain efficiencies in asset operation and
maintenance Tools to better equip workers in the execution of
assigned tasks Continuous improvement mechanisms to strengthen the
knowledge base of employees The development, implementation, and
maintenance of value added responses to customer needs
Slide 16
The overall goals of LRIP Plan it with the long view in mind
Design it with consideration of the present and future Build it
with the expertise and technology to cause it to reach its useful
life Operate and Maintain it like it may be a while before it is
replaced Replace it when that is the most cost-effective
option
Slide 17
A short-term approach to LRIP will: HAVE YOU OUT ON A
LEDGE!!