In 2010, after the National Capacity Development and Operator Certification Workshop, a State-EPA workgroup was formed to evaluate and report best practices in building and evaluating managerial capacity. This effort included assessing how states were utilizing asset management practices through a detailed state survey of all 50 states and Puerto Rico. The survey results were shared in the 2012 State Asset Management Initiatives Document. EPA then released an updated version in 2018 for states to reference as they incorporated new asset management activities into their capacity development strategies to meet the 2018 America's Water Infrastructure Act requirements. The 2024 document builds upon the previous information by describing states' asset management initiatives described in their revised capacity development strategies. https://www.epa.gov/dwcapacity/state-asset-management-initiatives-documents
Promote Asset Management Training
https://www.epa.gov/sustainable-water-infrastructure/asset-management-workshops-training-slides
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.
MISSION STATEMENT The mission of the Asset Management Committee is to support APWA's strategic goal of providing excellence in education in asset management within the context of public works by producing or causing to be produced, educational materials, programs, services and/or products.
https://www.apwa.org/group/asset-management/
In an effort to expand volunteer opportunities to those who may be interested in contributing to the Asset Management Committee, the committee has created an Asset Management Knowledge Team. Members of the knowledge team will commit to share information with APWA members by writing articles; presenting Click, Listen, and Learn webinars; speaking at PWX and other conferences; and other projects.
Many state and federal agencies have policies (e.g., laws, regulations, incentives, practices, procedures, and administrative actions), or are considering policies, to address water infrastructure needs. How will state and federal officials measure the success of such policies? And how will agencies that are considering new policies decide which ones to adopt? This report identifies data and information that agencies can use to better assess water infrastructure needs of utilities of all sizes within their jurisdiction as well as develop, implement, and evaluate policies intended to help meet these need
https://www.awwa.org/Resources-Tools/Resource-Topics/Asset-Management
Our nation’s drinking water infrastructure system is made up of 2.2 million miles of underground pipes that deliver safe, reliable water to millions of people. Unfortunately, the system is aging and underfunded.
https://infrastructurereportcard.org/cat-item/drinking-water-infrastructure/
Supporting the Grand Challenge Goals of reducing infrastructure life cycle costs.
Using Asset Management to Optimize Investments
The Buried Asset Management Institute – International (BAMI-I) is a non-profit corporation whose main purpose is to educate and assist those who have an interest in applying best-buried asset management practices to extend the life and efficiency of their assets. Although BAMI-I has been mainly focused on water and wastewater systems, the principles of asset management apply to all different types of buried assets including for instance gas distribution pipes, and electric cables.
The Buried Asset Management Institute-International (BAMI-I) created the Certification of Training in Asset Management (CTAM) program to increase awareness and train utility personnel on the best way to implement and use asset management to extend the life and efficiency of their water and wastewater systems. CTAM is an online educational series for obtaining certification of training in management of underground asset infrastructure.
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