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The Center for Sustainability (C4S) is excited to release the first version of the Resource Guide for Chapter Sustainability Liaisons and Committees. The resource guide was developed to provide guidance to chapters interested in creating a sustainability committee as well as those that have an existing sustainability committee and would like assistance with developing and growing the committee.

The resource guide contains information on the function of a committee, role of the chair and members as well as suggestions for strategic planning, programming activities, building an awards program and contact information for other chapter committees and information on mentorship opportunities.

The Resource Guide for Chapter Sustainability Liaisons and Committees can be found in the Library of the Center for Sustainability Community on APWA Connect. For more information or if you would like to provide feedback on the resource guide please contact C4S Chapter Engagement Subcommittee Member Matt Rodrigues at or Anne Jackson APWA

Matt Rodrigues, P.E., ENV SP

Traffic Engineer

Public Works Maintenance, City of Eugene


APWA’s Center for Sustainability (C4S) was highlighted recently in an industry report regarding climate change educational programs and services offered by leading professional societies. The report Professional Societies and Climate Change from The Kresge Foundation, analyzes 41 professional societies’ programs that include integration of climate change impacts. The  report aimed to identify tools, information and best practices for training professionals working in urban areas to create more resilient communities.

The Kresge Foundation, using a matrix, identified and categorized each association’s relevant programs or services according to the themes of climate change adaptation, climate change mitigation and social justice. Many of these resources were seen as directly applicable to the ability of professionals working in urban areas, who deal with climate impacts that result in more intense and frequent natural disasters in local communities, to do their jobs.

Some organizations, including APWA, have been working on sustainability for more than a decade and have seen initial interest in climate change adaptation and resilience lead to more interest in mitigation, according to the report.  “In [the] early days everyone said public works was a hurdle to getting stuff done on mitigation, but resilience has been a great opportunity… a better way for public works to embrace the climate issue,” said C4S Chair, Kim Lundgren, CEO of Kim Lundgren Associates in Woburn, MA.

In the report section, Disaster Preparedness/Resilience is Another Common Frame, some organizations mention disasters and resilience as a mechanism to discuss climate change with their membership, which is true for the professional organizations impacted by natural disasters (NEMA, NHMA, AIA, APA, APWA).

Anne Jackson

APWA Director of Sustainability


President Trump has promised to drain the swamp in Washington. We ran this through Autocase for Green Infrastructure to see what the value is of this “strategy”. We centered the project at 1600 Pennsylvania Avenue (although we considered running it from Trump’s hotel at 1100 Pennsylvania Ave). But, using the White House as the project site, we find an interesting result - that the Trump International Hotel may be the biggest beneficiary from the natural ecosystem.

The project was set to run for 4 years starting on January 20th 2017. We assumed a 100-day (de-) construction period. We left the planning period at zero since that is not the President’s strong suit.

We ran Autocase for Green Infrastructure to value an existing 1-acre swamp in D.C. to see what we’d lose from draining it.

Green infrastructure such as a swamp has many benefits; stormwater is naturally cleaned of pollutants, flooding is reduced, air pollution and carbon emissions are reduced, urban heat island effects are reduced, and property values are enhanced.

The swamp creates positive social and environmental value for Washington and also have value on a national or global scale.

In Autocase for Green Infrastructure, the value of a project is summarized in terms of Financial or Sustainable Net Present Value, or NPV. The Financial NPV only includes costs and benefits that involve cash flows to the government. Since this is an existing swamp there are no capital expenditures or operations and maintenance (O&M) costs but there are avoided costs (without the swamp you need additional piping and detention to handle the stormwater run-off so Autocase for Green Infrastructure has calculated the capital expenditures and O&M costs for these items).

The Sustainable NPV, on the other hand, includes not only financial cash flows but also the monetized value of all of the project’s social and environmental net benefits to society as a whole. In this case these, to be conservative water quality benefits were not included. Other benefits include changes in carbon emissions (Autocase allows setting the social cost of carbon to zero, or any other value, if President Trump so wishes).

Other benefits include changes in air quality, urban heat island reduction, property value uplift, and a reduction in flooding.

In the case of keeping the 1-acre swamp, the total Sustainable Net Present Value is $137,706. This means that this design alternative has a positive total value when summing together the Financial, Social, and Environmental costs and benefits. Therefore the saving the swamp project has an overall net positive value to society.

Overall, saving the swamp will result in reduced government outlays on piping and detention to stop flooding. It also has a positive social and environmental value and brings overall benefits to the surrounding region including President Trump’s hotel. We think President Trump should re-consider.

John Parker
Chief Economist
Impact Infrastructure


So, I am a “car guy”. I recently purchased a new sports car, the most expensive car yet in a series of many cars over my driving life. While I was impressed with the performance, quality, and purchase price,  my interest didn’t stop there. I wanted to know what is the on-going maintenance schedule and costs to assure the vehicle will last as long as possible

There are a couple of approaches you can take with a car. You can pay for your car and then drive it until it breaks, or you can put oil in it and schedule regular maintenance checks. The latter approach will cost you more in the short term but at the end of the day the car will last longer and should cost you less money.

Any organization which is responsible for infrastructure, should take serious their stewardship responsibilities for the long-term sustainability of publicly owned assets. While there is a growing awareness of the infrastructure deficit we face in North America, there continues to be a resistance and ambivalence to the subject. Asset management is a process that puts some structure and rigor around managing publicly owned infrastructure and the services it delivers. The process provides the information for local government to develop a strategy that considers realistic life-cycle projections, replacement costs, and risk analysis to allow for long term organization-wide planning.

An asset management system provides the resiliency required in order to apply informed decisions relating to major capital investment, giving consideration to stakeholder interests, economic conditions and existing asset conditions. It helps to answer, what do we want, what do we have, what do we need and when.

An AMS can be developed over time as a three-phase approach. Phase 1 would include the creation of an asset management policy and framework. These resources will provide a holistic foundation for preparing Asset Management Plans for community water, wastewater, stormwater, road, and community building and facility assets.

Phase 2 would focus on the development of the AMS strategy and financial planning to align with the long-term capital planning process of an organization. This phase would also involve scoping of an Asset Information System and the completion of the specific Asset Management Plans.

Phase 3 would involve finalizing key tools and resources for implementing the AMS over the long term. These would include an Asset Management Handbook, Asset Information System and a Community Awareness Strategy.

Having a good Asset Management System in place will help allocate resources between asset classes based on priorities defined by your community strategic plan and asset management policy. Simply it will help you determine whether a road repair is more critical over a mechanical replacement in one of the City facilities.

There are numerous resources to help an organization thru the process APWA has an Asset Management Task Force which has been researching the topic over the last year. They are researching and developing an asset management road map to provide members an easily understood method to follow in developing their asset management system.  

While the concept of know what you are buying, understanding and budgeting the long term maintenance costs; and undertaking the ongoing maintenance may seem simplistic, following these key steps whether you are owning a sports car of responsible for municipal infrastructure, assures many years of happy motoring!

Dwayne Kalynchuk

Director of Public Works & Engineering City of Victoria


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