Context - Fall 2016 - 13

Infrastructure figured prominently in Mayor Kenney's first budget address,
from desperately needed facility improvements like roof replacements
to "complete streets" projects to improve pedestrian safety. But the
Mayor quickly pointed out that these improvements alone will not solve
Philadelphia's most important challenges. These challenges include:
* Two-thirds of Philadelphians currently looking for work test at the 4th
to 8th grade level in reading, writing, and math, leaving them largely
unable to secure family sustaining jobs.
* Philadelphia has the second highest percentage of work-age residents
who are out of the labor force.
* Nearly half of Philadelphians live in what are classified as "distressed"
zip codes, where there is high poverty, few people with high school
degrees, and marginal if any increase in business activity in recent years.

The Kenney Administration is embarking on historic investments
in Philadelphia's infrastructure. These investments will bring a broad
range of benefits, including increased safety, reduced operating costs,
and improved sustainability. But the policies behind this change keep
our sights fixed firmly on improving the quality of life for Philadelphia
residents in every neighborhood. That's why Mayor Kenney proposed a
sweetened beverage tax to pay for expanded quality pre-K, Community
Schools, and Rebuilding Community Infrastructure (or "Rebuild"). We
know that pre-K will allow more children to be successful in school,
leading to better job opportunities, better health, and better neighborhoods. Community Schools will provide children with access to needed
medical and social services directly in the school building. Additionally,
Rebuild is about more than just taking better care of City properties,
although that is important. Rebuild is about making places that positively
impact people's lives.
Philadelphia has a massive network of public infrastructure: over
2,500 miles of streets and 320 bridges. Three water pollution control
plants, three drinking water plants, and 6,000 miles of sewers and
water mains: 1,100 facilities, 11 million square feet, and 11,000 acres
of park land. Under Mayor Kenney, investments will be made in tools
and planning to allow smarter decisions about the use and care of these
assets. Stormwater management investments will continue, blazing a
trail of green across the City and transforming the health of our rivers
and creeks. And Rebuild will erase decades of underinvestment in parks,
rec centers, and libraries.
Smarter. In the Department of Public Property (DPP), two projects
are underway that represent a fundamental shift in asset management
in the City. One is the development of an integrated workplace asset
management system (IWAMS), a system integrating multiple sources of
facility information to facilitate reporting, analysis and decision-making.
IWAMS will combine information from the City's facilities database,
operating and capital budgets, facility energy tracking system, and three
separate facility work order systems. The centralized data will help the
City fully evaluate the useful life of facilities and building components,
like roofs and HVAC systems, and make data-based repair vs. replace
decisions. The system will also help the City use space efficiently and
track operating costs. Expected to be fully implemented by the end of
2016, IWAMS will allow the City to make better informed real estate,
maintenance, and capital investment decisions.
The second project is a public safety facilities master planning process,
which kicked off in August 2016. This project builds on granular information about each facility collected by DPP - conditions of structures,
roofs, HVAC and electric systems. But the consultant team, led by Hill
International, will go far beyond physical facility conditions. Their focus
will be: Is this the right facility in the first place? Is it in a location that
makes sense now? And, how can a building built 50 to 80 years ago
meet the programmatic needs of City departments in the 21st Century?
The consultants will use a broad range of data including call types,
response times, and demographic information to answer these questions. The output of this process will be a spending plan for public safety
facilities over the next six to eight years. After generations of capital
AIA Philadelphia | context | FALL 2016 13


Table of Contents for the Digital Edition of Context - Fall 2016

Editors’ Letter
Up Close
Design Profiles
Index to Advertisers
Mayor Kenney’s Infrastructure Policy
Green Infrastructure in Philadelphia: The Reading Viaduct Rail Park
Streets: They’re Not Just for Cars Any More
Context - Fall 2016 - ebelly1
Context - Fall 2016 - ebelly2
Context - Fall 2016 - cover1
Context - Fall 2016 - cover2
Context - Fall 2016 - 3
Context - Fall 2016 - 4
Context - Fall 2016 - Editors’ Letter
Context - Fall 2016 - Community
Context - Fall 2016 - 7
Context - Fall 2016 - 8
Context - Fall 2016 - 9
Context - Fall 2016 - Up Close
Context - Fall 2016 - 11
Context - Fall 2016 - Mayor Kenney’s Infrastructure Policy
Context - Fall 2016 - 13
Context - Fall 2016 - 14
Context - Fall 2016 - 15
Context - Fall 2016 - Green Infrastructure in Philadelphia: The Reading Viaduct Rail Park
Context - Fall 2016 - 17
Context - Fall 2016 - 18
Context - Fall 2016 - 19
Context - Fall 2016 - Streets: They’re Not Just for Cars Any More
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Context - Fall 2016 - 23
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Context - Fall 2016 - Expression
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Context - Fall 2016 - Design Profiles
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Context - Fall 2016 - Marketplace
Context - Fall 2016 - Index to Advertisers
Context - Fall 2016 - cover3
Context - Fall 2016 - cover4