Tag: Vice President David Lawrence

Civil Asset Management Course Comes to Michigan Tech

Aerial view of the Grand Rapids river as it crested during the flood event.

Five years before the 2018 Houghton Father’s Day Flood presented civil engineers with infrastructure challenges, there was the Grand Rapids Flood Event. This flood, which lasted from April 12 to April 25 2013, affected multiple areas in the city. At that time, the Midwest had been receiving a deluge of rain, with Grand Rapids getting 3.5 inches (89mm) of the wet stuff between April 8 and 15. And upriver, the Comstock Park community received 5.04 inches (128mm). With the latter rainfall, the Comstock Park floodwaters moved from minor to moderate, resulting in the river rising to 13.3 feet (4.1m) by April 13.

Rain continued to fall throughout the city, but on April 19, the tipping point was the 9.1 inches that fell in Grand Rapids, breaking the 109-year record from the flood of 1904-1905. Then, things rapidly grew from bad to worse. On April 21, the Grand River crested at 17.8 feet (5.8 feet above flood level) in Comstock whereas it rose to 21.85 feet (3.85 feet above flood level) in Grand Rapids.

1700 residents were evacuated (1000 from the Plaza Towers alone). Roads were closed. Railroads were impassable. The water in the city core was so high, in fact, that people reported fish swimming by their office floor windows. 429 million gallons of wastewater ended up seeping into the Grand River.

After the flood, the investigations began, not only to determine what went wrong, but also to prepare for future disastrous events.

Experts analyzed the events and identified the city’s risk of flood-prone areas using Geographical Information System modeling. They collected the physical data about the flood protection system assets for contingency planning and resiliency analysis against intense storm events.

Flood waters as seen through an office building window.
Floodwaters as seen through a window in the downtown core of Grand Rapids.

Introducing Mark Declercq

Civil Asset Management expert Declercq.
Civil Asset Management expert, Mark Declercq

One of the leading engineers on the front lines was Grand Rapids City Engineer and Civil Asset Management expert, Mark Declercq, PE and MTU Alum (Bachelor’s and Master’s of Structural Engineering, ’88, ’90).

As City Engineer for Grand Rapids, Declercq was responsible for the enterprise asset management program, capital project delivery, and capital maintenance program for the care of public assets.

These assets included the public transportation systems; water distribution and sanitary collection systems; storm water conveyance systems, pumping stations, retention structures and clean water plants; energy audits on public buildings; and solar array systems design and installation. In other words, he played a major role in Grand Rapids infrastructure.

After the flood, Declercq stepped in to co-lead the Grand River Corridor Strategic and Conceptual Planning for the potential river restoration project and riverbank development. The project, indeed, was a success: the Grand River watershed, low-head dam restoration, and flood protection system were all re-certified by FEMA. This recertification was a crucial part of the update and digitalization of nationwide flood insurance maps.

And this restoration project smartly kept the heart of the city in mind, too. For instance, the impressive amphitheater project in downtown Grand Rapids is a result of that strategic plan. In the 2013 Grand Rapids Flood Event, then, Asset Management was crucial for building resiliency, sustainability, and business continuity. (Fun fact, former MTU professor Dr. Henry Sanford acted watershed hydrology expert for the City of Grand Rapids.)

Sharing His Civil Asset Management Expertise With MTU

Declercq will bring his experience as a City Engineer, his expertise in Asset Management Planning, and his over 33 years in the private and public sectors to Michigan Technological University. In Fall 2023, he is teaching a 3-credit, online Civil Asset Management professional development course for the Department of Civil, Environmental, and Geospatial Engineering.

Currently, he serves as president of Applied Asset Management Consultants, an entrepreneurial start-up that was launched in 2018.

And his skills and credentials don’t stop there.

Declercq not only holds certifications in Professional Asset Management, LEAN Management, and Emergency Management, but also has memberships in the Institute of Asset Management, the American Society of Civil Engineers, and the Michigan Society of Professional Engineers. Indeed, his resume is loaded with his accomplishments.

The Grand Rapids flood was one of Michigan’s worst natural disasters. It altered how we worked and lived in the downtown area. It served as a catalyst for a shift in the way we conceived land use and the deployment of resources in order to save our city and construct it in the future.

David Lawrence, Vice President for Global Campus and Continuing Education, who was working in the downtown core during the flood event.
A railroad bridge, an example of a civil asset, inundated with water during the Grand Rapids Flood event.
A railroad bridge, an example of a civil asset, inundated with water during the Grand Rapids Flood event.

Building Connections to Tech

Declercq is no stranger to Michigan Tech either. Previously, he collaborated with Dr. Audra Morse to invite CEGE students and faculty to participate in the IAM Great Lakes Branch quarterly meetings. One goal: exposing students to best practices involved with real-world CEGE challenges. Another goal: introducing students to future employers, such as public municipalities, federal and state regulatory agencies, private sector companies, and engineering consultants.

In addition, at the November 2023 IAM Great Lakes meeting, the CEGE will present the Enbridge Line 5 Risk Assessment under the Straits of Mackinac. This presentation will showcase the work and ingenuity of the CEGE Dept and its students.

So it was only natural that Dr. Morse proposed an Adjunct Professor of Practice opportunity so that Declercq could share his expertise on asset management as it applies to civil infrastructure.

Managing Civil Assets

According to Declercq, all infrastructure has value to its organization, customers, and stakeholders. Thus, in civil engineering, Asset Management is the science and practice (coordinated activity) of managing infrastructure systems and civil assets to realize their value and to achieve the highest levels of services for communities. Asset Management, which is cross-functional, involves several disciplines, such as business management, finance, and risk.

The goal is optimizing the life cycle of the civil assets that shape our lives. Below is just a short list of civil assets.

  • Transportation systems (roads, bridges, tunnels, and all assets within the public right-of-way)
  • Long-span bridge systems (Mackinac Bridge)
  • Potable Water distribution systems (watermain pipelines, groundwater pumping systems, buried and elevated tanks, and water treatment facilities)
  • Wastewater collection systems (underground piping, clean water treatment facilities)
  • Storm water conveyance systems
  • River watersheds and dam structures
  • Flood protection systems
  • Landfill operations
  • Natural assets like trail network system, national and state parks, museums
  • Electrical/Natural Gas generation, transmission, and distribution systems
  • Public-use facilities
Historic Fayette State Park on the Garden Peninsula, an example of a civil asset.
Fayette Historic State Park on the Garden Peninsula, Michigan: An example of a civil asset

Interviewing Mark Declercq

To let him speak, I asked Declercq a few questions about his course and the future of civil engineering.

Q. When is the course running? How is it delivered? What content does it cover?

A. The 14-week, for-credit course “Civil Asset Management” (CEE 5390) will first be available in Fall, 2023. It is delivered in a synchronous online format. That is, classes will run Tuesdays and Thursdays from 4:00-5:20 pm. Each class will consist of brief instructor-led lectures, followed by student engagement activities. There is also a weekly online laboratory session for applying concepts and working with real-life scenarios.

This course is suitable for all civil engineering students who want to broaden their skills. Civil Asset Management spans a diversity of disciplines including business, finance, risk, supply chain managers, construction managers, facility managers, resource managers, and operational and maintenance managers. CAM, in short, is necessary for the long-term design, maintenance, and sustainability of civil engineering infrastructure and facility asset types in the United States.

The course covers several topics fundamental to Civil Asset Management. Topics include asset data and risk assessment; environmental, social, and governance principles; six working capitals; overview of computerized maintenance systems; sustainability strategies; and funding mechanisms. Central to this course is a rich case study on the 2013 Grand Rapids flood event.

Students will acquire many valuable skills, such as evaluating asset value against cost, risk, and performance in managing the long-term care of civil engineering infrastructure. They will also apply the 10-steps to building an Asset Management Plan. Finally, they will use the A3 Lean Management tool for scenario and business case evaluation.

Q. Why is Civil Asset Management important to civil engineers? What organizations use it?

A. Civil Asset Management is an important and necessary technical and business skill set for today’s civil engineers. That is, civil engineers must learn to be strategic about developing recommendations and formulating decisions. They must be able to optimize the value of asset infrastructure.

This skill set has several societal benefits, too, such as enabling the affordability of and accessibility to basic infrastructure, such as water, wastewater, and multi-modal transportation options. It also equips engineers with the skills to develop strategic plans that incorporate resiliency and sustainability against climate change. And in these plans, engineers learn how to account for disruptors to business continuity.

Most importantly, Asset Management values Environmental, Social, and Governance (ESG) principles embraced by many international governments, as well as the United Nations Sustainability Development Goals. Also, traditional US civil engineering firms need those with Civil Asset Management expertise to develop plans and frameworks for organizations.

Although early in its journey in the United States, Civil Asset Management has been adopted by several Michigan organizations. These include the Michigan Department of Transportation; the Michigan office of Environment, Great Lakes, and Energy (E.G.L.E.); and the Michigan Chapters of the American Water Works Association (AWWA) and Water Environmental Association (MWEA). Asset Management has also been incorporated at the federal level. It is employed by the Department of Defense, the US Army Corps of Engineers, the Department of Interior for US Parks, and the Environmental Protection Agency (EPA).

Q. How does Civil Asset Management help civil engineers prepare for some of the challenges in their fields?

A. Critical thinking is a significant challenge in our civil engineering industry. Or to put it another way, strategy, planning, and the art of “big picture” thinking comprise an undervalued skill set in our industry. This skill set, though, is crucial to both Asset Management and Project Management.

Another challenge for civil engineers is understanding the concept of “value” from the viewpoint of the customer or end user. For example, consider watermain breaks caused by freezing winter temperatures and an unreliable, aged distribution system. The risks are high if the geographical impacts are widespread and felt for a prolonged period of time. Hence, the “value” of the water system in this state is considered less than desirable, especially from users facing affordability challenges with their monthly water rates. Electric outages from recent storm damages throughout Michigan are another example.

Asset Management Planning, then, enables both the strategic thinking and long-term planning to develop scenarios based on data, science, and known risks that improve customer/user outcomes, such as affordable water rates and electrical reliability. Implementing Asset Management’s best practices and tools helps civil engineers do better for their communities and beyond.

Q. Where are those with Civil Asset Management expertise employed?

A. Those with Civil Asset Management experience often begin their careers in a variety of roles: young project engineers, data analysts, engineering technicians, product designers, and project managers. This expertise also opens up opportunities for moving up to positions, such as a CEO, COO, Vice President, or Director of assets and capital project delivery programs.

Additionally, those who have knowledge in managing civil assets might take on the roles of City Managers, City Engineers, Finance Officers, Risk Managers, County Administrative Managers, Water/Sewer/Storm Asset Managers, Public Works/Services Directors, Facility Managers, and other top management and C-, VP-level leadership positions. Furthermore, Civil Asset Management expertise signals an understanding of key business outcomes, a valuable attribute that private and public sectors seek in recruiting leadership talent.

Q. Is there anything else you’d like to add?

A. My life, both on and off the job has provided me with considerable real-life stories and examples that serve as valuable teaching and mentoring for students. For instance, I love the environment and protecting its value.

I have hiked all the Isle Royale trails, made over a dozen visits to the island. And I have thru-hiked the 2,200-mile Appalachian Trail in 2018 over a six-month period, thru-hiked the John Muir Trail in the California High Sierra Mountains in 2022, and hiked the Patagonia W-trek in spring 2023. Next, I plan to thru-hike the 2,600-mile Pacific Crest Trail in 2024.

Civil Asset Management expert Declercq at Baxter Peak.
Declercq finishing another challenging hike on a high note:
at Baxter Peak.
Civil Asset Management expert Declercq at the top of Mount Whitney.
A victorious Declercq at the top of Mount Whitney.

These hiking experiences tell me that we must do more to advocate for and protect our environment, perhaps our most valuable civil asset.

David Lawrence: One Man, Several Missions

Vice President David Lawrence in his Grand Rapids office

“I am deeply committed to the success of our students. That is, as Vice President for Global Campus and Continuing Education, I want to ensure that students have the programs and support systems they need to embark on and succeed in their unique educational journeys. . . . I am thrilled to continue collaborating with faculty members and researchers to develop new ideas and initiatives. Overall, it is an honor to enhance the university’s reputation and prestige while achieving our fundamental goals for students, faculty and staff, and the institution as a whole.”

David Lawrence, Vice President for Global Campus and Continuing Education

Catching Up With the Vice President for Global Campus

40: That is the number of times that David Lawrence, Vice President for Global Campus and Continuing Education, has traveled since assuming this role in August 2021. Whether it’s by car or by plane, or both, David Lawrence will make the trip to advance the goals of both Michigan Tech and its Global Campus. He is always on the road to seek opportunities, build connections, and initiate partnerships. And he rarely, if ever, skips a beat. As his team can attest, he regularly takes meetings in his car or tucked away in some cubicle in an airport.

Although based in Grand Rapids, remotely-working Lawrence hasn’t had much time to sit still. He has traveled to Detroit, Auburn Hills, Lansing, Traverse City, and Kalamazoo. Furthermore, he has visited the Michigan Tech campus at least twenty times.

Not surprisingly, his work ethic and traveling schedule come with some remarkably early hours. He’s usually up before the birds, in fact. You can find him in his seat by 4:30 am, planning his day, setting up appointments, and getting work done.

What’s more: he maintains this schedule while being a proud father of five children and a devoted husband of thirty years. Impressive indeed.

Putting His Passion for Online Learning to Work

He has always had this drive, too, especially when it comes to online learning. That is, he has long been dedicated to providing students with opportunities to accomplish their educational and professional goals. Early on, he understood how the flexibility of online education could allow students to learn while balancing their families and lives. So it is natural that he is leading the charge on making education attainable, affordable, and accessible for non-traditional students.

Passionate, ambitious, forward-thinking, and productive: these adjectives describe David Lawrence to a tee.

Luckily, I was able to catch up with Lawrence after the beginning of the Spring 2023 semester: one of those rare quieter weeks. The goals: asking him about his past year at the helm of Global Campus and inquiring about his upcoming plans for 2023.

Recalling a Very Busy Year for Global Campus

It’s been a very busy year for you. Congratulations! Could you summarize some of the Global Campus accomplishments and initiatives?

Well, first, I’ll talk about enrollment. Through our various Global Campus initiatives, we’ve increased both online graduate student applications and enrollment. That is, applications are up by 7% for Fall 22 and by over 58% for Spring 23. Also, enrollment grew by 13% for Fall 22 and by 28% for Spring 23. In fact, the Global Campus is approaching 20% of the Graduate School’s enrollment. Professional Development revenue also grew to over $350,000.

Over the past year, I have worked diligently to broaden and diversify our student body. For instance, I’ve led the initiative for our corporate partnership programs, which include our Corporate Education Fellowship Program. The latter allows employees to return to school using Michigan Tech fellowships. It also provides opportunities for working adults to enroll in our programs.

In other words, it’s been a good year, one involving several initiatives at the university. Considerable time has been spent with faculty and chairs to ensure that Michigan Tech is in the best position to be the leading institution in online programs. I’ve collaborated with the Graduate School and the Office of Financial Aid to allow students to apply for and receive financial aid for graduate certificate programs.

Advancing the Interests of Michigan Tech and Global Campus

These are impressive initiatives. Some of these seem directly related to Global Campus whereas others do not. Can you further explain your reasoning for pursuing these projects?

Well, I’ll start with the ones that are related. The Michigan Economic Development Corporation (MEDC) proposals benefit the Global Campus. They especially help the Department of Mechanical Engineering-Engineering Mechanics and the Department of Electrical and Computer Engineering as well as APS Labs. Our MEDC partnership aligns directly with the Global Campus goals for graduate certificates and master’s programs.

And then there are the funding opportunities I’ve participated in. That is, I was involved in two statewide initiatives led by the Michigan Economic Development Corporation (MEDC). They were for the automotive industry and the upcoming semiconductor onshoring plan. Both of these initiatives will bring funding and new students to the university. For instance, for the automotive one, we’ve already been chosen for a $165,000 grant for education.

Moving Beyond Siloed Initiatives

At the same time, I understand the importance of non-siloed work that benefits the entire organization. For example, the Global Campus partnered internally with APS Mobile Labs and externally with Stellantis (formerly Chrysler) in the Propulsion Systems Readiness Program (PReP). Though unrelated to Global Campus, this program does support our undergraduate students. The PReP allows 4th and 5th-year Michigan Tech students to begin a specialized education program, receive scholarships and internships, and begin a career pathway at Stellantis. Additionally, the Henry Ford Corporate Partnership also reaches out to undergraduate students. It provides scholarships and allow them to attend MTU.

I do believe that a rising tide lifts all boats. What we pursue at Global Campus ends up going beyond it: supporting many other departments and forwarding the progress of the university’s goals. That is, our Global Campus initiatives leverage new and existing relationships and ensure that Michigan Tech maintains its national prominence.

David Lawrence, Vice President for Global Campus and Continuing Education

Remembering Rewarding Experiences

Describe some of your favorite moments and experiences of 2022.

One of the best moments of the year was signing the Corporate Education Fellowship Agreement at Nexteer Automotive. With partnerships like these, we are able to create pathways for employees to pursue Michigan Tech’s graduate programs. We had an impressive number of attendees at our presentations, too. And, of course, spending time on Nexteer’s test track and touring their facility were fun. Nexteer has enrolled five new employees for our spring semester and we have over fifteen applications in for future semesters.

Also, working with the Advanced Power Research Labs to advance the customized training initiative for companies such as Stellantis and Borg Warner has been rewarding. It is an honor and a joy to see employees beginning their education through professional development at Michigan Tech. In fact, over 150 employees from Stellantis and BorgWarner have been through the Mobile Lab training program during 2022.

It was an honor to meet the army chief of staff while I was with the Tank-Automotive and Armaments Command (TACOM) in Houghton. We discussed how Michigan Tech’s education and training could positively impact our National Defense system. I also enjoyed touring Advanced Power System (APS) Labs and visiting the Keweenaw Research Center. Meeting with President Koubek about how Global Campus contributes to Michigan Tech’s mission and vision was, and always is, gratifying.

Leaders from Global Campus and Nexteer at the Corporate Education Fellowship Agreement Ceremony.
At the signing ceremony for the Nexteer Corporate Education Fellowship, leaders from Michigan Tech and Nexteer stand in the background while Robin Milavec (President, CTO, CSO, & Executive Board Director of Nexteer) and President Richard Koubek shake hands. Fifth from the right is Vice President David Lawrence, who is standing in front of Jacque Smith, Director of Graduate School Operations and Enrollment Services. Amanda Irwin, Enrollment Manager, stands on the far right.

Collaborating With the Michigan Tech Community

What Michigan Tech community members have you worked with to advance Global Campus initiatives?

There are almost too many people to mention. I mean, so many people have contributed their hours and their expertise to our initiatives. Still, I will name a few: Dave Reed, Vice President for Research; Andrew Storer, Interim Provost and Senior Vice President for Academic Affairs; and Will Cantrell, Associate Provost and Dean of the Graduate School. They have all helped advance our objectives.

And several deans have also contributed to Global Campus initiatives. Dean Callahan, Dean Hemmer, Dean Johnson, and Dean Livesay have all been collaborators. Department chairs, such as Jason Blough, Jin Choi, Dan Fuhrmann, John Irwin, Audra Morse, and Jiguang Sun have also supported in and/or led our projects. Then there are the faculty, such as Glen Archer and Guy Hembroff; and the graduate program chairs, which include Paul Bergstrom and Wayne Weaver. In addition, Jay Meldrum (Keweenaw Research Center); and Jeff Naber, Jeremy Worm, and his fine staff at APS Mobile Labs have also been indispensable.

Working Remotely With a Small Team

You’re a remote (but extremely well-traveled vice president) who also has a remote team. Can you say a little about your team and how do they advance the goals and initiatives of Global Campus?

Our small, but mighty and dedicated team comprises Jacque Smith, Director of Graduate School Operations and Enrollment Services; Amanda Irwin, Enrollment Manager; and Shelly Galliah, Marketing and Content Manager.

While devoted to the Graduate School, Jacque Smith has significantly contributed to Global Campus. He has provided advice, direction, and support from its inception to its current state. His experience is indispensable. He knows everyone and is respected, if not loved, by many in the Michigan Tech community.

Amanda Irwin, who began in February of 2022, contributes extensive enrollment experience from both a private university and a community college. Residing in Midland, Michigan, Amanda assists students from the initial inquiry through to the program and registration processes. Her strengths are working with all types of students, making them feel at ease, comprehending their goals, and guiding them toward success.

Shelly Galliah, who began in May 2022, resides in Hancock but works from home. She has held various positions at Tech for the past decade. Holding a Ph.D. from the Humanities Department, Shelly has experience designing and leading online courses, writing professional and technical communication, evaluating countless documents, and teaching MTU students. She writes, researches, and copy edits all kinds of communications for Global Campus.

Leading With Trust and Vision

In your opinion, what is essential for a remote team working together successfully?

Trust is definitely fundamental to remote work. Possessing high-quality individuals who work with dedication and initiative allows the university to have the best employees possible and create the optimal working environment.

The dynamics of working together are complex but rewarding. They include trusting each other, communicating clearly, understanding goals, prioritizing tasks, and focusing on short- and long-term strategies and initiatives. Working remotely can be challenging, but it also creates skills that will be definitely be in high demand in the future, such as conducting productive brainstorming sessions, holding productive virtual meetings, and fostering teamwork.

Turning Challenges Into Opportunities

What are some of the more challenging aspects of your job?

Well, I would say that one of the most challenging aspects of my position is spreading awareness about the benefits of online education and about Global Campus itself. Although online education is not new, it is newer in some areas of Michigan Tech.

Location is so important to our identity as a university. Therefore, it is often difficult for prospective students to see Tech as offering that same rigorous, high-quality education online. Another associated challenge is determining which programs can be delivered online.

I noticed you didn’t mention the traveling. Surely, that has to be tough. What advice can you give to those who travel regularly?

Traveling is just a part of my job; it’s not really a challenge if you’re prepared for it. Still, my travel advice is to plan, plan, plan. The rigorous schedule, demands, and expectations of the meetings, as well as the outcomes that must result from the meetings, can sometimes make travel difficult. My advice for frequent travelers is quite simple: stay focused, have a plan, and get follow-up afterward. Ensure that the meetings you attend are necessary and cannot be accomplished in a remote venue.

Also, make sure that your family and close associates know and support your schedule. Being prepared to delegate while traveling will allow you to be more productive. I would recommend sticking to a schedule and routine that allows you to take care of your health and that provides mental breaks

Looking Forward to 2023

Considering your past successes and your future goals, what parts of your job or initiatives are you most passionate about? And why?

I remain deeply committed to the success of our students. That is, as Vice President for Global Campus and Continuing Education, I want to ensure that students have the programs and support systems they need to embark on and succeed in their unique educational journeys. I am very passionate about establishing internal partnerships with university departments and external ones with organizations, associations, and nonprofits. Lastly, I am thrilled to continue collaborating with faculty members and researchers to develop new ideas and initiatives. Overall, it is an honor to enhance the university’s reputation and prestige while achieving our fundamental goals for students, faculty and staff, and the institution as a whole.

Is there anything else you’d like to add?

It is gratifying to hear the stories of our alumni, visit corporations with Tech connections and tour their facilities, and observe MTU’s impact on the state, the nation, and beyond. These experiences not only make me proud of the university but also inspire me to advocate for the university and spread the good news about our achievements.

Whether it is through increasing enrollment, developing initiatives, or building partnerships, I look forward to promoting and growing Global Campus in Michigan, the United States, and, of course, the world.