Transportation leadership you can trust.

presented to

Federal Transit AdministrationState of Good Repair Roundtable

presented by

Bill RobertCambridge Systematics, Inc.

July 2009

International Perspectives on Asset Management and SGR

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Overview

Existing practice review summary

General observations based on the practice review

Case studies

• London Underground

• Victoria Department of Transport (Melbourne)

Conclusions

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FTA SGR Existing Practice ReviewMotivation

Growing concern that a significant proportion of the nation’s public transportation assets are in need of capital reinvestment to achieve SGR

Limited information available on best practice beyond materials from the recent FTA SGR workshop

Significant opportunity to draw upon lessons learned internationally and in related areas (e.g., highways)

Scope

• Literature review for SGR/transit asset management material

• Case studies of 11 U.S. transit and other agencies

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FTA SGR Existing Practice ReviewExpected Outcomes

Technical report detailing

• Details on literature published in SGR analysis and transit asset management

• Summary of practices at representative agencies, including− Large U.S. agencies with significant rail systems

− Smaller agencies

− Selected international examples

− Selected state DOT examples

• Discussion of the state of the practice and potential future directions

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FTA SGR Existing Practice ReviewLiterature Review

Reviewed SGR/transit asset management literature from 2003-present

References searched

• Federal agency publications

• Transportation Research Board (TRB)/Transit Cooperative Research Program (TCRP) publications

• Databases− Transportation Research Information Services (TRIS)

− JSTOR

− WorldCAT

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FTA SGR Existing Practice ReviewCase Studies

U.S. Transit Agencies

• Chapel Hill

• CTA

• GRTC

International Agencies

• London Underground

• Victoria Department ofTransport

State DOT

• Oregon

• Virginia

• St. Louis Metro

• MTA

• MARTA

• Toronto TransportationCommission

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General Observations Based on the Review

Transit asset management process

Ingredients for sustaining an asset management approach

Common catalysts for change

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Transit Asset Management Process

Define PolicyGoals &

Objectives

SelectPerformanceMeasures &

Targets

DevelopCapital

Plan

DevelopMaintenance

Policies

ImplementPlans &Policies

Monitor Conditions & Performance

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Define Policy Goals and Objectives

Define mission

Specify objectives

Identify priorities

Set overall budgets

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Select Performance Measures and Targets

Select measures

Set goals for each measure

Establish short to mid-termtargets based on available funds

Adjust targets based on capitalplan and maintenance policies

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Develop Capital Plan

Assess needs

Refine funding projections

Identify candidate projects

Prioritize projects

Finalize capital plan

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Develop Maintenance Policies

Define inspection approach

Determine lifecyclemaintenance strategy

Adjust policies based onoperating conditions

Allocate maintenance resources

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Monitor Conditions and Performance

Establish asset inventory

Implement assetmanagement system

Collect performance,condition and work data

Review performance andconditions

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Ingredients for Sustaining an Asset Management Approach

Process

• Condition assessment

• Inspection

• Maintenance

• Needs analysis

• Monitoring

Systems

• Inventory and condition

• Deficiency tracking

• Work orders

• Projects/capital plans

Public Support

• View transit as a critical asset

• Recognize the importance of system preservation

• Translate support for transit into funding

Public Support

• View transitas a critical asset

• Recognize theimportance ofsystem preservation

• Translate supportfor transit into funding

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Common Catalysts for Change

Financial crisis

System breakdown

Privatization initiatives

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International Case Studies

Agencies

• London Underground

• Victoria Department of Transport

Common features

• Mature systems

• Underwent privatization efforts

• Public agency ultimately reclaimedsome of the previously privatizedresponsibilities

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London UndergroundSystem Description

11 rail lines in metropolitan London

243 milesof track

276 stations

4,070 railcars

3M ridersdaily

Operating since 1863

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London UndergroundPrivatization

Privatized in 2003

System maintenance was divided between 3 Infracos

• JNP (Jubilee, Northern Picadilly lines) – Tube Lines

• BCV, SSL (all other lines) – Metronet

Both Tube Lines and Metronet faced severe financial difficulties

In 2006 Metronet went bankrupt an LU took responsibility for the BCV, SSL contracts

• Operating according based on the same set of requirements as Metronet

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London UndergroundPractice Overview

Developed an asset management regime for the Infracos including measures by asset type in

• Ambience of trains and stations

• Availability of the infrastructure, with reductions in availability due to maintenance measured in terms of lost customer hours

• Capability of the infrastructure to provide service, measured in terms of passenger journey time

• Fault rectification, measured based on response time established by type of defect

Adjusts monthly payments based on performance

Asset Performance Review Maintenance (APRM)meetings every four weeks

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London UndergroundPractice Overview (continued)

LU practice for BCV, SSL

• Developed a comprehensive asset register (required for each Infraco)

• Established standards for inspections and maintenance

• Implemented ELLIPSE for maintenance management

• Daily vehicle inspection, track walks: visual inspection with data entered in ELLIPSE using hand held devices

Investment plan

• Prepared annually

• Assets categorized on an A-E scale based on residual life

• LU models projected expenditures considering impacts of deferred maintenance on agency and user costs

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London UndergroundExample from the LU Investment Plan

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London UndergroundNoteworthy Features

Development of a comprehensive asset register, including condition measures for all of its assets

Implementation of the measure lost customer hours for supporting evaluation of maintenance effectiveness and linking maintenance to user costs

Development of an annual asset management plan considering available funding and explicitly calculating agency and user costs of deferred maintenance

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Victoria Department of TransportSystem Description

5,000 miles of rail track in Victoria, Australia

• Commuter rail,intercity rail,freight service

17 routes and 225miles of rail track,plus 26 routes and150 miles of tramsin Melbourne

900 rail cars,530 tramsin Melbourne

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Victoria Department of TransportPrivatization

Passenger transport system was broken into 5 fully independent franchises in 1999

• Arrangement ended with 3 franchises in receivership, 2 in financial distress

Restructured in 2004

• Connex operates, maintains and renews the rail network of metropolitan Melbourne

• Yarra Trams operates, maintains and renews the tram system

• Metlink integrates ticketing for rail, tram and bus passenger travel in Melbourne

• V/Line Passenger operates regional passenger service

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Victoria Department of TransportPractice Overview

Well established government asset management policy published in 2000: Sustaining Our Assets

Original arrangement emphasized a performance-based approach, with Victoria DOT to measure conditions every 3 years using a 0-100 scale

• Approach was problematic – updates too infrequent, scale too complicated, problems with gaming the system

Revised approach

• Franchises establish an Asset Management Plan (AMP) for inspection, maintenance, quality assurance practices

• KPIs established for monitoring condition: e.g., mean time/distance between failures, asset availability,number of defects, planned vs. actual work

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Victoria Department of TransportPractice Overview (continued)

Asset register

• Franchises track vehicle conditions, work performed

• Victoria DOT commissioned the Victorian Rail Infrastructure Survey to detail track centerline and geometry, driver’s view imagery, aerial imagery, additional asset information

• Populated the Privatized Assets Support Systems (PASS) Assets Database with information on over 40 types of assets

• Web-based geospatial system provides detailed asset data to over 800 users

• Victoria DOT working on appropriate set of condition measures to add to PASS

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Victoria Department of TransportPASS Assets Screen

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Victoria Department of TransportNotable Features

Comprehensive asset management approach documented through government policy and franchise agreements

Experience establishing condition measures for rail infrastructure and rolling stock

Comprehensive, integrated web-based inventory of rail infrastructure

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Conclusions

Single most important element for good transit asset management: well-defined set of lifecycle maintenance policies

Asset management systems are a virtual necessary, but not sufficient, requirement for transit asset management

Major opportunities for improvements to existing U.S. practice

• Developing improved measures for characterizing conditions, impact of deferred maintenance

• Approaches to building an asset hierarchy/register

• Models for analyzing future capital needs considering available budgets

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Questions