Sustainability at SEPTA: The Link to State of Good Repair

Jeffrey D. Knueppel

Deputy General Manager

Southeastern Pennsylvania Transportation Authority

Philadelphia, PA

System is Expansive

6th Largest U.S. Transit Agency

“Legacy System” from Bankrupted Private Operators

Population: 4 Million Residents

Coverage Area: 2,200 Miles

Fixed Routes: 150

Ridership: 1 Million Daily (340 Million Annually, a 23-Year High)

Vehicles: 2,400

Employees: 9,300

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Context for Sustainability Planning: A System in Need of Investment

In 2010, the Federal Transit Administration (FTA) Identified a Backlog of $77.7 Billion in State of Good Repair Needs Nationwide

SEPTA’s Current Share: ~$5 Billion

42%

23%

7%

12%

8% 8%

Vehicles

Bridges & Tunnels

Communications & Signals

Stations & Facilities

Power

Track

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SEPTA’s State of Good Repair Needs

Aging Infrastructure – Substations

19 Electrical Traction Substations & Switching Stations on Railroad:

15 of 19 More Than 75 Years Old

$430M to Bring the Substations to a State of Good Repair (Unfunded)

Cost to Overhaul Each: ~$5-25M

Cost to Replace Each: ~$10-35M

Wayne Junction Substation:

79 Years Old

Impacts More Than 17.5M Annual Passenger Trips

WAYNE JUNCTION SUBSTATION

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Aging Infrastructure – Bridges

Some 300 Structures Carrying Passenger Trains on the Railroad

Average Age in Excess of 80 Years

$300M Priority Bridge Program to Address Bridges with Greatest Urgency (Unfunded)

CRUM CREEK BRIDGE (MEDIA/ELWYN LINE)

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Aging Infrastructure – Stations

17 (11%) of 153 Passenger Stations on the Railroad Require Significant Repairs or Complete Replacement

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WISSAHICKON STATION

Given SEPTA’s State of Good Repair Needs: Why Sustainability? 8

Because Sustainability Is:

1) Innovative Approach to do More With Less

2) A New Pathway to Invest in Core Infrastructure

3) A Conduit for Culture Change

4) A Way to Invest Today Without Sacrificing Tomorrow

SEPTA’s Approach to Sustainability: Triple Bottom Line 9

1) Innovative Approach to do More With Less: Example: Wayside Energy Storage

Scope: Two Storage Devices to be Installed at Substations to Capture, Store & Reuse Regenerative Braking Energy

Funding: Grants – $900K from State Energy Authority; $1.4 Million from FTA; Smart-Grid Firm Will Cover Incremental Costs in Return for Share of Revenues

Impact: Projected Annual Value @ First Substation: $95-190K Cost Savings; $75-250K Market Revenue

Progress: First Storage Device in Revenue Service; Second in Procurement Phase

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2) Pathway to Invest in Core Infrastructure: Example: Facility Retrofits

Scope: Energy Savings Companies (ESCOs) to Finance Capital Projects Based on Guaranteed Energy Savings

Funding: Third-Party Financing (Energy Savings as Repayment); No Upfront Capital Required

Impact: 20-30% Energy Savings & Upgraded Infrastructure

Progress: Request for Proposals to be Released Fall 2012

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$0

$200,000

$400,000

$600,000

$800,000

$1,000,000

$1,200,000

Oct. 1, 2012 Payment Period (10-15 Years)

Post-ESCO Repayment

Utility Bills Lease Payments Energy Audit

3) Conduit for Culture Change: Example: ISO 14001 EMS

Scope: Environmental Management System (EMS) Piloted at Vehicle Overhaul Facility

Funding: Participated in FTA-Sponsored EMS Training Program

Impact: Improved Environmental Compliance & Performance

Progress: ISO Audit for Certification Scheduled for Spring 2013

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4) Investing Today Without Sacrificing Tomorrow: Example: Climate Adaptation

Scope: Vulnerability & Risk Assessment of SEPTA’s Regional Rail System to Climate Variability

Funding: Grant from FTA Under New Pilot Program (One of Seven Recipients Nationwide)

Impact: 1) Better Understand the Costs of Climate Change; 2) Adopt of Strategies to Adapt Infrastructure & Operations

Progress: Partnered with ICF International & MPO; Analysis to Be Completed in Spring 2013

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“Going for Gold”: SEPTA’s Application for APTA Recognition

Why SEPTA Went for the Gold:

Already Investing in Sustainability: Weren’t Calling It That or Being Recognized For It, But We Were Doing It

Value Among Stakeholders: Greenworks Philadelphia; Federal Interagency Partnership for Livable Communities

Can’t Manage What You Don’t Measure: Focus on Performance Metrics Adds Accountability

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Summary of Key Performance Indicators 15

Metric Factor Baseline (2009)

Progress (2011)

%∆ Key Driver

Water Usage

Passenger Miles Traveled (PMT)

0.132 0.106 (19.7%) Vehicle Washers

GHG Emissions

0.642 0.619 (3.6%) Hybrid Buses

GHG Savings

839.6MT 870.6MT 3.7% Ridership Growth

Electricity Use

1.101 1.057 (4.0%) Regenerative Braking

Fuel Use 1.547 1.393 (10.0%) Hybrid Buses

Operating Expenses

$0.74 $0.73 (1.3%) Ridership Growth

Next Steps to Fulfill Commitment 16

Recycling Program: Scale-Up Recently Implemented Single-Stream, Source-Separated Program to all Stations, Depots & Maintenance Facilities

Energy Action Plan: Implement Energy Conservation Projects Across System

ISO14001: Implement New Environmental Management System (EMS) at Facilities Across Organization

Sustainability at SEPTA: The Link to State of Good Repair

Jeffrey D. Knueppel

Deputy General Manager

Southeastern Pennsylvania Transportation Authority

Philadelphia, PA