Transit Asset Management October Maggie Schilling NTD Program Manager Federal Transit Administration

Transcription

1 Transit Asset Management October 2016 Maggie Schilling NTD Program Manager Federal Transit Administration

2 Agenda Transit Asset Management New Reporting Requirements Questions

3 MAP-21 requires recipients to establish asset management practices and develop an asset management plan Transit Asset Management Requirements Establish asset inventory Determine performance targets and report on progress Measure condition and report on change Document the investment prioritization process Capture in a Transit Asst Management Plan, which includes inventory, targets, performance, investment required etc. MAP-21 also includes risk identification, assessment, and management as a requirement of agency safety plans and asset management planning

4 FTA Rule-Making Process MAP-21 Effective (2012) Informal Outreach ( ) ANPRM Open for Comment (2013) NPRM Open for Comment (2015) Comment Review Final Rule Issued July 2016

5 What is a TAM Plan? A TAM plan establishes the objectives for an asset or group of assets as it relates to delivering service. It sets out the whole life plan for asset maintenance, overhaul, and renewal strategies by specifying the capital asset portfolio, condition assessments, decision support tools, and investment prioritization. A TAM plan is a living, single source of information that will continue to evolve to improve delivery of services.

6 Why are TAM Plans Important? TAM plans are important to the sustainable development of an organization and improvement of performance and safety conditions. TAM plans are essential for: Legislative Requirements Current legislation require development of TAM plans (e.g., MAP-21) Funding Applications Federal, and some state, funding applications require a lifecycle investment plan for consideration (e.g., State of Good Repair Grants) Long Term Financial Plans TAM plans are powerful tools for creating financial plans and decision making because the TAM plan displays historical data, projected goals, and work plans Lifecycle Services TAM plans detail and organize an asset s lifecycle activities and forecast trends in performance and service

7 Core TAM Plan Elements for Small Providers

8 Small Provider Baseline TAM Plan Outline 1. Introduction 1. About the transit provider 2. Current performance and condition targets 2. Asset Portfolio or Asset Inventory 3. Asset Condition Information 4. Management Approach 1. Lifecycle strategies 2. Decision Support Tools and Prioritization Process 5. Work Plans and Schedules 1. Prioritized Investments

9 Introduction Provide agency overview, SGR/asset management policies, goals, or objectives List KPIs to measure service capability, performance, and safety Condition Requirements Summarize current condition (remaining asset life) Identify condition targets and current gaps Define condition assessment Identify asset criticality Identify strategies to deliver future capacity requirements Performance Requirements Show past years performance Identify current and future gaps in performance Identify strategies to deliver future performance capacity requirements

10 Performance Measures Under the National TAM System, FTA is required to set SGR performance measures that provide a basis for agencies to determine whether assets are in a condition sufficient to operate at a full level of performance. FTA s SGR performance measures are set by asset category:

11 Performance Targets Set targets annually for each asset class; reported annually to National Transit Database (NTD) For State DOTs developing group TAM plan, targets apply to the group as a whole

12 What is an Asset s Useful Life Benchmark? Useful Life Benchmark (ULB) is defined as the expected lifecycle of a capital asset for a particular Transit Provider s operating environment, or the acceptable period of use in service for a particular Transit Provider s operating environment. ULB takes into account a provider s unique operating environment (geography, service frequency, passenger loads, etc.). It is not the same as useful life for FTA grant programs.

13 Asset Portfolio The asset portfolio provides a detailed description of all revenue and non-revenue vehicles and facilities with or without FTA funds including: Characteristics (manufacturer, quantity, age, etc.); Status Within the Asset Hierarchy; GPS Location; Condition (excellent, poor, etc.); Historical Data; Performance (design and actual performance); Valuation (replacement cost, DRC, annual depreciation); and, the Information Systems that support asset data location and organization Model Yr Mfr Fleet Fuel Type Size Age Replacement Cost/Unit Qty Subtotal 1997 Orion V 40' 22 Diesel Standard 16 $503, $14,613, Orion V 30' 23 Diesel Small 16 $472,101 5 $2,360, Orion V 40' 26 Diesel Standard 13 $503, $66,518, New Flyer 40' 28 CNG Standard 12 $551, $54,615, New Flyer 40' 28 CNG Standard 11 $551, $31,996,

14 Condition Assessment The condition assessment is a systematic process of inspecting and evaluating the visual and/or measured condition of your assets A well-established condition assessment process can help predict failure, identify unacceptable safety risks, initiate an evaluation of their root causes, and integrate directly with proactive planning for SGR investments

15 Condition Assessment (Cont d) Condition assessment should take place at individual asset or asset class level Condition measurement examples: Vehicles and equipment: age; mileage; mean distance between failures (MDBF); good/fair/poor; % residual life; physical/functional condition index, etc. Facilities: TERM rating scale; good/fair/poor; % residual life; physical/functional condition rating index

16 Condition Assessment (Cont d) TERM Rating Scale

17 Management Approach Your management approach considers the strategies, requirements, processes, and activities needed to effectively manage your assets over their whole life, including: Design/procurement Use/operation Maintenance/monitoring Rehabilitation Replacement/reconstruction/ disposal

18 Prioritization and Decision-Making Include analytical processes or tools used to support: capital and/or operating decisions Investment prioritization The tool does not have to be software. It can be a documented process; prioritization framework; worst-first, red/amber/green, or index approach, etc

19 Summarizing Your Story Through Five Core Questions What is the current state of my assets? What is the required level of service (LOS)? What assets are critical to sustained performance? What are the best Operations & Maintenance, and Capital Improvement Investment Strategies? What is the best long-term funding strategy?

20 TAM Plan Considerations TAM plans should be revisited at least every four years, and particularly at times when significant changes in asset portfolio, capital, or service expansion is expected NTD Annual Reporting: Projected targets for the next fiscal year Condition assessments and performance results Narrative on changes in transit system conditions and progress toward achieving previous performance targets

21 NTD Reporting Requirements Expanded Asset Inventory Optional in 2017; Mandatory with your 2018 NTD Report Projected targets for the next fiscal year First targets in January 2017 Condition assessments and performance results First condition assessments and performance results are due in with your 2018 NTD Report Narrative on changes in transit system conditions and progress toward achieving previous performance targets First narrative report is due with your 2018 NTD Report

22 Equipment Transit Asset Management Performance Measures Percentage of vehicles that have met or exceeded their ULB Rolling Stock Percentage of revenue vehicles within a particular asset class that have met or exceeded their Useful Life Benchmark (ULB) Infrastructure Percentage of guideway directional route miles with performance restrictions by class Facilities Age Age Condition Performance Percentage of facilities with a condition rating below 3.0 on the FTA Transit Economic Requirements Model (TERM) scale (1=Poor to 5=Excellent) 22

23 Rural (5311) NTD Asset Reporting 5311 Rural Formula Grants & Tribal Transit Grants Already report a revenue vehicle inventory (no change) Now provide an inventory of admin/maint facilities (if relevant) Now provide an inventory of passenger facilities (e.g. bus transfer stations, if relevant) Performance information as applicable Reporting will generally be done by State DOT s for 5311 program as Group Plan sponsor 23

24 What is Reported to the NTD? Asset Reportable Condition Assessment Passenger Station/Facility Maintenance or Administrative Facility All passenger stations/facilities Stations on ROW Bus Terminals or Transfer Stations Bus stops are NOT reportable All passenger stations/facilities for which you have capital replacement responsibility All maintenance or administrative facilities for which you have capital replacement responsibility Revenue Vehicles All revenue vehicles Useful life benchmark Service Vehicles All service vehicles you own Useful life benchmark

25 Is this Reportable? Yes? No? You own a bus that is used to provided fixed route service. Do you need to report this vehicle? You rent one office in the Tribal Administrative Building for your Transit Manager. Do you need to report this facility? You own 3 vans that you use for demand response service. Do you need to report these vehicles? You own and maintain a garage where you store and maintain your buses. Do you need to report this facility? You contract with a local city to provide maintenance service for your buses. Do you need to report this facility?

26 Where can I get more information? Transit Asset Management Website: Recorded webinars Reference materials Upcoming trainings NTD Website: 26

27 Contact Info Maggie Schilling Program Manager, National Transit Database DOT HQ, 1200 New Jersey Ave. SE, DC