Transit Asset Management Plan

Transcription

1 Document Title Transit Asset Management Plan October 2018 W A S H I N G T O N M E T R O P O L I T A N A R E A T R A N S I T A U T H O R I T Y Washington Metropolitan Area Transit Authority 1

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3 Executive Summary Background The Washington Metropolitan Area Transit Authority (Metro) operates a complex transportation system comprised of rail, bus, and paratransit modes. To ensure the safe and reliable provision of these services, Metro owns, operates, and maintains approximately $40 billion in transportation-related physical assets (2017) 1. Metro is implementing and improving practices to maximize the safety, reliability, and efficiency of these assets and deliver improved service to customers, while soundly managing risks and extracting the highest value associated with the region s transit assets. In 2015, the U.S. Department of Transportation found that across the nation s transit systems, an estimated 40 percent of buses and 23 percent of rail transit assets were in marginal or poor condition, largely as a consequence of deferred maintenance and replacement. This national backlog of $90 billion of worn assets was noted at the time and continues to grow. 2 Recognizing the importance of the performance of these assets, the Federal Transit Administration (FTA) was tasked to establish for grantees a strategic and systematic process of operating, maintaining and improving public transportation capital assets effectively through their entire life cycle. The implementation of a structured asset management process a Transit Asset Management (TAM) Plan is one key aspect of identifiable solutions to this issue. 3 In July 2016, the FTA issued its Final Rule regarding TAM. This rule required grantees to: Develop a Transit Asset Management (TAM) Plan; Define State of Good Repair (SGR); Establish performance measures for SGR; and Comply with annual reporting requirements to the National Transit Database (NTD). Metro expanded upon work commenced in 2011 and implemented an agency-wide effort to develop this TAM Plan, which has been completed in accordance with the standards and timeline set by the FTA TAM Rule. This plan compares current TAM practices at Metro to FTA guidance and best practices and recommends a set of asset management strategies and actions that will help ensure that the Metro system provides safe, reliable and high-quality service. This document consists of seven sections: this Introduction plus Sections 2 through 7, as follows: Section 1: Introduction Provides an overview and context for Asset Management and its importance to the industry and the Authority Section 2: Asset Management Policy Presents Metro s approach to asset management, including documentation of asset management policy, asset management principles, and asset management governance. Section 3: Asset Inventory and Conditions Summarizes Metro s current asset inventory as well as the methodology by which the inventory is maintained. This section also presents a snapshot of asset conditions and targets for SGR measures. Section 4: Prioritization and Reinvestment Presents Metro s decision support tools and process for capital project prioritization. The section also presents Metro s current backlog and unconstrained 10-year capital investment need projections. Section 5: Asset Management Baseline Presents an evaluation of Metro s current asset management practices and identifies gaps in those practices against industry asset management standards and Metro s TAM policy. 1 WMATA CNI 2016, does not include land value 2 U.S. DOT 2015 Conditions & Performance Report 3 U.S. DOT 2008 Transit State of Good Repair Washington Metropolitan Area Transit Authority iii

4 Section 6: Implementation Program Describes Metro s implementation program for asset management. This includes an action plan, an implementation timeline, a list of key annual activities, and identification of required resources. Section 7: Evaluation and Continual Improvement Details a structure for the evaluation of progress against the Plan to ensure continual improvement, as well as criteria and a process by which the Plan can be revised periodically during its four-year horizon. Appendices Glossary and information on Comprehensive Asset Management Review and Assessment (CAMRA) workshops. FTA s Final Rule for TAM requires that the TAM Plan address nine essential elements. Table ES-1 lists and describes these elements with cross-references to where each of the FTA elements are addressed in Metro s TAM Plan. Table ES-1. FTA TAM Plan Requirements TAM Plan Elements Description WMATA TAM Plan Section 1 Asset Inventory A register of capital assets and information about those assets Section 3 2 Transit Asset Conditions Assessment 3 Decision Support Tools A rating of the assets' physical state; to be completed for assets an agency has direct capital responsibility for; should be at a level of detail sufficient to monitor and predict performance of inventoried assets Analytic processes or tools that (1) assist in capital asset investment prioritization and/or (2) estimate capital needs over time Section 3 Section 4 4 Prioritization A prioritized list of projects or programs to manage or improve the SGR of capital assets Section 4 5 TAM and SGR Policy 6 Implementation Plan 7 List of Annual Activities Executive-level direction regarding expectations for transit asset management; a TAM strategy consists of the actions that support the implementation of the TAM policy A series of action steps for an agency to take to obtain and maintain a State of Good Repair. Addresses not only capital projects but also process and program capability improvements The actions needed to implement a TAM Plan for each year of the plan's horizon Section 2 Section 6 Section 6 8 Resources A summary or list of the resources that a provider needs to develop and carry out the TAM Plan Section 6 9 Monitoring, Evaluation and Updates An outline of how a provider will monitor, update, and evaluate, as needed, its TAM plan and related business practices, to ensure continuous improvement Section 7 Sources: 49 CFR Parts C and D Washington Metropolitan Area Transit Authority iv

5 Summary of Metro s TAM Plan Recommendations and Implementation Program Metro s TAM Plan summarizes and outlines how people, processes, and tools at Metro come together to support the Authority s asset management effort. It provides information about both near-term tactical actions as well as longer-term strategic initiatives that Metro will execute in order to provide actions on and visibility for integration of asset management into decision-making and other practices regarding maintenance, capital reinvestment, service delivery, lifecycle cost management, and resilience. Additionally, it provides helpful information on how Metro will integrate and communicate asset management activities across and beyond Metro s organization. As an umbrella document, this TAM Plan also includes as a key component a detailed TAM Policy which supports and aligns with the organization s strategic plan, goals and objectives. Both recognize that asset management is inherently cross-functional and empower Metro s General Manager and Chief Executive Officer and the Executive Management Team to enable each department to implement this plan, with the Transit Asset Management Office providing leadership and coordination. Metro s TAM Plan includes an implementation program noting the actions needed to seize high-priority opportunities and elevate ongoing asset management practices. The resulting list of activities, summarized below and in Chapter 6, represents Metro s commitment to improve asset management during the four-year horizon of this plan. This TAM Plan will enable Metro to: Improve and consolidate responsibilities, governance, and inventory information Improve opportunities for consistent and connected business processes for all asset management practices Improve recognition of importance of asset management roles and responsibilities Develop strategic asset management plans for all critical asset classes and improve maintenance practices and replacement/renewals cycles Improve consistency and standard practices in considering whole life-cycle costing in asset renewal plans Improve abilities for consistently considering asset performance and condition in maintenance planning Improve the connection in processes between materials procurement and materials needs Improve opportunities for consistent use of Enterprise Asset Management (EAM) for maintenance management and other asset management activities Improve the coordinated use of asset management related software applications Improve opportunities for more consistent internal communications Develop, support and reinforce a continuous improvement culture In accomplishing the above, Metro will focus on critical improvements in asset information to support decisionmaking and implementing improved lifecycle planning processes. Additionally, Metro will improve communication and training related to asset management with the aim of improving the agency s competency and continual improvement culture. Finally and most importantly - Metro will establish the fundamental business processes and conditions necessary for the stewardship of a safe and reliable transit system. Washington Metropolitan Area Transit Authority v

6 CONTENTS From the General Manager... ii Executive Summary... iii 1. Introduction Brief History of Metro Metro s Area of Influence Metrorail Metrobus MetroAccess What is Transit Asset Management? Asset Management at Metro The Transit Asset Management Plan Purpose Period Covered by the TAM Plan Metro s TAM Plan Contents Relationship between This Document and FTA TAM Requirements Transit Asset Management Policy Asset Management Policy Key Principles Roles and Responsibilities Metro s 2013 Asset Management Strategy Metro s Capital Needs Inventory Asset Inventory and Conditions Metro s Asset Inventory Overview of Metro s Major Assets Replacement Value of Metro s Asset Inventory Replacement Cycles of Key Assets Asset Inventory Development and Improvement Condition Assessment Methodologies Condition Results SGR Performance Measures and Targets Prioritization and Reinvestment Investment Prioritization CNI Methodology Overview Estimating Investment Needs Prioritizing Needs: Metro Strategic Plan (Momentum) Alignment Prioritization Criteria Criteria Descriptions Special Circumstances for Prioritization Washington Metropolitan Area Transit Authority vi

7 Prioritization Weights Reinvestment Needs SGR Backlog Unconstrained Needs Constrained Needs CNI Prioritization Results Asset Management Baseline Baseline Data Collection Current Level of Maturity Implementation Plan Implementation Approach Policy, Governance and Accountability Policy Governance and Accountability TAM Executive Sponsors Plan Development Asset Management Action Plan Implement Action Plan Resources Required to Implement Plan Evaluation and Continual Improvement Communications and Change Management Stakeholders Performance Monitoring Training Future TAM Plan Revisions Conclusion Appendixes A Glossary B CAMRA Workshops Washington Metropolitan Area Transit Authority vii

8 Tables ES-1 FTA TAM Plan Requirements... iv 1-1 Metrorail Fixed Guideway Infrastructure Metrorail Vertical Transportation Benefits of Transit Asset Management for Metro Selected Documents Related to Asset Management Practice at Metro FTA TAM Plan Requirements Alignment of Metro s Strategic Goals with Metro s TAM Policy Principles Replacement Costs of Metro Assets (2017 $M) Replacement Value by Mode (2017 $M) Attributes and Lifecycle Assumptions of Key Metro Asset Types FTA s Five-point Condition Scale Performance Measure Definitions Current Performance Targets Unconstrained SGR Needs, FY18 - FY26 (Millions of $YOE) Building a Project - From Needs Identification to Closeout Current Maturity Level of Key Focus Areas Key Focus Areas and Opportunites Action Plan and Implementation Time Frame List of Resources Required to Implement Plan Figures 1-1 Metro Compact Transit Zone Metrorail Network TAM Plan and Performance Management Process Existing Asset Base by Category SGR Backlog by Category and for System Assets Unconstrained SRG Needs (2017 $M) Asset Condition Assessment Results ( ) CNI Criteria Alignment with Metro s Momentum Goals Risk-Based Weighting of Criteria point Scale Risk-Based Prioritization SGR Backlog by Category and for Systems Assets (2017 $M) Unconstrained SGR Needs (2017 $M) Unconstrained Needs by Asset Category, FY18 - FY SGR Needs (Sorted from Lowest to Highest priority score) Risk Profile of 10-Year SGR Needs (>$10M) Process for Asset Management Gaps Identification Asset Management Maturity Scale Current and Target Maturity of Practice Areas by KFA Washington Metropolitan Area Transit Authority viii

9 Acronyms and Abbreviations ACM Annual Capital Maintenance ADA Americans with Disabilities Act ADKAR Awareness, Desire, Knowledge, Ability, and Reinforcement (for change management) AGM Assistant General Manager AIM Asset Inventory Module of the National Transit Database AM Asset Management (generally) AMP Asset Lifecycle Plans BPP Budget Performance and Planning CAMRA Comprehensive Asset Management Review and Assessment CCTV Closed-circuit Television CFN Call for New Investment Needs CFO Chief Financial Officer CFR Code of Federal Regulation CIP Capital Improvement Program CMMS Computerized Maintenance Management System CNI Capital Needs Inventory COO Chief Operating Officer CPPM Capital Planning and Program Management CPAC Capital Program Advisory Committee CY Calendar Year EASI Enterprise Asset Systems Improvement Initiatives EAM Enterprise Asset Management ELES Office of Elevators and Escalators EMT Executive Management Team EOC Executive Oversight Committee EPA Environmental Protection Agency FAST Fixing America s Surface Transportation Act, 2015 FMP Fleet Management Plan FTA Federal Transit Administration FY Fiscal Year GM General Manager IBOP Department of Internal Business Operations ISO International Organization for Standardization KFA Key Focus Areas (for asset management practice) LOS Level of Service Washington Metropolitan Area Transit Authority ix

10 MAP-21 Moving Ahead for Progress in the 21st Century MARC Management Audits Risk and Compliance MOWE Maintenance of Way Engineering MPO Metropolitan Planning Organization MWCOG Metropolitan Washington Council of Governments NTD National Transit Database NTSB National Transportation Safety Board OSHA Occupational Safety and Health Administration PA Public Address PRIIA Passenger Rail Investment and Improvement Act of 2008 QICO Quality Assurance, Internal Compliance and Oversight RACI Responsible, Accountable, Consulted, Informed Matrix RCMP Reliability Centered Maintenance Program SAFE Department of Safety and Environment Management SGR State of Good Repair SME Subject Matter Expert SOP Standard Operating Procedure SSPP System Safety Program Plan SSRV Office of Support Services TAICA Transit Asset Inventory and Condition Assessment TAM Transit Asset Management TAMO Transit Asset Management Office TERM FTA s Transit Economic Requirements Mode TERM Lite Local Agency Version of TERM TPB Transportation Planning Board, of MWCOG TRB Transportation Research Board ULB Useful Life Benchmark WMATA Washington Metropolitan Area Transit Authority, also referred to as Metro or the agency Washington Metropolitan Area Transit Authority x

11 1. Introduction As the primary transit service provider for the National Capital Region, the Washington Metropolitan Area Transit Authority (Metro) operates a complex transit system comprised of rail, bus and paratransit modes. Across a multi-jurisdictional service area of approximately 1,500 square miles, the system delivers approximately one million passenger trips each weekday, with an approximate 60/40 ratio between rail and bus, respectively. The paratransit service delivers another 8,000 weekday trips. To ensure the safe and reliable provision of these services Metro operates and maintains approximately $40 billion in physical assets. To provide quality service, Metro must allocate resources to maintenance as well as periodic reinvestments in rehabilitations and replacements of these assets. Meanwhile, Metro must keep up with safety and other regulatory requirements, changes in technology, and support of near-term system enhancements. Asset Management is a set of policies and business processes that help ensure Metro and its customers achieve maximum value from the system s assets and ensures the Authority s ability to deliver safe and reliable service to the nation s capital. This Transit Asset Management (TAM) Plan describes the current state of Asset Management at Metro and makes recommendations for improvements to allow Metro to continue to provide safe, reliable, and high-quality service to the national capital region. 1.1 Brief History of Metro Metro was created in 1967 by the Interstate Compact to plan, develop, build, finance, and operate a balanced regional transit system in the Metro Compact Transit Zone. The jurisdictions in the Transit Zone are depicted in Figure 1-1. Construction began on Metrorail system in 1969 and the first segment opened to operations in The most recent addition to the rail network, the Silver Line (Phase 1), opened in The Metrobus system began in 1973, when four area bus systems were acquired and consolidated by Metro. Metro began its paratransit service, MetroAccess, in Figure 1-1. Metro Compact Transit Zone Source: Metro Fiscal Year (FY)16 Budget Book Washington Metropolitan Area Transit Authority 1-1

12 1.2 Metro s Area of Influence Today, Metro s service area covers approximately 1,500 square miles with a population of approximately four million people. While customers from beyond the Compact and from around the nation use the system regularly, the system provides transportation services within the following jurisdictions: District of Columbia, the Maryland counties of Prince George s and Montgomery, and the Northern Virginia counties of Arlington, Fairfax and Loudoun, as well as the cities of Alexandria, Fairfax and Falls Church Metrorail Metrorail, Metro s heavy rail system, delivers approximately 600,000 passenger trips per weekday; Metro s FY2019 Budget anticipates that Metrorail will provide 173 million passenger trips this fiscal year. Metrorail consists of approximately 118 route-miles and 91 passenger stations, as shown in Figure 1-2. In addition, nine major rail yards are used to provide maintenance service to more than 1,200 railcars. The asset inventory section of this document provides a more detailed listing of other infrastructure systems (e.g., signals, power and communications systems) that support this mode of transportation. Figure 1-2. Metrorail Network Source: Metro FY2019 Approved Budget Book Washington Metropolitan Area Transit Authority 1-2

13 Metrorail has three types of guideway: underground, at-grade (surface) and elevated. Table 1-1 provides a summary of these three types of structures within the system. Due to the significant depth of many of Metro s tunnels, and the need to support the provision of Americans With Disabilities Act (ADA)-compliant services, Metro also operates more than 900 vertical transportation assets as shown in Table 1-2. Table 1-1. Metrorail Fixed Guideway Infrastructure Table 1-2. Metro Vertical Transportation Types of Structures Route miles Stations Vertical Transportation Units Underground Escalators 618 At-grade Elevators 318 Elevated 9 6 Total 936 Total Metrobus Metrobus delivers approximately 400,000 passenger trips per weekday and is expected to provide 111 million passenger trips in FY2019. The bus system has a fleet of 1,583 buses to meet a peak service requirement of 1,259 buses. To maintain these vehicles, Metrobus operates nine bus garages. In addition, while Metro does not maintain streets or individual bus stops, the agency owns and maintains several bus passenger facilities, such as bus shelters and other amenities at the Pentagon Metrorail Station MetroAccess MetroAccess provides shared-ride, door-to-door service for people with disabilities for whom using Metrorail or Metrobus may not be an option. MetroAccess serves locations within the WMATA Compact area, with a fare structure based on a comparison to the fastest comparable fixed-route transit service. It operates during the same hours as fixed-route transit with a fleet of 750 vehicles (in FY2019), and delivers approximately 8,000 passenger trips per weekday. MetroAccess service is provided by contractors that operate the vehicles, manage the operations control center, and fulfill the quality assurance functions of the system, including vehicle maintenance. 1.3 What is Transit Asset Management? Asset Management is the set of practices, policies, and procedures that ensure that Metro achieves maximum value from its assets for its customers. While this description can be applied to asset management in any industry, the Federal Transit Administration (FTA) specifically defines transit asset management (TAM) as: [T]he strategic and systematic practice of procuring, operating, inspecting, maintaining, rehabilitating, and replacing transit capital assets to manage their performance, risks, and costs over their lifecycles to provide safe, cost-effective, and reliable public transportation. TAM uses transit asset condition to guide how to manage capital assets and prioritize funding to improve or maintain a state of good repair. 4 According to the FTA, the term asset refers to physical equipment and infrastructure including rolling stock, right-of-way, stations, facilities, systems, tools, etc. that make up a transit system. The benefits of Asset Management activities described in this plan are listed in Table Washington Metropolitan Area Transit Authority 1-3

14 Table 1-3. Benefits of Transit Asset Management for Metro Agency Business Benefits Results Improved customer service Improves reliability, on-time performance, and service operations; greater vehicles and facility cleanliness; reduces missed trips and speed restrictions Strengthens customer confidence in system safety and reliability Avoids or minimizes repair or replacement failure scenarios which often result in unplanned reactive type repairs and replacements Focuses investments around customer-centered goals/metrics Improved productivity and focused, optimized and planned investments Maintains assets more efficiently, using condition-based approaches and predictive and preventive maintenance strategies (where these can be employed) to focus and optimize investments with sufficient lead times to avoid costly repairs/replacement on failure or crisis repairs. Optimized resource allocation Helps implement the SGR commitments in Long Range and Short-Range Transportation Plans Better aligns spending with an agency s goals and objectives to obtain the greatest return from constrained funds Incorporates lifecycle cost, risk and performance trade-offs into capital programming and operations and maintenance budgeting Improved stakeholder communication Provides stakeholders with timely, accurate, and transparent SGR assessments and commensurate needs Allows SGR to be implemented in an organized, methodical manner Provides stakeholders with more accurate and timely customer-centered performance indicators Provides tools to communicate forecasted performance metrics (including level of service, LOS) based on different levels of funding Source: USDOT, FTA. Asset Management Guide: Focusing on the Management of our Transit Investments, 2013 and Paterson, L. and Vautin, D. Evaluating User Benefits and Cost-Effectiveness for Public Transit State of Good Repair Investments, Paper submitted to the Transportation Research Board (TRB) 94 th Annual Meeting, Washington, D.C. November 14, Asset Management at Metro Since 2011 Metro has experienced an increased level of activity associated with Asset Management-related practices. To track progress, the agency has completed three asset management maturity assessments spanning seven years (the results of the latest assessment are included in Section 5 of this document). In parallel, a number of key documents released (by the FTA and others) since 2011 have gradually increased the level of guidance related to Asset Management practices, as well as alignment with the latest FTA TAM requirements. Table 1-4 lists some of Metro s key Asset Management-related documents that have increased the level of awareness and have provided increased Asset Management guidance at Metro. Washington Metropolitan Area Transit Authority 1-4

15 Table 1-4. Selected Documents Related to Asset Management Practice at Metro Date Document 2011 Metro s first Asset Management Maturity Assessment 2013 Metro s Strategic Plan Adopted (Momentum) 2013 Metro s first Asset Management Policy 2013 Asset Management Strategy Document, including second Maturity Assessment 2016 Capital Needs Inventory (CNI) and Prioritization Methodology for CY 2017 thru The Transit Asset Management Plan In July 2016, the FTA issued its Final Rule regarding TAM. This rule: Requires grantees to develop a TAM Plan; Defines SGR; Establishes performance measures; Establishes annual reporting requirements to the National Transit Database (NTD); and Requires FTA to provide technical assistance. Metro implemented an agency-wide effort to develop this TAM Plan. This TAM Plan has been completed in accordance to the standards and timeline set by the FTA TAM Rule Purpose Metro has been engaged in a number of initiatives aimed at fulfilling its mission of providing safe, reliable and affordable service to its customers. The FTA TAM requirements create an opportunity for Metro to continue and enhance ongoing efforts to better anticipate lifecycle costs and to plan how to maintain the system in a State of Good Repair. The TAM Plan allows Metro to first consolidate, then align, its Asset Management objectives and strategies with each other. Further, the TAM Plan serves as an impetus for both internal and external stakeholders to better understand the organizational, technical, and financial challenges and risks ahead and to better prepare Metro and stakeholders to meet future needs and demands. The TAM Plan has the following main objectives: Elevate the importance of TAM to the entire Metro organization: The process of developing the plan itself involved interviews with employees across a horizontal and vertical cross-section of the organization, including executives, asset owners, and Subject Matter Experts (SMEs). The development of the plan encompassed workshops and ongoing dialogue with asset owners throughout the process, as well as with the wide-range of staff members supporting the management of physical assets. (Asset owners at Metro are defined as those staff members responsible for the operations and maintenance of an asset, while SMEs tend to represent engineering, finance or other support functions.) Compliance with all requirements of FTA TAM Final Rule 49 Code of Federal Regulations (CFR) 625. Establishment of a roadmap for TAM implementation: This roadmap contains a program of activities that will guide Metro s efforts in the short-, medium-, and long-term. As stated in Table 1-3, the benefits to the agency are expected to go well beyond mere compliance with FTA requirements. Improved asset management practices and procedures will result in optimized resource allocation, reduced lifecycle costs, and improved customer service, productivity, and stakeholder communications. Washington Metropolitan Area Transit Authority 1-5

16 Strategic and orderly implementation of SGR programs and projects: In light of the current backlog of SGR investment, as well as the large influx of additional capital funds beginning in FY20, it is all the more critical that Metro be able to embark on a comprehensive and coherent asset intervention program of optimized maintenance and capital investment that considers the whole lifecycle costs of its assets Period Covered by the TAM Plan The TAM Plan is a living document that provides a strategy to continually improve business processes as well as the activities and tools necessary to give Metro the ability to manage its assets in an effective and sustainable way. While this TAM Plan covers a period of four years after its release date, as stipulated by the TAM Rule, the TAM Plan may be updated at any time during the four-year period, based on the process detailed in Section 7. The FTA suggests that the document be amended if there is a substantial change to the asset inventory or the condition of assets, or if there is a significant modification to investment prioritization processes Metro s TAM Plan Contents Metro s TAM Plan examines current asset management practices at Metro, considers FTA guidance and best asset management practices, and recommends a set of actions that will help ensure that the Metro system provides safe, reliable and high-quality service. The TAM Plan consists of seven sections: this Introduction plus Sections 2 through 7, as follows: Section 2: Asset Management Policy Presents Metro s vision for asset management, including documentation of asset management policy, asset management principles, and asset management governance. Section 3: Asset Inventory and Conditions Summarizes Metro s asset inventory as well as the methodology by which the inventory is maintained. This section also presents a snapshot of asset conditions, and targets for SGR measures. Section 4: Prioritization and Reinvestment Presents Metro s decision support tools and process for capital project prioritization. The section also presents Metro s 2018 backlog and unconstrained 10-year capital investment need projections. Section 5: Asset Management Baseline Presents an evaluation of Metro s current asset management practices and identifies gaps in those practices against industry asset management standards and Metro s TAM policy. Section 6: Implementation Program Describes Metro s implementation program for asset management. This includes an action plan, an implementation timeline, a list of key annual activities, and identification of required resources. Section 7: Evaluation and Continual Improvement Details a structure for the evaluation of progress against the Plan to ensure continual improvement, as well as criteria and a process by which the Plan can be revised periodically during its four-year horizon. Appendices Glossary and information on Comprehensive Asset Management Review and Assessment (CAMRA) workshops Relationship between This Document and FTA TAM Requirements FTA s Final Rule for TAM requires that the TAM Plan address nine essential elements. Table 1-5 lists and describes these elements with cross-references to where each of the FTA elements are addressed in Metro s TAM Plan. Washington Metropolitan Area Transit Authority 1-6

17 Table 1-5. FTA TAM Plan Requirements TAM Plan Elements Description TAM Plan Section 1 Asset Inventory A register of capital assets and information about those assets Section 3 2 Transit Asset Conditions Assessment 3 Decision Support Tools A rating of the assets' physical state; to be completed for assets an agency has direct capital responsibility for; should be at a level of detail sufficient to monitor and predict performance of inventoried assets Analytic processes or tools that (1) assist in capital asset investment prioritization and/or (2) estimate capital needs over time Section 3 Section 4 4 Prioritization A prioritized list of projects or programs to manage or improve the SGR of capital assets Section 4 5 TAM and SGR Policy 6 Implementation Plan 7 List of Annual Activities Executive-level direction regarding expectations for transit asset management; a TAM strategy consists of the actions that support the implementation of the TAM policy A series of action steps for an agency to take to obtain and maintain a State of Good Repair. Addresses not only capital projects but also process and program capability improvements The actions needed to implement a TAM plan for each year of the plan's horizon Section 2 Section 6 Section 6 8 Resources A summary or list of the resources that a provider needs to develop and carry out the TAM plan Section 6 9 Monitoring, Evaluation and Updates An outline of how a provider will monitor, update, and evaluate, as needed, its TAM plan and related business practices, to ensure the continuous improvement Section 7 Sources: 49 CFR Parts C and D Washington Metropolitan Area Transit Authority 1-7

18 2. Transit Asset Management Policy Metro s TAM Policy as indicated in this section is the high-level document that defines the key principles that underpin the TAM Plan. States the principles and mandated requirements derived from, and consistent with, the organizational strategic plan, as expressed by Metro s leadership. It provides guidance for the provision of the framework, the development of the asset management strategy, the setting of goals and objectives (including achieving and maintaining SGR) and defines and assigns the roles and responsibilities for meeting those objectives which are integral parts of the TAM Plan Asset Management Policy Key Principles An integral component of Metro s TAM Policy is the statement of the principles by which Metro will apply asset management practices and procedures to achieve Metro s organizational strategic goals. The policy established seven Asset Management Principles, as listed below, which align with Metro s strategic goals: 1) Service delivery needs will guide asset practices and decisions; 2) Asset planning and management will integrate with corporate and business planning, budgetary and reporting processes; 3) Asset Management decisions will be based on the combined implications of managing all aspects of service delivery; 4) Asset management decisions will be based on evaluations of alternatives that consider full lifecycle costs, benefits and risks associated with the asset; 5) Ownership, control, accountability and reporting requirements for assets will be established, clearly communicated, and implemented; 6) Asset management activities will be undertaken within an integrated Metro-wide Asset Management Framework; and 7) Asset management decisions will be sustainable and demonstrate consideration of long-term consequences of short-term activities. Table 2-1. Alignment of Metro s Strategic Goals with Metro s TAM Policy Principles Metro s Strategic Goals Asset Management Principles Premier Safety Culture Delivering Quality Service Ensure Financial Stability Improve Regional Mobility 1 Service delivery will guide decisions 2 Integrated planning and management 3 Decisions based on all aspects of service delivery 4 Decisions take into account full lifecycle costs, benefits and risks associated with the asset 5 Clear asset ownership, control, accountability and reporting 6 Integrated Metro-wide asset management framework 7 Asset decisions will be sustainable Washington Metropolitan Area Transit Authority 2-1

19 2.1.2 Roles and Responsibilities Metro s Asset Management policy aims to build whole-life (i.e. lifecycle) asset planning. This requires balancing costs, opportunities, and risks against the performance of the asset. Therefore, the policy states that Metro s Asset Management activities must be coordinated and communicated across multiple departments and functional boundaries, as depicted in Figure 2-1. Figure 2-1. TAM Plan and Performance Management Process As asset management is inherently cross-functional, this TAM Policy defines Asset Management roles and responsibilities across the organization as follows: Accountable Executive Pursuant to 49 CFR 625, WMATA s Accountable Executive with ultimate responsibility for carrying out the TAM Plan and its related activities is the General Manager and Chief Executive Officer. The Chief of Capital Planning and Program Management (CPPM) is responsible for the administration of Metro s TAM Policy in close coordination with the Chief Operating Officer (COO), Chief Financial Officer (CFO), and the Chief of Internal Business Operations (IBOP). This policy is implemented through Metro's TAM Plan. The Department of the COO is responsible for overall delivery, construction, operation, supply and maintenance of the majority (non-it) of Metro's transit assets. The COO ensures that assets are maintained and decisions are made to achieve full value realization, while collecting data and providing information which supports the development of capital programs and enables decisions throughout the asset lifecycle. The COO will establish and keep current annually Asset Group Lifecycle Plans and a tabulation of asset Washington Metropolitan Area Transit Authority 2-2

20 owners. Similarly, the Chief of Department of Internal Business Operations (IBOP) will do so for IT assets. Under the COO, the Assistant General Manager (AGM) for Budget Performance and Planning (OBPP) is responsible for establishing and reporting on performance measures that track progress towards meeting strategic goals and FTA-mandated SGR target setting as well as performance tracking and progress towards of Metro's asset-level SGR targets. The Department of CPPM builds the agency's prioritized capital program and is the lead organization responsible for Needs Identification, Project Development, Strategic Planning, Asset Management and Sustainability. CPPM builds capacities in and delivers capital program planning oversight, reporting, and overall capital program management. CPPM ensures that the capital program aligns with identified needs and links to the executed work, and that Metro regularly makes progress towards FTA-required SGR targets. Under the Department of CPPM, the Transit Asset Management Office (TAMO) is responsible for developing an agency-wide Asset Management framework that integrates Metro's asset management practices into one coordinated organizational strategy, and provides the basis for continually improving asset management practices at Metro. TAMO provides the oversight, guidance, and governance necessary for transit assets to meet FTA SGR requirements, and stewards enterprise asset data to enable Metro to make informed business decisions in the management of our assets. TAMO responsibilities include: maintaining this policy; establishing Enterprise Asset Management (EAM) systems and software application governance standards; assisting asset owners with complying with EAM data management requirements; conducting annual audits of EAM data quality and compliance with requirements; developing reports and feedback loops from the EAM to guide capital planning and asset lifecycle decisions; establishing information strategy and standards; authoring the TAM Plan; collaborating with asset owners to deliver Asset Group Lifecycle Plans; codifying and making available information from the EAM as needed; developing the asset inventory and condition assessment process; establishing policies and procedures for future condition assessments; and managing the asset registry including the development of all asset transition policies. The Department of the CFO is responsible for developing Metro's annual operating and capital budgets in accordance with this policy. The CFO is responsible for ensuring funds are allocated in accordance with Metro's strategic goals and this policy. Additionally, the Department of the CFO is responsible for financial accounting of Metro's assets. The Department of Safety and Environment Management (SAFE) is responsible for development, direction, implementation and oversight of Metro's system safety program. The Chief Safety Officer (CSO) is responsible for the management of system safety, occupational safety and health, accident and incident investigation, fire/life safety, and the continuous hazard management process in accordance with this policy. The Department of Internal Business Operations (IBOP) is responsible for providing asset information management solutions, which meet business requirements (as defined by the Director of the TAMO) and enabling effective decision making throughout the lifecycle of Metro's assets. In this capacity, the Chief Information Officer is responsible for enabling achievement of the objectives set out in this policy. This responsibility is inclusive of all data standards, models, applications, integrations and reports required to maintain asset authoritative source records and associated maintenance/financial transactions that occur over the asset lifecycle. Additionally, IBOP will provide asset acquisition support based on Metro standards and align procurement strategies to ensure required assets, materials, and services are provided to support this TAM Policy. IBOP, through the Human Resources Office (CHRO), is responsible for attracting and employing competent individuals capable of properly managing Metro's assets. In addition, CHRO is accountable for supporting competency-based training programs. Washington Metropolitan Area Transit Authority 2-3

21 2.2 Precursor Activities - Metro s 2013 Asset Management Strategy 2.3 Metro s Capital Needs Inventory To further improve Asset Management practice and strategic alignment, in 2016 Metro updated its 10-Year Capital Needs Inventory (CNI) and Prioritization of those needs. This new iteration of the CNI (an earlier version was released in 2010) was developed aligning capital investment priorities with Metro s four strategic goals. In addition, Metro began the process of creating a comprehensive asset inventory, including key condition assessment information while utilizing FTA s Transit Economic Requirement Model (TERM) Lite to provide needs projections and investment prioritization based on asset condition and anticipated useful life. Along with these advancements, Metro also used the TERM Lite model to establish risk-based prioritization criteria to follow best practices in Asset Management. The resulting document supports the further evolution of Metro s TAM Plan by providing a decision support tool for capital investment decision-making with a clear line of sight to the agency s organizational strategy. Metro began working on Asset Management improvements prior to the FTA s rulemaking This included business process improvements and the creation of an Asset Management Strategy, which was developed and approved by the General Manager in The document provided an overall direction and approach for the coordination of activities to deliver Metro's goals in line with Metro s TAM Policy. The Asset Management Strategy document was a critical building block for Metro s TAM practices and guided the development of this TAM Plan. This TAM Plan is Metro s living document of asset management practices and builds on the strategies developed in The Asset Management Strategy document described Metro s approach to Asset Management as, structured around a framework that provides a high-level work flow describing how asset-related decisions are made, implemented and reviewed. This framework supports good practice decision making and enables assets to be brought up to and maintained in a State of Good Repair. 5 This framework is still in use in this TAM Plan and links highlevel organizational goals to the delivery of maintenance and project activities. An important feature of this structure is that participants involved in the process have a clear understanding of how their roles and responsibilities relate to delivering planned performance outcomes. 5 Metro s Asset Management Strategy (2013), Page 7. Washington Metropolitan Area Transit Authority 2-4

22 3. Asset Inventory and Conditions This section documents the full range of Metro s transit assets, including the types of assets used to provide and support transit service, as well as the quantities, physical conditions, replacement values, and lifecycle needs of these assets. The results of this Transit Asset Inventory and Condition Assessment (TAICA) field-based condition assessments of facilities are also detailed below. The inventory and condition data included in the TAM Plan is the most comprehensive snapshot of Metro s assets to-date. However, Metro recognizes that further data improvements are needed, and these efforts are included as part of our Implementation Plan in Section 6. Metro s ongoing efforts to improve the comprehensiveness and quality of this data will necessarily drive changes in the resulting inventory and condition reports over time. 3.1 Metro s Asset Inventory The asset inventory provided in this section was current as of December 30, Specifically, the inventory documents all major assets used to provide and support Metro s transit services, including a listing of each asset s type, quantity, replacement cost, date entered service, location, expected useful life, and asset ID. Depending on asset type, the inventory also documents a wide range of additional attributes including current asset condition (as observed), make and model, chain marker (linear location), mode supported, and asset status Overview of Metro s Major Assets As noted, Metro is one of the nation s largest transit operators. Metro is the nation s: Second largest heavy rail operator in terms of track miles and subway alignment length; Third largest heavy rail operator in terms of rail car fleet size, number of stations and number of maintenance facilities; Fourth largest bus operator in terms of fleet size and number of maintenance facilities; and Fifth largest paratransit operator in terms of fleet size. Together, these high-level statistics underline the magnitude of Metro s total asset holdings Replacement Value of Metro s Asset Inventory The estimated replacement value of Metro s existing asset inventory, as originally published in the 2016 Capital Needs Inventory, is $39.6 billion ($2017). This value is distributed by asset category and sub-category as presented in Figure 3-1 and Table 3-1 (all values in 2017 dollars). As expected for a large heavy rail and bus operator, much of the replacement value is concentrated in guideway (subway and elevated track structures), station buildings and passenger access structures (including parking), and vehicles (including the rail car, bus, Access and non-revenue vehicle fleets). 8% Guideway Elements Figure 3-1. Existing Asset Base by Category 12% 10% 21% 49% Stations Vehicles Systems Facilities Washington Metropolitan Area Transit Authority 3-1

23 Metro s asset State of Good Repair (SGR) backlog is an estimate of the level of investment required to replace all assets that either exceed their expected useful life or which require rehabilitation or replacement due to regulatory requirements. The most recent update to Metro s Capital Needs Inventory (CNI) includes $15.7 billion in SGR needs from CY18 to CY26, illustrated in Figure 3-2. Figure 3-2. Unconstrained SGR Needs (2017 $M) In that body of work, Metro s SGR backlog was estimated to be $6.8 billion, about 17 percent of its asset base. The largest proportion of Metro s asset SGR backlog is in major systems such as traction power, train control and communications systems (refer to Figure 3-3). Guideway elements, which include track, tunnels, aerials, and other structures make up the next largest portion of deferred needs. Figure 3-3. SGR Backlog by Category and for Systems Assets (2017 $M) Priority backlog items include the continuing replacement of older and unreliable rail cars, installation of a new radio system, and replacement of track circuits and power cabling where necessary. Understanding the significant level of Metro s SGR needs, the agency is seeking to leverage the knowledge available from best asset management practices and international standards, such as the Institute of Asset Management and International Standards Organization (ISO), going forward. This will establish an asset management baseline for Metro and provide a roadmap for improvement. Washington Metropolitan Area Transit Authority 3-2

24 Table 3-1. Replacement Costs of Metro Assets (2017 $M) Asset Types by Sub-Category Replacement Value (including soft costs) Percent of Asset Base (rounded) Facilities: Buildings $1, % Facilities: Central Control $ % Facilities: Major shops $ % Facilities: Storage yards $ % Facilities: Equipment $ % Stations: Building $5, % Stations: Parking $1, % Stations: Elevators and Escalators $1, % Stations: Bus Shelters $51 0.1% Guideway: Structures $18, % Guideway: Trackwork $1, % Vehicles: MetroRail $3, % Vehicles: MetroBus $1, % Vehicles: MetroAccess $46 0.1% Vehicles: Non-Revenue $ % Systems: Communications $ % Systems: Electrification $2, % Systems: Revenue Collection $ % Systems: Utilities $ % Systems: Train Control $ % Total $39, % Values rounded for simplicity Metro assets serve three modes of public transportation, and while most assets (roughly $36 billion) are devoted exclusively to serving Metrorail, Metrobus and MetroAccess provide service through utilization of a common asset denominator shared with Metro s jurisdictional partners roads. Table 3-2 presents the breakdown of asset replacement value by mode, including approximately $1.9 billion in system wide assets. System wide assets are defined as those assets that support two or more transit modes. Examples of system wide assets include: Administration facilities, training facilities and back-office equipment; Maintenance facilities that serve multiple modes; Some non-revenue vehicles; Agency-wide communication systems; and Central revenue collection. Washington Metropolitan Area Transit Authority 3-3

25 Table 3-2. Replacement Value by Mode (2017 $M) Mode Replacement Value Share of Total Metrorail $35, % Metrobus $1, % MetroAccess $46 0.1% System wide $1, % Total $39, % Values rounded for simplicity Replacement Cycles of Key Assets Table 3-3 below provides summary attribute data for the key asset types that support Metro s service, all based on data maintained in Metro s asset inventory. Specifically, this table summarizes the following attributes for each asset type: asset quantity, replacement cost, and the date-built range for current asset holdings. In addition, this table presents the expected replacement (useful life) and rehabilitation lifecycle assumptions for each of these key asset types. Note that many asset types do not yet undergo an explicit, defined rehabilitation program and the rehabilitation cycle boxes have been left blank in the table for those types. These assumptions are critical inputs to the assessment of Metro s current level of deferred investment and expected future reinvestment needs (as presented in the next chapter). Table 3-3. Attributes and Lifecycle Assumptions of Key Metro Asset Types Asset Type Quantity Replacement Cost (2017 $) Date Built Replacement Cycle Rehabilitation Cycle Track 1,231,308 track feet (233 track miles) main route and pocket tracks $404-$3,005 per track foot Ballasted: years Direct Fixation: years Floating Slab: 20 years Yard Track 305,318 track feet (58 miles) $404 per track foot years - Aerials 98,307 linear feet $14k-32k per linear foot years Annual Capital Maintenance (ACM) at 0.25% replacement cost Tunnels 526,010 linear feet (100 miles) $16,349 per linear foot (Cut & Cover) and $25,537 per linear foot (Tube) years ACM at 0.11% repl. Cost Retaining Walls 298,828 linear feet $1,058 per linear foot years - Fencing 629,358 linear feet $32 per linear feet years - Washington Metropolitan Area Transit Authority 3-4

26 Table 3-3. Attributes and Lifecycle Assumptions of Key Metro Asset Types Asset Type Quantity Replacement Cost (2017 $) Date Built Replacement Cycle Rehabilitation Cycle Rail Revenue Vehicles 1,236 railcars $2.5 million per vehicle years Mid-life rehab at 50% replacement cost Bus Revenue Vehicles, Non- Articulated 1,824 buses (includes contingency fleet) $563k-$708k per vehicle years Mid-life rehab at $175,000 Bus Revenue Vehicles, Articulated Buses 65 buses $996k per vehicle years Mid-life rehab at $225,000 MetroAccess Revenue Vehicles 758 vehicles $46k - $110k per vehicle years - Non-Revenue Vehicles 1,561 rubberwheel service vehicles and 199 steel-wheel service vehicles $30k - $15.5M per vehicle years - Ticket Vending Machines 1,015 TVMs $36k - $124k each years - Turnstiles 1,012 turnstiles $126k-$139k Fareboxes 1,782 fareboxes $22k each years - 15 years Computer Hardware 10,323 units $263 $9.5M years - Rail Stations 91 stations $14M - $220M years 1 mid-life rehab at 25% repl. cost Canopies 134 canopies $657k each years - Pedestrian Bridges 4,571 linear feet (36 bridges) $4,092 per linear foot years - Bus Stop Shelters 400 shelters $103k each years Parking Garages 28 garages $17M - $222M each years 1 mid-life rehab at 50% repl. cost Elevators 318 elevators $296k-$473k years ACM of 0.25% replacement cost. Two rehabs at 1/3 of replacement cost each Washington Metropolitan Area Transit Authority 3-5

27 Table 3-3. Attributes and Lifecycle Assumptions of Key Metro Asset Types Asset Type Quantity Replacement Cost (2017 $) Date Built Replacement Cycle Rehabilitation Cycle Escalators 618 escalators $947k - $3.6M years ACM of 0.25% replacement cost. Two rehabs at 1/3 of replacement cost each Signals & Train Control 2,321 miles of Train Control cable $17 per linear foot years ACM at 0.25% repl. cost 120 Train Control Rooms $3.2M - $10.3M years (Yard) & 40 years (Mainline) ACM at 0.25% repl. cost 3,426 Track Circuits 658 Switch Machines $200 - $31k $245k years ACM at 0.25% repl. cost 25, 40 years ACM at 0.25% repl. cost Communications Chronometrics System: 103 units $254k per unit years - 97 Station PA System Units Fiber-Optic Cable Transmission System: 267 units $55k per unit years - $7k each years Passenger Information Display Systems CCTV equipment: 105 units $20k - $79k $20k - $46k years years - PROTECT Chemical/Bio- Detection System $6.3M ears - Fire/Intrusion Detection System: 202 units $172 - $ years - Third Rail 1,249,713 feet (237 miles) $217 per track foot years Washington Metropolitan Area Transit Authority 3-6

28 Table 3-3. Attributes and Lifecycle Assumptions of Key Metro Asset Types Asset Type Quantity Replacement Cost (2017 $) Date Built Replacement Cycle Rehabilitation Cycle Traction Power Substations 110 Substations $9.5 million per substation Buildings: 40 years AC/DC Switchgear: 20 years Transformers: 15 years Facilities: Major Rail Yards Facilities: Bus Garages 9 rail yards $30M -$134M bus garages $15M -$188M years 1 mid-life rehab at 50% repl. cost 50 years 1 mid-life rehab at 50% repl. cost Facilities: Administrative 12 administrative facilities $23M - $259M years 1 mid-life rehab at 50% repl. cost 5 police facilities $4M - $138M years 1 mid-life rehab at 50% repl. cost 8 Central Control buildings $12M per building years 1 mid-life rehab at 50% repl. cost Asset Inventory Development and Improvement As with most peer operators, Metro s current asset inventory has been developed over a multi-year period and from a diverse group of data sources. The primary data for establishing inventory include: Metro s primary asset management system (Maximo); Metro s fixed asset ledger accounting system (PeopleSoft); project cost records from engineering; and data from Metro s tracking system for linear assets (Optram). To a large extent, this data has been validated to ensure the records are comprehensive (cover all major asset types), that unit quantities are correct and unit costs representative of Metro s cost experience, and that the records are free of double counting. The output of this inventory can be considered to provide a reliable baseline picture of the types, quantities, ages and replacement values of Metro s asset holdings, and a solid foundation for use in long-term needs analysis. Moving forward, Metro has initiated several efforts to continually improve the depth and quality of the asset inventory and related data. Many of these improvements are part of Metro s initiation of the TAM program, which includes delineation of roles, responsibilities, training and standards development related to conducting detailed, on-site inspections of assets for the purposes of identification, documentation (inventorying) and condition assessment. The results of these efforts, along with improvements in processes from procurement through decommissioning will improve the comprehensiveness and reliability of Metro s inventory data in the following ways: Increased level of detail While the initial inventory identified roughly 34,800 different asset records, many asset records including those for stations and facilities were not segmented to an optimal component or element level of detail. Metro is currently working to expand the number of asset records to better assess lifecycle cost needs at the component level of detail. Much of this data is being obtained as part of Metro s ongoing, on-site condition assessment of Metro assets, including stations, facilities, bridges, systems and fleets; Washington Metropolitan Area Transit Authority 3-7

29 Improved accuracy of replacement costs While the initial acquisition costs are known for many asset types, there are a magnitude of replacement costs that are less well-understood or documented. Metro is working both to improve the reliability of replacement cost data and to ensure these values match the level of detail to be documented in the inventory; and Creation of a more streamlined and structured alignment of data from which to draw inventory data Metro also is undertaking steps to consolidate the data sources from which inventory data is maintained and therefore obtained for future updates. This is to limit the costs of data collection and to help control the consistency and quality of the data utilized for inventory maintenance. Metro views asset inventory improvement as a long-term, continual improvement process. The approaches described above represent the initial phase of this continuous improvement effort. 3.2 Condition Assessment Methodologies As part of the development of this TAM Plan, Metro employed different types of condition assessment methodologies: Onsite visual physical condition assessments of facilities; Fleet management plan information; and Modeled asset conditions (from TERM Lite, a program described below). For facilities assessments, beginning in CY 2016 Metro undertook a Transit Asset Inventory and Condition Assessment (TAICA) effort where fixed facilities were visited, asset data was obtained by contracted architects and engineers, and assessments of condition made based on age. The TAICA data provided a snapshot of the current physical condition of Metro facilities. This data is valuable for the assessment of near- to medium-term maintenance and reinvestment needs and priorities. Modeled asset conditions from TERM Lite, a FTA-developed database containing industry standard decay curves for transit assets, was employed for rail and fleet assets. It is used to assist in maintenance planning and capital programing by estimating the expected future conditions of assets based on the age and expected useful life for each asset. This approach to asset condition assessment is therefore most valuable in assessing potential asset conditions at future points in time (subject to varying levels of operative capacity). TERM Lite s estimates of current and future conditions also play a key role in the prioritization of Metro s long-term reinvestment needs (as covered in the next chapter). While different systems, or process tools, were used for facilities and other asset classes, and there are the similarities in both the TAICA on-site condition observations and TERM Lite s condition projections Metro now relies on a common 5-point condition rating scale that runs from excellent (5), through good (4), adequate (3), marginal (2) and poor (1) (see Table 3-4) to provide ease of understanding and alignment. Washington Metropolitan Area Transit Authority 3-8

30 Table 3-4. FTA s 5-point Condition Scale Rating Condition Description 5 Excellent No visible defects, near new condition 4 Good Some (slightly) defective or deteriorated component(s) 3 Fair Moderately defective or deteriorated component(s) 2 Marginal Defective or deteriorated component(s) in need of replacement Note: Condition 2 indicates an asset (or significant portion of an asset) is close to, or in need of, rehab/replacement and should be considered a pending investment need. An asset at 2.5 is at the end of useful life. 1 Poor Asset is past its useful life and in need of prioritized repair or replacement Condition Results The results of Metro s condition assessment program conducted in the period are presented below in Figure 3-4. Specifically, this figure presents the percent distribution of assets in excellent, good, adequate, marginal or poor condition at the element level of detail (based on the TERM Lite s 4-part asset classification hierarchy). The figure also presents the weighted average condition for each of these asset groupings. This analysis suggests that the majority of Metro assets are in adequate condition or better (implying significant remaining useful life for these assets). There are, however, several asset types where most assets are at or below marginal condition, implying these assets are approaching or past their useful life and hence ready for rehabilitation or replacement. In particular, reinvestment needs are highly-concentrated in the systems asset category (including electrification, revenue collection, train control and utilities). Washington Metropolitan Area Transit Authority 3-9

31 Category Sub Category Element Average Condition Excellent Good Adequate Marginal Poor Facilities Buildings Administration 3.5 0% 50% 50% 0% 0% Facilities Buildings Building Components % 33% 34% 10% 7% Facilities Buildings Canopy % 2% 22% 0% 0% Facilities Equipment Maintenance % 21% 50% 14% 4% Guideway Elements Guideway Elevated Structure 3.2 7% 8% 58% 27% 0% Stations Building Building Components % 29% 14% 8% 2% Stations Complete Station Bus Stop Shelters % 46% 44% 0% 0% Stations Motor Bus Building % 4% 0% 0% 0% Stations Platform Canopy % 20% 24% 5% 0% Stations Rail Elevators 3.2 5% 15% 49% 26% 5% Stations Rail Misc 3.3 5% 19% 54% 21% 1% Stations Rail Parking % 38% 47% 0% 3% Stations Rail Pedestrian Walkway % 19% 55% 3% 2% Stations Rail Signage & Graphics 1.8 0% 2% 3% 68% 26% Systems Buildings 2.4 2% 0% 31% 15% 52% Systems Buildings Utilities 2.5 8% 9% 22% 26% 35% Systems Electrification 2.2 6% 3% 15% 24% 52% Systems Electrification Breaker House 2.9 9% 12% 42% 22% 15% Systems Electrification Substations % 31% 36% 2% 1% Systems Revenue Collection Central Revenue Collection 3.7 0% 50% 33% 17% 0% Systems Revenue Collection In Station 2.6 2% 0% 0% 97% 0% Systems Roadway Traffic Signals Roadway Traffic Signals % 10% 11% 1% 0% Systems Train Control Communications 2.1 0% 1% 8% 28% 63% Systems Utilities Air Conditioning/HVAC 3.0 8% 11% 56% 22% 2% Systems Utilities Drainage 3.8 0% 57% 43% 0% 0% Systems Utilities Fan Plants 2.2 0% 16% 14% 43% 27% Systems Utilities Ventilation 2.0 0% 1% 0% 97% 1% Vehicles Non Revenue Vehicles Car % 30% 17% 20% 2% Vehicles Non Revenue Vehicles Heavy Truck % 40% 16% 20% 2% Vehicles Non Revenue Vehicles Passenger Van % 33% 28% 22% 3% Vehicles Non Revenue Vehicles Special % 50% 6% 7% 5% Vehicles Non Revenue Vehicles Truck % 34% 25% 19% 3% Vehicles Revenue Vehicles Bus % 50% 14% 2% 0% Vehicles Revenue Vehicles Heavy Rail % 26% 30% 0% 1% Figure 3-4. Asset Condition Assessment Results ( ) SGR Performance Measures and Targets Under FTA s Final Rule, grantees are required to establish performance targets based on the measures outlined in Table 3-5. These measures are collectively referred to as SGR measures. Table 3-5. Performance Measure Definitions Asset Type Rolling Stock Equipment Definition The percentage of revenue vehicles within a particular asset class that have either met or exceeded their Useful Life Benchmark (ULB) The percentage of non-revenue, support-service and maintenance vehicles that have either met or exceeded their ULB Facilities The percentage of facilities within an asset class that is rated below condition 3 on the FTA TERM scale Infrastructure The percentage of track segments with performance restrictions Metro monitors and reports quarterly on all key performance indicators (KPIs) using Metro s online Score Card. In addition, OBPP produces an annual Performance Report assessing progress towards targets. Metro utilizes the same process for SGR measures as all other KPIs, incorporating them into our ongoing performance management framework. Washington Metropolitan Area Transit Authority 3-10

32 Each year, Metro s OBPP coordinates the effort to set targets for the SGR measures for the following fiscal year. The annual process starts in March and ends in June and engages Metro Subject Matter Experts (SME)s and asset owners to set realistic targets based on: Historic trends in performance; Known capital or operating plans for the next fiscal year; and Identified risks to achieving the targets and mitigation plans. OBPP will follow these steps in target setting: 1) In March and April of each year, set parameters for what assets are included in each measure based on FTA guidance and regulations, including FTA Guidebooks on Facility and Infrastructure Performance, National Transit Database (NTD) Asset Inventory Module Guidance, and FTA webinar materials. Identify Useful Life Benchmarks for rolling stock based on Fleet Plans, WMATA Board Resolutions, and WMATA policies and procedures. Identify Asset Owners and SMEs. 2) Starting in early April, gather data on current inventory (including age and condition), and verify the accuracy of the inventory with Metro s SMEs, including anticipated changes to the inventory between April and June 30 th, when the current fiscal year ends. 3) Calculate the baseline performance for the current fiscal year based on the projected inventory of assets and age/condition as of June 30 th. Analyze the speed restriction performance. 4) Calculate future targets based on the final capital budget for the following fiscal year (Capital Improvement Program, CIP, completed in March) by accounting for any planned investments up to June 30 th, including planned capital work. 5) Adjust targets based on known trends, risks and constraints - provided by SMEs and other stakeholders from capital budgeting, safety, planning and government relations. 6) Approval by the COO. 7) Confirmation by GM/CEO by June 30 th. 8) Transmit to Metropolitan Washington Council of Government, Metro s Metropolitan Planning Organization (MPO). In the future, OBPP plans to set internal 4- and 6-year targets to better inform the prioritization of future targets as well. Currently, based on the FTA-defined SGR measures, Metro has assessed the current performance against each measure and has also established related performance targets (for FY20) as outlined in the Table 3-6. Washington Metropolitan Area Transit Authority 3-11

33 Table 3-6. Current Performance Targets Asset Class Performance Measure FY19 Targets Rolling Stock (Revenue Vehicles) Equipment (Non-Revenue Vehicles) Facility Infrastructure Percentage of vehicles that have met or exceeded their ULB Percentage of vehicles that have met or exceeded their ULB Percentage of facilities rated below 3 on the FTA TERM scale Percentage of track segments, signal, and systems with performance restrictions Rail cars: 4.0% Buses: 0.0% (MetroAccess) Vans: 23.0% 16.0% Admin & Maintenance: 52.0% Passenger & Parking: 23.0% 2.20% Washington Metropolitan Area Transit Authority 3-12

34 4. Prioritization and Reinvestment This section reviews Metro s current capital program prioritization process and summarizes current SGR reinvestment requirements. Metro has defined and is working to implement a comprehensive asset inventory and condition assessment process as identified in Section 3. Based on a multi-factor prioritization process described in this section, Metro is working to establish capital programing informed by data-driven needs. Using this approach Metro was able to objectively substantiate and secured, with cooperation from its funding partners, additional funding to support its proposed 10-year SGR requirements of $1.5 billion on average per year. The analysis in this section highlights the impact of this new funding on moving Metro toward a SGR. 4.1 Investment Prioritization When Metro developed the 2017 to 2026 CNI, it also developed an improved process to prioritize the required investments emerging from this analysis. This process was more data-driven than previous efforts at establishing investment priorities. The methodology was founded on current data documenting the age and condition of Metro s asset holdings including vehicles, stations, guideway, systems and facilities and was designed to yield unconstrained and prioritized 10-year investment needs, where investment priorities were in close alignment with Metro s strategic objectives. Metro s approach to investment prioritization was guided by two committees, representing stakeholders from across the agency: The Capital Program Advisory Committee (CPAC) and the Executive Oversight Committee (EOC). These committees were formed in 2016 to provide cross-functional input on Metro s priorities and processes for capital investment. The committees currently meet monthly to review Metro s investment needs and to continue to guide improvements in Metro s capital planning and programming process. As Metro moves forward with its Asset Management approach, this methodology will be refined further. Many of these improvements are directed at improving the quantity and quality of asset data available to decisionmakers. Concurrently, Metro s ongoing EAM process is providing better condition assessment data, which will allow staff to more accurately assess risks and near-term needs. Thus, the process used to generate the current needs will continue to be improved in the future. The data used for this TAM Plan is an enhancement over prior versions and represents Metro s continued process to evolve towards an improved maturity in asset condition assessment and inventory CNI Methodology Overview The CNI methodology can be viewed in two distinct steps: Estimating Investment Needs, which determines the unconstrained dollar value of replacement, rehabilitation, enhancement or compliance related needs; and Prioritizing Investment Needs, which rank orders the needs developed in the first step based on data-driven prioritization criteria. The first step is based on the lifecycle actions (replacement, rehabilitation, and annual capital maintenance) related to the comprehensive inventory and condition assessment described in Section 3. It also includes submissions by Metro staff regarding improvements required to the existing inventory which may not be captured through like-for-like lifecycle planning. The second step scores each need based on criteria developed by Metro, based on the level of risk associated with asset failure Estimating Investment Needs The foundation of the CNI methodology was based on the best inventory available at the time, documenting Metro s asset holdings, including each asset s type, replacement cost, quantity, location and remaining life. This asset inventory provided the basis for determining the timing and cost of asset rehabilitation or replacement investments. In many cases, reinvestment needs were based on the useful life of assets and known rehabilitation plans. Where possible, asset condition was used to adjust the timing of asset replacements to Washington Metropolitan Area Transit Authority 4-1

35 reflect current conditions found in TAICA. Metro s modified version of TERM Lite then groups those asset-level needs into bundles of related SGR reinvestments. At the same time, a parallel Call For Needs (CFN) process generated an inventory of known enhancement, compliance, or functional needs based on recommendations submitted by Metro departments. The SGR and CFN were then combined to yield the complete listing of CNI needs. The CNI also includes data fields and processes specifically designed to prioritize CNI needs with rankings based on each project s contributions to Metro s strategic objectives. Any CFN that were identified as having an SGR impact were reassigned to SGR needs during analysis. The remaining CFN needs were considered to be new assets in terms of expanded services or functionality. Those truly new needs are not included in the reinvestment values enumerated in this document Prioritizing Needs: Metro Strategic Plan (Momentum) Alignment The prioritization criteria Metro developed for the CNI were selected to closely align with the Strategic Goals laid out in Momentum, unanimously endorsed by Metro s Board of Directors in June The CNI developed four evaluation criteria based on the four strategic goals. Each criterion was defined based on the impact of an investment to either improve asset condition, which contributes to Metro s SGR, or the impact of an investment to mitigate asset-related risks. Therefore, the CNI investments were prioritized based on four approved elements: Asset Condition; Safety and Security; Service Delivery; and Ridership Impact. Prioritization Criteria The prioritization process was designed to help evaluate the extent to which each proposed investment contributes to the four Metro strategic objectives identified in Figure 4-1. Following is a brief description of each of the four selected criteria and the scale on which investments are rated. All four criteria are scored on a common scale of 1 (lowest) to 5 (highest) using a variety of data-driven measures to determine the scores for an asset. The total risk-based priority score is then converted to 100 points to better capture the variation in priority. Figure 4-1. CNI Criteria Alignment with Metro s Momentum Goals Washington Metropolitan Area Transit Authority 4-2

36 Criteria Descriptions The Asset Condition criterion reflects Metro s commitment to maintaining assets in a State of Good Repair. Asset condition scores were assessed using empirically based asset decay curves that use FTA s 5-point condition rating system (where higher condition ratings reflect newer assets in good to excellent overall condition while lower values reflect older assets in marginal or worn condition). For purposes of investment prioritization, condition ratings were turned upside down such that assets in good condition receive low reinvestment priority scores whereas assets with low condition ratings received higher prioritization scores. Unlike other criteria, asset condition is recalculated in each year of the 10-year CNI analysis period based on the asset s age and decay curve. This means that as assets age their condition deteriorates and their priority for reinvestment increases. This dynamic scoring of condition follows the FTA s development of decay curves for the purposes of projecting future asset conditions. Where asset condition data was available through TAICA, as with the adjustment of needs values, the prioritization score was adjusted to start the decay curve at the asset s current condition (as opposed to using age alone). The Safety and Security criterion reflects Metro s commitment to building and maintaining a premier safety culture and system. Metro used the Department of Defense Standard Practice System Safety (MIL-STD- 882E) standard as a guideline to score the Safety and Security criterion for the CNI, as this is the standard required in Metro s System Safety Program Plan (SSPP). This standard guides a risk-based assessment that combines the severity and probability of potential hazards or incidents, to generate a combined safety or security score for each type of asset in Metro s inventory. Unlike Asset Condition, scoring for Safety and Security is static, meaning that scores do not change based on the year of analysis. The Service Delivery criterion is aligned with the agency s strategic goal to meet or exceed expectations by consistently delivering quality service, and therefore captures both an investment s ability to meet customer expectations for service and reduce the risk of service failures/disruptions. Scoring for this criterion was based on an asset s percentage impact on customer satisfaction as reported through Metro s quarterly customer survey. For example, assets that directly contribute to on-time service delivery received the highest score for this criterion as that measure has the highest impact on customer satisfaction. In addition, the level of impact on satisfaction is combined with the age of the asset to reflect the increased priority of reinvesting in older assets, in poorer condition, to improve customer experience. The scoring of Service Delivery was done by asset type and vetted with Metro senior management to ensure that scoring aligned to their understanding of an asset s criticality to customer service. Finally, Ridership Impact scores assigns higher priorities for those investments that benefit the most riders and are calculated based on the maximum number of weekday riders affected by an asset. Ridership levels are based on the mode an asset serves (access, bus, or rail) and the location of the individual asset in the system. To ensure that even areas with low levels of ridership receive priority, a logarithmic scale is used for this measure with the maximum set to about 700,000 riders or the average weekday one-way trips of Metrorail. Assets that are not directly impacting riders, such as support equipment, are discounted for this element depending on how critical they are to ridership. Special Circumstances for Prioritization In addition to the criteria scoring, Metro also identified individual assets or bundles of assets that have a higher priority due to compliance reasons, such as: Assets that have been damaged in accidents or have been identified through investigation or audit as requiring replacement; Assets that no longer meet code, standard, or regulation; and Assets that are no longer fit for service due to technological obsolescence. Washington Metropolitan Area Transit Authority 4-3

37 Compliance actions include responses to National Transportation Safety Board (NTSB) recommendations, FTA audits, or internal Metro investigations. Any asset or bundle of assets that was designated as a Compliance related need was given the highest possible priority score. Prioritization Weights Metro developed a risk-based weighting approach to combine the four individual prioritization criteria into a single, overall asset prioritization score. Incorporating risk into prioritization is suggested by the FTA under MAP-21 rules to allow for agencies to understand the impact of asset failure on their services. The objective of this risk-based approach is to assign the highest prioritization scores to those investments that are most likely to yield a significant reduction in the probability or severity of safety or service incidents. Under the risk-based approach, Asset Condition is used as a proxy for the probability of asset failure. Therefore, it receives 100 percent of the weight for probability. The three remaining criteria Safety and Security, Service Delivery, and Ridership Impact all represent the consequences to Metro and its riders of asset failure over the forecast period (see Figure 4-2). Figure 4-2. Risk-Based Weighting of Criteria In the case that an asset has been designated for compliance action, the Asset Condition score, i.e., probability of failure, is increased to the maximum (5) to illustrate that the asset requires immediate replacement. The maximum consequence score also is out of 5 points. The total risk-based priority score is then converted to 100 points to better capture the variation in priority (see Figure 4-3). Metro developed and reviewed multiple weighting scenarios for the CNI. These scenarios placed emphasis on one criteria over the others or had relatively equal emphasis. By testing outputs of the CNI database repeatedly, and discussing Metro s and the region s priorities, Metro chose to use a Safety and Security- focused weighting for the CNI putting most of the weight on high-scoring assets under the Safety and Security criterion. Figure point Scale Risk-Based Prioritization Washington Metropolitan Area Transit Authority 4-4

38 4.2 Reinvestment Needs This section provides a description of Metro s reinvestment needs from CY2018 to These figures reflect the numbers in the 2016 CNI with the inclusion of an additional year of fleet replacements and costing. It is important to note that this advances the results of the previous CNI analysis by one year for SGR needs only. It also includes an analysis of Metro s unconstrained and constrained reinvestment needs as well as related analysis of Metro s current and expected future SGR backlog and asset conditions. This analysis does not include CFN or new investment needs from the previous CNI, as those needs do not directly address replacement or rehabilitation of existing assets. The long-term reinvestment needs analysis presented here were developed using the TERM Lite model and inventory data as discussed in the previous chapter. As also noted in the previous chapter, WMATA is currently in the process of developing a more detailed and comprehensive asset inventory which, when completed, will form the basis for future updates of this TAM Plan SGR Backlog The SGR backlog is an estimate of the level of investment required to replace all assets that either exceed their expected useful life or which require rehabilitation or replacement based on conditions assessments. As of 2017, Metro s SGR backlog is estimated to be $6.8 billion, an amount equivalent to 17 percent of Metro s asset base. The largest proportion of deferred capital needs are in major systems such as traction power, train control and communications systems (see Figure 4-4). Guideway elements, which include track, tunnels, bridges, and other structures make up the next largest portion of the deferred needs. Figure 4-4. SGR Backlog by Category and for Systems Assets (2017 $M) Deferred capital needs also include a variety of regulatory-related projects, which must be completed as a priority to meet FTA, NTSB, or internal Metro standards. Priority items include the continuing replacement of older rail cars, installation of a new radio system, and replacement of track circuits and power cabling where necessary Unconstrained Needs Unconstrained needs represent the total level of investment required both to fully eliminate Metro s existing SGR backlog and then to maintain all existing Metro assets in a continual state of good repair thereafter. While unrealizable in practice (due to funding and physical limitations), unconstrained analysis provides a valuable measure of Metro s total reinvestment needs. Washington Metropolitan Area Transit Authority 4-5

39 The most recent update to the CNI document shows the total, unconstrained SGR needs to be estimated at $15.7 billion for the period FY18 to FY26 (Table 4-1). This includes normal replacement, rehabilitation, and annual capital maintenance once the deferred capital needs are addressed. After fleet replacement, electrification is the second largest investment category of need for SGR. In addition to the $1.93 billion of deferred capital needs for electrification (e.g., traction power) assets, there is an ongoing need to replace insulators in tunnels where there is water intrusion. Insulators in these environments wear out in 18 months to four years, instead of the normal 10+ years in dry environments. Figure 4-5 shows unconstrained needs by asset category for FY18 to FY26. Figure 4-5. Unconstrained SGR Needs (2017 $M) Table 4-1. Unconstrained SGR Needs, FY18 - FY26 (Millions of $YOE) Asset Sub-Category Total Nine-Year Reinvestment Revenue Vehicles $3,961 Guideway $1,360 Electrification $1,909 Access $1,740 Equipment $1,429 Trackwork $1,067 Buildings $988 Train Control $948 Building $289 Communications $362 Special Structures $351 Washington Metropolitan Area Transit Authority 4-6

40 Table 4-1. Unconstrained SGR Needs, FY18 - FY26 (Millions of $YOE) Asset Sub-Category Total Nine-Year Reinvestment Revenue Collection $319 Storage Yard $295 Major Shops $235 Non-Revenue Vehicles $191 Utilities $163 Central Control $114 Total $15,722 Figure 4-6. Unconstrained Needs by Asset Category, FY18 - FY26 Due to the short useful life of software, much of which is critical to delivery of Metro s services, IT systems are also a major capital reinvestment need. This includes maintaining and replacing assets that support field inspections of the rail system and the enterprise resource planning system Track also requires a large investment to replace components on a regular basis. In total, track is estimated to require just over $1 billion in investment during the next 10 years Constrained Needs The unconstrained analysis shown above assumes that Metro has unlimited capacity to address all capital reinvestment needs. In reality, there are, however, external factors that influence Metro s development of a capital budget including but not limited to providing project and contract commitments, funding capacity, track access constraints, force account labor constraints, and scheduling/scoping constraints based on procurement and contracting mechanisms. Metro is currently working to improve development of the capital program by linking the prioritization within the CNI with these real-world constraint factors. Washington Metropolitan Area Transit Authority 4-7

41 To produce a realistic capital program that is aligned with the agency s goals and priorities, Metro began utilizing a stage and gate process for capital project submissions in 2018 (See Table 4-2). Project submissions are reviewed and considered by two advisory committees, the Capital Program Advisory Committee (CPAC) and the Executive Oversight Committee (EOC), in order to properly align capital investments with prioritized asset reinvestment needs and in accordance with the framework of this plan. In brief, the stage and gate process provides the additional layer of information noted above for the purposes of programming investments and includes five stages: Project Initiation to identify a need and type of need; Development and Evaluation (D&E) optional stage if additional capital funding is required to develop a scope or Project Work Plan for identified needs; Project Development to identify the proposed solution and scope of the project; Project Approval to commit to execution of the project, schedule and budget in final Project Work Plan; and Project Close-out to document new or replaced assets in Metro s asset management software applications and agree to project handover and shutdown. Table 4-2. Building a Project - From Needs Identification to Closeout The stages and gates are undergoing testing and evaluation for the FY20 capital program and are currently informed by the CNI prioritization scoring (shown below). In this testing, Metro is aligning stage and gate scoring with the CNI methodology such that SGR priorities drive the ranking of project submissions. The evolution of this process is described in more detail in Section 6 as part of the Implementation Program. 4.3 CNI Prioritization Results Figure 4-7 illustrates the results of the scoring and prioritization process (as described in Subsection 4.1.3), with rail infrastructure and systems score the highest in terms of priority while stations and facilities score the lowest. The highest scoring assets are in poor condition, which increases their risk of failure, and are critical to safety, service and ridership. Electrification systems, which make up the highest scoring systems assets, also have a compliance component, as defective power cable replacement ($225 million) is required under an NTSB Safety Directive (R-5-35-e). Washington Metropolitan Area Transit Authority 4-8

42 Figure 4-7. All SGR Needs Sorted by Priority In total SGR compliance needs are valued at $1,744 million and are ranked in the top half of needs. Bus and MetroAccess revenue vehicles are also in the top half of needs, as they are critical to safety, service reliability and ridership in their respective modes. The key difference in scoring for buses (at 63), Access vans (at 60) and rail cars (at 75) is the level of ridership they support. Revenue fleets require some degree of replacement over the course of the CNI, as unit conditions decay to the end of useful life. As all fleets have the highest safety score, the Ridership Impact criterion is the differentiator in their priority scoring. It is important to note that all the highest scoring SGR needs are interdependent. This relationship is best illustrated by the highly ranked assets for electrification, tunnels (the top scoring guideway element) and trackwork (the next highest scoring guideway element). Tunnels with persistent leaks create an environment where accumulated debris in the tunnels (including brake dust from rail cars) becomes electrically conductive. These conditions lead to stray currents or arc tracking. Over time, cumulative degradation of the insulators caused by the arcing can create a short circuit that generates fire and smoke in tunnels. Stray current also accelerates the degradation of third rail, track (causing pitting) and track fasteners. The low condition scores of assets within tunnels and their potential safety risks contribute to their high priority scoring, and repeated needs. Therefore, maintaining tunnels in SGR is mutually beneficial to all of the track assemblies and rail systems in the tunnel environments The risk profile of SGR needs, with consequence on the Y-axis and probability on the X-axis in Figure 4-8, illustrates that electrification, track, train control, and tunnels are the highest risk in the CNI (upper right-hand corner) translate to be the highest priorities in the CNI. Except for track, these asset types all have Compliance components as well. Washington Metropolitan Area Transit Authority 4-9

43 Figure 4-8. Risk Profile of 10-Year SGR Needs (>$10M) Washington Metropolitan Area Transit Authority 4-10

44 5. Asset Management Baseline For this TAM Plan, Metro deployed two efforts to establish a current level of maturity with regards to asset management and to identify focus areas for future improvement. The first step was a series of executive interviews with key managers whose functional responsibilities include aspects of asset management at Metro. The second exercise was a series of workshops that focused on the characteristics of asset management derived from the ISO international standard for Overview of Asset Management and Asset Management Systems (ISO 55000). The results of these exercises were an examination and comparison against the agency s policy goals to identify the highest-priority gaps to be addressed. This assessment was then used in the development of the Implementation Program in Section 6. This baseline assessment should be considered as a guide to continual improvement. Many of the areas for improvement listed in this Plan represent process realignments required to respond to requirements that did not previously exist (e.g., FTA MAP-21 requirements), or simply recognize asset management best practices now emerging in the highway, transportation and transit industries. The term gaps can be equated to the term Opportunities for asset management and highlight areas against which specific actions or initiatives can be prescribed. The baseline assessment is an opportunity for Metro to take advantage of lessons learned by other transit agencies regarding the need to maintain the system in SGR given constrained resources. Examples of best practices include making better use of emerging information technology tools (e.g., integrated EAM systems), and better methods to link capital needs to capital forecasting. 5.1 Baseline Data Collection The gap analysis process identifies what actions need to be taken by Metro to implement a data-driven, outcome-based approach to maintaining assets in SGR and to meet federal requirements and agency TAM goals. Figure 5-1 illustrates the methodology used at Metro. The gap analysis should be viewed as a useful tool to help better understand the current state of asset management at Metro, not as a scientific analysis. To determine the gaps, outreach was conducted to various parts of the agency to learn what TAM-related processes and programs are currently in place. This was intended to answer the question, Where is Metro today? This snapshot was compared to the outcomes described in the WMATA TAM Policy ( Where does Metro want to be in the future ), to highlight any gaps between the two scenarios. This information was then used to develop an Implementation Program (detailed in Section 6), to get from current conditions to a desired future state. In addition, a maturity assessment was conducted in order to arrive at a consensus as to how developed the agency is in various asset management competences or practice areas. Again, the maturity assessment for Metro began with establishing a baseline. Within a public agency context, the customers, stakeholders, elected and appointed officials, and regulators expect competent asset management practice. Consequently, understanding how to define asset management, how well it is being practiced, and how best practice is defined is essential. The information acquired was used to analyze Metro s asset management capabilities in light of both the FTA TAM Business Processes Framework, and the seven principles outlined in the WMATA TAM Policy. Washington Metropolitan Area Transit Authority 5-1

45 Figure 5-1. Process for Asset Management Gaps Identification This assessment served a number of equally important goals: Raising awareness of TAM at all levels and further engaging Metro staff; Gaining an understanding of the current situation with respect to how Metro operates (setting a baseline); Identifying existing leading practices currently in place at Metro that can be leveraged moving forward with the TAM program; and Identifying shortcomings and areas of improvement for TAM that can be incorporated into this TAM Plan. Executive Interviews A total of 29 senior managers and executives representing more than ten offices across the agency met with the interview team over five days to discuss asset management. The offices represented a broad spectrum of departments with asset-related responsibilities, including Capital Planning and Program Management (CPPM), the Chief Financial Officer (CFO), the Chief Operating Officer (COO), Internal Business Operations (IBOP), and Safety (SAFE). The first set of questions targeted interviewees understanding of MAP-21 TAM requirements, standards, and knowledge of peer practices in asset management. A second set of questions focused on Metro s organizational preparedness, strengths, and weaknesses in implementing asset management (e.g., processes, systems, human resources). Asset Management Maturity Assessment Workshops, led by consultants for the effort (Jacobs Engineering Group) and utilizing their Comprehensive Asset Management Review and Assessment (CAMRA) tool were held to facilitate discussion along with providing an assessment of current asset practices for a series of questions against a predefined 1 to 5 Maturity Scale as shown below in Figure 5-2. The maturity assessment tool both obtained staff s view of Metro s current maturity level and offered insights into what target maturity levels could be achieved in the future. To be considered having a competency in asset management, the organization should achieve at least a 4 (Competence) in most (if not all) of the 38 practice areas of asset management addressed in the questions. It is not necessary to achieve a 5 (excellence) and the organization can make a value judgment as to whether excellence or competence in certain areas is desirable, beneficial and cost-effective. Washington Metropolitan Area Transit Authority 5-2

46 Figure 5-2. Asset Management Maturity Scale AM = asset management CAMRA helps participants to evaluate organizational maturity level using 38 practice areas contained within the following seven Key Focus Areas (KFAs) of asset management: 1) TAM Organizational Context: How well has Metro defined organizational objectives and the needs of internal and external stakeholders and how do these shape the scope of the TAM system? 2) TAM Vision & Leadership: Does Metro leadership lend its authority to supporting the TAM system through appropriate direction, organizational design, resource allocation, etc.? 3) TAM Objectives & Targets: How has Metro defined and quantified its external drivers of service performance and targets (such as growth forecasts and service impacts) and how well do these relate to the need for organizational objectives that could drive TAM processes and requirements? 4) TAM Information Requirements: How well does Metro define, record, analyze and control required TAM data and information? 5) Planning to meet TAM Objectives: What strategic and tactical planning processes does Metro utilize to ensure that risks are managed and that the right short, medium and long-term plans are developed for its assets? 6) Operational Planning and Control: What processes are in place to ensure that plans are implemented, necessary day-to-day maintenance requirements are defined and undertaken effectively and efficiently, and to ensure that any failures are promptly repaired and restored? 7) TAM Enablers & Support: How well does Metro support the ongoing implementation, application and continual improvement of its TAM system through staff development, communications and change management processes? Washington Metropolitan Area Transit Authority 5-3

47 Three CAMRA workshops were held with Metro managers and supervisors from various departments. Further details about these workshops are included in Appendix B. In reviewing the results of CAMRA it is crucial to keep in mind that while consensus was reached on maturity level for many practice areas, each of the workshops included participants from several offices which have differing methods for managing their assets. Nevertheless, because participants were asked to score the maturity levels based on Metro as a whole, there was consensus among the three workshops, with generally minimal variability in scoring. 5.2 Current Level of Maturity The maturity assessment tool, CAMRA both obtained staff s view of Metro s current maturity level and offered insights into what target maturity levels could be achieved in the future. These insights are a useful tool to help better understand the current state of asset management at Metro but are not a scientific analysis. Metro s assessment outputs are broadly consistent with other organizations at the same stage in development of their TAM programs and represent that Metro is generally aware of TAM activities and requirements and is in a state of development to build a more mature level of capability. Based on the results of CAMRA workshops, the current maturity levels of the seven KFAs, calculated by averaging the levels of the practice areas within each, are shown in Table 5-1. Table 5-1. Current Maturity Level of Key Focus Areas Determined by Averaging Maturity Levels of Practice areas within Each Key Focus Area Average Maturity Level Key Focus Area Level 1 to Level 2 Level 2 to Level 3 Level 3 to Level 4 Innocence to Awareness Awareness to Development Development to Competence Organizational Context Asset Management Vision and Leadership Asset Management Objectives and Targets Asset Management Information Requirements Planning to Achieve Asset Management Objectives Operational Planning and Control Asset Management Enablers and Support Table 5-2 Demonstrates the relationship between the 7 key focus areas and Metro s identified areas of improvement identified through the executive interview and CAMRA exercises. Washington Metropolitan Area Transit Authority 5-4

48 Table 5-2. Key Focus Areas and Opportunities Key Focus Area Priority TAM Opportunities Organizational Context Asset Management Vision and Leadership Asset Management Objectives and Targets Asset Management Information Requirements Planning to Achieve Asset Management Objectives Internal communications should be more consistent WMATA can establish clearer roles, responsibilities and leadership regarding AM Need for more coordinated planning of AM related software applications Asset information management is dispersed across the agency, sometimes roles and responsibilities are unclear Ensure consistent use of EAM for maintenance management and other AM practices Make sure that asset lifecycle plans (AMPs) for all critical asset classes to define maintenance and renewal are current Whole lifecycle costing should be considered in all asset renewal plans Maintain consistent and connected business processes across AM practices Operational Planning and Control Asset Management Enablers and Support Improve opportunities for consistently considering asset performance and condition in maintenance planning Improve connections between materials procurement needs and materials procurement process Support and reinforce continual improvement culture The radar plot in Figure 5-3 shows the averages of the scores of the practice areas grouped within each KFA. The closer the dot points are to the middle of the concentric circles, the lower the maturity. The farther away from the center, the higher the maturity. The chart demonstrates how each KFA was rated by WMATA staff now (the yellow line) as well as how much staff thinks the agency can realistically mature its capability in each area in the short, medium, and long terms. Washington Metropolitan Area Transit Authority 5-5

49 Seven Key Focus Areas Organizational Context Asset Management Vision & Leadership Asset Management Objectives & Targets Asset Management Information Requirements Planning to Achieve Asset Management Objectives Operational Planning & Control Asset Management Enablers & Support Figure 5-3. Current and Target Maturity of Practice Areas by KFA Washington Metropolitan Area Transit Authority 5-6

50 6. Implementation Plan This section provides a general overview of Metro s Asset Management improvement program. It further describes the main drivers that are the foundation of the program, the resources needed to implement it, and the overall expected outcomes (which are in alignment with Metro s Strategic Goals and TAM Policy principles). The Asset Management improvement program encompasses an Action Plan with 16 improvement actions (e.g., policy and strategy, lifecycle management, cross-asset planning & management, etc.) to be implemented during the four-year horizon of this plan. All actions listed in this section aim at advancing Asset Management practices at Metro. Some entail organizational cultural and process changes. The fundamental concepts of asset management are straightforward; however, implementing changes and improvements within a large organization such as Metro requires careful planning and higher levels of coordination. The asset management improvement program is directed at further institutionalizing asset management at Metro and moving the agency towards a more results-driven environment, focused on reliability, optimized lifecycle management, and reduced risk - all while achieving better performance and delivering higher levels of service, as called for by Metro s Strategic Goals and TAM Policy. 6.1 Implementation Approach The FTA defines the Implementation Strategy (or approach) as the operational actions that a transit provider decides to conduct to achieve its TAM goals. Metro s application of the FTA s approach is described in the four steps below. Step 1 Alignment with TAM Policy, Goal and Objectives: The asset management improvement program was designed to be in alignment with Metro s Strategic Plan, and its TAM Policy. Step 2 - Assess Agency Maturity: A critical second step in the process was to assess Metro s asset management maturity against industry standards as described in Section 5. Step 3 - Develop Plan: The Action Plan for Metro s TAM Plan for the next four years was assembled by putting together three groups of asset management-related activities: Asset management-related activities that Metro has already initiated; Activities to meet the TAM requirements established in the FTA TAM Rule; and New activities aimed at addressing the highest-priority opportunities identified in the asset management gap assessment. Step 4 Work the Plan: After establishing the Action Plan for the next four years and making sure that adequate resources are in place (i.e., funding, staff and contracts), Metro will institute the appropriate mechanisms to track and communicate asset management progress as detailed in Section Policy, Governance and Accountability The asset management policy and objectives discussed in Section 2 define the direction for Metro s current and future asset management activities. This TAM Plan provides the framework to guide Metro in the implementation of agency-wide asset management-related activities Policy Metro has several years of experience implementing asset management-related actions and will leverage existing strengths by identifying best practices in one asset class and applying these practices to other asset classes. Further, it is important that asset managers throughout the organization recognize that Washington Metropolitan Area Transit Authority 6-7

51 asset management is an improvement process that, when applied correctly, will result in optimized use of resources (Metro s Strategic Goal #4) and improved service delivery (Metro s Strategic Goal #2). The list of activities below included in the TAM Plan focus on producing benefits that Metro can communicate to broaden the reach of asset management improvements. This ensures that these investments are in alignment with Metro s Strategic Goal #4. In addition, to ensure success, Metro is committed to investing in its work force, providing staff with recognition, incentives and training (Metro s Strategic Goal #3) to improve TAM practices Governance and Accountability As seen in Section 5, asset management leadership and administration are in need of continued support at Metro. Consequently, to advance asset management practice, Metro will continue to build a strong governance framework supported by a clear sense of direction and establish well defined asset management roles and responsibilities TAM Executive Sponsors To support the General Manager/Chief Executive Officer (GM/CEO) in Executive Governance functions, Metro will utilize members of Metro s Executive Management Team (EMT). The TAM Executive Sponsor (GM/CEO) and the EMT will receive quarterly updates on AM progress and provide guidance and input on matters generated by Departmental Asset Managers. The following officers are currently members of Metro s EMT: General Manager and Chief Executive Officer (GM/CEO) Chief of Capital Planning Program Management (CPPM) Chief Operating Officer (COO) Chief Financial Officer (CFO) Chief Safety Officer (CSO) Chief Internal Business Operations (IBOP) Chief External Relations (EXRL) Chief Internal Compliance (INCP) General Counsel (COUN) AGM Customer Service, Communications and Marketing (CSCM) Washington Metropolitan Area Transit Authority 6-8

52 6.3 Plan Development The following Action Plan addresses the key gaps identified in Metro s TAM practices and prioritizes the critical actions to deliver on Metro s TAM Policy and Strategic Goals Asset Management Action Plan This section provides a summary of ongoing and future Asset Management activities that will directly or indirectly impact the overall performance of the organization. The prioritized listing of Asset Management practice areas of continued improvement is a main driver in the selection of these activities. Specifically, the prioritization of Asset Management practice areas considered the following factors: Regulatory requirements; Alignment with Metro s strategic goals; Prerequisite to improve other practice areas, and Opportunities for improving maturity based on CAMRA framework. The activities listed under Table 6-1 represent Metro s commitment to improve Asset Management practice during the four-year horizon of this plan. The table lists 16 critical asset management activities that address the highest priority Asset Management areas of improvement (Columns 1). Further, the table provides an overview of the activities scopes and expected outcomes, the department responsible for implementing the action, and an expected timeline for completion. Although this plan has a four-year horizon, the timeline for some of the activities extends beyond a 5-year span. Washington Metropolitan Area Transit Authority 6-9

53 Table 6-1. Action Plan and Implementation Timeframe Identified Areas of Improvement Action # Proposed Actions WMATA Key Action Owner Outcome or Deliverable Short- Term years (0-2) Med- Term years (3-5) Long- Term years (5+) Asset information management needs to be centralized at the Authority with clear ownerships and information roles and responsibilities 1 Identify all asset owners/define responsibilities at each classification and hierarchy 2 Identify and implement consistent EAM data governance processes Authority-wide TAMO TAMO/IT Improved stewardship of assets by designated asset owners Comprehensive and consistent asset data dictionary with codified asset hierarchy, data standards, and information governance processes 3 Consolidate all Asset Inventory information into an EAM System TAMO/ ACCT/IT Metro will use and retrieve asset data from an accurate single source of truth Business processes and asset management practices need consistency and connection 4 Identify and record as-is Asset Management Business Processes Authority-wide 5 Develop To-Be processes with clearly identified points of coordination/hand-off TAMO TAMO Development of to-be processes and lifecycle plans incorporate an understanding of business needs and current conditions Creation of actions and policy recommendations based on findings that drive actionable and userembraced improved business processes Asset management requires clear leadership and management roles and responsibilities 6 Elevate the recognition of Asset Management by periodic reports to the Executive Sponsor and EMT CPPM Institutionalize importance of and progress towards Asset Management excellence at all levels of Metro decision-making; supported by quarterly presentations on asset management activities and progress Washington Metropolitan Area Transit Authority 6-10

54 Table 6-1. Action Plan and Implementation Timeframe Identified Areas of Improvement Action # Proposed Actions WMATA Key Action Owner Outcome or Deliverable Short- Term years (0-2) Med- Term years (3-5) Long- Term years (5+) Metro requires asset family strategic asset management plans (AMPs) for all critical asset classes that clearly delineate maintenance and renewal practices and requirements 7 Use As-Is business process findings to update or develop lifecycle plans for asset groups with asset owners TAMO Metro will create and utilize lifecycle plans for asset groups describing maintenance, overhaul, and capital programs necessary to meet service, performance and condition targets for assets Whole life costing and renewal should be incorporated into maintenance, planning, renewal, and investment decisions 8 Develop and implement improved Capital Program Process to include business case analysis in evaluating projects CPPM Capital program will include as an input whole-life asset costing for renewal/rehabilitation and reinvestment forecasting. Over time, this will lead to asset reinvestment decisions that drive efficiencies and modernization and drive down corrective maintenance costs Asset performance information should be consistently incorporated into maintenance planning actions 9 Improve use of asset condition assessments for rail maintenance planning 10 Expand use of reliabilitycentered maintenance practices to two additional, service-critical asset categories MOWE/ TAMO RCMC/ENGA Metro will reduce the percentage of track with restrictions and drive progress toward and beyond State of Good Repair targets Metro will begin to use reliabilitycentered maintenance to drive improved uptime at lower overall operating and maintenance cost. These plans will include engineering and maintenance recommendations Washington Metropolitan Area Transit Authority 6-11

55 Table 6-1. Action Plan and Implementation Timeframe Identified Areas of Improvement Action # Proposed Actions WMATA Key Action Owner Outcome or Deliverable Short- Term years (0-2) Med- Term years (3-5) Long- Term years (5+) Metro should improve connections between materials procurement needs and materials procurement process 11 Investigate procurement methods to mitigate risk allowing for just-in-time sourcing of materials PMNT/ COO Short Term: Identify current business model misalignments Medium term: Correct issues with key recommendations for solution and implementation Enterprise Asset Management should be codified and used consistently for maintenance management and other AM practices 12 Develop and Implement Asset Management and EAM related systems training programs TAMO Metro will deploy asset management and enterprise asset management training requirements and options available for staff with varying levels of expertise Software applications for asset management should be driven by business needs analysis and properly coordinated through a governance structure 13 Identify systems capabilities and develop AM software solutions and standards to address business needs TAMO/IT Short term: Metro will develop an asset management systems and infrastructure roadmap Medium/Long term: This plan will be implemented and deployed Metro should improve asset managementrelated internal communications to make all information consistent 14 Develop and roll-out AM communications plan to improve agency knowledge and buy-in 12 Develop and Implement Asset Management and EAM training programs* CPPM TAMO Metro will create and implement a communications plan Metro will deploy asset management and enterprise asset management training requirements and options available for staff with varying levels of expertise. Washington Metropolitan Area Transit Authority 6-12

56 Table 6-1. Action Plan and Implementation Timeframe Identified Areas of Improvement Action # Proposed Actions WMATA Key Action Owner Outcome or Deliverable Short- Term years (0-2) Med- Term years (3-5) Long- Term years (5+) Metro should deploy a continuous improvement culture, executive support and reinforcement of organizational discipline around asset management *Note: Repeated Action 15 TAM plan-monitor and update TAMO Metro will maintain the TAM plan with current data and updates as needed 16 Create TAM Continuous Improvement Committee 12 Develop and Implement Asset Management and EAM training programs* TAMO TAMO Metro will conduct quarterly meetings (or as needed) with AM stakeholders to review and improve TAM Action Plan Metro will deploy asset management and enterprise asset management training requirements and options available for staff with varying levels of expertise. Washington Metropolitan Area Transit Authority 6-13

57 6.4 Implement Action Plan Metro s Asset Management improvement program encompasses existing and new actions expected to be active during the four-year horizon of this TAM Plan. In addition, the TAM Rule has established that the TAM Plan delineates the resources necessary to carry out the Action Plan Resources Required to Implement Plan To successfully reach the goals of this improvement program requires Metro s commitment to make available the human and financial resources necessary for the entire duration of the plan s period. Table 6-2 shows the list of activities and the department responsible for their implementation, as well as the type of resources needed to support each activity. In most cases, Metro will rely on a combination of in-house personnel and contractors. Several initiatives in the program are in the early stages of development and the resources necessary for implementation are yet to be determined. Resource estimates are preliminary and are subject to Metro s budgeting processes, timelines and other factors. Additional refinements to these preliminary estimations will be necessary for actions that have not been fully scoped once they are get ready for deployment and implementation. Table 6-2. List of Resources Required to Implement Plan Action # Proposed Action Key Action Owner(s) Comments/Other Support Required 1 Identify all asset owners/define responsibilities at each classification and hierarchy 2 Identify and implement consistent EAM data governance processes Authoritywide 3 Consolidate all Asset Inventory information into EAM 4 Identify and record as-is AM Business Processes Authority-wide 5 Develop To-Be processes with clearly identified points of coordination/handoff 6 Elevate the recognition of Asset Management by periodic reports to EMT and Executive Sponsor 7 Use as-is business process findings to update or develop lifecycle plans for asset groups with asset owners 8 Develop and implement improved Capital Program Process, to include business case and asset analysis in evaluating projects TAMO TAMO/IT TAMO/IT/ ACCT TAMO TAMO CPPM TAMO CPPM This effort necessitates a level of commitment by asset owners/end users and related support groups This effort will be based on international standards and processes (ISO 55000) to align for future certification of processes This effort will utilize in-house staff with augmentation and consultant forces as required. This effort will be led by TAMO with additional support of consultants due to number of Lines of Business to be captured This effort will require a level of commitment by asset owners/end user groups as well as support and edge functional groups Due to business activities and importance of the EAM the Executive Management Team (EMT) and Executive Sponsor (GM) require regular updates on status Corresponding implementation of strategic asset management plans will require interface with CNI and other current processes Alignment of an accurate strategic asset registry with condition assessments to be integrated into Capital planning decision making model Washington Metropolitan Area Transit Authority 6-14

58 Action # Proposed Action Key Action Owner(s) Comments/Other Support Required 9 Improve use of asset condition assessments for rail maintenance planning 10 Expand use of reliability-centered maintenance practices to two additional, service-critical asset categories 11 Investigate procurement methods to mitigate risk allow for just-in-time sourcing of materials 12 Develop and Implement Asset Management and EAM related system training programs 13 Develop AM software solutions and standards to address business needs 14 Develop and roll-out AM communications plan to improve agency knowledge and buy-in MOWE/ TAMO RCMC/ ENGA PMNT/ COO TAMO TAMO/IT CPPM Improve interface of existing systems and analysis tools Support by consultants/vendors as needed for interface with existing systems of improved processes and output data to enable recordation and analysis Support by logistics and supply chain consultants to augment efforts by CPPM, COUN, CFO Offices Consultant support for initial program development and possible ongoing training lead May require fully independent counsel to ensure best value Minor outsource requirement for message content development, configuration and packaging 15 TAM Plan-monitor and update TAMO Consultant support as necessary 16 Create TAM Continuous Improvement Committee TAMO At minimum, representatives from each (5) major asset classes (rolling stock, infrastructure, facilities, stations, systems) Washington Metropolitan Area Transit Authority 6-15

59 7. Evaluation and Continual Improvement The agency s TAM Policy and this TAM Plan set principles, strategies, and performance measures for continually improving how Metro manages its assets. To successfully implement this TAM Plan and advance the agency s TAM maturity, an annual review of progress and performance measures will be conducted and will be used to revise these documents and to develop new projects to further Metro s progress towards industry best practices. Metro s annual approach to reviewing and updating TAM documents and performance measures will follow the continual improvement approach of: 1) Plan plan for improvement activities and set performance targets, as in this TAM Plan; 2) Do execute the annual TAM activities; 3) Check review the outcomes of the TAM activities to determine their impacts; reviews could include further Gap Assessments, performance modelling or lessons learned from project improvements; and 4) Act capture improvements and document the new baselines for these activities and leverage lessons learned in the TAM Plan for the next year. This approach to continual improvement is already implemented in Metro s Office of Performance under OBPP, with the annual process of monitoring performance and setting targets, which is described in detail below. The GM/CEO and EMT lead the shaping of strategic objectives and performance targets for the agency. In the future, revisions to this TAM Plan will be reviewed and approved by Metro staff and executive management to ensure alignment with other strategic planning documents. This TAM Plan will be reviewed and revised at least every four years, as required by the FTA. Any revisions will require input from various internal and external stakeholders. Internal input will be sought out and reviewed by the Asset Management office and Improvement Committee, and external stakeholder involvement will be sought out and coordinated. Metro will move towards better asset performance, risk reduction, and agency cost savings with each revision of the TAM Plan. 7.1 Communications and Change Management Successful asset management implementation requires good communication, to allow people to understand changing processes, and to bridge the many departments and offices that exist in the organization. This includes ongoing dialogue, progress updates, and change management. A common approach for change management is represented by the ADKAR acronym, which is a useful aid for understanding and promoting organizational change. The acronym represents the need to have: Washington Metropolitan Area Transit Authority 7-1

60 As change management requires Awareness, Desire and Knowledge, one of the Implementation Program action items in this TAM Plan is the development of a communication plan that addresses both internal and external stakeholders on an ongoing basis. This feedback loop, which should incorporate all the elements of ADKAR, will be an essential part of how the successes and challenges of the plan will be monitored and evaluated going forward. Ultimately the communication plan will include reinforcement of those activities that have benefited Metro and would be maintained and memorialized as part of Metro s practices. As an example, the improved condition of assets and decrease in SGR Backlog that results from the region s increased investment in Metro will be part of the internal and external communications that reinforce Metro s TAM improvements. 7.2 Stakeholders The ability to efficiently manage Metro s transit assets depends on not only Metro employees, but also on a variety of external stakeholders, partner jurisdictions, elected officials, customers/community, regulators, and contractors who all have their own expectations from the system. Customers/community: Metro s reason to exist are the customers who use its services. Metro s customers depend on transit to access employment, education, healthcare, shopping, and entertainment. Additionally, Metro s customers need to be able to trust that the equipment and operators will get them to their destinations safely. When a customer is delayed repeatedly or injured due to infrastructure or equipment failure, Metro risks losing its most important stakeholder. Partner jurisdictions: Metro depends to a large degree on its federal, state, and local partners for funding. As such, it must collaborate closely with these partner jurisdictions, especially with respect to communicating current and future reinvestment needs. Planning Partner: The Transportation Planning Board (TPB) of the Metropolitan Washington Council of Governments (MWCOG) is the regional metropolitan planning organization for transportation. TPB is legislatively empowered to authorize the use of federal funds on transit projects, and since the institution of MAP-21, is also required to coordinate its state of good repair performance measures with Metro and all other local operators in the region. Regulators: Through rulemaking and oversight, the FTA, Environmental Protection Agency (EPA), Occupational Safety and Health Administration (OSHA), Metrorail Safety Commission, and other agencies all directly influence how Metro s transit assets are managed. Vendors: The performance and pricing of service providers, contractors, consultants, material suppliers, and other vendors directly affect Metro s ability to deliver projects on-time and on-budget. Issues with Washington Metropolitan Area Transit Authority 7-2