Transportation Asset Management Applications in Transit & Rail Organizations Part I

Transcription

1 Transportation Asset Management Applications in Transit & Rail Organizations Part I

2 Transportation Asset Management Applications in Transit & Rail Organizations, Part I Focus on overall approaches to asset management within a transit agency or transportation authority. Emphasize agency-wide topics often involving performance metrics, asset investment strategies, long range asset plans, and other similar topics of interest to an agency s CEO, COO, CFO, board members, and their staffs.

3 Transportation Asset Management Applications in Transit & Rail Organizations, Part I Examples of Transit System Evolution A Mature System: Port Authority of New York and New Jersey Ernesto Butcher, Chief Operating Officer A Middle-Aged System: Metropolitan Atlanta Rapid Transit Authority (MARTA) Carter Rohan, Asst. Gen. Mgr. for Engineering & Technology A Brand-New System: The Triangle Transit Authority Dan S. Carnell, Director of Planning and Engineering

4 Vision Based Planning Facilitation Tools used at PANYNJ Best Maintenance Practices; MARTA 40 Year Capital Planning

5 Transportation Asset Management Applications in Transit & Rail Organizations, Part I Examples of Transit System Evolution A Mature System: Port Authority of New York and New Jersey Ernesto Butcher, Chief Operating Officer A Middle-Aged System: Metropolitan Atlanta Rapid Transit Authority (MARTA) Carter Rohan, Asst. Gen. Mgr. for Engineering & Technology A Brand-New System: The Triangle Transit Authority Dan S. Carnell, Director of Planning and Engineering

6 Maintenance Management Improvement Program November, 2005 Presented by: Ernesto L. Butcher, Chief Operating Officer

7 Our Network

8 Facilities & Services Aviation Tunnels, Bridges & Terminals PATH (Port Authority Trans-Hudson) Port Commerce

9 Financially Self-Sufficient Sufficient No tax revenues are received from any state or local jurisdiction No power to tax A self-supporting organization Revenues received from facility operations Bonds are backed by revenues generated from user fees

10 Ten Year Strategic Plan Five Strategic Campaigns Transportation for a Competitive Economy Transit-Based Economic Growth Efficient Goods Movement Network Sound, Secure State-Of-The-Art Infrastructure Seamless Regional Travel

11 What Reaffirming of the Agency s commitment to ongoing investment in: Maintaining Repairing Upgrading Replacing transportation facilities

12 How Utilizing new technologies Management practices

13 Outcome Reduce life cycle costs Maintain high levels of service Reliability Safety Security

14 Current Realities Heavily traveled facilities Moving 400 million people a year Aging infrastructure

15 Maintenance Management Policy Statement Staff Support Services Until 1995 Maintenance Management and Work Management Process Improvements Maintenance Standards Operating Procedure Manuals and Rosters MMIS management Maintenance Program Evaluation (Structural, Electrical, Mechanical) Maintenance Service Contract Administration and Performance Assessment

16 Guided by a Maintenance Management Policy Major Objectives Safety, conformance with federal, state and local codes and regulations Reliable Economical balance between preventive, predictive and breakdown maintenance

17 Main Elements of Maintenance Program Current Rosters containing all routine maintenance work Formal method for introducing non-routine work Formal work order system Methodology for scheduling workload Record keeping system that can be periodically reviewed Methodology for charging labor and materials A system of administrative reports

18 Maintenance Management Assessment Findings Gap Exists Between Industry Standards and PA Practices at All Levels of the Organization: Strategic: No Link Between Asset Management and Maintenance Tactical: Maintenance is not driven by performance metrics and business planning18 The asset base is incomplete Operations: Planning, scheduling, work authorization, labor utilization, and materials requirements are not consistent The true cost of doing maintenance is unknown

19 Key Recommendations Overhaul Existing Practices and Implement a Preventative/Predictive Maintenance Program Manage maintenance costs and resources (labor, materials, funds) Manage maintenance through disciplined work processes (planning, workload assessment) Manage maintenance through standardized performance metrics Determine asset base and standardize asset naming conventions Implement continuous improvement processes

20 Strategic Initiative: An Asset Business Model Implement as a philosophy at all levels and across virtually all functions of the organization: Manage with a broader view of the Agency s diverse asset portfolio Establish link between overall asset management strategy and maintenance programs for assets critical to business objectives Evaluate full range of options, i.e., preservation, capital improvement, and alternative maintenance strategies based upon cogent, systematic asset life assessment Justify needed investment or additional resources with facts, figures, and systematic methods Explicit and visible: a way of doing business

21 Program Summary: Effort and Results Work Plan Asset Assessment: Comprehensive review of PA s asset inventory through all available data sources. Survey assets to complete inventory. Conduct gap analysis, review how assets are currently inventoried Performance Measures: Determine what metrics are in place and how they are used to manage maintenance. Assess efficacy of maintenance operations metrics and how they are used (or should be used) to inform departmental business plans, and an asset management plan Work Process Improvement: Conduct operations analyses in the areas of work authorization and control,budget and cost control,maintenance planning and scheduling, and equipment effectiveness assessment Results Remedy gap Establish standards, procedures, policies to support the Port Authority s long term asset management goals Establish an equipment history file for critical equipment to track life-cycle cost, types of repairs, and trends Performance indicators that evaluate the total effectiveness and impact of maintenance services to the PA in such areas as: maintenance planning, labor utilization and work distribution, equipment availability and downtime Written guidelines for work order management An assessment of how maintenance resources (time, staff, budget) are being utilized Labor and material costs for all work orders Planning that incorporates craft time and materials availability

22 Program Implementation Benefits Understand the True Costs of Maintenance Operating and Capital Eliminate Work Process Inefficiencies and Increase Effectiveness Measure What You Manage: Labor effectiveness, asset availability Improve Investment Decisions by Incorporating Asset/Life Cycle Management An Accurate Account of the Asset Repository 11/19/

23 Transportation Asset Management Applications in Transit & Rail Organizations, Part I Examples of Transit System Evolution A Mature System: Port Authority of New York and New Jersey Ernesto Butcher, Chief Operating Officer A Middle-Aged System: Metropolitan Atlanta Rapid Transit Authority Carter Rohan, Asst. Gen. Mgr. for Engineering & Technology A Brand-New System: The Triangle Transit Authority Dan S. Carnell, Director of Planning and Engineering

24 Metropolitan Atlanta Rapid Transit Authority Transit Asset Management Transit Asset Management Presented by: Carter Rohan AGM of Engineering & Technology Metropolitan Atlanta Rapid Transit Authority

25 Overview MARTA Transit System Existing Assets Long-Range Vision Current Conditions Initiatives Underway

26 MARTA Rail Transit System Rail System 47 Route Miles 38 Rail Stations Rail Operations 22 Hours per Day 10 to 15 Minute Headway Passengers 299,800 Daily Boarding's

27 History of MARTA Rail System Planning & Design Developing the System Renewing the System Transition to Operations

28 Strategic Approach to Managing Assets Corporate policy Performance targets Resource utilization Long-term view Objective analysis Accountability Performance (Capability & Capacity) Optimum Performance (Capability & Capacity) Likely Aging Curve without Normal Maintenance Minimum Acceptable Performance (Capability & Capacity) Time Accelerated Capital Renewal Likely Aging Curve with Normal Maintenance Service Life Lost by Deferred Maintenance Normal Capital Renewal Adapted from Deferred Maintenance Report for Federal Facilities (2001) ; National Academic Press

29 MARTA s s Total Assets $ Values in Millions Assets Infrastructure Revenue Vehicles Service Vehicles Operating Equipment Office Furnishings & Equipment Cost 3, Depreciation 1, Revenue Vehicles 19% Service Vehicles 0% Operating Equipment 2% Office Equipment 0% Intangible Assets 0% Intangible Assets 11 5 Total Percentage $4,316 $2,067 48% Infrastructure 79% Excluding Real Estate

30 MARTA s s Asset Condition Current Year $ $500,000,000 $450,000,000 $400,000,000 $350,000,000 $300,000,000 $250,000,000 $200,000,000 MARTA CA Projections (Unburdened) $150,000,000 $100,000,000 $50,000,000 $ OFFICE FURNISHINGS 15. COMPUTERS 14. OTHER VEHICLES 13. RAIL CARS 12. BUSES 11. VEHICLE SERVICING EQUIPMENT 10. COMMUNICATIONS 09. TRACTION POWER 08. SIGNAGE 07. ATC 06. FARE COLLECTION 05. TRACK 04. MECHANICAL 03. OTHER STRUCTURES 02. STRUCTURES 01. BUILDINGS

31 MARTA s Asset Investment Areas Reinvestment Enhancement Expansion Regulatory

32 MARTA s Current Ten-Year Program Program System Reinvestment Total ($ millions) $1,692.7 System Enhancement 5.9% Regulatory Requirements 1.4% System Enhancement $114.8 System Expansion 5.5% Regulatory Requirements $26.5 System Expansion Total $107.7 $1,941.6 System Reinvestment 87.2% Excluding Debt Service

33 Develop inventory at component level Condition Assessment Copy Establish service life of components Establish rehabilitation or replacement cost of components

34 Ten-Year Capital Expenditure Plan $350 $300 $250 ($ millions) $200 $150 $100 $50 $0 FY06 FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 Reinvestment Enhancement Regulatory Expansion Excluding Debt Service.

35 Current Initiatives Rolling Stock Bus Replacement Bus Engine & Transmissions L-Van & Shuttle Vans Rail Car Renovation

36 Current Initiatives - Fare Collection Fare Collection System for Stations and Rolling Stock Fare Media & Revenue Handling Facilities Station Modifications

37 Current Initiatives - Communications Systemwide Radio Communications System Bus Radio / AVL / APC / Stop Annunciation / Mobile Data Terminals

38 Current Initiatives - Track Renovation Trackwork Traction Power Train Control Structures

39 Current Initiatives - Rail Stations Ceilings Flooring Lighting Escalators Auxiliary Power

40 Current Initiatives - Security Upgrades CCTV System Fencing & Barriers Access Controls

41 Current Initiatives - Business Transformation Enterprise Resource Planning Software Enterprise Asset Management Software Maximus/Oracle/Optram Maintenance Materials Management Procurement An integrated business system which ties both administrative & maintenance functions Stationary and held- held hardware Finance Timekeeping & Payroll Oracle/Vertex Human Resources

42 Issues / Challenges Emphasis on Reinvestment Asset Inventory, Condition Assessment and Priorities Improve Existing Service Retain Current Riders with Renewed Assets Increase Ridership with Enhancements Secure Funding for Capital Requirements System Reinvestment Needs Exceed Available Funds System Expansion and Enhancements are Unfunded

43 Metropolitan Atlanta Rapid Transit Authority Transit Asset Management Transit Asset Management Presented by: Carter Rohan AGM of Engineering & Technology Metropolitan Atlanta Rapid Transit Authority

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