San Francisco Municipal Transportation Agency Asset Management and Incremental Progress. Robert L. Peskin, AECOM Arlington, VA

Transcription

1 San Francisco Municipal Transportation Agency Asset Management and Incremental Progress Robert L. Peskin, AECOM Arlington, VA

2 Overview Regional Transit Capital Inventory project State of Good Repair report Comprehensive re-prioritization of capital projects Transportation Asset Management program Enterprise Asset Management system 2

3 Regional Transit Capital Inventory

4 Regional Transit Capital Inventory Project All Bay Area transit operators updating inventories Analyzing SFMTA s capital asset inventory for: Completeness (asset classes and asset data) Internal data consistency Reasonableness of assumption Consistency with comparable regional and national agencies Recommend projected capital needs, SGR measures and decision support tools 4

5 Support to Regional Transit Capital Inventory 5

6 Support to Regional Transit Capital Inventory (Cont d) 6

7 Capital Asset Inventory Total asset value: $13.4 billion Most assets are currently within design life $2.2 billion backlog of deferred investment Replacing & overhauling vehicles is 30% of total needs over 20 years Average annual State of Good Repair (SGR) need is $510 million, including backlog needs 7 7

8 Summary of SFMTA Assets by Asset Class (Millions of Dollars) Light Rail Vehicles, $1,024.7, 7.7% Track, $830.2, 6.2% Other Systems & Vehicles, $760.4, 5.7% Train Control & Communications, $661.0, 4.9% Motor Coach Vehicles, $634.8, 4.7% Parking & Traffic, $1,266.8, 9.5% Trolley Coach Vehicles, $473.4, 3.5% Facilities, $1,669.2, 12.5% Stations, $2,074.6, 15.5% Overhead, $3,992.7, 29.8% 8 8

9 State of Good Repair Report

10 Transit Asset Management Framework 10 10

11 Scenario: Maintain Current SGR Backlog ($366 million/year); 50% Project Score/ 50% Age of Asset Metrics: Funding, SGR Backlog, % of Assets at SGR, Cumulative % of SGR Needs Funded ANNUAL SPENDING Unmet Needs Investment Over Needs Spending Backlog Annual Spending (millions) Legend $1,400 $1,200 $1,000 $800 $600 $400 $200 $0 Facilities LRVs Motor Coach Veh. Oth. Sys. & Veh. Overhead Parking & Traffic Stations Track Train Ctrl. & Comm. Trolley Coach Veh $40m and above $25m - $40m $5m - $25m Up to $5m No spending $7 $6 $5 $4 $3 $2 $1 Backlog (billions) $- Total (m) $ 710 $ 752 $ 687 $ 674 $ 1,407 $ 893 $ 886 $ 453 $ 383 $ 477 $ 7,320 STATE OF REPAIR % of Assets at SGR % of Cumulative Needs Funded 100% 80% 60% 40% 20% 0% 100% 80% 60% 40% 20% 0% Facilities Motor Coach Veh. Overhead Stations Train Ctrl. & Comm. Assets Avg. LRVs Oth. Sys. & Veh. Parking & Traffic Track Trolley Coach Veh

12 Scenario: Maintain Current SGR Backlog ($366 million/year); 50% Project Score/ 50% Age of Asset Metrics: FTA Condition Score and Resulting Average Fleet Age 12

13 Projected Asset Condition Resulting from 3 Funding Scenarios 13

14 Share of Spending by Asset Class - Spending Based on Different Weighting Factors at Funding to Maintain Current SGR Backlog ($366 million/year) 14

15 Comprehensive Re-Prioritization of Capital Projects

16 Application of Consensus-Based Decision Support Tool Using Decision Lens statistical analysis system Provides quantitative analysis of qualitative measures Executive team identified and established relative importance of evaluation criteria Capital Working Group scored projects against eveluation criteria Board, Citizen Advisory Committee, and stakeholder input Structured process leading to greater collaboration, transparency, efficiency, and consistency 16

17 Original Weights 17

18 Increase Priority of Safety and Security 18

19 Increase Priority of Environmental Sustainability and Remove System Reliability 19

20 Only Look at System Reliability/Maintains a State of Good Repair 20

21 Transportation Asset Management Program

22 Transportation Asset Management Program Facilitate the timely rehabilitation, replacement and reinvestment of SFMTA s physical assets Develop a centralized system to capture asset data currently maintained in over 15 independent databases Not all asset classes are captured by these databases Some systems limited to short range forecasts Integrate information to facilitate capital planning, project prioritization and budgeting Improve SFMTA s management of assets 22 22

23 Enterprise Asset Management System

24 EAM Purpose Forms the foundation for multiple planning and policy documents Adequately maintain assets in a state of good repair Improve maintenance management of capital assets Organize capital assets Forecast future capital improvement needs 24

25 Enterprise Asset Management (EAM) System System to maintain up-to-date inventory of all SFMTA capital assets Integrate data into a state-of-the-art asset management system, supported by asset inventory Data to include: age, condition, quantity, location, etc. Define data collection methodologies Develop and establish work processes 25

26 EAM Preliminary Scope First Phase: Research, planning and scoping the procurement Refine Asset Inventory Develop Business Processes Develop system requirements and specifications Second Phase: Select a System Solution Integrate data Implement System 26

27 EAM Next Steps February 2011 March 2011 June-Nov 2011 November 2011 February 2012 Feb 2012-Apr 2013 Begin scoping the procurement Secure match to Federal SGR grant Refine Scope/Processes/Data/Requirements RFP EAM Vendor Award EAM Vendor Contract Implement EAM System 27

28 Thank You