1. Transportation leadership you can trust. presented to Federal Transit Administration State of Good Repair Roundtable presented by Bill Robert Cambridge Systematics, Inc. July 2009 International Perspectives on Asset Management and SGR

2. 1 Overview Existing practice review summary General observations based on the practice review Case studies London Underground Victoria Department of Transport (Melbourne) Conclusions

3. 2 FTA SGR Existing Practice Review Motivation Growing concern that a significant proportion of the nation’s public transportation assets are in need of capital reinvestment to achieve SGR Limited information available on best practice beyond materials from the recent FTA SGR workshop Significant opportunity to draw upon lessons learned internationally and in related areas (e.g., highways) Scope Literature review for SGR/transit asset management material Case studies of 11 U.S. transit and other agencies

4. 3 FTA SGR Existing Practice Review Expected Outcomes Technical report detailing Details on literature published in SGR analysis and transit asset management Summary of practices at representative agencies, including −Large U.S. agencies with significant rail systems −Smaller agencies −Selected international examples −Selected state DOT examples Discussion of the state of the practice and potential future directions

5. 4 FTA SGR Existing Practice Review Literature Review Reviewed SGR/transit asset management literature from 2003-present References searched Federal agency publications Transportation Research Board (TRB)/Transit Cooperative Research Program (TCRP) publications Databases −Transportation Research Information Services (TRIS) −JSTOR −WorldCAT

6. 5 FTA SGR Existing Practice Review Case Studies U.S. Transit Agencies Chapel Hill CTA GRTC International Agencies London Underground Victoria Department of Transport State DOT Oregon Virginia St. Louis Metro MTA MARTA Toronto Transportation Commission

7. 6 General Observations Based on the Review Transit asset management process Ingredients for sustaining an asset management approach Common catalysts for change

8. 7 Transit Asset Management Process Define Policy Goals & Objectives Select Performance Measures & Targets Develop Capital Plan Develop Maintenance Policies Implement Plans & Policies Monitor Conditions & Performance

9. 8 Define Policy Goals and Objectives Define mission Specify objectives Identify priorities Set overall budgets

10. 9 Select Performance Measures and Targets Select measures Set goals for each measure Establish short to mid-term targets based on available funds Adjust targets based on capital plan and maintenance policies

11. 10 Develop Capital Plan Assess needs Refine funding projections Identify candidate projects Prioritize projects Finalize capital plan

12. 11 Develop Maintenance Policies Define inspection approach Determine lifecycle maintenance strategy Adjust policies based on operating conditions Allocate maintenance resources

13. 12 Monitor Conditions and Performance Establish asset inventory Implement asset management system Collect performance, condition and work data Review performance and conditions

14. 13 Ingredients for Sustaining an Asset Management Approach Process Condition assessment Inspection Maintenance Needs analysis Monitoring Systems Inventory and condition Deficiency tracking Work orders Projects/capital plans Public Support View transit as a critical asset Recognize the importance of system preservation Translate support for transit into funding Public Support View transit as a critical asset Recognize the importance of system preservation Translate support for transit into funding

15. 14 Common Catalysts for Change Financial crisis System breakdown Privatization initiatives

16. 15 International Case Studies Agencies London Underground Victoria Department of Transport Common features Mature systems Underwent privatization efforts Public agency ultimately reclaimed some of the previously privatized responsibilities

17. 16 London Underground System Description 11 rail lines in metropolitan London 243 miles of track 276 stations 4,070 rail cars 3M riders daily Operating since 1863

18. 17 London Underground Privatization Privatized in 2003 System maintenance was divided between 3 Infracos JNP (Jubilee, Northern Picadilly lines) – Tube Lines BCV, SSL (all other lines) – Metronet Both Tube Lines and Metronet faced severe financial difficulties In 2006 Metronet went bankrupt an LU took responsibility for the BCV, SSL contracts Operating according based on the same set of requirements as Metronet

19. 18 London Underground Practice Overview Developed an asset management regime for the Infracos including measures by asset type in Ambience of trains and stations Availability of the infrastructure, with reductions in availability due to maintenance measured in terms of lost customer hours Capability of the infrastructure to provide service, measured in terms of passenger journey time Fault rectification, measured based on response time established by type of defect Adjusts monthly payments based on performance Asset Performance Review Maintenance (APRM) meetings every four weeks

20. 19 London Underground Practice Overview (continued) LU practice for BCV, SSL Developed a comprehensive asset register (required for each Infraco) Established standards for inspections and maintenance Implemented ELLIPSE for maintenance management Daily vehicle inspection, track walks: visual inspection with data entered in ELLIPSE using hand held devices Investment plan Prepared annually Assets categorized on an A-E scale based on residual life LU models projected expenditures considering impacts of deferred maintenance on agency and user costs

21. 20 London Underground Example from the LU Investment Plan

22. 21 London Underground Noteworthy Features Development of a comprehensive asset register, including condition measures for all of its assets Implementation of the measure lost customer hours for supporting evaluation of maintenance effectiveness and linking maintenance to user costs Development of an annual asset management plan considering available funding and explicitly calculating agency and user costs of deferred maintenance

23. 22 Victoria Department of Transport System Description 5,000 miles of rail track in Victoria, Australia Commuter rail, intercity rail, freight service 17 routes and 225 miles of rail track, plus 26 routes and 150 miles of trams in Melbourne 900 rail cars, 530 trams in Melbourne

24. 23 Victoria Department of Transport Privatization Passenger transport system was broken into 5 fully independent franchises in 1999 Arrangement ended with 3 franchises in receivership, 2 in financial distress Restructured in 2004 Connex operates, maintains and renews the rail network of metropolitan Melbourne Yarra Trams operates, maintains and renews the tram system Metlink integrates ticketing for rail, tram and bus passenger travel in Melbourne V/Line Passenger operates regional passenger service

25. 24 Victoria Department of Transport Practice Overview Well established government asset management policy published in 2000: Sustaining Our Assets Original arrangement emphasized a performance-based approach, with Victoria DOT to measure conditions every 3 years using a 0-100 scale Approach was problematic – updates too infrequent, scale too complicated, problems with gaming the system Revised approach Franchises establish an Asset Management Plan (AMP) for inspection, maintenance, quality assurance practices KPIs established for monitoring condition: e.g., mean time/distance between failures, asset availability, number of defects, planned vs. actual work

26. 25 Victoria Department of Transport Practice Overview (continued) Asset register Franchises track vehicle conditions, work performed Victoria DOT commissioned the Victorian Rail Infrastructure Survey to detail track centerline and geometry, driver’s view imagery, aerial imagery, additional asset information Populated the Privatized Assets Support Systems (PASS) Assets Database with information on over 40 types of assets Web-based geospatial system provides detailed asset data to over 800 users Victoria DOT working on appropriate set of condition measures to add to PASS

27. 26 Victoria Department of Transport PASS Assets Screen

28. 27 Victoria Department of Transport Notable Features Comprehensive asset management approach documented through government policy and franchise agreements Experience establishing condition measures for rail infrastructure and rolling stock Comprehensive, integrated web-based inventory of rail infrastructure

29. 28 Conclusions Single most important element for good transit asset management: well-defined set of lifecycle maintenance policies Asset management systems are a virtual necessary, but not sufficient, requirement for transit asset management Major opportunities for improvements to existing U.S. practice Developing improved measures for characterizing conditions, impact of deferred maintenance Approaches to building an asset hierarchy/register Models for analyzing future capital needs considering available budgets

30. 29 Questions