“MARTA’s Asset Management Plan Evolution”€œMARTA’s Asset Management Plan Evolution”...

Presented by

David M. Springstead

Sr. Dir. of Engineering & Development

Developed by

Susan Thomas

Asset Management/SGR Project Manager

&

Peter Bruno

Asset Management/SGR Business Analyst

“MARTA’s Asset Management Plan Evolution”

Renewing, Rebuilding, Reinvesting

Topics

• Vision & Evolution

• Organizational Structure

• AMP System Model: Components

• Benefits

• Accomplishments

2

Renewing, Rebuilding, Reinvesting 3

Implement a single MARTA-wide system for condition-based asset replacement, using a consistent set of prioritization criteria.

Provide a continuing flow of information for establishing the priority of capital initiatives properly aligned with MARTA’s Strategic Priorities.

Establish a systematic program to prioritize and identify projects in the long-range Capital Improvement Plan.

Complete

Life Cycle

Management

Accurate

Data

Information

Flow

EAM CIP

CIP

Decision

Making Deliver projects using the most cost effective delivery method for the application; ensuring deliverables allow the Authority to manage the investment over its complete life cycle.

AMP Vision


AMP Timeline

4

Rail System

Build – Out 38 Sta.

2011 2010 2009 2008 2007 2006 1990’s 1980’s 1970’s 2000

Condition Assessment

Sets up the 10 Year CIP

New EAM System, Maximus

(FASuite, Asset Works,Trapeze)

First MMIS

System

2012 2013

System Wide

Safety Assessment

Project Delivery &

Controls Re-engineering

Asset Management Phase 1,

Condition Assesment , ABS

Asset Mgmt Phase 2,

CIP Module, Decision

Tools (FTA funded),

Current Effort


Stage 1… Getting started How do we get from condition assessment to a approved and funded Capital Improvement Plan?

5


Stage 2 . . . Taking a Systems Approach to Asset Management

Executive decision making bolstered by improved asset management intelligence!

Requirements driven: Internal processes support the AMP Plan!


Stage 3… MARTA’s Fully Integrated AMP System Model

Operate

&

Maintain

Evaluate

&

Replace

Enterprise

Asset Management

Initiation

Design

Procurement

Closeout

Project Adopted

in Capital Budget

Project Delivery

Project Controls

Tools

PD/PC

Project

Development

Decision

Tool

Project

Selection

Pro

ject

Dev

elo

pm

en

t

Construction

&

Implementation

Planning

Scoping

&

Screening

Non Asset

Based Projects

FA Suite

Capital

Planning Module

Develop

CIP

Candidates


Asset Planning & Management

Prioritization & Decision Making

Project Delivery/ Project Controls

PD/PC

CIP

Capital Improvement Program

FASuite


Operate

&

Maintain

Evaluate

&

Replace

Enterprise

Asset Management

Initiation

Design

Procurement

Closeout

Project Adopted

in Capital Budget

Project Delivery

Project Controls

Tools

PD/PC

Project

Development

Decision

Tool

Project

Selection

Pro

jec

t Dev

elo

pm

en

t

Construction

&

Implementation

Planning

Scoping

&

Screening

Non Asset

Based Projects

FA Suite

Capital

Planning Module

Develop

CIP

Candidates

Enterprise Asset Management - Asset Database

• Daily management of asset data (PM, PdM & I)

• Trusted, readily accessible data

• Triggers procurement decisions

• Cornerstone of our Capital Improvement Plan

Priority Codes:

1. Life Safety Critical

2. Regulatory

3. Operation Critical

4. Operation Support

5. Operation

Enhance

6. Failed

7. Decommissioned

Condition Codes:

5. Excellent

4. Good

3. Adequate

2. Marginal

1. Poor

Minimum Req’mts:

1. Equipment ID

2. Description

3. Asset Category

4. Equipment Type

5. EUL

6. Location

7. Life Cycle Status

8. Condition ID

9. Date in Service

10. Original Cost

11. Planned Retire’mt


Scoping

&

Screening

Non Asset

Based Projects

FA Suite

Capital

Planning Module Develop

CIP

Candidates

Operate

&

Maintain

Evaluate

&

Replace

Enterprise

Asset Management

Initiation

Design

Procurement

Closeout

Project Adopted

in Capital Budget

Project Delivery

Project Controls

Tool

s

PD/P

C

Project Development

Decision

Tool

Project

Selection

Pro

ject

Deve

lop

me

nt

Construction

&

Implementation

Planning

Capital Decision Making Requirements

• Integrated asset management module: ties FASuite asset data with non-asset based projects

• Compile assets in meaningful projects for replacement

• Ensures agency is aware of assets ready for replacement - project identification

CIP Evaluation Categories:

1. Program Priority (Safety, Reg. Ops Crit.)

2. Asset Condition

3. Strategic Agency Alignment

4. Funding Availability

5. Funding Source

6. Operating Budget Impact

7. Business Case/ROI

8. Estimated Payback Period

9. Sustainability/Environmental

10.Regional Impact

11.Partnership Opportunities

12.Speed of Delivery

13.Deliverability (complexity/likelihood)

14.Risk Management


Decision

Tool

Project

Selection Operate

&

Maintain

Evaluate

&

Replace

Enterprise

Asset Management

Initiation

Design

Procurement

Closeout

Project Adopted

in Capital Budget

Project Delivery

Project Controls

Tools

PD/PC

Construction

&

Implementation

Planning

Scoping

&

Screening

Non Asset

Based Projects

FA Suite

Capital

Planning Module

Develop

CIP

Candidates

Project Decision Making

• Integrated project decision making: utilizes asset database and capital module output

• Groups candidate projects by agency-driven criteria

• Executive level “what-if” scenarios for portfolio optimization

• Presents financially constrained capital improvement plans ensuring informed decision making


MARTA CIP Decision Model

1. Continuous improvement to customer service (objective) • Provide safe and reliable customer service (sub-objective)

• Apply continuous improvement to service delivery

• Mitigate risk to the Authority

2. Sustaining our assets • Maintain infrastructure and operational capabilities

• Address urgent business request

• Invest in our human resources

• Improve work place health and safety

3. Funding optimization • Optimize use of external funding sources

• Utilize available Federal, State and other funding

4. Financial return • Provide new or expanded source of revenue

• Minimize impact on operating budget

• Provide a positive return on investment

• Provide a more immediate payback

Goal: Prioritize Capital Improvement Program (CIP) projects for

optimal allocation of MARTA resources


5. Regional and other collaboration opportunities (objective) • Support regional transportation network (sub-objective)

• Leverage partnership opportunities

• Leverage available procurement vehicles

6. Environmental stewardship and sustainability • Reduce release of emissions and contaminants

• Improve waste management practices

• Reduce carbon footprint

• Promote livable communities

7. Project deliverability • Implement proven project concepts

• Deliver with experienced staff

• Minimize project risk

MARTA CIP Decision Model



Mapping of MARTA Strategic Objectives to Vision and Mission

Strategic Objectives

MARTA's Vision MARTA's Mission Regional transit

leadership of unique

competence and

competitiveness

Safe, reliable and customer-

friendly service

Increasing regional

quality of life and

economic success

Respected and valued

regional partner

with unique

expertise Strengthen

communities

Advance economic

competitiveness Respect the

environment

Provide a safe and

customer-focused regional transit system

Apply continuous improvement to service delivery

Favorably position MARTA by improving transit's image and stakeholder relations

Ensure transparency and public accountability

Achieve financial viability and stability

Provide a total quality customer experience

Provide safe and secure services and environments

Enhance employee development and relations

Embrace sustainability through the implementation of environmentally responsible practices



Budget constraints

Actual funding

Shows your optimal

project portfolios

for various budget

increments.

Improving competitiveness of projects

Selecting the optimal project mix to maximize

the collective benefit, while balancing other

factors such as risk, budget or staffing

constraints and political considerations.

Comparative ranking

based on established

criteria of the Agency.


Project Delivery & Control

Operate

&

Maintain

Evaluate

&

Replace

Enterprise

Asset Management

Project Adopted

in Capital Budget

Project Development

Decision

Tool

Project

Selection

Pro

ject D

ev

elo

pm

en

t

Scoping

&

Screening

Non Asset

Based Projects

FA Suite

Capital

Planning Module

Develop

CIP

Candidates

Initiation

Design

Procurement

Closeout Project Delivery

Project Controls

Tools

PD/PC

Construction

&

Implementation

Planning

• Capital projects delivery group equipped with proper capacity/skills

• Standardize capital project management business processes and tools

• Bolster project controls office to better monitor and report project performance.


Project Origination Document

Project Origination Checklist

Project scope

Funding sources

Partnering opportunities

Required disciplines

Resources required

Procurement strategy

Service impacts

Customer impact

Regional impact

Planning Level Full Project Lifecycle Cost

Estimate


Renewing, Rebuilding, Reinvesting 21 21

Approve Checklist

Review Checklist

Prepare Checklist

Auto Copy to

POD

Project Concept

Approve POD

Review POD

Gather, analyze &

upload POD data

Stakeholder Project

Controls Project Owner

and AGM

CIP SWAT

Team

Stakeholder

and Project

Owner AGM / CIP Delivery

Committee

FY ’14 Scoping and Screening Process FY ‘14: New Project Scoping and Screening Process



Results: Balanced Scorecard Rail OTP

23

• MARTA’s Offices of Maintenance of Way (MOW) and Rail Car Maintenance (RCM) track system assets through the EAM System.

• MARTA, a 33 year old system, is routinely achieving

98% Rail On-Time Performance.

• This high level of performance is attributed to many things, but at its base is a well maintained rail fleet, wayside systems and infrastructure.


Benefits 1. Better overall agency performance

2. Improved customer service/customer experience

3. Lower operating & capital costs

4. Improved system reliability

5. Less inventory (removal of obsolete parts, quicker identification of auction items)

6. Earlier identification of procurement needs & burden

7. Less project discovery work / more accurate procurement documents

8. Reduced data entry - burden (contractor s supply the agency with asset data)

9. Reduced data duplication (data storage and management)

10. Better backlog management

11. Improved compliance with local, state and federal requirements (audit response)

12. Better environmental management (system flags)

13. Better support of transit industry initiatives, particularly with peer agencies.

14. Better positioned regionally vs. other transportation providers

15. Positive agency image

24


Accomplishments 1. Asset Inventory - over 55,000 assets

2. Condition Assessment - completed

3. Asset Management Policy - approved

3. New Transit Asset Management (TAM) Plan - final draft

4. Working with the Transit Research Board (TRB) - FTA’S Transit Economics

Requirements Model (TERM)

5. New Capital Planning Module (CPM) - Asset Works/Trapeze FASuite software

near 50% complete

6. Decision Making Software Model is built and in test (Expert Choice “Comparion”)

7. Participated in FTA’s Asset Inventory Module (AIM) pilot

8. Assisted with development of FTA’s Transit Asset Management (TAM) Guidelines

9. Receiving a FTA grant to obtain PAS 55/ISO 55000 certification

10.Transit Climate Change Adaptation pilot - Georgia Tech – PB - MARTA

11.Project Delivery/Project Controls Group created

25


To obtain a State of Good Repair

You must obtain a State of Good . . .

Asset Data

Asset Management System

Capital Program

Decision Tools

Project Delivery Program

Don’t Forget…the Customer!!!

26


[email protected]

www.itsmarta.com

Date post:	22-May-2018
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“MARTA’s Asset Management Plan Evolution”€œMARTA’s Asset Management Plan Evolution”...

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