State of Good Repair: Prioritizing the Rehabilitation and Replacement of Existing Capital Assets and Evaluating the Implications for Transit (2012) / Chapter Skim
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Pages 75-103
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75 Annotated Bibliography B.1 General Asset Management Guidance Cambridge Systematics, Inc. NCHRP Report 446: A Guidebook for Performance-Based Transportation Planning.
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76 selecting performance measures, discusses considerations in designing and using performance measures, and presents a framework for using performance measures to support asset management. Volume II is a practical guide for identifying performance measures and setting performance targets.
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77 data collection. Part III of the guide is a set of appendices with example asset management plans, and a set of in-depth case studies.
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78 which will implement the CTA condition assessment system (similar to that used in TERM) to display current and predicted future asset conditions.
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79 involved include identifying the critical task, making an adequate number of sample readings, classification of processes involved in the task, and averaging all valid observations to produce standard times for each element. The paper documents how the development of standard times for repairing brakes and preventive maintenance of buses at the agencies in Florida led to minimization of redundant operations, elimination of worker activities not related to the tasks, consistency in maintenance practices, and reduced time to perform tasks.
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80 a revenue fleet replacement fund that reserves money for the normal and ongoing replacement of the revenue fleet over the long-term. The agency implemented the TAMP to help maintain existing assets so that they can accomplish the purpose for which they were constructed or purchased.
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81 Boylan, C "The View from the Subway: The Challenges of Maintaining a 100 Year Old System." Presented at the 88th Annual Meeting of the Transportation Research Board, 2009.
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82 the agencies maintain a condition assessment of the assets in that inventory, and only one agency maintains comprehensive information about prior rehabilitation activities. In addition, only two of the agencies maintain information about the replacement costs for the individual assets contained in the inventory.
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83 $77.7B (2009 dollars) backlog of state of good repair needs, and that an annual investment of $14.4 billion is required to keep that backlog from getting larger.
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84 The report also provides a summary of asset management techniques and the status of asset management in U.S. transit agencies.
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85 and used to improve customer service and inform appropriate parties; and how service contracts reward performance. Long Beach Transit.
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86 scores and asset age. The presentation describes the impact of using them.
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87 One of the key conclusions of the report is that while federal funding was increasing substantially over this period, the changes in allocations of state funding made it difficult for RTDs to provide the required local match, since they rely heavily on the state funding to provide the required match (which is set at 50% for operating expenses)
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88 Chicago's Blue Line heavy rail in July 2006. These types of safety concerns extend beyond transit into other transportation modes that suffer from deferred maintenance.
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89 – New Jersey Transit: State of good repair is achieved when infrastructure components are replaced on a schedule consistent with their life expectancy. – MTA New York City Transit: Investments that address deteriorated conditions and make up for past dis investment.
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90 being integrated into asset tables, a process which is presumably complete. The 20-year needs assessment also describes projects and their relationships to assets; the asset tables do not directly generate the projects, but are rather a reference in the development of the capital needs assessment and the estimate of the overall cost to maintain the system.
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91 Some of the key challenges identified include integrating asset management into ongoing operations, in terms of both collecting data and using the data and analysis for decision making; developing support from management and letting staff know about that support; and dealing with general resistance to change. The presentation closes with a listing of the advantages of asset management, which include maximizing service performance and reliability, minimizing life cycle costs, making managers more accountable, being better positioned to obtain funding, improving safety, and meeting customer expectations.
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92 Rutledge, J "King County Metro Overview." Presented at the 1st State of Good Repair Roundtable.
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93 undertaking an FTA-funded facility condition assessment to support the development of a 5-year capital program. Tuccillo, R
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94 contracts with a term of 30 years, tasked with asset management, bringing systems up to an overall good condition with an upgrade level of performance, and expanding capacity and integrating the network. However, this program has not been successful, with all contractors suffering financial difficulties, and two defaulting on their contracts, requiring a takeover by Transport for London.
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95 to be flexible and interdisciplinary. NJT's internal project prioritization process is based on a multiyear time frame with constrained future years, and attempts to push decision making down to the level of those closest to the infrastructure conditions.
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96 James, A "Addressing the Challenge: Formulating a Definition of SGR for a Federal Program." Presented at the 2nd State of Good Repair Roundtable.
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97 McMillan, T "State of Good Repair: Potential Concepts." Presented at the 2nd State of Good Repair Roundtable.
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98 Most European agencies replace buses every 12–15 years, and rail rolling stock within 30 years, with a typical mid-life overhaul/rehabilitation. For fixed assets, repairs and replacement are typically performed based on a cost-benefit analysis, with condition assessments and cost-benefit analyses performed based on the life cycle of the asset in question.
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99 assets perform their assigned functions without limitation." The MBTA's SGR database takes in information about asset condition, but also considers the operational impact of performing or not performing maintenance, in an attempt to prioritize not only based on asset condition, but also based on that operational impact. This information is then translated into a score associated with the maintenance required for that asset, which can be used in setting investment priorities.
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100 Berechman, J., and Paaswell, R "Evaluation, Prioritization and Selection of Transportation Investment Projects in New York City." In Transportation Vol.
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101 time. It presents an objective function to minimize the total maintenance cost in the design period subject to constraints on the condition level and budget.
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102 identify rail car defects. The report describes the implementation of detectors on U.S.
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103 Spy Pond Partners and Martland, C Post Audit of Association of American Railroads Rail Life Research.
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