MARTA s Asset Management Plan Evolution

“MARTA’s Asset Management Plan Evolution” Presented by David M. Springstead Sr. Dir. of Engineering & Development Developed by Susan Thomas Asset Ma...
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“MARTA’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

Topics • • • • •

Vision & Evolution Organizational Structure AMP System Model: Components Benefits Accomplishments

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AMP Vision Implement a single MARTAwide system for conditionbased asset replacement, using a consistent set of prioritization criteria.

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

Accurate Data Information Flow EAM CIP

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

CIP Decision Making

Complete Life Cycle Management

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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.

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AMP Timeline 1970’s1980’s1990’s 2000 2006 2007 2008 2009 2010 2011 2012 2013 Rail System Build – Out 38 Sta.

First MMIS System Condition Assessment Sets up the 10 Year CIP New EAM System, Maximus (FASuite, Asset Works,Trapeze)

Current Effort

System Wide Safety Assessment Asset Management Phase 1, Condition Assesment , ABS

Project Delivery & Controls Re-engineering Asset Mgmt Phase 2, CIP Module, Decision Tools (FTA funded),

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Stage 1… Getting started

How do we get from condition assessment to a approved and funded Capital Improvement Plan?

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Stage 2 . . . Taking a Systems Approach to Asset Management Requirements driven: Internal processes support the AMP Plan!

Executive decision making bolstered by improved asset management intelligence! Renewing, Rebuilding, Reinvesting

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Stage 3… MARTA’s Fully Integrated AMP System Model Operate & Maintain

Evaluate & Replace

Non Asset Based Projects

Project Development

FA Suite Capital Planning Module

Decision Tool Project Selection

Scoping & Screening

Develop CIP Candidates

Initiation

Closeout

Project Development

Enterprise Asset Management

Project Adopted in Capital Budget

Project Delivery Tools

Planning

PD/PC Construction & Implementation

Design Project Controls

Procurement

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Capital Improvement Program Asset Planning & Management FASuite

Project Delivery/ Project Controls

CIP PD/PC

Prioritization & Decision Making

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Enterprise Asset Management - Asset Database Priority Codes:

Minimum Req’mts:

1. Life Safety Critical

1. Equipment ID

2. Regulatory

2. Description

3. Operation Critical

3. Asset Category

4. Operation Support

4. Equipment Type

5. Operation

5. EUL

Operate & Maintain

Decision Tool Project Selection

FA Suite Capital Planning Module

Scoping & Screening

6. Location

7. Decommissioned

8. Condition ID

4. Good

Project Development

Develop CIP Candidates

Project Adopted in Capital Budget

7. Life Cycle Status

5. Excellent

Non Asset Based Projects

Initiation

6. Failed

Condition Codes:

Evaluate & Replace

Project Development

Enhance

Enterprise Asset Management

Closeout

Project Delivery Tools

Planning

PD/PC

9. Date in Service Construction & Implementation

10. Original Cost 11. Planned Retire’mt

Design Project Controls

Procurement

3. Adequate 2. Marginal



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

1. Poor



Trusted, readily accessible data



Triggers procurement decisions



Cornerstone of our Capital Improvement Plan

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Capital Decision Making Requirements Non Asset Based Projects

Enterprise Asset Management

Evaluate & Replace

Scoping & Screening

Develop CIP Candidates

Initiation

Closeout

Decision Tool Project Selection

Project Development

Operate & Maintain

CIP Evaluation Categories:

Project Development

FA Suite Capital Planning Module

Project Adopted in Capital Budget

Planning

PD/P C Construction & Implementation

Design

Project Controls

Procurement



• •

2. Asset Condition 3. Strategic Agency Alignment 4. Funding Availability

Project Delivery Tool s

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

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

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

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Project Decision Making

Enterprise Asset Management

Operate & Maintain

Evaluate & Replace

Decision Tool Project Selection

Non Asset Based Projects

• Groups candidate projects by agency-driven criteria

FA Suite Capital Planning Module

Develop CIP Candidates

Scoping & Screening

Initiation

Project Adopted in Capital Budget

Project Delivery Closeout Tools

Planning

PD/PC

Construction & Implementation

Design Project Controls

Procurement

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

• Executive level “what-if” scenarios for portfolio optimization • Presents financially constrained capital improvement plans ensuring informed decision making

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MARTA CIP Decision Model Goal: Prioritize Capital Improvement Program (CIP) projects for optimal allocation of MARTA resources 1.

Continuous improvement to customer service (objective) • • •

2.

Sustaining our assets • • • •

3.

Maintain infrastructure and operational capabilities Address urgent business request Invest in our human resources Improve work place health and safety

Funding optimization • •

4.

Provide safe and reliable customer service (sub-objective) Apply continuous improvement to service delivery Mitigate risk to the Authority

Optimize use of external funding sources Utilize available Federal, State and other funding

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 Renewing, Rebuilding, Reinvesting

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MARTA CIP Decision Model 5.

Regional and other collaboration opportunities (objective) • • •

6.

Environmental stewardship and sustainability • • • •

7.

Support regional transportation network (sub-objective) Leverage partnership opportunities Leverage available procurement vehicles Reduce release of emissions and contaminants Improve waste management practices Reduce carbon footprint Promote livable communities

Project deliverability • • •

Implement proven project concepts Deliver with experienced staff Minimize project risk

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Mapping of MARTA Strategic Objectives to Vision and Mission

Strategic Objectives 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

MARTA's Vision

MARTA's Mission

Regional transit Respected leadership Increasing and valued of unique Safe, regional regional competence reliable and quality of partner and customer- life and with competitive friendly economic unique ness service success expertise

Provide a safe and customerfocused Advance regional Strengthen economic Respect the transit communities competitiveness environment system





















































 



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Budget constraints Actual funding

Comparative ranking based on established criteria of the Agency.

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.

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Project Delivery & Control • Operate & Maintain

Non Asset Based Projects

Evaluate & Replace

Project Development

Decision Tool Project Selection

FA Suite Capital Planning Module Scoping & Screening

Project Development

Enterprise Asset Management



Develop CIP Candidates

Project Adopted in Capital Budget



Initiation

Project Delivery Closeout Tools

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.

Planning

PD/PC

Construction & Implementation

Design Project Controls

Procurement

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Project Origination Document Project scope Funding sources Partnering opportunities Required disciplines Resources required Procurement strategy Service impacts Customer impact Regional impact

Project Origination Checklist

Planning Level Full Project Lifecycle Cost Estimate Renewing, Rebuilding, Reinvesting

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

Stakeholder

Prepare Checklist

Project Controls

Review Checklist

Project Owner and AGM

Approve Checklist

Auto Copy to POD

Project Concept

CIP SWAT Team

Gather, analyze & upload POD data

Stakeholder and Project Owner

Review POD

AGM / CIP Delivery Committee

Approve POD

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Results: Balanced Scorecard Rail OTP • 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.

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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

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Accomplishments 1. 2. 3. 3. 4.

Asset Inventory - over 55,000 assets Condition Assessment - completed Asset Management Policy - approved New Transit Asset Management (TAM) Plan - final draft 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

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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!!! Renewing, Rebuilding, Reinvesting

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[email protected] www.itsmarta.com

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