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
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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
Renewing, Rebuilding, Reinvesting
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
Renewing, Rebuilding, Reinvesting
Stage 1… Getting started How do we get from condition assessment to a approved and funded Capital Improvement Plan?
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Renewing, Rebuilding, Reinvesting 6
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!
Renewing, Rebuilding, Reinvesting 7
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
Renewing, Rebuilding, Reinvesting 8
Asset Planning & Management
Prioritization & Decision Making
Project Delivery/ Project Controls
PD/PC
CIP
Capital Improvement Program
FASuite
Renewing, Rebuilding, Reinvesting 9
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
Renewing, Rebuilding, Reinvesting 10
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
Renewing, Rebuilding, Reinvesting 11
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
Renewing, Rebuilding, Reinvesting 12
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
Renewing, Rebuilding, Reinvesting 13
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
Renewing, Rebuilding, Reinvesting 15
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
Renewing, Rebuilding, Reinvesting 17
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.
Renewing, Rebuilding, Reinvesting 18
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.
Renewing, Rebuilding, Reinvesting 19
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
Renewing, Rebuilding, Reinvesting
Results: Balanced Scorecard Rail OTP
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• 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.
Renewing, Rebuilding, Reinvesting
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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Renewing, Rebuilding, Reinvesting
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
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Renewing, Rebuilding, Reinvesting
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!!!
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