Transit Asset Management/SGR 1.Does your organization have a working definition for what constitutes a state of good repair? 2.How does your organization determine needs for rehabilitation and replacement investments? 3.How would you characterize the current state of repair of your organizations assets? 4.Does your organization have a program for reporting and monitoring performance?
Transit Asset Management/SGR Asset life/Useful life –Amount of time to perform the specified level of service Life cycle cost –Provides a measure of the cost of an asset over the course of its life
Rehabilitation vs. Replacement Reducing costs Reducing breakdowns/failures Improving safety Increasing mobility Reducing travel time Improving quality of service Improving the environment Increasing the mode share of transit
Buses/vehicles Vehicles deteriorate primarily as a function of accumulated mileage –Transit agency costs include rehab, energy and maintenance costs –User costs is the cost of delays from road calls Extending useful life of buses –Higher failure rates –Lower reliability –Increased customer complaints –Increases maintenance costs
MAP - 21 The new program defines eligible recapitalization and restoration activities, with a goal of bringing all systems into a state of good repair. Under the new law, grantees will be required to establish and use an asset management system to develop capital asset inventories and condition assessments, and report on the condition of their system as a whole.
MAP - 21 Transit agencies receiving federal funding must develop transit asset management plans Report on system conditions Develop targets for DOT-specified state of good repair performance measures Report on progress toward meeting performance targets.
MAP - 21 U.S. DOT must establish a national transit asset management system within one year after MAP-21 enactment. The rulemaking must require recipients of federal transit funding to develop transit asset management plans and report on system conditions. Within one year of MAP-21 enactment, establish performance measures based on state of good repair standards established by US DOT. Within three months of the rulemaking each recipient of Federal transit funding must establish performance targets for the U.S. DOT-specified performance measures for the coming fiscal year and must submit annual reports to US DOT on progress toward meeting the targets.
APTA Standards Program Working Group Established Transit Asset Management (TAM) State of Good Repair (SGR)
TAM Working Group Recommended Practice: Creating a Transit Asset Management Program –This recommended practice introduces asset management in the context of the U.S. transit industry and provides basic steps and resources for an agency to begin an asset management program. Recommended Practice: Capital Asset Inventory and Condition Assessment –This document will provide context, policy guidelines, and instruction for carrying out a capital asset inventory and condition assessment at the agency level. Recommended Practice: Linking your TAM Program to System Performance –This document will discuss setting SGR goals, SGR metrics, establishing a data management process, measurement of performance against goals, identification of risks and corrective actions.
SGR Working Group Recommended Practice: Defining a Transit Asset Management Framework to Achieve a State of Good Repair. –This document will include definitions, information on setting asset management policy, crafting an asset management plan, definition of a functional asset management system, funding, capital planning and budgeting, life cycle costing, implementation and training, reporting, performance monitoring, and document control. This document is meant to be an all-encompassing introduction to transit asset management and state of good repair.
Contact Information Need help or have questions? Please get in touch! Jeff Hiott – Jhiott@apta.comJhiott@apta.com