7 MetroBusFormed by the purchased of four separate bus companies in 1973Assets were acquired over a period of 90 years:Bus garagesStorage areas1000 bus sheltersRadio systemAssociated support facilities and equipmentMetrobus was formed when the Authority purchased four regional bus operations and consolidated them into MetroBus in1973.The regional bus companies began as streetcar operators in the late 1800’s and early 1900’s.Bus assets include bus garages and storage areas, buses, 1000 bus shelters, a radio system, and associated supportfacilities and equipment.The assets of the Metrobus system were acquired over 90 years, the oldest being Western Bus Garage that was originallyconstructed in 1909.
8 Capital Improvement Plan History 1998 F.R. Harris Report - Twenty Year Capital Improvement Plan− Capital asset database− Infrastructure renewal requirementsNovember Ten Year CIP (FY04 - FY13), $12.2 billion–“MUST DO” Infrastructure Renewal–“NEED TO DO” Systems Access and Capacity–“SHOULD DO” System ExpansionSystem Access,$2.9InfrastructureRenewal, $3.3SystemExpansion, $6.0
9 Capital Improvement Plan History October Metro Matters($2.7 Billion for FY05 -FY10)- Fully funded “MUST-DO”Partially funded “NEED-TO-DO”No funding for “SHOULD-DO”January COG Blue Ribbon Panel (FY05- FY 15)- Capital Needs: $800 Million per yearCapital Revenue: $500 Million per yearShortfall: $300 Million per year
10 State of Good Repair – Going Forward • The Metro Matters agreement established an average level of capital spending of about $500 million annually• Going forward, a greater need exists just to keep the system in a State- of-Good Repair• The increased need is due to the following:- For the first time, Metro is faced with the replacement of a series of railcars.Employee facilities include:Bus BathroomsDriver waiting areasLocker rooms- Many assets have a 30-year life cycle.- New or modified capital programs are included, i.e. IT, Metro Access, Employee Facilities.
11 Capital Improvement Plan Inputs Long-range PlanningRidership/Capacity forecastCustomer ServiceTechnologyOrganization’sGoalsAsset MgmtAsset ConditionSOGRReplacement CyclesCapital ProgramOrganizational ConstraintsFinancialProcurementTrack Rights
12 Capital Needs Assessment - Overview What’s included in the capital needs assessment:10 year focus”Unconstrained” by funding limitsImprovements needed to keep the transit system in a state of good repairImprovements that will enhance service and the customer experienceIncreases in rail and bus capacity to meet demand and serve new marketsWhat’s not included in the capital needs assessment:System expansion projects:New rail linesNew stations or station entrances
13 State of Good Repair - Asset Categories Rail FleetBus FleetParatransit FleetNon-Revenue FleetMaintenance and Support FacilitiesPassenger Facilities (Vertical Transportation)Passenger Facilities (Station Facilities)Track and StructuresSystems (ATC & Power)Systems (Fare Payment)Systems (Safety & Security)Information Technology
14 Prioritization and Programming Capital Planning ProcessCapitalPrioritization and ProgrammingCapital PlanningLong-range planAsset ManagementOrganization’s GoalsOrganization’s ConstraintsCapital BudgetingMonitoringImplementation
15 State of Good Repair Needs - Highlights Replacement of Series Cars and Rehab of Series Cars plus Commissioning FacilityReplace older buses (100 per year) to maintain an average fleet age of 7.5 yearsMaintain the structural integrity of Metrorail bridges, tunnels, platforms, and emergency exitsReplace 52,800 linear feet of running rail and 30 switches per year, as well as the renewal of other critical track componentsReplace 4 bus garagesReplace traction power switchgearReplace and upgrade AFC equipment system-wideRehabilitate automatic train controlComprehensive upgrade of IT data centers and infrastructure
17 Current Practice Multiple rehab contracts; multiple contractors Track rights conflicts between contractors and with WMATA MaintenanceWeek-night non-revenue work window 2-1/2 hours maximumLow productivityContract delaysHigher cost
18 New Practice Track Rights Divide the system into segments Start with oldest sections firstSingle tracking during week and limited weekendsWork in same areas as WMATA MaintenanceAward one contract to perform all rehabilitation work in one segment of the system
19 Procurement and Financial New PracticeProcurement and FinancialAward one contract to perform all rehabilitation work in one segment of the system.Reduced Procurement EffortReduced Project ManagementMinimizes Conflicts and Delays
20 New Approach: Red Line Contract Breakout Shady GroveA017NRockvilleA015B012TwinbrookGlenmontRed Line Contracts:1.DuPont to Silver Spring2.DuPont to Grosvenor3.Grosvenor to Shady Groveand Silver Spring to GlenmontB011White FlintA014WheatonGrosvenor-StrathmoreB010A013Forest GlenMedical CenterB009Silver SpringA011BethesdaTakomaB006A010Friendship HeightsA009Fort TottenTenleytown-AUTWO LEVELSVan Ness-UDCCleveland ParkB006Brookland - CUAA006Woodley Park-Zoo/Adams MorganB004BrentwoodRhode Island Ave-A004Dupont CircleB005B003cB003A003B001B003bFarragut NorthNew York Ave.- FloridaAve. - Gallaudet Univ.A002A001UnionMetro CenterB002StationTWO LEVELSChinatownGallery Place-JudiciaryTWO LEVELSSq
21 New Approach: Bus Facilities and Rail Yards Current Practice Bus Facilities and Rail Yard Contracts:Multiple Contracts for various equipment and facility renovationsRevised Bus Facilities and Rail Yard Contracts:Start with oldest firstSeparate Contracts for Rail Yards and Bus FacilitiesRail Yards would be divided into 3 contracts as follows:Brentwood, New Carrollton and AlexandriaWest Falls Church, Greenbelt, Shady GroveBranch Avenue, Glenmont and Largo Tail TracksBus Facilities would be divided into 3 contracts as follows:Western, Southern and NorthernLandover and MontgomeryBladensburg and Four Mile Run
22 What is State of Good Repair? •“‘State of Good Repair” is achieved when the infrastructure components are replaced on a schedule consistent with their life expectancy• For example: Useful life of a bus is 15 years. In order to sustain a replacement of the fleet on an annual, prescribed, basis 1/15 of the fleet is replaced each year. Annual replacement will grow as fleet grows.–