SEPTA s State of Good Repair Funding Crisis Jeffrey D. Knueppel, PE Deputy General Manager Laura J. Zale Senior Asset Management Analyst State of Good Repair Summit. March 27, 2013
The Southeastern Pennsylvania Transportation Authority Sixth largest public transportation agency in the country. 1.2 million passenger trips per day. Modes Operated: Heavy Rail Commuter (Regional) Rail Light Rail Bus Trackless Trolley Paratransit Commuter (Regional Rail) trains also utilize infrastructure owned by Amtrak and CSX. 2
SEPTA is a Legacy Transit System. SEPTA was created by the State between 1964 and 1983 as many regional transportation providers declared bankruptcy. Many assets date back to the early 1900 s. Many assets had fallen into a state of disrepair before SEPTA assumed operations. Norristown Bridge 6.24 Built in 1882 Original Substation Equipment, patented in 1928. Catenary structures (1915) original to the electrification of the Pennsylvania Railroad 3
Working towards SGR is a Core Business Goal. Fix-it-First to provide Safe and Reliable Service. Rapid modernization of signal systems ongoing No long term speed restrictions due to track conditions (except for NHSL Viaduct) Market-Frankford Line rebuilt end-toend. Maintenance Programs that Prolong Useful Life. Market Frankford Line West End, circa 1907, rebuilt 2000-2009 4
Maintaining a Legacy System while Stretching Capital Dollars Reverse Engineering of Vehicle Components for VOH Program. No all or nothing mentality for stations. Maintain strong in-house and third party construction programs, including a hybrid approach that utilizes both. Catenary Replacement on the Commuter Railroad Allen Lane Station, Reconstructed 2010 5
A Need to Prioritize Limited Capital Funds and to Demonstrate our Needs SEPTA has lost a large portion of dedicated transportation funding for capital improvement projects. Increased ridership means that there is greater reliance and stress on the system. SEPTA has partnered with Federal, State, and Local officials to demonstrate Capital Needs. 6
Ongoing Dialogue at the National Level: National State of Good Repair Assessment Findings Estimated national backlog of SGR investment is $77.7 Billion. Inconsistent use of asset management practices among transit agencies. To advance the state of the practice, the FTA has provided: Forums to share best management practices. Technical training and guidance. Funding to enhance TAM practices at the grantee level. 7
Transit Asset Management (TAM) Risk Cost Transit asset management is a strategic and systematic process through which an organization procures, operates, maintains, rehabilitates, and replaces transit assets to manage their performance, risks, and costs over their lifecycle to provide safe, cost effective, reliable service to current and future customers. 8
Transit Asset Management Program Overview Policy Integrated Planning SEPTA s TAM Program started with FTA Grant (November 2010): Vehicle Maintenance Information System (update) Infrastructure Maintenance Management System (new) Capital Investment Prioritization Tool (new). Transit Asset Management Plan (ongoing). This program will comply with the requirements of MAP-21. Lifecycle and Maintenance Management 9
Capital Asset Inventory Assembly Process For each identified asset class, consultant held meetings with SEPTA stakeholders. Discussed level of information available General condition of assets Worked with each department to obtain inventory information. Certain departments had very detailed information that required aggregation. Other departments required field reconnaissance. Asset attributes: Age and Remaining Useful life Renewal activities Cost of renewal activities Cost of Replacement Actions Ridership 10
Modeling Assets in the Database Age-based rather than condition based. Age and condition data readily available for most asset classes. Simulated condition assessments using TERM decay curves and SEPTA Maintenance experience. Track maintenance work is recorded in databases and on track charts. 11
Level of Aggregation Philosophy communicated to each department: Group individual assets that have the same following characteristics Service date Useful life Unit replacement cost Maintenance Management System Output Track Asset Record Aggregation Example SGR Asset Inventory Asset Curved Rail MP 0-0.2 Qty Service Date Useful Life Unit Repl. Cost 1,050 1991 15 $2,200 Asset Curved Rail MP 0-0.6 Qty Service Date Useful Life Unit Repl. Cost 1,604 1991 15 $2,200 Curved Rail MP 0.2-0.6 554 1991 15 $2,200 Straight Rail MP 0-4.0 29,880 1980 40 $1,000 Straight Rail MP 0-1.0 7,650 1980 40 $1,000 Straight Rail MP 1.0-2.0 6,340 1980 40 $1,000 Straight Rail MP 2.0-4.0 15,890 1980 40 $1,000 12
Capital Planning vs. Maintenance Management Systems Identification of key assets by identifying future capital projects. Inspection and maintenance cycle information for all assets will be captured in the new Infrastructure and upgraded Vehicle Maintenance Management Systems. Preliminary Bus Maintenance Facility Inventory Building Envelope Assets Roof, Walls, HVAC, Electrical, and Fire Suppression. Industrial Equipment Assets Cranes, Lifts, Paint Booth, Vehicle Washer, Transfer Tables 13
Asset Replacement Value and Backlog All Asset Classes (2011$ Millions) Total Replacement Value of Assets Current SGR Backlog by Asset Type 14
Long Term SGR Needs (Present to 2031) Current SGR Backlog 20 Year Rehabilitation/ Replacement Needs Total SGR Needs $4.7 Billion $8.5 Billion $13.2 Billion 15
Implications of Underfunding SGR Needs: The Backlog of Projects Grows. Current Level of SGR Spending Remains Constant ($200 M/ year) SGR Backlog Maintain Existing Backlog ($329 M/ year) Eliminate Backlog in 20 Years ($652 M/ year) Note: Funding levels and backlog are in 2011$. 16
Underfunding SGR Needs will Impact the Riding Public as Well as our Employees Passengers experience service delays due to infrastructure failures and equipment. Bucket to collect rainwater on an employee s desk at 2 nd and Wyoming 17
Implications of Underfunding SGR Needs: Shrinking System Deferred bridge rehabilitations become expensive replacement projects. Critical Deferred Bridge Needs: Many traction power substations are operating beyond useful life. Some portions of the catenary in Center City date back to the early 1910 s. Critical Deferred Power Needs: Emergency bridge closures or substation failures would have severe operational impacts. 18
Implications of Underfunding SGR Needs: Shrinking System Crum Creek Viaduct (1895) Bridgeport Viaduct (1911) Proposed Action: Replacement ($58.9 Million) Proposed Action: Track timber replacement, painting, and miscellaneous structural repairs ($33.8 Million) 19
Implications of Underfunding SGR Needs: Unfunded Capital Projects at the Heart of the System Jenkintown Substation Jenkintown Substation supplies power to the Warminster, West Trenton, and Lansdale/Doylestown Lines. Design complete but construction deferred ($36.1 M). Original Transformer Still in Operation 20
Implications of Underfunding SGR Needs: Stations Deteriorate and Loose Functionality Platform at Rosemont Station Tunnel at Haverford Station Rising operating costs. Rising claims due to trips and falls. Fewer stations achieve accessibility. 21
Implications of Underfunding SGR Needs: Fleet Age Increases. Broad Street Subway Fleet System reliability decreases as vehicles experience failures. Operating costs increase and ridership can be adversely affected. Silverliner IV Fleet 22
Implications of Underfunding SGR Needs: Fleet Age Increases. Replacement Cost: $1.3 Billion Replacement Cost: $650 Million Intended Useful Life of Rail Cars Significant VOH Program has extended fleet life.
Obtaining Sufficient Funding for SGR Needs is a Critical Priority for SEPTA. SEPTA is a vital part of the economic engine that is Southeastern Pennsylvania. SEPTA s ridership is at a 23 year high while capital funding is at a 15 year low. SEPTA s infrastructure needs threaten the Authority s future despite best efforts. SEPTA is poised to continue rebuilding our infrastructure and has $500 million in shovel ready projects. SEPTA received APTA s Outstanding Public Transportation System Achievement Award in 2012. 24