TRANSLINK ASSET MANAGEMENT PROJECT Vikki Kwan, TransLink vikki.kwan@translink.ca Chris Lombard, AECOM christiaan.lombard@aecom.com May 6 th, 2013
Agenda Introduction to TransLink Title Study sub text Background if required Project Methodology Key Study Findings Looking Forward
Introducing TransLink South Coast British Columbia Transportation Authority, BC, Canada 23 municipalities Title in the sub region text if required provide a regional transportation system that moves people and goods Multi-modal mandate Metro Vancouver: 2,977 km 2 Population: 2.3 million
Operations and Mandate Bus Services More than 220 bus routes with a fleet of over 1,500 vehicles Rapid Transit Services Expo, Millennium and Canada Roads SkyTrain Lines, there are over 300 train cars in the fleet Ferry Services Sea Bus, three passenger-only ferries linking Downtown Vancouver and North Vancouver Commuter Rail Services West Coast Express Cycling Contributions to new bike network and locker facilities -Provide funding to operation and maintenance of 2,400 lane-km major road network; - Contribute funding for upgrade; - Facilitate goods movement Bridges Owns the Pattullo, Knight Street, Golden Ears and Westham Island Bridges HandyDART A custom transit service for people with disabilities, there are 338 vehicles in the fleet Transit Police Force Dedicated transit police service
How are Assets Currently Managed? Assets managed by TransLink groups / operating companies. PRESENTATION TransLink provides funding TITLE on asset management.
Study Background Regional Transportation Strategy (Transport 2045): Define long-term transportation goals / strategies Update every 5 years What are TransLink's long term financial needs? What is the Needs on Asset Management??
The Project Addressed the Following Questions What is the extent and value of all assets that TransLink owns and maintains? What condition are the assets in? PRESENTATION When and how does TransLink need TITLE to intervene, renew or replace assets? Beyond asset age and ridership, what impact does climate change and seismic vulnerability have on project prioritization? What risks and consequences are there if no or inadequate actions are taken? What level of funding is needed to maintain TransLink s assets in a state of good repair over the next 20 years?
TRANSLINK ASSET MANAGEMENT PROJECT Methodology & Findings
Development of Asset Inventory Mode e.g., Light rail, bus, roads, SeaBus, rail, community shuttle Line e.g., Canada Line, Expo Line, Millennium Line Super asset type (highest level of aggregation) e.g., facilities, vehicles, stations, structures, systems, track Asset type (lower level of aggregation) e.g., bus shelters, driver facilities, transit centres, bridges, substations Asset (lowest level of aggregation) Individual record representing single asset or assets with identical needs Each record assigned an identification number; organized into 10,000- level series based on super asset class (i.e., 10,000s Facilities)
Total Replacement Value = $10.2 billion
Seismic Vulnerability Study Determine seismic Title vulnerability sub text if required of 215 PRESENTATION structural assets TITLE Develop risk rating scale (1-5) Structural vulnerability Liquefaction vulnerability Determine seismic mitigation cost
Climate Change Vulnerability Study Identify the range of Title projected sub text if required climate changes Identify impact on TransLink assets Develop climate change resiliency options Project prioritization and costing
TransLink Asset Management Model Asset Inventory + Mitigation Projects Application of MBTA State-of-Good-Repair (SGR) model
Annual Backlog Spending Computation Structures, $28, 6% Facilities, $228, 46% Systems, $101, 21% Stations, $48, 10% Track, $2, 0% X = Revenue Vehicles, $81, 17% Non-Revenue Vehicles, $2, 0% Total Backlog x Drawdown Profile = Total 4-Year SGR Backlog Spending = $491 million (2012 $) 16 May 2013
Annual SGR Needs by Super Asset Type (Unconstrained Needs) Millions of 2012 $ $400 $350 $300 $250 Mitigation Projects Track Systems Structures Stations Revenue Vehicles Non-Revenue Vehicles Facilities $200 $150 20-Year Average Annual Need = $181.8 million (2012 C$) $100 $50 $0 12 14 16 18 20 22 24 26 28 30
Scenario 1 Unconstrained Needs 16
Priority Scoring (Constrained Needs) Balancing Assets Age versus Affected Ridership, and Climate Change or Seismic Vulnerability
Scenario 2 80% of Needs (Prop. Spending)
Scenario 5 50% of Needs (Prop. Spending) 19
Conclusions (1 of 2) TransLink faces a total asset replacement need of $3.6 billion over the next 20 years ($182 million per year). If only 80% of this required funding is available, TransLink will still be in relatively good shape its asset replacement backlog will stay roughly constant, and the overall percentage of assets at a state of good repair will be approximately 95 percent. However, at lower levels of funding, the backlog will grow substantially during the second ten-year period (2022-2031), and the overall state of good repair of TransLink s assets will begin to decline noticeably.
Conclusions (2 of 2) The SGR value from the Asset Management project is currently being carried forward into the analysis being performed as part of the long-range financial plan to support TransLink s Regional Transportation Strategy TransLink is well positioned relative to its North American peers after completing this initial TAM analysis. Most transit agencies in Canada and the United States are only beginning to analyze their asset replacement needs TransLink should learn from experiences at other (older) North American agencies and lay the groundwork with citizens and elected officials for funding of major asset replacement needs
TRANSLINK ASSET MANAGEMENT PROJECT Looking Forward
Looking Forward Foundation work (inventory, condition, resiliency, long term need) Strategic AM Plan Proactive AM Prioritize investment Decision-making framework Asset Resiliency Plan Earthquake Resiliency Climate Change Resiliency
QUESTIONS & DISCUSSION Vikki Kwan, TransLink vikki.kwan@translink.ca Chris Lombard, AECOM christiaan.lombard@aecom.com