Capital Needs Assessment 2011-2020 Riders Advisory Council July2, 2008 1
Outline I. Capital Improvement Plan History II. Capital Improvement Plan Update III. Capital Needs Assessment State of Good Repair Needs Enhancement Needs Capacity Needs IV. Next Steps 2
Capital Improvement Plan History 1998 F.R. Harris Report Twenty Year Capital Improvement Plan Capital asset database Infrastructure renewal requirements November 2002 - Ten Year CIP (FY04 FY13), $12.2 billion MUST DO Infrastructure Renewal NEED TO DO Systems Access and Capacity SHOULD DO System Expansion System Access, $2.9 Infrastructure Renewal, $3.3 System Expansion, $6.0 3
Capital Improvement Plan History (-cont) October 2004 Metro Matters Fully funded MUST-DO Partially funded NEED-TO-DO No funding for SHOULD-DO ($2.7 Billion for FY05 FY10) January 2005 COG Blue Ribbon Panel (FY05 FY 15) Capital Needs: $800 Million per year Capital Revenue: $500 Million per year Shortfall: $300 Million per year 4
Why the Need for A New Capital Improvement Plan Supports efforts for increased funding Metro Matters Funding Agreement ends FY 2010 Federal funding bill SAFETEA-LU expires in September 2009 new bill to be developed Capital program management and budgeting Multi-year rail and bus vehicle procurements Communicate the Authority s transit vision by creating a link between capital investments and strategic goals Foundation for prioritizing investments 5
Capital Improvement Plan Inputs Long-range planning -Ridership/ Capacity forecast - Customer Service - Technology Asset Mgmt - Asset Condition -SOGR -Replacement cycles Capital Program Organization s Goals Org. Constraints - Financial - Procurement - Track Rights
Capital Planning Process Create Capital Capital Prioritization Programand Programming Capital Planning - Long-range plan - Asset Management - Organization s Goals - Organization s Constraints Capital Budgeting Monitoring Implementation
Capital Needs Assessment Overview What s included in the capital needs assessment: 10-year (2011 to 2020) focus Unconstrained by funding limits Improvements needed to keep the transit system in a state of good repair Improvements that will enhance service and the customer experience Increases in rail and bus capacity to meet demand and serve new markets What s not included in the capital needs assessment: System expansion projects: New rail lines including the Dulles Corridor extension New stations or station entrances Transit projects to be funded or implemented entirely by the jurisdictions
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. 9
Future State of Good Repair 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 Stateof-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. Many assets have a 30-year life cycle. New or modified capital programs are included, i.e. IT, Metro Access, Employee Facilities. 10
State of Good Repair Asset Categories 1. Rail Fleet 2. Bus Fleet 3. Paratransit Fleet 4. Non-Revenue Fleet 5. Maintenance and Support Facilities 6. Passenger Facilities (Vertical Transportation) 7. Passenger Facilities (Station Facilities) 8. Track and Structures 9. Systems (ATC & Power) 10. Systems (Fare Payment) 11. Systems (Safety & Security) 12. Information Technology 11
State of Good Repair Needs - Highlights Replacement of 300 1000-Series Cars and Rehab of 100 4000-Series Cars plus Commissioning Facility Replace older buses (100 per year) to maintain an average fleet age of 7.5 years Maintain the structural integrity of Metrorail bridges, tunnels, platforms, and emergency exits Replace 52,800 linear feet of running rail and 30 switches per year, as well as the renewal of other critical track components Replace 4 bus garages Replace traction power switchgear Replace and upgrade AFC equipment system-wide Rehabilitate automatic train control Comprehensive upgrade of IT data centers and infrastructure
Enhancement Needs - Highlights Extending Platform Canopies provide coverage for full length of platform at all above ground stations (39) SmartTrip Dispenser Conversion enable an additional 500 machines to distribute SmartCards Camera Installation Program - install camera systems on all revenue buses increase safety and security Next Generation Web portal enhance portals navigation features, add security protection and improve translation capabilities. Additional metrorail station signage in stations improve pedestrian flow and safety within metrorail stations 13
Ridership Growth Trends Between 2005 and 2030, average daily rail ridership is expected to grow by over 40%, or 1.5% annually. Over the same period, average daily bus ridership is expected to grow by 26%, or 1% annually. (Thousands) 1,200 1,000 800 600 400 200 0 Projected Daily Ridership Rail Bus 2005 2010 2015 2020 2025 2030 14
Capacity Enhancement Needs - Rail Station Connection Tunnel Concept 100% 8-Car Trains Includes the purchase of 220 railcars Includes the power upgrades to support this capacity Capacity enhancements to nine Metrorail stations Two congestion-relieving pedestrian tunnels Maintenance and storage capacity enhancements at 4 rail yards NOTE: Parking garage expansion is not included in the CIP.
Capacity Enhancement Needs - Bus Construction of two new bus garages, and completion of bus facilities at the Carmen Turner Facility Addition of over 400 new buses to the fleet for seat replacement, impact of traffic congestion, and service expansion Implementation of priority bus treatments including transit signal priority implementation, queue jumpers, bus bulbs Improvements to bus stops and shelters to improve safety and provide real-time information to passengers
Next Steps Summer / Fall 2008 Present draft Capital Needs Assessment to JCC, RAC, and regional stakeholders Fall 2008: Board presentation of 2011-2020 Capital Improvement Plan Regional discussions about funding and prioritization 2009 - Develop capital funding agreement to begin July 2010 17
Appendices
Metrorail Fleet Current Assets Rail Fleet by Age of Vehicles (FY2009) 400 350 300 250 200 150 100 50 0 30+ years 20+ years 15+ years 5+ years New Manufacturer Series Number Owned Years Purchased Rohr 1000 300 1974-1978 Breda 2000 / 3000 366 1983-1988 Breda 4000 100 1992-1994 CAF 5000 192 1998-2003 Alstom 6000 184 2006-2009 Total 1132* * Ten Rohr cars are no longer in revenue service. Fleet Size 1132 Useful Life (Rehab/Replace) Avg. Fleet Age 20/40 years 17 years 19
Metrobus Fleet Current Assets Bus Fleet by Age of Vehicles (FY2009) 500 400 300 200 100 0 15+ Years 11-14 7-10 2-6 New Includes 225 buses in FY08-09 Fleet Size 1507 Useful Life (Rehab/Replace) Avg. Fleet Age % of Fleet > 15 years 7.5/15 years 8.1 years in FY08 6.3 years in FY09 10% 20
MetroAccess Fleet Current Assets Paratransit Fleet by Age of Vehicles (FY2009) # of paratransit vehicles by age Fleet Size 453 250 200 Vans 351 Sedans 102 150 100 Useful Life Avg. Fleet Age % of Fleet Exceeding Life 4 years 2.8 years 17% 50 0 1 2 3 4 5 6+ 0 Years 21
Track and Structures - Current Assets Item Total in System Stations 86 Track Miles 212 Aerial Structures (in feet) 75,343 Bridges 47 Parking Garage Structures 21 Running Rail (in 1,119,360 feet) Cross Ties 102,667 Track Fasteners 330,512 Turnouts 694 22
State of Good Repair Needs Rolling Stock Metrorail Replacement of 1000-series rail cars Mid-life rehabilitation of the 4000- and 5000-Series railcars Railcar safety and reliability enhancements Metrobus Replacement of approximately 100 buses per year Mid-life rehabilitation programs including engine and component overhauls MetroAccess Purchase of roughly 300 vehicles annually for replacement and fleet expansion Capitalization of the fleet saves significant operating costs Fleet expansion is needed to meet rapid ridership growth and comply with federally-mandated service requirements Non-Revenue Vehicles Replacement of Metro s 800+ service vehicles Replacement of Metro Transit Police 90+ vehicles
State of Good Repair Needs Facilities Maintenance Facilities Rehabilitation of rail facilities including rail yard and shop buildings, lifts, and wheel truing machines Construction of a rail car test track & commissioning facility Replacement of more than 60 pieces of heavy rail work equipment, such as prime movers, flat cars, tampers, and cranes Complete replacement of two bus garages, rebuild-in-place for two others, and various major and minor rehabs for individual bus support buildings Rehabilitation several employee facilities including Revenue Collection Facility, Metro Supply Facility, CTF, and others Passenger Facilities Extension of 36 above ground station platform canopies Rehabilitation of 34 surface lots, 53 kiss and ride facilities, access roads and bus loops on a 5-year cycle Rehabilitation of 47 below ground rail station chillers
State of Good Repair Needs Facilities (-continued) Elevators and Escalators Rehabilitation and safety upgrades to 30 escalators per year Rehabilitation and safety upgrades to elevators and elevator head houses Track and Structures Replacement of over 10 miles of running rail, 8,000 crossties, 30 switches, and various critical track components annually Replacement of track fasteners and installation of concrete ties in the vicinity of stations with ballasted track Maintain structures including bridges Annual renewal of five miles of third rail Continuation of the station/tunnel leak program to combat water infiltration into the system
State of Good Repair Needs Systems Power and Train Control Systems Rehabilitation of the power system, including traction power switchgear renewal, the Rail Reliability Initiative, power mid-life rehab, electrical system rehab, and UPS renewal Rehabilitation of the train control (ATC) system Fare Payment Systems System-wide replacement and upgrade of automatic fare collection equipment including vending machines and Upgrades to electronic payment system software and other enhancements Information Technology Investment in enterprise architecture Investment in data centers and architecture Addition of software modules to support corporate operations and upgrade to new vendor versions Improvements to IT security infrastructure and monitoring