Cobblinc Assets and Asset Management Strategy

Quality & Commitment Management

Release Date September 28, 2018

Filename CobbLinc 2018 TAMP_20180928_v2 FINAL_ISSUED

Name Doris Lee, WSP Author Title Consultant

Name Alan Lubliner, WSP Reviewer Title Principal Consultant

Quality Name Larissa James, WSP Assurance Title Principal Consultant

Signature

Approver Name Andrea Foard, Cobb County Department of Transportation

Title Transit Division Manager/Deputy Director (Accountable Executive)

TABLE OF CONTENTS

EXECUTIVE SUMMARY ...... 3

COBBLINC ASSETS AND ASSET MANAGEMENT STRATEGY ...... 3 ASSET CONDITION ...... 4 COBBLINC’S ANALYTIC PROCESSES AND INVESTMENT PRIORITIZATION ...... 5 INVESTMENT NEEDS ...... 6 CONTINUOUS IMPROVEMENT ...... 7 1 INTRODUCTION ...... 8

1.1 OVERVIEW ...... 10 1.1.1 Operating Environment ...... 10 1.1.2 The Agency ...... 10 1.2 FEDERAL TRANSIT ASSET MANAGEMENT REQUIREMENTS ...... 11 1.2.1 TAM Plan Elements ...... 12 1.2.2 Reporting Requirements ...... 12 1.3 ASSET MANAGEMENT STRATEGY ...... 13 2 CAPITAL ASSET INVENTORY...... 14

2.1 CAPITAL ASSET INVENTORY ...... 14 3 ASSET CONDITION ASSESSMENT ...... 15

3.1 CURRENT CONDITION INFORMATION ...... 15 3.1.1 Rolling Stock (Revenue Vehicles) ...... 15 3.1.2 Equipment and Non-Revenue Vehicles ...... 16 3.1.3 Facilities...... 17 3.2 PERFORMANCE MEASURES AND TARGETS ...... 17 4 ANALYTICAL PROCESSES AND DECISION SUPPORT TOOLS ...... 20

4.1 DECISION SUPPORT OVERVIEW ...... 20 4.2 EXISTING DECISION PRIORITIZATION APPROACH ...... 20 4.3 TAM INVESTMENT PRIORITIZATION APPROACH ...... 21 4.3.1 Asset Replacement Evaluation Criteria ...... 22 4.4 LIFECYCLE NEEDS ANALYSIS ...... 24 5 PROJECT-BASED INVESTMENT PRIORITIZATION ...... 27

5.0 INVESTMENT PRIORITIES ...... 27 6 CONTINUOUS IMPROVEMENT ...... 29 APPENDIX A: U.S. 49 CFR REQUIREMENTS ...... 30 APPENDIX B: KEY TERMS AND DEFINITIONS ...... 33 APPENDIX C: INVESTMENT PRIORITIZATION TEMPLATES ...... 36

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APPENDIX D: COBBLINC’S CURRENT ASSET LIFECYCLE STRATEGIES ...... 40

D.1 BUS MAINTENANCE ...... 40 D.2 FACILITY MAINTENANCE ...... 42 D.3 OVERHAUL STRATEGY ...... 42 D.4 ASSET ACQUISITION AND RENEWAL STRATEGY ...... 43

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EXECUTIVE SUMMARY

CobbLinc’s 2018 Transit Asset Management (TAM) Plan documents the assets owned by CobbLinc, their condition, the agency’s investment prioritization approach, and a list of investment priorities that will be critical to maintaining CobbLinc’s transit system in a state of good repair. In compliance with the Federal Transit Administration (FTA)’s TAM Final Rule (49 CFR Part 625), the Plan covers the 2018 to 2022 planning horizon.

Pursuant to the regulations for Tier II agencies such as CobbLinc, the Plan includes the following major sections:

• Capital Asset Inventory summarizes CobbLinc’s asset inventory. • Condition Assessment summarizes the condition and performance of CobbLinc’s rolling stock, equipment (i.e., non-revenue service vehicles), and facilities using the performance measures identified by the FTA. • Analytical Processes and Decision Support Tools describes the investment prioritization approach that CobbLinc is using to estimate capital investment needs over time and develop its list of priorities. • Investment Prioritization lists the projects to manage and improve the state of good repair of capital assets. COBBLINC ASSETS AND ASSET MANAGEMENT STRATEGY CobbLinc is the transit service provided by the Transit Division of the Cobb County Department of Transportation (DOT). Its current revenue vehicle fleet includes:

➢ 78 buses (56 40-foot local buses and 22 40- and 45-foot over-the-road/commuter buses)

➢ 30 “cutaway” paratransit buses

CobbLinc operates out of 14 facilities, including:

➢ Four administrative and maintenance buildings

➢ Ten passenger and parking facilities (the Marietta and Cumberland Transfer Centers and eight park-and-ride lots)1

Other notable assets include 10 service vehicles and some major pieces of equipment valued at over $50,000 (primarily bus lifts).

1 CobbLinc has capital responsibility for five of the eight park-and-ride lots.

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CobbLinc’s overall asset management strategy has three key components that set the direction for this TAM Plan, as described in the Figure below.

CobbLinc Asset Management Strategy

ASSET CONDITION Forty-five of the buses were acquired within the past two years, and the entire bus fleet is in a state of good repair. The vehicles are all well within their estimated useful life benchmark, as determined by FTA. Six New Flyer vehicles that will reach their useful life benchmark during the planning horizon for this TAM Plan are scheduled to undergo a mid-life overhaul in FY 2019 to remain in a state of good repair. That investment is shown in CobbLinc’s investment priorities in this Plan.

Twenty of the paratransit cutaway buses were acquired in 2008 and reached their useful life benchmark this year. Funding to replace all 20 was secured in CobbLinc’s previous capital program, and all will be replaced in the coming year.

A physical condition assessment of all CobbLinc facilities was performed in 2015, and their condition was rated according to FTA’s Transit Economics Requirements Model (TERM) one to five scale, where 5.0 = Excellent, 4.0 = Good, 3.0 = Adequate, 2.0 = Marginal, and 1.0 = Poor. A condition score of 3.0 or above on this scale is defined as being in a state of good repair. All of the facilities were scored as 3.0 or above except the Marietta Park-and-Ride lot; that lot is scheduled for rehabilitation in FY 2020 as shown in the investment priorities schedule in this Plan.

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COBBLINC’S ANALYTIC PROCESSES AND INVESTMENT PRIORITIZATION Investment prioritization at CobbLinc is largely driven by needs identified by staff to ensure the provision of safe, reliable, and dependable transit service. For its current Capital Improvement Program, FY 2019-2023, priorities were determined according to three key milestones:

• FY 2019 – Level of Service Restoration and/or Mandate, focuses on projects that further the restoration of service that was cut during the economic downturn in 2008, increased service efficiency and passenger use, and needed improvements to existing technology and infrastructure. • FY 2021 – Half-Way to Service Excellence includes an increase in software investment, advanced technology, rehabilitation of the Marietta Park-and-Ride lot, and initial steps toward more extensive new capital assets (i.e., property acquisition and design for relocation of the Marietta administration facility and Transfer Center, a new Transfer Center in South Cobb, and a potential new park-and-ride lot in East Cobb) to support the expansion of transit accessibility across the county. • FY 2023 – Excellence Achieved, focuses on increasing investment in software and technology to achieve the Transit Division’s mobility and connectivity mission and vision.

Moving forward, CobbLinc would continue to prioritize modernization and expansion projects as it currently does consistent with its mission and vision. However, consistent with the TAM Plan, CobbLinc is adopting a more structured approach to consistently prioritize investment in projects/TAM activities to maintain the system in a state of good repair and achieve a low total cost of ownership.

CobbLinc will prioritize scheduled maintenance activities, followed by planned overhauls (i.e., preventive maintenance activities to achieve the expected life of an asset), and then replacements. Planned overhauls include any mid-life engine overhauls and/or component replacements for buses or major component replacements on facilities. For facilities, the approach prioritizes customer-serving, i.e., passenger, facilities.

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The annual maintenance and overhaul activities enable CobbLinc to get the full useful life from its assets, thus reducing the total cost of ownership. When the asset is due for replacement based on its useful life, CobbLinc will use a set of evaluation criteria to establish replacement priorities. The criteria include:

• Safety • Impact to service and operations (reliability) • Level of maintenance required • Age • Condition INVESTMENT NEEDS To help support the investment prioritization approach, CobbLinc conducted a forecast of its estimated lifecycle needs over 10 years using Excel-based models. The purpose of this analysis was to identify the total lifecycle needs for each asset class and inform the planning for these costs in CobbLinc’s future CIPs. The analysis estimates the cost required to maintain the transit system in a state of good repair.

10-Year Needs Summary for Revenue Vehicles

Activity Total Cost Scheduled Annual Maintenance $31,249,500 Planned Overhauls $26,854,600 Replacement $65,712,699 Total $123,816,859

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10-Year Needs Summary for Non-Revenue Vehicles

Activity Total Cost Scheduled Annual Maintenance $407,480 Replacement $1,008,668 Total $1,416,148

CONTINUOUS IMPROVEMENT CobbLinc is in the process of procuring an enterprise asset management information system, which will enable it to conduct more sophisticated analyses for subsequent updates of this TAM Plan. In addition, CobbLinc has committed to several projects over the next few years (e.g., construction of several new facilities, including relocation of the Marietta and Cumberland facilities; procurement of new vehicles) to ensure it provides convenient, accessible, customer-focused, safe, reliable, and efficient service to its customers. Additional projects will be identified as needs continue to grow.

Amendments to this TAM Plan will be initiated following any major change to the asset inventory, condition assessment, or investments. In accordance with 49 CFR § 625, it will be updated again in four years at a minimum.

CobbLinc will strive to achieve better asset performance, risk reduction, and agency cost savings with each revision of the TAM plan, and to continually improve its asset management practices and optimize its resources to ensure the effective and efficient management of its assets so as to maintain them in a state of good repair.

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1 INTRODUCTION

This TAM Plan sets forth a clear picture of the assets owned by CobbLinc, their condition, the agency’s investment prioritization approach, and a list of investment priorities that will be critical to maintaining CobbLinc’s transit system in a state of good repair. This Plan is compliant with the FTA’s TAM Final Rule (49 CFR Part 625) and covers the 2018 to 2022 planning horizon.

The Plan includes the following major sections:

Transit asset management is the strategic and systematic processes of operating, maintaining, and improving public transportation capital assets to deliver service objectives and the resource allocation and utilization to manage asset performance, risks, and costs effectively throughout their lifecycle.

Figure 1-1 illustrates the relationship among the major Plan sections. Asset management enables CobbLinc to have a comprehensive understanding of what assets it has, their condition, and the work that needs to be done to maintain desired performance levels.

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Figure 1-1: TAM Plan Overview

The asset classes covered in this TAM Plan are illustrated in

Figure 1-2.

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Figure 1-2: Primary Asset Classes 1.1 OVERVIEW 1.1.1 OPERATING ENVIRONMENT

Cobb County, Georgia, is located northwest of Atlanta/Fulton County and downtown Atlanta in the greater Atlanta metropolitan area. The U.S. Census Bureau’s 2017 county population estimate was 755,754, an increase of 9.8 percent over the 2010 census and making Cobb the third largest county in the state. Of the adult population of 548,476 adults, 77,209 are seniors. Some 44.9% of residents have bachelors or graduate college degrees, making Cobb the most educated county in the state, possibly reflecting the proximity to Atlanta’s major universities (Emory, Georgia Tech, Georgia State, and Kennesaw State).

Of particular note is the range of businesses that base their operations in Cobb County, creating demand for transportation links to their offices and manufacturing centers. Cobb County is home to such Fortune 500 companies as Genuine Parts, The Home Depot and HD Supply Holdings, as well as GE Energy, Lockheed Martin Aeronautics, the Atlanta Braves, Comcast, and others.

Accordingly, there are many reasons why public transit is a priority for the county. 1.1.2 THE AGENCY CobbLinc is the transit service provided by the Transit Division of the Cobb County DOT. The Transit Division Manager/Deputy Director is the accountable executive for asset management at CobbLinc.

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CobbLinc operates fixed-route buses and paratransit mini-buses. The system transports passengers within Cobb County and connects directly to the Metropolitan Atlanta Rapid Transit Authority (MARTA) system (Figure 1-3). The CobbLinc system is operated by a contracted service provider (since 2017, First Transit) that delivers the service and maintains the fleet, and hires drivers, dispatchers, maintenance, and administrative staff. The vehicles themselves, transfer centers, and park-and-ride lots are owned by the County. In addition, the State Road and Tollway Authority (SRTA) contracts with CobbLinc to provide some service in Cobb County. The DOT and County provide finance and budgeting support, and the County also undertakes facility maintenance activities for CobbLinc.

Figure 1-3: CobbLinc System Map 1.2 FEDERAL TRANSIT ASSET MANAGEMENT REQUIREMENTS As part of the implementation of the Moving Ahead for Progress in the 21st Century (MAP-21) Act and the subsequent Fixing America’s Surface Transportation (FAST) Act, FTA has enacted regulations for transit asset management that require transit service providers to establish asset management performance measures and targets and develop a Transit Asset Management Plan.

The TAM Final Rule was published on July 26, 2016, and went into effect on October 1, 2016. The rule amended the United States (U.S.) Code of Federal Regulations (CFR) Title 49 Parts 625 and 630, which relate to the TAM Plan and the National Transit Database (NTD), respectively.

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The regulations distinguish between the requirements for larger (Tier 1) and smaller or rural (Tier II) transit agencies. CobbLinc is a Tier II provider.2 1.2.1 TAM PLAN ELEMENTS Each Tier II provider must develop its own TAM plan or participate in a group TAM plan. A Tier II provider’s TAM plan or group TAM plan must include the first four elements illustrated in Figure 1-4.

Figure 1-4: Required TAM Plan Elements

The TAM Plan requirements (U.S. 49 CFR § 625), and how this TAM Plan addresses those requirements, are shown in Appendix A. 1.2.2 REPORTING REQUIREMENTS A provider’s initial TAM Plan must be completed by October 1, 2018. Amendments to the TAM Plan may be undertaken at any time and should be initiated following any major change to the asset inventory, condition assessment, or investments. The TAM Plan should also be updated following any change to prioritization processes affecting the timing of future projects.

In addition to performance targets (see Section 3.2 Performance Measures and Targets) and the TAM Plan, 49 CFR § 625.55 requires that two additional asset management reports be submitted to the NTD annually:

2 Defined by 49 CFR § 625.5 as an agency that “owns, operates, or manages either (1) 100 or fewer vehicles in revenue service during peak regular service across all non-rail fixed route modes or in any one non-fixed route mode (2) a sub recipient under the 5311 Rural Area Formula Program (3) any American Indian tribe (625.5).”

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• The Data Report describes the condition of the transportation system currently and the State of Good Repair performance targets for the upcoming year. • The Narrative Report describes changes in the transportation system condition and reports progress on meeting the performance targets from the prior year.

For CobbLinc, the first Data Report is due by January 31, 2019. The first Narrative Report is due within four months of the provider’s 2019 fiscal year end, or January 31, 2020 for CobbLinc. Subsequent narrative reports are due annually. 1.3 ASSET MANAGEMENT STRATEGY CobbLinc’s overall Asset Management Strategy has three key components that set the direction for this TAM Plan, as described in Figure 1-5.

Figure 1-5: Asset Management Strategy

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2 CAPITAL ASSET INVENTORY CobbLinc currently maintains its asset inventory in a series of Excel spreadsheets, while its contractor uses Infor EAM, the contractor’s asset management information system, to plan and track maintenance- related activities and materials (e.g., parts, work orders, maintenance shop supplies, etc.). CobbLinc is in the process of procuring an asset management information system, in which its inventory and other aspects of its asset management activities will reside and be maintained. 2.1 CAPITAL ASSET INVENTORY CobbLinc’s inventory is summarized in Table 2-1.

Table 2-1: CobbLinc Asset Portfolio by Primary Asset Class

Acquisition Asset Class Quantity Unit Value Bus 56 Vehicles $28,162,791 Over the road bus 37 Vehicles $9,736,5783 Cutaway Bus 30 Vehicles $3,690,606 Automobiles 7 Vehicles $208,116 Truck and other 3 Vehicles $339,797 rubber-tired vehicles Bus lifts, automated fare Equipment (>$50,000) 13 computer system, > $1,224,5004 fueling compressors Administrative and 4 Facilities Not available Maintenance Facility Passenger and Parking 10 Facilities Not available Facility

CobbLinc contracts the operation and maintenance of its revenue and most of its non-revenue vehicles to First Transit. Some County-owned vehicles are maintained by the County’s Fleet Management group. Facilities are maintained by the Property Management Division of Cobb County. CobbLinc maintains most pieces of equipment.

3 Acquisition value includes CobbLinc-owned vehicles only (does not include acquisition value of 15 SRTA-owned vehicles)

4 The value of some bus lifts was averaged, and the cost or current value of one in-ground lift is unknown.

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3 ASSET CONDITION ASSESSMENT 3.1 CURRENT CONDITION INFORMATION

CobbLinc has determined the current condition of the assets in its portfolio for which it has direct capital responsibility, using the FTA state of good repair performance measures for rolling stock, equipment, and facilities as indicated in Figure 3-1.

Figure 3-1: Asset Condition Approach 3.1.1 ROLLING STOCK (REVENUE VEHICLES) CobbLinc’s rolling stock assets consists of buses (local 40-foot buses and over-the-road 40- and 45-foot buses) and cutaway vehicles used for paratransit services. Buses comprise the largest percentage of CobbLinc’s rolling stock inventory (72 percent).

The rolling stock condition is summarized in Table 3-1 and Table 3-2.

Table 3-1: Summary of Current Revenue Bus Fleet Condition

Manufacturer Manufacturer/ Quantity % ≥ Type Quantity Age ULB Year Model ≥ ULB ULB 40’ Local 2008 New Flyer D40LF 6 10 14 0 0% 40’ Local 2010 New Flyer D40LF 6 8 14 0 0% 40’ Local Gillig G27D102N4 2016 35 2 14 0 0% (Diesel) 40’ Local 2017 Gillig G27D102N4 9 1 14 0 0%

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Manufacturer Manufacturer/ Quantity % ≥ Type Quantity Age ULB Year Model ≥ ULB ULB 45’ 2006 MCI D4500 19 12 18 0 0% Commuter 40’ 2017 Gillig G27D102N4 3 1 14 0 0% Commuter All Buses 78 3 3%

Cutaway vehicles comprise 28 percent of the rolling stock inventory.

Table 3-2: Summary of Current Paratransit Cutaway Fleet Condition

Manufacturer Quantity % ≥ Type Manufacturer/Model Quantity Age ULB Year ≥ ULB ULB 25’ 2008 Goshen 4500 20 10 10 20 100% Paratransit 25’ Champion Express 2016 10 2 10 0 0% Paratransit G4500 LF All 30 20 66% Cutaways

3.1.2 EQUIPMENT AND NON-REVENUE VEHICLES

CobbLinc has 10 service vehicles and 13 major pieces of equipment valued over $50,000 (primarily bus lifts). The condition of CobbLinc’s equipment is summarized in Table 3-3 below.

Table 3-3: Summary of Current Non-Revenue Vehicles and Major Pieces of Equipment Condition

Average Quantity ≥ Type Quantity ULB % ≥ ULB Age ULB Automobile 7 4.6 8 1 14% Trucks and other rubber-tired 3 3.3 14, 18 0 0% vehicles Fare collection computer system 1 1 5-7 0 0% Bus lifts 10 10 15 3 30% CNG fueling compressors5 2 17 All Equipment 23

5 The CNG fueling compressors will be replaced as part of the bus fueling station and bus wash facility renovations.

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3.1.3 FACILITIES CobbLinc has direct capital responsibility for 11 county-owned facilities at six locations. The Marietta complex includes six facilities (i.e., buildings), and the Cumberland Transfer Center consists of one facility.

Table 3-4 shows the condition of CobbLinc facilities by the two facility types for which agencies are required to set targets and report on: (1) Administration and Maintenance, and (2) Passenger and Parking. Physical condition assessments of all facilities were performed in 2015. The condition has been scored using FTA’s Transit Economics Requirements Model (TERM) one to five scale, where 5.0 = Excellent, 4.0 = Good, 3.0 = Adequate, 2.0 = Marginal, and 1.0 = Poor. A condition score of 3.0 or above on this scale is defined as being in a state of good repair. As presented in the following table, most CobbLinc facilities are in a state of good repair.6

Table 3-4: Summary of CobbLinc Facilities Condition

# of Facilities % of Facilities Total # of Assessed Assessed Below Facility Type Facilities Below ‘3’ on ‘3’ on TERM Assessed TERM Scale Scale Administrative and Maintenance Facilities 4 0 0% Passenger and Parking Facilities 7 1 14%

3.2 PERFORMANCE MEASURES AND TARGETS

CobbLinc has calculated performance measures for its rolling stock, equipment (i.e., non-revenue service vehicles), and facilities, and set performance targets for FY 2018 for NTD reporting, as summarized in Table 3-5, Table 3-6, and Table 3-8.7 Performance is based on age (revenue vehicles), equipment (non-revenue vehicles), and physical condition (facilities). Only assets for which CobbLinc has capital responsibility are included in the performance measures. Performance targets for each asset class were set by CobbLinc based on what the agency can realistically achieve given expected funding sources. The targets have been approved by CobbLinc’s accountable executive.

For revenue vehicles and equipment (i.e., non-revenue service vehicles), CobbLinc is using the default useful life benchmarks (ULB) provided by FTA to calculate the percentage of vehicles that have met or exceeded their ULB (Table 3-5 and Table 3-6).

Sixty-seven percent of CobbLinc’s cutaway vehicles have met or exceeded their ULB. This is attributed to 20 cutaway buses that have met their useful life as of 2018. CobbLinc secured and allocated prior-year funding to replace these vehicles in FY 2019. Fourteen percent of non-revenue automobiles have

6 In accordance with 49 CFR 625, Appendix to Part 625 Table 1, bus shelters are not included in the TAM Plan. 7 Performance targets for FY 2019 will be set by January 2019.

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exceeded their useful life; this is due to one vehicle that has exceeded its useful life but is still able to operate safely.

Table 3-5: Rolling Stock Performance Measures and Targets Rolling stock performance is measured by the percentage of revenue vehicles (by type) that meet or exceed the ULB.

# of Vehicles % of Vehicles Useful Life FY 2018 Total # of that Meet or that Meet or Vehicle Type Benchmark Performance Vehicles Exceed ULB Exceed ULB (ULB) Target (FY 2018) (FY 2018) Local Bus 56 14 0 0% 30% Over-the- 22 14, 18 0 0% 30% Road/Commuter Bus Cutaway Bus 30 10 20 67% 30%

Table 3-6: Equipment Performance Measures and Targets

Equipment performance is measured by the percentage of non-revenue service vehicles (by type) that meet or exceed the ULB.

# of Vehicles % of Vehicles Useful Life FY 2018 Total # of that Meet or that Meet or Vehicle Type Benchmark Performance Vehicles Exceed ULB Exceed ULB (ULB) Target (FY 2018) (FY 2018) Automobile 7 8 1 14% 50% Truck and other 3 14, 18 0 0% 50% rubber-tired vehicles

The facility performance measures are based on physical condition assessments conducted by a contractor retained by CobbLinc in 2015 on all of the facilities for which CobbLinc has direct capital responsibility. CobbLinc will conduct a second round of condition assessments for at least 50 percent of its facilities in 2019 (as the 2015 condition scores will then be four years old).

The facility condition assessments were comprised of a site assessment (including paving, drainage, accessibility, lighting and bus shelters); a building assessment (including the physical structure of the building and all its component systems, such as roof, heating, ventilation, and air conditioning); and assessment of the maintenance equipment in the facilities at the Marietta Transit Complex (including vehicle lifts and fueling and washing equipment). The inspection followed a detailed checklist, and all identified defects were documented with descriptive text and photographs.8 Each facility was

8 Cobb County Transit Asset Management Plan Project Facilities Assessment, prepared by Parsons Brinckerhoff, May 2015

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subsequently assigned a score using the Transit Economic Requirements Model (TERM) scale (from 1 to 5), as defined in Table 3-7. A score of ‘3’ or above indicates that the facility is in a state of good repair.

Table 3-7: FTA TERM Condition Assessment Scale

Rating Condition Description No visible defects; new or near new condition; may still be under 5 Excellent warranty if applicable Good condition, but no longer new; may be slightly defective or 4 Good deteriorated, but is overall functional 3 Adequate Moderately deteriorated or defective, but has not exceeded useful life 2 Marginal Defective or deteriorated; in need of replacement; exceeded useful life 1 Poor Critically damaged or in need of immediate repair; well past useful life

Table 3-8 identifies the performance measures and targets for CobbLinc facilities. All facilities are in a state of good repair, with the exception of the Marietta Park and Ride Lot, which was rated a ‘1.’ Rehabilitation of the Marietta Park and Ride Lot is included in CobbLinc’s investment priorities (see Section 5 Project-Based Investment Prioritization).

Table 3-8: Facility Performance Measures and Targets

Facility performance is measured by the percentage of facilities (by group) that are rated less than ‘3’ on the TERM scale.

# of Facilities % of Facilities Total # of FY 2018 Assessed Below Assessed Below Facility Type Facilities Performance ‘3’ on TERM ‘3’ on TERM Assessed Target Scale Scale Administrative and Maintenance 4 0 0% 50% Facilities Passenger and 7 1 14% 50% Parking Facilities

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4 ANALYTICAL PROCESSES AND DECISION SUPPORT TOOLS 4.1 DECISION SUPPORT OVERVIEW

This section describes the investment prioritization approach that CobbLinc currently is using to prioritize capital investments and presents an investment prioritization approach that CobbLinc will use moving forward to prioritize investments related to the management of its assets. This section also includes a description of the lifecycle analysis models that CobbLinc has used to forecast near and long- term needs. 4.2 EXISTING DECISION PRIORITIZATION APPROACH Investment prioritization at CobbLinc is largely driven by needs identified by staff to ensure the provision of safe, reliable, and dependable transit service. These needs can result from increased demand for service, aging fleet, new mandates, findings, and recommendations from planning studies or condition assessments, strategic plans, and other sources. The Transit Division Manager/Deputy Director develops the final list of priorities based on those needs that are considered most pressing and essential to delivering CobbLinc’s mission and vision and subsequently submits the list to the County to request funding.

CobbLinc uses a 5-year horizon for its capital improvement program (CIP). For its current CIP, FY 2019- 2023, priorities were determined according to three key milestones:

• FY 2019 - Level of Service Restoration and/or Mandate, focuses on projects that further the restoration of service that was cut during the economic downturn in 2008, increased service efficiency and passenger use; included are projects that address the TAM regulations (i.e., professional services for the required annual facility condition assessment of at least 1/4 of CobbLinc-owned facilities), needed improvements to existing technology and infrastructure, and initial planning and design for the relocation of the Cumberland Transfer Center, which is nearing capacity. • FY 2021 – Half-Way to Service Excellence is the midpoint to achieving excellence in FY 2023. As such, projects programmed for FY 2021 include an increase in software investment, advanced technology, rehabilitation of the Marietta Park-and-Ride lot determined to be in poor condition during a physical condition assessment of CobbLinc facilities, and more extensive new capital assets (i.e., property acquisition and design for relocation of the Marietta administration facility and Transfer Center, a new Transfer Center in South Cobb, and a potential new park-and-ride lot in East Cobb depending on future transit service recommendations from the transit development plan to be completed in 2019/2020). These projects all support the expansion of transit accessibility across the county. • FY 2023 – Excellence Achieved, focuses on increasing investment in software and technology to achieve the Transit Division’s mobility and connectivity mission and vision.

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Moving forward, CobbLinc would continue to prioritize modernization and expansion projects as it currently does consistent with its mission and vision. However, consistent with the TAM Plan, CobbLinc is adopting a more structured approach to prioritizing its investments as described below. 4.3 TAM INVESTMENT PRIORITIZATION APPROACH While CobbLinc has a good understanding of its capital needs, moving forward, it will use a structured approach to consistently prioritize projects/TAM activities to maintain the system in a state of good repair and achieve a low total cost of ownership.

CobbLinc will prioritize scheduled maintenance activities, followed by planned overhauls (i.e., preventive maintenance activities to achieve the expected life of an asset), and then replacements (Figure 4-1). Planned overhauls include any mid-life engine overhauls and/or component replacements for buses or major component replacements on facilities. For facilities, the approach prioritizes customer-serving, i.e., passenger, facilities.

Figure 4-1: Investment Prioritization Approach

This investment prioritization approach applies to those planned activities (i.e., scheduled maintenance, planned overhauls, and replacements) that CobbLinc conducts for the assets it currently owns. (As noted in the preceding Existing Prioritization Approach section, decisions related to modernizing or expanding the system consider various other factors outside the scope of the asset management planning process and will be evaluated and included in CobbLinc’s CIP as described in that section.)

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4.3.1 ASSET REPLACEMENT EVALUATION CRITERIA The annual maintenance and overhaul activities enable CobbLinc to get the full useful life from its assets, thus reducing the total cost of ownership. When the asset is due for replacement based on its useful life, CobbLinc will use a set of evaluation criteria to establish replacement priorities. The criteria include:

• Safety • Impact to service and operations (reliability) • Level of maintenance required • Age • Condition

Each asset class has its own set of distinct evaluation criteria based on these five categories. Through staff discussion, CobbLinc will evaluate the need for each asset replacement “project” against the criteria (within each asset class) concurrently. CobbLinc will identify its priorities based on a holistic evaluation of each of the criteria for each project. The criteria will be evaluated but not “scored” (with the exception of facility condition) to determine a funding recommendation. Sample templates for evaluating replacement priorities using the criteria described below are provided in Appendix A.

The evaluation criteria that CobbLinc will use to prioritize asset replacement projects within each asset class are discussed in more detail in the sections that follow.

4.3.1.1 VEHICLES Table 4-1 identifies the evaluation criteria that CobbLinc will use to evaluate and prioritize vehicle replacement projects.

Table 4-1: Evaluation Criteria for Vehicles

Evaluation Criteria Safety Risk to Staff Does operating the vehicle pose a safety risk to the traveling public or others that cannot be easily mitigated through routine maintenance/service to the vehicle? Safety Risk to Customers Is the vehicle reliably providing service to the public? Impact to Service and Operations Does the vehicle require any major parts/components or major overhaul activities? Level of Maintenance Required Is the vehicle beyond its useful life benchmark? If yes, how many years is it beyond its useful life benchmark? Age Is the vehicle in good condition/is the usage infrequent?

4.3.1.2 EQUIPMENT

Table 4-2 identifies the evaluation criteria that CobbLinc will use to evaluate and prioritize equipment replacement projects.

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Table 4-2: Evaluation Criteria for Equipment

Evaluation Criteria Safety Risk to Staff Does the condition of this equipment pose a safety risk to staff who use the equipment? Safety Risk to Customers Does the condition of this equipment affect the ability to maintain the safe operation of customer-facing assets (e.g., vehicles)? Impact to Service and Operations Does the condition of this equipment impact the ability to provide revenue service and meet existing levels of service? Level of Maintenance Required What is the level of maintenance and inspection required to keep the equipment in working condition? Age Is the equipment beyond its planned useful life? If yes, how many years is it beyond its planned useful life? Condition What is the equipment’s condition? The condition may be based on a visual inspection, review of maintenance records, and other tests that may have been performed on it.

4.3.1.3 FACILITIES

Table 4-3 identifies a set of evaluation criteria to support investment prioritization of facility component replacements.

Facility projects will be prioritized at the primary component level as defined in the FTA Condition Assessment Guidebook:

• A. Substructure • B. Shell • C. Interiors • D. Conveyance • E. Plumbing • F. HVAC • G. Fire Protection • H. Electrical • I. Equipment/Fare Collection • J. Site

Many of the components identified above have a lower life expectancy than the life of the facility itself, and projects to replace major sub-components in any of these will be considered as facility overhaul projects (e.g., replacing major sub-components of the HVAC system).

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Table 4-3: Evaluation Criteria for Facilities

Evaluation Criteria Safety Risk to Customers (Passenger Does the condition of this facility/component pose a safety and Parking Facilities) risk to customers who interface with this facility? Does the condition of this facility/component affect the ability to maintain the safe operation of customer-facing assets (e.g., vehicles)? Safety Risk to Staff (Administrative Does the condition of this facility/component pose a safety and Maintenance Facilities) risk to staff who use this facility? Impact to Service and Operations Does the facility/component impact revenue service? This factor prioritizes activities on passenger facilities versus administrative facilities. Level of Maintenance Required What is the level of maintenance and inspection required to keep the facility or its components in working condition? Age Is the facility or its component (or a major sub-component) beyond its useful life? Condition Score What is the facility/component’s condition score (based on the physical condition assessment)?

4.4 LIFECYCLE NEEDS ANALYSIS

To help support the investment prioritization approach, CobbLinc conducted a forecast of its estimated lifecycle needs over 10 years using Excel-based models. The purpose of this analysis was to identify the total lifecycle needs for each asset class and inform the planning for these costs in CobbLinc’s future CIPs. The analysis estimates the cost required to maintain the transit system in a state of good repair.

Lifecycle needs for rolling stock are calculated based on each asset’s age, expected useful life, replacement cost, and lifecycle activities for an unconstrained scenario. Lifecycle needs for facilities are calculated based on a program-wide approach; Cobb County (which is responsible for maintaining the facilities) has identified certain key activities and costs, such as a regular cycle of HVAC repair, rehabilitation and replacement, that are applied programmatically across the entire portfolio of its facilities.

The Excel-based models assume a straight-line deterioration instead of incorporating decay curves. CobbLinc is in the process of procuring an enterprise asset management information system, which will enable it to conduct more sophisticated analyses for subsequent updates of this TAM Plan.

Error! Reference source not found. and Error! Reference source not found. illustrate CobbLinc’s estimated lifecycle needs for revenue and non-revenue vehicles respectively over a 10-year planning horizon. Replacements can be phased over time to average annual expenditures and leverage available funding. Over the next 10 years, needs for vehicles will total over $123.8 million, while needs for non- revenue vehicles will total over $1.4 million.

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Figure 4-2: Estimated Lifecycle Needs for Revenue Vehicles

$25,000

$20,000

$15,000

$10,000 Thousands $5,000

$- 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028

Total Scheduled Annual Maintenance Total Planned Overhauls Total Replacement

Figure 4-3: Estimated Lifecycle Needs for Non-Revenue Vehicles

$200

$150

$100

$50 Thousands

$- 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028

Total Scheduled Annual Maintenance Total Replacement

Error! Reference source not found. and Error! Reference source not found. illustrate a cost breakdown (by activity type) for the 10-year forecasted needs. Needs are primarily driven by vehicle replacements when the vehicles have reached their planned useful lives.

Table 4-4: 10-Year Needs Summary for Revenue Vehicles

Activity Total Cost Scheduled Annual Maintenance $31,249,500 Planned Overhauls $26,854,600 Replacement $65,712,699 Total $123,816,859

Table 4-5: 10-Year Needs Summary for Non-Revenue Vehicles

Activity Total Cost

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Scheduled Annual Maintenance $407,480 Replacement $1,008,668 Total $1,416,148

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5 PROJECT-BASED INVESTMENT PRIORITIZATION

This section describes CobbLinc’s investment needs and priorities over the next four years. 5.0 INVESTMENT PRIORITIES

Table 5- identifies the projects that are included in CobbLinc’s 5-year CIP, following the current CIP process (described in Section 4.2, Existing Prioritization Approach). The next TAM Plan update will include projects that are prioritized using the framework described in Section 4.3, TAM Investment Prioritization Approach.

Table 5-1: Investment Priorities

Project Project Justification/Explanation Estimated Cost Timeframe Services for FTA’s RAMP, conceptual Cumberland Transfer design, and preliminary engineering for $2,000,000 FY 2019 Center future relocation/construction of the Cumberland Transfer Center Consultant services to conduct facility Professional services assessment for the Transit Asset $250,000 FY 2019 for facility assessment Management Plan Bus simulator to be used during operator Operator simulator $250,000 FY 2019 training Software enhancements to fare collection Nextfare 7 upgrade $100,000 FY 2019 system Conversion to DCU3 (single interface for Driver control unit log-on and operation of on-vehicle $559,847 FY 2019 (DCU) equipment) Replacement of the computer in the Computer $52,509 FY 2019 garage Software to manage assets in compliance Transit asset with federally mandated Transit Asset $55,000 FY 2019 management software Management Plan Midlife bus repair for 2010 New Flyers (Qty Midlife bus repair $1,050,000 FY 2019 6) South Cobb Transfer Construction of a bus transfer facility in $8,000,000 FY 2020 Center South Cobb County Rehabilitation of the park-and-ride and Marietta Transfer services for FTA’s RAMP, conceptual $2,000,000 FY 2020 Center design, and preliminary engineering for

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Project Project Justification/Explanation Estimated Cost Timeframe future relocation of Marietta Transfer Center East Cobb Park-and- Construction of a new park-and-ride lot in $1,500,000 FY 2020 Ride Lot East Cobb County9 Software to manage assets in compliance Transit asset with federally mandated Transit Asset $55,000 FY 2020 management software Management Plan Mobile ticket payment Technology to allow customer to pay for $550,162 FY 2020 system tickets via mobile device Construction of a new operations and Operations and maintenance facility in Northwest Cobb $2,000,000 FY 2021 maintenance facility County10 Software to manage assets in compliance Transit asset with federally mandated Transit Asset $55,000 FY 2021 management software Management Plan Cumberland Transfer Relocation of Cumberland Transfer Center $8,000,000 FY 2022 Center Software to manage assets in compliance Transit asset with federally mandated Transit Asset $55,000 FY 2022 management software Management Plan Marietta Transfer Relocation of Marietta administration $8,000,000 FY 2023 Center facility and Transfer Center Software to manage assets in compliance Transit asset with federally mandated Transit Asset $55,000 FY 2023 management software Management Plan Two vehicles to replace the Cobb County Service vehicles Transit Division staff automobiles (2015 $50,000 FY 2023 Ford Fusion and 2015 Ford Escape) Replacement of four supervisor vehicles Service vehicles $180,000 FY 2023 used by the contractor (2015 Ford Transit)

9 Dependent on future transit service recommendations from the transit development plan to be completed in 2019/2020

10 Dependent on future transit service recommendations from the transit development plan to be completed in 2019/2020

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6 CONTINUOUS IMPROVEMENT

CobbLinc is in the process of procuring an enterprise asset management information system, which will enable it to conduct more sophisticated analyses for subsequent updates of this TAM Plan. In addition, CobbLinc has committed to several projects over the next few years (e.g., construction of several new facilities, including relocation of the Marietta and Cumberland facilities; procurement of new vehicles) to ensure it provides convenient, accessible, customer-focused, safe, reliable and efficient service to its customers. Additional projects will be identified as needs continue to grow.

CobbLinc will strive to achieve better asset performance, risk reduction, and agency cost savings with each revision of the TAM plan, and to continually improve its asset management practices. Through implementing its new decision analysis and investment prioritization approach, CobbLinc intends to optimize its resources to ensure the effective and efficient management of its assets so as to maintain them in a state of good repair.

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APPENDIX A: U.S. 49 CFR REQUIREMENTS

Table A-1 below demonstrates how this group TAM plan is compliant with the requirements set forth in U.S. 49 CFR.

Table A-1: TAM Plan - U.S. 49 CFR Requirements

U.S. 49 CFR 625 Ref # Requirement TAM Plan Section for Compliance Reference A TAM plan for Tier II operators must include the following elements: 1 49 CFR § 625.25 (b)(1) Inventory of the number and Section 2 Capital Asset Inventory type of all capital assets a provider owns, except equipment with an acquisition value under $50,000 that is not a service vehicle 2 49 CFR § 625.25 (b)(1) An inventory must also Section 2 Capital Asset Inventory include third-party owned or jointly-procured exclusive- use maintenance facilities, passenger station facilities, administrative facilities, rolling stock, and guideway infrastructure used by a provider in the provision of public transportation 3 49 CFR § 625.25 (b)(2) Condition assessment of Section 3 Asset Condition those inventoried assets for Assessment which a provider has direct capital responsibility and to level of detail to monitor, predict performance of assets, and inform investment prioritization 4 49 CFR § 625.25 (b)(3) Description of analytical Section 4 Analytic Processes and processes or decision- Decision Support Tools support tools to estimate

capital investment needs over time and develop its investment prioritization

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U.S. 49 CFR 625 Ref # Requirement TAM Plan Section for Compliance Reference 5 49 CFR § 625.25 (b)(4) Project-based prioritization Section 5 Project-Based of investments Investment Prioritization The following elements are required for Tier I operators but optional for Tier II operators:

6 49 CFR § 625.25 (b)(5) Provider’s TAM and SGR N/A policy 7 49 CFR § 625.25 (b)(6) Provider’s TAM plan N/A implementation strategy 8 49 CFR § 625.25 (b)(7) A description of key TAM N/A (However, Appendix C activities that a provider describes some of the asset intends to engage in over the lifecycle activities conducted by TAM plan horizon period CobbLinc.) 9 49 CFR § 625.25 (b)(8) A summary or list of the N/A resources, including personnel, that a provider needs to develop and carry out the TAM plan 10 49 CFR § 625.25 (b)(9) An outline of how a provider N/A (However, a description of will monitor, update, and CobbLinc’s continuous evaluate, as needed, its TAM improvement commitments with plan and related business regard to the TAM Plan are practices to ensure the described in Section 6 Continuous continuous improvement of Improvement.) its TAM practices When developing its investment prioritization, a provider must:

11 49 CFR § 625.33 (a) Include an investment Prioritization of investments by prioritization that identifies a year are presented in Section 5 provider’s program and Project-Based Investment projects to improve or Prioritization in the TAM Plan manage the SGR of capital assets for which the provider has direct capital responsibility over the TAM plan horizon period 12 49 CFR § 625.33 (b) Rank projects to improve or Prioritization of investments by manage the SGR of capital year are presented in Section 5 assets in order of priority and Project-Based Investment anticipated project year Prioritization in the TAM Plan

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U.S. 49 CFR 625 Ref # Requirement TAM Plan Section for Compliance Reference 13 49 CFR § 625.33 (c) Ensure provider’s project Prioritization of investments by rankings are consistent with year are presented in Section 5 its TAM policy and strategies Project-Based Investment Prioritization in the TAM Plan. Tier II operators are not required to have a TAM policy and strategy in place.

14 49 CFR § 625.33 (d) Give due consideration to Safety has been included as a those state of good repair prioritization criterion in the projects to improve that pose investment prioritization an identified unacceptable approach for each asset class, as safety risk described in Section 4 Analytical Processes and Decision Support Tools. 15 49 CFR § 625.33 (e) Take into consideration its Prioritization of investments by estimation of funding levels year are presented in Section 5 from all available sources Project-Based Investment that it reasonably expects Prioritization in the TAM Plan. The will be available in each fiscal list of investments takes into year during the TAM plan account available funding and horizon period funding constraints. 16 49 CFR § 625.33 (f) Take into consideration Prioritization of investments by requirements under 49 CFR year are presented in Section 5 37.161 and 37.163 Project-Based Investment concerning maintenance of Prioritization in the TAM Plan. accessible features and the Investments take into account requirements under 49 CFR accessibility and ADA compliance. 37.43 concerning alteration of transportation facilities

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APPENDIX B: KEY TERMS AND DEFINITIONS

Accountable Executive

Defined by 49 U.S.C. Chapter 53 as a “single, identifiable person who has ultimate responsibility for carrying out the safety management systems of a public transportation agency; responsibility for carrying out transit asset management practices; and control or direction over the human and capital resources needed to develop and maintain both the agency’s public transportation agency safety plan, in accordance with 49 U.S.C. 5329(d), and the agency’s transit asset management plan in accordance with 49 U.S.C. 5326.”

Asset

An asset is defined as a tangible entity (or system of entities) that is either owned, leased, or maintained by CobbLinc and is:

• Repairable and/or replaceable • Has an expected useful life of more than one year • Requires intervention/activities to reduce risk of failure • One or more of the following apply: o Requires a preventive maintenance schedule o Needs to be inspected o Needs to be calibrated o Needs to be tracked

This definition applies to discrete physical properties that are considered part of and enable the safe operation of transit in Cobb County by CobbLinc.

Lifecycle

The time interval that begins with the acquisition of an asset and ends with the disposal of the asset. Lifecycle phases may include planning, design, procurement, acquisition or construction, operations, maintenance, rehabilitation, and disposal.

State of Good Repair (SGR)

Defined by 49 U.S.C. Chapter 53 as the “condition in which a [transit asset or] capital asset is able to [safely] operate at a full level of performance.” The State of Good Repair is further defined by an asset’s Useful Life Benchmark (for rolling stock and equipment) or physical condition (for facilities). Assets are considered to be in a State of Good Repair when they do not meet or exceed their ULB (revenue vehicles and equipment/non-revenue service vehicles) or when their physical condition (facilities) is rated less than the level of being in a State of Good Repair. Vehicle and equipment assets are considered to be in a State of Good Repair when they meet the ULB identified for each vehicle type. Facilities are considered in a State of Good Repair when they are rated as a 3 or above on FTA’s TERM scale. Also, see definition for Useful Life Benchmark.

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State of Good Repair (SGR) Backlog

The cumulative dollar value of deferred capital maintenance and replacement needs.

TERM Scale

The five-category rating system used in the FTA’s Transit Economic Requirement Model (TERM) to describe the condition of an asset, where 5 is excellent condition and 1 is poor condition.

Tier I Operator

An entity that receives federal financial assistance under 49 U.S.C. Chapter 53, either directly from FTA or as a subrecipient, that owns, operates, or manages either (1) one hundred and one (101) or more vehicles in revenue service during peak regular service across all fixed route modes or in any one non- fixed route mode, or (2) rail transit.

Tier II Operator

An entity that receives federal financial assistance under 49 U.S.C. Chapter 53, either directly from FTA or as a subrecipient that owns, operates, or manages (1) one hundred (100) or fewer vehicles in revenue service during peak regular service across all non-rail fixed route modes or in any one non-fixed route mode, (2) a subrecipient under the 5311 Rural Area Formula Program, (3) or any American Indian tribe.

Transit Asset Management (TAM)

Defined by 49 U.S.C. Chapter 53 as “the strategic and systematic practice of procuring, operating, inspecting, maintaining, rehabilitating, and replacing transit capital assets to manage their performance, risks, and costs over their lifecycles, for the purpose of providing safe, cost-effective, and reliable public transportation.”

Transit Asset Management Plan (TAMP)

This document, which describes the capital asset inventory, the condition of inventoried assets, TAM performance measures and targets, the investment prioritization approach, and includes a list of investment priorities.

Useful Life

Defined by 49 U.S.C. Chapter 53 as “either the expected lifecycle of a capital asset or the acceptable period of use in service determined by FTA.” It generally defines the minimum eligibility for retirement, replacement, or disposal of an asset.

Useful Life Benchmark (ULB)

Defined by 49 U.S.C. Chapter 53 as “the expected lifecycle or the acceptable period of use in service for a capital asset, as determined by a transit provider, or the default benchmark provided by FTA.” The ULB is the realistic expectation for when an asset would be disposed of or replaced based on operating environment and procurement timelines. [It is not the same as “Useful Life” in FTA grant programs, which is reported by age (in years), and usually only pertains to rolling stock or equipment.] It is a single

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number shared for or within specified asset classes, although may vary across different asset classes and providers.

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APPENDIX C: INVESTMENT PRIORITIZATION TEMPLATES VEHICLES

Project Name Example: Replace hybrid fleet Example: The fleet of hybrid buses is nearing the end of its useful life and Project Description needs to be replaced in the next 2 years. The buses are still running, but there are some periodic issues that arise. Asset Class Vehicles Estimated Cost

Evaluation Criteria Comments/Notes Safety Does operating the vehicle pose a Example: No, there have been no safety risk to the traveling public or major safety incidents reported on others that cannot be easily the vehicle since it was put into mitigated through routine service. maintenance/service to the vehicle? Impact to Service and Is the vehicle reliably providing Example: No, some vehicles in the Operations service to the public? fleet have broken down during revenue service, which has affected reliability targets. Breakdowns are anticipated to become more frequent if the fleet is not replaced soon. Level of Maintenance Does the vehicle require any major Example: The shells of the vehicles Required parts/components or major are starting to show some signs of overhaul activities? wear and deterioration; we do not conduct overhauls on our vehicles. Age Is the vehicle beyond its planned Example: No, the fleet is nearing useful life? If yes, how many years is the end of its useful life. We it beyond its useful life? anticipate the fleet will be able to run for two more years before it must be retired. Condition/Usage Is the vehicle in good condition/is Example: No, the vehicles are in the usage infrequent? fair/poor condition. Recommendation

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Example: The fleet needs to be retired in two years. Given the two-year procurement period, we recommend funding the replacement so that a new fleet of vehicles can be put in service when the current fleet is retired. EQUIPMENT

Project Name Example: Replace Mobile Column Lift Example: The first mobile column lift that was purchased is starting to show Project Description signs of age and needs to be replaced. Asset Class Equipment Estimated Cost

Evaluation Criteria Comments/Notes Safety Risk to Staff Does the condition of this equipment Example: No, its condition pose a safety risk to staff who use the does not pose a safety risk to equipment? staff. The bus lift is intended to remove safety risk from the inspection process. Safety Risk to Does the condition of this equipment Example: Yes, although there Customers affect the ability to maintain the safe are two other mobile column operation of customer-facing assets (e.g., lifts available for use. vehicles)? Impact to Service and Does the condition of this equipment Example: Mostly no, except Operations impact the ability to provide revenue during the downtime for service and meet existing levels of repairs to take place. service? Level of Maintenance What is the level of maintenance and Example: Planned Required inspection required to keep the maintenance is mostly equipment in working condition? sufficient, but some additional corrective maintenance is required to deal with specific issues that arise. Age Is the equipment beyond its expected Example: No, the mobile useful life? If yes, how many years is it column lift is not beyond its beyond its useful life? useful life. Condition What is the equipment’s condition? The Example: The condition is fair, condition may be based on a visual and there have not been any inspection, review of maintenance significant repairs needed in records, and any tests that may have the past two years. been performed on it. Recommendation

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Example: We do not believe this is an urgent request, and given the number of other pressing equipment needs (and the two other mobile column lifts that are still in working condition), we recommend deferring this project and re-evaluating the need again next year.

FACILITIES

Project Name Example: Escalator Replacement at Intermodal Station Example: The pair of escalators at the Intermodal Station entrance requires Project Description frequent repairs, and the contractor recommends replacement. Asset Class Facilities Estimated Cost

Evaluation Criteria Comments/Notes Safety Risk to Does the condition of this facility pose a Example: While the current condition Customers safety risk to customers who interface of the escalators does not pose an (Passenger and with this facility? Does the condition of immediate safety risk to customers, Parking Facilities) this facility affect the ability to maintain this could become a safety risk if the safe operation of customer-facing current issues persist. assets (e.g., vehicles)? Safety Risk to Staff Does the condition of this facility pose a Example: N/A, this is a passenger (Administrative safety risk to staff who use this facility? and parking facility. and Maintenance Facilities) Impact to Service Does the facility impact revenue Example: While the escalators do not and Operations service? This factor prioritizes activities directly impact revenue service, they on passenger facilities versus do affect the customer experience administrative facilities. and could impact whether customers choose to use the station. The current alternative for customers is to take the elevator or the stairs. Level of What is the level of maintenance and Example: The escalators require Maintenance inspection required to keep the facility frequent corrective maintenance to Required or its major components in working maintain service quality. condition? Age Is the facility component (or a major Example: No, the escalators are not sub-component) beyond its expected beyond their useful life (currently 15 useful life? years). However, they are experiencing frequent issues that are disproportionate to their age.

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Condition Score What is the facility component’s Example: The escalator condition condition score (based on the physical score is a 2 (from 2017). condition assessment)? Recommendation Example: We recommend funding elevator replacement in the next year.

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APPENDIX D: COBBLINC’S CURRENT ASSET LIFECYCLE STRATEGIES

This appendix describes the key activities that CobbLinc conducts for each asset class throughout its lifecycle to ensure assets remain in a state of good repair and reach their expected useful lives.

A whole life asset management approach ensures that CobbLinc obtains the maximum economic benefit from its investments in vehicles and facilities.

Replace Acquire

ASSET LIFECYCLE Operate/ Dispose FECYCLE maintain

Overhaul

Figure D-1: Asset Lifecycle D.1 BUS MAINTENANCE

Bus maintenance is comprised of scheduled preventive maintenance and unscheduled corrective maintenance. Buses are removed from service at regular mileage-based intervals for preventive maintenance actions, which include equipment inspection, cleaning, and routine servicing.

• Scheduled preventive maintenance is to keep equipment in good working order, prevent in- service failures, detect and correct potential defects, and meet certain vehicle regulatory requirements. • Unscheduled corrective maintenance is to respond to unexpected vehicle malfunctions and breakdowns that occur outside schedule.

The CobbLinc bus scheduled maintenance program is the primary strategy for sustaining performance and reliability. Preventive maintenance activities include inspecting equipment and conducting routine services, such as lubrication, replacing filters, replenishing fluids and making adjustments, cleaning of exterior and interior surfaces, and scheduled replacement of electrical and mechanical equipment.

There are two types of activities that are performed on the bus fleet; scheduled and unscheduled activities. Scheduled activities include:

• Preventive maintenance inspections, inspection defect repair, scheduled component service, and scheduled component replacement before failure

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• Daily service of fueling, refilling powertrain fluid levels, interior cleaning and washing • Scheduled cleaning, including interior cleaning, engine/radiator wash and chassis wash

Preventive maintenance inspections are performed every 6,000 miles, except for Chevrolet/ Champion buses, which are performed every 3,000 miles. All other vehicles follow the schedule outlined in Table D-1.

Table D-1: PMI Schedule for all other Vehicles

Sequence WO Description Meter #1 Interval 55451-HEAVY DUTY 10 6000 6000 COACH PMA 55451-HEAVY DUTY 20 6000 12000 COACH PMA 55451-HEAVY DUTY 30 6000 18000 COACH PMA 55451-HEAVY DUTY 40 6000 24000 COACH PMB 55451-HEAVY DUTY 50 6000 30000 COACH PMA 55451-HEAVY DUTY 60 6000 36000 COACH PMA 55451-HEAVY DUTY 70 6000 42000 COACH PMA 55451-HEAVY DUTY 80 6000 48000 COACH PMC

Unscheduled activities include:

• Pre-service defects discovered by operators • Defects written by operators on Daily Vehicle Condition Reports (DVCR) • In-service breakdowns • Accidents regardless of fault • Manufacturer warranties and recalls • Third party audit defects and repairs

In addition, the contractor (or an approved vendor) will perform overhauls and rebuilding or replacement of engines and transmissions. These overhauls do not have a defined timeline and are performed on fleets based on observation of breakdown increases and age or mileage milestones.

Bus maintenance is conducted seven days per week, with two overlapping shifts each day to ensure continuity of service. Shifts extend from 4:00 am to 2:30 pm and from 2:00 pm to 1:00 am.

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D.2 FACILITY MAINTENANCE

The CobbLinc Facility Maintenance Program stipulates routine quarterly inspection of passenger-facing facilities (park-and-ride and transfer centers). Asphalt repairs, which have no specified time frame, are performed by DOT. Maintenance of facilities is performed by the Cobb County Division of Property Management (DPM) and/or third-party contractors, which, with the exception of regularly scheduled preventive maintenance for HVAC systems, depends on the type and extent of repair needed at the time. CobbLinc reports a defect to the DOT and DPM to set up a work order for the repair. There is no written CobbLinc procedure for ensuring that repairs are noted, tracked, and performed in a timely manner. DPM tracks the work performed in its computerized maintenance management system but does not track the cost of labor and materials used by its own crews. DPM reports that work performed by its own workforce without the need for third party contractors or the purchase of additional parts or equipment is treated just as for any other County facility, without charge to CobbLinc.

CobbLinc owns 14 bus lifts, which include 8 bus lifts and 6 paratransit repair bays. CobbLinc is responsible for inspecting and repairing these lifts and all shop equipment. The bus lifts are currently undergoing upgrading and rehabilitation or replacement in phases.

CobbLinc ensures that mandated facility inspections and preventive maintenance are performed by its contractors. Life safety and sprinkler systems are inspected quarterly. Back flow preventer inspections must be undertaken annually per the City of Marietta, Georgia. Per state and federal law, CobbLinc must perform a leak detection test on its underground storage tanks annually and produce leak check paperwork for on-site inspections by state officials every three years. Also, on an annual basis, storm water management and oil-water separators are inspected. D.2.1 MAINTENANCE FACILITY CAPACITY

CobbLinc operates one maintenance facility, which is located at the Marietta Transit Complex. First Transit, the maintenance and operations contractor, inspects, cleans, and repairs CobbLinc’s fleet at the Marietta facility. The facility has the capacity for 101 buses. CobbLinc plans to construct a new operations and maintenance facility in Northwest Cobb County in FY 2021, pending recommendations from the Transit Development Plan. D.3 OVERHAUL STRATEGY

CobbLinc’s current policy is to replace buses after 12 years or 500,000 miles in service. This policy is consistent with other transit agencies and FTA guidelines. While CobbLinc does not have a specific overhaul policy in place, there are standard replacement strategies in place for major components. CobbLinc buses cover more miles than many similar transit agencies; normal transit operations nationwide are approximately 36,000 to 42,000 miles per year. CobbLinc buses can run as much as 57,000 miles annually. CobbLinc’s 2010 New Flyer buses will undergo a midlife overhaul in FY 2019.

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D.4 ASSET ACQUISITION AND RENEWAL STRATEGY

Table D-2 presents the year in which each vehicle type within the CobbLinc fleet would be eligible for replacement, based on the useful life benchmarks for FY 2019-2023. Actual replacement, however, is contingent on available funding.

Table D-2: Vehicle Replacement Needs, Based on ULBs

Vehicle Type 2019 2020 2021 2022 2023 Bus 0 0 0 6 0 Over the road bus 0 0 0 0 0 Cutaway Bus 0 0 0 0 0 Automobiles 0 0 0 0 4 Truck and other rubber- 0 0 1 1 2 tired vehicles Total 0 0 1 7 6

A fleet of 20 cutaway buses are planned for replacement in FY 2019 (they are not reflected in the table above as their ULB was exceeded and replacement funding secured prior to FY 2019). Two automobiles (2015 Ford Fusion and 2015 Ford Escape) used as service vehicles and four supervisor vehicles (2015 Ford Transit) are scheduled for replacement in FY 2023.

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