Contents Executive Summary ...... 1 1. Background and Purpose ...... 6 1.1 Service Overview ...... 6 1.2 Purpose of the CNI ...... 9 1.3 CNI Requirements ...... 9 2. Current Capital Asset Inventory ...... 11 2.1 Current Asset Base ...... 11 3. Methodology ...... 14 3.1 Methodology Overview ...... 14 3.2 Alignment to MDOT MTA Strategic Priorities, Transit Asset Management Requirements ...... 19 4. State of Good Repair Needs ...... 22 4.1 SGR Backlog Overview ...... 22 4.2 10-Year SGR Needs Estimates ...... 23 5. Enhancement Needs ...... 27 5.1 Call for Projects Overview ...... 27 5.2 10-Year Enhancement Needs Estimates ...... 27 6. Total Capital Investment Needs ...... 29 6.1 10-Year Total Needs ...... 29 6.2 Key Findings ...... 30 7. Prioritization ...... 31 7.1 Overview ...... 31 7.2 SGR Needs ...... 32 7.3 Enhancement Needs ...... 37 Conclusion ...... 40 Appendix A: Acronyms ...... 41 Appendix B ...... 42
Document Design The Maryland Department of Transportation Maryland Transit Administration (MDOT MTA) Capital Needs Inventory (CNI) Report uses the following logos and color coding throughout the document to represent MDOT MTA transportation modes and asset categories:
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Executive Summary MDOT MTA is the 13th largest multi-modal transit system in the United States, operating and maintaining $9.5 billion in physical assets to provide transportation services to over 2.2 million people in the State of Maryland. Investing in the state of good repair of these assets and system enhancements is critical for MDOT MTA to deliver safe, efficient, reliable, and customer-focused services. This CNI, consistent with ongoing transit asset management (TAM) analyses, outlines the unconstrained investment needs between 2019 and 2028 that will help MDOT MTA meet current and future service demands and system performance goals.
MDOT MTA’s CNI captures and quantifies ongoing MDOT MTA’s six transit modes and 2,560 square-mile unconstrained capital needs over a 10-year period. It service area connects communities with Maryland’s job presents information from MDOT MTA’s ongoing asset centers, schools, healthcare, retail, and cultural centers. management analyses and needs inventory, and is intended to support improved decision making MDOT MTA’s current asset inventory is valued at $9.5 regarding the maintenance and enhancements billion with the largest category consisting of facilities required to keep the overall transit system in a state of assets, and the largest mode represented by Metro good repair and meet service demands over the long- SubwayLink. (see Figure ES-1). term. Capital needs include the costs to: maintain assets in a state of good repair; meet existing or new Figure ES-1. Replacement Value of Current Inventory by regulatory requirements; invest in transit infrastructure, Asset Category and Mode (2018$) assets, or service enhancements; and modernize or adapt to new technologies or new mobility options. The Stations 11% Federal Transit Administration (FTA) defines state of Vehicles good repair (SGR) as, “the condition in which a capital 26% asset is able to operate at a full level of performance.” Facilities Current Asset 28% Inventory This CNI captures and quantifies the capital investment $9.5B needs for MDOT MTA-owned assets over the 10-year Guideway period for the following modes: Systems 24% 11% ― Local Bus (CityLink, LocalLink, and Express Mobility Link Agencywide BusLink) 1% 1% ― Commuter Bus Commuter Bus Local Bus 0.1% ― MARC Train Light RailLink 15% ― Metro SubwayLink 17% ― Light RailLink ― MobilityLink MARC Train 21%
In addition, an Agencywide category captures Metro technology and operations-related capital needs that SubwayLink serve multiple modes (e.g., system technology, police, 45% treasury, and operations support).
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Per Maryland Chapter 352 of the 2018 legislative STATE OF GOOD REPAIR NEEDS session, MDOT MTA’s CNI will be updated at least once The determination of MDOT MTA’s SGR needs is based every three years. Routine maintenance activities are on an analysis of the current inventory of assets, using considered operating expenses and are not included a customized version of FTA’s capital needs decision in this CNI. Significant investments and funding support tool, Transit Economic Requirements Model constraints related to the Purple Line, Locally (TERM) Lite. Each record in this inventory documents Operated Transit Systems (LOTS), and freight rail are asset or component type, age, expected useful life, not included in this analysis. replacement value, and other attributes required to assess the asset’s reinvestment requirements. Reinvestment types include: rehabilitations that TOTAL 10-YEAR NEEDS require capital maintenance (including major Between 2019 and 2028, MDOT MTA’s total capital overhauls, renovations, or rebuilds), replacement, and needs are expected to reach more than $5.7 billion in annual capital maintenance (for tunnels or bridges, for year of expenditure (YOE) dollars, including an example, where periodic capital investments are inflation rate of three percent. The largest category of required to maintain a state of good repair). The MDOT total needs over the 10-year period is vehicles (30 MTA modified version of TERM Lite assigns a priority percent). Stations comprise the next largest category score to SGR needs using multi-criteria decision of total needs (25 percent), followed by systems (19 analysis (MCDA) aligned to the four cornerstones of its percent), guideway (14 percent), and facilities vision. As MDOT MTA’s condition assessment program investment needs (12 percent). continues to mature, new physical condition data will be incorporated in TERM Lite, and MDOT MTA’s capital SGR needs for MDOT MTA’s current asset inventory decision making to refine needs. drive 81 percent of total needs. Enhancement needs to meet system performance goals as well as current and An estimated $4.6 billion in SGR needs have been future service demand, make up 19 percent of total identified over the next 10 years, including $1.5 billion needs over the 10-year period (see Figure ES-2). in deferred capital maintenance (“SGR backlog”) that is presented in the first year (see Figure ES-3 on the Figure ES-2. Summary of Total 10-Year Capital Needs following page). For context, MDOT MTA is not alone Vehicles in addressing its SGR backlog; many other transit Stations 30% 25% agencies face similar challenges and the national SGR backlog is estimated at $90 billion per the U.S. Department of Transportation’s 2015 Condition and Total 10-Yr Capital Performance Report. Needs $5.7B Including MDOT MTA’s current SGR backlog, the annual reinvestment needed to maintain and/or bring Facilities 12% its assets into a state of good repair averages $462 million per year, which is comparable to other older Guideway transit agencies throughout the country. Compared to 14% Sys tems the forecasted annual average of $359 million in SGR 19% funding over the 10-year period, based on the FY19- FY24 Consolidated Transportation Program (CTP), an average annual SGR funding gap of $103 million is estimated. Enhancement Needs 19% Over the CNI period, nearly $3.6 billion in SGR funding is estimated, including $2.2 billion in committed funding from FY19-FY24, $289 million for FY25, and an estimated flat-line average of the program years in the CTP for FY26-FY28 ($367 million per year), consistent SGR Needs with long range revenue forecasts for the region. 81%
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Figure ES-3. 10-Year Forecasted SGR Needs vs. SGR Funding (YOE, $Millions) $1,800 $1,600 $1,400 $1,200 $1,000 $800 $600 Average $462M/Year Annual SGR Reinvestment Need $400 $200 $- 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028
SGR Needs SGR Funding*
Figure ES-4 summarizes MDOT MTA’s 10-year SGR needs. The largest portion of SGR needs by asset category is driven by vehicles reaching the end of their useful life and planned fleet rehabilitations and overhauls over the 10-year period, resulting in 37 percent or $1.7 billion in identified SGR needs between 2019 and 2028; $1.1 billion of the $1.7 billion in SGR needs has committed funding over the next six years.
Figure ES-4. Summary of 10-Year SGR Needs (YOE, $Millions)
$1,800 Includes Current $1,600 Backlog and 2019 SGR Needs $1,400
$1,200
$1,000
$800
$600
$400
$200
$0 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028
Vehicles Guideway Systems Facilities Stations
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ENHANCEMENT NEEDS Enhancement needs include investments in new Figure ES-5. Summary of Enhancement Needs assets to provide the highest level of safety, meet (2019-2028, YOE$) forecasted system demand levels, and comply with Ve hi cles new mandates. Enhancement needs also consist of 0% capital investments required to adapt to new technologies and new mobility options to improve Guideway customer experience, operational efficiencies, or 29% reliability of transit service. Stations 10-Yr 45% Enhancement An estimated $1.1 billion in enhancement needs have Needs been identified over the next 10 years to support $1.1B MDOT MTA in continuing to deliver its mission, achieve system performance goals, and continue to Sys tems provide the highest level of safety. Over the CNI 16% period, the greatest portion of projected Facilities enhancement needs are attributed to station 10% enhancements (45 percent) primarily associated with Agencywi de improving access to MARC Train stations for 14% Bus pedestrians, bicyclists, buses and other vehicles, as 14% well as additional upgrades and renovations to MARC Train’s Penn Line and Camden Line stations. Light RailLink The remaining enhancement needs account for 15% guideway assets (29 percent), systems assets (16 MARC Train percent), and facilities assets (10 percent) Metro SubwayLink 50% (see Figure ES-5). 7%
Nearly half (45 percent) of the identified enhancement needs are relatively small projects with individual costs of $5 million or less. MDOT MTA often seeks funding for these lower-cost enhancement needs through discretionary grant opportunities.
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FUNDED NEEDS This CNI is intended to provide, without pre-determined limits to budget or resources, an unconstrained view of the total estimated capital needs MDOT MTA requires to maintain or bring its assets into a state of good repair, while having the capacity to meet service enhancement needs and system performance goals. At current funding levels, MDOT MTA is unable to fully address the 10-year capital investment needs identified. Ten-year SGR needs are estimated at $4.6 billion while SGR funding is forecasted at $3.6 billion for the same period, equating to a gap of just over $1 billion to meet SGR needs. With 10-year total needs reaching $5.7 billion and a total funding forecast of $3.7 billion, an estimated funding gap of just over $2 billion remains to fund all SGR and identified enhancement needs (see Figure ES-6).
Figure ES-6. 10-Year Total Capital Needs vs. Total Capital Funding Forecast (2019-2028, $Millions)
$7,000 $2,058 $6,000 Total $5,000 Funding $1,031 $4,000 $4,619 Gap SGR Gap $3,000 $3,588 $2,000 $1,000 $1,027 $1,105 Enhancement Gap $0 $78
SGR Funding Enhancement Funding Funding Gap SGR Needs Enhancement Needs
Governor Hogan has already helped address many recent SGR and enhancement needs including a commitment of full funding for the BWI MARC Station renovation, the Camden MARC Station replacement, and the numerous assets delivered through the BaltimoreLink and North Avenue Rising programs. In addition, MDOT MTA continues to explore innovative ways to address its capital needs. These include: leveraging all available federal funding and discretionary grant opportunities, new mobility strategies and partnerships, innovative finance, and alternative delivery methodologies. Recent successes include over $66 million in federal discretionary grant awards over the last five years for numerous system safety enhancements. MDOT MTA is also exploring the use of microtransit and other shared mobility solutions to increase system performance while reducing operating costs, and is researching public-private partnership (P3) arrangements as a potential means of replacing its fare collection system. Through these efforts, MDOT MTA will continue providing safe transit service to communities across Maryland; however, further investment is needed to fully realize its vision and achieve system performance goals.
NEXT STEPS Analysis from MDOT MTA's ongoing TAM planning efforts, also presented here in the CNI, has driven the development of MDOT MTA's capital budget. As illustrated in the FY19-FY24 CTP, outside of the Purple Line, 98 percent of MDOT MTA funding is prioritized for SGR needs in order to address the backlog of SGR needs across the transit system. Capital needs will be further evaluated for interdependencies, potential efficiencies in project bundling, feasibility, and readiness.
MDOT MTA is committed to asset management excellence and continuously improving safety, reliability, efficiency, and service for its customers. This CNI presents unconstrained needs analyses from MDOT MTA’s TAM program, which will be reviewed every three years, per Chapter 352 requirements from the 2018 legislative session.
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1. Background and Purpose MDOT MTA has served as the primary transit provider throughout the State of Maryland since its inception in 1969 as Baltimore Metropolitan Transit Authority. Today, MDOT MTA is the 13th largest multi-modal transit system in the United States. MDOT MTA’s core service area covers 2,560 square miles, serving over 2.2 million people. This CNI identifies and prioritizes the unconstrained capital investments required over the next 10 years for MDOT MTA to maintain its existing transit assets in a state of good repair and continue to meet the current and future needs of its stakeholders.
1.1 Service Overview 1.1.1 Local Bus With an average of nearly 320,000 daily trips system- CityLink 66% LocalLink 64 Million 209 Thousand wide, hundreds of thousands of daily customers rely on of MDOT MTA Trips per Year Weekday Bus Trips Express BusLink Passenger Trips MDOT MTA’s operation of Local Buses (CityLink, LocalLink, and Express BusLink), Commuter Buses, Local Bus service consists of CityLink, LocalLink, and Light RailLink, Metro SubwayLink, Maryland Area Express BusLink services. Together, Local Bus service Regional Commuter (MARC) Train Service, and accounts for 66 percent of MDOT MTA’s passenger trips Paratransit service (MobilityLink). and 42 percent of operating expenses. As per the FY18 National Transit Database (NTD), MDOT MTA customers MDOT MTA also manages the Taxi Access system, and take approximately 209,000 Local Bus trips on an directs funding and statewide assistance to LOTS in average weekday, with most of these trips taken within each of Maryland’s 23 counties, Baltimore City, the Baltimore City, Baltimore County, and Anne Arundel Annapolis, and Ocean City. Figure 1-1 illustrates the County. Local Bus service forms the backbone of MDOT multi-modal transit service area. MTA’s transit network, provides nearly 64 million trips a year, and was the focus of the BaltimoreLink network redesign. Figure 1-1. MDOT MTA Transit Service Area Under the direction of Governor Hogan, MDOT MTA invested $135 million to overhaul and rebrand the transit system BaltimoreLink between 2015 and 2017. Prior to this network redesign, MDOT MTA’s bus system had many antiquated routes that did not serve current job centers, and trips lengths were too long to deliver reliable service. Under BaltimoreLink, MDOT MTA’s bus system delivers more efficient and reliable service by creating a network of high-frequency routes (CityLink) with stronger connections between all MDOT MTA modes.
Over 840,000 jobs are located within a 15-minute walk or transit connection of the Local Bus system. As shown in Figure 1-2, the Local Bus system provides access to upwards of 400,000 jobs within a 60-minute commute across much of Baltimore City during peak periods.
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Figure 1-2. Jobs Accessible within 60 Minutes (Peak Period) The Commuter Bus Program is split into three main of Local Bus Stops service areas: Baltimore, Central Maryland, and Washington, D.C. Because of the number of routes, the Washington, D.C. service area is split into sub- service areas: Washington (East), Washington (South), and Washington (North).
The Baltimore service area is comprised of five routes. These routes link locations within Baltimore County, Howard County, Anne Arundel County, Harford County, and Kent Island to Downtown Baltimore.
The Central Maryland service area is comprised of six routes. These routes provide service between major suburban activity centers in: Howard; Frederick; Washington, D.C.; Montgomery; and Anne Arundel Counties.
The Washington service area is comprised of 24 routes all with destinations in Washington, D.C. and origins across the State of Maryland. The Washington (East) sub-service area includes routes originating in Calvert, Queen Anne’s, and Anne Arundel Counties. The Washington, D.C. (South) sub-service area includes routes originating in Charles and St. Mary’s Counties. The Washington, D.C. (North) sub-service
area includes routes originating in Howard County.
1.1.2 Commuter Bus 1.1.3 MARC Train Baltimore Central Maryland Penn Line 10% Washington 4% 3.8 Million 15 Thousand 9.3 Million 36 Thousand of MDOT MTA Camden Line of MDOT MTA Washington East Trips per Year Weekday Bus Trips Brunswick Line Trips per Year Daily Trips Washington South Passenger Trips Passenger Trips Washington North MARC Train delivers daily commuter rail service, Complementing Local Bus service, MDOT MTA’s providing regional connections to transit systems in Commuter Bus program connects suburban two major metropolitan areas: Baltimore and commuters with downtown destinations where there Washington, D.C. MARC Train also provides are large concentrations of jobs. Launched in the mid- connections to local transit services, including: 1980s as two separate programs serving Baltimore City and Washington, D.C., the Commuter Bus program uses ― Virginia Railway Express (VRE) private contractors to operate long-distance, work- ― Washington Metropolitan Area Transit Authority based trips primarily from suburban park-and-ride lots (WMATA) into the central business districts of both cities, where ― Montgomery County’s RideOn they also connect with Local Bus and rail systems. ― Prince George’s County’s The Bus Service is scheduled Monday through Friday during ― Harford County Transit LINK morning and afternoon peak periods. ― Frederick County’s TransIT ― Cecil County’s Cecil Transit Including three new routes to Annapolis and Aberdeen ― Regional Transit Agency of Central Maryland (RTA) that were introduced in 2017 (210, 215, 425), the MDOT ― Shuttle-UM (University of Maryland) MTA Commuter Bus Program operates 38 routes, ― Future Purple Line providing 608 trips per day with the highest frequency route providing 34 trips per day.
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MARC Train provides over nine million annual Over 400,000 jobs are accessible within a 30-minute passenger trips, or about 36,000 daily trips, accounting walk or transit ride of Metro SubwayLink stations, with for 10 percent of MDOT MTA’s total ridership. Ridership over 240,000 of those within 15 minutes. has grown since 2002 with an overall average annual growth rate of two percent in weekday boardings Hunt Valley through 8% 7.4 Million 23 Thousand systemwide. Of the three routes, the Penn Line has Downtown Baltimore of MDOT MTA to BWI / Glen Burnie Passenger Trips Trips per Year Daily Trips experienced the largest increase in average weekday boardings with an annual growth rate of three percent. 1.1.5 Light RailLink The Brunswick Line also has experienced a steady Light RailLink runs between Hunt Valley to the north, increase of just under one percent in average weekday through downtown Baltimore, and terminates at boardings while the Camden Line has remained Baltimore/ Washington International Thurgood relatively steady. Marshall Airport (BWI) or Glen Burnie (Cromwell Station). Light RailLink connects to both Penn The Penn Line is a segment of the Northeast Corridor Station and Camden Station. (NEC), the busiest passenger railroad corridor in the United States. Stretching from Boston, MA to The system includes four overlapping patterns, or Washington, D.C., passenger service on the NEC variations, of train origin and destination along a accommodates 710,000 commuters and 40,000 common line: intercity travelers on 2,000 trains each day. The Penn Line carries the largest share of MARC Train ― Hunt Valley to BWI – Operates with 20-minute passengers throughout the system with 64 percent of headways the total 21,700 annual passengers in 2017. The ― Timonium to Cromwell – Operates during AM and Brunswick Line carries 22 percent of all MARC PM peak periods to accommodate high-ridership passengers and has the second largest share of ― Hunt Valley to Cromwell – Operates during average annual passengers throughout the MARC middays and evenings Train system. The Camden Line accounts for 14 ― Penn Station to Camden Station (Penn-Camden percent of all MARC Train passengers. Shuttle) – Typically only uses single vehicle trains
1.1.4 Metro SubwayLink On average, approximately 23,000 customers ride Light RailLink per day. During special events (e.g., Owings Mills through 9% Orioles games, Ravens games, etc.) peak level service Downtown Baltimore of MDOT MTA 9 Million 28 Thousand to Passenger Trips Trips per Year Daily Trips is provided with additional train cars to efficiently Johns Hopkins Hospital manage the higher ridership volumes. MDOT MTA operates one Metro SubwayLink line, which runs from Owings Mills to Johns Hopkins Hospital, Over 550,000 jobs are accessible within a 30-minute passing through the core of downtown Baltimore. walk or transit ride of Light RailLink stations, with over 290,000 of those within 15 minutes. Metro SubwayLink service runs from 5 AM to midnight every weekday and from 6 AM to midnight 1.1.6 MobilityLink on weekends and holidays. Shared ride access 2% within ¾ mile of Local of MDOT MTA 2 Million 7 Thousand Headways (length of time between train arrivals) Bus stops and stations Passenger Trips Trips per Year Daily Trips range from 8 minutes during weekday AM and PM peak periods to 15 minutes on weekends and MDOT MTA’s MobilityLink paratransit service holidays. The total scheduled travel time from end to operates in Baltimore City and Baltimore County, end is approximately 30 minutes. Metro SubwayLink with limited service to parts of Anne Arundel and carries nearly nine million passenger trips per year, Howard Counties. MobilityLink offers persons with accounting for approximately nine percent of MDOT disabilities shared ride access anywhere within ¾ of a MTA’s total ridership. mile of MDOT MTA’s Local Bus (CityLink, LocalLink), Light RailLink, and Metro SubwayLink stops and stations.
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Due to the BaltimoreLink network redesign and the resulting expansion of the Local Bus service area, 1.2 Purpose of the CNI MobilityLink’s service area was expanded in June The purpose of this CNI is to assess MDOT MTA’s 2017, now covering over 1,800 square miles. ongoing unconstrained capital needs over a 10-year MobilityLink also provides connections with other period. It presents information from MDOT MTA’s systems, including Baltimore County CountyRide, the ongoing TAM analyses, needs inventory, and is RTA, and Annapolis Transit. In 2017, MobilityLink intended to support improved decision making service provided over two million rides, with regarding the maintenance and enhancement needs ridership continuing to grow. of MDOT MTA’s transit assets over the long-term. Capital needs may include but are not limited to the MDOT MTA manages MobilityLink as a contracted costs to: maintain assets in a state of good repair; service. MDOT MTA owns the MobilityLink vehicles meet existing or new regulatory requirements; invest and staffs the call center for booking trips. The daily in transit infrastructure, assets, or service scheduling and operations, as well as vehicle enhancements; and modernize or adapt to new maintenance however, are performed by several technologies or new mobility options. The CNI is service providers under contract with MDOT MTA. updated at least once every three years by law.
Technology plays a critical role in managing MobilityLink service. All MobilityLink trips are 1.3 CNI Requirements dispatched through a centralized control center. All Table 1-2 outlines the requirements for preparing MDOT MTA vehicles are equipped with Global the Capital Needs Inventory as defined in Maryland Positioning System (GPS), Automated Vehicle State Law, Chapter 352, and the strategy for how Locator (AVL), and mobile data terminal (MDT) compliance is achieved in this document. These hardware. requirements were met by drawing upon MDOT MTA’s ongoing SGR analyses as part of its annual TAM 1.1.7 Purple Line planning process in addition to its annual Call for Projects (CFP) process. Connecting 21 Bethesda, Silver Spring, Takoma/Langley Park, Stations University of Maryland at College Park, New Carrollton
In the future, MDOT MTA will offer 16.4 miles of new light rail transit service connecting Bethesda, Silver Spring, Takoma/Langley Park, the University of Maryland at College Park, and New Carrollton linking to WMATA, The Bus, RideOn, and Shuttle-UM. The
Purple Line will offer service options parallel to the Capital Beltway.
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Table 1-2: Summary of Capital Needs Inventory Requirements
Chapter 352 Requirement Strategy for Compliance Ref.
7-309 (A) The Administration shall, at least every three years, assess This document, MDOT MTA’s 10- the ongoing, unconstrained capital needs of the Year CNI, establishes its first Administration. regular CNI by July 1, 2019.
7-309 (B) In undertaking the assessment required under subsection (A) of this section, the Administration shall:
7-309 (B)(1) Compile and prioritization capital needs without regard to See Section 7, Prioritization. cost;
7-309 (B)(2) Identify the backlog of repairs and replacements needed See Section 4, State of Good Repair to achieve a state of good repair for all Administration Needs, for forecasts over the next assets, including a separate analysis of these needs over 10-year period. State of Good the following 10 years; and Repair needs are prioritized under Section 7.2.
7-309 (B)(3) Identify the needs to be met in order to enhance service See Section 5, Enhancement and achieve system performance goals. Needs, for forecasts over the next 10-year period. Enhancement needs are prioritized under Section 7.3.
7-309 (C) On or before July 1, 2019, and on or before July 1 every Please refer to signature page for three years thereafter, the Administration shall, in submission details. Section 1.2 accordance with § 2-1246 of the State Government article, describes the purpose of the CNI submit the assessment required under subsection (A) of and review cycle. this section to the Senate Budget and Taxation Committee, the House Appropriations Committee, and the House Environment and Transportation Committee.
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2. Current Capital Asset Inventory With $9.5 billion in facilities, guideway, stations, systems, and vehicle assets, MDOT MTA provides over 100 million annual trips across the State of Maryland. Capital asset information (e.g., condition, remaining useful life, replacement cost, etc.) is currently maintained in MDOT MTA’s capital asset inventory and forms the basis for understanding the required capital needs to maintain its assets in a state of good repair.
2.1 Current Asset Base As a multimodal agency, MDOT MTA is responsible for $9.5 billion in capital assets that support its transit operations throughout the State of Maryland. MDOT MTA undertakes a review and update of its capital asset inventory annually as part of the agency’s TAM planning and capital programming efforts. MDOT MTA’s current asset base is summarized by asset category and mode in Figure 2-1 and Figure 2-2, respectively.
Figure 2-1. Replacement Value of Current Assets Figure 2-2. Replacement Value of Current Assets by by Asset Category (2018$) Mode (2018$)
Mobility Link Agencywi de 1% 1%
Stations Commuter Bus 11% Local Bus 0.1% Vehicles 15% 26% Light RailLink 17%
Facilities Current Asset 28% Inventory MARC Train $9.5B Metro 21% SubwayLink Guideway 45% Systems 24% 11%
All current asset base values are presented in 2018 dollars and include applicable soft costs such as labor for design, construction inspection, and project management. Assets related to the Purple Line, LOTS, and freight rail are not included in this analysis but may be included in future iterations of the CNI.
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MDOT MTA’s capital asset inventory is currently organized by transit mode (Local Bus, Commuter Bus, MARC Train, Metro SubwayLink, Light RailLink, and MobilityLink) and by the following transit asset categories that align with reporting requirements:
― Vehicles – including revenue (bus, rail car, and van) and non-revenue fleets (trucks, steel wheel vehicles, sedans, etc.) ― Guideway – including track and structures (e.g., bridges, tunnels, viaducts, fencing, retaining walls, etc.) ― Systems – including electrification (traction power and distribution), train control, utilities (drainage, lighting, and ventilation), fare collection, fire and life safety, communications, and security systems ― Facilities – including maintenance facilities (e.g., major shops, storage yards) and administrative facilities ― Stations – including passenger stations, parking lots and garages, and major transfer centers or bus loops
In addition to mode-specific capital assets, Agencywide assets also are accounted for in the capital asset inventory; they include those related to police, system technology, treasury, and operations support.
As Figure 2-3 illustrates, together these assets comprise larger, interdependent systems, and therefore, it is important for MDOT MTA to invest in the maintenance of assets that may not be visible to the customer (e.g., traction power substations may not be visible to the customer, but are critical in MDOT MTA’s ability to provide Light RailLink service). Accordingly, full investment is often required at a system level to minimize safety risk and/or loss of transit service.
Figure 2-3. MDOT MTA Capital Asset Interdependency
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Table 2-1 provides a high-level summary of MDOT MTA’s current capital asset inventory and estimated replacement values, organized by transit mode. This CNI includes assets for which MDOT MTA has direct capital responsibility. Therefore, transit modes with a significant number of third-party assets may reflect low replacement values relative to network size (e.g., MARC Train utilizes many third-party assets including track, systems, facilities, and stations).
Table 2-1. Summary of MDOT MTA’s Current Capital Asset Inventory (2018$)
Mode Asset Est. 2018 % of Mode Asset Est. 2018 % of Name Category Replacement Asset Name Category Replacement Asset Value Base Value Base ($000s)** ($000s)**
Vehicles $626,780 6.6% Vehicles $309,708 3.3%
Guideway Guideway $662,981 7.0% Local Bus Light Systems $35,296 0.4% RailLink Systems $425,321 4.5% $1.4B Facilities $764,841 8.1% Facilities $124,358 1.3% Replacement $1.6B Value Replacement Stations $19,599 0.2% Value Stations $73,817 0.8% Vehicles $11,134 0.1% Vehicles $45,565 0.5%
Guideway Guideway Commuter MobilityLink Bus Systems Systems $9,764 0.1%
$11M Facilities $60M Facilities $4,984 0.1% Replacement Replacement Value Stations Value Stations
Vehicles $1,114,314 11.8% Vehicles $9,863 0.1% Guideway $271,485 2.9% Guideway
Agencywide* MARC Train Systems $64,322 0.7% Systems $90,013 1.0%
Facilities $201,744 2.1% $119M Facilities $18,850 0.2% $2B Replacement Replacement Value Value Stations $336,519 3.6% Stations
Vehicles $333,269 3.5% **Total $9,461,945 100%
Guideway $1,360,354 14.4%
Metro Systems $461,897 4.9% SubwayLink Facilities $1,487,638 15.7% $4.2B Replacement Value Stations $597,530 6.3%
*“Agencywide” category includes: Police, Operations Support, Systemwide, System Technology, and Treasury assets. **Totals may not add due to rounding. *** Blank cells indicate information is not applicable.
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3. Methodology This CNI is designed to present an unconstrained set of prioritized investment needs over the next 10 years, aligned to MDOT MTA’s vision, strategic priorities, and consistent with ongoing TAM analyses. MDOT MTA’s CNI methodology is based on data in its existing capital asset inventory, drawing from a combination of sources describing the asset attributes such as age, condition, and lifecycle management strategies to help determine timescales and associated costs for replacement or rehabilitation of assets. In addition, the CNI draws upon MDOT MTA’s CFP process and Cornerstone Plans to identify additional capital enhancement needs to meet the current and future demands of the system and its customers.
3.1 Methodology Overview MDOT MTA’s investment needs are organized into two major categories:
― SGR needs are capital investment needs associated with existing assets and ongoing or periodic investment required to maintain or achieve a state of good repair. The FTA defines state of good repair as “the condition in which a capital asset is able to operate at a full level of performance.” A capital asset is in a state of good repair when that asset:
1. Is able to safely perform its designed function; 2. Does not pose a known unacceptable safety risk; and/or 3. Its lifecycle investments have been met or recovered.
― Enhancement needs are new capital investments in transit infrastructure, assets, or service enhancements that support achievement of the agency’s strategic priorities as well as current or future service demand. Enhancement needs may also include investments to upgrade, modernize, or adapt the system to new requirements, technologies, or new mobility options. While enhancement investments are often perceived as new assets, they may also include safety and environmental improvements or actions to protect existing assets. For example, new capital investments were needed to implement positive train control systems and meet the Positive Train Control Enforcement and Implementation Act requirements by December 31, 2018. Similarly, to meet the new Total Maximum Daily Load (TMDL) requirements from the Environmental Protection Agency (EPA), new assets will also be needed to comply and realize environmental benefits.
Figure 3-1 depicts how existing TAM and CFP processes have been leveraged to support this CNI. The basis of MDOT MTA’s investment needs is informed by a comprehensive inventory of existing capital assets. The inventory includes information such as asset type, location(s), lifecycle management strategy (e.g., planning through disposal or renewal of assets, activities, and frequencies), replacement cost(s), and age and/or condition, which help predict or determine the timing and anticipated capital costs of future repairs or replacements. Capital maintenance needs for existing assets are primarily identified and derived through MDOT MTA’s inventory process. New capital projects or enhancement needs, on the other hand, are identified through MDOT MTA’s CFP process and Cornerstone Plans which outline new capital projects. Cornerstone Plans serve as modal long-range plans to meet the four cornerstones of MDOT MTA’s vision (safety, efficiency, reliability, and world-class customer service). Since CFP proposal submissions can cover SGR or enhancement needs, SGR-related CFP project proposals are not included in the current CNI analysis to avoid any double-counting from those SGR needs identified from TERM Lite.
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Figure 3-1. Methodology Overview
SGR Needs & Capital Asset Prioritization Inventory (TERM Lite) Prioritized List, Unconstrained 10-Year Needs
Call for Projects Total Needs Enhancement Database & Needs Enhancement Needs Double counting Prioritization Tool eliminated Cornerstone Plans
3.1.1 Data Quality and Assumptions As part of MDOT MTA’s ongoing efforts to continually improve and advance the quality of its data and business practices, a high-level independent review of its existing asset records was undertaken prior to initiating development of the CNI. Through this review, MDOT MTA assessed areas of its capital asset inventory where data was strongest as well as areas that provided opportunities for additional review and improvement in 2019. Data quality scores for each asset record were provided according to the scale shown in Table 3-1. Data sources backed by the state’s accounting system of record, Financial Management Information System (FMIS), and MDOT MTA’s work order management system of record, Maximo (also used by other MDOT Transportation Business Units), were considered the highest quality sources of capital asset inventory data.
Table 3-1. Asset Record Data Quality Scoring
Data Quality Example Source Criteria for Quality Scoring High Data Quality BOTH FMIS and Maximo
Medium-High Data Quality EITHER FMIS or Maximo
Medium-Low Data Quality Miscellaneous MDOT MTA Databases and Reports
Low Data Quality Interviews, Subject Matter Expert (SME) Input, Desktop Surveys, Peer Analysis
Table 3-2 outlines primary data sources, associated data quality levels of asset records, and source notes by asset grouping within MDOT MTA’s current capital asset inventory. Primary data sources include: Maximo, an enterprise asset management software solution; FMIS, which includes a fixed asset register; asset inventories; industry studies; and input from SMEs and MDOT MTA project managers. It should be noted that asset information is undergoing a validation effort with MDOT MTA asset managers through 2019 and any stations or facilities-related asset records associated with lower data quality rankings are expected to improve over time.
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Table 3-2. Existing Capital Asset Inventory – Summary of Data Sources and Assumptions
Mode Name Asset Grouping Primary Data Data Additional Data Sources and Notes Source(s) Quality Local Bus – Vehicles FMIS, Maximo • Vehicle Equipment / Parts from FMIS • Non-Revenue Vehicles from Maximo and Vehicle Tracking Report • Revenue Vehicle Data from Maximo and SME
Local Bus – Systems FMIS • Communications, Intelligent Transportation System (ITS), UPS, Revenue Collection Data from FMIS • Utilities and other Systems from SMEs
Local Bus – FMIS, Maximo • Facility Conditions Update in Progress per new MDOT MTA Facility Condition Local Bus Facilities Assessment Program • Surveys and interviews
Local Bus – Stations SME • Project Managers, Operations Group Support
Commuter Bus – Maximo • Project Managers Vehicles • Motor Coach Industries (MCI) Motorcoach Assignments
Commuter Bus
Metro SubwayLink FMIS, Maximo • Revenue Vehicle data from Maximo, contracts – Vehicles • Non-Revenue Vehicle data from FMIS
Metro SubwayLink Maximo, Design • Industry Study ‒ Guideway Drawings, • Capital Assets and Mainline 1 & 2 Curves Report Condition • Market Cost Analysis for Labor and Materials Assessments Metro SubwayLink Metro SubwayLink FMIS • Train control data from SME, Project Manager, and FMIS – Systems (Train Control)
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Mode Name Asset Grouping Primary Data Data Additional Data Sources and Notes Source(s) Quality Metro SubwayLink FMIS, Design • Buildings data from FMIS and desktop survey – Facilities Drawings, • Central Control data from surveys Condition Assessments
Metro SubwayLink FMIS • Access data from FMIS, Maximo, SME input, Stations Cost Surveys, and Project Manager – Stations • Building data from Station Cost Surveys and SME input • Complete Station data from SME input • Platform data from Station Cost Surveys
Light RailLink – Maximo • Revenue Vehicle data from Maximo Vehicles • Non-Revenue Vehicle data from FMIS and Maximo
Light RailLink – Maximo, Design • Guideway data from Bridge and Viaduct Inventory, Culvert Inventory, FMIS, and SME input Guideway Drawings, • Special structures data from Retaining Wall Inventory Condition • Market Cost Analysis for Labor and Materials Assessments
Light RailLink – FMIS • Communications data from FMIS Systems • Electrification data from FMIS, Project Manager, and SME input • Train Control data from FMIS, Maximo, and Project Manager • Utilities data from FMIS • Construction Project Management System (CPMS) Light RailLink • Systems Manual
Light RailLink – FMIS • Buildings data from FMIS and Project Manager Facilities • Equipment data from FMIS • Storage Yard data from Project Manager
Light RailLink – FMIS • Access data from FMIS and Project Manager Stations • Building data from FMIS and Project Manager • Platform data from FMIS and Project Manager • Signage & Graphics data from Capital Improvement Program (CIP) and FMIS
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Mode Name Asset Grouping Primary Data Data Additional Data Sources and Notes Source(s) Quality MARC Train – Maximo • Equipment Roster Vehicles • Revenue Vehicle data from MARC Equipment – Overhaul Documentation • Non-Revenue Vehicle data from FMIS, Project Manager, Maximo
MARC Train – FMIS • Guideway data from desktop survey, NEC Costs, Track Inventory, and Project Manager Guideway • Special Structures data from Track Inventory • Additional trackwork data from FMIS, Invoices, Track Inventory, and Project Manager
MARC Train – FMIS • Communications data from FMIS and input from FTA/MDOT MTA meeting Systems • Electrification data from desktop survey and Project Manager • Revenue Collection data from Amtrak Access Agreement • Train Control data from FMIS and input from Project Manager • UPS data from FMIS • Utilities data from Project Manger MARC Train MARC Train – FMIS • Buildings data from FMIS and Property Inventory Facilities • Equipment data from FMIS • Storage Yard data from FMIS, Project Manager, and Wedge Yard Invoices
MARC Train – FMIS • Access data from Project Manager and TERM asset type default values Stations • Building data from 2010 Station Inventory, FMIS, Project Manager, and SME input • Platform data from Station Inventory, FMIS, Project Manager, and TERM asset type default values • Signage and Graphics data from Station Inventory, FMIS, and input from Project Manager
MobilityLink – FMIS, Maximo • Revenue Vehicle data from FMIS, Input from Project Manager, NTD inventory, and Vehicles Provider files • Non-Revenue Vehicle data from FMIS, Project Manager, NTD inventory, and Provider files
MobilityLink – FMIS • Communications data from SME Estimates, FMIS, and Project Manager Systems • ITS data from peer agency MobilityLink MobilityLink – FMIS • Buildings data from Project Manager Facilities • Equipment data from SME estimates, FMIS, and Project Manager
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3.2 Alignment to MDOT MTA Strategic Priorities, Transit Asset Management Requirements
3.2.1 Prioritization Criteria Aligned to Strategic Direction MDOT MTA’s vision is “to provide safe, efficient, and reliable transit across Maryland with world-class customer service.” To realize this vision, MDOT MTA uses four cornerstones to guide the strategic direction of the agency:
― Safety ― Efficiency ― Reliability ― Customer Service
MDOT MTA’s current approach to prioritizing its capital investments for the CNI is two-pronged. It focuses on: 1) fulfilling SGR needs of existing assets; and 2) enhancement needs to enable MDOT MTA to meet the current and future demands of the transportation system and its customers. Evaluation and prioritization of needs against the four cornerstones take place to ensure strategic alignment with MDOT MTA’s vision and system performance goals.
SGR NEEDS MDOT MTA prioritizes SGR needs of its existing capital assets using a customized version of the FTA’s capital needs decision support tool, known as TERM Lite. TERM Lite enables assessment of the agency’s SGR backlog, level of annual reinvestment to attain SGR or other investment objectives, impact of variations in funding on future asset conditions and reinvestment needs, and investment priorities by mode and asset type. The MDOT MTA modified version of TERM Lite assigns a priority score to SGR needs using MCDA aligned to the four cornerstones of its vision. These priority scores help MDOT MTA rank its SGR needs (see Figure 3-2).
Figure 3-2. SGR Needs Prioritization – Multi-Criteria Decision Analysis Approach
SAFETY | EFFICIENCY | RELIABILITY | CUSTOMER SERVICE
Score: Lower Score: Increased Score: Increased Score: Impact on Score: Greater condition scores risk of injuries, risk of service operating & impact on yield higher fatalities, failures / maintenance ridership yields priority scores property damage disruptions yields costs yields higher priority yields higher higher priority higher priority scores priority scores scores scores
ASSET SAFETY & SERVICE O&M COST RIDERSHIP CONDITION SECURITY RELIABILITY IMPACT IMPACT 50% 25% 10% 10% 5%
Weighted Average Total Reinvestment Score: (Converted to 100 Point Scale)
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The Asset Condition criterion reflects MDOT MTA’s The efficiency criterion assessing Operations and commitment to maintaining assets in a state of good Maintenance Cost Impact is based on three levels of repair. Asset condition scores are currently assessed impact to operations and maintenance cost or revenue. using age-based asset decay curves based on FTA’s five- These impact ranges are defined as: major impact ($1 point condition rating system. In the future, a growing million or more annually), moderate impact (under $1 portion of asset records, particularly for stations and million but greater than $100,000 annually), and minor facilities, will be based on actual physical condition or no impact (under $100,000 annually). A major impact assessment scores. For the asset condition criterion, the in TERM Lite is given a priority score of five, whereas priority scores are reflected as the inverse of the asset moderate impacts are scored as three, and minor condition rating, where assets with lower condition impacts scored as one. Each asset type in the database ratings receive higher priority scores. For example, a is given one of these scores based on SME input. revenue vehicle with a poor rating will receive a priority score of five in the MCDA approach, so that the vehicle The Ridership Impact criterion focuses on impacts to with “poor” rating results in a higher priority score for ridership and is based on location and asset type. A scale investment than a vehicle with a “good” rating (see of zero to 100 percent is used depending on the asset Figure 3-3). Condition scoring is also dynamic as assets type’s contribution to supporting ridership. In other age over the 10-year analysis period, therefore, a words, an asset that serves a larger proportion of riders "Maximum 10-Year" score is reported (see Section 7). would receive higher priority than an asset that serves a smaller proportion of riders. For example, revenue The Safety and Security criterion uses hazard risk vehicles, guideway, train control, and power are rated at categories to assess safety and security risk by asset 100 percent, while office computers and AVL are rated at type. MDOT MTA’s System Safety Program Plan hazard one percent. management approach forms the basis of assessing the probability and severity of asset failures, where severity Figure 3-3. TERM Lite Condition Rating and Priority Score of occurrence (catastrophic, critical, marginal, negligible) and probability of occurrence (frequent, Condition FTA Priority Description probable, occasional, remote, unlikely) have been Rating Rating Score
translated to a one to five priority scale. Excellent 5 1 New asset Good 4 2 Minimal signs of wear The Service Reliability criterion relates the function that an asset provides to the delivery of on-time transit Adequate 3 3 Asset has reached its mid-life services. Assets with direct impact on service delays, Marginal 2 4 Asset reaching or just past its such as vehicles and train control systems, are given the useful life highest priority. Assets that have an indirect impact on Poor 1 5 Asset past its useful life / in on-time performance, such as maintenance equipment, need of immediate repair or are rated the next highest. Other assets are then rated replacement based on their impact to customer satisfaction, such as ease of access and comfort. The assets which rate the lowest (at a one) are those that neither impact on-time performance nor have an impact on customer satisfaction.
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ENHANCEMENT NEEDS Figure 3-4. Enhancement Needs Criteria MDOT MTA prioritizes enhancement needs using a custom prioritization tool which is calibrated to MDOT MTA Strategic Priorities produce priority scores on the same 100-point scale as TERM Lite. Enhancement needs represent new ‒ Crime-Free Transit Environment capital projects or investments in transit SAFETY 30% ‒ Accident-Free Operations infrastructure, assets, or service enhancements to ‒ Safe Workplace meet MDOT MTA’s strategic priorities, including
efforts to modernize or adapt to new technologies or ‒ Maintenance Efficiency new mobility options. As with the SGR needs, ‒ Data and Technology Efficiency ‒ Convenient Fare Payment enhancement needs are also assessed in alignment 25% EFFICIENCY ‒ Capital Efficiency with MDOT MTA’s four cornerstones, but with greater ‒ Employee Experience focus on future service demand and needs. As ‒ Conserving Resources depicted in Figure 3-4, MDOT MTA utilizes a multi-
tiered approach for the prioritization of ‒ Asset Condition / SGR enhancement needs involving pairwise comparisons RELIABILITY 25% ‒ Accessibility at the sub-criteria level and weightings at the criteria ‒ Minimal Service Disruption level. MDOT MTA is currently advancing its methodology in the evaluation of enhancement needs to assess cost-benefit, which may be reflected ‒ Comfortable Transit Experience CUSTOMER ‒ Customer Service 20% in the next CNI. SERVICE ‒ Accurate & Useful Information to Customers
3.2.2 Alignment to Federal Transit Asset Management Requirements The FTA published its final rule on TAM on July 26, 2016, establishing new TAM requirements for recipients and subrecipients of Chapter 53 funds under 49 CFR Parts 625 and 630. Effective October 1, 2016, the final rule requires FTA grantees to: Figure 3-5. TAM Plan Requirements ― Develop and update asset TAM Plan Required Elements CNI Report management plans in their entirety 1. Inventory of Capital Assets for public transportation assets at Section 2: Current Capital Asset Inventory least once every four years; 2. Condition Assessment ― Set annual state of good repair performance targets; and 3. Decision Support Tools Section 3: Methodology ― Provide new asset inventory module 4. Investment Prioritization Section 7: Prioritization reports to the National Transit Database annually. 5. TAM and SGR Policy
49 CFR 625.5 specifies the required 6. Implementation Strategy elements of the TAM Plan. Figure 3-5 7. List of Key Annual Activities outlines the nine federally-required elements of the TAM Plan and indicates 8. Identification of Resources which sections of the CNI support specific TAM Plan required elements. The 9. Evaluation Plan development and regular update of this CNI will support MDOT MTA’s continuing asset management efforts and ability to maintain the existing system in a state of good repair.
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4. State of Good Repair Needs The foundation of MDOT MTA’s SGR needs is a comprehensive capital asset inventory of existing assets. Each record in this inventory documents assets or component types, age, expected useful life, replacement value, and other attributes required to assess the asset’s reinvestment requirements. Reinvestment types include: rehabilitations that require capital maintenance (including major overhauls, renovations, or rebuilds), replacement, and annual capital maintenance (for tunnels or bridges, for example, where periodic capital investments are required to maintain a state of good repair). Over the next 10 years, an estimated $4.6 billion in SGR needs have been identified to support, achieve, or maintain a state of good repair.
MDOT MTA’s current SGR backlog is estimated at $1.5 4.1 SGR Backlog Overview billion. This backlog includes about $287 million in As introduced in Section 3.1, SGR is defined by the FTA vehicles, $294 million in guideway assets, $179 million in as the condition at which a capital asset is able to systems assets, $403 million in facilities, and $372 million operate at a “full level of performance” – that is, the asset in stations assets (see Figure 4-1). Many of the needs can safely perform its designed function, does not pose identified in MDOT MTA’s SGR backlog are funded to unacceptable safety risk to users, and/or has all some extent as noted in Sections 4.2 and 7 and MDOT reinvestment needs met. SGR backlog is the cumulative MTA prioritizes safety-critical projects to ensure safe dollar value of deferred capital reinvestment and operation of the system (e.g., track and signaling replacement needs, including for those assets that may reinvestment needs would be considered higher priority have surpassed their expected useful life. In other words, than fare box equipment replacement). The next section the SGR backlog represents the total amount of capital describes the SGR needs identified over the 10-year CNI funding it will take at any given time to bring an agency’s period, with the SGR backlog included in the total SGR assets back into a state of good repair. Nationally, the needs for the first year. SGR backlog for transit is estimated at $90 billion, a majority of which is associated with the legacy (aging) transit systems in the northeast United States.
Figure 4-1. Total Current SGR Backlog by Asset Category (2018, $Millions)
$372
$403
$179
$294
$287
$0 $50 $100 $150 $200 $250 $300 $350 $400 $450 Vehicles Guideway Systems Facilities Stations
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4.2 10-Year SGR Needs Estimates SGR needs identified over the next 10 years are estimated to require capital reinvestments of $4.6 billion, in year of expenditure assuming three percent cost inflation. The rehabilitation and/or replacement of the assets described in this section are required to sustain the safety and full performance of the MDOT MTA transit system. As shown in Figure 4-2, vehicles drive the greatest reinvestment needs (37 percent), followed by stations (21 percent), systems (20 percent), facilities (12 percent), and guideway (10 percent). By mode, Metro SubwayLink drives the greatest reinvestment needs (27 percent), followed by MARC Train (23 percent), and Local Bus (19 percent) (see Figure 4-3).
Figure 4-2. Total SGR Needs by Asset Category (2019-2028) Figure 4-3. Total SGR Needs by Mode (2019-2028) MobilityLink Commuter Bus 3% 1% Stations 21% Agencywi de 15% Vehicles 37% Metro SubwayLink Local Bus 10-Yr SGR Needs 27% Facilities 19% 12% $4.6B
MARC Train Light RailLink 23% 12% Guideway Sys tems 10% 20%
The sum of the reinvestments required over the CNI 10-year period represents the total estimated reinvestment needs to bring all MDOT MTA’s assets into a state of good repair. Figures 4-4 and 4-5 illustrate the total SGR needs over the 10-year period by asset category and mode, respectively. Including MDOT MTA’s current SGR backlog, the annual reinvestment need to maintain and/or bring its assets into a state of good repair averages $462 million per year.
Figure 4-4. 10-Year SGR Needs by Asset Category (YOE, $Millions)
$1,800 Includes Current Backlog and 2019 $1,600 SGR Needs $1,400
$1,200
$1,000
$800
$600 Average $462M/Year Annual SGR Reinvestment Need $400
$200
$0 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028
Vehicles Guideway Systems Facilities Stations Many of the SGR needs in this CNI are associated with the complete replacement of a given asset. However, some assets such as underground Metro SubwayLink stations and historically significant buildings (Washington
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Boulevard complex) cannot be fully replaced; rather, they must be perpetually rehabilitated by replacing major components. In some circumstances, such as with MARC Train locomotives and coaches, the asset can be overhauled (keeping the railcar body and chassis but replacing major vehicle sub-systems). Accordingly, asset replacements, rehabilitations, and overhauls were determined, as appropriate, in the forecast of SGR needs:
― Vehicles: Bus replacements are projected to be the most costly revenue vehicle replacement needs over the 10-year period, estimated to cost $677.6 million ($302 million which is currently funded through 2024). The second highest costing vehicle replacement needs are for MARC Train revenue vehicles estimated at $545.2 million ($182 million which is currently funded through 2024), followed by Metro SubwayLink revenue vehicles estimated at $282.2 million between 2019 and 2028 (currently funded). ― Stations: The second largest category of SGR needs, stations comprise 21 percent of all SGR needs over the 10- year period. The top drivers of these SGR needs consist of station access and other SGR needs at Metro SubwayLink stations (projected to cost $144.8 million and $191.9 million, respectively) and Agencywide elevator and escalator replacement (projected to cost $250.9 million). The Agencywide elevator and escalator rehabilitation program is partially funded in the FY19-FY24 CTP at $54.3 million. ― Systems: The third largest category of SGR needs is systems. The combined 20 percent share of SGR needs between 2019 and 2028 includes radio communications, ITS, electrification distribution, train control, security, and fare collection systems. The Metro SubwayLink electrification distribution ($144 million), signaling system and interlocking between Penn-North and Upton/Avenue Market ($97.9 million) are anticipated to require the greatest investment under this category. ― Facilities: The Kirk Bus Maintenance Facility, Buildings 1 and 2 have ongoing significant SGR needs; however, with continued committed funds of $81.8 million in the FY19-FY24 CTP, Building 1 is now complete and the Kirk Bus Facility Replacement is now fully funded and expected to be completed in year 2021. The next largest involves the Bush Maintenance Facility, Building 1 estimated at $80.7 million. It should be noted that although facilities SGR needs make up only 12 percent of the 10-year SGR needs, facilities have had the greatest funding need when considering current levels of committed funding across all asset categories. ― Guideway: The greatest SGR needs are anticipated to be driven by Light RailLink guideway needs, accounting for the largest portion of all trackwork and guideway needs by any mode. The Light RailLink grade crossing signals ($38 million) is the greatest guideway SGR need, followed by Metro SubwayLink trackwork (Old Court to Owings Mill), estimated at $18.3 million.
Like most of the legacy transit agencies around the United States, the vast majority of SGR needs are associated with MDOT MTA’s rail modes; this is due to the inherent nature of rail being a more cost-intensive mode to operate. In contrast to rail, MobilityLink has fewer SGR needs due to the relatively low cost of paratransit vehicles. The smaller portion of needs identified for MobilityLink, however, should not be overlooked as the fleet provides a critical service to the elderly and persons with disabilities in accordance with the Americans with Disabilities Act (ADA). Commuter Bus does not have many SGR needs due to the fact that most capital assets used by this mode are provided by third- party contractors via an operating agreement. By mode, the greatest SGR needs are driven by Metro SubwayLink at 27 percent ($1.2 billion), followed by MARC Train at 23 percent ($1.1 billion), and Local Bus at 19 percent ($908 million).
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Figure 4-5. 10-Year SGR Needs by Mode (2018-2028, YOE, $Millions)
Includes Current $1,800 Backlog and 2019 $1,600 SGR Needs $1,400
$1,200
$1,000
$800
$600
$400
$200
$0 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 Local Bus Commuter Bus MARC Train Metro SubwayLink Light RailLink MobilityLink Agencywide
Of the total $4.6 billion in SGR needs identified over the 10-year period, 78 percent ($3.6 billion) in SGR funding is estimated to be available over the same 10-year period ($2.2 billion of which is committed through 2024). This leaves an estimated funding gap for SGR needs of approximately $1.0 billion over the 10-year period. Figure 4-6 illustrates the forecasted SGR funding levels over the 10-year period against the SGR needs identified.
Figure 4-6. 10-Year SGR Needs vs. SGR Funding Forecast (YOE, $Millions)
$1,800 $1,600 $1,400 $1,200 $1,000 $800 $600 $400 $200 $- 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028
* Analysis does not include MDOT MTA needs or fundingSGR Needs associated with the SGRPurple Funding* Line, LOTS, or freight rail.
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4.2.1 Key Findings The following key findings summarize the context for SGR needs identified in this CNI:
― MDOT MTA’s SGR needs over the next 10 years total an estimated $4.6 billion, with a large majority of SGR needs in 2019 due to the current $1.5 billion SGR backlog. ― Of the $4.6 billion in SGR needs identified, $3.6 billion in funding is estimated ($2.2 billion of which is committed through 2024), leaving an estimated funding gap for SGR needs of $1 billion over the 10-year period. ― Including MDOT MTA’s current SGR backlog, the annual reinvestment needed to maintain and/or bring its assets into a state of good repair average $462 million per year. ― Current funding levels will not eliminate the SGR backlog. ― The largest portion of SGR needs by asset category is driven by vehicles reaching the end of their useful lives and planned fleet rehabilitations or overhauls over the 10-year period, resulting in 37 percent or $1.7 billion in identified SGR needs between 2019 and 2028; $1.1 billion of which is committed through 2024. ― MDOT MTA’s SGR needs and backlog are not unique in the transit industry.
While some of MDOT MTA’s biggest SGR needs are already funded (e.g., Light RailLink vehicle midlife overhaul program, Metro SubwayLink vehicle fleet replacement program, and Metro SubwayLink signal system), several significant unfunded SGR needs are on the horizon including:
― Light RailLink traction power and catenary system replacement ― Metro SubwayLink traction power substation replacements ― Metro SubwayLink station rehabilitation
With many assets being interdependent by nature, smaller or less visible investment needs can be equally important to consider. As a result, comprehensive investment is often required at a system level to fully minimize safety risk and/or loss of transit service.
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5. Enhancement Needs MDOT MTA annually solicits information from modal departments on new capital investments needed to meet industry standards, satisfy forecasted system demand and service levels, improve system safety and security, as well as other enhancements required to adapt to new technologies and new mobility options. An estimated $1.1 billion in enhancement needs have been identified over the next 10 years to support MDOT MTA in continuing to deliver its mission, enhance service, and achieve system performance goals.
5.1 Call for Projects Overview 5.2 10-Year Enhancement As described in Section 3.1, enhancement needs are Needs Estimates new capital investments in transit infrastructure, assets, Enhancement needs identified over the next 10 years or service enhancements that support MDOT MTA’s require an estimated capital investment of $1.1 billion strategic priorities, and current or future service (in YOE dollars, assuming a three percent inflation demand. They may also involve new capital rate). investments to improve safety, protection of existing assets, environmental outcomes and/or adapt the As shown in Figure 5-1, 45 percent of enhancement system to new requirements, technologies, and new needs are estimated to cost $5 million or less. For these mobility options. Enhancement needs are identified enhancement needs that also have a major customer through MDOT MTA’s modal long-range plans, also impact, MDOT MTA endeavors to obtain funding known as Cornerstone Plans, and the CFP process. through discretionary grant opportunities. The CFP process engages project managers from across Figure 5-1. Distribution of 10-Year Enhancement Needs by MDOT MTA’s organization to provide information on Cost Range (YOE, $Millions) future capital investment needs, including details regarding project type, purpose and need, scope, costs, 30 28 schedule, and existing or new assets involved. CFP proposal submissions also include information relating 25 how the proposed capital investments support MDOT 20 MTA’s vision of safety, reliability, efficiency, and 16 15 customer service. CFP proposal submissions cover both 11 SGR and enhancement needs. Because of this, the SGR- 10 related CFP project proposals are not included in the 4 current CNI analysis to avoid any double-counting from 5 3 those SGR needs identified from TERM Lite. 0 $0-$5M $5-$10M $10-$15M $15-$20M Over $20M A separate review of CFP proposal scopes was also conducted with MDOT MTA staff to eliminate duplicate The three most expensive enhancement needs enhancement needs submitted and identify potential identified include: MARC Train station access bundling of projects (e.g., where CCTV installations improvements, as well as station renovations for Penn were proposed for various locations, these were and Camden Lines. The improvements to MARC Train bundled Agencywide). The review identified a total of station access will be multimodal ‒ including bike-rack 62 enhancement needs for the current CNI period. installation, sidewalk improvements and additions, and parking expansion.
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MARC Train station access improvements, projected to identified for MARC Train (50 percent), followed by Light cost $104 million over the 10-year period, are part of RailLink (15 percent) Local Bus and Agencywide (both at MDOT MTA’s continued efforts to improve access to 14 percent), and Metro SubwayLink (7 percent) from MARC Train stations by foot, bike, local transit, and car. 2019 through 2028 (see Figure 5-3). Example improvements include installation of bike racks at stations; installation or improvement of sidewalks; Figure 5-3. Summary of 10-Year Enhancement Needs by completion of grade-separated pedestrian crossings at Mode (2019-2028) stations; crosswalks and other bicycle and pedestrian Agencywi de access infrastructure; and parking expansion at 14% appropriate stations where current lots are already Bus operating at or above capacity. Penn Line station 14% renovations are projected to cost $90 million over the 10- year period. Renovations include technology and system upgrades for security, communications, and wayfinding Light RailLink at the 12 stations. Additional enhancement needs 15% include safety and environmental improvements like meeting new TMDL requirements from the EPA, as well Metro MARC Train 50% as smaller investments like upgrading the in-station SubwayLink variable messaging system at all 14 Metro SubwayLink 7% stations to include next train arrival information, information about local events, and emergency alerts. 5.2.1 Key Findings The enhancement needs identified in this CNI are Figure 5-2. Summary of 10-Year Enhancement Needs by essential to meeting customer expectations. These Asset Category (2019-2028) enhancement needs identified over the 2019-2028 Ve hi cles period include: 0% ― The 62 enhancement needs identified by MDOT Guideway MTA divisions and project managers within the 10- 29% year CNI period total $1.1 billion, improving Stations 10-Yr access to stations, real-time information, and 45% Enhancement connectivity for customers. Needs ― 45 percent of these enhancement needs identified $1.1B are estimated to cost $5 million or less over the 10-year period. ― The most expensive enhancement project is the Sys tems MARC Train station access improvements – 16% estimated to cost $104 million over the 10-year Facilities 10% period. These improvements will provide better access to MARC Train customers, including Figure 5-2 summarizes the total enhancement project multimodal connections from bus or other local needs between 2019 and 2028. Consistent with the transit, pedestrians, bicyclists, and passenger enhancement needs identified with the highest vehicles. associated costs, stations-related enhancement needs ― Of the $1.1 billion in enhancement needs are estimated to total more than $499 million (45 identified over the 10-year period, $78 million in percent) over the next 10 years, followed by guideway enhancement funding is estimated, leaving an enhancement needs estimated at nearly $322 million (29 estimated funding gap of just over $1 billion over percent), systems enhancement needs estimated at $173 the 10-year period for enhancement needs. MDOT million (16 percent), and facilities enhancement needs MTA has no enhancement funding programmed estimated at nearly $109 million (10 percent). By mode, beyond FY23 to focus on the higher priority SGR the largest portion of enhancement needs were needs which are required to sustain safe operations.
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6. Total Capital Investment Needs MDOT MTA’s combined unconstrained SGR and enhancement needs total an estimated $5.7 billion from 2019 to 2028. With a current SGR backlog of $1.5 billion in deferred capital investments, the greatest allocation of needs appears in 2019. Over the 10-year CNI period, the average annual capital needs identified total an estimated $572 million for both SGR and enhancements.
6.1 10-Year Total Needs Between 2019 and 2028, MDOT MTA’s total capital needs are estimated at $5.7 billion. Total funding is forecasted at nearly $3.7 billion ‒ $2.2 billion of which is committed Figure 6-1 illustrates the distribution of total capital in the FY19-FY24 CTP. needs by asset category. MDOT MTA’s total needs are significant, with the vast majority of needs (both SGR and SGR needs for MDOT MTA’s current asset inventory drive enhancement needs) being associated with the rail 81 percent of total needs, while identified enhancement modes (see Figure 6-2). While rail modes are more cost- needs to meet system performance goals as well as intensive modes to operate and maintain, they also are current and future service demand make up 19 percent the highest performing of MDOT MTA’s operating modes, of total needs over the 10-year period. providing significantly better speed, reliability, and capacity between economic centers across Maryland. In Figure 6-1. 10-Yr Total Capital Needs by Asset Category (YOE$) the event of a rail system failure, MDOT MTA supplements the rail service with bus service. These “bus bridges” compete with surrounding automobile traffic, Vehicles Stations 30% operate at a fraction of the speed of rail, and are 25% overcrowded at peak commuting times.
Total 10-Yr Capital *Percent totals By mode, MARC Train carries the greatest category of Needs may not add due total needs. Consistent with the analysis of needs by $5.7B to rounding asset category, top drivers for MARC Train needs include Facilities 12% the overhaul and replacement of revenue vehicles, and Guideway access improvements and renovations for stations along 14% Penn and Camden Lines. Following these needs, the next Sys tems 19% greatest need for MARC Train includes new or expanded Figure 6-2. 10-Yr Total Capital Needs by Mode yards, facilities, and non-revenue tracks to increase on- time performance and service efficiency.
Mobility Link Light RailLink 2% The biggest drivers for Metro SubwayLink and Local Bus Metro 13% SubwayLink needs are vehicle replacements. For Metro SubwayLink, 23% although vehicle replacements are the most expensive Agencywi de 15% needs for this mode over the 10-year period, station access improvements and electrification distribution MARC Train system needs are also anticipated to require significant 28% Local Bus 18% investments. Similarly, for Light RailLink, electrification distribution is anticipated to be one of the higher cost Commuter Bus needs for that mode, in addition to grade crossing signals 1% and track realignment needs.
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Figure 6-3. 10-Yr Total Needs vs 10-Yr Funding Gap 6.2 Key Findings ― A total of 211 capital needs (149 SGR needs and (YOE, $Millions) 62 enhancement needs) have been identified over the 10-year CNI period, totaling an estimated $5.7 billion in needs. Total Gap $2,058 ― Out of the $5.7 billion in total needs, $3.7 billion in total funding is forecasted, leaving an Total Needs estimated funding gap of just over $2 billion for $5.7B remaining SGR and enhancement needs over the Total Funding $3,666 10-year period (see Figure 6-3). ― 81 percent of these needs are driven by SGR reinvestment needs and 19 percent are driven by enhancement needs over the 10-year period.
― The largest category of total capital needs has been identified for vehicles (30 percent) driven by the number of vehicles requiring replacement or overhaul by 2028. ― Stations comprise the next largest category of total capital needs (25 percent) driven by rail station improvements, and guideway follows (19 percent), primarily driven by trackwork. ― Like most legacy transit agencies around the United States, the majority of MDOT MTA’s needs are associated with its rail modes.
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7. Prioritization This CNI provides an unconstrained view of the total estimated capital needs MDOT MTA requires to maintain or bring its assets into a state of good repair while having the capacity to meet service enhancement needs and system performance goals without pre-determined limits to budget or resources. At current funding levels, MDOT MTA is unable to fully address the 10-year capital investment needs identified. MDOT MTA prioritizes these needs to inform budgetary decision making and ensure that the most critical needs that align with the organization’s strategic priorities can be addressed.
7.1 Overview MDOT MTA has been progressively and proactively regulatory considerations, asset interdependencies, investing in better methods of prioritizing its capital service disruption minimization, and environmental needs and exploring innovative approaches to address and operational efficiency gains. these needs and narrow existing funding gaps. Building upon its existing asset inventory process, MDOT MTA As enhancement needs are identified through MDOT began using TERM Lite to score and prioritize SGR MTA’s CFP process, these scoped project submissions needs in 2013. Over the last several years, the agency also undergo similar review against weighted criteria, has also improved its method for scoring and aligned to the organization’s strategic priorities. For prioritizing its enhancement needs. Addressing these both SGR and enhancement needs, any project or combined needs not only supports achievement of grouped need flagged with a mandate results in higher MDOT MTA’s performance targets and FTA TAM priority scoring. For example, the TMDL Compliance requirements, but also supports reducing the agency’s enhancement need received a priority score of 100.00 $1.5 billion SGR backlog—and further—the nation’s $90 because it is a legal mandate. billion SGR backlog. As described in Section 3, these prioritization methodologies help ensure that available All needs are scored on a 100-point scale. The funding is prioritized for safety-critical needs above all exception, however, are high scoring needs identified else. with committed funding, which may result in a weighted priority score above 100 points, as is the case for the rehabilitation of Metro SubwayLink revenue The prioritization methodology and criteria applied to vehicles. Funded needs are scored the highest as those evaluate identified needs is described in Section 3. needs are already programmed to be met. TERM Lite identifies “grouped needs” to bring groupings of assets in the current asset inventory into a As the CNI is an unconstrained inventory of needs, there state of good repair over the 10-year period. These is no relationship between the total cost of a need and grouped SGR needs are identified in TERM Lite based on its priority score (see Figure 7-1). All but three common location and function by asset type. They identified needs are estimated to cost less than $250 should not be considered the same as the scoped million: projects that result from MDOT MTA’s CFP process. ― Revenue vehicle rehabilitation for Metro Priority scores for these grouped SGR needs are SubwayLink (SGR need, priority score: 101.05, $282 determined within TERM Lite, and are based on the million); weighted average of the max 10-year priority score of ― Revenue vehicle rehabilitation for MARC Train (SGR each asset in a group. Asset condition is the primary need, priority score: 68.79, $545 million); and driving factor in prioritization accounting for the rate of ― Rehabilitation and replacement of Bus revenue deterioration for each asset type, followed by safety vehicles (SGR need, priority score: 73.18, $677 and security impacts. However, there are additional million). considerations that factor into the scoring, including
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Figure 7-1. Enhancement and SGR Grouped Needs Mapped by Priority Scores vs. Costs 120.00
Metro SubwayLink Revenue Vehicle 100.00 Rehabilitation Priority Score: 101.05
Cost: $282 million Bus
80.00 Revenue Vehicle Rehabilitation & Replacement Priority Score: 73.18 60.00 Cost: $677 million MARC Train Revenue Vehicle Rehabilitation
Prioritization Score Priority Score: 68.79 Cost: $545 million 40.00
20.00
0.00 $0 $100,000 $200,000 $300,000 $400,000 $500,000 $600,000 $700,000 $800,000 Project Cost ($000s)
Enhancement Projects SGR Grouped Needs
Revenue fleet renewal is typically one of the most costly recurring capital expenditures for a transit agency. Metro SubwayLink and MARC Train vehicles have reached the end of their useful life (25 to 45 years, depending on vehicle type), requiring substantial reinvestment over the next 10 years. Buses have a comparatively short expected useful life of 14 years; accordingly, MDOT MTA procures new buses almost every year to keep the procurement cycle manageable. With over 750 buses in the MDOT MTA fleet, the cost of replacing these buses becomes substantial over the 10-year period. Sections 7.2 and 7.3 of this CNI provide detail on the prioritization of SGR and enhancement needs respectively.
7.2 SGR Needs Using the methodology described in Section 3, asset rehabilitation and replacement needs were grouped by location or function as part of the TERM Lite analysis, given a priority score using the MCDA methodology, and summarized in Table 7-1. Those grouped needs that have some level of committed funding are noted with an asterisk (*).
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Table 7-1. Grouped SGR Needs (2019-2028); projects that are either partially or fully-funded are denoted with asterisk (*)
Total Cost in YOE Priority Grouped Need Description ($000s) Score Metro SubwayLink Revenue Vehicles* $282,157 101.05 Local Bus Kirk Division Buildings and Parking* $178,952 96.61 Light RailLink Trackwork - Lexington Mall to Baltimore Street* $7,737 84.42 Light RailLink Trackwork - Centre Street to Lexington Mall* $11,592 84.39 Light RailLink Trackwork - Baltimore Street to Convention Center* $7,457 84.38 Light RailLink Trackwork - Mount Royal to Cultural Center* $9,609 84.27 Light RailLink Trackwork - Cultural Center to Centre Street* $13,473 83.06 Metro SubwayLink Trackwork - State Center to Upton* $5,188 80.87 Metro SubwayLink Trackwork - Penn North to Mondawmin* $4,590 80.08 Metro SubwayLink Trackwork - Lexington Market to State Center* $4,371 79.27 Metro SubwayLink Trackwork - Upton to Penn North* $4,017 78.46 Light RailLink Trackwork - Convention Center to Camden Station* $7,825 78.13 Metro SubwayLink Trackwork - Mondawmin to West Cold Spring $13,893 76.84 Metro SubwayLink Trackwork - Charles Center to Lexington Market* $5,771 76.55 Local Bus Bush Maintenance Facility Building 5 $7,356 76.46 Metro SubwayLink Trackwork - West Cold Spring to Rodgers Avenue* $7,382 76.25 Metro SubwayLink Trackwork - Charles Center to Shot Tower* $2,106 75.95 Local Bus Revenue Vehicles* $677,558 73.18 Light RailLink Trackwork - North Avenue Yard* $29,732 73.11 Metro SubwayLink Trackwork - Rodgers Avenue to Reisterstown Plaza* $9,962 72.97 Agencywide, Bush Radio Equipment and Mobile Radios* $35,328 71.20 Metro SubwayLink Trackwork - Shot Tower to Johns Hopkins* $7,660 71.06 Light RailLink Trackwork - Hamburg to Westport* $13,701 70.82 MobilityLink Revenue Vehicles* $119,464 70.71 Metro SubwayLink Trackwork - Wabash Yard* $13,930 69.81 MARC Train Revenue Vehicles* $545,188 68.79 MARC Train Station Building Components* $50,875 68.67 Light RailLink Revenue Vehicles* $28,029 67.30 Light RailLink Trackwork - Westport to Cherry Hill* $4,137 67.00 Light RailLink Trackwork - Cold Spring to Woodberry* $9,588 66.45 Light RailLink Trackwork - Falls Road to Mount Washington* $4,862 66.35 Light RailLink Trackwork - Texas Station to Timonium Fairgrounds* $5,163 65.81
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Total Cost in YOE Priority Grouped Need Description ($000s) Score Agencywide Police Radio Systems* $5,787 65.54 Light RailLink Trackwork - BWI Business Park to BWI Airport* $7,431 65.53 Light RailLink Trackwork - Patapsco to Baltimore Highlands* $4,282 65.16 Light RailLink Trackwork - Penn Station Spur* $1,673 65.10 Light RailLink Trackwork - Camp Meade to BWI Business Park* $12,845 64.55 MARC Train Amtrak Contribution* $225,147 64.52 Metro SubwayLink Trackwork - Old Court to Owings Mills* $18,292 64.46 Light RailLink Traction Power Electrification Distribution Systems* $47,116 64.18 Agencywide Bush Maintenance Facility Roofs* $6,694 63.72 MobilityLink Phone System* $5,333 63.48 Metro SubwayLink Trackwork - Reisterstown Plaza to Milford Mill* $7,492 63.35 Light RailLink Ductbanks and Grade Crossings $9,270 62.87 Agencywide Metro Station Roofs* $2,186 62.56 Local Bus Fare Collection Systems $15,738 62.15 Light RailLink Trackwork - Woodberry to North Avenue* $10,307 62.05 Metro SubwayLink Trackwork - Milford Mill to Old Court* $7,909 61.95 Light RailLink Trackwork - North Avenue to Mount Royal* $5,963 61.94 Light RailLink Signals/Interlockings - North Avenue #1* $3,759 61.93 Light RailLink Signals/Interlockings - North Avenue #2* $3,759 61.93 Light RailLink Signals/Interlockings - Camden Station #1* $3,759 61.93 Light RailLink Signals/Interlockings - Camden Station #2* $3,759 61.93 Light RailLink Signals/Interlockings - Penn Station* $3,759 61.93 Light RailLink Signals/Interlockings - North Avenue, North Yard* $3,759 61.77 Light RailLink Signals/Interlockings - North Avenue, South Yard* $3,759 61.77 Light RailLink Signals/Interlockings - North Avenue, Yard Leads* $3,759 61.77 Light RailLink Trackwork - Gilroy Road to Warren Road* $5,049 61.17 Light RailLink Trackwork - Cromwell Yard* $19,527 61.10 Metro SubwayLink Station Access $144,772 61.05 Light RailLink Trackwork - Hunt Valley to Pepper Road* $3,197 61.04 Agencywide Metro Mobile Radios* $1,122 60.99 MARC Train Station Parking* $128,317 60.84 Light RailLink Trackwork - Linthicum to Ferndale* $8,963 60.63 Light RailLink Trackwork - Warren Road to Texas Station* $8,074 60.17
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Total Cost in YOE Priority Grouped Need Description ($000s) Score Agencywide MARC Station Elevators* $100,000 60.11 Light RailLink Trackwork - Baltimore Highlands to Nursery Road* $8,067 60.09 Light RailLink Trackwork - Lutherville to Falls Road* $15,924 60.08 Agencywide Light RailLink Facility Parking* $1,420 59.81 Light RailLink Trackwork - Ferndale Cromwell* $8,679 59.79 Light RailLink Station Building Components $16,763 59.36 Light RailLink Trackwork - Camden Station to Hamburg* $3,743 59.16 Metro SubwayLink Traction Power Electrification Distribution Systems* $143,993 59.06 Metro SubwayLink Station Building Components $191,877 58.68 Light RailLink Trackwork - Timonium Fairgrounds to Timonium Business Park* $8,002 58.60 Metro SubwayLink Operations Control Center Systems $5,985 58.28 Metro SubwayLink Signals/Interlockings - Penn-North to Upton/Avenue Market $97,861 57.98 Local Bus Maintenance Facility Bus Lifts $9,777 57.92 Light RailLink North Ave Maintenance Facility $8,380 57.85 Agencywide Metro Station Escalators* $150,932 57.68 Metro SubwayLink Signals/Interlockings - Milford Mill to Reisterstown Plaza* $65,344 57.57 Local Bus Northwest Division Buildings and Parking $23,372 57.55 Metro SubwayLink Signals/Interlockings - Charles Center to Shot Tower/Market Place* $25,812 57.47 Metro SubwayLink Public Address Systems* $5,730 57.34 Light RailLink Trackwork - Cherry Hill to Patapsco* $6,738 57.00 Local Bus Bush Maintenance Facility Building 4* $10,464 56.98 Local Bus Non-Revenue Vehicles* $12,228 56.89 MARC Train Frederick Line Grade Crossing Signals $2,175 56.66 MobilityLink Non-Revenue Vehicles* $2,780 56.14 Light RailLink Trackwork - Mount Washington to Cold Spring $5,024 56.07 Local Bus Eastern Division Buildings and Parking $50,067 56.06 Light RailLink Grade Crossings Signals, Guideway Elements, Light Rail Lines $38,246 56.01 Light RailLink Trackwork - McCormick Road to Gilroy Road* $3,685 55.78 Metro SubwayLink Station Platform $33,538 55.71 Light RailLink Trackwork - Pepper Road to McCormick Road* $1,692 55.59 Local Bus Bush Maintenance Facility Building 2 $4,093 55.34 Light RailLink Trackwork - North Linthicum to Linthicum* $5,131 55.01 Local Bus Bush Maintenance Facility Building 8 $9,303 54.90
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Total Cost in YOE Priority Grouped Need Description ($000s) Score Local Bus Bush Maintenance Facility Building 1 $80,737 54.74 Light RailLink Non-Revenue Vehicles* $10,318 54.39 Local Bus Bush Maintenance Facility Building 6 $3,647 54.31 Metro SubwayLink Fare Collection Systems $46,443 54.08 Light RailLink Fare Collection Systems $21,364 53.47 Agencywide Non-Revenue Vehicles $13,868 53.30 Local Bus Bush Maintenance Facility Building 7 $5,370 53.04 Metro SubwayLink Retaining Walls $1,543 53.02 Local Bus Bush Maintenance Facility Building 11 $2,091 52.97 Metro SubwayLink SCADA Systems $39,454 52.46 Agencywide Office Equipment $9,922 52.40 Light RailLink Retaining Walls $22,667 52.34 Local Bus Bush Maintenance Facility Building 14 $2,752 52.21 Metro SubwayLink Non-Revenue Support Vehicles $8,283 52.17 Local Bus Bush Maintenance Facility Building 3 $1,443 52.06 Light RailLink Station Platforms $23,408 52.05 Agencywide Safety and Security Systems $1,347 52.00 Light RailLink Trackwork - Nursery Road to North Linthicum* $2,678 51.68 Metro SubwayLink Maintenance Facility Equipment $7,030 51.52 Light RailLink Office Equipment $13,311 51.23 Agencywide In-Station Revenue Collection, Systems, Modewide $3,652 50.97 Local Bus Office Equipment $19,973 50.81 Metro SubwayLink ITS $2,301 50.71 Metro SubwayLink Traction Power Substations $36,192 50.19 Light RailLink Trackwork - Timonium Business Park to Lutherville* $1,536 50.11 MARC Train CSX Contribution $50,000 50.01 Local Bus Maintenance Facility Equipment $35,724 49.84 MobilityLink Trapeze Software $7,506 49.67 Agencywide Bush Division Drainage System $3,559 49.54 Local Bus Bush Maintenance Facility Yard $1,146 49.54 Local Bus Bush Maintenance Facility Building 9 $19,868 49.52 MARC Train Station Platforms $36,346 48.92 Agencywide Administrative Buildings $10,143 48.90
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Total Cost in YOE Priority Grouped Need Description ($000s) Score Metro SubwayLink McDonough Service Building $3,635 48.78 MobilityLink Office Equipment $1,553 48.11 Metro SubwayLink Station Signage & Graphics $15,821 47.93 MARC Train Non-Revenue Vehicles* $1,856 47.41 Metro SubwayLink Office Equipment $8,236 47.23 Agencywide Bush Facility Parking $7,634 46.94 Light RailLink Station Access $7,124 46.81 Metro SubwayLink Non-Revenue Maintenance Vehicles* $1,935 46.68 Light RailLink Station Signage & Graphics $3,253 46.50 Light RailLink Safety and Security Systems $7,193 46.10 MARC Train Brunswick Maintenance Facility $1,331 45.85 MARC Train Frederick Maintenance Facility $1,526 45.85 Metro SubwayLink Safety and Security Systems $1,549 45.43 MARC Train Safety and Security Systems $7,643 45.40 Commuter Bus Park and Rides $43,696 45.06 Light RailLink Maintenance Facility Equipment $2,569 43.14 Local Bus Shelters* $4,024 42.36 Agencywide 241 North Franklintown Road Restoration $4,953 39.94
7.3 Enhancement Needs Nearly all enhancement needs identified achieve more than one MDOT MTA cornerstone. Out of the 62 enhancement needs, 57 enhancement projects (92 percent) provide operational efficiency benefits, while more than half also provide co-benefits of safety, reliability, and enhanced customer service.
Generally, enhancement projects received a lower priority score than SGR projects because SGR projects are required for continued safe and reliable operation of transit service. While these enhancement projects received lower priority scores, some of these investments aimed at improving the customer experience can still be partially or fully-funded through competitive discretionary grant awards.
The highest scoring enhancement projects for the current CNI period are TMDL Compliance followed by North Avenue Rising. TMDL Compliance requires new assets, is intended to comply with new EPA requirements and result in environmental benefits. Due to the regulatory nature of the project, it received a priority score of 100.00. North Avenue Rising, the recipient of a Transportation Investments Generating Economic Recovery (TIGER) grant award, builds on the successful collaboration between MDOT MTA and Baltimore City DOT during the BaltimoreLink initiative to implement bus lanes which contribute to increased speed, safety, and reliability of transit service in the downtown area. North Avenue Rising is a suite of transportation investments including dedicated bus lanes, enhanced bus stops, accessibility improvements to the Penn-North Metro SubwayLink Station, improved crosswalks, bike boulevards and lanes, needed intersection improvements, and roadway repaving throughout the corridor. The project is intended to leverage multi- modal transportation infrastructure investments to enhance community economic development and stability in a corridor spanning approximately five miles and touching over a dozen neighborhoods.
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Table 7-2 lists each enhancement project in priority order. Identified enhancement needs projects identified with some level of committed funding are noted with an asterisk (*). North Avenue Rising, for example, is fully funded in the FY19- FY24 CTP.
Table 7-2. Enhancement Needs (2019-2028); projects that are either partially or fully-funded are denoted with an asterisk (*)
Total Cost, in YOE Priority Project Name ($000s) Score Agencywide Total Maximum Daily Load Compliance* $37,942 100.00 North Avenue Rising* $27,000 52.14 Bus Priority Corridor Treatments* $18,000 49.88 Data Warehouse $4,527 47.80 Light RailLink Yard Automation $3,202 45.12 Light RailLink Wayside Wireless $8,376 45.00 Brunswick Coach Maintenance Building $26,079 44.11 Transit Information and Contact Center (TICC) and Mobility Customer Surveys added to the $1,023 41.31 Interactive Voice Response (IVR) system Metro SubwayLink Tunnel Stray Current Monitoring System $1,248 41.25 Beyond the Bus Stop* $7,204 40.71 Bus Accessibility Enhancements $40,909 40.00 Metro SubwayLink Chemical Detection System for Underground Stations $16,583 39.82 Light RailLink, Patapsco Station Pedestrian Access* $15,000 39.17 MARC Train Penn Line Storage Expansion $64,000 37.62 MARC Train Martin's Yard Expansion* $17,000 37.62 MARC Train Brunswick Yard Maintenance Facility $40,000 37.62 Bus Destination Signs $2,597 32.38 Downtown BaltimoreLink Bus Shelters* $8,986 32.14 Agencywide CCTV Expansion $89,919 31.72 MARC Train Brunswick Line Station Renovations $22,000 30.48 MARC Train Penn Line Station Renovations $81,818 30.48 MARC Train Camden Line Station Renovations $72,727 30.48 Light RailLink, Howard St. Transit Signal Priority (TSP) Improvements $603 29.88 Bus Shelter Expansion* $7,000 29.46 Bus Yard Management System $2,847 27.86 MARC Train Riverside Yard Acquisition and Build-out* $80,000 27.38 Metro SubwayLink, Install Wind Barrier Walls at Owings Mill Station $3,530 26.67 Bus Information and Monitoring System Upgrade $3,473 26.43 Perimeter Detection System at Bus Depots $3,077 25.36
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Total Cost, in YOE Priority Project Name ($000s) Score Perimeter Detection System at North Ave and Cromwell Yards $3,227 25.36 PTZ Cameras for Wabash and Riverside* $572 25.36 Agencywide Blue Light Phones $3,911 25.12 Light RailLink, Canopy Upgrade $40,000 23.45 Downtown Transfer Facility* $11,000 23.45 Metro SubwayLink, Signage and Wayfinding Updates* $25,000 23.45 Light RailLink, Station Amenities and Signage Update* $12,000 23.45 Light RailLink, Erosion Control and Flood Mitigation* $60,000 22.44 Metro SubwayLink Flood Mitigation and Resiliency $10,000 22.44 Bus Comfort Stations, White Marsh Park and Ride $3,686 20.83 MARC Train Riverside Stormwater Management at Baker Tracks $1,608 20.48 Sustainability Program Pilots* $531 20.06 Light RailLink North Avenue Yard Improvements $22,358 19.64 Agencywide, MTA Police Facility Renovations $5,054 17.38 Bus Main Shop Make-Up Air (MAU) Alternate Fuel Modification $810 17.14 Real-time Information System (RTIS) Expansion $5,083 16.90 MARC Train, Improve Station Access $104,000 16.79 Transit Store-and Reduced Fare Certification Office Security Enhancements $245 16.67 Metro SubwayLink Intrusion Detection System & Proximity Fence Analytics $3,264 15.36 Metro SubwayLink, Wayside Energy Storage Systems $8,436 14.58 MARC Train Bowie Station Parking Expansion $5,761 13.81 MARC Train Aberdeen Station Parking Expansion $2,060 13.81 Bus Transit Signal Prioritization Expansion* $6,000 13.81 MARC Train Upgrades to Waste Water Treatment Plant at Brunswick Maintenance Facilities $7,959 13.69 Agencywide Police Monitoring Facility – Video Sharing $1,179 12.02 Metro SubwayLink, In-Station Variable Messaging System $6,000 10.24 Bus Wash Water Recycling: Bush/Eastern/Northwest $2,434 10.12 MARC Train - Critical Power Backup (Camden Yard and Odenton) $942 10.00 Agencywide Energy Savings Initiatives Electric Sub metering $2,729 8.04 Bus Wraps $2,127 5.36
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Conclusion As the 13th largest multi-modal transit system in the United States, MDOT MTA depends on over $9.5 billion in physical assets to provide over 100 million annual rides (unlinked passenger trips) across the State of Maryland. MDOT MTA’s 2,560 square mile service area connects communities, across a variety of demographics, with Maryland’s job centers, schools, healthcare, retail, and cultural centers. It is imperative for the agency to maintain its assets in a state of good repair to sustain current levels of service. The enhancement needs identified in this document are required to support much needed improvements to system reliability, efficiency, and customer service.
This CNI analysis identifies a shortfall in funding over the next 10 years to address the transit system’s needs. MDOT MTA is prioritizing safety critical needs and leveraging technology, practical design, partnerships, shared mobility solutions, and discretionary grants to extend dollars and achieve enhancements despite limited funding.
Figure 7-2. 10-Year Total Capital Needs vs. Total Capital Funding Forecast (2019-2028, $Millions)
$7,000 $2,058 $6,000 Total $5,000 Funding $1,031 $4,000 $4,619 Gap SGR Gap $3,000 $3,588 $2,000 $1,000 $1,027 $1,105 Enhancement Gap $0 $78
SGR Funding Enhancement Funding Funding Gap SGR Needs Enhancement Needs
As presented in the FY19-FY24 CTP, outside of the Purple Line, 98 percent of MDOT MTA funding is prioritized for SGR needs in order to address the backlog of SGR needs across the transit system. While current funding levels can support the renewal of many MDOT MTA assets, these assets comprise larger, interdependent systems. Accordingly, comprehensive investment is often required at a system level to fully minimize safety risk and/or loss of transit service.
Governor Hogan has already helped address many recent SGR and enhancement needs including the BWI MARC Station renovation, the Camden MARC Station replacement, and the numerous assets delivered through the BaltimoreLink and North Avenue Rising programs. Additional successes include over $66 million in federal discretionary grant awards over the last five years, including full funding for numerous system safety enhancements. Currently, MDOT MTA is looking into the use of microtransit and other shared mobility solutions to increase system performance while reducing operating costs, and is researching public-private partnership (P3) arrangements as a potential means of replacing its fare collection system. Through these efforts, MDOT MTA will continue to sustain a safe transit service to Maryland’s communities; however, further investment is needed to achieve its vision of providing safe, efficient and reliable transit across Maryland with world-class customer service.
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Appendix A: Acronyms
ADA – Americans with Disabilities Act MDT – Mobile Data Terminal
AVL – Automated Vehicle Locator MTA – Maryland Transit Administration
BWI – Baltimore / Washington International NEC – Northeast Corridor Thurgood Marshall Airport NTD – National Transit Database CFP – Call for Projects P3 – Public-Private Partnership CIP – Capital Improvement Program RTA – Regional Transportation Agency of Central CNI – Capital Needs Inventory Maryland
CPMS – Construction Project Management System RTIS – Real-Time Information System
CTP – Consolidated Transportation Program SGR – State of Good Repair
EPA – Environmental Protection Agency SME – Subject Matter Expert
FMIS – Financial Management Information System TAM – Transit Asset Management
FTA – Federal Transit Administration TERM – Transit Economic Requirements Model
GPS – Global Positioning System TICC – Transit Information and Contact Center
ITS – Intelligent Transportation Systems TIGER – Transportation Investments Generating Economic Recovery IVR – Interactive Voice Response TMDL – Total Maximum Daily Load LOTS – Locally Operated Transit Systems TSP – Transit Signal Priority MARC – Maryland Area Regional Commuter VRE – Virginia Railway Express MCDA – Multi-Criteria Decision Analysis WMATA – Washington Metropolitan Area Transit MCI – Motor Coach Industries Authority
MDOT – Maryland Department of Transportation YOE – Year of Expenditure
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Appendix B
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Table B-1. SGR Needs, Priority Scores, and Annual Costs in Year of Expenditure Dollars ($000s)
Total Priority Grouped Need Description 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 (2019- Score 2028)
Metro SubwayLink Revenue 101.05 $58,792 $161,465 $41,573 $0 $0 $4,564 $12,535 $3,227 $0 $0 $282,157 Vehicles
Local Bus, Kirk Division 96.61 $175,316 $0 $0 $0 $0 $0 $177 $0 $0 $716 $178,952 Buildings and Parking
Light RailLink Trackwork - 84.42 $7,737 $0 $0 $0 $0 $0 $0 $0 $0 $0 $7,737 Lexington Mall to Baltimore Street
Light RailLink Trackwork - 84.39 $11,592 $0 $0 $0 $0 $0 $0 $0 $0 $0 $11,592 Centre Street to Lexington Mall
Light RailLink Trackwork - 84.38 $7,457 $0 $0 $0 $0 $0 $0 $0 $0 $0 $7,457 Baltimore Street to Convention Center
Light RailLink Trackwork - 84.27 $9,586 $0 $0 $0 $0 $0 $0 $0 $23 $0 $9,609 Mount Royal to Cultural Center
Light RailLink Trackwork - 83.06 $12,941 $0 $0 $0 $0 $0 $0 $0 $531 $0 $13,473 Cultural Center to Centre Street
Metro SubwayLink Trackwork 80.87 $5,188 $0 $0 $0 $0 $0 $0 $0 $0 $0 $5,188 - State Center to Upton
Heavy Rail, Trackwork, 80.08 $4,590 $0 $0 $0 $0 $0 $0 $0 $0 $0 $4,590 Guideway, Metro Rail Line Metro SubwayLink Trackwork - Penn North to Mondawmin
10- YEAR CAPITAL NEEDS | CY2019- 2028 43
Total Priority Grouped Need Description 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 (2019- Score 2028)
Metro SubwayLink Trackwork 79.27 $4,371 $0 $0 $0 $0 $0 $0 $0 $0 $0 $4,371 - Lexington Market to State Center
Metro SubwayLink Trackwork 78.46 $4,017 $0 $0 $0 $0 $0 $0 $0 $0 $0 $4,017 - Upton to Penn North
Light RailLink Trackwork - 78.13 $7,738 $0 $0 $0 $0 $0 $0 $28 $59 $0 $7,825 Convention Center to Camden Station
Metro SubwayLink Trackwork 76.84 $13,893 $0 $0 $0 $0 $0 $0 $0 $0 $0 $13,893 - Mondawmin to West Cold Spring
Metro SubwayLink Trackwork 76.55 $5,771 $0 $0 $0 $0 $0 $0 $0 $0 $0 $5,771 - Charles Center to Lexington Market
Local Bus Bush Maintenance 76.46 $3,464 $3,506 $6 $0 $24 $0 $357 $0 $0 $0 $7,356 Facility Building 5
Metro SubwayLink Trackwork 76.25 $7,382 $0 $0 $0 $0 $0 $0 $0 $0 $0 $7,382 - West Cold Spring to Rodgers Avenue
Metro SubwayLink Trackwork - 75.95 $754 $1,351 $0 $0 $0 $0 $0 $0 $0 $0 $2,106 Charles Center to Shot Tower*
Local Bus Revenue Vehicles 73.18 $95,852 $22,526 $16,221 $7,396 $133,820 $82,217 $42,948 $125,510 $75,737 $75,330 $677,558
Light RailLink Trackwork - 73.11 $29,732 $0 $0 $0 $0 $0 $0 $0 $0 $0 $29,732 North Avenue Yard
10- YEAR CAPITAL NEEDS | CY2019- 2028 44
Total Priority Grouped Need Description 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 (2019- Score 2028)
Metro SubwayLink Trackwork 72.97 $9,962 $0 $0 $0 $0 $0 $0 $0 $0 $0 $9,962 - Rodgers Avenue to Reisterstown Plaza
Agencywide, Bush Radio 71.20 $33,611 $33 $69 $85 $124 $138 $1,268 $0 $0 $0 $35,328 Equipment and Mobile Radios
Metro SubwayLink Trackwork - 71.06 $746 $6,914 $0 $0 $0 $0 $0 $0 $0 $0 $7,660 Shot Tower to Johns Hopkins
Light RailLink Trackwork - 70.82 $6,559 $0 $0 $1,966 $0 $0 $0 $698 $4,477 $0 $13,701 Hamburg to Westport
MobilityLink Revenue Vehicles 70.71 $20,154 $13,508 $0 $13,544 $664 $34,757 $0 $3,298 $16,440 $17,098 $119,464
Metro SubwayLink Trackwork 69.81 $13,930 $0 $0 $0 $0 $0 $0 $0 $0 $0 $13,930 - Wabash Yard
MARC Train Revenue Vehicles 68.79 $17,420 $44,030 $48,312 $12,439 $6,012 $2,678 $261,170 $116,172 $6,826 $30,128 $545,188
MARC Train Station Building 68.67 $42,516 $1,644 $1,031 $0 $650 $104 $0 $0 $0 $4,930 $50,875 Components
Light RailLink Revenue Vehicles 67.30 $11,447 $0 $1,637 $2,530 $1,861 $1,197 $1,257 $2,822 $3,122 $2,156 $28,029
Light RailLink Trackwork - 67.00 $3,180 $0 $0 $0 $0 $0 $0 $0 $957 $0 $4,137 Westport to Cherry Hill
Light RailLink Trackwork - 66.45 $4,313 $0 $0 $0 $0 $0 $0 $943 $4,332 $0 $9,588 Cold Spring to Woodberry
Light RailLink Trackwork - 66.35 $3,460 $0 $0 $0 $0 $0 $0 $0 $1,401 $0 $4,862 Falls Road to Mount Washington
10- YEAR CAPITAL NEEDS | CY2019- 2028 45
Total Priority Grouped Need Description 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 (2019- Score 2028)
Light RailLink Trackwork - 65.81 $566 $0 $0 $2,441 $0 $0 $0 $458 $1,698 $0 $5,163 Texas Station to Timonium Fairgrounds
Agencywide Police Radio 65.54 $2,323 $0 $0 $280 $929 $2,255 $0 $0 $0 $0 $5,787 Systems
Light RailLink Trackwork - BWI 65.53 $2,503 $0 $0 $0 $0 $0 $0 $981 $3,947 $0 $7,431 Business Park to BWI Airport
Light RailLink Trackwork - 65.16 $1,512 $0 $0 $1,652 $0 $0 $0 $0 $1,119 $0 $4,282 Patapsco to Baltimore Highlands
Light RailLink Trackwork - 65.10 $827 $0 $0 $262 $0 $0 $0 $55 $529 $0 $1,673 Penn Station Spur
Light RailLink Trackwork - Camp 64.55 $5,212 $0 $0 $0 $0 $0 $0 $1,266 $6,366 $0 $12,845 Meade to BWI Business Park
MARC Train Amtrak 64.52 $15,261 $22,008 $21,128 $21,762 $22,415 $23,087 $23,780 $24,493 $25,228 $22,985 $225,147 Contribution
Metro SubwayLink Trackwork 64.46 $18,292 $0 $0 $0 $0 $0 $0 $0 $0 $0 $18,292 - Old Court to Owings Mills
Light RailLink Traction Power 64.18 $31,970 $0 $0 $14,267 $0 $0 $0 $1,651 $879 $0 $47,116 Electrification Distribution Systems
Agencywide Bush 63.72 $6,694 $0 $0 $0 $0 $0 $0 $0 $0 $0 $6,694 Maintenance Facility Roofs
MobilityLink Phone System 63.48 $2,447 $0 $0 $0 $0 $2,836 $50 $0 $0 $0 $5,333
10- YEAR CAPITAL NEEDS | CY2019- 2028 46
Total Priority Grouped Need Description 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 (2019- Score 2028)
Metro SubwayLink Trackwork - 63.35 $7,492 $0 $0 $0 $0 $0 $0 $0 $0 $0 $7,492 Reisterstown Plaza to Milford Mill
Light RailLink Ductbanks and 62.87 $9,270 $0 $0 $0 $0 $0 $0 $0 $0 $0 $9,270 Grade Crossings
Agencywide Metro Station 62.56 $2,186 $0 $0 $0 $0 $0 $0 $0 $0 $0 $2,186 Roofs
Local Bus Fare Collection 62.15 $14,752 $0 $0 $0 $0 $0 $0 $0 $0 $985 $15,738 Systems
Light RailLink Trackwork - 62.05 $6,084 $0 $0 $58 $0 $0 $0 $59 $4,105 $0 $10,307 Woodberry to North Avenue
Metro SubwayLink Trackwork 61.95 $7,909 $0 $0 $0 $0 $0 $0 $0 $0 $0 $7,909 - Milford Mill to Old Court
Light RailLink Trackwork - 61.94 $3,958 $0 $0 $262 $0 $0 $0 $136 $1,606 $0 $5,963 North Avenue to Mount Royal
Light RailLink Signals 61.93 $0 $0 $0 $3,759 $0 $0 $0 $0 $0 $0 $3,759 /Interlockings - North Avenue #1
Light RailLink Signals 61.93 $0 $0 $0 $3,759 $0 $0 $0 $0 $0 $0 $3,759 /Interlockings - North Avenue #2
Light Rail, Signals 61.93 $0 $0 $0 $3,759 $0 $0 $0 $0 $0 $0 $3,759 /Interlockings, Systems, Light Rail Lines Original Line, Camden #1
10- YEAR CAPITAL NEEDS | CY2019- 2028 47
Total Priority Grouped Need Description 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 (2019- Score 2028)
Light RailLink Signals 61.93 $0 $0 $0 $3,759 $0 $0 $0 $0 $0 $0 $3,759 /Interlockings - Camden Station #2
Light RailLink Signals 61.93 $0 $0 $0 $3,759 $0 $0 $0 $0 $0 $0 $3,759 /Interlockings - Penn Station
Light RailLink 61.77 $0 $0 $0 $3,759 $0 $0 $0 $0 $0 $0 $3,759 Signals/Interlockings - North Avenue, North Yard
Light RailLink 61.77 $0 $0 $0 $3,759 $0 $0 $0 $0 $0 $0 $3,759 Signals/Interlockings - North Avenue, South Yard
Light RailLink 61.77 $0 $0 $0 $3,759 $0 $0 $0 $0 $0 $0 $3,759 Signals/Interlockings - North Avenue, Yard Leads
Light RailLink Trackwork - 61.17 $732 $0 $0 $0 $0 $0 $0 $633 $3,685 $0 $5,049 Gilroy Road to Warren Road
Light RailLink Trackwork - 61.10 $0 $0 $0 $19,527 $0 $0 $0 $0 $0 $0 $19,527 Cromwell Yard
Metro SubwayLink Station 61.05 $119,980 $0 $0 $0 $0 $0 $24,792 $0 $0 $0 $144,772 Access
Light RailLink Trackwork - 61.04 $1,100 $0 $0 $0 $0 $0 $0 $305 $1,793 $0 $3,197 Hunt Valley to Pepper Road
Agencywide Metro Mobile 60.99 $55 $830 $6 $231 $0 $0 $0 $0 $0 $0 $1,122 Radios*
10- YEAR CAPITAL NEEDS | CY2019- 2028 48
Total Priority Grouped Need Description 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 (2019- Score 2028)
MARC Train Station Parking 60.84 $81,731 $0 $0 $0 $0 $0 $0 $0 $29,139 $17,447 $128,317
Light RailLink Trackwork - 60.63 $2,067 $0 $0 $3,265 $0 $0 $0 $0 $3,631 $0 $8,963 Linthicum to Ferndale
Light RailLink Trackwork - 60.17 $1,079 $0 $0 $3,254 $0 $0 $0 $28 $3,712 $0 $8,074 Warren Road to Texas Station
Agencywide MARC Station 60.11 $100,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $100,000 Elevators
Light RailLink Trackwork - 60.09 $3,378 $0 $0 $0 $0 $0 $0 $0 $4,689 $0 $8,067 Baltimore Highlands to Nursery Road
Light RailLink Trackwork - 60.08 $3,107 $0 $0 $3,254 $0 $0 $0 $0 $9,562 $0 $15,924 Lutherville to Falls Road
Agencywide Light RailLink 59.81 $937 $0 $196 $0 $123 $0 $0 $138 $0 $25 $1,420 Facility Parking
Light RailLink Trackwork - 59.79 $4,162 $0 $0 $0 $0 $0 $0 $55 $4,461 $0 $8,679 Ferndale Cromwell
Light RailLink Station Building 59.36 $13,042 $0 $0 $0 $3,721 $0 $0 $0 $0 $0 $16,763 Components
Light RailLink Trackwork - 59.16 $2,341 $0 $0 $0 $0 $0 $0 $0 $1,402 $0 $3,743 Camden Station to Hamburg
Metro SubwayLink Traction 59.06 $68,585 $4,835 $2,063 $0 $60,171 $0 $3,684 $0 $4,654 $0 $143,993 Power Electrification Distribution Systems
10- YEAR CAPITAL NEEDS | CY2019- 2028 49
Total Priority Grouped Need Description 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 (2019- Score 2028)
Metro SubwayLink Station 58.68 $74,453 $0 $0 $0 $359 $0 $0 $0 $2,037 $115,029 $191,877 Building Components
Light RailLink Trackwork - 58.60 $3,157 $0 $0 $0 $0 $0 $0 $0 $4,845 $0 $8,002 Timonium Fairgrounds to Timonium Business Park
Metro SubwayLink Operations 58.28 $0 $0 $0 $0 $0 $0 $87 $0 $5,898 $0 $5,985 Control Center Systems
Metro SubwayLink Signals 57.98 $30,997 $31,657 $33,288 $0 $0 $0 $0 $0 $949 $970 $97,861 /Interlockings - Penn-North to Upton/Avenue Market
Local Bus Maintenance 57.92 $3,908 $478 $0 $0 $0 $0 $0 $4,803 $588 $0 $9,777 Facility Bus Lifts
Light RailLink North Ave 57.85 $8,378 $0 $0 $0 $0 $0 $0 $0 $2 $0 $8,380 Maintenance Facility
Agencywide Metro Station 57.68 $55,578 $35,083 $28,525 $17,627 $14,120 $0 $0 $0 $0 $0 $150,932 Escalators*
Metro SubwayLink 57.57 $46,907 $0 $17,000 $0 $0 $0 $0 $0 $1,437 $0 $65,344 Signals/Interlockings - Milford Mill to Reisterstown Plaza
Local Bus Northwest Division 57.55 $14,452 $41 $42 $76 $67 $0 $3 $2,514 $276 $0 $23,372 Buildings and Parking
Metro SubwayLink Signals 57.47 $8,007 $11,705 $5,480 $0 $0 $0 $17 $0 $245 $359 $25,812 /Interlockings - Charles Center to Shot Tower/Market Place
10- YEAR CAPITAL NEEDS | CY2019- 2028 50
Total Priority Grouped Need Description 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 (2019- Score 2028)
Metro SubwayLink Public 57.34 $5,730 $0 $0 $0 $0 $0 $0 $0 $0 $0 $5,730 Address Systems
Light RailLink Trackwork - 57.00 $1,899 $0 $0 $0 $0 $0 $0 $0 $4,839 $0 $6,738 Cherry Hill to Patapsco
Local Bus Bush Maintenance 56.98 $10,202 $0 $0 $213 $42 $7 $0 $0 $0 $0 $10,464 Facility Building 4
Local Bus Non-Revenue 56.89 $4,736 $84 $1,439 $114 $1,391 $75 $4,195 $46 $84 $63 $12,228 Vehicles
MARC Train Frederick Line 56.66 $0 $0 $0 $0 $0 $0 $0 $2,175 $0 $0 $2,175 Grade Crossing Signals
MobilityLink Non-Revenue 56.14 $1,167 $0 $0 $101 $0 $0 $1,392 $0 $0 $120 $2,780 Vehicles
Light RailLink Trackwork - 56.07 $1,064 $0 $0 $0 $0 $0 $0 $0 $3,960 $0 $5,024 Mount Washington to Cold Spring
Local Bus Eastern Division 56.06 $0 $0 $0 $0 $8,345 $8,345 $8,345 $8,345 $8,345 $8,345 $50,067 Buildings and Parking
Light RailLink Grade Crossings 56.01 $14,591 $0 $8,043 $15,612 $0 $0 $0 $0 $0 $0 $38,246 Signals, Guideway Elements, Light Rail Lines
Light RailLink Trackwork - 55.78 $895 $0 $0 $0 $0 $0 $0 $146 $2,644 $0 $3,685 McCormick Road to Gilroy Road
Metro SubwayLink Station 55.71 $17,064 $0 $0 $1,462 $7,028 $0 $0 $1,736 $4,428 $1,821 $33,538 Platform
10- YEAR CAPITAL NEEDS | CY2019- 2028 51
Total Priority Grouped Need Description 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 (2019- Score 2028)
Light RailLink Trackwork - 55.59 $158 $0 $0 $0 $0 $0 $0 $88 $1,446 $0 $1,692 Pepper Road to McCormick Road
Local Bus Bush Maintenance 55.34 $3,954 $99 $6 $0 $32 $3 $0 $0 $0 $0 $4,093 Facility Building 2
Light RailLink Trackwork - 55.01 $593 $0 $0 $0 $0 $0 $0 $145 $4,394 $0 $5,131 North Linthicum to Linthicum
Local Bus Bush Maintenance 54.90 $9,127 $0 $42 $0 $41 $2 $0 $3 $88 $0 $9,303 Facility Building 8
Local Bus Bush Maintenance 54.74 $73,990 $608 $42 $229 $297 $41 $0 $325 $192 $5,013 $80,737 Facility Building 1
Light RailLink Non-Revenue 54.39 $6,072 $0 $1,624 $26 $154 $611 $1,130 $150 $322 $229 $10,318 Vehicles
Local Bus Bush Maintenance 54.31 $2,922 $0 $42 $3 $676 $3 $1 $0 $0 $0 $3,647 Facility Building 6
Metro SubwayLink Fare 54.08 $0 $0 $0 $0 $0 $0 $0 $0 $46,443 $0 $46,443 Collection Systems
Light RailLink Fare Collection 53.47 $0 $0 $0 $0 $0 $0 $0 $0 $21,364 $0 $21,364 Systems
Agencywide Non-Revenue 53.30 $6,308 $656 $712 $888 $700 $206 $2,319 $405 $733 $941 $13,868 Vehicles
Local Bus Bush Maintenance 53.04 $3,935 $43 $0 $0 $676 $0 $0 $0 $0 $716 $5,370 Facility Building 7
10- YEAR CAPITAL NEEDS | CY2019- 2028 52
Total Priority Grouped Need Description 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 (2019- Score 2028)
Metro SubwayLink Retaining 53.02 $0 $0 $280 $852 $0 $0 $289 $0 $0 $122 $1,543 Walls
Local Bus Bush Maintenance 52.97 $667 $0 $0 $210 $0 $1,032 $0 $182 $0 $0 $2,091 Facility Building 11
Metro SubwayLink SCADA 52.46 $0 $0 $0 $39,454 $0 $0 $0 $0 $0 $0 $39,454 Systems
Agencywide Office Equipment 52.40 $4,518 $11 $281 $0 $0 $3,106 $1,786 $0 $220 $0 $9,922
Light RailLink Retaining Walls 52.34 $0 $6,147 $6,739 $8,752 $0 $0 $0 $0 $0 $1,029 $22,667
Local Bus Bush Maintenance 52.21 $2,741 $0 $0 $0 $11 $0 $0 $0 $0 $0 $2,752 Facility Building 14
Metro SubwayLink Non- 52.17 $3,859 $0 $0 $35 $71 $0 $767 $363 $2,448 $739 $8,283 Revenue Support Vehicles
Local Bus Bush Maintenance 52.06 $1,411 $0 $0 $3 $26 $0 $0 $3 $0 $0 $1,443 Facility Building 3
Light RailLink Station 52.05 $0 $0 $0 $12,730 $3,332 $0 $0 $0 $5,590 $1,755 $23,408 Platforms
Agencywide Safety and 52.00 $267 $0 $138 $50 $265 $114 $182 $138 $194 $0 $1,347 Security Systems
Light RailLink Trackwork - 51.68 $183 $0 $0 $0 $0 $0 $0 $0 $2,495 $0 $2,678 Nursery Road to North Linthicum
10- YEAR CAPITAL NEEDS | CY2019- 2028 53
Total Priority Grouped Need Description 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 (2019- Score 2028)
Metro SubwayLink 51.52 $6,901 $70 $33 $10 $0 $0 $0 $0 $9 $7 $7,030 Maintenance Facility Equipment
Light RailLink Office 51.23 $6,120 $0 $0 $0 $194 $0 $6,997 $1 $0 $0 $13,311 Equipment
Agencywide In-Station 50.97 $785 $0 $0 $0 $0 $0 $287 $2,580 $0 $0 $3,652 Revenue Collection, Systems, Modewide
Local Bus Office Equipment 50.81 $9,065 $13 $3 $7 $78 $1 $10,806 $0 $0 $0 $19,973
Metro SubwayLink ITS 50.71 $0 $0 $0 $0 $0 $0 $0 $0 $2,301 $0 $2,301
Metro SubwayLink Traction 50.19 $0 $0 $0 $0 $0 $0 $9,494 $0 $26,698 $0 $36,192 Power Substations
Light RailLink Trackwork - 50.11 $0 $0 $0 $0 $0 $0 $0 $0 $1,536 $0 $1,536 Timonium Business Park to Lutherville
MARC Train CSX Contribution 50.01 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $50,000
Local Bus Maintenance 49.84 $31,259 $1,121 $840 $1,727 $155 $110 $60 $454 $0 $0 $35,724 Facility Equipment
MobilityLink Trapeze Software 49.67 $0 $0 $0 $7,506 $0 $0 $0 $0 $0 $0 $7,506
Agencywide Bush Division 49.54 $0 $0 $0 $3,559 $0 $0 $0 $0 $0 $0 $3,559 Drainage System
Local Bus Bush Maintenance 49.54 $2 $0 $0 $0 $0 $1,144 $0 $0 $0 $0 $1,146 Facility Yard
10- YEAR CAPITAL NEEDS | CY2019- 2028 54
Total Priority Grouped Need Description 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 (2019- Score 2028)
Local Bus Bush Maintenance 49.52 $1,108 $28 $0 $3 $85 $2 $18,595 $3 $44 $0 $19,868 Facility Building 9
MARC Train Station Platforms 48.92 $6,913 $0 $10,403 $0 $0 $0 $0 $230 $5,673 $13,126 $36,346
Agencywide Administrative 48.90 $2,991 $0 $0 $0 $3,365 $0 $0 $0 $3,786 $0 $10,143 Buildings
Metro SubwayLink 48.78 $0 $0 $0 $0 $0 $0 $0 $0 $3,635 $0 $3,635 McDonough Service Building
MobilityLink Office Equipment 48.11 $701 $0 $0 $0 $5 $0 $838 $0 $1 $8 $1,553
Metro SubwayLink Station 47.93 $15,821 $0 $0 $0 $0 $0 $0 $0 $0 $0 $15,821 Signage & Graphics
MARC Train Non-Revenue 47.41 $299 $76 $0 $79 $29 $122 $190 $38 $930 $94 $1,856 Vehicles
Metro SubwayLink Office 47.23 $3,743 $1 $3 $4 $0 $13 $4,466 $1 $0 $5 $8,236 Equipment
Agencywide Bush Facility 46.94 $3 $0 $7,631 $0 $0 $0 $0 $0 $0 $0 $7,634 Parking
Light RailLink Station Access 46.81 $0 $0 $0 $3,921 $1,000 $0 $0 $0 $1,677 $527 $7,124
Metro SubwayLink Non- 46.68 $0 $0 $0 $0 $1,935 $0 $0 $0 $0 $0 $1,935 Revenue Maintenance Vehicles
Light RailLink Station Signage 46.50 $2,679 $0 $0 $0 $574 $0 $0 $0 $0 $0 $3,253 & Graphics
10- YEAR CAPITAL NEEDS | CY2019- 2028 55
Total Priority Grouped Need Description 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 (2019- Score 2028)
Light RailLink Safety and 46.10 $418 $160 $38 $108 $6,470 $0 $0 $0 $0 $0 $7,193 Security Systems
MARC Train Brunswick 45.85 $0 $1,331 $0 $0 $0 $0 $0 $0 $0 $0 $1,331 Maintenance Facility
MARC Train Frederick 45.85 $0 $0 $0 $0 $0 $0 $0 $1,526 $0 $0 $1,526 Maintenance Facility
Metro SubwayLink Safety and 45.43 $0 $0 $0 $0 $0 $0 $0 $0 $917 $631 $1,549 Security Systems
MARC Train Safety and 45.40 $4 $0 $0 $0 $583 $51 $0 $7,005 $0 $0 $7,643 Security Systems
Commuter Bus Park and Rides 45.06 $2,103 $0 $11,082 $0 $7,340 $8,481 $9,304 $0 $0 $5,387 $43,696
Light RailLink Maintenance 43.14 $968 $193 $10 $698 $0 $0 $0 $0 $413 $287 $2,569 Facility Equipment
Local Bus Shelters 42.36 $507 $0 $0 $322 $1,029 $175 $0 $105 $1,886 $0 $4,024
Agencywide 241 North 39.94 $540 $2,228 $2,185 $0 $0 $0 $0 $0 $0 $0 $4,953 Franklintown Road Restoration
10- YEAR CAPITAL NEEDS | CY2019- 2028 56
10- YEAR CAPITAL NEEDS | CY2019- 2028 57