HomeMy WebLinkAboutRES 22-288RESOLUTION NO.22-288
BE IT RESOLVED BY THE CITY COUNCIL OF THE
CITY OF BEAUMONT:
WHEREAS, The Federal Transit Administration (FTA) requires public transit
providers to review and update their Transit Asset Management Plan (TAMP) once ever
four (4) years. In 2018, Beaumont Municipal Transit developed a TAMP in accordance
with FTA standards. In 2022, the TAMP was updated, which accounts for ZIP's recent
asset inventories, condition assessment, and expectations for asset procurement and
improvement, along with performance targets for fiscal years 2022 and 2023.
WHEREAS, the updated plan will outline scheduled procedures to ensure that
preventative maintenance and upkeep of vehicles and equipment satisfy all FTA
requirements as shown on Exhibit "A" attached hereto; and,
NOW, THEREFORE, BE IT RESOLVED BY THE
CITY COUNCIL OF THE CITY OF BEAUMONT:
THAT the statements and findings set out in the preamble to this resolution are
hereby, in all things, approved and adopted; and,
BE IT FURTHER RESOLVED THAT the City Manager be and he is hereby
authorized to execute all documents related to executing this plan.
The meeting at which this resolution was approved was in all things conducted in
strict compliance with the Texas Open Meetings Act, Texas Government Code, Chapter
551.
PASSED BY THE CITY COUNCIL of the City of Beaumont this the 1st day of
November, 2022.
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TRANSIT ASSET MANAGEMENT PLAN
ACCOUNTABLE EXECUTIVE STATEMENT
I approve this plan and the performance targets included in the plan. I affirm my commitment to
delivering this Transit Asset. Management Plan (TAMP) to ensure the delivery of safe, reliable, and
cost-effective service to our customers throughout the city of Beaumont.
Claudia San Miguel, General. Manager of Zip
Signature
Date
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BMT Transit Asset Management Plan Q
INTRODUCTION
A Transit Asset Management Plan (TAMP) is a strategic and systematic planning tool to manage
transit capital assets based on careful planning and improved decision -making. A TAMP uses
transit asset condition to guide how to optimally manage capital assets and prioritize funding to
improve or maintain the overall transit system in a state of good repair (SGR). SGR is the
condition in which a capital asset is able to operate at a full level of performance. This means
that the asset:
• Is able to perform its designed function,
• Does not pose a known unacceptable safety risk, and
• Has met or recovered its lifecycle investments.
This goal was articulated in the federal transportation Moving Ahead for Progress in the 215+
Century Act (MAP-21) as part of the realignment to give the Federal Transit Administration (FTA)
national oversight over transit system safety.
A TAMP -is a business model that evaluates asset condition to develop a prioritized asset
replacement strategy.
This TAMP is organized into the following sections:
• Capital Asset Inventory summarizes the inventory of capital assets including revenue
vehicles, spare vehicles, non -revenue vehicles, equipment, and facilities for BMT service.
• Condition Assessment summarizes the performance and condition of all inventoried assets
that BMT has at least partial capital responsibility for using useful life benchmarks (ULB) for
revenue and non -revenue vehicles and FTA's Transit Economic Requirements Model
(TERM) scale for facilities.
• Decision Support Tool describes the factors considered to support decision making
related to investment prioritization.
• Investment Prioritization identifies the pipelined and prioritized projects to smooth the use
of funds each year and optimize the replacement of assets over time.
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AGENCY OVERVIEW
Beaumont Municipal Transit (BMT) owns, operates, and maintains Beaumont ZIP, a small urban
transportation system that provides ten fixed routes and door-to-door transportation service for
handicapped persons. Figure 1 illustrates a map of BMT's fixed route service.
BMT Transit Asset Management Plan . ( 2 ) -
Figure 1: BMT Service Map
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T ndA8venlurc.Park
Source: Beaumont Municipal Transit
FEDERAL TAM REQUIREMENTS
All FTA funding recipients and subrecipients (under 49 U.S.C. Chapter 53) who own, operate, or
manage public transportation capital assets must develop a. TAMP. The TAMP Final Rule divides
providers into two size categories: tier I and tier II. BMT falls under tier II since it owns, operates,
and manages fewer than 100 vehicles in revenue service during peak regular service across all
non -rail fixed route modes. Since BMT is a small urban service provider and a tier II provider, BMT
has the option of either participating in a group plan developed by'the South East Texas
Regional Planning Commission (SETRPC), the regional metropolitan planning organization (MPO),
or opting out and developing its own plan. BMT has decided to develop its own TAMP.
As a tier II provider, BMT is required to include an inventory of capital assets, condition
assessment, decision support tools, and investment prioritization (Figure 2) in its TAMP.
BMT Transit Asset Management Plan (3 ) - -
Figure 2: TAM Plan Required Elements
The TAMP will be a component of the MPO's long range transportation plan and provide critical
inputs to SETRPC and the Transportation Improvement Program (TIP).
CAPITAL ASSET INVENTORY
The required asset inventory is a listing of the provider's assets which meet certain criteria as
specified in TAMP rules. Unlike some other FfA programs, all assets must be reported in the TAMP
regardless of whether they were purchased with FTA funds or are still under lien. FfA requires the
following categories of capital assets that must be included in a TAM asset inventory: rolling
stock, equipment, and facilities.
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ROLLING STOCK
There are a total of 28.vehicles currently in operation for the BMT program, 24 of which are
revenue vehicles and 4 of which are -non -revenue vehicles. Of the 24 revenue vehicles, 14 are
buses and 10 are vans.
Table 1 summarizes the rolling stock inventory for BMT, including the useful life benchmark (ULB)
for each asset class, as defined by BMT. The ULBs are further discussed in the Condition
Assessment section.
BMT Transit Asset Management Plan (4 1.
Table 1: Rolling Stock Inventory
Asset Category Asset Class Make/Model Numberof
s
Vehicles
Age ULB
NAB[ 35' CNG 3
13 years
Low Floor
Bus El Dorado 35' 3
6 years 12 years
CNG Low Floor
Revenue Vehicle Gillig Bus 8
0 years
Goshen Van 2
3 years
Van Ford Starcraft
8
7 years
0 years
Allstar
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EQUIPMENT
FTA requires agencies to include all non -revenue service vehicles in the equipment asset
inventory, including all non -vehicle equipment assets with a replacement value of $50,000 or
more. BMT's equipment asset category comprises of four non -revenue service vehicles, one.
fueling station, one bus washer, and five pieces of maintenance equipment,
as shown in Table
2. On the TERM scale, the Tennant sweep and scrub has a condition rating of 1 (poor) and the
Hyster H12XM forklift has a condition rating of 2 (marginal).
Table 2: Equipment Inventory
Asset Category Asset Class Make/Model
Age ULB
Chevrolet Sedan
4
Automobile
5 years
Chevrolet Sedan
4
Non -Revenue
Vehicle Trucks and other Ford F-350 Truck
12
rubber tire
7 years
vehicles Ford F-450 Truck
12
Owatonna 100 Ton
45
Hydraulic Press
Snap On 134A Refrigerant
28
Maintenance Recycler
Equipment Tennant Sweep and Scrub
19
Equipment Hyster.HI2XM Forklift
18 N/A
ARI-HETRA Portable Lift
New
System
Bus Washer Bus Washer
New
Fueling Station Pinnacle CNG Fast Fill
14
Fueling Station
BMT Transit Asset Management Plan
FACILITIES
Supporting facilities include offices for receiving calls, booking trips, and dispatching vehicles,
and are therefore as critical to operations as the vehicles themselves! Other examples of
facilities include. storage sheds, bus shelters, and bus barns. Currently, BMT has capital .
responsibility for two transit facilities, an administration office and a maintenance shop/yard;
which has been in service since 1977, and Dannenbaum Station, which serves as a transit center
for BMT service (built in 1997). Table 3 summarizes BMIT's facility inventory.
Table 3: Facility Inventory
Asset Category Asset Class Asset Type Age
Maintenance or Administrative Offices and
Administrative Maintenance Shop/Yard 45
Facility Facility
Passenger or Dannenbaum Station- 25
Parking Facility (Central Transfer Point)
CONDITION ASSESSMENT
A condition assessment is a systematic process of inspecting and evaluating the condition of
transit assets. A well -established condition assessment process can directly support proactive
planning for the investments required to maintain good condition and good performance of
transit assets. A condition assessment provides the tools to help predict failure, identify
unacceptable safety risks, and evaluate the root causes of premature asset failures.
The core element of a condition assessment is to establish a performance target for an asset
class, and then assess each asset's condition against the set target. If a gap exists between the
target and the' condition of assets, then strategies and programs can be developed to bring the
assets up to -the targeted condition.
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PERFORMANCE MEASURES
Having well maintained, reliable transit assets will help ensure safe, dependable, and accessible
services. According to FTA, SGR is defined as "the condition in which a capital asset is able to
operate at a full level of performance" (TAM Final Rule 49 USC 625, §625.5). This means the asset
can a) perform its designed function, b) does not pose a known unacceptable safety risk, and
c) its lifecycle investments have been met or recovered. This definition of SGR has been
developed based on a condition or performance assessment, rather than on maintenance or
replacement activities.
The SGR definition from FTA's TAM Final Rule has been adopted for this TAMP. It is important
because it relates to the appropriate targets and measure progress relative to a set benchmark
and provides data for how the agency should prioritize its investments. .
ETA's TAM Final Rule established three performance measures which are a.minimum national
standard for transit operators. These performance measures are:
BMT Transit Asset Management Plan
• Rolling Stock: The percentage of revenue vehicles by type that have met or exceeded
their ULB.
• Equipment: The percentage of non -revenue service vehicles by type that have met or
exceeded their ULB.
• Facilities: The percentage of facilities rated less than 3 on the TERM scale, based on a
physical. condition assessment.
Useful Life Benchmark for Vehicles
FTA defines ULB as the expected lifecycle of a capital asset for a particular transit provider's
operating environment, or the -acceptable period of use in service for a particular transit
provider's operating environment. BMT operates in an area with extended periods of hot and
humid weather and average annual rainfall levels greater than the national average and these
environmental conditions adversely impact the condition of the transit agency's vehicles, such
as through water intrusion and rusting. As a result, BMT has recognized that. many of the
agency's vehicles reach their useful life before the standard ULBsestablished by FTA. Therefore,
BMT has adjusted the ULBs to be sooner than those established by FTA. These ULBs are shown in
Error! Reference source not found..
Table 4: Vehicle Useful Life Benchmark by Age
Vehicle Code
Vehicle Type
ULB
AO
Automobile
5 years
BU
Bus
12 years
TB
Trucks and Other Rubber Tire
7 years
Vehicles
VN
Van
7 years
Facility TERM Scale
BMT conducted a physical condition assessment for the facilities that it has capital responsibility
for and assigned a score using the TERM Lite scale illustrated in Error! Reference source not
found.. Based on the TERM scale, a facility is in an SGR if it has a rating of 3 or higher. A facility is
not in an SGR if it has a rating below 3.
Table 5: FTA TERM Scale
Condition Description Rating
Excellent New or near new asset; no visible,defects 5
Good Good but may have some slightly defective or deteriorated 4
components
Adequate Some moderately defective or deteriorated components; has 3
not exceeded useful life
Increased level of. defectiveness or deterioration warranting
Marginal replacement or maintenance needs; exceeded useful life 2
In need. of immediate repair or replacement; may have critically.
Poor damaged components; well exceeded useful life 1
BMT Transit Asset Management Plan
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PERFORMANCE TARGETS
Three transit agencies are located within SETRPC's jurisdiction: BMT, Port Arthur Transit (PAT), and
South East Texas Transit (SETT). Based on discussions with SETRPC, BMT has agreed to utilize
regional performance targets based on the regional transit asset conditions across BMT, PAT,
and SETT. These regional performance targets were developed with consideration to asset type,
condition ratings, and available funding for fiscal year (FY) 2022 and FY 2023. BMT will optimize
capital investment to achieve these targets.
Rolling Stock Condition Targets
Since revenue vehicles carry passengers, there is a higher risk associated.with their SGR
condition. Therefore, it is very important to prioritize capital investment in revenue vehicles. BMT's
vehicle condition assessment revealed that one revenue bus and eight revenue vanes were
reported as exceeding their ULBs.
Taking this into consideration along with the revenue bus and revenue van conditions for other
transit agencies within SETRPC, SETRPC has set a performance target of 20% for -buses and 10%
for vans to balance- the need to bring the transit fleet to a better compliance.with SGR, while
considering that the available budget does not allow replacement of all vehicles immediately.
Equipment Condition Targets
Non -revenue vehicles are used to support the transit and maintenance operations of the transit
provider. These vehicles are not involved in providing transit service and thus, the performance
target for non -revenue vehicles can safely be set higher than revenue vehicles.
Using the regional weighted averages for non -revenue asset types, SETRPC has set a
performance target of 80% for automobiles and 40% for trucks and other rubber tire vehicles.
Facilities Condition Targets
Supporting facilities include offices for receiving calls, booking trips, and dispatching vehicles,
and are therefore as critical to operations as the .vehicles. Since none of BMT, PAT, and SETT's
facilities received a score below 3 and these -facilities are expected to remain in adequate or
better condition in the near -term, SETRPC has set a performance target of 10%.
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SUMMARY OF PERFORMANCE MEASURES AND TARGETS
Table"6, Table 7, and Table 8 summarize performance measures and targets by asset class and
type.
Table 6: SGR Performance Measures and Targets for Rolling Stock
# At or % At or FY 22 FY 23
Asset Class Asset Type Total Count Exceeding Exceeding Target Target
ULB ULB
Revenue Bus 14 3 21 %. 20% 20%
Vehicle Van 10 0 0% 10% 10%
BMT Transit Asset Management Plan r
Table 7: SGR Performance Measures and Targets for Equipment
J # At or % At or FY 22 FY 23
.Asset Class Asset Type Total Count Exceeding Exceeding Target Target
ULB ULB
Automobile 2 0 0% 80% 80%
Non -Revenue Trucks and other
Vehicles rubber tire 2 2 100% 40% 40%
vehicles
Table 8: SGR Performance Measures and Targets for Facilities
Asset Class Total. Count of # Below TERM % Below TERM
Facilities Assessed Condition of 3 Condition of 3
Maintenance
or 1 0 0%
Administrative
Facility
Passenger or
Parking t 0 0%
Facility
FY 22 Target FY 23 Target
10% 10%
10% 10%
ASSET REPLACEMENT AND DECISION SUPPORT TOOL
Based on the asset condition rating, BMT's revenue vans, non -revenue automobiles, and facilities
currently meet the performance targets. However, in order to plan for future expenditures and
even out spending over the years, BMT should proactively invest in new vehicles and
maintenance. In the near -term, future investment should focus on decreasing the percentage of
revenue buses and non -revenue trucks that exceeding the ULB. As of mid-2022, BMT is in the
process of acquiring two non -revenue trucks and disposing of the two current trucks, which
would bring the percentage of trucks meeting or exceeding the ULB down from 100% to 0%.
BMT's investment prioritization decisions -are made using several key factors, including condition
and how age compares to the ULB of each vehicle. Vehicles with service years or deterioration
past their ULB would be considered high priority for replacement.
Aside from assigned vehicle ULB and condition, BMT will also consider the functionality and
utilization of vehicles. Revenue vehicles providing services on a daily basis would be prioritized
for investment over non -revenue vehicles.
The last consideration is funding availability. The City of Beaumont relies heavily on formula grant
funding to operate BMT. There.is minimal funding for major capital investments in terms of
vehicles, equipment, and facilities. Therefore, capital replacement has occurred mostly through
specialized funding such as Congestion Mitigation and Air Quality Improvement Program
(CMAQ) funding, discretionary grants, and Texas Department of Transportation (TxDOT) funding.
BMT Transit Asset Management Plan (9 -
The prioritization "of individual vehicles for replacement may also consider replacement costs as
compared to available funding.
INVESTMENT PRIORITIZATION OVER THE NEXT FIVE ,YEARS (FY 2022-2027)
To meet FY 2022 and FY 2023 performance targets for revenue buses and non -revenue trucks
and FY 2023 performance target for non -revenue automobiles,BMT should proceed with the
acquisition of the two non -revenue trucks and disposal of the two current trucks. Concurrently,
BMT should also plan to acquire three new revenue buses and two non -revenue automobiles by
FY 2023 and identify if the two automobiles that will meet the ULB in FY 2023 should be disposed
of or if they can continue to be in use. Since all revenue vans and facilities currently meet their
respective FY 2022 performance targets and will meet the FY 2023 targets, no investments in new
revenue vans and facilities are recommended in FY 2022 and FY 2023.
Within the next five years, BMT will need to continue monitoring the age and condition of its
transit assets. The following actions and investments shown in Table 9 are recommended for the
next five years to maintain transit assets in an SGR based on the decision support process
described previously.
Table 9: Investment Priority Projects
Project Year Asset Class Project Description Cost Estimate Priority
Dispose of the four
FY 2022 - FY revenue buses that are
2023 Revenue Vehicle inactive and have N/A Low
reached the end of
their useful life
Monitor the condition
of the 3 NABI revenue
buses that currently
exceed the ULB and
evaluate if any of these
FY 2022 - FY Revenue Vehicle buses should be kept as $1,560,000High
2023 spare buses or disposed
of. Acquire three new
revenue buses to
replace the three that
currently exceed the
ULB
Proceed with the
acquisition of two new
FY 2022 - FY Equipment (Non- non -revenue trucks that $90,0002 High
2023 Revenue Vehicle) will replace the two
trucks that currently
exceed their ULB
BMT Transit Asset Management Plan
Project Year Asset Class Project Description Cost Estimate
Priority
Monitor the condition
of the two non -revenue
automobiles that will
meet the ULB in FY 2023 -
currently exceed their
FY 2023 Equipment (Non- ULB. If the condition of $0 - $35,0003
High
Revenue Vehicle) any automobile has
deteriorated to a point
where it has exceeded
its useful life, the
automobile(s) should
be replaced.
Monitor the condition
Equipment of the Tennant sweep
FY 2025 (Maintenance and scrub that currently $50,000 - $80,0004
High
Equipment) exceeds its ULB and
replace if necessary
Monitor the condition
Equipment of the Hyster HI2XM
FY 2025 (Maintenance forklift that currently $35,000 - $40,0005
High
Equipment) exceeds its ULB and
replace if necessary
r Estimate based on the acquisition cost of the Gillig bus currently used by BMT.
2 Estimate based on the acquisition cost of the Ford F-450 truck currently used by BMT.
3 Estimate based on the acquisition cost of the Chevrolet Malibu currently used by BMT.
4 Estimate based on the price range of a sweep and scrub provided by Tennant's sales department.
5 Estimate based on Cost Owl price range of a Hyster forklift at
httr )s: //www.costowl.com/b2b/forklifts/forklift-hvster-cost/
Over the next five years, it is important to evaluate the vehicle inventory, condition rating,
performance targets as well as investment prioritization on an annual basis to ensure the
agency's assets are in an SGR. Realistically, due to capital funding constraints, BMT generally
keeps revenue vehicles, equipment, and other assets beyond their assigned useful life. This is
accomplished with a rigorous preventive maintenance (PM) program. Assets which have been
in service longer than their assigned useful life are continually evaluated for safety to ensure they
are road -worthy and meet other required standards.
In addition, BMT's facilities and equipment will need annual maintenance and rehabilitation as
well as replacement of the lowboy trailer. It is good practice to program the costs of. replacing
vehicles and maintaining equipment and facilities to smooth and balance the budget over
time.
BMT Transit Asset Management Plan