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Home My WebLink AboutRES 24-081 RESOLUTION NO. 24-081 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 every four (4) years or earlier if necessary. In 2022, Beaumont Municipal Transit developed a TAMP in accordance with FTA standards. In 2024, 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 2024 and 2025. 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 2nd day of April, 2024. Mp/ ,��....�k‘v � .U �. \I i ...ram- ` ,11 j U 4. e w - ayor Roy West- ii1�� BEAJMONT.TF Xn, tilt �sjv BM1AZdp.___ Transit Asset Management Plan March 2024 tMr January 2024 BEAUMONT MUNICIPAL TRANSIT 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 Signature Date fr/ c G' TN. -2°, BMT Transit Asset Management Plan 1 J • 0 oMr 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 21st 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. AGENCY OVERVIEW Beaumont Municipal Transit (BMT) owns, operates, and maintains Beaumont ZIP, a small urban transportation system that provides ten fixed routes and curb-to-curb transportation service for persons with special needs. . Figure 1 illustrates a map of BMT's fixed route service. •BMT Transit Asset Management Plan 2 • elan Figure 1: BMT Service Map t. - ,_ _..... .r •......,..a o S0t!fo vox N•bvprgr'CI 7 '.•K BMT HOiIDA Tia l„ M:;M,. , Se/elyConnectingOur Thriving Community C• , 0f ,�� SSO IUAM,3EAUMON11X 11101 '"'dV' a /•s,, 14191 215-7294 19tAUN,O!1TTkANSIT.COM i„y;.,, I MAGNOLIA -,:w ,� F.. -�•I , LEGEND Roe t: tlaxotu 4 � d .k Rtme 2: Pariah,* 2 PARKDALE' .,- R `,, • a.. - Rw:c 3: CnAxr 11 Rohn 4: Scutn Eleventh - •."'�,�.� ruva:w^.;!.r Routs 5: Pee • Rode 6: Rehney «I::,• s ROI.'t6 7: SCUM P9.i :. I ® •a.,1! =' Roc'e e: Pu:,r Orchard '�5 PINE Rowe a: La:de:N.11tt, \ Route/6 Cor4go St '1'' '9[0�-.1 i SYMBOLS SCHOOLS -� _ ,r.... 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REFINERY r \ la k,vy> •, r a \• _pp } t J 1\ 0 :: .. a•• _ tn...-.. fix, Al Mak • III r 4.-.�•....n. • 4 ; w \. °ll116/r �1 ,l 7 SOOT 'ARK L. iiii:\ .40.' e,AA I B PEAR ORCHARD ' .+..�1 Source: Beaumont Municipal Transit •BMT Transit Asset Management Plan 0 • Bu 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. Figure 2:TAM Plan Required Elements Inventory of Condition capital assets assessment Decision Investment support tools prioritization 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 FTA programs, all assets must be reported in the TAMP regardless of whether they were purchased with FTA funds or are still under lien. FTA requires the following categories of capital assets that must be included in a TAM asset inventory: rolling stock, equipment, and facilities. ROLLING STOCK There are a total of 30 vehicles currently in operation for the BMT program, 25 of which are revenue vehicles and 5 of which are non-revenue vehicles. Of the 25 revenue vehicles, 14 are buses and 11 are vans. BMT Transit Asset Management Plan ( 4) • 0 BuT 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. Table 1: Rolling Stock Inventory Asset Category Asset Class Make/Model Number of Age ULB Vehicles NABI 35' CNG 3 16 years Low Floor 2008 El Dorado 35'Bus CNG Low Floor 3 8 years 14 years 2016 Revenue Vehicle Gillig Bus 2022 8 2 years Goshen Van 2019 2 5 years Ford Starcraft Van Allstar 2022 8 2 years 8 years Glaval Universal 1 New 2024 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 2019 5 Automobile 8 years Chevrolet Sedan 2019 5 Ford F-450 Truck 2010 14 Non-Revenue Vehicle Trucks and other Ford F-250 2022 1 rubber tire 14 years vehicles Ford F-350 2023 1 Owatonna 100 Ton 45 Equipment Maintenance Hydraulic Press N/A Equipment Snap On 134A Refrigerant 28 Recycler BMT Transit Asset Management Plan0 5 • , BMT Asset Category Asset Class Make/Model Age ULB Tennant Sweep and Scrub 19 Hyster H 12XM Forklift 18 ARI-HETRA Portable Lift New System Bus Washer Bus Washer New Fueling Station Pinnacle CNG Fast Fill 14 Fueling Station Refrigerant Robin Air# 34888 HD 1 Recycler 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 BMT's facility inventory. Table 3: Facility Inventory Asset Category Asset Class Asset Type Age Maintenance or Administrative Offices and Administrative Maintenance Shop/Yard 47 Facility Facility Passenger or Dannenbaum Station 27 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. 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 BMT Transit Asset Management Plan 0 s • BUT 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. FTA's TAM Final Rule established three performance measures which are a minimum national standard for transit operators. These performance measures are: • 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 ULBs established 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 8 years BU Bus 14 years TB Trucks and Other Rubber Tire 14 ears Vehicles y VN Van 8 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. •BMT Transit Asset Management Plan (7) f BMT 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 Marginal Increased level of defectiveness or deterioration warranting 2 replacement or maintenance needs; exceeded useful life Poor In need of immediate repair or replacement; may have critically 1 damaged components;well exceeded useful life 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. A facility assessment was completed in 2023. BMT Operations and Shop Facility, located at 550 Milam St, is in need to replace its roof. Water intrusion is noted and has caused damage to equipment and presents a risk to the assets BMT Transit Asset Management Plan ( 8) • BuT of the location. Figure 3, Figure 4,and Figure 5 include more information about the roof replacement. PAT and SETT's facilities received a score at or above a 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%. Figure 3: Roof Replacement Overview City of Beaumont,Texas Capital Improvement Program "BEAUMONT TRANIST ROOF REPLACEMENT PROJECT" •espo -I. Department: BEAUMONT FACIUTIES MAINTENANCE Financial Plan: (Prior Proladed Years 24 - ------- 25— ffi.; 27 :- ' _.28 Future_:: Total- 5 • $800,000.00 $ - $ • $ - $ - $ - $800.000.00 Description: Replacement of the roof system for the Beaumont Transit Office and Shop Facilites The new roof system will be designed by an Architectural and/or Enginneering firm. The existing roof system wil be removed to the structure deck and be replaced with new insulation,taper insulation,(lashings,and modified bitumen roof plys. The new roof system wil meet or exceed the current building codes adopted by the City of Beaumont. r Estinated Protect Out. Protect Test:_ Duration:. Design/Engineering $ 60,000 Planning/Design 6 ROW Acquisition - Rig ht-of-War/UtlNtes - Construction $ 692.000 Permitting 1 Other $ 48,000 Construction 3 Total 800,000 Total (months) 10 FUndlnc Sow e i at in :!w : u7 111111111111111111 Operating Fund - Personnel Debt - Supplies&Materials Grants/Other $ 800,000 Repair&Maint. - Total 800,000 Capital&Other Notes: Total - BMT Transit Asset Management Plan ( 9) • • B.MT Figure 4: Budget for Roof Replacement Budget 'or Capita Expenses Beaumont Transit Facility Proposed Roof Replacement The proposed Capital expense for the replacement of the roof systems at the Beaumen.t Trans&Facility is 5800,000. Figure 5: Roof Replacement Implementation Strategy Project :mplemer;tat'or, Strategy 5eaumontTlansit Facility Proposed Roof Replacement The roof Replacement project shall begin with the development of a request for qualifications package to select an architectura,or engineering firm to prepare the drawings and specifications for the project, Once the design and bird documents are completed,the City Purchasing Department will formally bid the project. Once bids are received and confirmed to be in compliance,the project will be placed on the City Council Agenda for approval. AlterCity Council approval is obtained,the project will be awarded to the qualified low bidder. The roof replacern,e nt process will begin after all required documents have been submitted to the City Durchashig Department and confirmed to be correct. 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 24 FY 25 Asset Class Asset Type Total Count Exceeding Exceeding Target Target ULB ULB Revenue Bus 14 3 21% 20% 20% Vehicle Van 11 0 0% 10% 10% Table 7: SGR Performance Measures and Targets for Equipment #At or %Ator FY24 FY25 Asset Class Asset Type Total Count Exceeding Exceeding Target Target ULB ULB Automobile 2 0 0% 80% 80% •BMT Transit Asset Management Plan 10� BMT Non Revenue Trucks and other Vehicles rubber tire 3 1 33% 40% 40% vehicles Table 8:SGR Performance Measures and Targets for Facilities Asset Class Total Count of #Below TERM % Below TERM FY 24 Target FY 25 Target Facilities Assessed Condition of 3 Condition of 3 Maintenance or 1 1 100% Administrative 10% 10% Facility Passenger or Parking 1 0 0% 10% 10% Facility 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 the beginning of 2024, BMT has acquired two non-revenue trucks and disposed of the two past trucks, which has brought 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. 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 2024-2028) BMT is in the process of in the process to procure five (5) CNG Gillig buses with a projected delivery date of Spring 2026. These buses are anticipated to be in service in Summer 2026. In BMT Transit Asset Management Plan 1 •1� • 6"Mr addition to the new buses,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 Asset Class Project Description Cost Estimate Priority Year Dispose of the four FY 2024-FY revenue buses that are 2025 Revenue Vehicle inactive and have N/A Low reached the end of their useful life Monitor the condition of the 1 NABI revenue bus that currently exceeds the ULB and evaluate if this bus FY 2024-FY Revenue Vehicle should be kept as a 2025 spare bus or disposed $700,000 High of. Acquire three new revenue buses to replace the three that currently exceed the ULB Monitor the condition of the two non- revenue automobiles that will meet the ULB in FY 2027 currently FY 2027- FY Equipment (Non- exceed their ULB. If the 2028 Revenue Vehicle) condition of any $0-$35,0003 Low automobile has deteriorated to a point where it has exceeded its useful life, the automobile(s) should be replaced. Tennant sweep and Equipment scrub that currently FY 2024-FY exceeds its ULB is no 2025 (Maintenance longer operational $30,000-$95,0004 High Equipment) and needs replacement Monitor the condition FY 2024- FY Equipment of the Hyster H 12XM 2025 (Maintenance forklift that currently $35,000-$40,0005 High Equipment) exceeds its ULB and replace if necessary •BMT Transit Asset Management Plan 122 e iI.,p.47 0 Project Asset Class Project Description Cost Estimate Priority Year Need to better secure the vehicles, shop access, and the FY 2027 FY Equipment fueling station is a 2028 (Maintenance pressing concern for $70,000- $75,000 Low Equipment) BMT; a project to install of an RFID automated gate is being considered To provide a safer work environment for the mechanics, BMT is FY 2027 FY Equipment considering the 2028 (Maintenance installation of an $70,000-$75,000 Low Equipment) overhead security shaft/ beam where the mechanics will lock their body harnesses '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 https://www.costowl.com/b2b/forklifts/forklift-hyster-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 (,i •3�